フォーカスするためには、たぶんどうやってフォーカスするか(前回)に加えて、何にフォーカスするかを決める必要があって、今回は後者、つまり「フォーカスポイントを決める」方の話です。
スタートアップの初期は Y Combinator 的に言うところの Do things that don’t scale (スケールしないことをしよう)をはじめとした明確なフォーカスポイントがあると思います。ただ次第に自分たちでフォーカスポイントを決めなければいけなくなってきて、そのときにどのようにフォーカス先を意思決定すれば良いのか、どうすれば良い意思決定ができるのか、という問いが出てきて、その際に方法論の必要性が生じます。
そこで意思決定の方法論を検討するのですが、スタートアップのような情報不足や資源の制約下では、ゲーム理論をはじめとしたいわゆる規範的な normative 意思決定理論よりは、行動経済学や認知心理学の記述的な descriptive 意思決定からのアプローチが良いのかなと思い、Kahneman をはじめとした行動経済学の研究成果をベースにしています。
最近 Y Combinator は「ハードテックスタートアップ」に注目しています。スタートアップシーンの将来を考えるとき、 Y Combinator の投資先はある種の先行指標になると思っているので、今回はハードテックスタートアップについて 2016 年現在の状況を簡単に解説しました。
是非 Sam Altman による MIT での講演 How to Start a Hard Tech Startup も合わせてご覧ください。
Introduction to Disciplined Entrepreneurship one hour workshop - slide deck #1 given at MISK Global Forum Workshop - Nov 16, 2017 - Riyadh Saudi Arabia
Y Combinator 創業者 Paul Graham からのスタートアップへのアドバイス(スタートアップが迷った時に読む Paul Graham から...Takaaki Umada
?
スタートアップが迷った時に読む Paul Graham からのアドバイス集です。これまでのエッセイをトピック別にまとめ、アドバイスを抽出しました。
Y Combinator のプログラムを通して、数百社のスタートアップに対して アドバイスを続け、Y Combinator が他アクセラレーターとは別格のスタートアップを続々と輩出してこれたのは、おそらく Paul Graham のスタートアップへのアドバイスが的確だったからだろう、と思っています。なので日本でも Paul Graham のエッセイにアクセスしやすくなれば、スタートアップの皆さんの架空の相談先の一つとして役立つのではないか、と思いまとめた次第です。
併読して役立つであろうスタンフォード大学の How to Start a Startup のサマリーは以下においています。
http://www.slideshare.net/takaumada/how-to-start-a-startup-42996994
いつも働きすぎの CEO におくる、スタートアップの成功のための心と体の健康管理入門Takaaki Umada
?
私の近くにいるスタートアップの CEO やスタートアップで働く方々は、その多くが働きすぎじゃないかと思うぐらい、昼夜問わずに働いています。そんな彼らに健康であり続けてほしいと思うので、参考情報を中心に書きました。
多くのCEOが同じような不安や抱えていることを知り、またそれを克服する方法がある程度あるということを知っているのは、長期的に見てスタートアップの成功に利するものかと思います。
Service Design Drinks Warsaw #1 / Uncovering the job your service is hired forMartin Jordan
?
People are not interested in the service you are designing. They are interested in what it does for them – or which job it helps them to get done. They don’t really care about your banking, transportation or web service. But they do care about the outcome they are able to achieve with it. Today’s most successful services understand and address people’s key 'jobs', they support them in achieving their desired outcomes better than with other available solution.
The Jobs-to-be-Done (JTBD) perspective on service shifts the focus from service provision to enabling customers to accomplish a goal or resolve a problem. Customer jobs can not only have functional, but also social or personal aspects. For service managers, innovators and designers, a JTBD approach enriches existing tools and methods in research, design and marketing. These help them to understand customers better and eventually create significantly improved offerings.
This presentation was given on March 30, 2016 at first Service Design Drinks in Warsaw.
The document discusses defining and building the minimum viable product (MVP). It begins by defining what an MVP is - the version of a product that allows completing the build-measure-learn loop with minimum effort. It describes different artifacts that can be used to define an MVP, such as requirements, user stories, workflows and prototypes. It also discusses formulating hypotheses about customers, products and business models and testing them to learn quickly. Finally, it emphasizes defining the MVP upfront to save time and using the right techniques to test different types of hypotheses.
