Collaborative Knowledge

1. Collaborative Knowledge NISI in a Large Company

2. 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:

3. Nail the Pain in Big Biz Upper Management Existing Infrastructure

4. Nail the Solution in Big Biz BIG INTUIT

5. 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

6. Nail the Go-To-Market Strategy • Sometimes constrained by partnerships, processes, pricing strategies, and sales channels

7. Nail the Business Model Is Revenue Enough? Retention

8. 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?

9. Questions?

10. Appendix

11. 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

12. 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

13. 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

14. 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

15. 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

16. Nail the Business Model • Often the same in a small business • Perhaps revenue isn’t the best indicator of a nailed business model • Customer Retention? • Repeat Revenue?

17. 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?