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Use Delegation Poker to clarify who's responsible for what and to what level. This is a method where you can encourage employee engagement through controlled self-organization and clarified value and decision-making.
The objective of Delegation Poker is to drive home the idea of delegating decisions and tasks to your team within a controlled environment. It also is a good collaboration game. Many teams play it without even totalling points and more than anything else it's a conversation topic and a starting point for the discussion of who should do what.

1. Delegation is not a binary thing. There are plenty of "shades of gray" between being a dictator and being an anarchist.

2. Delegation is a step-by-step process. You hand over accountability to other people in a controlled and gradual way.

3. Delegation is context-dependent. You want to delegate as much as possible but if you go too far chaos might unfold.

I introduced Delegation Poker to my project team. It helped a lot in our process of defining new responsibilities, which we as a team can now agree on. It's become the basis of discussion with our bosses as even they are able to understand the fact, "that it can be easily migrated to the RACI Matrix.
Team leader, Ortrun offshoring

How to play Delegation Poker?

Each team plays this game differently, so you can follow some of the more common rules we're sharing here or you can make up your own. It's all about organizing how you and your team look at delegation and self-organization.

Start by making a list of pre-defined cases or situations in which you want to create a delegation policy, establishing who has what influence. This can range from project design and authority to hiring new team members.

Team members should be organized in groups of three to seven people. Each teammate gets a set of cards numbered 1 through 7, signifying the Seven Levels of Delegation:

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Use Delegation Poker to clarify who's responsible for what and to what level. This is a method where you can encourage employee engagement through controlled self-organization and clarified value and decision-making.

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Die 5 Dysfunktionen eines Teams - der Manga

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Die 5 Dysfunktionen eines Teams - der Manga

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Eine illustrierte Leadership-Fabel

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Lencioni, Patrick M. / Okabayashi, Kensuke

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Wiley-VCH - Die 5 Dysfunktionen eines Teams - der Manga

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Gibt es sie wirklich - optimale Teams? Zu oft werden sie durch menschliches Fehlverhalten der einzelnen Teammitglieder bei der Erfüllung ihrer Aufgabe behindert und sind nicht mehr als ein Idealbild gemeinsam erbrachter Leistung.
Patrick Lencioni identifiziert in seinem Business-Manga die 5 häufigsten Verhaltensweisen, die Teams scheitern lassen: 1. der eigene Verdienst wird über den gemeinsamen Erfolg gestellt
2. Vermeidung andere zur Rechenschaft zu ziehen oder in die Verantwortung zu nehmen
3. Mangel an Commitment und damit auch zeitnaher und finaler Entscheidungen
4. Angst vor Konflikten zur Bewahrung der Harmonie um jeden Preis
5. kein Vertrauen zu den anderen Teammitgliedern, verbunden mit der Angst, sich angreif- und verwundbar zu machen
Wie gewohnt steht am Anfang wieder eine Fabel, gefolgt von einer Zusammenfassung der wichtigsten Punkte. In der Fabel muss sich die neue Geschäftsführerin eines Hightech-Unternehmens im Silicon Valley mit einem Führungsteam herumschlagen, das längst handlungsunfähig geworden ist. Schritt für Schritt folgt der Leser ihrem steinigen Weg hin zu einem effektiven Team, das sich vertraut und Verantwortung für die gemeinsame Aufgabe übernimmt.

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Die 5 Dysfunktionen eines Teams überwinden - Ein Wegweiser für die Praxis

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Die 5 Dysfunktionen eines Teams überwinden - Ein Wegweiser für die Praxis

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Wiley-VCH - Die 5 Dysfunktionen eines Teams überwinden

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In “Die 5 Dysfunktionen eines Teams” enthüllte Patrick Lencioni die wichtigsten Hindernisse, die die meisten Organisationen daran hindern, auf höchstem Niveau zu arbeiten. Er erläuterte die fünf wichtigsten Dysfunktionen, die in Teams zu finden sind - Fehlendes Vertrauen, Scheu vor Konflikten, Fehlendes Engagement, Scheu vor Verantwortung, Fehlende Ergebnis-Orientierung - und stellte ein Modell für deren Überwindung zur Verfügung. In diesem Wegweiser für die Praxis bietet Lencioni anhand von Bewertungen, Tools, Beispielen aus der Praxis und vielem mehr spezifischere, praktische Anleitungen zur Überwindung dieser Dysfunktionen. Er stellt Fragen, die sich alle Teams stellen müssen: Sind wir wirklich ein Team? Wie entwickeln wir uns aktuell? Dann bietet das Buch detaillierte Methoden, um jede der Dysfunktionen aufzuschlüsseln und behandelt häufig gestellte Fragen zu Teams. “Die fünf Dysfunktionen eines Teams überwinden” kann als Grundlage für ein Teamtrainingsprogramm verwendet werden, oder es kann gelesen und seine Ideen leicht von Teamleitern und Mitgliedern umgesetzt werden - egal ob in der Wirtschaft, in gemeinnützigen Organisationen, in der Wissenschaft, in der Regierung oder in anderen Organisationen. Kurz und knapp hilft der Wegweiser allen Teams, schnell und effektiv zu arbeiten.

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MVP Experiment Canvas - Download Folder-20250407T131515Z-001

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The AI Revolution in App Prototyping: From Idea to Reality with Claude

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The AI Revolution in App Prototyping: From Idea to Reality with Claude

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The AI Revolution in App Prototyping: From Idea to Reality with Claude

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In the ever-evolving landscape of tech, we’re witnessing a seismic shift in how apps are conceived, designed, and prototyped. Gone are the…

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the right it - Why so many ideas fail an d how to make sure yours succeed

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the right it - Why so many ideas fail an d how to make sure yours succeed

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What is pretotyping?

Pretotyping is a set of tools, techniques, and tactics designed to help you validate any idea for a new product quickly, objectively, and accurately. The goal of pretotyping is to help you make sure that you are building The Right It before you build It right.

Pretotyping was originally developed at Google in 2010 and since then has been tested, refined, taught, and put into practice with great success in hundreds of projects and organizations.

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What is pretotyping? Pretotyping is a set of tools, techniques, and tactics designed to help you validate any idea for a new product quickly, objectively, and accurately. The goal of pretotyping is to help you make sure that you are building The Right It before you build It right.

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If you ask, experienced entrepreneurs will make it very clear how difficult their job is, and how slim your chances are of launching the next Uber or Facebook. And yet, around the world, the allure of entrepreneurship grows stronger by the day. It coincides with the mantra that innovation is the answer to all of life's shortcomings.

So, especially in innovation hubs like Silicon Valley, everyone wants to "do a startup" just to do it. And we're doing it at a time when books, classes and other resources have all but demystified the art of entrepreneurship and turned it into a step-by-step process. Couple that with readily available startup money from a crowded field of venture capitalists competing to back that next game-changer, and you can go from zero to launch in no time.

The challenge is knowing if what you're building is exactly what customers want before you've blown all that capital on hiring top talent and building the actual product. Traditionally, that was called "market research." Then in 2008, with the introduction of the "lean startup" approach by Eric Ries, entrepreneurs turned to business-hypothesis-driven experimentation and iterative product releases based on customer needs.

At around the same time, Alberto Savoia, a two-time entrepreneur and early employee of Google, began urging entrepreneurs to "pretotype" before they prototype. Savoia was the search giant's first engineering director and most recently held the title "Innovation Agitator" at Google before leaving in 2012 to focus on spreading his idea to help you ensure that "you are building the right it before you build it right."

The premise of Savoia's approach is that most new ideas fail in the marketplace not because they are poorly built or executed, but because they were the wrong idea to pursue in the first place. In his 2011 book Pretotype It - a 75-page manual that begins with the disclaimer that it is itself a pretotype - Savoia states that 90 percent of mobile apps don't make any money, and 80 percent of startups lose money for the investors.

To show that even the most proven innovators are likely to fail, he includes slides in his standard presentation that are riddled with the logos of killed initiatives at Google and Microsoft.

The Google Graveyard

The Microsoft Morgue (Images courtesy of Pinterest)

"We assume too much, plan too much, hope too much ... and test too little," Savoia says. His approach offers multiple techniques for pretotyping something to determine whether you're building the "right it." All are ways to test a product or service with minimal build-out, use of resources or emotional attachment.

For instance, at Stanford, where Savoia is an educator-in-residence, students came up with a potential business idea called "Second-day Sushi." Would cash-strapped college students buy day-old sushi from a campus eatery if labels said so and offered a 50 percent discount? Would enough of them be persuaded by the catchphrase "Nothin' fishy about it!" to make Second-day Sushi an idea worth fleshing out further?

Many of Savoia's pretotyping techniques reflect his clever approach to experimentation and his focus on "time to data": How quickly can you get real-world data to support or invalidate your idea. For the students, he proposes printing out some simple stickers that say "Second-day Sushi, 1/2 Off" and placing them on half the sushi containers sold at the eatery. Then, he would stand back and count how many students bought sushi that day, and how many of them chose the discounted containers.

From his time at Google, Savoia prefers decisions be backed by numbers. So, he specifies that at least 20 percent of students would have to buy Second-day Sushi to consider it a successful experiment.

Savoia is quick to add that the eatery's permission might be needed to conduct such a pretotype. But even without it, he says students could be stopped before they bring containers labeled Second-day Sushi to the cash register, told that it was just an experiment, and that they are actually holding fresh fish. And in return for unknowingly participating in this market test, you offer to pay for their lunch.

"Students get a free sushi box and you get real data," Savoia says, "not just some fuzzy opinion that provides no metric for success."

This experiment embodies an approach to many of Savoia's pretotyping techniques, which is, "test before you invest." And while Savoia acknowledges some overlap between the meaning of pretotype and prototype, he does draw an important distinction:

"A key difference between pretotypes and prototypes is that the cost and timeframe for pretotyping is at the lowest end of the spectrum that is usually covered by prototyping," he explains in his book. "It's acceptable for a prototype to take months or years of development and cost millions of dollars. In contrast, it's definitely not acceptable for a pretotype to take that long or cost that much."

He adds, "One of my standard challenges is the '24/24.' Can you get me real-world data in 24 hours or less for $24 or less?"

Alberto Savoia is an educator in residence at the Stanford Technology Ventures Program (STVP).

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A More Tactical Way to Prototype | Stanford eCorner

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If you ask, experienced entrepreneurs will make it very clear how difficult their job is, and how slim your chances are of launching the next Uber or Facebook. And yet,... Read More

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Most new business ideas fail in the market. Entrepreneur and innovation expert Alberto Savoia, an educator in residence at the Stanford Technology Ventures Program, describes “pretotyping,” a technique for conducting early, inexpensive experiments that speed up the learning process and quickly yield market data so you can “build the right it before you build it right.”

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Lean im Team: Fokussieren auf das Wesentliche

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Lean im Team: Fokussieren auf das Wesentliche

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10X your startup's traction using our battle-tested playbooks.

