CYCLES Course (2): Alignment

Cycles
The simplest, proven way to
build your business.
Course Alignment

What you can expect today
• What is Innovation
• Why Alignment
• Break
• Work on Sprints with time for Q & A
Theory
Coffee
Case

Is this innovation ?
Sales up 30%
Price up 250%
Wastage down 40%
+ =
Source: video: Three Steps for Creating an Innovative Culture (Gary Pisano)

Despair.com
We hate all the senseless, wasted time
on employee motivation and un-founded
optimism
We imagine you do to, buy our products
and show your true colors
5

6
Petrock.com
Pets take a lot of time and
energy.
Your kids can have almost
as much fun with a pet
rock.
We even include a care
guide

These all offer less
Mini mills Integrated steel mills
Community colleges Four-year colleges
Discount retailers Full-service
department stores
Retail medical clinics Traditional doctor's offices

And this a lot less…
• Low quality video
• No SD
• Bad Battery life
• More expensive than
competition
But really, really simple
13% of the US video market in 1
year

Successful
Innovation is
not about
being 10%
cheaper,
20 % better

It is about being 10X
better at half the price
Or
Half as good at 1/10th of
the price

Your Definitions of Innovation
0 0,05 0,1 0,15 0,2 0,25
Worse
Value Capture
Product
Building
Service
Creative
Value
Different
New
Better / Improving
New combinations of old ?
Is better really important ?
Where is the innovation
without value capture ?
What you sent in

IMHO… Innovation is …
Meaningful Unique
Value Creation
If consumers are not willing to
pay more, you are not
meaningfully unique
Value Capture
If you are not earning more you
are not innovating
Innovation = Value Creation * Value Capture

5 types of innovation
PRODUCT - SERVICE
EXISTING NEW
EXISTINGNEW
CUSTOMERS
SUSTAINING
innovation

ADJACENT
innovation
(marketing focus)

ADJACENT
innovation
(product focus)

DISRUPTIVE
innovation 
DISRUPTIVE
innovation 
DISRUPTIVE
innovation 
TRANSFORMATIONAL
innovation 
BUSINESS MODEL
PROCESS
WORKING
SMARTER

About 60% of all
Innovation

In Fortune 500
companies…
New products (< 5 year)
• 40% of revenues
• And 50% of profits
Source: MIT 2015
A 10 year Harvard study
ROI of 692 companies
“40 years for 1,000 U.S. companies. No long-
term survivors managed to outperform the
market. Worse, the longer companies had been
in the database, the worse they did.”
—The Financial Times
First 5
years
Next 5
years
Top
20%
39% 21%
Bottom
m 20%
3% 17%
~
Without
innovation we
all become
average

The cycle of life
Source: Driving Eureka

Innovation can help you re-start
Source: Driving Eureka

Why innovation
• Only insurance against irrelevance
• Only protection against commoditization
• Only hope of long-term customer loyalty
• The only real hope of long-term competitive
advantage
Arguably it is everything
It is ONE Thing you can do (if you do it well) that will
make everything else easier or unnecessary

3 Myths
1.It is all about big
ideas
2.There are recipes
for success
3.Soft creative culture

Myth #1
All about ideas
The Story of Innovation
Engineering

America’s
#1 Idea
Guru A&E Top
10
America’s #1
New Product
Idea Man Inc.
Magazine

In his words..
He sold spark plugs
to Industry
Fees for 2-3 day
workshops
$100,000 – $ 200,000
then the sparks worked
less and less

They analysed a mountain of data
PEOPLE Data: innovation benchmarking data on over 100,000
managers.
PROCESS Data: As of this writing we have measured over 6,000
teams during a day of brainstorming.
IDEA Data: market research on over
26,000 innovations.

