Venture Lab UT Austin

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This is the slide deck used by James Barlow at NCIIA's VentureLab UT Austin, a 5-day venture acceleration workshop for 16 social ventures throughout the U.S. For more on the workshop, visit: http://www.invention2venture.org/venturelabaustin/
For more on James Barlow, visit: http://nciia.org/people
For more on NCIIA: http://www.nciia.org

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Venture Lab UT Austin

  1. 1. Social  Innova+on  Bootcamp  -­‐  UT     January  12th  –  16th  2012  
  2. 2. SIBC/VentureLab  •  2-­‐way  street  •  Enhanced  explora+on  •  Ah-­‐ha  Board  •  WTF?!  Board  •  Test  and  judge  purely  by  results  •  Be  on  +me  •  Help  wherever  you  can   ©  C  James  Barlow  2010  
  3. 3. ©  C  James  Barlow  2010  
  4. 4. SIBC/VentureLab  •  Human  Opera+ng  system  1.0   •  Evolving  winning  strategies   –  Innova+ve  thinking   –  Maintaining  flexibility   –  Strategy   –  360  degree  thinking  •  Understanding  problems  and   –  Building  commercial     impact   momentum   –  Solving  the  right  parts  of  the   •  Ac+on  plan   problem   –  Delivering  value  where  it’s   –  Next  steps   needed   –  Cri+cal  success  factors  •  Strategy  Mapping   •  Presen+ng  with  impact   –  Rapid  prototyping  of  new  ideas   –  Communica+ng  the  value   –  Applying  design  thinking  to   proposi+on   strategy   –  Sales    
  5. 5. Comfort   Zone   ©  C  James  Barlow  2010  
  6. 6. Stretch  Zone   Comfort   Zone   ©  C  James  Barlow  2010  
  7. 7. Panic  Zone  Stretch  Zone   Comfort   Zone   ©  C  James  Barlow  2010  
  8. 8. Panic  Zone   Comfort   Zone   ©  C  James  Barlow  2010  
  9. 9. Panic  Zone  Stretch  Zone   Comfort   Zone   ©  C  James  Barlow  2010  
  10. 10. Stretch  Zone   Comfort   Zone   ©  C  James  Barlow  2010  
  11. 11. ©  C  James  Barlow  2010  
  12. 12. ©  C  James  Barlow  2010  
  13. 13. ©  C  James  Barlow  2010  
  14. 14. ©  C  James  Barlow  2010  
  15. 15. ©  C  James  Barlow  2010  
  16. 16. ©  C  James  Barlow  2010  
  17. 17. ©  C  James  Barlow  2010  
  18. 18. ©  C  James  Barlow  2010  
  19. 19. ©  C  James  Barlow  2010  
  20. 20. Visual Notes ©  C  James  Barlow  2010  
  21. 21. Back  of  the  Napkin   ©  C  James  Barlow  2010  
  22. 22. Apples,  apples  everywhere  •  Apple   •  Apple  pie  •  Apple  tree   •  Instruc+ons  for  Apple  Pie  •  Orchard   •  Details  of  inside  an  apple  •  Texture  and  detail   •  Compare  it  to  other  fruits  •  Nutri+ous/good  for  you   •  Apple  life  cycle  
  23. 23. Customer   Value  Product/   Situa+on   service   ©  C  James  Barlow  2010  
  24. 24. Customer   Value  Product/   Situa+on   service   ©  C  James  Barlow  2010  
  25. 25. Customer   Value  Product/   Situa+on   service   ©  C  James  Barlow  2010  
  26. 26. Customer   Value  Product/   Situa+on   service   ©  C  James  Barlow  2010  
  27. 27. Customer   Value  Product/   Situa+on   service   ©  C  James  Barlow  2010  
  28. 28. ©  C  James  Barlow  2010  
  29. 29. ©  C  James  Barlow  2010  
  30. 30. Framing  the  problem  What  is  the   What  is  the  best  way  to   best  way  to  improve  this   catch  mice?  mousetrap?   ©  C  James  Barlow  2010  
  31. 31. Value  Proposi+ons  •  New  needs   •  Brand  •  Performance/efficiency   •  Price  •  Customiza+on   •  Cost  reduc+on  •  Gebng  the  job  done   •  Risk  reduc+on  •  Design   •  Accessibility   •  Convenience  
  32. 32. Customer   Value  Product/   Situa+on   service   ©  C  James  Barlow  2010  
  33. 33. Customer   Value  Product/   Situa+on   service   ©  C  James  Barlow  2010  
  34. 34. Customer   Value  Product/   Situa+on   service   ©  C  James  Barlow  2010  
  35. 35. Customer   Value  Product/   Situa+on   service   ©  C  James  Barlow  2010  
  36. 36. What  is  the  most  simple    way  of  looking  at  this?  
