John McIntyre
Managing Director
a presentation by:

Let’s take a moment to remember 1987
Provide by:
Janice Frazer, Director of Innovation Practice at Pivotal Labs

“To meet the demands of
the fast-­changing
competitive scene, we
must simply learn to love
change as much as we
have hated it in the past.”
–Tom Peters, Thriving on Chaos:
Handbook for a Management Revolution
1987

Let’s take a moment to remember 1987
Model 8580:
20 MHz Intel 80386 (32 bit)
Up to 16 Mb of high speed RAM
(=2MB)
140 Mb of disk storage
Advanced graphics
Optional 16 MHz 80387 Math Co-­
Processor
OS/2 or DOS
Mouse
$10,895

1987
1-­7

1996/97
“Disruptive technologies typically enable new markets to emerge.”
“The reason is that good management itself was the root cause. Managers
played the game the way it was supposed to be played. The very decision-making
and resource-allocation processes that are key to the success of established
companies are the very processes that reject disruptive technologies: listening
carefully to customers; tracking competitors’ actions carefully; and investing
resources to design and build higher-performance, higher-quality products that
will yield greater profit. These are the reasons why great firms stumbled
or failed when confronted with disruptive technological change.”
― Clayton M. Christensen, The Innovator's Dilemma (1997): When New
Technologies Cause Great Firms to Fail

1996/97
”The Lesson is, we all need to
expose ourselves to the winds
of change”.
“Businesses fail either because
they leave their customers or
because their customerleave
them !”
― Andrew S. Grove, Only the
Paranoid Survive

2005

2005
Failure
story

2011

Why does this
matter?

S&P 500 churn since 2002
ADDED TO the index LEFT the index

Increased Topple Rate
“Back in the 1930’s, a company coming on
the S&P 500 list could expect to remain
there for 65 years… the average life-­time of
a company on the S&P 500 has declined to
about 15 years, a decline of almost 80%.”
“businesses … do not know how to adapt to
the new conditions of the Information Era,
and thus await a languishing future to be
followed soon by death.”
- Steve Blank - 2015
The decline of the blue chip

Software is eating the world, disrupting
entire industries
$6B Valuation
Financial Services
$19B Valuation
Transportation
$3.2B Acquisition by Google
Home Automation
$3.3B Valuation
Travel & Hospitality
$20B Valuation
Entertainment
$28B Valuation
Auto/Home Energy

Developers will save the
world!

define: a·gile
-- solves the problem of waiting long
periods of time before development
can begin.
Provide by: Reuven Cohen

de·sign think·ing
-- proven and repeatable problem-­solving
protocol focusing on customer empathy.

lean start·up
-- Emphasizing customer development
to lead product development and
bsuiness decision making.

Desirability
ViabilityFeasibility
ØDesign Thinking
ØLean Startup
ØAgile

define:
in·no·va·tion
-- a new method, idea, product.

in·cre·men·tal
in·no·va·tion

dis·rup·tion
in·no·va·tion
disturbance or problems that interrupt an
event, activity, or process (or business).

fail fast.
“Develop a culture of experimentation, be willing to try
stuff, do it quickly. But if it’s not working, be willing to
fail fast and pivot.”
David Brown, Managing Partner of Techstars.

Innovation
Is Worthless
unless it solves real problems for real people.

Ten things from studying ten of the
world’s fastest growing startups
What high-flying companies know about growth that no one else does.
Startup Growth Engines: How Today’s Fastest Growing Startups Unlock
Extraordinary Growth is more than 160 pages filled with the research, quotes, and
insights packed into each case study. I hope it becomes a valuable part of your
library—especially as a growth leader or entrepreneur looking for breakthrough
growth. https://medium.com/@morganb/ten-things-i-learned-researching-ten-of-the-worlds-fastest-growing-startups-a53106e2599a

Lesson 1:
Growth is nothing without
the product.
“Companies fail for two main reasons—trying to grow when they
shouldn’t, or being too timid when they should.” Product is the foundation
of growth. Without it, sustainable growth is impossible.
-- Marc Andreessen
https://medium.com/@morganb/ten-things-i-learned-researching-ten-of-the-worlds-fastest-growing-startups-a53106e2599a