16 %
ideas
84 %
systems
They identified the share of
success due to ideas and systems

What is the “guru story”
1. “We’re all going to die”
2. “the bureaucracy is killing us” – so we have to
go outside the normal organizational structure to
get the right things done.
3. “There is hope for a brighter future” – as long
as we all follow the guidelines and turn our
organizations upside down.
4. “You have the power to make a change for the
better” – even if you occupy the low rung on the
corporate ladder.
5. “Follow me”
27

Can innovation be
taught ?
Probably not, but the principles that make it work can be…

Gurus sell you recipes
to sell you ingredients
I believe you can “learn to cook”, so
you can choose which recipe fits your
company, select your ingredients and
most importantly, still be able to cook
when you’re missing ingredients

Continuous
improvement is not a
conservative strategy
It is about action every day,
regular failure and
an unwillingness to accept there is any
product, or process that cannot be
further improved

Myth # 3
Soft Creative Cultures

Cargo Cult SciencePlanes with materials
How to get some

A good innovation culture is NOT soft
Everyone Wants
• Tolerance for failure
• Willingness to Experiment
• Collaborative
• Freedom to speak up
• Flat
The reality
• Intolerance for incompetence
• Demand disciplined action
• Individual accountability
• Brutal Candor
• Strong Leadership
Source: video:Three Steps for Creating an Innovative Culture (Gary Pisano)

Culture and capabilities grow over time
The Basics
Strategy
Hunger
Philosophy
Learning Orientation
Operations
Speed
Proactivity
General systems
Customer focus
Entrepreneurial Orient.
Risk Taking
Ecosystem
Management
Structure
Creativity
Room to grow
Sustaining Innovation
Breakthrough
Innovation
Want it Do it Not scared to do more

7 Key Learnings:
1. Strategic alignment is the cornerstone of successful
innovation
2. If you want to give autonomy, you need to have
strategic alignment first
3. If you get alignment, attitudes and learning orientation
in place, systems will follow
4. The right balance disruptive/incremental is key
5. Proactivity is the one thing you need to reward
6. If you are in a big company or a small company you
need to act like you are in a successful start up
7. Walk before you run
SEVEN DRIVERS OF
INNOVATION SUCCESS
THREE YEARS OF
RESEARCH…
WITH OVER 400 COMPANIES

Even Simpler
Purpose
Process
Persistence

The challenge:
Make this
information
actionable…
The Solution
= Theory
Good Theory
• Based on Facts
• Parsimonious (simple)
( Think E = MC2 )
• Prescriptive
• And something that can be
tested…

The importance of theory
For years people looked at birds and concluded feathers are
linked to the ability to fly
• Yes, birds have feathers
• But, people with feathers cannot fly
Observation Theory

My innovation theory in simple terms
• "We are what we repeatedly do. Excellence, then,
is not an act, but a habit." ~ Aristotle
• What we are willing to repeatedly do is
determined by our desires , abilities and systems
(and systems are what drive everything)
40

The goal : Level 1 to Level 3
LEVEL 1 - INNOVATION AS AN EVENT
This is where most companies find themselves. They conduct
brainstorming sessions or hold random contests to generate
new ideas.
LEVEL 2 - INNOVATION AS A CAPABILITY
The organization puts in place structures and processes to
define problems, generate and evaluate solutions, and develop
action plans to implement those solutions.
LEVEL 3 - INNOVATION AS A SYSTEM
The ultimate level involves creating an environment where
innovation is embedded in everything you do. With embedded
innovation, people innovate to deal not only with “problems or
challenges” that are presented to them but with everything they
do.




1 * 1 * 1 * 1 = Beauty
1 * 1 * 1 * 0 = Failure
42

General theories of
Innovation
What you need to know The Theory
Big ideas are grown If you want to end up with big ideas, you must
begin by growing small ideas.
Winning companies have
improvement habits
If you can embed improvement habits in your
organization, you will be able to grow bigger
and better ideas.
Effective speed and effort make a
world of difference
If you cultivate a sense of urgency and a
culture of speed, you will grow ideas faster
and more effectively.