  37. 37. What  is  the  most  simple     What  is  the    way  of  looking  at  this?   desired     end  goal?  
  38. 38. What  is  the  most  simple     What  is  the    way  of  looking  at  this?   desired     end  goal?   What  can  it  be   compared  to?  
  39. 39. What  is  the  most  simple     What  is  the    way  of  looking  at  this?   desired     end  goal?   What  can  it  be   compared  to?   What  is  the   current  process?  
  40. 40. What  is  the  most  simple     What  is  the    way  of  looking  at  this?   desired     end  goal?   What  can  it  be   compared  to?   What  is  the   current  process?   What  is  changeable?  
  41. 41. What  is  the  most  simple     What  is  the    way  of  looking  at  this?   desired     end  goal?   What  can  it  be   compared  to?   What  is  the   current  process?   What  is  changeable?   What  cannot   be  changed?  
  42. 42. What  is  the  most  simple     What  is  the    way  of  looking  at  this?   desired     end  goal?   What  can  it  be   compared  to?   What  is  the   current  process?   What  is  changeable?   What  cannot   be  changed?  
  43. 43. Value   Customer  
  44. 44. Product   Customer  
  45. 45. Service   Customer  
  46. 46. Ac+vi+es  Resources   Value   Customer   Payment  
  47. 47. Umbrellas  Supplier  Storage   Inventory   Machine   Customer   Umbrellas   Retailer  
  48. 48. Umbrellas   Vehicle   Maintenance  Supplier   Re-­‐fill  Storage   Inventory   Machine   Customer   Umbrellas   Retailer  
  49. 49. ©  C  James  Barlow  2010  
  50. 50. People   Ac+vi+es   Resources   Products/ services   People   Places   Resources   Products/ People   Places   Resources   Products/ services  People   Places   Resources   Products/ services   People   Places   Resources   Products/ services   People   Places   Resources   services   Products/People   Acitvi+es   Resources   services   Products/ services   People   Ac+vi+es   Resources   Products/ services   ©  C  James  Barlow  2010  
  51. 51. The  problem  is……  •  What  is/are  the  issue(s)  •  Who  does  it  affect?  •  How  does  it  affect  them?  •  Who  else  is  affects  directly/indirectly?  •  What  are  the  causes?   ©  C  James  Barlow  2010  
  52. 52. Customer   Value  Product/   Situa+on   service   ©  C  James  Barlow  2010  
  53. 53. Customer   Value  Product/   Situa+on   service   ©  C  James  Barlow  2010  
  54. 54. Customer   Value  Product/   Situa+on   service   ©  C  James  Barlow  2010  
  55. 55. ©  C  James  Barlow  2010  
  56. 56. ©  C  James  Barlow  2010  
  57. 57. 1  Million  ¼”  diameter    steel  ball  bearing  balls   ©  C  James  Barlow  2010  
  58. 58. Idea  Genera+on  Rules  •  Quan+ty  Vs  Quality  •  No  bad  Ideas  •  One  idea  per  post-­‐it  •  Call  it  out  as  you  put  it  on  the  table  •  Use  the  ideas  of  others  as  crea+ve  s+mulus   ©  C  James  Barlow  2010  
  59. 59. 1  Million  ¼”  diameter    steel  ball  bearing  balls   ©  C  James  Barlow  2010  
  60. 60. CORRECTLY  join  together  as   many  pieces  of  the  puzzles  as   you  can  in  the  +me  given.  ©  C  James  Barlow  2010  
  61. 61. ©  C  James  Barlow  2010  
  62. 62. ©  C  James  Barlow  2010  
