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It starts with a vision, but benefits quickly from a structured process of idea generation, evaluation, prototyping, customer feedback, and success metrics. Creating intellectual property, including patents, is the kay to long-term value and a sustainable competitive advantage. Innovation is not a random walk into the unknown.
I do recommend non-disclosures and patents, but more can be gained than lost by talking to outside experts. In the startup world, even the best-laid plans are probably wrong, so there is a need to be able to launch fast, have metrics in place to measure progress, learn from real customer feedback, and pivot as required.
It starts with a vision, but benefits quickly from a structured process of idea generation, evaluation, prototyping, customer feedback, and success metrics. Creating intellectual property, including patents, is the kay to long-term value and a sustainable competitive advantage. Innovation is not a random walk into the unknown.
Some of the activities that are likely part of the mix where there might be need: Review and provide input on business plans Costs and time estimation Product prioritization Options analysis Systems analysis and design Technical risk analysis Technical research and evaluation Systems for accounting and reporting Metrics (see startup metrics ) Security (..)
Any thoughts on my recent post Startup Metrics ? The Startup Metrics post is a good example of what I call “holocognics.” Startup Metrics discusses what a Startup needs to consider before “going live.” It also helps if there is a reason that other people can’t compete with you, either because of some trade secret or patent.
In addition, we all know that patent disclosure rules often facilitate legal reverse engineering, and innovation at this point is now much cheaper. The auto industry and others have used this model for generations, so business processes and metrics for innovation are well documented.
It starts with a vision, but benefits quickly from a structured process of idea generation, evaluation, prototyping, customer feedback, and success metrics. Creating intellectual property, including patents, is the key to long-term value and a sustainable competitive advantage. Innovation is not a random walk into the unknown.
The full financial details and metrics were in the deck. So my time was freed up to call board members in advance and walk them through our metrics and understand any concerns. Who is leading your patent filing program? Establishing Metrics & Monitoring Success (or Failures). HR & Legal. Shame on you.
Simple metrics and your personal knowledge of the industry can’t keep up with all the relevant competitive forces. Today’s digital leaders all have a digital platform – a set of algorithms stitched together to collect and analyze key data, and tune their algorithms dynamically for every transaction. You need to be part of a larger ecosystem.
It’s easy for part-timers to make excuses that other priorities caused you to miss milestones, but predictable results and metrics in this mode are even more critical than for full-time members. On the other hand, if you have a new technology, with patent applied for, maybe you more time to get it right.
They are looking for early-stage companies, which have an advantage with IP, or some sort of patent, or sensibility from the technical perspective. Whether they are building a marketplace, or building an e-commerce platform, understanding the growth metrics for a company is really the key.
The right answer to this question is that you bring some new intellectual property to the table – like a patent or other secret sauce. This will incent earlier thinking outside the box, and help you get metrics in place to track progress, or lack of it, along the way. Why doesn’t this product or service already exist?
Then, he'll need to patent it and create a plan to show opportunity, competition, and financial projections. Create a written plan, with target milestones and metrics. I have tried to convince him the general idea alone does not make a business. His challenge is to focus on one market, with a specific design, cost, and price.
Design the Job – Include reporting relationships, authority, responsibilities, and performance metrics. Design the Organization – Most grow organically and are based on people, not on the job that needs to be done. Hire the Right Team – Not just on qualifications, but personality and team chemistry.
In addition, we all know that patent disclosure rules often facilitate legal reverse engineering, and innovation at this point is now much cheaper. The auto industry and others have used this model for generations, so business processes and metrics for innovation are well documented.
Any startup with no patents, trade secrets, or other secret sauce is very high risk today. Even a provisional patent will hold your position for a year, can be done by your team at low cost, and will at least incent big competitors to buy your idea rather than just steal it.
You can and must fix this by communicating business goals and objectives, and establishing personal metrics which only reward success. Kodak , as an example, had made so much money on film that they were reluctant to believe in the digital trend, even though they had one of the first digital camera patents.
In addition, we all know that patent disclosure rules often facilitate legal reverse engineering, and innovation at this point is now much cheaper. The auto industry and others have used this model for generations, so business processes and metrics for innovation are well documented.
