Share these talks and lectures with your colleagues
Invite colleaguesWe noted you are experiencing viewing problems
-
Check with your IT department that JWPlatform, JWPlayer and Amazon AWS & CloudFront are not being blocked by your network. The relevant domains are *.jwplatform.com, *.jwpsrv.com, *.jwpcdn.com, jwpltx.com, jwpsrv.a.ssl.fastly.net, *.amazonaws.com and *.cloudfront.net. The relevant ports are 80 and 443.
-
Check the following talk links to see which ones work correctly:
Auto Mode
HTTP Progressive Download Send us your results from the above test links at access@hstalks.com and we will contact you with further advice on troubleshooting your viewing problems. -
No luck yet? More tips for troubleshooting viewing issues
-
Contact HST Support access@hstalks.com
-
Please review our troubleshooting guide for tips and advice on resolving your viewing problems.
-
For additional help, please don't hesitate to contact HST support access@hstalks.com
We hope you have enjoyed this limited-length demo
This is a limited length demo talk; you may
login or
review methods of
obtaining more access.
Printable Handouts
Navigable Slide Index
- Introduction
- Smartwatch vs. wearable
- Startup strentghs
- WIMM Labs promotional video
- Problems
- Lean startup method: Pose multiple specifc hypotheses
- Lean startup method:Talk to people
- Lean startup method: Run experiments
- Empirical research
- Using AI to accelerate lean
- Substitute: Pebble smartwatch
- Resolution of WIMM Labs: Product customer fit
- Resolution of WIMM Labs: Product market fit
- Resolution of WIMM Labs: Potential acquirer needs
- Resolution of WIMM Labs: Key lesson
- Comparison: Fitbit
This material is restricted to subscribers.
Topics Covered
- WIMM Labs
- Pebble (company)
- Fitbit
- AI
- Smartwatch vs. wearable
Links
Series:
Categories:
External Links
Talk Citation
Ladd, T. (2025, March 31). The importance of the lean startup method: a cautionary tale [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved April 15, 2025, from https://doi.org/10.69645/PSWQ8308.Export Citation (RIS)
Publication History
- Published on March 31, 2025
Other Talks in the Series: Design Thinking in Business
Transcript
Please wait while the transcript is being prepared...
0:00
My name is Ted Ladd.
I'm a professor of
entrepreneurship and
innovation at
the Hult International
Business School based on
its campus in San
Francisco, as well as
a visiting instructor of
innovation at Harvard
University in Cambridge.
This case talks about
the importance of the
lean startup method,
but instead of promoting
a victorious outcome from
the lean startup method,
I'm going to highlight
a cautionary tale
from my own experiences.
0:34
Several years ago I
joined a company called
WIMM Labs and we
made a smartwatch.
We did this with a few
extra interesting nuances.
First, we did not just
want to be considered
a smartwatch,
we wanted to be in the
wearables category
which is much larger
and more significant.
As a result, the device
we made could pop
in and out of a
smartwatch band so that
the device itself could be
mounted on handlebars or on
a hospital bed or on a uniform
to increase the use case.
1:10
The startup in Silicon Valley
had several strengths.
Several aspects that provided
some tailwind to
accelerate our success.
First, we were comprised of
a team of veterans
from Silicon Valley.
All of us had been engaged
in the design, manufacture,
launch and growth
of companies that
created consumer electronic
goods with great success.
Secondly, we were blessed
with investment from
a large consumer electronics
manufacturer based
in China. This
megalithic company makes
one or two investments a year in
startups that will produce
consumer electronics,
and it gave us three
different things.
The first was cash
investment which
was important for
our own survival.
The second was that
this Chinese company created
a separate factory just to
manufacture our smartwatch
product, and it even provided
materials for free for
the construction
of the prototypes.
Third, this company provided
software coders to us.
When the 20 of us in
Silicon Valley went
home for the night,
300 software engineers in China
would work through our source
code in order to debug it.
When we would arrive
back to the office in
the morning, we had fresh
code that would run well.