Lesson 2:
Growth is never ‘done’
All of these companies have a relentless focus on growth. It’s not just
something they pay lip service to. They put headcount, resources, and
effort into growth.
https://medium.com/@morganb/ten-things-i-learned-researching-ten-of-the-worlds-fastest-growing-startups-a53106e2599a

Lesson 3:
Growth is not marketing,
marketing is not growth
It takes real growth teams across engineering, product, and yes,
marketing, to design the growth programs that really move the needle.
https://medium.com/@morganb/ten-things-i-learned-researching-ten-of-the-worlds-fastest-growing-startups-a53106e2599a

Lesson 4:
Doing what everyone else is
doing is the wrong strategy.
None of these breakout companies did it the same way that the
incumbents grew in their vertical or type of business. They all picked
their own path, often leaving people wondering what they were thinking.
https://medium.com/@morganb/ten-things-i-learned-researching-ten-of-the-worlds-fastest-growing-startups-a53106e2599a

Lesson 5:
Don’t try to boil
the ocean.
In “Startups Always Have a Chasm to Cross,” Andy Rachleff, co-founder
of Wealthfront, highlights the critical importance of being laser-focused
on a niche early to achieve growth.
https://medium.com/@morganb/ten-things-i-learned-researching-ten-of-the-worlds-fastest-growing-startups-a53106e2599a

Lesson 6:
Growth hacks have nothing to
do with short-term tactics.
The term “growth hacking” is in the hype cyclewhitewash, as journos
and others have misappropriated its meaning and assigned it to nearly
every known digital marketing tactic.
https://medium.com/@morganb/ten-things-i-learned-researching-ten-of-the-worlds-fastest-growing-startups-a53106e2599a

Lesson 7:
Do things that don’t scale,
build things that do.
Paul Graham’s advice to startups is to “do things that don’t scale” to get
initial traction. This means things like concierging new customers, and
taking the time out to visit and talk with users, etc. In each of these
companies’ cases they followed that advice in one way or another.
https://medium.com/@morganb/ten-things-i-learned-researching-ten-of-the-worlds-fastest-growing-startups-a53106e2599a

Lesson 8:
There are analytics and then
there are insights.
Lots of people track analytics. Plenty of dashboards, plenty of vanity
metrics. Avinash Kaushik calls it ‘data puking.’ Lots of numbers, little
insight. All of these successful companies uncovered real insights that
drove growth.
https://medium.com/@morganb/ten-things-i-learned-researching-ten-of-the-worlds-fastest-growing-startups-a53106e2599a

Lesson 9:
Combining multiple growth
engines can lead to faster
growth.
It has an asset—all the code—a network, and more. These things all
work together to drive massive adoption and growth.
https://medium.com/@morganb/ten-things-i-learned-researching-ten-of-the-worlds-fastest-growing-startups-a53106e2599a

Lesson 10:
There are no silver bullets.
None of these companies have a single silver bullet. They didn’t just
explode into millions of users and downloads. Even the products that we
think of as “magical” use meticulous growth strategies to drive adoption
and growth.
https://medium.com/@morganb/ten-things-i-learned-researching-ten-of-the-worlds-fastest-growing-startups-a53106e2599a

Bonus
Growth is a team sport.
The best companies are growth organizations at their core. It’s in their
DNA. From the top to the bottom everyone makes growth the imperative.
There is no lone growth hacker—everyone at the best growth companies
knows they have a role to play in driving growth.
https://medium.com/@morganb/ten-things-i-learned-researching-ten-of-the-worlds-fastest-growing-startups-a53106e2599a

Always be branding.
And remember..
dis·rup·t·his
innovate or die

Over 60
corporate
accelerators
opened in the
last 4 years

Hacking a Corporate Culture: Stories, Heroes and Rituals in Startups
and Companies
Posted on September 9, 2015 by steveblank |
Corporate Innovation Requires an
Innovation Culture
Innovation in an existing company is not just the sum
of great technology, key acquisitions, or smart
people. Corporate innovation needs a culture that
matches and supports it. Often this means a change
to the existing company’s culture.

