Energy innovation and entrepreneurship

1. ENERGY LEADERSHIP, INNOVATION AND
ENTREPRENEURSHIP
© Nicholas Cou=s June 2017 1
8th Smart Grids Cleanpower 2017 Conference
Cambridge, UK 19-20 June
www.cir-strategy.com/events
…join the follow up 9th SGCP18 26-27 June Cambridge, UK

2. ENERGY LEADERSHIP
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…join the follow up 9th SGCP18 26-27 June Cambridge, UK

3. ENERGY LEADERSHIP
measurement
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4. INNOVATION
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5. © Nicholas Cou=s June 2017 5

6. INNOVATION
Yme value
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7. ENTREPRENEURSHIP
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8. ARTICA: SAVE 90% ON AIRCONDITIONING© Nicholas Cou=s June 2017 8

9. LOOWATT A NEW PARADIGM IN SANITATION
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10. © Nicholas Cou=s June 2017 10

11. © Nicholas Cou=s June 2017 11
Arborea

12. VALUE
© Nicholas Cou=s June 2017 12

13. Goal
1,000
Increase wind
capacity
185
SCALE
TARGET
Increase
distribuYon
capacirty
Another
objecYve
250
350
Increase
renewable
capacity
SCALE
TARGET
400
Another
change
90
215
Another change 175
70
ContribuYon to value
Value = benefits
costs
© Nicholas Cou=s June 2017 13

14. Purpose
Values
Goal
1,000
Increase storage
capacity
185
SCALE
TARGET
Increase solar
capacity
Another
objecYve
250
350
Increase wind
capacity
SCALE
TARGET
400
Another
change
90
215
Improve solar
capacity 175
70
OBJECTIVE
Increase wind capacity
CONTRIBUTION 120
SUFFICIENCY CONFIDENCE 80%
ATTRIBUTION CONFIDENCE 70%
RESPONSIBLE ED
METER
Wind capacity as % of total capacity
ACTUALS
INFORMATION
START FAIL ACCEPTABLE CURRENT TARGET
55 70 100 115 250
Measures: Fail, Acceptable and Target
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15. Confidence table - example
Level of
confidence is a
good predictor
of outcomes.
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16. ROUTE TO VALUE FOR A VENTURE - IDEATION STAGE DATEVersion Status
Demonstrate
viability of
concept
Draft
purpose
statement
Draft
company
value
Demonstrate
offer adequately
protectable
Develop market
research plan
Validate the
market
Prove technical
viability
Create testable
prototype / proof
of concept
(POC)
Identify barriers
to purchase and
use
Identify main
competing
offers and
solutions
Develop barriers
to imitation
strategy
Model market
entry strategy as
Route to Value
To ??%
confidence in
accessibility
To ??%
confidence of
completion
To ??%
confidence of
adequacy
To ??%
confidence of
viaibility
To ??%
confidence of
completion
To ??%
confidence in
model
Iterate IP assets
register
To ??%
confidence of
coverage
Show offer
technically is
viable
To ??%
confidence in
viability
To ??%
confidence of
delaying
imitation
To ??%
confidence of
repeatability
0.1 Draft 12/03/13
Receive start-up
funding
Produce test-
driven
innovation
process plan
Produce
innovation stage
budget
Produce key
user stories
?
Value map
IdeaYon
© Nicholas Cou=s June 2017 16

17. Example route to value template
for the ideaYon stage
The template is completed with each
venture.
This value map is updated and tracked
© Nicholas Cou=s June 2017 17
ROUTE TO VALUE FOR A VENTURE - IDEATION STAGE DATEVersion Status
Demonstrate
viability of
concept
Draft
purpose
statement
Draft
company
value
Demonstrate
offer adequately
protectable
Develop market
research plan
Validate the
market
Prove technical
viability
Create testable
prototype / proof
of concept
(POC)
Identify barriers
to purchase and
use
Identify main
competing
offers and
solutions
Develop barriers
to imitation
strategy
Model market
entry strategy as
Route to Value
To ??%
confidence in
accessibility
To ??%
confidence of
completion
To ??%
confidence of
adequacy
To ??%
confidence of
viaibility
To ??%
confidence of
completion
To ??%
confidence in
model
Iterate IP assets
register
To ??%
confidence of
coverage
Show offer
technically is
viable
To ??%
confidence in
viability
To ??%
confidence of
delaying
imitation
To ??%
confidence of
repeatability
0.1 Draft 12/03/13
Receive start-up
funding
Produce test-
driven
innovation
process plan
Produce
innovation stage
budget
Produce key
user stories
?
A rigorous, systemic approach

