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Eship in Action 2: Developing a Solution - FULL course summary - Entrepreneurship & business innovation - Tilburg University $7.49
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Eship in Action 2: Developing a Solution - FULL course summary - Entrepreneurship & business innovation - Tilburg University

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This summary covers all the content that is covered in the course: Eship in Action 2: Developing a Solution. This course is part of the Bachelor: Entrepreneurship and Business Innovation, at Tilburg University. Year 1, semester 2 COMPLETE SUMMARY

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  • January 24, 2022
  • 12
  • 2021/2022
  • Summary
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Available practice questions

Flashcards 24 Flashcards
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Some examples from this set of practice questions

1.

At least 50% of our product ideas are just not going to work. True or false?

Answer: True!

2.

What do strong teams do?

Answer: They understand the truths and embrace them. Tackling risk & iterating to an effective solution.

3.

Why do people use roadmaps? Give 2 reasons.

Answer: 1. Management wants to make sure teams are working on highest-business-value items first 2. It shows the tracking of commitments (used to make date-based commitments)

4.

Describe a \'Product vision\'

Answer: describes the future we are trying to create and communicated them to the teams (inspire them to make it a reality). They tell us how we plan to accomplish the mission statements. Typically presented as a vision type (storyboard, whitepaper, etc.)

5.

Describe a \'Product strategy\'

Answer: sequence of products or releases planned to deliver on the path to realizing the product vision. You can’t please everybody at once with products.

6.

Name the 3 critical inputs in how to prioritize markets

Answer: 1. Market sizing (TAM/total addressable market). Can be big or small, both have benefits. 2. Concerns distribution (GTM/go to market). Different markets require different sales channels and go-to-market strategies. 3. Time taken (TTM/time to market).

7.

name 5 of the 10 principles for coming up with an effective product vision

Answer: 1. Start with why (use product vision to articulate purpose that everyone follows) 2. Fall in love with the problem not with the solution 3. Don’t be afraid to think big with visions 4. Don’t be afraid to disrupt yourselves, otherwise someone else will (new value > protecting) 5. The product vision needs to inspire 6. Determine and embrace relevant and meaningful trends (how can they be leverages?) 7. Skate to where the puck is heading, not to where it was (what is changing and what is not) 8. Be stubborn on vision but flexible on the details (don’t vision pivot but discovery/detail pivot) 9. Realize that any product vision is a leap of faith (able to validate = not ambitious enough) 10. Evangelize continuously and relentlessly (reassure before fears infect others, communicate)

8.

What 5 principles do good strategies have in common?

Answer: 1. Focus on one target market/persona at the time (loved by some, can’t please everyone) 2. Product strategy needs to be aligned with business strategy 3. Product strategy needs to be aligned with sales and go-to-market strategy 4. Obsess over customers, not over competitors (don’t forget about product strategy) 5. Communicate the strategy across the organization

9.

What does MBO stand for?

Answer: management by objectives (used back in the days)

10.

What does OKR stand for?

Answer: objectives and key results (more used nowadays)

E-ship Summary
Chapter X-X
Timo Verkade

, Week 1
- The art of innovation
- Sustaining
- Disrupting

The innovators dilemma
Ted talk: the art of innovation
Top 10
1. Make mean. How can you make mean? How can you change the world?
2. Make mantra. Short words that explain the company.
3. Jump to the next curve. Make it 10x better, the next level. (Ice).
4. Roll the DICEE. Deep, Intelligent, Complete, Empowering, Elegant
5. Don’t worry, be crappy. It is okay to have some crappy elements.
6. Let a 100 flowers blossom. Things can be used other than you anticipated it to be used.
7. Polarize people. You can love or hate it.
8. Churn baby, churn. Change it and keep evolving it.
9. Niche thyself.
10. Perfect your pitch. Customize your introduction.

“The innovator’s dilemma”
Sustaining = improves product performance based on feedback from customers
Disruptive = lower performance in key features valued by the markets (appears as if it’s doing
everything wrong, born from a need that exists in niche market but is neglected by current offers).

Sustaining meets current needs, disruptive meets future needs.

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