The ABCs is a method to make this
possible
44
COMMUNICATE
ALIGN BUILD CHECK SYSTEMS
a a a a Bigger Ideas, faster at lower risk
X a a a Chaos, wasted energy
a X a a Weak Ideas, small improvement
a a X a Resources wasted on bad ideas
a a a X Small wins, no big improvements
RESULTS

Recap + An important question..
• What is the link between the ABCs and Lean Start-up
• Why would someone want to add alignment to Lean ?

Source Success Rate
Frost & Sullivan, "Growth Process Toolkit: New Product
Development,” 2008. 1%
Andrew Campbell and Robert Park, ‘Stop Kissing Frogs,” Harvard
Business Review, July-August 2004. 1%
Dr. John Sviokla, “The Calculus of Commerce,” Diamond Cluster
International, Inc. 2004. 3%
Corporate Strategy Board, "Stall Points,” 1998. Cited in Clayton
Christensen and Michael Raynor, "The Innovator’s Solution,” , 2003. 5%
Andrew Campbell and Robert Park, ‘Stop Kissing Frogs,” Harvard
Business Review, July-August 2004. 10%
Kevin J. Clancy and Randy L. Stone, "Don’t Blame the Metrics,”
Harvard Business Review, June 2005. 10%
Corporate Strategy Board, "Overcoming Stall Points,” 2006. 10%
PriceWaterFlouseCoopers, "Shaking the Money-Tree,” slide 33, U.S.
Venture Liquidity 2001-2007, Q3 2008. 11%
Average 8%
Average Success Rate VC (2018) 11%
Dr. Robert G. Cooper, "Doing it Right,” Product Development
Institute Inc., 2006. 25%
A poster
child
Facts
Total
100 products launched 100
About 40% not doing a real job 60
About half not doing enough to get hired 30
About half hired profitablly 15
Successes 15
The hard math of Innovation

A simpler View
Easy
Kill
Not willing to pay
enough
(Hard kill)
Happy to pay for the
Value
Sad to Kill
a real JOB
willing
to PAY
not willing
to PAY
no JOB

Winners learn to do things better over time
And build different business models
Value Creation * Value Capture = Success

How do you capture value ?
Example… A car can’t drive
without a drive train, but they get
3% of the profits

The Power of Business model Innovation
Source: Deloitte Expert Interviews
2018
Operational Business model
Excellence Innovation Innovation
Original price 40,000 40,000 40,000
New Value 350 700
Total Price 40,000 40,350 40,700
Labor 15,000 15,000 15,000
Other Parts 18,000 18,000 18,000
Drive Train 2,100 2,100 2,100
Drive Train Extra Value 175 420
Total Costs 35,100 35,275 35,520
Their Margin 4,900 5,075 5,180
Base Margin 147 7% 147 7% 147 7%
Extra Value 150 20% 350 20%
Your Margin 147 297 497
Your share of margin 3% 6% 10%
You win with You bring Your bring more
low price and new value value and become
value and get a part a critical part of
the value chain

The Power of Business model Innovation
More margin for you
More margin for
partners
More consumer value
OPERATIONAL BUSINESS MODEL
EXCELLENCE INNOVATION
Original price 40,000 40,000 40,000
New Value 350 700
Total Price 40,000 40,350 40,700
Labor 15,000 15,000 15,000
Other Parts 18,000 18,000 18,000
Drive Train 2,100 2,100 2,100
Drive Train Extra Value 175 420
Total Costs 35,100 35,275 35,520
Their Margin 4,900 5,075 5,180
Base Margin 147 ## 147 ## 147 7%
Extra Value 150 ## 350 20%
Your Margin 147 297 497
Your share of margin 3% 6% 10%
You win with You bring You bring more
low price and new value value and become
value and get a part a critical part of
the value chain
INNOVATION

Question: Is Google an innovator or a
business model innovator ?
They created more
value
And captured value
There value capture was
the bigger innovation

A very important fact
Autonomy is negatively correlated with innovation results
Innovation Results
Low Cutomer High Customer
71
57
49
21
Low High Low High
Autonomy Autonomy
FocusFocus
In most companies, there is not
clarity on what they are doing for
customer (70% of companies)
People get lost in what they are
doing.

