POE

Subjective norm is the external assessment and support of the business idea.

Self-efficacy is the confidence in performing necessary tasks to start a venture.

Intention is the willingness to start a venture.

Behavior refers to starting a venture.

Team players with the right chemistry, heterogeneous skills and knowledge (e.g., laws, technologies), balance of specialists and generalists.

Define human capital needs (required skills, key tasks), choose human capital sources (partnerships for one-time or periodic tasks, team members for consistent collaboration).

Skills: Technical expertise, networking, product development. Personality: Leadership, empathy, communication.

Comprehensive knowledge, advanced information processing, avoidance of "Not-Invented-Here" syndrome through diverse perspectives.

Potential for frequent affective conflicts, time-consuming process to build trust, greater difficulty in aligning interests clearly.

Input, Process, Output.

Team composition: Job experience, heterogeneity. Available resources: Training, technical support. Team structure: Size, leadership. Organizational structure: Control and monitoring.

Open communication, supporting each other, discussion of a common strategy. This step requires leadership: Rewarding successes and supporting honest failures.

Team effectiveness: Increased productivity, conflict resolution, shared workload then positive team culture.

Assess the necessity of building a new team, evaluate the need for professional heterogeneity, evaluate the need for personal heterogeneity, distribute tasks fairly and according to personality, initiate team-building activities, discuss interests and establish trust, avoid affective conflicts.

Cohesion, teamwork, commitment to value creation (making the pie bigger for everyone), commitment to the long haul, sharing of the harvest, equal inequality, fairness, integrity, harvest mindset, then capital gain is viewed as a scorecard, not as a monthly paycheck.

16 personality types. 4 categories: Analysts, Diplomats, Sentinels, Explorers.

New ideas and adapting to changing business goals, greater pool of resources and ideas, higher growth potential, increased focus on own expertise, shared risks and losses.

Visualize stakeholders – Identify who they are, mark relationships – Understand the dynamics, get connected – Build strong partnerships.

Inspired by Toyota. A process structure aimed at minimizing risk and waste while maximizing customer value, steering towards zero waste.

Identify value, map value stream, create flow, establish pull, strive for perfection.

Entrepreneurs are anywhere, entrepreneurship means management, validated learning, innovation accounting, build-measure-learn.

Idea then Build then Product then Measure then Data then Learn then Repeat with the improved idea.

Minimum Viable Product.

The process of empirically proving value-creating assumptions for the current and future business model.

Do consumers recognize that they have the problem you are trying to solve? If there were a solution, would they buy it? Would they buy it from us? Can we build a solution for that problem?

Legal fears, competition and idea theft, loss of marketing or brand value.

Focus on making processes flexible and responsive to changes. Incremental product building in smaller pieces, reducing time to market.

Agile is the ability to create and respond to change. A methodology to handle uncertain and turbulent environments.

Ground: Methods aligned with agile values. Middle: Principles supporting those values. Top: Values that enable agility.

Individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, responding to change over following a plan.

There are 16 principles. Working software is the primary measure of progress. Business people and developers must collaborate daily throughout the project. Simplicity – the art of maximizing work not done – is essential.

Customer need, requirements, design, development, testing and corrections, delivery, result: Average end product (lack of focus, long time to market).

Starts with customer need, similar to the traditional approach but utilizes sprints: Develop MVPs, collect customer feedback, refine product iteratively, faster design with a focus on business goals.

A development method based on agile principles. Provides concrete practices for product development. A framework that helps teams address complex problems and deliver high-value products productively.