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The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporation's Technology Spin-Off Companies

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The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporation's Technology Spin-Off Companies

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[PDF] The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporation’s Technology Spin-Off Companies | Semantic Scholar

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The intellectual roots of the concept are explored, a working definition is offered and it is shown how the Xerox Corporation arose by employing an effective business model to commercialize a technology rejected by other leading companies of the day. This paper explores the role of the business model in capturing value from early stage technology. A successful business model creates a heuristic logic that connects technical potential with the realization of economic value. The business model unlocks latent value from a technology, but its logic constrains the subsequent search for new, alternative models for other technologies later on--an implicit cognitive dimension overlooked in most discourse on the topic. We explore the intellectual roots of the concept, offer a working definition and show how the Xerox Corporation arose by employing an effective business model to commercialize a technology rejected by other leading companies of the day. We then show the long shadow that this model cast upon Xerox’s later management of selected spin-off companies from Xerox PARC. Xerox evaluated the technical potential of these spin-offs through its own business model, while those spin-offs that became successful did so through evolving business models that came to differ substantially from that of Xerox. The search and learning for an effective business model in failed ventures, by contrast, were quite limited. Copyright 2002, Oxford University Press.

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The Business Model: Recent Developments and Future Research

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The Business Model: Recent Developments and Future Research

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The Business Model: Recent Developments and Future Research

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The paper provides a broad and multifaceted review of the received literature on business models in which we examine the business model concept through multiple

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Das Handbuch für Startups - Schritt für Schritt zum erfolgreichen Unternehmen

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Das Handbuch für Startups - Schritt für Schritt zum erfolgreichen Unternehmen

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"The Startup Owner's Manual" - deutsche Ausgabe!

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Lean Startup und Customer Development von Steve Blank & Bob Dorf Schritt für Schritt erklärt!

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Testing Business Ideas: A Field Guide for Rapid Experimentation

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Testing Business Ideas: A Field Guide for Rapid Experimentation

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Testing Business Ideas - Innovation Process to Reduce Risks

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You want to start testing your ideas to avoid big failures, but are unsure where to begin. Find 40+ beautifully illustrated, detailed experiment types organized by cost, time and strength of evidence.

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Sustainable Business Model Design - 45 Patterns

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Sustainable Business Model Design - 45 Patterns

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Innovation Accounting - A practical guide for measuring your innovation ecosystem’s performance

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Innovation Accounting - A practical guide for measuring your innovation ecosystem’s performance

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Innovation Accounting - the new book by the authors of The Corporate Startup

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Written as an add-on to The Corporate Startup, the Innovation Accounting book provides a practical guide for measuring your company’s innovation ecosystem

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Das Start-up-Cockpit für Unternehmensgründer - Erfolgreich von der Idee zum Proof-of-Concept

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Das Start-up-Cockpit für Unternehmensgründer - Erfolgreich von der Idee zum Proof-of-Concept

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Für mehr Erfolg bei Investoren und weniger Risiko am Markt: Der Autor behandelt aus Gründersicht die drei wichtigsten Bereiche der Unternehmung - Kundenbedürfnisse, interne Prozesse und Finanzen - so, dass die Geschäftsentwicklung im Mittelpunkt steht.

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Lean Innovation Guide - A Proven Approach for Innovation Success

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Lean Innovation Guide - A Proven Approach for Innovation Success

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The Lean Innovation Guide is a must-have for anyone who wants to succeed with Lean Startup and Lean Innovation. Look inside now!

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40 questions from Y Combinator to crash-test your startup

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40 questions from Y Combinator to crash-test your startup

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40 questions from Y Combinator to crash-test your startup — molfar.io

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Sometimes answering the right questions can help you clarify what are you doing and where are you moving now.

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Use different business model patterns as inspiration: find ideas on how to design revenue streams, your value proposition…

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Disruptive Innovation & Business Strategy Library | Strategyzer

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Discover content, tools, and processes for business strategy, corporate innovation, innovation culture, business idea testing, team and project management.

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Value Proposition: How to write it with Examples

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Value Proposition: How to write it with Examples

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Dein Startup steht und fällt mit deiner “Value proposition”. Umso wichtiger, den Wert deiner Lösung frühzeitig herauszustellen und zu testen. Wie man das macht?

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What Is a Value Proposition?

A value proposition in marketing is a concise statement of the benefits that a company is delivering to customers who buy its products or services. It serves as a declaration of intent, both inside the company and in the marketplace.

The term value proposition is believed to have first appeared in a McKinsey & Co. industry research paper in 1988, which defined it as "a clear, simple statement of the benefits, both tangible and intangible, that the company will provide, along with the approximate price it will charge each customer segment for those benefits."

Key Takeaways

Understanding Value Propositions

A value proposition stands as a promise by a company to a customer or market segment. The proposition is an easy-to-understand reason why a customer should buy a product or service from that particular business. A value proposition should clearly explain how a product fills a need, communicate the specifics of its added benefit, and state the reason why it's better than similar products on the market. The ideal value proposition is to-the-point and appeals to a customer's strongest decision-making drivers.

Companies use this statement to target customers who will benefit most from using the company's products, and this helps maintain a company's economic moat. An economic moat is a competitive advantage. The moat analogy-coined by super-investor Warren Buffett of Berkshire Hathaway-states that the wider the moat, the bigger and more resilient the firm is to competition.

Components of a Value Proposition

A company's value proposition communicates the number one reason why a product or service is best suited for a customer segment. Therefore, it should always be displayed prominently on a company's website and in other consumer touch points. It also must be intuitive, so that a customer can read or hear the value proposition and understand the delivered value without needing further explanation.

Value propositions that stand out tend to make use of a particular structure. A successful value proposition typically has a strong, clear headline that communicates the delivered benefit to the consumer. The headline should be a single memorable sentence, phrase, or even a tagline. It frequently incorporates catchy slogans that become part of successful advertising campaigns.

Often a subheadline will be provided underneath the main headline, expanding on the explanation of the delivered value and giving a specific example of why the product or service is superior to others the consumer has in mind. The subheading can be a short paragraph and is typically between two and three sentences long. The subheading is a way to highlight the key features or benefits of the products and often benefits from the inclusion of bullet points or another means of highlighting standout details.

This kind of structure allows consumers to scan the value proposition quickly and pick up on product features. Added visuals increase the ease of communication between business and consumer. In order to craft a strong value proposition, companies will often conduct market research to determine which messages resonate the best with their customers.

Special Considerations

Value propositions can follow different formats as long as they are unique to the company and to the consumers the company services. All effective value propositions are easy to understand and demonstrate specific results for a customer using a product or service. They differentiate a product or service from any competition, avoid overused marketing buzzwords, and communicate value within a short amount of time.

For a value proposition to effectively turn a prospect into a paying customer, it should clearly identify who the customers are, what their main problems are, and how the company's product or service is the ideal solution to help them solve their problem.

Frequently Asked Questions

What Is the Purpose of a Value Proposition?

A value proposition is meant to convince stakeholders, investors, or customers that a company or its products or services are worthwhile. If the value proposition is weak or unconvincing it may be difficult to attract investment and consumer demand.

What Is an Employee Value Proposition?

An employee value proposition (EVP) applies to the job market. Here, a company that is hiring will try to frame itself as a good place to work, offering not only monetary compensation but also a range of benefits, perks, and a productive environment. In return, the job candidate will need to convince the hiring company that they have the appropriate skills, experience, demeanor, and ambition to succeed.

What Happens if a Value Proposition Fails?

If a company cannot convince others that it has value or that its products or services or valuable, it will lose profitability and access to capital and may ultimately go out of business.

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Value Proposition: How to Write It with Examples

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A value proposition is a marketing statement that summarizes why a consumer should buy a product or use a service.

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Lean Canvas Example: Amazon business model 🛍️ 💵📚

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Ash Maurya - Capture your Business Modell in 20 Minutes

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Ash Maurya - Capture your Business Modell in 20 Minutes

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Capture Your Business Model in 20 Minutes - Lean Canvas

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Lean Canvas Modell für dein Startup (deutsch)

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As an entrepreneur, one of the most important tasks you can perform is getting your idea(s) out from your head into a tangible format so that you can communicate that with others. In the past, this usually meant a well-researched business plan, that would usually take weeks (more like months) to create.

I turn to the Lean Canvas to help me quickly formulate possible business models, product launches, campaigns and variations of, and communicate this with my stakeholders for my Lead Flow Method work. Having the Lean Canvas as a visual guide made this part "communicating the model/idea" so much more effective - and I think the most valuable function of the tool.

The problem with business plans for startups & entrepreneurs are that they're a waste of time, don't get me wrong a well-researched business plan is important but only at the right stage of your business (usually when you're in growth/investment).

This quote from Steve Blank sums up this point in case: "Business Plan: a document investors make you write, that they don't read".

The key fundamental to Lean methodology is the elimination of waste - this includes time, processes, inventory and more.

So as a lean startup you need a quicker way to get ideas out of your head, you need to stay lean & avoid waste - so, it's time to introduce Lean Canvas.

Before we jump into the Lean Canvas it's important to point out that Lean Canvas has been adapted by Ash Maurya from the very popular Business Model Canvas by Alexander Osterwalder -  check out this video for more information (40+ mins).

Lean Canvas uses the same 9 blocks concept except they've been modified slightly to suit the needs/ purposes/requirements of a Lean Startup. The Lean Canvas is the perfect one-page format for brainstorming possible business models, the blocks guide you through logical steps starting with your customer problems right through to your unfair advantage (often the hardest block to answer).

Blank Lean Canvas:

Here is a quick explainer of each Lean Canvas block (and in the order to go through them):

1. Problem

Each customer segment (CS) you are thinking to work with will have a set of problems that they need solving. In this box try listing the one to three high priority problems that you CS has. Without a problem to solve, you don't have a product/service to offer.

2. Customer Segments

The problem and Customer Segments can be viewed as intrinsically connected - without a CS in mind you can't think of their problems, and visa-versa.

3. Unique Value Proposition

In the middle of the canvas is the UVP. A value proposition is a promise of value to be delivered. It's the primary reason a prospect should buy from you. A way to get your head around this is to think why are you different and why should your CS buy/invest time in you - further reading: Useful Value Proposition Examples (and How to Create a Good One)

4. Solution

Finding a solution to the problem is the golden egg! You're not going to get this right off the first bat - it's OK, as that's what Lean is all about. What you need to do is Get Out The Building - a phrase coined by the godfather of Lean Startup, Steve Blanks. And what Blank's here is that the solution is not in your office, it's out there in the streets. So go interview your customer segment, ask them questions, and take those learnings. Remember the Lean Startup is validated learning through a continual Build - Measure - Learn cycle.

5. Channels

Channels are ways for you to reach your CS. And remember that in the initial stages it's important not to think about scale but to focus on learning. With that in mind try to think which channels will give you enough access to your CS at the same time give you enough learning. Channels can be email, social, CPC ads, blogs, articles, trade shows, radio & TV, webinars etc. and BTW you don't have to be on all of them, just where your CS are.