  63. 63. ©  C  James  Barlow  2010  
  64. 64. ©  C  James  Barlow  2010  
  65. 65. Business   Model  Process   Innova+on   Product   Posi+oning   ©  C  James  Barlow  2010  
  66. 66. Bicycles   Vehicle   Maintenance  Supplier   Stock   mgmt   Vending  Storage   Bicycles   points   Customer  
  67. 67. Bicycles   Vehicle   Maintenance  Supplier   Stock   mgmt   Vending  Storage   Bicycles   points   Customer   Per  Use   Rental   period   Monthly  
  68. 68. Bicycles   Vehicle   Maintenance  Supplier   Stock   mgmt   Vending  Storage   Bicycles   points   Customer   Per  Use   Rental   period   Adver+zing   Monthly  
  69. 69. Total  Cost  -­‐    $1.10   ©  C  James  Barlow  2010  
  70. 70. Bat  costs  $1  more  than  the  ball   ©  C  James  Barlow  2010  
  71. 71. How  much  does  the  ball  cost?   ©  C  James  Barlow  2010  
  72. 72. ©  C  James  Barlow  2010  
  73. 73. Umbrellas   Vehicle   Maintenance  Supplier   Re-­‐fill  Storage   Inventory   Machine   Customer   Umbrellas   Retailer   Loca+on  
  74. 74. Dirty   Water  Villager  
  75. 75. Home  Filtra+on   Dirty   Carbon   Water  Filter  Unit   Carbon   Filters   Clean   Water  Villager  
  76. 76. Home   Filtra+on   Dirty   $24   Carbon   Water   Filter  Unit   3-­‐6   $8   months   Carbon   Filters   Clean   Water   53%  <    Rs  2000/month   Villager  
  77. 77. Home  Filtra+on   Dirty   Carbon   Water  Filter  Unit   Electricity   Carbon   Filters   Land   Quality   Assurance   Clean   (QA)   Water   Village   Filtra+on   Clean   12L   development   commiqee   plant   Water   Container  Villager   Maintenance   Operators   and  staff  x  5   Op+onal   Delivery  
  78. 78. Home  Filtra+on   Dirty   Carbon   Water  Filter  Unit   Electricity   Carbon   Filters   Every  2   Land   Quality   weeks   Assurance   Clean   (QA)   Water   Covers  2-­‐3   b/e  @500/day   $15k   Villages   @Rs1.5   Village   Filtra+on   Clean   12L   development   commiqee   plant   Water   Container  Villager   Maintenance   Operators   and  staff  x  5   Op+onal   Delivery  
  79. 79. Home   Filtra+on   Dirty   $24   Carbon   Water   Filter  Unit   3-­‐6   Electricity   $8   months   Carbon   Filters   Every  2   Land   Quality   weeks   Assurance   Clean   (QA)   Water   Covers  2-­‐3   b/e  @500/day   $15k   Villages   @Rs1.5   Village   Filtra+on   Clean   12L   53%  <   development    Rs  2000/month   commiqee   plant   Water   Container   Villager   Maintenance   Operators   and  staff  x  5   Op+onal   Delivery  
  80. 80. ©  C  James  Barlow  2010  
  81. 81. ©  C  James  Barlow  2010  
  82. 82. ©  C  James  Barlow  2010  
  83. 83. Radical   Business   as  usual   Business   as  usual   Problem   Business   as  usual   Different   Different   ©  C  James  Barlow  2010  
  84. 84. Delivering  Value  •  How  do  we  raise  awareness  about  our  product(s)   and/or  service(s)?  •  How  do  we  help  customers  evaluate  our  Value   Proposi+on?  •  How  do  we  allow  customers  to  purchase?  •  How  specifically  do  we  deliver  the  Value   Proposi+on  to  customers  (and  end  user  if   different)?  •  How  do  we  provide  post-­‐purchase  customer   support?   ©  C  James  Barlow  2010  
