Lean Launchpad in Corporate Innovation

These were the slides for my Norwegian Lean Startup Circle talk in Oslo, Norway 2018.03.15

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Transcript

1. LEAN LAUNCHPAD THE EARLY STAGE SUPPORT PROGRAM LEAN STARTUP CIRCLE
 OSLO, MARCH 15. 2018
2. MORE VIDARANDERSEN.COM VIDAR ANDERSEN • STARTUP FOUNDER • EDUCATOR • INNOVATION ADVISOR FOUNDING PRINCIPAL +ANDERSEN & ASSOCIATES
3. THE 
 OLD VS 
 NEW GAME OF GROWTH
4. THE OLD GAME OF GROWTH
5. PRODUCT OF THE INDUSTRIAL AGE
6. ALL ABOUT MARKET CAPITALISATION
7. DEFENDING MARKET POSITION AT ALL COSTS
8. CONQUERING MARKET SHARE BY ANY MEANS
9. AT GLACIAL SLOW SPEEDS
10. FAILURE EQUALED CATASTROPHE
11. SPECIALISED PROCESSES & PEOPLE
12. PREDICTABLE ENVIRONMENT
13. THE NEW GAME OF GROWTH
14. LIVING IN A POST-INDUSTRIAL AGE
15. CREATING NEW MARKETS
17. AND OWNING THE NEW MARKETS
18. FOREVER CONTINUOUSLY
19. AT LIGHT SPEED FOREVER ACCELERATING
20. FAILURE ASSUMED PART OF THE PROCESS
21. WITH POLYMATHS INSTEAD OF SPECIALISED EXPERTS
22. UNPREDICTABLE ENVIRONMENT
23. WHY?
24. SHORTER
 LIFE EXPECTANCY FOR CORPORATIONS
25. EXPONENTIAL
 TECHNOLOGY DEVELOPMENT
26. THEN
27. NOW
28. AUTOMATION
 AFFECTING MOST VERTICALS
29. MACHINES
 LEARNING BY THEMSELVES
30. BANKS DON’T WORK 
 FOR GROWTH ANYMORE
31. YOUR COMPETITION
 NO LONGER PEERS OR NEAR-PEERS THE AMOUNT OF VENTURE CAPITAL AVAILABLE TO STARTUPS HAVE NEVER BEEN BIGGER
32. YOU DON’T EVEN NEED VC
 IT DOESN’T MATTER WHERE THE AMOUNT OF LOCATION
 & CLASS FREE
 CAPITAL AVAILABLE TO STARTUPS HAVE NEVER BEEN BIGGER
33. STARTUP VALUATIONS
 RAPIDLY INCREASING
34. YOUR COMPANY
 SLOW & RIGID + COMPLIANT
35. YOUR NEW COMPETITORS
 FAST & AGILE + BREAKS THE LAW
36. "In the new world, it is not
 the big fish which eats the small fish, it's the fast fish which eats the slow fish." - KLAUS SCHWAB
 WORLD ECONOMIC FORUM
37. SO…
38. INNOVATE OR DIE
39. BUT…
40. RED PILL OR BLUE PILL?
41. SEARCH EXECUTION EXTEND EXISTING OR CREATE NEW DISRUPTING CORE UNKNOWN UNKNOWNS SUSTAINING BUSINESS AS USUAL
 KNOWN UNKNOWNS
42. WRONG QUESTION
43. YOU HAVE TO DO BOTH
44. SEARCH EXECUTION IN PARALLEL BUSINESS AS USUAL & DISRUPTION DISRUPTING CORE EXTENDING BUSINESS AS USUAL
45. AMBIDEXTROUS DISRUPT OR BE DISRUPTED
46. "If you don't create the things that will kill Facebook, 
 someone else will." - MARK ZUCKERBERG 
 FOUNDER OF FACEBOOK
47. VS
48. OK
 DONE - RIGHT?