6. Revenue Streams

How you price your business will depend on the type of model it is, however, it's quite common for startups to lower their cost, even offer it for free to gain traction, however, this can pose a few problems. The key being it actually delays/avoids validation. Getting people to sign up for something for free is a lot different than asking them to pay. There is also the idea of perceived value. Further reading: Simple pricing strategies for your products or services, the lean way!

7. Cost Structure

Here you should list all the operational costs for taking this business to market. How much will it cost to build / landing page? What is your burn rate - your total monthly running costs? How much will it cost to interview your customer segment? How much do market research papers cost? etc. You can then use these costs and potential revenue streams to calculate a rough break-even point.

8. Key Metrics

Every business, no matter what industry or size, will have some key metrics that are used to monitor performance. The best way to help with this is to visualize a funnel top down that flows from the large open top, through multiple stages to the narrow end. A good model to help with this is Dave McClure's ARRRR (aka Pirate Metrics) - further reading: Startup Metrics for Pirates

9. Unfair Advantage

This is the most difficult to block to answer. However, do try to think about this as having an unfair advantage can help when it comes seeking partners & investors. Here is a great definition of unfair advantage: "The only real competitive advantage is that which cannot be copied and cannot be bought."  - Jason Cohen. Unfair advantage can be insider information, a dream team, getting expert endorsements, existing customers etc. So rather than think about adding something like "commitment and passion" as an unfair advantage (because it is not), think about what you have that no one else can buy.

Completed Lean Canvas:

[image source: StartitUp]

The idea here is to spend around 15-20 minutes to get that idea down on to paper. Some people prefer to project the PDF onto a wall and use sticky notes to add their ideas into the boxes. But I've become so used to Lean Canvas that I sketch my business model ideas directly into my notebook.

Now that you have your first Lean Canvas, the key is to test. Ash encourages you to try as many iterations of the first canvas as possible and to test each one after which a winning business model will emerge. Sounds like hard work? Well yes, it is. But going through this process will save you time, energy and money. Think about it: the worst possible outcome for any entrepreneur is to build something that no one wants!!

The Lean Canvas

As a business entrepreneur, it's your duty to get ideas out from your head onto paper so that others can see and help build the problem solution. Traditional business plans are not relevant in the ideation stage, they take too much time and are usually created without any validated learning. Business plans are more suited to once you have a business running and are looking to scale.

During the ideation stage try to stay lean, use the Lean Canvas to get your ideas down and use lean principles to test your hypothesis by getting out the building.

It is my wish that this introduction to Lean Canvas has helped spark an idea, or given some inspiration to startup. I have linked to all sources - I follow these blogs and I recommend you do too. If this post has got your Lean on I'd welcome comments below ✊🏻

I'd like to close off by thanking Ash Maurya for his excellent thinking behind Lean principles and I would highly recommend you visit his LeanStack blog and buy his Running Lean & Lean Analytics books - both excellent.

As always, to your success.

Steve Mullen
Lead Flow Method

Thanks for reading ✊ -  Turn Your Passion Into Purpose: Discover How You Can Attract "The Right" Clients On Demand So You Can Earn More, Work Less & be More Epic.

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As an entrepreneur, one of the most important tasks you can perform is getting your idea(s) out from your head into a tangible format so that you can communicate that with others. In the past, this usually meant a well-researched business plan, that would usually take weeks (more like months) to create.

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Jeff Sutherland “How to do twice as much in half the time” (TEDx)

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Jeff Sutherland “How to do twice as much in half the time” (TEDx)

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Zur Grundidee von Scrum.

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Scrum: How to do twice as much in half the time | Jeff Sutherland | TEDxAix

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John Doerr “Why the secret to success is setting the right goals” (TED Talk) 

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John Doerr “Why the secret to success is setting the right goals” (TED Talk) 

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Für einen inspirierenden Talk zur Nutzung von OKRs.

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Why the secret to success is setting the right goals | John Doerr | TED

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Ein Überblick über “Agile” zum Lesen und Stöbern

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Agile is the ability to create and respond to change. It is a way of dealing with, and ultimately succeeding in, an uncertain and turbulent environment.

The authors of the Agile Manifesto chose "Agile" as the label for this whole idea because that word represented the adaptiveness and response to change which was so important to their approach.

It's really about thinking through how you can understand what's going on in the environment that you're in today, identify what uncertainty you're facing, and figure out how you can adapt to that as you go along.

What is Agile Software Development?

Agile software development is more than frameworks such as Scrum, Extreme Programming, or Feature-Driven Development (FDD).

Agile software development is more than practices such as pair programming, test-driven development, stand-ups, planning sessions, and sprints.

Agile software development is an umbrella term for a set of frameworks and practices based on the values and principles expressed in the Manifesto for Agile Software Development and the 12 Principles behind it. When you approach software development in a particular manner, it's generally good to live by these values and principles and use them to help figure out the right things to do given your particular context.

One thing that separates Agile from other approaches to software development is the focus on the people doing the work and how they work together. Solutions evolve through collaboration between self-organizing cross-functional teams utilizing the appropriate practices for their context.

There's a big focus in the Agile software development community on collaboration and the self-organizing team.

That doesn't mean that there aren't managers. It means that teams have the ability to figure out how they're going to approach things on their own.

It means that those teams are cross-functional. Those teams don't have to have specific roles involved so much as that when you get the team together, you make sure that you have all the right skill sets on the team.

There still is a place for managers. Managers make sure team members have, or obtain, the right skill sets. Managers provide the environment that allows the team to be successful. Managers mostly step back and let their team figure out how they are going to deliver products, but they step in when the teams try but are unable to resolve issues.

When most teams and organizations start doing Agile development, they focus on the practices that help with collaboration and organizing the work, which is great. However, another key set of practices that are not as frequently followed but should be are specific technical practices that directly deal with developing software in a way that helps your team deal with uncertainty. Those technical practices are essential and something you shouldn't overlook.

A Short History of Agile

Here is a look at how Agile emerged, how it acquired the label Agile, and where it went from there. It's important to take a look at where Agile software development came from to get an understanding of where things are at today.

Pre 2001 - Practices and Methods Develop Independently through Experience

Many people peg the start of Agile software development, and to some extent Agile in general, to a meeting that occurred in 2001 when the term Agile software development was coined.

However, people started working in an Agile fashion before that 2001 meeting. Starting in the mid-nineties, there were various practitioners, either people working inside organizations developing software products or consultants helping organizations build software who thought, "You know what? The way we've been building software just isn't working for us. We've got to come up with something different."

These software developers started mixing old and new ideas, and when they found a combination that worked, they created a methodology for their team to help them remember the combination of ideas that worked in a given situation.

These methodologies emphasized close collaboration between the development team and business stakeholders; frequent delivery of business value, tight, self-organizing teams; and smart ways to craft, confirm, and deliver code.

The people who created those methodologies figured that others might be interested in getting some of the same benefits they were experiencing, so they created frameworks to spread the ideas to other teams in other organizations and contexts. This is where frameworks such as Scrum, Extreme Programming, Feature-Driven Development (FDD), and Dynamic Systems Development Method (DSDM), among others, started to appear.

The spread of the ideas at this time was very organic, and all of those different approaches started to grow in a very grassroots manner. People borrowed the original frameworks and tweaked them with different practices to make them appropriate for their own contexts.

2001 - Agile Manifesto Authored

There wasn't a consistent way of describing these different ways to develop software until a group of 17 people thought, "We're all doing these different approaches to developing software. We ought to get together and see where there are commonalities in what we're thinking about." The result was a meeting at a ski resort in Snowbird, Utah in 2001.

When they got together, they did some skiing and also discussed where their approaches to software development had commonalities and differences.

They didn't agree upon a lot of things, but there were a few things that they were able to agree upon, and that ended up becoming the Manifesto for Agile Software Development. The two main things the Agile Manifesto did was to provide a set of value statements that form the foundation for Agile software development and to coin the term Agile software development itself.

In the months afterward, the authors expanded on the ideas of the Agile Manifesto with the 12 Principles Behind the Agile Manifesto.

Some of the authors, including Martin Fowler, Dave Thomas, Jim Highsmith, and Bob Martin, wrote up their recollections of writing the Agile Manifesto. 16 of the 17 authors met at Agile2011 and shared their recollections of the event and their views on the state of Agile up to that point.

Post-2001 - Adoption Started Grassroots, Became Mainstream

After the authors got back from Snowbird, Ward Cunningham posted the Agile Manifesto, and later the 12 Principles online at AgileManifesto.org. People could go online and sign it to show their support.

Agile Alliance was officially formed in late 2001 as a place for people who are developing software and helping others develop software to explore and share ideas and experiences.

Teams and organizations started to adopt Agile, led primarily by people doing the development work in the teams. Gradually, managers of those teams also started introducing Agile approaches in their organizations.

As Agile became more widely known, an ecosystem formed that included the people who were doing Agile software development and the people and organizations who helped them through consulting, training, frameworks, and tools.

As the ecosystem began to grow and Agile ideas began to spread, some adopters lost sight of the values and principles espoused in the manifesto and corresponding principles. Instead of following an "agile" mindset, they instead began insisting that certain practices be done exactly in a certain way.

Organizations that focus solely on the practices and the rituals experience difficulties working in an Agile fashion. Organizations that are serious about living up to the Agile values and principles tend to realize the benefits they sought and find that working in an Agile fashion is no longer something that's new and different. Instead, it simply becomes the way they approach work.

Agile Alliance continues to curate resources to help you adopt Agile practices and improve your ability to develop software with agility. The Agile Alliance website provides access to those resources including videos and presentations from our conferences, experience reports, an Agile Glossary, a directory of local community groups, and several other resources.

Agile is a Mindset

Ultimately, Agile is a mindset informed by the Agile Manifesto's values and principles. Those values and principles provide guidance on how to create and respond to change and how to deal with uncertainty.

You could say that the first sentence of the Agile Manifesto encapsulates the whole idea: "We are uncovering better ways of developing software by doing it and helping others do it."

When you face uncertainty, try something you think might work, get feedback, and adjust accordingly.

Keep the values and principles in mind when you do this. Let your context guide which frameworks, practices, and techniques you use to collaborate with your team and deliver value to your customers.

What are Agile Methodologies?

If Agile is a mindset, then what does that say about the idea of Agile methodologies? To answer this question, you may find it helpful to have a clear definition of methodology.

Alistair Cockburn suggested that a methodology is the set of conventions that a team agrees to follow. That means that each team will have its own methodology, which will be different in either small or large ways from every other team's methodology.

So Agile methodologies are the conventions that a team chooses to follow in a way that follows Agile values and principles.

"Wait," you're probably saying, "I thought Scrum and XP were Agile methodologies." Alistair applied the term framework to those concepts. They certainly were born from a single team's methodology, but they became frameworks when they were generalized to be used by other teams. Those frameworks help inform where a team starts with their methodology, but they shouldn't be the team's methodology. The team will always need to adapt its use of a framework to fit properly in its context.

