Shares insight for building an entrepreneurial mindset.

1. Entrepreneurial Leadership
Discovering New Business Models | The Entrepreneurial Mindset
06.15.15 | OGSM Accelerator
Dr. Michael Burcham
michael@michaelburcham.com
www.michaelburcham.com
615.400.7662

2. 87% Have Gone Out of
Existence
Of the Firms Listed in 1955

3. The Lifespan of a Successful S&P 500
67Years
1920’s
15Years
Today

4. The Law of Disruption
While People Change Incrementally, Technology Improves
EXPONENTIALLY

5. When an industry faces disruption, companies often fail to
appreciate quickly enough the nature, extent, and velocity
of the changes taking place.
They bring new business models.
They leverage new technologies.
They are highly disruptive.
WHY? Disruptions start at an industry’s edge, among small
companies that provide specialized value to emerging
customer segments

6. Only
37% of individuals think their organization is innovative…

7. Yet79%
work environments.
would
feel
motivated
by
innovative

8. THE INNOVATION SEQUENCE

9. Mobile, Social, Camera, Sensors, Cloud and Data
$36 Trillion in stock market value is up for
RE-IMAGINATION

10. vs.
Why This Might
Fail
Why This Might
Work
THE ENTREPRENEURIALMINDSET

11. YOU WERE
This doesn’t mean you were born to start companies. In fact, most
people shouldn’t start companies. But the will to create is encoded in
human DNA. And creation is the essence of entrepreneurship.
BORN AN ENTREPRENEUR
Gain a Competitive
Edge
Grow Your
Business
Unit
Expand Your
Network

12. THE ENTREPRENEURIALMINDSET
TO GROW | Think Small & Move Fast
The companies that operate in this manner are sure to emerge as the
leaders in the next decade.

13. CULTIVATING AN
ENTREPRENEURIALMINDSET
Whether you work for a 10-person company, a giant multinational
corporation, a not-for-profit, government agency or any type of organization
in between
to seize the new opportunities and
meet the challenges of today’s market
we need to think and act like we’re running a startup.

14. WHY DO WE NEED AN
ENTREPRENEURIALMINDSET?
• We are all making decisions with limited information
• In a time-compressed and resource limited environment
• There are no guarantees or safety nets
• We take on a certain amount of risk
• Competition is changing
• The market is changing
• Product and Service lifecycles are shorter and shorter

15. Develop your own
competitive advantage by
combining 3 puzzle pieces:
1. Your
Assets
Your
Aspirations
The
Market
Realities
THE TOOL KIT TO DEVELOP AN
ENTREPRENEURIALMINDSET

16. The next “New Thing” happens because we see
in our peripheral vision emerging opportunities
We Can Almost Feel The Change

17. THE NEXT NEW THING | BEGINS WITH A DREAM

18. 1.PRODUCT
5. KEY INGREDIENTS
6. PARTNERS
7. ESSENTIAL RECIPE
8. COST MODEL 9. REVENUE MODEL
2. CUSTOMER
4. INTIMACY
3.DISTRIBUTION
Company Name Version Number Date
THE IDEA FRAME | WHAT IF

19. There are 7 core business model types
from which every business model
is created.
BUSINESS MODELS | 7 CORE TYPES

20. Plan to Adapt. Use the ABZ
method so that you can
adapt based on feedback
and lessons learned.
2.
THE TOOL KIT TO DEVELOP AN
ENTREPRENEURIALMINDSET

21. THE BUSINESS JOURNEY
THERE’S NO STRAIGHT LINE FROM “A” TO “B”

22. Most Companies & Strategies are “off” by 10 Degrees
… So are most of the competitors
Closing the Gap Defines Success

23. Build real, lasting relationships and deploy these into a
powerful professional network built on trust.
3.
THE TOOL KIT TO DEVELOP AN
ENTREPRENEURIALMINDSET

24. BUILD & MANAGE
YOUR PROFESSIONAL NETWORK
A Successful Leader has to have a broader horizon that goes outside the
business. And the only way you are going to get that broader perspective is
to make sure that you are out there in your networks.
In those networks you pick up information and
bring it back into the business.

25. THE TOOL KIT TO DEVELOP AN
ENTREPRENEURIALMINDSET
Develop a method to evaluate options and ideas to
determine the best new products and services for your
organization.
4.

27. LEADERSHIP DECISION MAKING
REQUIRES AN ENTREPRENEURIAL MINDSET
Napkin Sketch Canvas Business Case Field Test

28. Competitive Advantage | our ability to outperform our competitors:
Valuable, Rare, Sustainable, Hard to Imitate.
THE HALO
VALUE CREATIONFOR OUR CUSTOMERS
V = Value to consumer
P = Price
C = Costs of production
C
P – C = Margin
V – P = Halo

29. V – P = Halo
C
Raising Prices | Destroys the Halo – unless new value to the customer is
added in the process. That value must be meaningful to the customer.
THE HALO
VALUE CREATIONFOR OUR CUSTOMERS
V = Value to consumer
P = Price
C = Costs of production
P – C = Margin

30. This Present Moment used to
be the Unimaginable Future
Stewart Brand
The Clock of the Long Now

31. CONTACT INFORMATION
Dr. Michael R. Burcham
c. 615.400.7662
e. michael@michaelburcham.com
w. www.michaelburcham.com
t. www.twitter.com/michaelrburcham
l. www.linkedin.com/in/michaelburcham
Handouts Available: www.slideshare.net/michaelburcham