UVA Innovations: Ideas On Accelerators

Running a
Successful
Accelerator
Ideas &
Practices
COWAN+
Copyright 2014 Cowan Publishing
ABOUT ME
Entrepreneur (5x)
Intrapreneur (1x)
ALEX COWAN
AlexanderCowan.com
@cowanSF
ABOUT ME
ALEX COWAN
AlexanderCowan.com
@cowanSF
ABOUT ME
www.alexandercowan.com
PROCESS
PROGRAMMING
TWO PILLARS OF ACCELERATOR SUCCESS
PROGRAMMMING
ITS A PROCESS
Some techniques are more effective than others.
Personas
But they all require substantial, consistent exertion.

SCALE-FRIENDLY VS. INNOVATION-FRIENDLY

Scale
Friendly
Innovation
Friendly
!?
Copyright 2014 COWAN+
THE VENTURE DESIGN PROCESS
Scale?
Who?
THINK
FEEL
SEE
DO
What?
What if?
Tell me?
How?
/
Pivot?
PERSONAS
PROBLEM
VALUE
CUSTOMER
USER
PRODUCT &
SCENARIOS &
PROPOSITIONS DISCOVERY & STORIES &
PROMOTION
ALTERNATIVES & ASSUMPTIONS EXPERIMENTS PROTOTYPES
THE VENTURE DESIGN PROCESS (IN REVERSE)

Do we
understand this
person? What
makes them
tick?
THINK
SEE
FEEL
DO
PERSONAS
Is problem
relevant? Is the
proposition
better vs.
alternatives?
Was the
How did the
implemented
customer/user
story relevant to react?
the proposition?
Did the implementation

deliver on the story?
PROBLEM
VALUE
USER
CUSTOMER
PRODUCT &
SCENARIOS &
PROMOTION
Who?
THINK
FEEL
SEE
DO
PERSONAS
What?
What if?
PROBLEM
VALUE
SCENARIOS &
PROPOSITIONS
ALTERNATIVES
WHY IS DESIGN THINKING HARD?
Then
Now
Survival
Design Thinking
ALEX COWAN
AlexanderCowan.com
@cowanSF
DESIGN THINKING
Empathy
Creativity
02 DIAGNOSING USER NEEDS & PROBLEMS
The twin anti-poles of design failure

S
Doing precisely
what the user asks
P
A
N
Assuming you know whats

best and ignoring the user
DESIGN THINKING- APPLICATIONS
ALEX COWAN
AlexanderCowan.com
@cowanSF
Empathy
Entry
Urinate as they go
Edges preferred
Speedy
PB > cheese
ALEX COWAN
AlexanderCowan.com
@cowanSF

Check & Repair
UV Validation
Relevant Placement
A Better Mouse Trap
Powered by Better Bait
Creativity
ALEX COWAN
AlexanderCowan.com
@cowanSF
DESIGN THINKING- PERSONAS
Personas
Problem Scenarios
Alternatives
Your Value Propositions
Foundation in
Design Thinking
ALEX COWAN
AlexanderCowan.com
@cowanSF
ALEX COWAN
AlexanderCowan.com
@cowanSF
NOT A GOOD PERSONA
Women
Age 28-45
Has kids
Socialize with other moms
Online with Facebook
86% said theyd like to be more
organized
70% said theyd use an
application that organizes them
NOT A GOOD PERSONA

This is a huge
population- not exact
These responses are fake

actionable- survey responses
like this are unreliable
Women
points are almost
Age 28-45 Bullet
never vivid or detailed
Has kids
Socialize with other moms
Online with Facebook
86% said theyd like to be more
organized
70% said theyd use an
application that organizes them
Stock photo- not real

THE ART OF CUSTOMER DISCOVERY
A BETTER PERSONA
Mary the Mom

Mary is a mom by choice. She had a successful career in accounting,
but welcomed the opportunity to be a stay at home mom. She loves it.
But its not like having kids purged her creative, social instincts. She
wants to connect, she wants to learn, she wants to interact. Being a
mom is a job and she wants to do it well. That means corresponding
with other moms on child education and keeping track of what works.
She posts to Facebook at least twice a week and responds to other
moms items more often than that.
She has a few blogs and publications she reads regularly
A BETTER PERSONA
the use of a first name helps
w/ vividness (a little)
Mary the Mom

