Talent, Knowledge, Business, Money, Government and Policy Interaction 1891-1958
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Talent, Knowledge, Business, Money, Government and Policy Interaction 1891-1958
- 1. Innovation Ecosystem Construction Worker Political Assistant Amsterdam Deputy Mayor Civil Servant Cinema Trendwatcher Knowledge Land PM Office Consultant Professor Climate-KIC
- 9. Innovation & Entrepreneurship July 17th 2013, Journey Wageningen
- 10. Innovation & Entrepreneurship July 17th 2013, Journey Wageningen @fnauta
- 11. Program 9:00 - 10:30 What is innovation? 10.45 - 12.15 What is a startup? 12.15 - 13.15 Lunch 13.30 - 15.15 Introduction Negotiations 15.30 - 17.30 What is a Business Model? 17.30 - 18.30 Incubators visit, meet & greet entrepreneurs and drinks & bites
- 13. 0 This is a revolutionary time
- 19. Innovation is brutal Fisker $ 1.200 M Better Place $ 850 M A123 350 + ? M Solyndra 1.000 Miasole 450 VPG 400 Coda 320
- 21. 1 Innovation
- 22. What is innovation? "Innovation is creativity with a job to do" John Emmerling
- 23. What is innovation? innovate |ˈin"ˌvāt| verb [ no obj. ] make changes in something established, esp. by introducing new methods, ideas, or products: the company's failure to diversify and innovate competitively. • [ with obj. ] introduce (something new, esp. a product): innovating new products, developing existing ones.
- 25. What is innovation? People creating value through the implementation of new ideas Herman D'hooge, Intel
- 26. What is innovation? People creating value through the implementation of new ideas Herman D'hooge, Intel
- 27. The problem with innovation: the best ideas don't win!
- 37. Five success factors 1. Comparative advantage 2. Compatibility 3. Complexity 4. Testability 5. Visibility
- 38. Five success factors 1. Comparative advantage 2. Compatibility 3. Complexity 4. Testability 5. Visibility
- 39. Exercise
- 40. Exercise • Groups of 4 to 5 students • Analyse it with Rogers 5 factors • Group discussion after break
- 41. Five success factors 1. Comparative advantage 2. Compatibility 3. Complexity 4. Testability 5. Visibility
- 42. Do people resist change?
- 43. Some people love change 2% innovators 14% early adopters 34% early majority 34% late majority 16% laggards source: Everett Rogers, 2001
- 44. Some people love change 2% innovators 14% early adopters 34% early majority 34% late majority 16% laggards source: Everett Rogers, 2001
- 45. ...others not so much Nerds Visionairy Pragmatic Conservative Sceptic { 'Valley of Death'
- 46. Further reading • Rogers - Diffusion of Innovations • Moore - Crossing the Chasm
- 48. Innovation is a puzzle 1873 1882 1899
- 49. Tablet Computer
- 50. GridPad
- 51. Innovation is a puzzle 1989
- 52. Innovation is a puzzle 1989 1996
- 53. Innovation is a puzzle 1989 1996 2001
- 54. Innovation is a puzzle 1989 1996 2001 2010
- 55. Innovation is a puzzle 1989 1996 2001 2010 2007
- 56. Further reading • On the Origin of Species - Darwin • Mastering the Dynamics of Innovation - Utterback • Adapt - Tim Harford
- 57. 2 Startups
- 59. Entrepreneur(ial) ~ORIGIN early 19th cent. from French, from entreprendre ‘undertake’ ~one who organizes, manages, and assumes the risks of a business or enterprise -ial: ~not afraid to undertake a challenge
- 60. Entrepreneurship The process by which individuals – either on their own or inside organizations – pursue opportunities without regard to the resources they currently control Stevenson, 1989
- 62. What is a startup? • Temporary organization • designed to search • for a repeatable • and scalable business model Blank, 2012
- 63. What is a startup? A very risky and extremely powerful innovation tool Nauta, 2013
- 64. Very Risky... Fisker $ 1.200 M Better Place $ 850 M A123 350 + ? M Solyndra 1.000 Miasole 450 VPG 400 Coda 320
- 65. It's how all big companies start
- 70. IBM
- 71. Entrepreneurship The process by which individuals – either on their own or inside organizations – pursue opportunities without regard to the resources they currently control Stevenson, 1989
- 72. IBM & startup
- 74. Excellent resources • paulgraham.com/articles.html • WIRED Y-combinator article • www.steveblank.com • techcrunch.com • FastCompany.com • WIRED.com • www.businessmodelgeneration.com
- 75. Excellent resources • blog.cleantech.com • ecorner.stanford.edu - Stanford Technology Ventures Program podcast (also video) • www.ted.com
- 76. Further reading • Startup Owners Manual - Steve Blank • Founders at Work - Livingston • Raising Verture Capital for Serious Entrepreneurs - Berkery
- 78. Do's • Ask questions, ask questions, ask questions • Repeat what the other party said • Make sure you're not in a hurry • Be friendly • Say 'Yes, and...'
- 79. Dont's • Argue - 'Yes, but...', 'With all due respect...', 'I hear what you say...' • Reduce complexity • Apply pressure • 'In between deal' • Say yes • Say no
- 80. 4 Business Model
- 81. What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
- 82. Value Proposition in 7 steps: 1. FOR [the ideal customer] 2. WHO [has this specific pain or problem] 3. OUR [product name] 4. IS A [product category] 5. THAT PROVIDES [this main benefit and reason to buy] 6. UNLIKE [the primary alternative or competitor] 7. OUR PRODUCT [describe the key product features]
- 83. Intermezzo How to have impact
- 85. Grit! 'Grit is stamina and perseverance for very long term goals' 'Grit is living life like it's a marathon, not a sprint'
- 86. 6 How we can work together
- 87. How we can work together • Interships at Climate-KIC startups • Interships in China, India and USA • ARPA-E conference 2014 • Do a startup!!!
- 90. I wish you lots of grit on your Journey... @fnauta