Post on 04-Jan-2016
Collaborative KnowledgeNISI in a Large Company
Is it possible to NISI in Big Biz?
• What if Skunkworks is not an
option?
• How do we apply the NISI process?
• Some companies already apply
some of the principles:
Nail the Pain in Big Biz
Upper Management
Existing Infrastructure
Nail the Solution in Big Biz
BIG
INTUIT
Nail the Solution in Big Biz
Ensure upper management understands the process, and that start will be slow, customers few, and revenues low
Keep it low budget! Align part of engineering to be agile and
responsive to customer feedback
Zen Principle
Nail the Go-To-Market Strategy
Sometimes constrained by partnerships, processes, pricing strategies, and sales channels
Nail the Business Model
Is Revenue Enough?
Retention
Key Takeaways
Use the right tool for the job› Unknown pain or solution = NISI› Known pain or solution = pseudo NISI or others› Won’t tell you how to market product
Continuous feedback/communication Set expectations early and clearly Keep in mind existing infrastructure (don’t let it blind you)
Zen Principle of Beginner’s Mind Align and involve engineering Be willing to spin off (Innovators Dilemma) Nailed = Recurring Revenue or Retention?
Questions?
Appendix
Is it possible to NISI?
• What if Skunkworks is not an
option?
• How do we apply the NISI process?
• Some companies already apply
some of the principles:
• Boeing introduced concept of
Dreamliner more than a year
before it would ever fly.
• Yet it had preorders of 900
planes totally $150 Billion
Nail the Pain in Big Biz
Initiatives sometimes come from upper management, marketing, or engineering, but often from gut instinct› It should come from market/customer analysis
Market pain hypothesis can be filtered or seen through the lens of what has already been developed
Established infrastructure can be utilized, so keep it in mind› Example: existing technology or sales channel
Nail the Solution in Big Biz
Easy to get meetings with your name, but set clear expectations. This is not a sales call, you want an open dialog and feedback
With existing products it is often better to watch usage instead of asking for pain or troubles (Intuit – Follow Me Home)
Seek out the smartest people throughout the company (cross functional) to get their insights
Nail the Solution in Big Biz
Ensure upper management understands the process, and that start will be slow, customers few, and revenues low
Keep it low budget! Align part of engineering to be agile
and responsive to customer feedback Apply Zen principle of beginners mind,
even though you are the expert
Nail the Go-To-Market Strategy
Often best to spinoff a start-up Consider the Innovator’s Dilemma Sometimes constrained by
partnerships, processes, pricing strategies, and sales channels
Much of this will be the same as in a smaller business
Often the same in a small business Perhaps revenue isn’t the best
indicator of a nailed business model› Customer Retention?› Repeat Revenue?
Nail the Business Model
Key Takeaways
Use the right tool for the job› Unknown pain or solution = NISI› Known pain or solution = pseudo NISI or others› Won’t tell you how to market product
Continuous feedback/communication Set expectations early and clearly Keep in mind existing infrastructure (don’t let it blind you)
Zen Principle of Beginner’s Mind Align and involve engineering Be willing to spin off (Innovators Dilemma) Nailed = Recurring Revenue or Retention?