20130717 journey wageningen 1

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20130717 journey wageningen 1

  1. 1. Innovation Ecosystem Construction Worker Political Assistant Amsterdam Deputy Mayor Civil Servant Cinema Trendwatcher Knowledge Land PM Office Consultant Professor Climate-KIC
  2. 2. Talent & Knowledge Business Smart Money Government Policy Interaction
  3. 3. Talent & Knowledge Business Smart Money Government Policy Interaction
  4. 4. Talent & Knowledge Business Smart Money Government Policy Interaction 1891
  5. 5. Talent & Knowledge Business Smart Money Government Policy Interaction 1891 1939
  6. 6. Talent & Knowledge Business Smart Money Government Policy Interaction 1891 1941 1939
  7. 7. Talent & Knowledge Business Smart Money Government Policy Interaction 1891 1941 1951 1939
  8. 8. Talent & Knowledge Business Smart Money Government Policy Interaction 1891 1941 1951 1939 1958
  9. 9. Innovation & Entrepreneurship July 17th 2013, Journey Wageningen
  10. 10. Innovation & Entrepreneurship July 17th 2013, Journey Wageningen @fnauta
  11. 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
  12. 12. 0 This is a revolutionary time
  13. 13. Innovation is brutal Fisker $ 1.200 M Better Place $ 850 M A123 350 + ? M Solyndra 1.000 Miasole 450 VPG 400 Coda 320
  14. 14. 1 Innovation
  15. 15. What is innovation? "Innovation is creativity with a job to do" John Emmerling
  16. 16. 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.
  17. 17. What is innovation? People creating value through the implementation of new ideas Herman D'hooge, Intel
  18. 18. What is innovation? People creating value through the implementation of new ideas Herman D'hooge, Intel
  19. 19. The problem with innovation: the best ideas don't win!
  20. 20. Five success factors 1. Comparative advantage 2. Compatibility 3. Complexity 4. Testability 5. Visibility
  21. 21. Five success factors 1. Comparative advantage 2. Compatibility 3. Complexity 4. Testability 5. Visibility
  22. 22. Exercise
  23. 23. Exercise • Groups of 4 to 5 students • Analyse it with Rogers 5 factors • Group discussion after break
  24. 24. Five success factors 1. Comparative advantage 2. Compatibility 3. Complexity 4. Testability 5. Visibility
  25. 25. Do people resist change?
  26. 26. Some people love change 2% innovators 14% early adopters 34% early majority 34% late majority 16% laggards source: Everett Rogers, 2001
  27. 27. Some people love change 2% innovators 14% early adopters 34% early majority 34% late majority 16% laggards source: Everett Rogers, 2001
  28. 28. ...others not so much Nerds Visionairy Pragmatic Conservative Sceptic { 'Valley of Death'
  29. 29. Further reading • Rogers - Diffusion of Innovations • Moore - Crossing the Chasm
  30. 30. Dynamics of Innovation
  31. 31. Innovation is a puzzle 1873 1882 1899
  32. 32. Tablet Computer
  33. 33. GridPad
  34. 34. Innovation is a puzzle 1989
  35. 35. Innovation is a puzzle 1989 1996
  36. 36. Innovation is a puzzle 1989 1996 2001
  37. 37. Innovation is a puzzle 1989 1996 2001 2010
  38. 38. Innovation is a puzzle 1989 1996 2001 2010 2007
  39. 39. Further reading • On the Origin of Species - Darwin • Mastering the Dynamics of Innovation - Utterback • Adapt - Tim Harford
  40. 40. 2 Startups
  41. 41. What is entrepreneurship?
  42. 42. 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
  43. 43. 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
  44. 44. What is a startup? • Temporary organization • designed to search • for a repeatable • and scalable business model Blank, 2012
  45. 45. What is a startup? A very risky and extremely powerful innovation tool Nauta, 2013
  46. 46. Very Risky... Fisker $ 1.200 M Better Place $ 850 M A123 350 + ? M Solyndra 1.000 Miasole 450 VPG 400 Coda 320
  47. 47. It's how all big companies start
  48. 48. IBM
  49. 49. 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
  50. 50. IBM & startup
  51. 51. Toshiba T-1100: Intrapreneurs
  52. 52. Excellent resources • paulgraham.com/articles.html • WIRED Y-combinator article • www.steveblank.com • techcrunch.com • FastCompany.com • WIRED.com • www.businessmodelgeneration.com
  53. 53. Excellent resources • blog.cleantech.com • ecorner.stanford.edu - Stanford Technology Ventures Program podcast (also video) • www.ted.com
  54. 54. Further reading • Startup Owners Manual - Steve Blank • Founders at Work - Livingston • Raising Verture Capital for Serious Entrepreneurs - Berkery
  55. 55. 3 Everything is negotiable
  56. 56. 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...'
  57. 57. 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
  58. 58. 4 Business Model
  59. 59. 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.
  60. 60. 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]
  61. 61. Intermezzo How to have impact
  62. 62. Grit! 'Grit is stamina and perseverance for very long term goals' 'Grit is living life like it's a marathon, not a sprint'
  63. 63. 6 How we can work together
  64. 64. How we can work together • Interships at Climate-KIC startups • Interships in China, India and USA • ARPA-E conference 2014 • Do a startup!!!
  65. 65. Interships ShanghaiBengaluruSilicon Valley Boston Silicon Valley
  66. 66. I wish you lots of grit on your Journey... @fnauta

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