But not if you’re customer focused
Innovation Results
Low Cutomer High Customer
71
57
49
21
Low High Low High
Autonomy Autonomy
FocusFocus
In most companies, there is not
clarity on what they are doing for
customer (70% of companies)
People get lost in what they are
doing.
When customer focus is high.
Autonomy is positively correlated
with results.

Why … Needs first, not ideas first !
Success
rate *
* According to Strategyn research on outcome driven innovation…
5 - 10%
70%
Develop
a solution
Find
a need
Find
a market
IDEAS
first
Find
a need
Develop
a solution
Find
a market
NEEDS
first

What for who before how…
Ask how more value / value capture
Culture
Then get started with a clear mission
58

Objective
Working on the right things to start
Right Things
Wrong
Right Things
Right
Wrong things
Wrong
Wrong Things
Right

Doing the wrong things
right …
Makes you wronger
(RTW is better than WTR)

•SNCF
Reducing
Overcrowding on
Trains
A fast (very fast) case study

Details
•New construction in Paris –
demand now
•Traffic getting worse –
more demand soon
•No way to increase capacity
on specific lines
(e.g. Periphery to Paris)
Objective
How to reduce
standing or
feelings associated
with standing on
the train

Doing the wrong things
right …
Makes you wronger

Our commitments to you
Our parent company is a state-owned
industrial and commercial enterprise with a
public service mission (EPIC)—and we’re
proud of that.
As a linchpin—and architect—of shared
mobility, we work hard every day to keep
our promises to our customers.
•We serve the public.
Getting you there is our business.
•We make social progress a priority.
Our role has always been to promote
regional development and reduce regional
inequality.
•We offer fares that are right for you.
We’ve got specially designed solutions—
for large families, jobseekers, students
and more.
Get people
Where they need to
Go and reduce auto
traffic
A modern, efficient
railway network
A better, faster trip

What are the jobs of
people standing ?
(ways to solve their job)

What is my job ?
Example :
Expensive
prepared Dinner
Waterloo station
with flowers
I get
home
Apologize
and show
I care
So I
don’t
sleep on
the
couch
People only buy
products / services
to get
a job done
and they will pay
a lot more
to get
the right job done

Pick your core job(s)
Comfort during the trip
Take the Car
The energy I have when I
get to work
I go to work Make my travel easy Be fresh and happy
when I arrive at work
and home

Who Situatio n Objective Outco me H o w Jo b better
Daily Commuter I go to work
Make my travel less
tiring
Fresh and happy
when I arrive home
Fresher, Happier by
Who is
standing
now ?

Could we change how to
do things to deliver or
capture more value

The future ain’t what it used to be
First there was
a focus on
Then there was: Now companies need
INNOVATION BUSINESS MODEL
INNOVATION
How and what can be copied, systems are sustainable
HOW?
Focus on
effectiveness
And efficiency
WHAT?
Focus on new
customer value
WHAT? WHO?
HOW? WHY?
Focus on the entire
Value system
Operational
Excellence

The future ain’t what it used to be
First there was
a focus on
Then there was: Now companies need
INNOVATION BUSINESS MODEL
INNOVATION
How and what can be copied, systems are sustainable
HOW?
Focus on
effectiveness
and efficiency
WHAT?
Focus on new
customer value
WHAT? WHO?
HOW? WHY?
Focus on the entire
value system
Operational
Excellence

The basics
A business model
= 4 parts
A sustainable BM
is usually
different in at
least 2 ways
Step by step
76
Create , sell , capture value
WHO
WHA
T
WHY
value
HOW
Value
propositio
n
Profit
mechanis
m
Value
chain