49. NOT SO FAST
50. SEARCH EXECUTION DISRUPTION IS LIKE CANCER TO SUSTAINING SUSTAINING DISRUPTING
51. SUSTAINING DISRUPTIVE OUTSIDE OF DAILY OPERATIONS INSIDE OF DAILY OPERATIONS
52. MUST BE SEPARATED LIVE IN DIFFERENT WORLDS
53. WITH GATEWAYS BETWEEN THE WORLDS
54. CERTAIN FAILURE IF WITHIN SAME STRUCTURE SUSTAIN DISRUPT DESTROY CORE BUSINESS MOVE FAST AND BREAK THE RULES PROTECT CORE BUSINESS GO SLOW AND FOLLOW THE RULES HORIZON 1
 DAILY OPERATIONS HORIZON 2/3 
 DISRUPTIVE INNOVATIONS
55. AND…
56. DOING THINGS THE RIGHT WAY IS NOT ENOUGH
57. “We didn’t do anything wrong, but somehow, we lost.” STEPHEN ELOP CEO NOKIA
58. YOU ALSO NEED TO DO THE 
 RIGHT THINGS
59. THE RIGHT THINGS THE RIGHT WAY
60. HOW DO 
 WE KNOW
 THE RIGHT THINGS?
61. NOT BY USING OUTDATED 
 TOOLS FURTHER COMPLICATIONS
62. OPERATIONS INNOVATIONS NEED NEW KPI & MANAGEMENT TOOLS HAS PRODUCT MGMT & BIZ ADMINISTRATION
63. BCG GROWTH MATRIX
64. STRATEGY MAPS
65. WATERFALL PROJECT MANAGEMENT
66. ORGA CHARTS
67. COMMAND LINES
68. OUTDATED TOOLS • All tools assuming projecting and linearity • All tools prohibitive to speed and agility • All tools prohibitive to customer centricity
69. THE TOOLS THAT WERE ONCE SUCCESSFUL FOR EXECUTION 
 HAVE BECOME IMPEDIMENTS 
 THAT ARE ANTITHETICAL TO CONTINUOUS INNOVATION
70. SO WHAT TO DO?
71. INTRODUCING THE THREE HORIZONS
72. H1: KNOWN H2: PARTIALLY KNOWN H3: UNKNOWN HORIZONS
73. TIME SALES HORIZON 1 HORIZON 2 HORIZON 3 MATURE BUSINESS RAPIDLY GROWING BUSINESS EMERGING BUSINESS FOCUS: OUTPUT: EXECUTING TO DEFEND, EXTEND, AND INCREASE PROFITABILITY OF EXISTING BUSINESSES ANNUAL PLANNING AND FORECASTING; DETAILED PLANS FOR GROWTH THROUGH ADJACENCIES RESOURCING INITIATIVES TO BUILD NEW BUSINESSES BUSINESS BUILDING STRATEGIES: INVESTMENT, BUDGET, DETAILED BUSINESS PLANS FOR NEW VENTURES UNCOVERING OPTIONS FOR FUTURE OPPORTUNITIES AND PLACING BETS ON SELECTED OPTIONS DECISIONS TO EXPLORE; INITIAL PROJECT PLAN, PROJECT MILESTONES SOURCE: BAGHAI, COLEY, WHITE ≠ ≠
74. HORIZON 1 - EXECUTING THE CURRENT CORE BUSINESS MODEL TO GENERATE VALUE TODAY HORIZON 2/3 SEARCHING FOR NEW BUSINESS MODELS TODAY TO GENERATE VALUE TOMORROW