18. VISION
Change people's lives
VALUES
MISSION
To become a leading
global brand in
education
FUTURE STATE OBJECTIVESCURRENT STATE: CHANGES
25/07/2014
FAT 28/08/14
CLANED Routes to Value
Triba RtV 250714
*bring forward if possible
1m by end 2015
*working hypothesis
also links to make a
difference to lives of
users
Project: service development process
*revenue streams:
user fees
universities
companies
commissions
freemium
personalised approach
might be personal content provided by teacher
to be validated by research
may vary by course, type of school
*research required
relate to target market
share within three years
measure correlations
T= many and clear strong correlations
time spent
emotions
stress level
degree of collaboration
amount of interaction
Project: construct composite index
*must be validated
*paying students accessed by partners
as % of total paying students
Project: develop the business case for partners
validation needed about what can be done -
taking business away from app stores e.g. Amazon
Rate of growth of share of total sales by end 2015
Project: set up
LinkUP
Project: build a composite
index of value
Track teachers’ and students’
responses
on a scale of 1 (low) to 6
F = <3
A = 3 or more
T = all users reporting 4 and higher
Project - hours
spent by type
of task, e.g.
highlighting
Project 1: prepare the headcount plan
Project 2: recruitment process
1 = v poor 5 = v high
F = 1 and 2 reporting >0
A = >3
T = > 4 and 5
Project: set up 360 system
Project: find and implement performance
management
Dev
Time
Cost
CHANGE
Have a big impact on learning
OBJECTIVE
Make a difference to the lives of users
INFORMATION
Responsible
METER
Confidence in attribution
Confidence in sufficiency
Contribution
learning: ratio of effort to outcome*
Accept Current Target
>5-50
Start
>50
Fail
>=5
ACTUALS
OBJECTIVE
Build a global business
OBJECTIVE
Capture millions of users
OBJECTIVE
Generate profits for continued growth
CHANGE
Generate multiple revenue streams
CHANGE
Control costs
CHANGE
Implement platform that scales with
users
INFORMATION
Responsible
METER
Confidence in attribution
Confidence in sufficiency
Contribution
add 1m users without further dev, time or cost
Accept Current Target
>0
Start
0
Fail
-
ACTUALS
0>0>real time
0>0-
CHANGE
Develop services that lower barriers
to adoption and use
CHANGE
Develop scalable Routes to Market
CHANGE
Practice rigorous development
engineering processes
CHANGE
Change the way education is delivered
CHANGE
Build competence for delivery
CHANGE
Increase global brand awareness
CHANGE
Build network of learning related
contacts
CHANGE
Partner for access to users
CHANGE
Project:
develop a robust brand architecture
CHANGE
Develop a compelling value
proposition
CHANGE
Create a culture of excellence
CHANGE
Be perceived as a great place to work
CHANGE
Understand how people learn
CHANGE
Develop a comprehensive process for
analytics
CHANGE
Understand what users value in
learning
CHANGE
Collect new data on learning from
followers
KEY
CHANGE
OBJECTIVE
Value map for a start up
© Nicholas Cou=s June 2017 18

19. Meter:
15 13
15 1
Contribution 780 5 186
Sufficiency confidence 80% 4
Attribution confidence 75% 39
Start: 60
Fail: 75
Acceptable: 90 From Start: 14% Complete
Target: 95 From Acceptable: 0% Complete
Contribution to date: 0
Effort to date:
Time to date:
PROGRESS
Current: 65
WS2 Increase the confidence in the estimates of time to complete work
% increase in confidence
Owner: LS
Start to Fail Above Target
60
75
90
95
65
Start to Fail
Fail to Acceptable
Acceptable to Target
Above Target
© Nicholas Cou=s June 2017 19

20. Performance indicators
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21. Time to market
Value potenYal
Confidence
Target
Acceptable
Fail
Vectors
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22. Thank you!
…and a thought…
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…join the follow up 9th SGCP18 26-27 June
Cambridge, UK