Thus, it needs an advantage to rise above the crowd, such as a patent and trademarks, unique market positioning or support from industry partners. As an entrepreneur, make sure you understand your direct and indirect costs, staffing requirements, margins and metrics to make sure these elements are in place.
It starts with a vision, but benefits quickly from a structured process of idea generation, evaluation, prototyping, customer feedback, and success metrics. Creating intellectual property, including patents, is the kay to long-term value and a sustainable competitive advantage. Innovation is not a random walk into the unknown.
It starts with a vision, but benefits quickly from a structured process of idea generation, evaluation, prototyping, customer feedback, and success metrics. Creating intellectual property, including patents, is the kay to long-term value and a sustainable competitive advantage. Innovation is not a random walk into the unknown.
It’s easy for part-timers to make excuses that other priorities caused you to miss milestones, but predictable results and metrics in this mode are even more critical than for full-time members. On the other hand, if you have a new technology, with patent applied for, maybe you more time to get it right.
It’s easy for part-timers to make excuses that other priorities caused you to miss milestones, but predictable results and metrics in this mode are even more critical than for full-time members. On the other hand, if you have a new technology, with patent applied for, maybe you more time to get it right.
It’s easy for part-timers to make excuses that other priorities caused you to miss milestones, but predictable results and metrics in this mode are even more critical than for full-time members. On the other hand, if you have a new technology, with patent applied for, maybe you more time to get it right.
It’s easy for part-timers to make excuses that other priorities caused you to miss milestones, but predictable results and metrics in this mode are even more critical than for full-time members. On the other hand, if you have a new technology, with patent applied for, maybe you more time to get it right.
A strong work ethic is great, but patents and intellectual property are critical. What metrics should you use to measure success? Define both hard data and soft (anecdotal) metrics on the new solution, as well as on the productivity of you team. You need quantified value for customers to see, feel, and pay for.
You need to quantify measurable criteria for success, using business metrics. Patents and other intellectual property must be secured at this point. Effective progress requires a detailed project plan, milestones, resource assignments, metrics, and status meetings on a regular schedule. Clearly define and issue the challenge.
In addition, we all know that patent disclosure rules often facilitate legal reverse engineering, and innovation at this point is now much cheaper. The auto industry and others have used this model for generations, so business processes and metrics for innovation are well documented.
In addition, we all know that patent disclosure rules often facilitate legal reverse engineering, and innovation at this point is now much cheaper. The auto industry and others have used this model for generations, so business processes and metrics for innovation are well documented.
The best differentiation is a patent or other intellectual property that also provides a barrier to entry. The smart ones identify and budget innovative approaches, and use metrics to tools to monitor effectiveness. The same is true for solutions to some social problems, like feeding the hungry, who don’t have any money.
Software Patent Absurdity - Feld Thoughts , May 6, 2010 Feld on the problems with software patents. SaaS Conversion: Which metrics matter? StartupCFO , May 6, 2010 Great look at important metrics for SaaS and the importance of churn rate.
Why Lawyers Don’t Run Startups - Steve Blank , May 27, 2010 Startups need to have a great lawyer, accountant, patent attorney, etc. Klout Puts Metrics Into Social Media Management - Tim Berry's Blog - Planning Startups Stories , May 21, 2010 I really like klout.com for three good reasons: 1.) It's a great talk. What should I do?’.
Cash flow is a basic survival metric for every startup. In this case, the primary cash outflow would be for product development and operating expenses, with potentially enough runway to build the initial product, get a patent, attract some early adopters, and build the initial revenue stream.
Cash flow is a basic survival metric for every startup. In this case, the primary cash outflow would be for product development and operating expenses, with potentially enough runway to build the initial product, get a patent, attract some early adopters, and build the initial revenue stream.
Cashflow is a basic survival metric for every startup. In this case, the primary cash outflow would be for product development and operating expenses, with potentially enough runway to build the initial product, get a patent, attract some early adopters, and build the initial revenue stream.
Cash flow is a basic survival metric for every startup. In this case, the primary cash outflow would be for product development and operating expenses, with potentially enough runway to build the initial product, get a patent, attract some early adopters, and build the initial revenue stream.
Cash flow is a basic survival metric for every startup. In this case, the primary cash outflow would be for product development and operating expenses, with potentially enough runway to build the initial product, get a patent, attract some early adopters, and build the initial revenue stream.
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