How do you deal with the challenges of scaling up and commercializing your innovation projects?

To achieve capacity improvement in scaling up and commercializing innovation projects, I prioritize open communication, collaboration, and adaptability. I actively listen to team members, encourage diverse perspectives, and swiftly adjust strategies based on feedback and market dynamics. This collaborative approach fosters agility and ensures our innovation projects are poised for success in a rapidly changing landscape.

This is the most cerebral part of the entire evolutionary process; it's the foundation of everything else you will build, and it's also the work which is least diligently done. This, actually, is where you begin your alliances: once you have identified a problem to solve, do not work in a vacuum. Test it by engaging stakeholders, future partners, subject experts, and financiers. Depending on who they are, ask them about their pain-points, their interest in seeing the problem solved, their willingness to work as practical advisors to your efforts at solving it. Make doodles with them, write lists of conditions with them, give them importance and relevance. Entrepreneurs cannot do it alone. Idea circulation & aeration is essential.

"Innovating isn't just about creating something new; it's about addressing a core need in a transformative way. While market research has its place, true breakthroughs often come from intuitive understanding and envisioning what others haven't seen yet. Dare to challenge the status quo, focus on the problem you're solving, and let your innovation speak for itself."

Ofere?o servi?os de consultoria estratégica especializada em Gest?o ágil e Lean, com foco na constru??o de autoridade e valoriza??o dos negócios dos meus clientes. Através de mentorias e workshops, trabalho para fornecer instrumentos que impulsionem transforma??es e tragam vantagem competitiva. Meu conhecimento em práticas emergentes, como design thinking, design sprint e facilita??o de discuss?es estruturadas, permite que eu contribua com novas abordagens e adapta??es aos processos já existentes nas empresas. Sou especialista em ajudar na defini??o de estratégias de negócios e linhas de produtos, sempre buscando flexibilidade e adaptabilidade como principais diretrizes.

Any idea could be one of many solutions to a given problem. So the first most important thing is to validate the problem itself! Is it a genuine problem for a quantifiable customer group? What are the alternate methods they are currently taking to overcome this problem? So on.. once you did the research and made sure of the unresolved or under-solved problem list down each of the ideas that you thought of or brainstormed with your potential customers or colleagues. Do a ranking - that’s very important to know the urgency of solution and focus on the most important part of the solution which becomes the integral part of your MVP. Keep the less important ones open for discussions.

Market fit is the single most important thing a proposed startup should focus on. It is key to profitability (see below). It is also key to understanding the entry barriers you have to overcome against incumbents as well as entry barriers imposed on your prospective competitors. KPIs and what not are really more SaaS software/online marketing type things.

This is an extension of "Define Your Value Proposition"..It's a subset. The only difference is that a rough model of the mousetrap has been built. That's when you go back to the essential network you have made into your stakeholders and ask: What do you think of this approach? What's working and not?working? This is where you eat a lot of humble pie, but also did your tread into the dirt and secure foothold, "purchase".

Estar atento às necessidades de mercado e aos indicadores de tendências é uma estratégia inestimável, por um lado devemos ouvir clientes reais, nossos e de nossos concorrentes, realizar entrevistas e pesquisas gera insumos para nortear estratégias de curto e médio prazos, pois as dificuldades operacionais s?o sentidas e tratadas numa velocidade de resposta muito maior de que às quest?es estratégicas. Umas da ferramentas que mais utilizamos s?o os assessments específicos que trazem vis?es para o middle management e a opera??o de um modo geral. Modelos como Lean Inception, PDCA e Agile est?o no topo dos frameworks que apresento como solu??o aos clientes.

I believe building an MVP should always be associated with putting that MVP out there in the market. An MVP doesn’t have to be a full product, it just needs to be functional enough to elicit a reaction from the customer. Most innovations or startups die when they get into contact with the customer. So the quicker you are able to do this, learn from what your customer tells you and iterate your product to take it back to them, the better. This is often called the Build-Measure-Learn loop. It assumes all innovations / startups are a hypothesis, they are assumptions until they are proved by the customer/ user.

