Collaborative KnowledgeNISI in a Large Company

Is it possible to NISI in Big Biz?

• What if Skunkworks is not an option?• How do we apply the NISI process?• Some companies already apply

some of the principles:

Nail the Pain in Big Biz

Upper Management

Existing Infrastructure

Nail the Solution in Big Biz

BIG

INTUIT

Nail the Solution in Big Biz Ensure upper management understands the

process, and that start will be slow, customers few, and revenues low

Keep it low budget! Align part of engineering to be agile and

responsive to customer feedback

Zen Principle

Nail the Go-To-Market Strategy

Sometimes constrained by partnerships, processes, pricing strategies, and sales channels

Nail the Business ModelIs Revenue Enough?

Retention

Key Takeaways Use the right tool for the job

› Unknown pain or solution = NISI› Known pain or solution = pseudo NISI or others› Won’t tell you how to market product

Continuous feedback/communication Set expectations early and clearly Keep in mind existing infrastructure (don’t let it blind you)

Zen Principle of Beginner’s Mind Align and involve engineering Be willing to spin off (Innovators Dilemma) Nailed = Recurring Revenue or Retention?

Questions?

Appendix

Is it possible to NISI?• What if Skunkworks is not an

option?• How do we apply the NISI process?• Some companies already apply

some of the principles:• Boeing introduced concept of

Dreamliner more than a year before it would ever fly.• Yet it had preorders of 900

planes totally $150 Billion

Nail the Pain in Big Biz Initiatives sometimes come from upper

management, marketing, or engineering, but often from gut instinct› It should come from market/customer analysis

Market pain hypothesis can be filtered or seen through the lens of what has already been developed

Established infrastructure can be utilized, so keep it in mind› Example: existing technology or sales channel

Nail the Solution in Big Biz Easy to get meetings with your name, but

set clear expectations. This is not a sales call, you want an open dialog and feedback

With existing products it is often better to watch usage instead of asking for pain or troubles (Intuit – Follow Me Home)

Seek out the smartest people throughout the company (cross functional) to get their insights

Nail the Solution in Big Biz Ensure upper management

understands the process, and that start will be slow, customers few, and revenues low

Keep it low budget! Align part of engineering to be agile

and responsive to customer feedback Apply Zen principle of beginners mind,

even though you are the expert

Nail the Go-To-Market Strategy Often best to spinoff a start-up Consider the Innovator’s Dilemma Sometimes constrained by

partnerships, processes, pricing strategies, and sales channels

Much of this will be the same as in a smaller business

Often the same in a small business Perhaps revenue isn’t the best

indicator of a nailed business model› Customer Retention?› Repeat Revenue?

Nail the Business Model

Key Takeaways Use the right tool for the job

› Unknown pain or solution = NISI› Known pain or solution = pseudo NISI or others› Won’t tell you how to market product

Continuous feedback/communication Set expectations early and clearly Keep in mind existing infrastructure (don’t let it blind you)

Zen Principle of Beginner’s Mind Align and involve engineering Be willing to spin off (Innovators Dilemma) Nailed = Recurring Revenue or Retention?