What about Agile Project Management or Agile Business Analysis?

As Agile Software Development became more popular, people involved with software development activities but who didn't personally develop software looked for some way to figure out how these Agile ideas applied in their line of work.

The Agile Manifesto and the 12 Principles were written by a group of software developers (and a tester) to address issues that software developers faced. When you think of Agile as a mindset, that mindset can be applied to other activities.

When you do that, Agile becomes an adjective. It describes how you perform some activity. It does not create a new methodology for the reasons explained above.

When you want to understand Agile project management, ask "How might we perform project management in a way that allows us to create and respond to change and deal with uncertainty?" Agile Alliance and Project Management Institute (PMI) explored this question through a joint effort to create the Agile Practice Guide (Available to Agile Alliance Members).

When you want to understand Agile business analysis, ask "How might we perform business analysis in a way that allows us to create and respond to change and deal with uncertainty?" Agile Alliance and International Institute of Business Analysis (IIBA) explored this question through a joint effort to create the Agile Extension to the Business Analysis Body of Knowledge (Available to Agile Alliance Members).

What is Business Agility?

The two concepts noted above are examples of an attempt to move Agile "outside of software." Those efforts have resulted recently in the Business Agility movement.

If you extend the idea of Agile as a mindset, then people seeking Business Agility ask themselves, "How might we structure and operate our organization in a way that allows us to create and respond to change and deal with uncertainty?"

You might say that business agility is a recognition that in order for people in an organization to operate with an Agile mindset, the entire organization needs to support that mindset. Agile software development was never truly Agile until the organization changed its structure and operations to work in an uncertain environment.

Key Agile Concepts

Below are a few key Agile concepts. You can see more in our glossary section.

Personas: When the project calls for it - for instance when user experience is a major factor in project outcomes - the team crafts detailed, synthetic biographies of fictitious users of the future product: these are called "personas." (see more)

Become an Agile Alliance Member

Discover the many benefits of becoming a member of the leading
organization promoting the concepts of Agile Development.

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Agile is the ability to create and respond to change. It is a way of dealing with, and ultimately succeeding in, an uncertain and turbulent environment. The authors of the Agile Manifesto chose "Agile" as the label for this whole idea because that word represented the adaptiveness and response to change which was so important to their approach.

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Lauren Hutchison „Agile: Develop change in the world“ (TEDx)

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Lauren Hutchison „Agile: Develop change in the world“ (TEDx)

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Video für einen leichten Einstieg in ein agiles Mindset im Alltag

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Agile: Develop change in the world | Lauren Hutchison | TEDxFSCJ

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Von Christian Wilk persönlich sehr empfohlen!

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(Swiss) Early Stage (Tech Venture) Funding Map

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Your connected workspace for wiki, docs & projects | Notion

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A new tool that blends your everyday work apps into one. It’s the all-in-one workspace for you and your team

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Reflections on a movement | Eric Ries (creator of the Lean Startup methodology)

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Die Lean Startup Methode erklärt! für Gründer:innen und Produktmanager:innen

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Die Lean Startup Methode erklärt! für Gründer:innen und Produktmanager:innen

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Die Lean Startup Methode erklärt! Für Gründer:innen & Produktmanager:innen.

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The Lean Startup by Eric Ries - book summary

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The Lean Startup by Eric Ries - book summary

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"The Lean Startup" by  Eric Ries - BOOK SUMMARY

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40 questions from Y Combinator to chrash-test your startup

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40 questions from Y Combinator to chrash-test your startup

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40 questions from Y Combinator to crash-test your startup — molfar.io

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Sometimes answering the right questions can help you clarify what are you doing and where are you moving now.

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Why the Lean Start-up changes everything

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Why the Lean Start-up changes everything

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Steve Blank gilt als Urheber der Lean Startup Bewegung. Dieser Artikel beschreibt, warum Lean Startup eine revolutionäre Idee für die Gründerszene war.

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Launching a new enterprise-whether it's a tech start-up, a small business, or an initiative within a large corporation-has always been a hit-or-miss proposition. According to the decades-old formula, you write a business plan, pitch it to investors, assemble a team, introduce a product, and start selling as hard as you can. And somewhere in this sequence of events, you'll probably suffer a fatal setback. The odds are not with you: As new research by Harvard Business School's Shikhar Ghosh shows, 75% of all start-ups fail.

But recently an important countervailing force has emerged, one that can make the process of starting a company less risky. It's a methodology called the "lean start-up," and it favors experimentation over elaborate planning, customer feedback over intuition, and iterative design over traditional "big design up front" development. Although the methodology is just a few years old, its concepts-such as "minimum viable product" and "pivoting"-have quickly taken root in the start-up world, and business schools have already begun adapting their curricula to teach them.

The lean start-up movement hasn't gone totally mainstream, however, and we have yet to feel its full impact. In many ways it is roughly where the big data movement was five years ago-consisting mainly of a buzzword that's not yet widely understood, whose implications companies are just beginning to grasp. But as its practices spread, they're turning the conventional wisdom about entrepreneurship on its head. New ventures of all kinds are attempting to improve their chances of success by following its principles of failing fast and continually learning. And despite the methodology's name, in the long term some of its biggest payoffs may be gained by the large companies that embrace it.

In this article I'll offer a brief overview of lean start-up techniques and how they've evolved. Most important, I'll explain how, in combination with other business trends, they could ignite a new entrepreneurial economy.

The Fallacy of the Perfect Business Plan

According to conventional wisdom, the first thing every founder must do is create a business plan-a static document that describes the size of an opportunity, the problem to be solved, and the solution that the new venture will provide. Typically it includes a five-year forecast for income, profits, and cash flow. A business plan is essentially a research exercise written in isolation at a desk before an entrepreneur has even begun to build a product. The assumption is that it's possible to figure out most of the unknowns of a business in advance, before you raise money and actually execute the idea.

Once an entrepreneur with a convincing business plan obtains money from investors, he or she begins developing the product in a similarly insular fashion. Developers invest thousands of man-hours to get it ready for launch, with little if any customer input. Only after building and launching the product does the venture get substantial feedback from customers-when the sales force attempts to sell it. And too often, after months or even years of development, entrepreneurs learn the hard way that customers do not need or want most of the product's features.

The business model canvas lets you look at all nine building blocks of your business on one page. Each component of the business model contains a series of hypotheses that you need to test.

After decades of watching thousands of start-ups follow this standard regimen, we've now learned at least three things:

1. Business plans rarely survive first contact with customers. As the boxer Mike Tyson once said about his opponents' prefight strategies: "Everybody has a plan until they get punched in the mouth."

2. No one besides venture capitalists and the late Soviet Union requires five-year plans to forecast complete unknowns. These plans are generally fiction, and dreaming them up is almost always a waste of time.

3. Start-ups are not smaller versions of large companies. They do not unfold in accordance with master plans. The ones that ultimately succeed go quickly from failure to failure, all the while adapting, iterating on, and improving their initial ideas as they continually learn from customers.

One of the critical differences is that while existing companies execute a business model, start-ups look for one. This distinction is at the heart of the lean start-up approach. It shapes the lean definition of a start-up: a temporary organization designed to search for a repeatable and scalable business model.

The lean method has three key principles:

First, rather than engaging in months of planning and research, entrepreneurs accept that all they have on day one is a series of untested hypotheses-basically, good guesses. So instead of writing an intricate business plan, founders summarize their hypotheses in a framework called a business model canvas. Essentially, this is a diagram of how a company creates value for itself and its customers.

During customer development, a start-up searches for a business model that works. If customer feedback reveals that its business hypotheses are wrong, it either revises them or "pivots" to new hypotheses. Once a model is proven, the start-up starts executing, building a formal organization. Each stage of customer development is iterative: A start-up will probably fail several times before finding the right approach.

1. Founders translate company ideas into business model hypotheses, test assumptions about customers' needs, and then create a "minimum viable product" to try out their proposed solution on customers.

2. Start-up continues to test all other hypotheses and tries to validate customers' interest through early orders or product usage. If there's no interest, the start-up can "pivot" by changing one or more hypotheses.

3. The product is refined enough to sell. Using its proven hypotheses, the start-up builds demand by rapidly ramping up marketing and sales spending, and scales up the business.

4. Business transitions from start-up mode, with a customer development team searching for answers, to functional departments executing its model.

Third, lean start-ups practice something called agile development, which originated in the software industry. Agile development works hand-in-hand with customer development. Unlike typical yearlong product development cycles that presuppose knowledge of customers' problems and product needs, agile development eliminates wasted time and resources by developing the product iteratively and incrementally. It's the process by which start-ups create the minimum viable products they test.

In contrast to traditional product development, in which each stage occurs in linear order and lasts for months, agile development builds products in short, repeated cycles. A start-up produces a "minimum viable product"-containing only critical features-gathers feedback on it from customers, and then starts over with a revised minimum viable product.

When Jorge Heraud and Lee Redden started Blue River Technology, they were students in my class at Stanford. They had a vision of building robotic lawn mowers for commercial spaces. After talking to over 100 customers in 10 weeks, they learned their initial customer target-golf courses-didn't value their solution. But then they began to talk to farmers and found a huge demand for an automated way to kill weeds without chemicals. Filling it became their new product focus, and within 10 weeks Blue River had built and tested a prototype. Nine months later the start-up had obtained more than $3 million in venture funding. The team expected to have a commercial product ready just nine months after that.

Stealth Mode's Declining Popularity

Lean methods are changing the language start-ups use to describe their work. During the dot-com boom, start-ups often operated in "stealth mode" (to avoid alerting potential competitors to a market opportunity), exposing prototypes to customers only during highly orchestrated "beta" tests. The lean start-up methodology makes those concepts obsolete because it holds that in most industries customer feedback matters more than secrecy and that constant feedback yields better results than cadenced unveilings.

Those two fundamental precepts crystallized for me during my career as an entrepreneur. (I've been involved with eight high-tech start-ups, as either a founder or an early employee.) When I shifted into teaching, a decade ago, I came up with the formula for customer development described earlier. By 2003 I was outlining this process in a course at the Haas School of Business at the University of California at Berkeley.

In 2004, I invested in a start-up founded by Eric Ries and Will Harvey and, as a condition of my investment, insisted that they take my course. Eric quickly recognized that waterfall development, the tech industry's traditional, linear product development approach, should be replaced by iterative agile techniques. He also saw similarities between this emerging set of start-up disciplines and the Toyota Production System, which had become known as "lean manufacturing." Eric dubbed the combination of customer development and agile practices the "lean start-up."

The tools were popularized by a series of successful books. In 2003, I wrote The Four Steps to the Epiphany, articulating for the first time that start-ups were not smaller versions of large companies and laying out the customer development process in detail. In 2010, Alexander Osterwalder and Yves Pigneur gave entrepreneurs the standard framework for business model canvases in Business Model Generation. In 2011 Eric published an overview in The Lean Startup. And in 2012 Bob Dorf and I summarized what we'd learned about lean techniques in a step-by-step handbook called The Startup Owner's Manual.