Mary is a mom by choice. She had a successful career in accounting,
but welcomed the opportunity to be a stay at home mom. She loves it.
these full sentences look like a

good start towards something
vivid and detailed
But its not like having kids purged her creative, social instincts. She
wants to connect, she wants to learn, she wants to interact. Being a
mom is a job and she wants to do it well. That means corresponding
with other moms on child education and keeping track of what works.
She posts to Facebook at least twice a week and responds to other
moms items more often than that.
this is a real photo of a

relevant person taken with an
iPhone in the real world
She has a few blogs and publications she reads regularly
V ivid
A
R
I
E
D
The persona
should make
anyone who reads
it feel like theyve
actually met this
person.
ALEX COWAN
AlexanderCowan.com
@cowanSF
V ivid
A ctionable
R
I
E
D
If the persona
doesnt inform
how you sell stuff
and build stuff,
why bother?
ALEX COWAN
AlexanderCowan.com
@cowanSF
V ivid
A ctionable
R eal
I
E
D
Good personas
arent created in
cubicles. Go
where the persona
is and observe.
ALEX COWAN
AlexanderCowan.com
@cowanSF
V ivid
A ctionable
R eal
I dentifiable
E
D
Make sure you

can identify and
target these
personas, or you
wont be able to
find a use for
them.
ALEX COWAN
AlexanderCowan.com
@cowanSF
V ivid
A ctionable
R eal
I dentifiable
Exact
D
Everyone is not
your customer.
Make sure the
personas are
distinct so you can
apply relevant
focus.
ALEX COWAN
AlexanderCowan.com
@cowanSF
V ivid
A ctionable
R eal
I dentifiable
Exact
D etailed
People are
complicated and
so good personas
are usually pretty
substantial.
A LITTLE GAME FOR BETTER PERSONA DISCOVERY
Day in the Life

we look at a few photos for a given persona
(not a full picture, just snippets)
you make some guesses about them
there are no right answers BUT
there is a right process: observe and infer
OBJECTIVE: get a feel for whats real; start to create something vivid
SVEN THE SALESPERSON: A DAY IN THE LIFE
WAKE UP!
** create fake
email account,
fake email to them
WAKE UP!
ON THE JOB
LUNCH BREAK
FINISHING UP
ON THE ROAD
UNWINDING AFTER WORK
DINNER
WINDING DOWN & BED
ABOUT SVEN THE SALESPERSON

Whats his favorite kind of music?
What do you think he looks at to set his agenda
for the next day?
What movie did he last see?
How much do you think he uses his PC vs. his
mobile? Which in which situations?
If he had a dog, what kind?
What one change on the way he uses
Salesforce would most change his life for the
better?
DISCOVERY & LEARNING: THINK-SEE-FEEL-DO
ALEX COWAN
AlexanderCowan.com
@cowanSF
DISCOVERY & LEARNING: PROBLEM SCENARIOS
PROBLEM SCENARIO
ALEX COWAN
AlexanderCowan.com
@cowanSF
PROBLEM SCENARIO
What job(s) are you doing for
the customer?
What existing need or
behavior are you fulfilling?
ALEX COWAN
AlexanderCowan.com
@cowanSF
PROBLEM SCENARIO
ALTERNATIVE(S)
?
ALEX COWAN
AlexanderCowan.com
@cowanSF
PROBLEM SCENARIO
ALTERNATIVE(S)
If they currently use

spreadsheets, watch them
use it and get a copy of it.
If they currently put notes on the
family fridge, ask about it,
photograph it.
ALEX COWAN
AlexanderCowan.com
@cowanSF

Hiring technical talent is difficult.
(Too Broad, Abstract)
Screening technical talent is difficult.

