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2. Exceptional Outcomes Funding
Learning by contrast is intangible.
The OAC Goal:
“Is to figure out the right thing to build- the thing members want and will pay
for- as quickly as possible.
In other words, a 2017 way of looking at the development of innovative new
products that emphasizes fast iteration and customer insight, a huge vision,
and great ambition, all at the same time.
OAC Stakeholding is designed to teach how to drive a startup. Instead, of
making complex plans that are based on a lot of assumptions, we can make
constant adjustments with a steering wheel called the Build-Measure-Learn
feedback loop.
Through this process of steering, we can learn when and if it’s time to make a
sharp turn called a pivot or whether we should persevere along our current
path. Once we have an engine that’s revved up, OAC offers methods to scale
and grow the business with maximum acceleration.
The first step process is to confirm that our leap-of-faith questions are based
in reality, that the customer has a significant problem worth solving.

4. The Age of Free Leverage
We are building cross-functional teams and hold them accountable to what we call
learning milestones.
The Scientific Method
Every OAC product, every feature, every marketing campaign- everything OAC does- is
understood to be an experiment designed to achieve validated learning.

6. OAC accountability for new innovation efforts by measuring two things: the number of
customers using products that didn’t exist three years ago and the percentage of
revenue coming from offerings that did not exist three years ago.
Contrary to traditional product development, which usually involves a long, thoughtful
incubation period and strives for product protection, the goal of the MVP is to begin
the process of learning, not end it.
Unlike a prototype or concept test, an MVP is designed not just to answer product design
or technical questions. Its goal is to test fundamental business hypotheses.
The lesson of the MVP is that any additional work beyond what is required to start
learning is waste, no matter how important it might seem at the time.

8. Exceptional Team
Lean thinking defines value as providing benefit to the members; anything else is waste.
Validated learning is the process of demonstrating empirically that a team has discovered
valuable truths about OAC’s present and future business prospects.
It is more concrete, more accurate, and faster than market forecasting or classical
business planning.
The Concierge Minimum Viable Product- OAC makes sure the first few participants have
an experience that is as good as we can make it, completely aligned with our vision.
Unlike in a focus group, our goal would be to measure what the members actually did.
For example, how many of the first volunteers actually complete their volunteer
assignments? How many volunteer a second time?
How many are willing to recruit a member to participate in a subsequent volunteer
activity?

9. Additional experiments can expand on this early feedback and learning. For example, if
the growth model requires that a certain percentage of participants share their
experiences with members and encourage their participation, the degree to which that
takes place can be tested even with a very small sample of people. If 10 members
complete the first experiment, how many do we expect to volunteer again? If they are
asked to recruit a member, how many do we expect will do so? Remember that these
are supposed to be the kinds of early adopters with the most to gain from the
program.
W. Edwards Deming’s famous dictum that the customer is the most important part of the
production process. This means that we must focus our energies exclusively on
producing outcomes that the customer perceives as valuable.
For OAC, we believe in the following quality principle: if we don not know who the
customer is, we do not know what quality is.

11. Swiss Army Exceptional Product
OAC builds only products that our members refuse not to not use.
All Engineers-
A) Do consumers recognize that they have the problem we are trying to solve?
B) If there was a solution, would they buy it?
C) Would they buy it from us?
D) Can we build a solution for that problem?
Don’t’ work backwards.
First figure out how to sell and make the product, it’s not worth spending any engineering
time on.
Know how to spot “Hypothetical Propositions.”
Early stages allows members to use the prototype which helps the engineers refute their
hypotheses.

12. The most important- The Pivot- upon completing the Build- Measure- Learn Loop, we confront the
most difficult question OAC faces: whether to pivot the original strategy or persevere. If we’ve
discovered that one of our hypothesis is false, it is time to make a major change to a new
strategic hypothesis.
OAC methods builds capital- efficient companies because it allows OAC to recognize that it’s time to
pivot sooner, creating less waste of time and money. Although we write the feedback loop as
Build- Measure- Learn because the activities happen in that order, our planning really works in
the reverse order: we figure out what we need to learn, use innovation accounting to figure out
what we need to measure to know if we are getting validated learning, and then figure out what
product we need to build to run that experiment and get that measurement.
All of these techniques are designed to minimize the total time through the Build- Measure- Learn
feedback loop.
Because too much analysis is dangerous but none can lead to failure, how does OAC know when to
stop analyzing and start building?
The answer is, the concept called the minimum viable product.

14. We are building communities, we’re sharing OAC’s most vital function is learning.
We must learn the truth about which elements of our strategy are working to realize our
vision and which are just crazy.
We must learn what customers really want, not what they say they want or what we think
they should want.
We must discover whether we are on a path that will lead to growing a sustainable
business.
Straight from our principles, OAC treats all projects as an experiment, identify the
elements of the plan that are assumptions rather than facts, and figure out ways to
test them. Using theses insights, we could build a minimum viable product and have
the agency up and running- on a micro scale- long before the official plan is set in
motion.