The lean start-up method is now being taught at more than 25 universities and through a popular online course at Udacity.com. In addition, in almost every city around world, you'll find organizations like Startup Weekend introducing the lean method to hundreds of prospective entrepreneurs at a time. At such gatherings a roomful of start-up teams can cycle through half a dozen potential product ideas in a matter of hours. Although it sounds incredible to people who haven't been to one, at these events some businesses are formed on a Friday evening and are generating actual revenue by Sunday afternoon.

Creating an Entrepreneurial, Innovation-Based Economy

While some adherents claim that the lean process can make individual start-ups more successful, I believe that claim is too grandiose. Success is predicated on too many factors for one methodology to guarantee that any single start-up will be a winner. But on the basis of what I've seen at hundreds of start-ups, at programs that teach lean principles, and at established companies that practice them, I can make a more important claim: Using lean methods across a portfolio of start-ups will result in fewer failures than using traditional methods.

The founders of lean start-ups don't begin with a business plan; they begin with the search for a business model. Only after quick rounds of experimentation and feedback reveal a model that works do lean founders focus on execution.

A lower start-up failure rate could have profound economic consequences. Today the forces of disruption, globalization, and regulation are buffeting the economies of every country. Established industries are rapidly shedding jobs, many of which will never return. Employment growth in the 21st century will have to come from new ventures, so we all have a vested interest in fostering an environment that helps them succeed, grow, and hire more workers. The creation of an innovation economy that's driven by the rapid expansion of start-ups has never been more imperative.

In the past, growth in the number of start-ups was constrained by five factors in addition to the failure rate:

1. The high cost of getting the first customer and the even higher cost of getting the product wrong.

2. Long technology development cycles.

3. The limited number of people with an appetite for the risks inherent in founding or working at a start-up.

4. The structure of the venture capital industry, in which a small number of firms each needed to invest big sums in a handful of start-ups to have a chance at significant returns.

5. The concentration of real expertise in how to build start-ups, which in the United States was mostly found in pockets on the East and West coasts. (This is less an issue in Europe and other parts of the world, but even overseas there are geographic entrepreneurial hot spots.)

The lean approach reduces the first two constraints by helping new ventures launch products that customers actually want, far more quickly and cheaply than traditional methods, and the third by making start-ups less risky. And it has emerged at a time when other business and technology trends are likewise breaking down the barriers to start-up formation. The combination of all these forces is altering the entrepreneurial landscape.

Today open source software, like GitHub, and cloud services, such as Amazon Web Services, have slashed the cost of software development from millions of dollars to thousands. Hardware start-ups no longer have to build their own factories, since offshore manufacturers are so easily accessible. Indeed, it's become quite common to see young tech companies that practice the lean start-up methodology offer software products that are simply "bits" delivered over the web or hardware that's built in China within weeks of being formed. Consider Roominate, a start-up designed to inspire girls' confidence and interest in science, technology, engineering, and math. Once its founders had finished testing and iterating on the design of their wired dollhouse kit, they sent the specs off to a contract manufacturer in China. Three weeks later the first products arrived.

Another important trend is the decentralization of access to financing. Venture capital used to be a tight club of formal firms clustered near Silicon Valley, Boston, and New York. In today's entrepreneurial ecosystem, new super angel funds, smaller than the traditional hundred-million-dollar-sized VC fund, can make early-stage investments. Worldwide, hundreds of accelerators, like Y Combinator and TechStars, have begun to formalize seed investments. And crowdsourcing sites like Kickstarter provide another, more democratic method of financing start-ups.

The instantaneous availability of information is also a boon to today's new ventures. Before the internet, new company founders got advice only as often as they could have coffee with experienced investors or entrepreneurs. Today the biggest challenge is sorting through the overwhelming amount of start-up advice they get. The lean concepts provide a framework that helps you differentiate the good from the bad.

Lean start-up techniques were initially designed to create fast-growing tech ventures. But I believe the concepts are equally valid for creating the Main Street small businesses that make up the bulk of the economy. If the entire universe of small business embraced them, I strongly suspect it would increase growth and efficiency, and have a direct and immediate impact on GDP and employment.

There are signs that this may in fact happen. In 2011 the U.S. National Science Foundation began using lean methods to commercialize basic science research in a program called the Innovation Corps. Eleven universities now teach the methods to hundreds of teams of senior research scientists across the United States.

MBA programs are adopting these techniques, too. For years they taught students to apply large-company approaches-such as accounting methods for tracking revenue and cash flow, and organizational theories about managing-to start-ups. Yet start-ups face completely different issues. Now business schools are realizing that new ventures need their own management tools.

As business schools embrace the distinction between management execution and searching for a business model, they're abandoning the business plan as the template for entrepreneurial education. And the business plan competitions that have been a celebrated part of the MBA experience for over a decade are being replaced by business model competitions. (Harvard Business School became the latest to make this switch, in 2012.) Stanford, Harvard, Berkeley, and Columbia are leading the charge and embracing the lean start-up curriculum. My Lean LaunchPad course for educators is now training over 250 college and university instructors a year.

A New Strategy for the 21st-Century Corporation

It's already becoming clear that lean start-up practices are not just for young tech ventures.

Corporations have spent the past 20 years increasing their efficiency by driving down costs. But simply focusing on improving existing business models is not enough anymore. Almost every large company understands that it also needs to deal with ever-increasing external threats by continually innovating. To ensure their survival and growth, corporations need to keep inventing new business models. This challenge requires entirely new organizational structures and skills.

Over the years managerial experts such as Clayton Christensen, Rita McGrath, Vijay Govindarajan, Henry Chesbrough, Ian MacMillan, Alexander Osterwalder, and Eric von Hippel have advanced the thinking on how large companies can improve their innovation processes. During the past three years, however, we have seen large companies, including General Electric, Qualcomm, and Intuit, begin to implement the lean start-up methodology.

GE's Energy Storage division, for instance, is using the approach to transform the way it innovates. In 2010 Prescott Logan, the general manager of the division, recognized that a new battery developed by the unit had the potential to disrupt the industry. Instead of preparing to build a factory, scale up production, and launch the new offering (ultimately named Durathon) as a traditional product extension, Logan applied lean techniques. He started searching for a business model and engaging in customer discovery. He and his team met face-to-face with dozens of global prospects to explore potential new markets and applications. These weren't sales calls: The team members left their PowerPoint slides behind and listened to customers' issues and frustrations with the battery status quo. They dug deep to learn how customers bought industrial batteries, how often they used them, and the operating conditions. With this feedback, they made a major shift in their customer focus. They eliminated one of their initial target segments, data centers, and discovered a new one-utilities. In addition, they narrowed the broad customer segment of "telecom" to cell phone providers in developing countries with unreliable electric grids. Eventually GE invested $100 million to build a world-class battery manufacturing facility in Schenectady, New York, which it opened in 2012. According to press reports, demand for the new batteries is so high that GE is already running a backlog of orders.The first hundred years of management education focused on building strategies and tools that formalized execution and efficiency for existing businesses. Now, we have the first set of tools for searching for new business models as we launch start-up ventures. It also happens to have arrived just in time to help existing companies deal with the forces of continual disruption. In the 21st century those forces will make people in every kind of organization-start-ups, small businesses, corporations, and government-feel the pressure of rapid change. The lean start-up approach will help them meet it head-on, innovate rapidly, and transform business as we know it.

A version of this article appeared in the May 2013 issue of Harvard Business Review.

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Why the Lean Start-Up Changes Everything

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In the past few years, a new methodology for launching companies, called "the lean start-up," has begun to replace the old regimen. Traditionally, a venture's founders would write a business plan, complete with a five-year forecast, use it to raise money, and then go into "stealth mode" to develop their offerings, all without getting much feedback from the people they intended to sell to.

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The Startup Way | A framework for entrepreneurial management

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How modern companies use entrepreneurial management to transform culture and drive long-term growth

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Running Lean - Geschäftsmodelle schnell und iterativ entwickeln

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Running Lean - Geschäftsmodelle schnell und iterativ entwickeln

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Running Lean • Buch oder E-Book kaufen • dpunkt.verlag

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Geschäftsmodelle schnell und iterativ entwickeln

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Nie mehr falsche Entscheidungen treffen: Das Cynefin Framework erklärt

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Nie mehr falsche Entscheidungen treffen: Das Cynefin Framework erklärt

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Nie mehr falsche Entscheidungen treffen: Das Cynefin Framework erklärt

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Svenja Hofert - Nicht die Lösung ist das Ziel! 3 Tipps und die Stacey-Matrix

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Svenja Hofert - Nicht die Lösung ist das Ziel! 3 Tipps und die Stacey-Matrix

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Nicht die Lösung ist das Ziel! 3 Tipps und die Stacey-Matrix

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Start With 'Why' - TED Talk from Simon Sinek

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Wie reagieren Menschen auf wachsende Komplexität?

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Wie reagieren Menschen auf wachsende Komplexität?

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05 Wie reagieren Menschen auf wachsende Komplexität ?

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Confluence | Der Remote-freundliche Arbeitsbereich für dein Team | Atlassian

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Mach mit Confluence Cloud das Unmögliche möglich. Dein Teamarbeitsbereich für Dokumentation, Projektzusammenarbeit, Jira-Integrationen und mehr.

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Agiles Projektmanagement mit Scrum erklärt

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Agiles Projektmanagement mit Scrum erklärt

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Agiles Projektmanagement mit SCRUM erklärt

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Das Business Model Canvas Tutorial für Unternehmer!

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Das Business Model Canvas Tutorial für Unternehmer!

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Das Business Model Canvas Tutorial für Unternehmer! Vergiss den Business Plan! (Vorerst)

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Die Lean Startup Methode - In 4 Schritten zum nutzerfreundlichen Produkt

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Die Lean Startup Methode - In 4 Schritten zum nutzerfreundlichen Produkt

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Die Lean Startup Methode: In 4 Schritten zum nutzerfreundlichen Produkt | Kurz erklärt

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Hey there,

collaboration always comes with the possibility of a magical experience. Increase this chance simply by beginning and ending team sessions with checking-in and checking-out. By answering a question together, you start more aligned and close more enlightened.

Because it isn't always easy to come up with a good question, we're happy to share our collection with you. If your favorite is missing or if you're curious about our other tools for better collaboration, please get in touch: tscheck@denkwerk.com.

Have a great day and never stop questioning!

PS. Collaborating remotely? Check out tscheck for Slack!

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tscheck is a simple tool for teams from the collaborators at denkwerk. Give it a try and begin your sessions more aligned and end them more enlightened.

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Start your meetings off on the right foot with Hej.today a check-in generator created by Daresay

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Projekt-Canvas: Die besten Varianten zur Visualisierung deines Projekts

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Ein Projekt übersichtlich darstellen? Nichts leichter als das! Mit Hilfe eines Projekt-Canvas präsentierst du alles Wichtige auf einen Blick.