(Probably About Right)
Its difficult for the HR manager to get their screening

notes to the functional manger.
(Too Detailed, A Feature vs. a Product/Venture)
PROBLEM SCENARIO
ALTERNATIVE(S)
YOUR VALUE PROPOSITIONS
ALEX COWAN
AlexanderCowan.com
@cowanSF
PROBLEM SCENARIO
ALTERNATIVE(S)
YOUR VALUE PROPOSITIONS

Are they better enough than the
alternative(s)?
ALEX COWAN
AlexanderCowan.com
@cowanSF
AND NOW THE PRODUCT HYPOTHESIS

A certain PERSONA exists
and they have a certain
PROBLEMS(S)
where theyre currently using

certain ALTERNATIVE(S)
and I have a VALUE

PROPOSITION thats better enough
than the alternatives to cause the
persona to act (purchase, use, etc.).
!
DOUBLE DIAMOND MODEL OF DESIGN

Finding the Right
SOLUTION
alternatives
Finding the Right

PROBLEM
divergence
convergence
divergence
time
convergence
source: adapted from The Design of Everyday Things

THE BUSINESS MODEL CANVAS

(Key
Partners)
(Key
Activities)
(Key
Resources)
(Cost Structure)
(Value
(Customer
Propositions) Relationships)
(Customer
Segments)
(Channels)
(Revenue Streams)
The templates here are made available on the same CC license terms as the original canvas.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
ALEX COWAN
AlexanderCowan.com
@cowanSF
SEGMENT TO VALUE PROPOSITION MAPPING

Partner_1
Partner_2
Partner_3
Activity_1
Activity_2
Activity_3
Proposition_1
Proposition_2
Proposition_3
Relationship_1
Relationship_2
Relationship_3
Resource_1
Resource_2
Resource_3
Cost_1
Cost_2
Cost_3
The templates here are made available on the same CC license terms as the original canvas.
Segment_1
Segment_2
Segment_3
Channel_1
Channel_2
Channel_3
Revenue_1
Revenue_2
Revenue_3
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://
creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
ALEX COWAN
AlexanderCowan.com
@cowanSF
STORYBOARDING A PROBLEM SCENARIO
Trigger?
Before
+
How does the
After
problem scenario
initiate?
Action?
How is the
alternative
executed?
Reward?
How well is the
persona gratified?
STORYBOARDING A PROBLEM SCENARIO

BEFORE
BEFORE
(using the
Alternative)
AFTER
AFTER
(with the Value
Proposition)
DESIGN THINKING- USING PERSONAS
MAKING
STUFF
What does the

user (most) want?
SELLING
STUFF
What does the

user actually do?
Who are we
selling to?
Whos buying?
Where do we
reach them?
Where?
With what
proposition?
Personas
Problem Scenarios
Alternatives
Your Value Propositions
Why?
Foundation in
Design Thinking
Scale?
Who?
THINK
FEEL
SEE
DO
What?
What if?
Tell me?
How?
/
Pivot?
PERSONAS
PROBLEM
VALUE
CUSTOMER
USER
PRODUCT &
SCENARIOS &
PROMOTION
What if?
Tell me?
ASSUMPTIONS
CUSTOMER
DISCOVERY &
EXPERIMENTS
EVIDENCE-BASED INNOVATION VIA LEAN STARTUP

Do I have real evidence from my buyer
that this is compelling?
01 IDEA!
What are the key assumptions required

to make this business work?
02 HYPOTHESIS
How do I definitely prove or disprove the

assumptions with a minimum of time
and effort?
Am I reacting or am I focused on
validating my pivotal assumptions?
Pivot or persevere?
6.a YES
results
disprove
hypothesis
03 EXPERIMENTAL DESIGN
04 EXPERIMENTATION
05 REVISE?
6.b NO
we appear to
have a valid
hypothesis

01 IDEA!

and effort?
02 HYPOTHESIS
6.a YES
results
disprove
hypothesis
04 EXPERIMENTATION
05 REVISE?
6.b NO
we appear to
have a valid
hypothesis
ASSUMPTIONS: ORGANIZED AND PRIORITIZED

Priority
Key Assumption
Needs Proving?
Experimentation
[A key assumption about the [Whether it needs

proving
business]
[Experiment to
prove or disprove]
Hiring managers would

prefer a lightweight quiz app
Yes
over calling references and
ad hoc probing.
* Customer interviews on problem

scenario
* Value testing through minimum
viable product
Managers want to be able to