75. HOW TO MAKE IT WORK HOW?
76. HORIZON 1 HORIZON 2/3 OUTSIDE OF DAILY OPERATIONS INSIDE OF DAILY OPERATIONS
77. METHODOLOGY FOR HORIZON 1 INNOVATION EXECUTING KNOWN KNOWNS
78. EXECUTE INSIDE OF DAILY OPERATIONS
79. PRODUCT MANAGEMENT HORIZON 1 EXTENDS EXISTING CORE
 BUSINESS MODEL USE TRADITIONAL PRODUCT MANAGEMENT FOR HORIZON 1 PROJECTS IDEA SCREEN SECOND SCREEN GO TO DEVELOPMENT GO TO TESTING GO TO LAUNCH G ATE 1 STAGE 1 G ATE 2 STAGE 2 G ATE 3 STAGE 3 G ATE 4 STAGE 4 G ATE 5 STAGE 5 SCOPING BUILD BUSINESS CASE DEVELOPMENT TESTING & VALIDATION LAUNCH PROCESS INNOVATION
80. OK H1
 DONE
81. HORIZON 2 / 3 
 INNOVATIONS SEARCHING FOR THE UNKNOWN
82. SEARCH OUTSIDE OF DAILY OPERATIONS
83. “The electric light did not come from the continuous improvement of candles” - OREN HARARI
 PROF, UNIVERSITY OF SF
84. FAIL FAST FAIL OFTEN LEARN ITERATE OR PIVOT
85. 1.
 METHODOLOGY
86. 1. METHODOLOGY THE LEAN STARTUP
87. 1. METHODOLOGY BUSINESS MODEL ENGINEERING CUSTOMER
 DEVELOPMENT AGILE ENGINEERING + + THE LEAN STARTUP HORIZON 3 SEARCHES FOR
 NEW BUSINESS 
 MODELS THAT DISRUPT CURRENT CORE BUSINESS =
88. LEAN METHOD HAS COME FULL CIRCLE 2013 2011 THE LEAN STARTUP 1940s AGILE & KANBAN 2005 LEAN INNOVATION MANAGEMENT 2016 KAIZEN
89. BUT WHAT ABOUT DESIGN THINKING
90. FOUNDER’S PRODUCT VISION BUILD ENTIRE PRODUCT FIND CUSTOMERS FOUNDER’S PRODUCT VISION BUILD MVPS ITERATE & PIVOT CUSTOMER NEEDS BUILD MVPS ITERATE & PIVOT 20TH CENTURY TECH STARTUP 21ST CENTURY LEAN STARTUP DESIGN 
 THINKING • Launch-timing driven by Business Plan • Hire Sales Staff Good-Enough Data Launch-timing driven by Customer Validation Hire Sales Staff • Extensive Data • Launch Product • Hire Sales Staff WARNING: NO BUSINESS MODEL FOCUS WHATSOEVER BUSINESS MODEL FOCUS
91. 2.
 PROCESS
92. 2. PROCESS THE LEAN LAUNCHPAD PROGRAM
93. BUSINESS MODEL ENGINEERING CUSTOMER
 DEVELOPMENT AGILE ENGINEERING HYPOTHESES EXPERIMENTS DATA METHODOLOGIES EVIDENCE BASED PROCESS + + MENTORSHIP 2. PROCESS THE LEAN STARTUP The Lean Launchpad
94. OUTSIDE
 WORK MEETUPS MENTORING Video Lectures
 Written Material
 Customer Interviews Experience-Based Discussions - Insights 
 Additional Lectures
 Accountability
 Feedback, Peer Review During Meetups
 Between Meetups With experienced
 entrepreneurs THE LEAN LAUNCHPAD (LLP) 2011
95. 100% EXPERIENTIAL
96. TEAM BASED
 LEARNING
97. SUPPORTED BY MENTORS & COHORT
98. GOING OUT OF THE BUILDING
99. TALKING TO REAL CUSTOMERS
100. CONDUCTING REAL EXPERIMENTS
101. BUILDING REAL MVPS
102. ITERATING OR PIVOTING AS NEEDED
103. ONLINE LEARNING
 MATERIAL
104. WEEKLY PEER REVIEW MEETUPS
105. FIRST LLP COLOGNE
 2012 / 2013
106. Feedback is given verbally by peers, mentors and educators and is saved at each meetup in writing for posterity by typing the feedback in realtime into a shared document or management system during the meetups.