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Mit dem Business Model Canvas-Template kannst du deine Geschäftsprioritäten auf einfache und visuelle Weise ermitteln und koordinieren. Verwende unser kostenloses Online-BCM-Template außerdem, um dich auf dein Wertversprechen zu konzentrieren und dir einen ganzheitlichen Überblick über dein Unterneh…

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Lean Canvas: Definition, Beispiel & PDF - auf Deutsch

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Das Lean Canvas (von Ash Maurya) ist ein aus neun Feldern bestehendes Plakat (engl. Canvas = Leinwand), das dazu dient, das Potential neuer Geschäftsideen anhand von Schlüsselfaktoren strukturiert zu prüfen.

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Find out everything about the animation tool Explee!

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Make on-brand videos with the leading online video maker. Biteable is the leading solution for creating concise, engaging, on-brand video content.

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Design-Erstellung

Wir decken Ihren gesamten Design-Bedarf mit hochwertigen Präsentationen, Logos, Mockups, Druckvorlagen, SMM und Werbegrafiken.

Ersetzt Ihr Abonnement für Präsentation, Mockup und Design

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kostenloser online video-ersteller mit musik und bildern

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Alle Design-Tools auf einer Plattform | Renderforest

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Zeit, Ihre Marke bekannt zu machen. Erstellen Sie professionelle Videos, Logos, Mockups, Websites und Grafiken - alles an einer Stelle. Jetzt starten!

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Make content faster-with Disney's creative process and the power of AI.

Watch our Fall 2023 Storytelling Masterclass to learn more.

Users love Vyond

Trusted by 20,000+ customers and millions of users worldwide

See how others have used Vyond

Why our customers love us

Vyond's customer satisfaction scores are double the industry average for a reason. Not only does our software help solve crucial communication challenges, it's also fun and easy to use.

Watch testimonial videos

Industry awards and recognition

Because of our commitment to quality, innovation, and great customer support, we get a lot of love on review sites like G2 and Capterra-and from our industry peers.

Learn more about Vyond's awards

Check out what's possible

Our customers use Vyond (and their impressive imaginations) to create all kinds of business-critical animated content, including L&D training courses, explainer videos, sales pitch videos, eye-catching marketing assets-and more.

Browse our customer video showcase

Vyond helps thousands of companies educate, engage, and sell better.

Learning & Development

83% of learners prefer watching videos to learning via text. Hold the attention of today's overloaded and distracted learners with relevant, engaging videos.

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Vyond offers solutions for all types of roles and needs

Human Resources

Dramatically increase workforce engagement and productivity, onboard colleagues faster, and transform your communication using memorable videos and GIFs.

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Marketing

Boost engagement, ROI, brand awareness, and conversions with the most versatile and user-friendly video creation tool on the market.

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Sales

Bring your value props to life, quickly create personalized pitches, and send follow-ups that your prospects will actually watch and appreciate.

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65% of the Fortune 500 and millions of users trust Vyond

Forward-thinking business leaders rely on Vyond to ensure their mission-critical messages cut through the noise and motivate their stakeholders to take action.

For these leaders and their teams, Vyond's AI-powered video creation platform serves as a secret weapon for driving outstanding business outcomes and ROI across their organizations.

Try Vyond Today

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Video Animation Software for Businesses | Vyond

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Create videos for your business with Vyond's video animation software. From training to brand storytelling, keep your audience engaged.

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Download Maya 2024 | Maya Free Trial | Autodesk

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Download a free 30-day trial of Autodesk Maya, software for 3D modeling, computer animation, visual effects, and 3D rendering for film, TV, and games

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Animaker: Erstellen Sie kostenlos animierte Videos in der Cloud

Wir verwenden Cookies, um unseren Benutzern eine personalisierte Erfahrung zu bieten. Lesen Sie mehr unter
Cookie-Richtlinien. Verstanden

Eine Plattform für Anfänger, Design-Amateure & -Profis zur Erstellung von
Animations- und Realfilm-Videos für alle Situationen unseres Lebens.

Erstellen Sie Ihr erstes Video

Animaker wurde zum viertbesten Designprodukt der Welt gewählt.

Animaker hat über 18 Millionen Menschen geholfen, fantastische Videos selbst zu erstellen!
Uns vertrauen einige der weltweit führenden Marken.

Animation

Erstellen Sie mit nur wenigen Klicks
beeindruckende Animationsvideos

Realfilm

Erstellen Sie mühelos visuell beeindruckende
Realfilm-Videos in wenigen Minuten!

Das weltweit umfassendste Tool zur Videoerstellung!

Einfachste Drag&Drop-Funktionen

So wird die Videoerstellung ein Kinderspiel!

Äußerst leistungsstarker Charakter-Designer

So vielfältig, dass Sie Milliarden von einzigartigen Charakteren erstellen können.

Über 100 Mio. Stock-Videos und -Fotos

In dieser gigantischen Bibliothek finden Sie wirklich alles.

Über 1000 Vorlagen

Wählen Sie aus Tausenden von Vorlagen! Egal zu welchem Thema -
erstellen Sie Ihre Videos in nur 5 Minuten!

4K Video

Laden Sie Videos in 4K-Videoqualität hoch und bearbeiten Sie diese

Sofortige Größenanpassung

Sofortige Größenanpassung für Social Media

Für wen ist es gedacht?

Das sagen unsere Benutzer!

Ich denke, einer der besten Vorteile von Animaker ist der super hilfsbereite Support. Wenn ich ein Problem oder eine Frage hatte, antworteten sie sehr schnell. Ich musste nie lange warten.

Seitdem wir mit Animaker arbeiten, haben wir viermal mehr neue Kunden gewonnen, und die meisten Kunden, für die wir ein Video mit Animaker erstellt haben, fragen uns wieder an.

Was mir an Animaker besonders gefällt, ist die Flexibilität und die erstaunliche Vielfalt der verfügbaren Ressourcen. Ob es sich um einen Charakter oder ein Asset handelt, alles ist an einem einzigen Ort.

Die Welt wartet auf Ihr erstes Video!
Beginnen Sie jetzt - es ist kostenlos
Immer kostenlos. Keine Kreditkarte erforderlich.

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Animaker: Erstellen Sie kostenlos animierte Videos in der Cloud

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Mit Animaker kann jeder animierte Videos mit Studioqualität für Präsentationen #selbstmachen.Animierte Videos richtig gemacht!

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Powtoon | Create Awesome Videos Yourself

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Powtoon gives you everything you need to easily make professional videos and presentations that your clients, colleagues, and friends will love! No design or tech skills are necessary - it's free, easy, and awesome!

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The Simplest Whiteboard Animation Software

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VideoScribe - Animated Video Maker - Animation Made Easy | Videoscribe

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Video Animation Made Easy With The Animated Video Maker From VideoScribe. Make Your Own Animations. No Prior Video Editing Skills Needed.

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Adobe Animate - Animationen und Flash-Video

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Adobe Animate - Animationen und Flash-Video

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Erstelle Flash-basierte Animationsfilme, GIF-Dateien und Cartoons mit Adobe Animate. Animiere 2D-Elemente mit Werkzeugen für Design, Tweening und Figuren.

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Videoprogramme | Desktop, Smartphone, Tablet und Web – Adobe

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Erwecke deine Ideen zum Leben – mit den Video-Tools von Adobe. Bearbeite, animiere und optimiere deine Videos. Erzähle packende Storys.

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UnicornPitch - Präsentationsberatung & -service

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UnicornPitch - Präsentationsberatung & -service

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We have worked with UP now twice and both times not only were the results fantastic, ... Mehr but also the customer process excellent and the speed astonishing. And the price is also more than fair.
If you want your deck to look good, look no further.

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Ein professionelles Pitch Deck kann den Unterschied machen.Einfach E-Mail-Adresse hinterlassen und wir melden uns umgehend mit einem Angebot.

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Erstellen Sie überzeugende Präsentationen mit PitchGuru! Nutzen Sie unsere Expertise im PowerPoint Design und Präsentationsdesign, um Ihre Botschaften effektiv zu kommunizieren und Ihre Zielgruppe zu begeistern. Lassen Sie uns Ihre Präsentation erstellen und heben Sie sich von der Konkurrenz ab.

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How To Create A Pitch Deck - With Template and Examples

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Understand your target audience better with this step-by-step guide to creating a useful and detailed User Persona. Based on research, experience, and the best practices -- Xtensio’s free guide covers the most important elements of a persona.

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Eine offene Leinwand

Erstellen, organisieren und bewegen Sie sich frei auf einer offenen Leinwand. Schaffen Sie nahtlose Präsentationen - ohne die Einschränkungen linearer Folien.

Fertige Ressourcen-Bibliotheken

Wählen Sie aus Millionen von Bildern, Stickern, GIFs und Symbolen von Unsplash, Giffy und anderen.

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Presentations and videos with engaging visuals for hybrid teams | Prezi Present

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Welcome to Prezi, the presentation software that uses motion, zoom, and spatial relationships to bring your ideas to life and make you a great presenter.

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Slidebean - Präsentationssoftware mit Unterstützung für Pitches

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Slidebean - Präsentationssoftware mit Unterstützung für Pitches

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Slidebean: AI Pitch Deck Creator + Pitch Deck Design Agency

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We've helped startup founders raise over $500M in venture capital. Sign Up for our AI pitch deck creator, or book a call with our pitch deck design agency to enlist our team's help crafting your company pitch.

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Pitch Deck Templates (for PowerPoint & Keynote) - VIP Graphics

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Purpose-built pitch deck templates designed by experts ($200M closed) for startups across industries (ie. crypto, SaaS, wellness).

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Thank you! Your submission has been received!

Oops! Something went wrong while submitting the form

42 SLIDES OF AWESOMENESS TO CATCH VC ATTENTION

Because your content deserves more than bullet points

ONE GOOD STRUCTURE THAT MAKES SENSE

Your investor will ask you to stop reading his mind

THOSE FEATURES MAKE YOUR ENTREPRENEUR LIFE EASIER

Finally a template you will like

CHARTS JOIN THE PARTY

Those cool lines will convince them

NEED TO CHANGE
THE ACCENT COLOR ON EVERY SLIDE?

Pure magic

Join the hundreds of companies transforming their presentations

We call our prospects back within the hour.

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Free Pitchdeck PowerPoint | Peetch by Slidor

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Free PowerPoint pitchdeck for entrepreneurs / Fundraising pitchdeck. Peetch includes 42 visual slides to present your startup. Created by Slidor

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Entdecken Sie Online-Präsentationssoftware mit anpassbaren Vorlagen zum Erstellen, Bearbeiten und Freigeben von Präsentationen – in Echtzeit und von jedem Gerät aus.

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Beautiful presentations created together

Create and edit polished presentations in your browser-no software required. Multiple people can work at the same time so everyone always has the latest version.

Works across PCs, Macs, mobiles and tablets

View or even present your slides from your phone or tablet, so you always have the option to practice your presentation up until the last minute.

Unlimited revision history

Presentations get saved automatically online and versions are kept indefinitely without counting toward your Drive storage, so you can always track and undo revisions.