How are things done now …
Subscriptions
Reduction
cards
Ord. tickets
Peak hour
Commuters
And other
Discount for
Frequent travel
some hourly
discounts
A seat 1st or
2nd class on a std
SNCF train
If we don’t change something, more people standing
will get more and more frustrated
Things that could be
changed
Type of tickets
Pricing
Train design
Perceptions of seating
Change how you stand
(chargers, TVs, desks,
etc)

Steal the best business models
55 pattern
cards, which
are able to
explain over
90% of all
business model
innovations in
the last 150
years
http://tiny.cc/BMICARDS

A ticket with a
Sit-down add on

How to use the cards…
Pick 3 at random and really think
about how you could change your
business to match

Your business model Innovation
subscriptions
Reduction
cards
Ord. tickets
Peak hour
Commuters
Discount for
Frequent travel
some hourly
discounts
A seat 1st or
2nd class
If we don’t change something more people standing
will get more and more frustrated

Culture is the thing that
makes everything
possible

Culture to make it happen
87
Public Service
Some desire to
innovate
More desire to
stay the same
Customer Centric
Willing to treat
different people
differently
Greed is good
See the value of
treating people
different
Build the Basics
now

Why you gotta communicate things
only 55%
of the middle managers can name even
1
of their company’s top five priorities

A tool to make things clear …
(Step #5)
89

Best Practice = 3 Clear objectives
• One Product Objective
• One Culture Objective
• One working smarter

TRUE Truly Simple
N
Narrative. Why it is
important (the story)
O Objective
R
Restrictions: We are not
interested in
T Tactical Constraints: No new capacity (already full)
H Here is the place to start
Product
objective

What for who before how…
Ask how more value /
value capture
Culture
Then get started with a
clear mission
92

Assignment
• Why is this work important before BUILD ?
• Complete alignment Canvas for Sprints
• Strategic Insights for Sprints
• Who has the job (who to focus on)
• How will you optimize the ability to deliver value
• How will you best capture value
• Culture you’ll need to create
• Your NEW True North

“Wendy’s Mission is to deliver superior quality
products and services for our customers and
communities through leadership, innovation and
partnerships.”
POWER OF THE
MISSION
STATEMENT

“Wendy’s Mission is to deliver
superior quality products and
services for our customers and
communities through
leadership, innovation and
partnerships.”
TRUE Truly Simple Healthy Fast Food
N
When consumers are looking for ordinary fast food
they have lots of choices; Wendys needs to be the
choice for healthy fast food
O Objective
Better and healthier food that consumers notice is
healthier and better. And they will talk about it
R
Restrictions: We are
not interested in
Being classfied as a health food place. For many health
food = no food
T Tactical Constraints:
The margin needs to be the same as before
H
Here is the place to
start
See Subways: Jared Campaign
Do people know what to do next?

The SPRINT Challenge
TRUE Truly Simple
A better way to build innovation habits using Sprint techniques and the
ABCS of Innovation
N
Building innovation habits is hard. Most companies focus on motivating
habit change. This doesn't work. The key to building habits is to
facilitate habit change. Through their active methods, sprints are
powerful ways to build skills and common methods. This is an
opportunity for habit change
O Objective
A new productizable sprint program that will help build positive
Innovation habits, launched when the CYCLES book is published
R
not interested in
New methods or techniques (we need to use what we have)
A program that needs to be adapted for each client/company
Actionable with your Team
A clear link to CYCLES and the ABCS of Innovation
Could be done at the time of the Cycles launch (Jan 2020)
A link to Sprint ideas AND building habits
No new methods of techniques (Cycles or "off the shelf")
Budget < 50K
H
start
Google Sprints
EXO Sprints
Innovation Engineering - Acceleration programs
The Fourth Method
Our first Thoughts
TRUE Truly Simple
N
O Objective
R
not interested in
Budget < 50K
H
start

