Uday Phadke
I am the lead author of the Scale-up Manual, on which this course is largely based. My focus is on helping companies to scale more effectively www.linkedin.com/in/uday-phadke-194392/
Location United Kingdom
Activity
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Hi Allan - how are things going-are there any critical issues you need to discuss?
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Hi Taus -how are you getting on?
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Good to hear-where do you think you are right now, in terms of maturity?
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Raj, we have now created complete programs for use by innovation agencies and corporations- I can provide more details
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The data covered a very wide range of market spaces (about 20 in total) -which market space are you working in?
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Raj - I am glad we managed to have a separate conversation- answering your questions in reverse order: it is especially useful to build a common view on maturity across different functional areas ie product development and marketing functions becasue this mis-match us often the source of confusion and even dissent. How you decide where you are depends on...
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Uday Phadke replied to Gary Jones
We will take that on-board and review what we can do
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Uday Phadke replied to Gary Jones
Lifetime customer value (LCV) and Customer Acquistion Cost (CAC) only become relevant Post Chasm II- at the earlier stages of the journey, the emphasis needs to be on traction, and the business model may still be nascent
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Uday Phadke made a comment
No worries about this-good to talk yesterday
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Uday Phadke replied to Gary Jones
Just a quick point in the meantime -the problem with MVP of course is that the V part is not tightly defined -do they mean technical viablity, product viability or business model viability? which is why I personally don't use the term MVP anymore -the mTRL and Chasm based maturity mapping provides a much clearer view as to where you are and what you can...
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Uday Phadke replied to Gary Jones
Gary you can e-mail me here: uday.phadke@cartezia.com
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Uday Phadke replied to Gary Jones
My quick instinct is that you are probably around mTRL 4 for this 'version' but if you want to add this new ai style functionality, you may need to cross Chasm I again to show that this works-do you plan to launch a simple product first and then this ai-enabled one or is delivering the whole thing the real point?
If you want to share details privately, e-mail... -
Uday Phadke replied to Gary Jones
What our research and analysis showed us was that the real questions should be around customer adoption rather than internal perspectives on viability. I don't know very much about your product(s) but I would have thought you should decide on what the first deployed product with customers needs to contain -for example, how much does it depend on the data and...
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Uday Phadke replied to Gary Jones
Gary as I am sure you have recogised the problem is that MVP can mean different things depending on what you mean by viability-which sadly is not spelt out in most literature - does this refer to viability of the technology, the product or the business model?
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Uday Phadke made a comment
I am interested in how easy you found it to estimate the maturity of your proposition- were you surprised by the assessment-and did you find yourself thinking that you actually have more than one product? And did you also end up with the conclusion that the different products actually display different levels of maturity?
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And to tackle the funding question I think you need to look at the funding and investment vector more broadly so you can think about different forms of funding and what is best for the entrepreneurs at (their) stage of the commercialisation journey
So what is interesting is that your questions cover 3 out of the 12 vectors, but all 3 are internal vectors, so... -
Sales is actually a sub-set of the Distribution, Marketing and Sales vector; and it is pretty important that they understand where the selling activity fits into the m7Ps model-so they can understrand the other drivers which will impact sales-it is not simply a matter of just going out and selling-the context is very important
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Leadership and Team are actually components of the Human Capital Vector and you should look at this vector in detail so you can see how to tackle these, in the context of the other sub-vectors in this space: talent, org structure and culture -I would suggest looking at leadership styles in particular: leader-follower; DAC: and hybrids to advice them on what is...
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I think the answer to your question depends on first understanding the maturity level of the propositions being developed by start-up entrepreneurs-check out the section on this course which spells this out explicitly. The relative importance of the four variables depends on where they are in the maturity journey. Once you have a fix on this you then need to...
