Staying Aligned: Protect Your Product Development in an Enterprise Org - Dan Toma

<p><strong>About Dan</strong></p><p>Dan Toma is a founding partner at Outcome, a consultancy that helps large companies navigate innovation for the future while maintaining the health of their core business. An entrepreneur with a startup orientation, he brings a blue-chip depth of knowledge that spans the full spectrum of established industries. Co-author of "The Corporate Startup: How Established Companies Can Develop Successful Innovation Ecosystems," Dan is a seasoned guide who leverages the ecosystem approach to digital transformation and innovation. Among his clients: Bosch, Jaguar Land Rover, Deutsche Telekom, Bayer, John Deer and Allianz. He has also worked with government bodies in Asia and Europe to augment development capabilities and implement national business acceleration strategies noted for their innovative vision. His most recent book is "Innovation Accounting: A Practical Guide for Measuring Your Innovation Ecosystem's Performance."</p><p><br><strong>Key Takeaways</strong></p><p>0:00 | Introduction to Dan Toma, including his professional bio and thoughts on browsers.</p><p>1:36 | About Dan’s recent book, "Innovation Accounting: A Practical Guide for Measuring Your Innovation Ecosystem's Performance." </p><p>3:28 | The Innovation Accounting system is useful for telling the story of an entrepreneurial venture before the hard data indicators are fully available.</p><p>4:00 | Dan provides a first-hand account of the importance of aligning your product with corporate strategy to protect against being dropped for amorphous reasons.</p><p>6:03 | Dan’s personal experience working with “Zombie” products that were dropped amidst a leadership change that left a bullseye on product development. The reason given not only to stop financing the product but to kill the product altogether was a vague “lack of alignment.”</p><p>8:54 | It’s not uncommon in Dan’s practice to see accelerators flounder when their labs aren’t aligned with internal corporate strategy, leaving project orphans with no internal c