Two months have passed since my previous post. In the interval Humaginarium traversed the scary caverns beneath the Dwimorberg, also known as I-Corps, and emerged at the Stone of Erech to plan next steps.
What is I-Corps? It’s hard to say if you haven’t experienced it; and even harder if you have. The words “crossfire hurricane” may be as good a description as any that dribbles down the web pages of NSF.
Humaginarium joined the 2018 New York summer cohort of I-Corps that met from mid July until the end of August. Though called New York, it convened in an isolated hotel at Newark Airport, as far from the Isle of Manhattan as Barad-dûr is from the Shire.
Along with 23 other teams, we went to Newark for a three-day Kickoff meeting and a two-day Lessons Learned meeting. The first was brutal; the second bone-tired.
Between times we met with I-Corps facilitators weekly for 90 minutes on WebEx, to give reports and watch slide lectures; we also met them weekly for online office hours.
Though all of these meetings were milestones, our activity was mostly studying books (The Startup Owners Manual and Business Model Generation); watching training videos; and conducting extensive customer discovery (what we began at the University of Michigan back in January).
I-Corps has a five-word mantra for customer discovery: “get out of the building.” I have the impression that in Silicon Valley, where the program originated, people never leave buildings where they work so they have to be ordered out, like high-school students in a fire drill. But why?
Well, that’s complicated and could take a long time to explain. Here is a short answer: to remove “confirmation bias.” You get out of the building to interview strangers who can relieve you of confirmation bias.
And what is that odious thing you need to lose like an infection? It can have different meanings such as beliefs, common sense, passion, experience, perspective, expertise. When you get out of the building and lose confirmation bias, you gain something immeasurably more valuable: the wisdom of the commons.
Of what use is that? Well, a narrow objective of I-Corps is to write a Business Model Canvas. If you’ve ever tried to write one you know it can be tricky. That’s because its inventor, a business consultant named Alexander Osterwalder, describes it in ways that may be interpreted subjectively by miscreants who have not lost their confirmation bias. In other words, you can write a BMC that is self-expressive and unreliable. Just your damn opinion!
The commons helps prevent that. I-Corps requires each team to interview at least 100 strangers to test assumptions embedded in a BMC. The resulting BMC serves as evidence that a business idea makes sense on paper and can potentially succeed in a world like Middle-earth; or that it doesn’t, in which case it’s time to pivot.
Humaginarium interviewed 118 people, the second most in our cohort. However we did not write a good BMC. Now as we pass the Stone of Erech, a next step is to make a BMC to our satisfaction. We hate the thing, but it must be conquered and it shall.
In two months we have come through the dark caverns and arrived at our Beginning of Days. Much good work and exciting discoveries lie ahead.