 Suggested solutions to roadblocks and problems are worked out in the meetup sessions, but with a focus on being as little instructional as possible. It is up to the ventures themselves to drive progress and ask for help. 
 Meetups also allows for educational content to be discussed or questions regarding the methodologies or to receive a custom prepared presentation on a specific topic by the educator. 
 
 In between the meetups, the LLP Educator is available by email and phone or Skype to give feedback and mentoring. THE PEER REVIEW MEETUP
107. At each meetup, the startups present their progress and findings in front of their peers, educator and mentors in a standardised format using a 4 slide (and 4 slides ONLY) presentation. 1. How many customers they talked to and what they learned from it? 2. What they said they would do at the last meetup (5 next steps), what did they do, 
 what did they not do, why, and what did they learn? 3. What changed in the business model since the last meetup, what did they validate or invalidate and what do they base it on,? (Presented using the Business Model Canvas) 4. What are the concrete next 5 steps until the next meetup and what is standing in your way? THE PEER REVIEW FORMAT
108. DATA TALKS BULLSHIT WALKS
109. STRUCTURE & DISCIPLINE
110. SENSE OF URGENCY
111. COHORT EFFECTS
112. 5 WEEKS OR 12 WEEKS DURATION
113. ACHIEVING 50X SPEED-UP OF INNOVATION SOURCE: 
 http://steveblank.com/2015/06/26/lean-innovation-management-making-corporate-innovation-work/
114. STUDENT
 VERSION
115. TARGET AUDIENCE College or University Students or even Primary School & Highschool GOALS • Create more competent startup founders (learning through experience) • Get the right new knowledge to the students before they get taught the old • Avoid students spending a long time (sometimes +6 years) doing the wrong things, building a product nobody needs or wants DURATION
 • 5 Weeks as a part of other curricula • 12 Weeks for credits (1x semester, complete curriculum) LLP FOR STUDENTS
116. STARTUP
 COMMUNITY VERSION
117. LLP FOR STARTUPS TARGET AUDIENCE Pre-Funding early-stage startups GOALS • Create more competent regional startup founders (education through experience) • Validate (or invalidate) the startup idea; iterate, pivot or persevere • Reach a decision on how (or if) to proceed; give up, apply to accelerator, raise funding or bootstrap (self-fund) DURATION
 • 5 Weeks, with meetups in the evening (facilitates having a day-job)
118. CORPORATE
 VERSION
119. TARGET AUDIENCE Internal (intrapreneurship) H2/H3 corporate innovation ventures / teams GOALS • Provide a repeatable support structure for early-stage corp. innovation teams (answers to what and how) • Create more competent corporate intrapreneurs (education through experience) • Avoiding spending too much time or resources on the wrong idea or team, metered funding • Avoiding Innovation Theatre; data-talks, bullshit walks (kills HIPPOs & ZEBRAs) • Reaching a transparent decision on IF and WHEN to commit more resources and time (or not) • Getting results quicker and more frequently (50x speed-up of innovation) 
 DURATION
 • 5 weeks, meetups on work time, either on or offsite • 12 weeks, meetups on work time, either on or offsite • Customised for needs (speed vs risk) LLP FOR CORPORATIONS
120. TYPICAL SCENARIOS 
 FOR CORPORATE LEAN LAUNCHPAD PROGRAMS • Teams have been working on innovation challenges for some time, but with out structure and management wants to bring them to a conclusion 
 (support and decision program for existing teams, one time to clean the slate) • New innovation teams are forming as a result of other efforts, now management needs to provide them with an answer to the question on how to proceed
 (support and decision program for new teams, on a recurring need basis) • The company is currently building out, or already has, a concerted effort, an innovation engine, in place where the Lean Launchpad program is a regular part of the pre-acceleration phase, the validation phase, of internal innovation ventures, metered funding
 (pre-qualifying support and decision program for any team going through the perpetual innovation engine) LLP FOR CORPORATIONS
121. AS PRACTICED BY AND MANY, MANY MORE…
122. +20.000 TEAMS WORLD WIDE • Using the Lean Launchpad (LLP) • National Science Foundation’s
 Innovation-Corps (iCorps) • +200 Universities, World Wide • +100 Accelerators / Incubators • Several Fortune 500 Corporations