Simple sharing controls

Sharing is simple. You can assign permissions to control who views and edits your slides. You can also easily convert your Slides into the desired format to share with others.

What kind of features does Google Slides offer?

You can draw charts and diagrams, insert objects and shapes, format text and images, enable animations and much more.

Can I convert other presentations into Slides?

Yes. You can convert many different files types into Google Slides format. The original file will remain intact.

How does co-editing work?

Co-editing means that multiple people can work on the same slide at the same time. Sharing settings allows you to control who can view and edit a slide, and revision history enables you to revert to earlier versions. Also available in Google Docs and Sheets.

Start today - it's easy.

If you need help there's 24/7 email, chat, and phone support from a real person.

Get started

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Google Slides: Online Presentations for Business | Google Workspace

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Use Google Slides to create beautiful presentations together. Share, collaborate, and start quickly with pre-made templates. Get Slides as part of Google Workspace.

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Keynote ist eine der leistungsfähigsten Apps für Präsentationen, die je für ein mobiles Gerät entwickelt wurde.

Beginne mit einer von Apple gestalteten Vorlage und füge ganz einfach Texte, Bilder, Diagramme, Tabellen und Formen hinzu, indem du wenige Male mit dem Finger tippst. Zeichne und schreibe mit dem Apple Pencil auf dem iPad oder verwende deinen Finger. Nutze kinoreife Animationen und Übergänge, die aussehen, als wären sie von einem Team für Spezialeffekte gestaltet worden, um deine Arbeit lebendig werden zu lassen. Füge Live-Videos zu deiner Präsentation hinzu, die direkt auf deinen Folien erscheinen. Führe deine Präsentation deinem Publikum überall vor, persönlich oder virtuell, und steuere Multi-Moderator-Präsentationen.

Zusammenarbeit in Echtzeit
* Dank der Zusammenarbeit in Echtzeit können die Mitglieder deines Teams zur gleichen Zeit gemeinsam an einem Dokument arbeiten - auf einem Mac, iPad, iPhone und sogar auf einem PC.
* Teile deine Präsentation öffentlich oder nur mit bestimmten Personen. Sieh, wer die Präsentation gerade mit dir bearbeitet, und beobachte die Zeiger anderer Personen, um deren Änderungen mitzuverfolgen.
* Sieh dir eine Liste der neuesten Änderungen in Präsentationen für die Zusammenarbeit an, beispielsweise wann Personen beigetreten sind, etwas kommentiert und Änderungen vorgenommen haben.
* Verfügbar für Präsentationen, die in iCloud oder Box gespeichert sind.

Fantastische Präsentationen gestalten
* Mit über 40 von Apple gestalteten Themen gelingen deine Präsentationen von Anfang an. Du kannst auch einfach einen schnellen Entwurf mit einer Textgliederung erstellen.
* Verwende den Foliennavigator, um deine Präsentation schnell zu überfliegen, neue Folien hinzuzufügen und Folien neu anzuordnen.
* Verwende die integrierte Kamera, um direkt auf deinen Folien Live-Videos hinzuzufügen.
* Fessele dein Publikum mit interaktiven Diagrammen und interaktiven Animationen.
* Füge schnell Fotos oder Videos aus der App „Fotos" oder eine der über 700 bearbeitbaren Formen hinzu.
* Ergänze eine interaktive Bildergalerie, um eine Sammlung von Fotos anzuzeigen.
* Entferne Bildhintergründe schnell und mühelos.
* Importiere und bearbeite Microsoft PowerPoint-Präsentationen.

Kinoreife Animationen
* Gestalte Hollywood-reife Folienübergänge für faszinierende Text- und Objektanimationen.
* Verwende den Effekt „Zauberei" zum Animieren und Umwandeln von Grafiken.
* Integriere Konturanimationen, die für einen bleibenden Eindruck mit nur einem Klick sorgen.
* Sieh dir Live-Vorschauen im Arbeitsbereich an, während du deine Folien animierst.

Präsentation vorführen
* Teste eine Präsentation mit der aktuellen Folie, mit Moderatornotizen und Timer - alles in einer Darstellung.
* Führe deine Präsentation auf einem externen Bildschirm oder Projektor vor oder streame sie drahtlos via AirPlay und Apple TV.
* Nutze Multi-Moderator-Präsentationen, damit die Teilnehmenden eine geteilte Präsentation abwechselnd von ihren eigenen Geräten aus steuern können.
* Verwende den Apple Pencil oder deinen Finger, um beim Vorführen Elemente auf dem iPad zu markieren.
* Steuere deine Präsentation mit iPhone, iPad oder Apple Watch.
* Erstelle eigenständig ablaufende, interaktive Präsentation für Kiosksysteme und Bildschirme.

iCloud
* Aktiviere iCloud, damit du mit deinem Mac, iPad, iPhone und mit einem Mac- oder PC-Browser auf iCloud.com einfach auf deine Präsentationen zugreifen und diese bearbeiten kannst.
* Keynote sichert deine Präsentationen automatisch, während du Änderungen machst.

Kopien deiner Arbeit teilen
* Exportiere Präsentationen als Microsoft PowerPoint-, PDF-, HTML-, Film- und Bilddateien.
* Verwende AirDrop, um deine Präsentation an jemanden in der Nähe zu senden.
* Teile Links zu deiner Arbeit schnell und einfach per Mail und Nachrichten.

Einige Funktionen erfordern unter Umständen Internetzugang. Hierfür können Gebühren anfallen. Es gelten zusätzliche Bedingungen.

* Erweitere deine Präsentationen um eine weitere Dimension mit 3D-Objekten im USDZ-Format.
* Gib eingebettete Animationen in USDZ-Dateien wieder oder verwende „Zauberei" zum Animieren von 3D-Objekten auf Folien.
* Lass dir Textvorschläge beim Schreiben anzeigen.*
* Starte die Zusammenarbeit mit anderen Personen an einer Präsentation während eines FaceTime-Anrufs.*
* Suche und öffne vorgeschlagene Präsentationen, wenn du in Spotlight nach Keynote suchst.*
* Ziehe Dokumente auf das Keynote-Symbol auf deinem Home-Bildschirm, um sie zu öffnen oder zu importieren.*
* Erwecke deine Präsentationen zum Leben mit neuen dynamischen Themen und Folienlayouts mit Livevideos.
* Exportiere deine Präsentation in ProRes-Formate - jetzt auf dem iPhone und iPad.
* Entferne Ränder von Diagrammen, die aus Microsoft Office-Dateien importiert wurden.

* iOS 17 oder iPadOS 17 (und neuer) erforderlich

Für meine Verhältnisse das beste

Beruflich bin ich Ausbilder und ich nutze Keynote jeden Tag. Für meine Bedürfnisse reicht es vollkommen aus und bietet alles was ich brauche. Stabilität durch iOS und diese Aufgeräumtheit machen einfach Spaß.

Arbeitsalltag: Das iPad Pro schliesse ich via Adapter an den Beamer an und halte dann via Keynote Unterricht. Steuern tue ich das ganze über das iPhone X. (Folien vor und zurueck schalten). Zwischendurch mache ich auf dem iPad noch Notizen mit dem Apple Pencil und nutze dann eine Folie quasi als Whiteboard.

Besser als PowerPoint

Finde ich für Apple User viel besser wie PowerPoint, da es einfacher aufgebaut ist und es das gleiche Design wie Numbers und Pages hat und somit sehr leicht für jeden ist der davor schon andere Apple Software genutzt hat👍

Sehr gut!

Nutze Keynote an der Uni für sämtliche Präsentationen, Vorträge und Kurse. Kollegen sowie Studenten sind immer begeistert von den Möglichkeiten und der Stabilität. Einfach top. Darüber hinaus sei noch die gute Vernetzung über iCloud erwähnt. Einfach das iPhone an den Beamer anschließen und die Präsentation übers iPad als Fernbedienung steuern und schon kann man sich im Raum frei bewegen. Und regelmäßig gibt's Updates, die das Ganze noch besser machen. Top! 5*

Der Entwickler, Apple, hat darauf hingewiesen, dass die Datenschutzrichtlinien der App den unten stehenden Umgang mit Daten einschließen können. Weitere Informationen findest du in den Datenschutzrichtlinien des Entwicklers.

Mit dir verknüpfte Daten

Die folgenden Daten werden möglicherweise erfasst und mit deiner Identität verknüpft:

Die Datenschutzpraktiken können zum Beispiel je nach den von dir verwendeten Funktionen oder deinem Alter variieren. Weitere Infos

Informationen

Anbieter

Apple Distribution International

Sprachen

Deutsch, Arabisch, Dänisch, Englisch, Finnisch, Französisch, Griechisch, Hebräisch, Hindi, Indonesisch, Italienisch, Japanisch, Katalanisch, Koreanisch, Kroatisch, Malaiisch, Niederländisch, Norwegisch (Bokmål), Polnisch, Portugiesisch, Rumänisch, Russisch, Schwedisch, Slowakisch, Spanisch, Thai, Tradit. Chinesisch, Tschechisch, Türkisch, Ukrainisch, Ungarisch, Vereinf. Chinesisch, Vietnamesisch

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‎Keynote ist eine der leistungsfähigsten Apps für Präsentationen, die je für ein mobiles Gerät entwickelt wurde. Beginne mit einer von Apple gestalteten Vorlage und füge ganz einfach Texte, Bilder, Diagramme, Tabellen und Formen hinzu, indem du wenige Male mit dem Finger tippst. Zeichne und schreibe...

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Stackfield | Hochsicheres Tool für Aufgaben- und Projektmanagement

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Ende-zu-Ende Verschlüsselte Kommunikation und kollaboratives Arbeiten mit Aufgaben, Dokumenten und Projekten für Teams

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Business analysts use Limnu whiteboards to brainstorm on process flows with stakeholders.

Tutors use Limnu whiteboards to collaborate on math problems with students.

Business analysts use Limnu whiteboards to brainstorm on process flows with stakeholders.

Distributed engineering teams use Limnu whiteboards to collaborate on state diagrams.

Product teams use Limnu whiteboards to prioritize product features.

Freelance designers use Limnu whiteboards to review storyboards with remote clients.

Or collaborate on a zen doodle as a team building exercise.

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Limnu - The online whiteboard you've been looking for.

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Limnu is the online whiteboard you've been looking for. Sketch, share, and collaborate with your team like never before.

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Sketchboard's virtual whiteboard solution helps you to innovate ideas and solve complex problems together.

users sketching their way to great results.
Now it's your turn.

Sign Up - It's Free!

For distributed teams to work from anywhere

Brian Baldino,
Principal Developer at Jitsi

"

I've used a lot of online diagramming tools and I think what you've got is really great. I think Sketchboard is a great piece of software.

Ease-of-use is really important: with Sketchboard I can focus on the code and how it interacts rather than fighting with the tool.