Yes
add their questions as well
* Show prototypes with choices

* Test in beta
Parents have smart phones
n/a
No
Focus on pivotal
assumptions
FOCUS AND THE LEAN STARTUP
Crossing ts
Dotting is
Doesnt matter unless it
helps prove (or disprove)
your pivotal assumptions
FOCUS AND THE LEAN STARTUP
Subject
all your
activities +
metrics to
that litmus
test.
5 TYPES OF INNOVATION HYPOTHESES
PERSONA
HYPOTHESIS
PROBLEM
HYPOTHESIS
VALUE
HYPOTHESIS
CUSTOMER CREATION
HYPOTHESIS
USABILITY
HYPOTHESIS
ALEX COWAN
AlexanderCowan.com
@cowanSF
PERSONA HYPOTHESIS
PERSONA
HYPOTHESIS
ALEX COWAN
AlexanderCowan.com
@cowanSF
PERSONA HYPOTHESIS- CHECKLIST

Hypothesis
Experiment
This persona exists (in non-trivial

numbers) and you can identify them.
- Can
You understand this persona well.
- What
you think of 5-10 examples?

you set up discovery interviews with them?
- Can you connect with them in the market at large?
- Can
kind of shoes do they wear?

you hearing, seeing the same things across your discovery
interviews?
- Are
Do you understand what they Think in

your area of interest?
- What
Do you understand what they See in

your area of interest?
- Where
How do they Feel about your area of

interest?
- What
Do you understand what they Do in your

area of interest?
- What
do you they mention as important? Difficult? Rewarding?

- Do they see the work (or habit) as you do?
- What would they like to do better? To be better?
do they get their information? Peers? Publications?
- How do they decide whats OK? Whats aspirational?
are their triggers for this area? Motivations?
- What rewards do they seek? How do they view past actions?
do you actually observe them doing?
- How can you directly or indirectly validate thats what they do?
EARLY MARKET VS. LATER MARKET
EARLY MARKET VS. LATER MARKET
PERSONA
HYPOTHESIS
PROBLEM
HYPOTHESIS
VALUE
HYPOTHESIS
CUSTOMER CREATION
HYPOTHESIS
USABILITY
HYPOTHESIS
ALEX COWAN
AlexanderCowan.com
@cowanSF
PROBLEM HYPOTHESIS
PROBLEM
HYPOTHESIS
ALEX COWAN
AlexanderCowan.com
@cowanSF
PROBLEM HYPOTHESIS- CHECKLIST

Hypothesis
Experiment
Youve identified at least one discrete

problem (job, desire, etc.)
- Can
The problem is important
- Do
You understand current alternatives
- Have
you describe it in a sentence? Do others get it?

- Can you identify current alternatives?
subjects mention it unprompted in discovery interviews?
- Do they respond to solicitation (see also value and customer creation
hypotheses)?
you seen them in action?
- Do you have artifacts (spreadsheets, photos, posts, notes, whiteboard
scribbles, screen shots)?
KEYS TO FINDING SUBJECTS

Avoid subjects that are easy but less/not relevant.
1) Have a screener with factual questions
2) Avoid direct to user sources for professional subjects (theyre far less likely to
be representative
ALEX COWAN
AlexanderCowan.com
@cowanSF

Do I have real evidence from my buyer
that this is compelling?
01 IDEA!

02 HYPOTHESIS

and effort?
Pivot or persevere?
6.a YES
results
disprove
hypothesis
04 EXPERIMENTATION
05 REVISE?
6.b NO
we appear to
have a valid
hypothesis

