This weeks post was contributed by Johnny Gorman from Microsoft Accelerator
The Microsoft Accelerator is a 4 month programme of intense support for 12 pre-Series A startups, helping prepare them to scale into sustainable businesses through sales pipeline creation, and scale up technology to meet market needs leveraging Microsoft expertise.
We also draw on support from numerous partner organisations and external mentors to create a packed schedule for the cohorts, with the aim of upskilling them on how to operate and grow their businesses.
As the Operations Manager, one of my biggest challenges is ensuring the programme runs smoothly with so many people involved. In particular, keeping everyone up to date on the evolving curriculum, managing the communications and sharing presentations.
Building software is not easy. We’ve certainly had our challenges with planning and governance for agile working, not to mention balancing development capacity, business expectations and client expectations with limited resources.
We recently launched Pinipa 2.0, the result of almost 7 months work after working out (the hard way!) we needed to refocus the product. One of the things that prompted the rethink of our product was a seemingly a simple question:
“Can we use Pinipa to help us build Pinipa?”
Throughout the redesign of Pinipa, our aim was to build a tool that is primarily designed to cut through the complexity of corporate initiatives, but with a really simple and intuitive experience so small teams can also get value from it.
Many corporate failures in recent years – from the global financial crisis to high-profile media stories involving major brands – have taken place due to poor governance, unhealthy organisational cultures and a lack of personal accountability at senior levels within organisations, leading businesses to look for active steps they can take to prevent a repeat.
To address this, regulators have launched a new set of rules known as the Senior Manager Regime to create a culture of personal responsibility and individual accountability within the financial services sector.
Originally published for the Association of Project Management
I have heard from a number of quarters that a strong, effective sponsor can make a significant difference to a project – the barriers can seem to melt away rather than continually build. Effective leadership in projects can help people open their minds to the opportunities and be willing to embrace new ways of working.
Today we launched our new product, Pinipa 2.0. This is the result of 7 months of hard work, which feels like a lifetime for an early stage tech startup. It was not an easy journey, but we are incredibly proud of the results we have achieved.
After successfully raising investment, why did we reinvent ourselves?!
Great question. I will admit, it wasn’t easy to acknowledge we needed to do this, let alone actually decide to do it. But the hard decisions are usually the right ones. Read More
In an increasingly global and agile environment where people now expect simple solutions fast, taking weeks or even months to conduct loads of workshops with people in multiple locations is a luxury. So how can you reach 10x the number of stakeholders to develop solutions to complex problems within two weeks? And save 400 man hours conducting workshops while still gaining commitment to new ways of working?
‘Digital’ became a must-have agenda item in 2015, however we are still in the early stages of embracing the possibilities it has to offer. With Brexit looming and the EU introducing a single digital marketplace, 2016 is shaping up to be the year of digital for the enterprise.