Eu sempre me policio para evitar usar o MVP como uma bala de prata! é uma das mais importantes vis?es para que comecemos a trazer ROI quando adotamos um modelo ágil de gest?o, porém, tenho me deparado com o desvio de propósito do uso do MVP, uma vez que ele funciona muito bem em mercados emergentes e Startups, porém quando o assunto é entrar num mercado onde há players com vers?es consolidadas dos produtos e servi?os que a sua empresa quer concorrer, será preciso entrar com uma vers?o melhorada do que o cliente está acostumado a experimentar, daí vem a ideia do MAP (Maximum Awsome Product) ou seja, o qu?o incrível deve ser seu produto para competir? Entendo que a resposta é complexa e precisa de análises de diversas variáveis.

You do need to build prototypes, but too much emphasis has been devoted towards software. The reality is that software creation is no longer the least bit difficult or rare - this in turn means entry barriers to competitors are lower than ever. Physical products, however, have a very different skill set and present very different entry barriers. The ongoing reshoring movement as well as incipient trade wars with China mean there is more opportunity to make tangible products than ever before and that this is going to be a decade plus opportunity window.

When crafting an MVP, it's crucial to strike a balance. It's not just about creating the simplest version, but the most meaningful one for your target users. Even if it's minimal, the MVP should still offer a memorable experience and reflect the quality users expect. As we gather feedback, it's vital to ensure the core vision isn't lost amid various suggestions. The trick is distinguishing feedback that refines the MVP from feedback that may unintentionally derail its intended direction.

This can be a really ugly duckling, and if it isn't, you have invested to much time. Does it work? Does it solve ,ie, 3 of the top 5 elements of the problem? Demonstrate you have THE PROCESS to get to solving the other problems, and report back to your stakeholders. Each step forward will increase their believe in your potential. Now, ask the question: "I know this is not all the we want it to do, not how we want to do it exactly, but what would you pay for this as it is?...What value would you be able to give me in exchange for it?" "If nothing, what is the one thing you would want to see before you were willing to give me a first user payment?And when in the transactional process would you want to pay?(access, success, subscription)"

Now comes the spreadsheet work, armed with all that you have learned. How much does it cost to make? How many customers? Is there incremental market acquisition with new feature sets? What is the most useful payment model for you vs. for your customers? There's less engagement with your stakeholders here. You have a solution your market tells you will work if you can deliver it. Now, is it a business?

Establishing the business model is probably the single most important part of creating a lasting business. The last decade has seen a proliferation of companies that fundamentally are unprofitable - WeWork and Uber being some prime examples of this. Note that while Amazon did lose a billion dollars in 1 year, they did not continuously lose 35 billion dollars over their entire existence as has Uber. The funding environment, itself a function of liquidity, seems extremely unlikely to return to the levels of the past decade given ongoing inflation. So don't expect to get unlimited cheap or free money to keep funding inherently unprofitable operations.

This is where you can get really creative, and more than anything, this is where you earn your entrepreneur chops. Don't fall into the VC trap unless you have a product that will scale amazingly fast,not because you believe your own BS, but because all of your work in the early phase of this process validated it and you already have customers.If, like most biz's, that is not the case (there is myriad solutions needed in specialty sectors, B2B sectors etc) then go for strategic customers and alliances, some of which will emerge down the line as strategic investors, you hope. Remember your Min Viable Product?This is what you are making; only it's not as ugly a duckling. But it's not perfect. It's good enough. And you can make money with i

OPM (other people's money) is a great way to reduce personal financial risk, but it has consequences of its own. Among them: the earlier you raise OPM, the more control and ultimate value is exchanged away. For highly speculative businesses in heavily competitive situations, it almost certainly makes sense to raise as soon as possible given the crowded field and resulting risk. But if you have a true lasting advantage or a green field situation, think carefully about blithely giving away equity. Fundraising also takes time, effort and money.

For smaller companies with limited resources, one way to scale could be through collaborations and partnerships. If two or more companies can come together to co-create a solution that benefits all parties in the collaboration, you end up having more people promoting the solution, getting access to more customers and creating a greater impact than trying to do it alone.

For businesses aiming at global markets, understanding local cultures and preferences is crucial. But it's equally important to keep innovating. As you adapt to new regions, always look for ways to improve and stay relevant. This blend of local understanding and constant innovation ensures success across different markets.

Good brief! A toolkit helpful to tackle commercialization’s challenges and that works for every products.???? Saving time and money, an experienced professional can help to accelerate the learning curve and avoid traps or mistakes.??