01 IDEA!
02 HYPOTHESIS
6.a YES
results
disprove
hypothesis
04 EXPERIMENTATION
Pivot or persevere?
05 REVISE?
6.b NO
we appear to
have a valid
hypothesis
PERSONA
HYPOTHESIS
PROBLEM
HYPOTHESIS
VALUE
HYPOTHESIS
CUSTOMER CREATION
HYPOTHESIS
USABILITY
HYPOTHESIS
ALEX COWAN
AlexanderCowan.com
@cowanSF
VALUE HYPOTHESIS
VALUE
HYPOTHESIS
ALEX COWAN
AlexanderCowan.com
@cowanSF
TESTING YOUR HYPOTHESIS VIA MVP
Minimum
V
P
What is the fastest,

cheapest way to
validate or
invalidate this
option so we give
ourselves more
options on future
success?
Minimum
Viable
Will it give us a
definitive result?
What are the
actionable metrics?
Minimum
Viable
Product
Does it really
require actual
product? Can we
use alternative
brands, channels?
Minimum
Viable
Product
is not necessarily actual software/product

(see concierge MVP)
is a first and foremost learning vehicle
vs. a project plan
vs. a product development project
(OK to do those things but always
subordinate them to the learning mission)
CASE STUDY: DROPBOX

OPPORTUNITY
Underlying demand and supporting
infrastructure ready for a great file sharing
app.
CHALLENGE
Building a great cross-platform app.
required VC funding. VCs saw a space
with lots of existing competitors struggling
to get traction.
CASE STUDY: DROPBOX

Persona
Tom the Techie- early adopter who works on projects that require swapping a lot of files between a
shifting network of collaborators.
Problem
Scenario
Its difficult to share files between a network of collaborators, particularly if theyre: big or numerous or
change a lot.
Alternatives
Many existing products, but none of them super compelling and widely adopted.
Also, custom setups which work but are cumbersome to set up and maintain.
Value Prop.
A file sharing service that truly feels transparent to the user across all major platforms- OSX, iOS,
Windows, etc.
What Minimum Viable Product (MVP)?

That you can bootstrap?
That doesnt require software at all?
THE WIZARD OF OZ MVP

Created a synthetic demo
tailored for early market
(techies), promoted it, and
measured email sign-ups.
Result: Excellent traction and
conversion to sign-ups.
Strong validation signal.
EXAMPLE: ENABLE QUIZ

OPPORTUNITY
Hiring quality technical talent is critical for
many companies, but screening for skill
sets is time consuming and awkward.
CHALLENGE
The founding team wants to bootstrap
without external funding so they need to
focus on a specific technical domain, one
that will get them strong early traction.
EXAMPLE: ENABLE QUIZ

Persona(s)
Helen the HR Manager- responsible for sourcing and screening job candidates
Frank the Functional Manager- hiring manager responsible for acquiring and managing talent
Problem
Scenario
Helen: hard to screen for technical skills

Frank: never has enough time for recruiting and doesnt want to be a jerk during interviews
Alternatives
Helen: call references, take their word for it (on skills)

Frank: ask a few probing questions
Value Prop.
A lightweight quizzing app that has Helen can use to do quick, effective screening.
What Minimum Viable Product (MVP) for deciding on the right first topics?
THE PRE-SALES MVP

Ran Google AdWord
campaigns across top ranking
technical topics, measuring
click through rate and landing
page sign-ups.
Target Outcome: Informed
selection of starter topics (and
baseline on initial conversions).
CASE STUDY: LEONID SYSTEMS

OPPORTUNITY
Major disruption and new product
opportunities among telecom providers
with introduction of voice-over-IP and cloud
communications.
IT systems need to be rethought.
CHALLENGE
As a one-person startup, Leonid had
actionable ideas but not enough resources
to execute an end-to-end solution.
CASE STUDY: LEONID SYSTEMS

Persona
Chris the CTO- has funding and mandate to transition the business towards hosted services; many
bases to cover
Problem
Scenario
IT is the most expensive, most risky area when making changes to the business.
Alternatives
1) Place large, risky bets on major new system upgrades. 2) Make small incremental updates (but risk
not keeping pace).
Value Prop.
Leonid will offer modular, integration-friendly applications in two critical areas: 1) services provisioning
and 2) end user self-service portals.

