Nathan is currently Head of Experience and Labs for Meeco, a leading person-first Life Management Platform, where he leads global product and experience strategy, as well as execution of Meeco Labs throughout Europe. Prior to this he worked in product and innovation management within enterprises, was founding CEO of a sports data startup, and in another life, was actually an elite athlete.
The model through which we calculate customer lifetime value (LTV) is broken. I don’t mean mechanically broken – the maths works out just fine – I mean principally broken.
Imagine a future, perhaps one like this, where your data is a genuine asset. It is owned and controlled by you. You provision your data to the people and organisations you choose in ways that have value to you. In fact, when calculating your net worth, data is a key consideration.
When we start asking ourselves why someone will use, pay for, abandon and stop paying for our product, we need to ask the people using our product how effectively it’s solving their problem or enabling them to achieve their objective.
The primary objective of a product manager is to solve the right problem for the right group of people at the right time. Therefore the product manager is directly responsible for the efficacy of the product. This is also what they should be measured on.
Ever since I’ve had any meaningful purchasing power, I’ve completed transactions electronically. I simply viewed a number in my bank account, and after a given transaction occurred, my account displayed the transaction itself as well as the remaining balance available to me. I received my goods or service and was on my way, often giving little thought to the implication of the value exchange.
The role of a Chief Evangelist is to take a company from zero to critical mass. But what does that mean?
The purpose of an evangelist is to help a company, a product, a technology or merely “a thing” go from zero to critical mass. Evangelists help find and leverage the most passionate early adopters so that these particular users are so compelled; they convince their friends, family and colleagues to use what they’re using.
One of the ways to think about product evolution, the evolution of marketing and communications, or perhaps more accurately, the evolution of the overall customer experience is through “push and pull” strategy.
Brad Feld recently published “Do We Need A New Word For Entrepreneur,” touching on the differences between being an ‘entrepreneur’ and the practice of ‘entrepreneurship,” as well as, what is in his opinion, cases of common misuse of this term.
The core purpose of a startup is to define a new and unique value proposition, as well as validate the potential for a truly scalable business model. Steve Blank captured this well in what is now one of the most widely used definitions of a startup, “a temporary organisation designed to search for a repeatable and scalable business model.”
There has been a lot of recent discussion surrounding the role of startups, venture capital, Government, STEM education and various other elements that factor into Australia’s ability to be an effective creator of new economic and societal value. However, a large portion of the content has been fixated on certain inadequacies that currently inhibit our ability to execute innovation regularly at meaningful scale.
The Quantified Employee could be the ultimate in employee personalisation. By understanding our strengths, our weaknesses, our context, our productivity cycles and everything else in between, I’d argue that we should be able to optimise ourselves to deliver the most value in the time that we’re given.
The 2015 StartupAUS Crossroads Report was released last week, and just as it did last year, clearly highlighted some of the pains and potential gains within the local startup ecosystem.
For many, at least here in Australia, the reality of your startup endeavour is one that will be tackled part time. So how do you go from being a consultant, marketing manager, engineer, lawyer or saleswoman, to being a CEO?