123. LEAN LAUNCHPAD ALSO BY GOS
124. +300 LLP EDUCATORS TRAINED PER YEAR • Lean Launchpad Educators Training & Certifications • Standardised Process & Curriculum • Standardised, Validated Training & Certification • Held at Stanford, Berkeley, Columbia University NYC and more 
 on a regular basis • https://venturewell.org/lean-launchpad/
125. LEAN LAUNCHPAD SCIENTIFIC CASE STUDY The National Science Foundation (NSF) is the United States government agency that supports fundamental research and education in all the non-medical fields of science and engineering They decide which public scientific research projects will get federal funding for commercialisation in the US with an annual budget of 
 $7 Billion
126. LEAN LAUNCHPAD @ NSF LEAN LAUNCHPAD VALIDATED The NSF had a challenge. Most applicants their accelerator program iCORPS were getting were not fundable by their standards of readiness. The NSF is as science-oriented as one can get, so they wanted to experiment with improving their fundability rate by providing the applicants with a fitness program before they could apply and get the data, the scientific facts, on how these applicants would perform compared to the baseline of normal applicants not taking the fitness program to see if there would be a difference, if at all. So the NSF started requiring applicants to take the Lean Launchpad as a prerequisite, as a fitness program, before applying to their NSF iCORPS accelerator.
127. LEAN LAUNCHPAD WORKS THE SCIENCE IS IN And when the data came in, they found that the previous fundability rate of 18% of all applicants without the Lean Launchpad improved to a massive +60% of fundability of the teams that had taken the Lean Launchpad as a pre- accelerator readiness program. The science is in; By using the Lean Launchpad as a pre-accelerator program, The National Science Foundation managed to improve their dealflow with significant 44% hike in fundability.
128. To cut a long story short, the US Government adopted the class to commercialise all science in the US. It is now called the I-Corps, or Innovation Corps. Over 15,000 teams of the US’ best scientists and engineers have taken the class. It is a law now in the United States – they made it a mandated class.
129. 3.
 MANAGEMENT
 KPI
130. 3. MANAGEMENT KPI THE INNOVATION READINESS LEVEL (IRL)
131. BUSINESS MODEL ENGINEERING CUSTOMER
 DEVELOPMENT AGILE ENGINEERING HYPOTHESES EXPERIMENTS DATA WEEKLY 
 PROGRESS EXPERIMENT
 SCORECARD DATA, TRAJECTORY EXPERIMENTS,
 READINESS LEVEL METHODOLOGIES EVIDENCE BASED PROCESS MANAGEMENT TOOL - INNOVATION METRIC (KPI) + + + = MENTORSHIP 3. MANAGEMENT KPI THE LEAN STARTUP Innovation Readiness Level (IRL) The Lean Launchpad Curriculum
132. BASED ON NASA/DOD TRL
 TECHNOLOGY READINESS LEVEL • Formal way to assess technology project maturity • Quantify relative risks • Data driven • Adopted by NASA, DOD, FAA, ESA and so on… • Introduced in 1974 by NASA JPL • Also see: http://www.wikiwand.com/en/Technology_readiness_level TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9
133. NASA/DOD TECHNOLOGY READINESS LEVEL 1 & 2 BASIC TECHNOLOGY RESEARCH: • Basic principles observed • Technology concept formulated TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 CONCEPT
134. RESEARCH TO PROVE FEASIBILITY: • Experimental proof of concept • Breadboard validation in lab RESEARCH CONCEPT TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 NASA/DOD TECHNOLOGY READINESS LEVEL 3 & 4
135. DEMO PROTOTYPE: • Breadboard validation 
 outside of building • System demo in real world DEMO RESEARCH CONCEPT TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 NASA/DOD TECHNOLOGY READINESS LEVEL 5 & 6
136. DEPLOYMENT: • System development • System development in real world DEPLOYED CONCEPT RESEARCH DEMO TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 NASA/DOD TECHNOLOGY READINESS LEVEL 7,8 & 9+
137. WHAT THIS 
 MEANS FOR AN INNOVATION 
 METRIC INNOVATION READINESS LEVEL
138. INNOVATION READINESS LEVEL • We can do the same for new 
 innovation ventures • Emphasis is on DATA IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9
139. INNOVATION READINESS LEVEL • A formal way to quantify relative risk • Data-driven • Analog to NASA/DoD
 Technology Readiness Level (TRL) • ADAPTABLE TO YOUR INDIVIDUAL GOALS: urgency, verticals and risk aversion, etc. 