LEONID MVPs: FROM CONSULTING TO PRODUCT

CONSULTING
Started with consulting as a

concierge vehicle to create
tactical solutions, evolving to
full-fledged product.
PRODUCTIZED
CONSULTING
PRODUCTS
Result: Steady step-wise

growth with consistently better
understanding of key customer
problem scenarios.
CASE STUDY: ZAPPOS

OPPORTUNITY
An observed problem scenario around the
difficulty of finding the right shoe at local
retail and a giant (but nascent) market in
online retail (1999).
CHALLENGE
Consumers still in the early stages of
adopting and habituating to online retail.
Founder (Nick Swinmurn) wanted to
bootstrap.
CASE STUDY: ZAPPOS

Persona
Sam the shoe-hound- knows what he wants but not where to get it.
Problem
Scenario
Sam is unable to find the shoe he wants at local retailers, wasting time and getting frustrated.
Alternatives
Possibly mail order or wait until hes in a bigger market to go to the store.
Value Prop.
Make the shoe Sam wants accessible online and make sure he has a great experience so hell come
back and not have to think about where to find the shoe he wants anymore.

CASE STUDY: ZAPPOS

Photographed shoes and put
them online to observe
whether anyone bought them.
Result: It worked and the rest
is history.
ABOUT MVPS AND PRODUCTS IN GENERAL

You have to put the magic in
the software.
(Not the other way around)
Concierge and other nonsoftware MVPs can be pretty
magical.
Find 100 people that are really
into it and you can probably
grow.
PERSONA
HYPOTHESIS
PROBLEM
HYPOTHESIS
VALUE
HYPOTHESIS
CUSTOMER CREATION
HYPOTHESIS
USABILITY
HYPOTHESIS
ALEX COWAN
AlexanderCowan.com
@cowanSF
USABILITY HYPOTHESIS
USABILITY
HYPOTHESIS
ALEX COWAN
AlexanderCowan.com
@cowanSF
Scale?
Who?
THINK
FEEL
SEE
DO
What?
What if?
Tell me?
How?
/
Pivot?
PERSONAS
PROBLEM
VALUE
CUSTOMER
USER
PRODUCT &
SCENARIOS &
PROMOTION
How?
/
USER
PRODUCT &
STORIES &
PROMOTION
PROTOTYPES
WHAT ARE WE TESTING?
Action : )
Motivation
Action Line
Inaction : (
Ability
(Usability)
source: adapted from BJ Foggs Behavioral Model
WHAT ARE WE TESTING?

DONT RUIN YOUR
RESULTS BY TRYING
TO TEST BOTH AT
THE SAME TIME
Motivation
Proposition
Testing
(ala Lean
Startup)
Ability
(Usability)
Usability
Testing
source: adapted from BJ Foggs Behavioral Model

AGILE FOUNDATIONS
DEVELOPMENT
VALIDATION
DISCUSSION
USER STORIES
PERSONAS
PROBLEM SCENARIOS,
ALTERNATIVES
PROPOSITIONS
ALEX COWAN
AlexanderCowan.com
@cowanSF
AGILE USER STORIES- WHATIS

PERSONAS
PROBLEM SCENARIOS
VALUE PROPOSITIONS
Drafting
Stories
Epic Stories
Stories
Test Cases
As a [persona],
I want to [do something]
so that I can [derive a benefit]
ALEX COWAN
AlexanderCowan.com
@cowanSF
EXAMPLE: AGILE USER STORIES

EPIC STORY
As the HR manager, I want to create a screening quiz so that I can understand whether I want to
send possible recruits to the functional manager.
CHILD STORIES
A) As an HR manager, I want to match an open positions required skills with quiz topics so I can
create a quiz relevant for candidate screening.
B) As an HR manager, I want to send a draft quiz to the the functional manager so I make sure Ive
covered the right topics on the screening quiz.
C) As a functional manager, I want to send feedback on the screening quiz to the HR manager so I
make sure Im getting the best possible screening on candidates.
D) As an HR manager, I need to purchase an upgraded service tier so I can add additional topics to
my quiz.
E) As an HR manager, I want to add custom questions to the quiz so we cover additional topics that
are important to the functional manager.
F) As a manager, I want to make sure the quiz is ready so I can make sure Im prepared for our first
candidate screening.
USABILITY TEST SUITES: A PROGRESSION