  85. 85. Which  means  that…  F1   B1   B2   B3   ©  C  James  Barlow  2010  
  86. 86. F1   B1  F2   B2  F3   B3  F4   B4   ©  C  James  Barlow  2010  
  87. 87. N1   N2   N3   N4  ©  C  James  Barlow  2010  
  88. 88. Their   assump+ons   Their   Their    conven+ons   beliefs   A  different   perspec+ve   Their   Their   expecta+ons   experiences   ©  C  James  Barlow  2010  
  89. 89. F1   B1   N1  F2   B2   N2  F3   B3   N3  F4   B4   N4   ©  C  James  Barlow  2010  
  90. 90. B1   N1  B2   N2  B3   N3  B4   N4   ©  C  James  Barlow  2010  
  91. 91. Are  you  sibng  comfortably….   ©  C  James  Barlow  2010  
  92. 92. The  Magic  Number…..  •  What  are  the  THREE  key  messages  you  want   to  communicate?  •  How  can  you  communicate  these  THREE   things  most  effec+vely?  •  How  would  you  show  this  on  a  slide?   ©  C  James  Barlow  2010  
  93. 93. ©  C  James  Barlow  2010  
  94. 94. Wordsmithing  tools  •  Ar+culate  the  core  of  the   •  Enrich  the  story  with   idea,  simply  and  elegantly   sensory  informa+on  •  Surprises  create  a  hook  of   •  Help  people  feel   interest   something,  to  empathise  •  Find/open  a  knowledge   with  the  situa+on   gap   •  Take  people  on  a  journey  •  Violate  expecta+ons     that  they  can  associate  •  Derail  habitual  trains  of   with   thought   •  Unless  you  have  obvious  •  Paint  clear  pictures   authority,  your  ideas   need  to  carry  their  own  •  Use  human  ac+ons  as  a   credibility   narra+ve    
  95. 95. Idea   Idea   Idea  Idea   Idea   Idea   Core   Idea  Idea   theme   Idea   Idea   Idea   Idea   Idea   Idea   ©  C  James  Barlow  2010  
  96. 96. ©  C  James  Barlow  2010  
  97. 97. ©  C  James  Barlow  2010  
  98. 98. ©  C  James  Barlow  2010  
  99. 99. Wordsmithing  tools  •  Ar+culate  the  core  of  the   •  Enrich  the  story  with   idea,  simply  and  elegantly   sensory  informa+on  •  Surprises  create  a  hook  of   •  Help  people  feel   interest   something,  to  empathise  •  Find/open  a  knowledge   with  the  situa+on   gap   •  Take  people  on  a  journey  •  Violate  expecta+ons     that  they  can  associate  •  Derail  habitual  trains  of   with   thought   •  Unless  you  have  obvious  •  Paint  clear  pictures   authority,  your  ideas   need  to  carry  their  own  •  Use  human  ac+ons  as  a   credibility   narra+ve    
  100. 100. The  problem  is……  •  Facts     –  Are  they  REALLY?   –  What  is  the  source?   –  How  can  you  validate  them?  •  Opinions   –  Who  gave  them?   –  How  well  qualified  are  they  to  give  them?   –  What  counter-­‐opinions  are  out  there?  •  Guesses   –  Call  ‘em  out!   –  What  is  the  basis  for  guess?   –  What  logic  or  assump+ons  have  you  made?   –  What  is  the  margin  for  error?   ©  C  James  Barlow  2010  
  101. 101. 13  “mission  cri+cal”  things  •  What  HAS  to  happen?  •  Who  can  help?  •  How  can  they  help?  •  Who  do  you  need  to  speak  to?  •  What  specifically  does  this  help  you  to   achieve?  •  How  does  this  help  you  build  commercial   momentum?     ©  C  James  Barlow  2010  

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