 (i.e. the IRL is a relative, not absolute, scale) IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9
140. INNOVATION READINESS LEVEL 
 1 & 2 HYPOTHESES: • Value propositions summarised • BMC hypotheses articulated HYPOTHESES IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9
141. INNOVATION READINESS LEVEL 
 3 & 4 PROBLEM / SOLUTION FIT: • Problem-solution fit • Low fidelity MVP PROBLEM /
 SOLUTION HYPOTHESES IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9
142. INNOVATION READINESS LEVEL 
 5 & 6 VALIDATE: • Product / market fit • Right side of Business Model Canvas • Value props, customer segments, 
 channels, customer relationships & 
 revenue sources PRODUCT/
 MARKET PROBLEM /
 SOLUTION HYPOTHESES IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9
143. INNOVATION READINESS LEVEL 
 7 & 8 VALIDATE: • Left side of business model canvas • Activities, resources, partners & costs VALIDATE LEFT 
 BMC SIDE PRODUCT/
 MARKET PROBLEM /
 SOLUTION HYPOTHESES IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9
144. INNOVATION READINESS LEVEL 
 9+ METRICS THAT
 MATTER • Sales & revenue metrics • User & customer growth metrics • Engagement metrics • Cohort, funnel, attrition & churn metrics • Etc PRODUCT/
 MARKET PROBLEM /
 SOLUTION HYPOTHESES VALIDATE LEFT 
 BMC SIDE IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9
145. 3. MANAGEMENT KPI IRL 9+ Identify and validate metrics that matter IRL 8 Validate value delivery (Left BMC side) IRL 7 Prototype High-Fidelity MVP IRL 6 Validate Revenue Model (Right BMC side) IRL 5 Validate Product-Market fit IRL 4 Prototype Low-Fidelity MVP IRL 3 Problem-Solution validation IRL 2 Market size & competitive analysis IRL 1 Complete first-pass of business model canvas (BMC) THE INNOVATION READINESS LEVEL (IRL) IRL 1 IRL 2 IRL 3 IRL 4 IRL 5 IRL 6 IRL 7 IRL 8 IRL 9
146. TRACKED BY A CENTRAL MANAGEMENT TOOL
147. BUSINESS MODEL ENGINEERING CUSTOMER
 DEVELOPMENT AGILE ENGINEERING HYPOTHESES EXPERIMENTS DATA WEEKLY 
 PROGRESS EXPERIMENT
 SCORECARD DATA, TRAJECTORY EXPERIMENTS,
 READINESS LEVEL METHODOLOGIES EVIDENCE BASED PROCESS MANAGEMENT TOOL - INNOVATION METRIC (KPI) + + + = MENTORSHIP 3. MANAGEMENT KPI THE LEAN STARTUP Innovation Readiness Level (IRL) The Lean Launchpad Curriculum
148. 4. ORGANISATION Executive Chair of the Board CEO Chief of Innovation Chief Internal Ambassador
 (Chief Resource Concierge) COO CFO CTO CMO Innovator Innovator Innovator Chief Portfolio Manager Chief VC Chief Risk
