Visit LeanCog at S3: Solar Software Summit!

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LeanCog will be at the S3: Solar Software Summit again this year, but this time as a sponsor! Stop by our table to learn about how we’ve helped companies across the Solar & Storage value chain deliver successful product and IT solutions by applying user-centric, hypothesis-based approaches inspired by Lean Startup and Design Thinking.   Not able to make the show?   Drop us a note on our contact page to learn more! Proven Methodology: “What made LeanCog so different was their in-depth process to get to know us well, and their iterative approach.  They brought extensive knowledge of systems development, but also of the Solar Process to help us define our processes and make them quantifiable.” – Kim Pinkham Co-Founder and CIO, PV Squared

Stop by the LeanCog booth at the Lean Startup Week!

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LeanCog will be at the Lean Startup Week again this year (formerly called The Lean Startup Conference), but this year as a sponsor! Stop by our booth to learn about how we’ve helped companies deliver successful product and IT solutions by applying user-centric, hypothesis-based approaches inspired by the Lean Startup methodology.   Proven Methodology: “LeanCog brought experience and a rigorous, proven methodology… They provided a level of critical thinking that was invaluable in evaluating our own assumptions and keenly identified how our core strengths could be leveraged.” – Matt Merrifield GIS Manager, The Nature Conservancy   Hypothesis-based Product and Software Development: From startups to Fortune 100 companies, we’ve helped companies take their ideas from “Canvas to Customer” by taking prototyping and collecting feedback, validating, and re-evaluating hypotheses as we go. “LeanCog invigorated our product development process with its feedback-driven, test-based methodology… Their blend of strategic knowledge and technical expertise helped us seamlessly transition from product concept to workable solution. Their work has permeated into other areas of the organization and helped us win new business. This was the best money I’ve spent on rapidly prototyping a new product concept.” – Daniel Rich Vice President / Sr. Business Leader, Strategy & New Product Development, MasterCard   If you’d like to join us on November 2 & 3 in San Francisco, you can use our discount code for 20% off: http://2016.leanstartup.co?promo=vipdiscountleancog20 Hope to see you there!

Why ROI is a Flawed Measure for Managing an Innovation Portfolio

Using traditional ROI schemes to manage Innovation is burning money!

The Problem with the Traditional Project Evaluation and Approval Process The traditional approach for approving ideas in large organizations doesn’t work when it comes to new innovations. When approving new ideas, many large organizations utilize a staged-gate model and rely heavily on ROI. And in reality, decisions are often beholden to other factors such as organizational politics, executive “pet projects,” or competitive parity. Despite its flaws, the traditional approach can work reasonably well for follow-on projects or efforts where the risks and process are largely vetted and known. However, when it comes to new innovations and truly disruptive ideas, there are many unknowns at the outset and the traditional evaluation tools largely break down.  To understand why the traditional process breaks down, consider the nature of a truly disruptive idea. How can you properly calculate an ROI on a new innovation or technology where even the potential applications have yet to be determined? Or even if you are evaluating a more specific product idea, traditional market research techniques prove to be very blunt measurement instruments when trying to determine potential adoption rates and revenues. The result is very crude (or meaningless) ROI calculations, inefficiency in the funding and approval process, and ultimately wasted money for the organization. Ideas from Design Thinking, Lean Startup, and Beyond… The root of the problem with the traditional project evaluation process when it comes to innovation is that it relies on trying to quantify ROI in areas […]