Make Innovation
a habit *
Assume everything
on right is available
to you
You need to define
innovation in your group …
One Definition
Value Creation
AndValue Capture
Assets Available
• Innovation Assessment
• An international network of
freelancers (high-paid)
• An international network of
freelancers (low-paid)
• Innovation Certification
• Cycles content
• Partnerships:
• EIA
• Innovation Engineering
(OK)
• Exo-sprints (weak)
• Author 4th method (weak )
• Executive programs
(Berkeley + Chicago)

Who wants to make innovation a habit …
Who to focus on ?
Who Situation Objective Outcome Current Alternatives Meaningful Unique Score
Research Directors 0
CEOs 0
HR Directors 0
CFO's 0
Team Leaders 0
Division leaders 0
Innovation Directors 0
New Business Dev.
Director
0
Consultants already
working with the Co.
0

Delivered better via through business model innovation
Choose
An existing
Method or
combination of
methods
E.g.
Google Sprint
Exo Sprint
Innov. Eng
Fourth Method
Details Attached

Google Sprint Exo Sprint Innov. Eng Fourth Method
Solve a problem Wake up your organization More, better ideas fast
1 week Sprint / 1 problem 10 Weeks 5-day training 20 weeks
No real training / arrive and go 2-day kick off "wake up" Itensive kick off Ongoing training + workshops
1 maybe 2 external 2-Day suppport after 5 weeks Weekly Support
Lead the Sprint
Trained Google Sprint Leaders Exo Sprint leaders Trainined Innovation Engineers Trained Forth Facilitators
Sometimes led by local blackbelts
R& D CEOs CEOs CEOs
Project mnagers Innovation Directors HR Innovation Directors
Typically not an innovation manager
30 K for a Spring 400-600 K for a spring 15 K per person trained 75-150 K in consulting fees
Repeat Sprints 120 K for a Sprint
Board positions Company Systems
500-700K for a large company
Build an Innovation
management system
Value Extraction
but usually run by Innovation
Engineering
Plus a worlwide network of
consultants
What
How
Who

Disrupt
TWO-DAY IN-
PERSON
WORKSHOP 1
Define
TWO-DAY
IN-PERSON
WORKSHOP 2
Refine
ONE-DAY
IN-PERSON
WORKSHOP 3
Awake and
Align sessions
followed by
Research of
pain points,
technologies,
startups, &
macro trends
WEEK 1
Discover
WEEK 2
Ideate
WEEK 3
Experiment
WEEK 4
Assemble
WEEK 5
Disrupt
WEEK 6
Correct
WEEK 7
Prototype
WEEK 8
Validate
WEEK 9
Improve
Define ten
ExO
initiatives
per team
Run experiments
with clients &
prioritize four
initiatives per
team
Draft five-minute
pitches for each
initiative
Rehearse
pitches for
each initiative
and present
to disrupt
panel for
feedback
Corrections
& updates,
narrow down
to two
initiatives per
team
Build a
prototype or
MVP for each
initiative
Acquire
market
validation by
testing with
potential
customers
Improve
initiatives
based on
validated
learning
Rehearse
pitches and
present two
initiatives per
team to
leadership
VIRTUAL
COACHING
10-Week Format for the ExO Sprint
VIRTUAL COACHING
WEEK 10
Launch