 Officer HORIZON 1 SUSTAINING CORE BUSINESS HORIZON 2/3 DISRUPTING CORE BUSINESS Legal Fast Track 24h response, limited risks assumed Corporate Legal Growth Boards
149. 5. STRUCTURE - THE ENGINE
150. 5. STRUCTURE - THE ENGINE IRL 0-3 IRL 4-6 IRL 9+ IRL 7-8 WEEKS MONTHS G ATE 1 G ATE 2 G ATE 3 G ATE 4 G ATE 5 PROBLEM OR NEED-
 FIT STAGE SOLUTION- FIT STAGE PERPETUAL DAYS PRODUCT- MARKET 
 FIT STAGE COMPANY BUILDING STAGE CUSTOMER CREATION STAGE PEOPLE- IDEA FIT STAGE MANAGEMENT TOOL + INNOVATION READINESS LEVEL KPI (IRL) YEARS TIME & QUALITY RISK & QUANTITY DEALFLOW • SPIN IN? • SPIN OUT? • KILL? • EXTEND? CYCLIC RINSE LATHER REPEAT PRE-ACCELERATION ACCELERATION GENERATION EDUCATION SELECTION FINAL DECISION SCALING UP DISCOVER EXPLOIT VALIDATE EXPLORE VET GENERATE
151. 5. STRUCTURE - THE ENGINE IRL 0-3 IRL 4-6 IRL 9+ IRL 7-8 WEEKS MONTHS G ATE 1 G ATE 2 G ATE 3 G ATE 4 G ATE 5 PROBLEM OR NEED-
 FIT STAGE SOLUTION- FIT STAGE PERPETUAL DAYS PRODUCT- MARKET 
 FIT STAGE COMPANY BUILDING STAGE CUSTOMER CREATION STAGE PEOPLE- IDEA FIT STAGE MANAGEMENT TOOL + INNOVATION READINESS LEVEL KPI (IRL) YEARS TIME & QUALITY RISK & QUANTITY DEALFLOW • SPIN IN? • SPIN OUT? • KILL? • EXTEND? CYCLIC RINSE LATHER REPEAT ACCELERATION EDUCATION FINAL DECISION SCALING UP DISCOVER EXPLOIT VALIDATE EXPLORE VET GENERATE THE LEAN LAUNCHPAD PROGRAM PRE-ACCELERATION
152. +ANDERSEN 
 & ASSOCIATES tomorrow today PLUSANDERSEN.COM
153. We help you
 get ready for tomorrow today… PLUSANDERSEN.COM
154. …by providing actionable answers to the questions of how to attract, motivate, support, and retain innovative people and how to generate, discover, explore, and exploit new business models through innovation… PLUSANDERSEN.COM
155. …achieving a 
 50x speed-up of innovation the startup 
 way PLUSANDERSEN.COM
156. MORE PLUSANDERSEN.COM • Education & Training • Programs & Processes • Innovation Metrics • Management Tools • Innovation Outposts • Human Assets
158. THE +A INNOVATION ENGINE GENERATE
159. MORE PLUSANDERSEN.COM
160. MORE PLUSANDERSEN.COM
161. MORE PLUSANDERSEN.COM
162. ONE MORE THING…
163. INNOVATOR MASTERCLASS 
 THE POPULAR 2-DAY, HANDS-ON OPEN WORKSHOP
164. INNOVATOR MASTERCLASS OSLO JUNE 7 + 8
165. INNOVATOR MASTERCLASS OSLO JUNE 7 + 8 SAVE THE DATES Send an email to YOU@PLUSANDERSEN.COM 
 with the subject “FUS OSLO” for a 30% early bird DISCOUNT
 AVAILABLE UNTIL END OF MARCH 2018 - SEATS LIMITED