Adrian Jakubiak, Programmer at Crunching Koalas

"

The two top things I just LOVE about Sketchboard are:
- lack of usual constraints. I can still create dependency and decision chains, but I don't have to, which is just awesome
- how easy it is to modify existing board's content, with all connections' visualization being recalculated when moving objects around

Get the best out of your distributed team

Get the best out of your distributed team

Sketchboard works great with product teams, consultants and bigger organizations. Work remotely with your teammates at the same time on a web whiteboard, get immediate feedback and track their movements. Forget the email back and forth and the time-consuming meetings. Get free to work and collaborate from anywhere at any time.

Teamwork for the best results

Teamwork for the best results

Some thoughts develop only when you transplant them into another mind. Sketchboard provides a productive digital workspace that makes it easy to share ideas. You can visually collaborate on its infinite canvas to get feedback and brainstorm with your team.

Some thoughts develop only when you transplant them into another mind. Sketchboard provides a productive digital workspace that makes it easy to share ideas. You can visually collaborate on its infinite canvas to get feedback and brainstorm with your team.

Organic looks boost your teamwork

Organic looks boost your teamwork

Sketchboard revolves around ideas, not looks. We believe an organic feel encourages collaboration and feedback. Choose from over 400 sketch shapes with automated connections and note down your thoughts to bring your vision to life in no time.

Learn More

Have been looking for @SketchboardIO for a long, long time. Online collaborative sketching with near-perfect execution actually a big need.

@PeterDresslar

@SketchboardIO very impressive and excellent sketching board to draw what is in your mind. Reduced my effort and increased my productivity.

@LouaiMAlarabi

Playing with @SketchboardIO - very impressed. Draw diagrams, collaboratively, share and publish them. Considering buying. Great support too!

@atruskie

Integrations with your favorite tools

Sketchboard provides smooth integrations with Microsoft Teams, Slack, GitHub, Webex and Google Drive. Use Sketchboard to make your favorite tools a part of your visual collaboration process.
Don't miss out on this chance to work smarter, not harder.

Top online whiteboard uses

Software development involves understanding very complex and abstract problems. Those need visualization using e.g. simple boxes, circles, and connections, using Sketchboard's UML diagram tool. Model your software based on design patterns or flowcharts using flowchart maker to draft your thoughts. Everyone understands the idea and works toward a common goal using the software design map created together, sketch UML diagramming for software developers.

Boosting team meetings

Everything your team members do on Sketchboard is visible in real time. Track your team members' movements through the online whiteboard as you compose your sketches or diagrams. The comment box doubles as a mini chat, where you can discuss and agree on various points. Get your distributed teamwork aligned with your visualized plan.

All your sketches and diagrams are reusable. You can reorganize them and use them for your team presentations. No need to spend time creating slide decks from scratch. And don't worry about sharing, your team members will automatically receive the updates.

Powering up your brainstorming

Use digital notes to write down your scrum retrospectives and assign a different area of the board to each group. Having all your ideas digitized will make it easier to take action and achieve great results.

Sketching UX Flows

Screenshot an existing user interface and use freehand drawing to mark all the necessary changes. You can also combine freehand drawing with the existing sketch UX shapes to plan your UX flows from scratch. Build online flowcharts to visualize workflows, customer journeys, and many other design processes.

Mapping your Mind

Mindmaps transformed into software pieces are a common starting point for software design. Sketchboard helps your team create collaborative mindmaps.

Spotting bugs faster

As a tester, screenshot problem areas and mark down those using a freehand drawing on top of the image. The visual element makes it easier for your team to get a clear view. This way your team can avoid the question back and forth, and bugs can get fixed faster.

Sketch Roadmaps

Sketch your product milestones and collaborate with your team to have everybody committed to those when agreed together. Speed up your process modeling with Sketchboard's process mapping tool.

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Online Collaborative Whiteboard | Sketchboard

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Free online shared whiteboard to get things done. Perfect for remote teams to improve productivity by visualizing your work. Join over 500K users.

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Verwalte alles an einem Ort - selbst wenn dein Team rund um den Globus verteilt ist.

Trello 1x1

Produktivität ohne Kompromisse

Einfachheit, Flexibilität und hohe Leistung - alles, was du dafür brauchst, sind Boards, Listen und Karten. Sie verschaffen dir einen Überblick darüber, wer gerade an was arbeitet und welche Aufgaben noch anstehen. Mehr erfährst du in unserem Erste-Schritte-Leitfaden.

Boards

Trello-Boards verbessern die Organisation von Tasks und sorgen dafür, dass du bei der Arbeit vorankommst. Mit nur einem Blick siehst du alle wichtigen Informationen - von Dingen, die noch zu erledigen sind, bis zum erfolgreichen Abschluss.

Listen

Die unterschiedlichen Phasen eines Tasks. Erstelle einfache Phasen wie "Noch zu erledigen", "In Bearbeitung" und "Erledigt" oder einen Workflow, der auf die Anforderungen deines Teams abgestimmt ist. Mit Trello kannst du nichts falsch machen.

Karten

Karten repräsentieren Tasks und alle Informationen, die brauchst, um sie erfolgreich abzuschließen. Während der Arbeit kannst du Karten zwischen Listen verschieben, um ihren Status anzuzeigen.

Boards

Trello-Boards verbessern die Organisation von Tasks und sorgen dafür, dass du bei der Arbeit vorankommst. Mit nur einem Blick siehst du alle wichtigen Informationen - von Dingen, die noch zu erledigen sind, bis zum erfolgreichen Abschluss.

Listen

Die unterschiedlichen Phasen eines Tasks. Erstelle einfache Phasen wie "Noch zu erledigen", "In Bearbeitung" und "Erledigt" oder einen Workflow, der auf die Anforderungen deines Teams abgestimmt ist. Mit Trello kannst du nichts falsch machen.

Karten

Karten repräsentieren Tasks und alle Informationen, die brauchst, um sie erfolgreich abzuschließen. Während der Arbeit kannst du Karten zwischen Listen verschieben, um ihren Status anzuzeigen.

Trello in Aktion

Workflows für jedes Projekt, ob groß oder klein

Du musst nicht bei null anfangen. Mit unserem bewährten Playbook, das auf die Anforderungen verschiedener Teams eingeht, gelingt dir der Einstieg im Handumdrehen. Du kannst es auch an deine Anforderungen anpassen.

Arbeit aus einer völlig neuen Perspektive

Betrachte die Projekte deines Teams aus einem neuen Blickwinkel und bringe eine frische Perspektive in den jeweiligen Task ein.

Jede Frist zuverlässig einhalten

Von wöchentlichen Sprints bis hin zur jährlichen Planung - mit der Zeitleistenansicht bleibst du immer auf Kurs. Verschaffe dir schnell einen Überblick darüber, was in der Pipeline ansteht, und identifiziere Lücken, die den Fortschritt deines Teams behindern könnten.
Weitere Informationen zur Zeitleistenansicht

Beginne jeden Tag ohne Überraschungen. Egal, ob du einen Redaktionskalender planst oder deine To-Dos im Auge behalten möchtest: Die Kalenderansicht ist wie eine Kristallkugel, die dir eine klare Vorstellung davon gibt, welche Arbeit vor dir liegt.
Weitere Informationen zur Kalenderansicht

Leistungsstarke Möglichkeiten, mehr zu erreichen

Erledige mehr mit Trello

Bei Trello finden Teams alle Funktionen, die sie brauchen, um im Handumdrehen Abläufe für die verschiedensten Aufgaben einzurichten und anzupassen.

Integrationen

Binde die Apps, mit denen dein Team bereits arbeitet, in deinen Trello-Workflow ein, oder füge ein Power-Up hinzu, um eine bestimmte Aufgabe zu erfüllen.

Butler-Automatisierung

Jedes Trello-Board bietet eine integrierte Automatisierung ohne Code. Konzentriere dich auf die wirklich wichtige Arbeit, während die Roboter den Rest erledigen.

Trello Enterprise

Das Produktivitätstool, auf das Teams schwören, mit allen Funktionen und der Sicherheit, die du zur Skalierung benötigst.

[Trello ist] großartig, um komplexe Prozesse zu vereinfachen. Als Manager kann ich [Prozesse] in mundgerechte Stücke für mein Team zerlegen und diese dann delegieren, aber immer noch den Überblick behalten.

75 % der Organisationen geben an, dass Trello innerhalb von 30 Tagen einen Mehrwert für ihr Unternehmen liefert.

Egal, ob im Büro, von zu Hause aus oder vor Ort mit einem Kunden gearbeitet wird: Kontext und Informationen können über Trello geteilt werden.

81 % der Kunden entschieden sich für Trello wegen seiner Benutzerfreundlichkeit.

Wir verwendeten Trello, um mehr Klarheit bezüglich der Schritte, Anforderungen und Verfahren zu schaffen. Das war außerordentlich, wenn man mit Teams kommunizierte, die sich hinsichtlich Kultur und Sprache deutlich unterscheiden.

74 % der Kunden sagen, dass Trello die Kommunikation mit ihren Kollegen und Teams verbessert hat.

Trello-Preise nach Maß

Trello genießt das Vertrauen von Millionen und bringt Teams aus aller Welt voran.

Free

Kostenlos für das gesamte Team

Für Einzelpersonen oder Teams, die ihre Projektorganisation verbessern möchten.

Standard

Pro Benutzer und Monat bei jährlicher Abrechnung ($6 bei monatlicher Abrechnung)

Für kleine Teams, die ihre Aufgaben managen und die Zusammenarbeit skalieren müssen.

Premium

Pro Benutzer und Monat bei jährlicher Abrechnung ($12.50 bei monatlicher Abrechnung)

Für Teams, die mehrere Projekte auf verschiedene Arten verfolgen und visualisieren müssen, z. B. mit Boards, Zeitleisten, Kalendern usw.

Enterprise

Pro Benutzer und Monat bei jährlicher Abrechnung ($210.00 Jahrespreis pro Benutzer)

Für Unternehmen, die teamübergreifende Zusammenarbeit ermöglichen möchten und hohe Anforderungen an Sicherheit und Kontrollen stellen.

Schließe dich mehr als 2.000.000 Teams weltweit an, die bereits auf Trello vertrauen, um produktiver zu arbeiten.

Schließe dich mehr als 2.000.000 Teams weltweit an, die bereits auf Trello vertrauen, um produktiver zu arbeiten.

Starte noch heute mit Trello durch

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Verwalte die Projekte deines Teams von überall | Trello

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Trello ist das ultimative Projektmanagement-Tool. Du kannst in Sekundenschnelle ein Board einrichten, lästige Aufgaben automatisieren und überall zusammenarbeiten, selbst über dein Mobilgerät.

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DSGVO-konform

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Online Whiteboard " Jetzt kostenlos nutzen!

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Collaboard Online Whiteboard ► 100% DSVGO konform ✅ Hosting in Deutschland & On-Premises ✅ Über 100 Vorlagen!

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DSGVO-konform

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Secure Collaboration Tool for Hybrid teams | Conceptboard

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Secure online collaboration tool and GDPR compliant online whiteboard with over 14M+ users around the world. Experience the power of visual collaboration!