Exploratory
Assessment
Validation
DESIGN
DESIGN
DESIGN
TEST
PROTOTYPE
TEST
It looks like this

approach will
fundamentally work.
PROTOTYPE
TEST
The implementation
is sound and ready
for fine-tuning.
PROTOTYPE
Ready
for prime
time.
PROCESS
PROGRAMMING
TWO PILLARS OF ACCELERATOR SUCCESS
PROCESS
AGILE & THE BEAUTY OF SMALL BATCHES
AGILE & THE BEAUTY OF SMALL BATCHES

Story
Backlog
Story A
size = x
Story B
size = y
ITERATION 01
PRIORITY
Story C
size = z
RELEASE X
Story D
size = a
Story E
size = b
...
Story N..
size = c
ITERATION 02
...
ITERATION N
TOOLS: TRELLO
FINI
Hypothesize
Learn
Experiment
View this deck
bit.ly/uvainno
Check out
Venture Design
bit.ly/vdesign
Use Customer
Discovery Handbook
bit.ly/playent
Twitter!
@cowanSF
Get in touch
acowan@alexandercowan.com

UVA Innovations: Ideas On Accelerators

Transféré par

Informations du document

Titre original

Copyright

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

UVA Innovations: Ideas On Accelerators

Transféré par

Droits d'auteur :

Running a

TWO PILLARS OF ACCELERATOR SUCCESS

Copyright 2014 Cowan Publishing

Copyright 2014 Cowan Publishing

Some techniques are more effective than others.

But they all require substantial, consistent exertion.

SCALE-FRIENDLY VS. INNOVATION-FRIENDLY

Copyright 2014 COWAN+

THE VENTURE DESIGN PROCESS

THE VENTURE DESIGN PROCESS (IN REVERSE)

Did the implementation

THE VENTURE DESIGN PROCESS

WHY IS DESIGN THINKING HARD?

02 DIAGNOSING USER NEEDS & PROBLEMS

The twin anti-poles of design failure

Assuming you know whats

Copyright 2014 Cowan Publishing

DESIGN THINKING- APPLICATIONS

DESIGN THINKING- APPLICATIONS

DESIGN THINKING- APPLICATIONS

A Better Mouse Trap

Powered by Better Bait

DESIGN THINKING- PERSONAS

Copyright 2014 Cowan Publishing

DESIGN THINKING- PERSONAS

DESIGN THINKING- PERSONAS

NOT A GOOD PERSONA

NOT A GOOD PERSONA

These responses are fake

Stock photo- not real

THE ART OF CUSTOMER DISCOVERY

Copyright 2014 Cowan Publishing

Mary the Mom

Copyright 2014 Cowan Publishing

Mary the Mom

these full sentences look like a

this is a real photo of a

She has a few blogs and publications she reads regularly

Copyright 2014 Cowan Publishing

Make sure you

A LITTLE GAME FOR BETTER PERSONA DISCOVERY

Day in the Life

Copyright 2014 Cowan Publishing

SVEN THE SALESPERSON: A DAY IN THE LIFE

Copyright 2014 Cowan Publishing

Copyright 2014 Cowan Publishing

Copyright 2014 Cowan Publishing

Copyright 2014 Cowan Publishing

Copyright 2014 Cowan Publishing

Copyright 2014 Cowan Publishing

Copyright 2014 Cowan Publishing

UNWINDING AFTER WORK

Copyright 2014 Cowan Publishing

Copyright 2014 Cowan Publishing

WINDING DOWN & BED

Copyright 2014 Cowan Publishing

ABOUT SVEN THE SALESPERSON

Copyright 2014 Cowan Publishing

DISCOVERY & LEARNING: THINK-SEE-FEEL-DO

DISCOVERY & LEARNING: PROBLEM SCENARIOS

DISCOVERY & LEARNING: PROBLEM SCENARIOS

DISCOVERY & LEARNING: PROBLEM SCENARIOS

DISCOVERY & LEARNING: PROBLEM SCENARIOS

If they currently use

DISCOVERY & LEARNING: PROBLEM SCENARIOS

Screening technical talent is difficult.