Why Corporate Entrepreneurs are Extraordinary
– the Rebel Alliance
Posted on August 25, 2015 by steveblank |
I’ve spent this year working with corporations and
government agencies that are adopting and
adapting Lean Methodologies. The biggest surprise
for me was getting schooled on how extremely
difficult it is to be an innovator inside a company of
executors. —– What Have We Lost?

Program Structure
12Week Program
12 Participating Teams
Mix of Corporate & Startup Teams

Program Focus
Desirability
Viability
Feasibilit
y
ØDesign Thinking
ØLean Startup
ØModern Leadership

Program Curriculum
Designed to validate business model quickly & effic
Mentored
By
Experts
Weekly
Working
Sessions
10
Custome
rs Per
Week
Evidence
Based
Peer
Review
Presenting
Identify
Resource
s
Required

Customer Development Manifesto
A Startup Is a Temporary Organization Designed to Search for A Repeatable and Scalable Business Model
1. There Are No Facts Inside Your Building, So Get Outside, Get out of the Building!
2. Pair Customer Development with Agile Development
3. Failure is an Integral Part of the Search for the Business Model
4. If You’re Afraid to Fail You’re Destined to Do So
5. Iterations and Pivots are Driven by Insight
6. Validate Your Hypotheses with Experiments
7. Success Begins with Buy-­In from Investors and Co-­Founders
8. No Business Plan Survives First Contact with Customers
9. Not All Startups Are Alike
10. Startup Metrics are Different from Existing Companies
11. Agree on Market Type – It Changes Everything

Program Key Metrics

Innovators Programs
5 Locations, 44 Teams, 28 Startups, 16 Internal Innovation Teams

https://vimeo.com/143430635

“The Innovators Program is about
empathizing with customers,
listening to them and
understanding how to create
value. This was an investment in
me. I gained the ability to grow a
product from an idea.”
–Ian Firth, Senior Architect at Citrix,
Innovators Program Participant
“The Innovators Program is about
empathizing with customers,
listening to them and
understanding how to create
value. This was an investment in
me. I gained the ability to grow a
product from an idea.”
–Ian Firth, Senior Architect at Citrix,
Innovators Program Participant
https://youtu.be/vKvYGpBg2Hk?t=35

INCLUDE VENTURE TOOLKIT
LOGO
“We were pushed to find
paying customers before
completing the product and
we did. We’ve now
successfully raised a seed
round of $1.7M and we’re
gearing up for a ground-­
breaking year thanks to the
Innovators Program”.
-­ Miro Salem, Founder, 3Ten8
“We were pushed to find
paying customers before
completing the product and
we did. We’ve now
successfully raised a seed
round of $1.7M and we’re
gearing up for a ground-­
breaking year thanks to the
Innovators Program”.
-­ Miro Salem, Founder, 3Ten8
https://youtu.be/0e_e-­GXDH_M?t=31

“It’s a completely new
way of thinking that we
will carry forever for
internal projects and
innovation at Citrix”
– Marta Guerra, Founder, CubeFree
“It’s a completely new
way of thinking that we
will carry forever for
internal projects and
innovation at Citrix”
– Marta Guerra, Founder, CubeFree
https://youtu.be/N4sZv7wHoU0?t=55

Strong Coalition of Program Partners Partner Driven Program

Collider solves developer's problems in real-­time or less!
Collider runs in a developer's environment and can
assist if a developer getting stuck
Collider provides the right knowledge, to the right
people, at the right time
Raleigh Demo Day December 8th

“We are deeply
committed to the
Raleigh innovation
community and our
partnership with Citrix
has delivered
exceptional value”
–DeLisa Alexander, CPO, Red Hat
“We are deeply
committed to the
Raleigh innovation
community and our
partnership with Citrix
has delivered
exceptional value”
–DeLisa Alexander, CPO, Red Hat

“The Innovators Program
plays a key role in my
vision to grow new lines
of business from within.
This is the first of what I
hope to be many new
products that we develop
using this approach”
– Jesse Lipson, Citrix Sharefile
Founder
“The Innovators Program
plays a key role in my
vision to grow new lines
of business from within.
This is the first of what I
hope to be many new
products that we develop
using this approach”
– Jesse Lipson, Citrix Sharefile
Founder

Join the rebel alliance
Innovate or die!

a presentation by:
john.mcintyre@citrix.com
Available on SlideShare