First our startup is so small everyone does eveything with an emphasis on engineering. We have a device development “diagram” we use 1) how our device features could change over time Note Our device is almost not software (VHDL and FPGA) and humans desire ever better imaging 2) features list makes us alert during customers listening (worship) and 3) knowing about possible feature changes (and the most likely engineering path ) we discovered our market type will change over time, from existing to disruptive.

This presentation of yours, from Wikipedia, is what I was hoping for:
http://www.stanford.edu/class/msande273/resources/Blank%20presentation%20101403.pdf

The start-up in my past that was most successful, was the one that focused on understanding what the customers wanted. It was started by two Founders with an initial vision for the company and key products in the Telecom industry; but that vision was tweaked as we saw where the marketplace was evolving and what our main customers were looking for. Our CEO and our VP Marketing spent a lot of their time talking to and listening to our customers. When the business had built up significant credibility, we received a good buy-out offer from one of our customers.

12 years later, I am in another start-up, but in a different field, and we are going through various growing pains. This series of articles is a good reminder to me on where we have to keep our focus : Develop your products and services through interactive engagement with your early adopter customers, and then bring it to the bigger market.

Thank you Steve.

It may have been true that years ago software was different. I still think it is, but orthodox managers don’t see it that way. You don’t have to engage in that list of things in your comment. They are things that certain software companies engage in, and their success hasn’t been validated by results.

Increasing returns markets exist. They exist where market research tells you a market does not exist. That is enough to scare away the orthos. And, if it doesn’t scare away the orthos, they still use the ortho approach, and then blame the innovation, rather than the managers who simply took the wrong path to, the wrong process to, the market.

I agree. The process managers take kills the company, and not just software companies, not just products, rather than services. But, ultimately, the process is a matter of choice, so the real blame goes to the managers.

A successful process exists, but few attempt it.

Eager to read more!

Reminds me of the quote, which I have used many times to make the point:

“No battle plan survives contact with the enemy”

– Helmuth von Moltke

I am looking forward to your next post. Very thought provoking.

Quote: “the model collapses at first contact with customers”

Developing a plan before having contact with customers could be part of the problem?

Isn’t the real idea of product development that you talk to potential customers early?

Regards Paul