See full description
Here:
https://finnkollerup.com/services/i
nnovation-projects/forth-
innovation-method/
Full Steam Ahead (5 weeks)
Observe and Learn (6 weeks)
Raise Ideas (2 weeks)
Test Ideas (3 weeks)
Homecoming (4 weeks)
Stage Full Steam Ahead (5
weeks)
Observe and Learn (6
weeks)
Raise Ideas (2 weeks) Test Ideas (3 weeks) Homecoming (4 weeks) Totals
5 6 2 3 4 20
Activities Innovation focus workshop Explore preparation
workshop
New product brainstorm Concept testing 4 mini new business case
workshops
Core team introductory
meeting
Exploring trends &
technology
Concept improvement
workshop
2nd concept improvement
workshop
Final presentation
Kick-off workshop Discovering
customer’s issues
Concept transfer workshop
Exploring innovation
opportunities
Four observe & learn
workshops
Deliverables Innovation assignment An open mind 500 – 750 ideas 3-5 best and improved tested concepts3-5 mini new business
cases
Ideation team Best innovation
opportunities
30 – 40 idea directions Effective ideation process
FORTH planning Understanding of
customer issues
12 concepts Innovative mindset
Departure document 12 improved concepts ready
for market research
Potential target groups
6 -10 innovation
opportunities
Days Low 10 15 4 6 12
Est. Budget 15000 22500 6000 9000 18000 70500
Days High 25 20 15 20 30
Est. Budget 37500 30000 22500 30000 45000 165000

The Big Idea… based
On 7 truths

Culture to make it happen
111
Imagine doing
This with your
current team

The Challenge
TRUE Truly Simple
A better way to build innovation habits using Sprint techniques and the
ABCS of Innovation
N
Building innovation habits is hard. Most companies focus on motivating
habit change. This doesn't work. The key to building habits is to
facilitate habit change. Through their active methods, sprints are
powerful ways to build skills and common methods. This is an
opportunity for habit change
O Objective
A new productizable sprint program that will help build positive
Innovation habits, launched when the CYCLES book is published
R
not interested in
New methods or techniques (we need to use what we have)
A program that needs to be adapted for each client/company
Budget < 50K
H
start
Google Sprints
EXO Sprints
Innovation Engineering - Acceleration programs
The Fourth Method
Our first Thoughts
TRUE Truly Simple
N
O Objective
R
not interested in
Budget < 50K
H
start

Some inspiration for you
Objective: help me remember you…

Work before the next class
As a Group
• Why is this work important before BUILD ?
• Complete alignment Canvas for Sprints
• Strategic Insights
• Who has the job (who to focus on)
• How will you optimize the ability to deliver value
• How will you best capture value
• Culture you’ll need to create
• Your NEW True North
Send to : bryan.course.eslsca@gmail.com
Individual
• Readings +video on spark
decks
• Link
• Your Introduction (link)
• Weekly Journal
http://tiny.cc/ESLSCA_journal

Pieter M.
Once upon a time, there was a boy not knowing what to do with his
life. Until one day, an extraterrestrial appeared and told him that
learning the cunning tricks of marketing could make him a
millionaire. Following up on the alien’s advice, he began his
marketing studies at the KUL.
My philosophy
Live the life you love, love the life you live.
Why doing things the hard way if there are far more easier ways to
do it?
A bit more...
He likes doing things out of the ordinary and would therefore wants
to be the first to market products in space. He also acknowledges
the fact of having a girlfriend from out of space is an important
plus. Only such a girlfriend has the power to look after him and to
keep him on the right track. Anything is possible, only if you set
your mind to it.

Anna K.
I came here on a Viking ship...
This Danish girl has always enjoyed school. She has been studying in many
different countries, which have given her an extra ordinary knowledge about other
nationalities and cultures.
She is an energetic and committed student with an excellent experience for other
cultures. She is a team player that takes initiative and motivates others.
Her Secrets...
It is always horrible to ruin the stereotype of a “Danish”. But the truth about this
Danish girl is...
• She can’t mention one single soccer player on the Danish national team.
• Shortly after she was born, her mermaid long tail shriveled up and the long
blond hair became discolored. Never in her life has she worn a helmet with
horns.
But the Danish girl’s Viking genes have not totally disappeared. The humor and
mentality is still there. She loves irony, especially when she is able to get away
with it!

CYCLES Course (2): Alignment

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