Steve Blank Podcast
Summary: Steve Blank, eight-time entrepreneur and now a business school professor at Stanford, Columbia and Berkeley, shares his hard-won wisdom as he pioneers entrepreneurship as a management science, combining Customer Development, Business Model Design and Agile Development. The conclusion? Startups are simply not small versions of large companies! Startups are actually temporary organizations designed to search for a scalable and repeatable business model.
Thank you for the opportunity to address you on your graduation from this esteemed engineering school. I’m honored to help you celebrate this important milestone. Your life is already full of milestones: Your first steps, your first kiss, passing a driving test, this graduation. And there are more to come: your first job, getting married, buying a house, having a child, becoming a manager, starting a company, retirement – and eventually commencement speaker:-)
We just held our seventh week of the Hacking for Defense class. Now with over 750 interviews of beneficiaries (users, program managers, stakeholders, etc.) almost all the teams are beginning to pivot from their original understanding of their sponsor’s problem and their hypotheses about how to solve them. Minimal viable products are being demo’d to sponsors and sponsors are reacting to what the teams are learning. This week teams figured out how to measure mission achievement and success, and our advanced lectures were on activities, resources and partners.
We just held our sixth week of the Hacking for Defense class. Now with over 660 interviews of beneficiaries (users, program managers, stakeholders, etc.) the teams are getting deep into problem understanding and their minimal viable products are getting sophisticated enough to generate detailed customer feedback; we gave them advice on how to “stand and deliver” in class; and our advanced lecture explained how to find and measure mission achievement.
We just held our fifth week of the Hacking for Defense class. This week the teams passed the half way mark in the class. They’ve collectively talked to over 550 beneficiaries (users, program managers, stakeholders, etc.) Their focus for this week was to figure out how to get products rapidly deployed into their sponsors organization. Our advanced lecture explained how to get buy-in for your solution by creating an insurgency among your supporters and advocates.
We just held our fourth week of the Hacking for Defense class. This week the teams turned the corner on understanding beneficiaries and finding product/market fit. The 8 teams spoke to 115 beneficiaries (users, program managers, etc.); we sent each team a critique of their mission model canvas; we started streaming the class live to DOD/IC sponsors and other educators; our advanced lecture explained how to go from concept to deployment in the DOD/IC; and we watched as the students got closer to understanding the actual problems their customers have.
We just held our third week of the Hacking for Defense class. This week the 8 teams spoke to 108 beneficiaries (users, program mangers, etc.), we held a Customer Discovery workshop, we started streaming the class live to DOD/IC sponsors and other educators, our advanced lecture was on Product/Market fit for the DOD/IC and we watched as the students solved their customer discovery obstacles and started getting closer to their customers.
We just held our second week of the Hacking for Defense class. This week the 8 teams spoke to 106 beneficiaries (users, program mangers, etc.), we held a DOD/IC 101 workshop, our advanced lecture was on the Value Proposition Canvas, and we watched as the students ran into common customer discovery obstacles and found new ones.
Hacking for Defense is a new class in Stanford’s School Engineering, where students learn about the nation’s security challenges by working with innovators inside the Department of Defense (DoD) and Intelligence Community. The class teaches students the Lean Startup approach to entrepreneurship while they engage in what amounts to national public service.
To most founders a startup is not a job, but a calling. But startups require money upfront for product development and later to scale. Traditional lenders (banks) think that startups are too risky for a traditional bank loan
We just finished the 6th annual Lean LaunchPad class. This year we made a small but substantive addition to way we teach the class, adding a week for reflection. The results have made the class massively better.
As we prepared for the new Hacking for Defense class at Stanford, we had to stop and ask ourselves: How do we use the Business Model Canvas if the primary goal is not to earn money, but to fulfill a mission? In other words, how can we adapt the Business Model Canvas when the metrics of success for an organization is not revenue?
Introducing Hacking for Defense – Connecting Silicon Valley Innovation Culture and Mindset to the Department of Defense and the Intelligence Community Hacking for Defense is a new course at Stanford’s Engineering School in the Spring of 2016. It is being taught by Tom Byers, Steve Blank, Joe Felter and Pete Newell and is advised by former Secretary of Defense Bill Perry. Join a select cross-disciplinary class that will put you hands-on with the masters of lean innovation to help bring rapid-fire innovative solutions to address threats to our national security. Why?
This is the third in a series about the changing models of corporate innovation co-authored with Evangelos Simoudis. Evangelos and I are working on what we hope will become a book about the new model for corporate entrepreneurship.
When companies or agencies search for disruptive and innovative strategies they often assemble a panel of experts to advise them. Ironically the panel is often made up of people whose ideas about innovation were relevant in the past.
This is the fourth in a series about corporate innovation co-authored with Evangelos Simoudis. Evangelos and I are working on what we hope will become a book about the new model for corporate entrepreneurship. In our last post, we addressed the six key questions that senior management should address to determine if an Innovation Outpost makes sense for a company. If the answer is yes, here’s a step-by-step guide to help set one up.