Business and Technical Agility with Team Topologies @ WTF Is Cloud Native, No...Manuel Pais
?
Organizations that do not adapt rapidly to the modern, highly-changeable business and technical environment are failing, and failing in large numbers. Increased regulation, pressures from climate change, shifting of energy sources, digitalization, cloud-native, and (recently) the COVID-19 pandemic are all driving a need for business and technical agility in organizations of all sizes.
In this talk, we’ll explore how the patterns and principles from Team Topologies promote true business and technical agility through a rapid flow of software change, fast feedback from running systems, a strong drive for loose coupling, and an awareness of sociotechnical mirroring. Combined with a product mindset and techniques from Domain-driven Design, the Team Topologies approach is helping organizations around the world to adapt to the “new normal” and achieve true business and technical agility.
いつも働きすぎの CEO におくる、スタートアップの成功のための心と体の健康管理入門Takaaki Umada
?
私の近くにいるスタートアップの CEO やスタートアップで働く方々は、その多くが働きすぎじゃないかと思うぐらい、昼夜問わずに働いています。そんな彼らに健康であり続けてほしいと思うので、参考情報を中心に書きました。
多くのCEOが同じような不安や抱えていることを知り、またそれを克服する方法がある程度あるということを知っているのは、長期的に見てスタートアップの成功に利するものかと思います。
Service Design Drinks Warsaw #1 / Uncovering the job your service is hired forMartin Jordan
?
People are not interested in the service you are designing. They are interested in what it does for them – or which job it helps them to get done. They don’t really care about your banking, transportation or web service. But they do care about the outcome they are able to achieve with it. Today’s most successful services understand and address people’s key 'jobs', they support them in achieving their desired outcomes better than with other available solution.
The Jobs-to-be-Done (JTBD) perspective on service shifts the focus from service provision to enabling customers to accomplish a goal or resolve a problem. Customer jobs can not only have functional, but also social or personal aspects. For service managers, innovators and designers, a JTBD approach enriches existing tools and methods in research, design and marketing. These help them to understand customers better and eventually create significantly improved offerings.
This presentation was given on March 30, 2016 at first Service Design Drinks in Warsaw.
The document discusses defining and building the minimum viable product (MVP). It begins by defining what an MVP is - the version of a product that allows completing the build-measure-learn loop with minimum effort. It describes different artifacts that can be used to define an MVP, such as requirements, user stories, workflows and prototypes. It also discusses formulating hypotheses about customers, products and business models and testing them to learn quickly. Finally, it emphasizes defining the MVP upfront to save time and using the right techniques to test different types of hypotheses.
Business and Technical Agility with Team Topologies @ WTF Is Cloud Native, No...Manuel Pais
?
Organizations that do not adapt rapidly to the modern, highly-changeable business and technical environment are failing, and failing in large numbers. Increased regulation, pressures from climate change, shifting of energy sources, digitalization, cloud-native, and (recently) the COVID-19 pandemic are all driving a need for business and technical agility in organizations of all sizes.
In this talk, we’ll explore how the patterns and principles from Team Topologies promote true business and technical agility through a rapid flow of software change, fast feedback from running systems, a strong drive for loose coupling, and an awareness of sociotechnical mirroring. Combined with a product mindset and techniques from Domain-driven Design, the Team Topologies approach is helping organizations around the world to adapt to the “new normal” and achieve true business and technical agility.
14. “??? ?? ??? ?? ???.
?? ??? ???? ??? ???”
- G. K. ???? : ?? ?? (1874 – 1936)
“It isn't that they cannot find the solution.
It is that they cannot see the problem.”
– G. K. Chesterton
15. “??? ??? ??? ??? ?? ???? ????
??? ??? ????? ???? ??? ? ???”
- ?? ??? : ?? ???? ?? (1919 – 2009)
“We fail more often because we solve the wrong problem
than because we get the wrong solution to the right problem”
– Russell L. Ackoff