2. What if Skunkworks is not an option? How do we apply the NISI process? Some companies already apply some of the principles:

3. Upper Management Existing Infrastructure

4. BIG INTUIT

5.  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.  Sometimes constrained by partnerships, processes, pricing strategies, and sales channels

7. Is Revenue Enough? Retention

8.  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. 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.  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.  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.  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.  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.  Often the same in a small business  Perhaps revenue isn’t the best indicator of a nailed business model › Customer Retention? › Repeat Revenue?

17.  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?