Creativity &Innovation        Ramon Vullings        RamonVullings.com
Ramon Vullings                                                                                            ideaDJinnovation...
ideaDJ.com
CreativityToday.net
The travel story?See: www.twinkeling.com/sinaasappelparadijs
Roadmap of today
creativity    &innovation         www.21Lobsterstreet.com
87,3% of statistics are lies
Perception!
Our thinking system works:• Fast• Correct• Context dependable• Our thinking system is ‘lazy’
Yes… lazy!
Toegepaste creativiteit:3 vormen van innovatie
products & services     process      culture     (how we innovate)                         www.21Lobsterstreet.com
Square melons
creativity
Selection &Situation   Idea generation                    Solution ?                              implementation
divergence     convergence  quantity         quality imagination     judgement  intuition         logic    wild         sy...
Preparation: the main questionIs it a real question?Sometimes it is a lack of …• Vision• Information• Motivation• Courage•...
divergence... using techniques   ideas                       time
Changing one’sperspective is a       mindset
Look out for the idea killers                                www.ideakillers.net
Focus on ideasYou think of nice new ideas, yet                                                                          YE...
Shout it out!         Impossible to implement                                                  how ?                      ...
relevant ideas ideas                               Next practices           Best           practices                      ...
FUTURE
Dieter Rams   Jonathan Ive                Apple
OK, we’re out, now what ?
blue oceans
“Market boundaries are notgiven they are reconstructedby the actions & beliefs ofindustry players”
Opportunity Scouting                www.21Lobsterstreet.com
Opportunity shower                     www.21Lobsterstreet.com
Cold shower: Which opportunities did you(as individual / organisation)            miss?
Luke warm shower: Which opportunities did you(as individual / organisation)       not grab fully?
Hot shower: Which opportunities did you(as individual / organisation)     really capatalize on?
‘You cant stop the waves,  but you can learn to surf’        - Jon Kabat-Zinn -
TheBusinessModelCanvas
9   Building    Blocks
key       value          customer / stakeholder            activities   proposition       relationships     key           ...
Day     Month   Year                                                                                                      ...
Opportunity domainsFocus on the ‘Big Picture’ThemesIssues...
“The difficulty lies not in        the new ideas...…but in escaping from        the old ones.”                    John	  M...
Sta keho lderPe rspe ctive
Reducing risk aversion
caution..?
reducing risk aversionvoorzichtigheidsreductiereduction de précaution
Reducing risk aversion       1. Think	       2.	Feel       3. Trust
innovation      = letting go
The ability to let go is just as         important as being able to generate                     new ideas.Letting go!
risk = recklessvoorzichtig = onvoorzichtigprécaution = inconsidéré
Ideas are nothing, all you need is...
Passion
reducing   risk aversion
to achieve   inhibition lowering
mistake ?
mistakes?   preventablecomplexity related    intelligent
nearling ?
nearling        “ A nearling is a positive word for something            that you did with the right intentions,       whi...
Be proud!You can be proud of nearlings because:1. You started an initiative2. You may have moved others3. Maybe it let you...
nearling !   nearling.com
DYAD
Ramon Vullings                                                                                            ideaDJinnovation...
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
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Opportunity Scouting - Creativity & Innovation - Ramon Vullings

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  • Very nice and practical to me. Will you please send a copy to maryamnikmaram@ymail.com ?
    Thank you.
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Opportunity Scouting - Creativity & Innovation - Ramon Vullings

  1. 1. Creativity &Innovation Ramon Vullings RamonVullings.com
  2. 2. Ramon Vullings ideaDJinnovation - keynote supportconsulting - enhance audience experience master of - custom real-time inspiration for events- leadership & strategy advice- business model Innovation interaction innovation inspiration- make innovation happen - keynote speaking - linking content with activity innovate for real - engage large audiences engage people RamonVullings.com
  3. 3. ideaDJ.com
  4. 4. CreativityToday.net
  5. 5. The travel story?See: www.twinkeling.com/sinaasappelparadijs
  6. 6. Roadmap of today
  7. 7. creativity &innovation www.21Lobsterstreet.com
  8. 8. 87,3% of statistics are lies
  9. 9. Perception!
  10. 10. Our thinking system works:• Fast• Correct• Context dependable• Our thinking system is ‘lazy’
  11. 11. Yes… lazy!
  12. 12. Toegepaste creativiteit:3 vormen van innovatie
  13. 13. products & services process culture (how we innovate) www.21Lobsterstreet.com
  14. 14. Square melons
  15. 15. creativity
  16. 16. Selection &Situation Idea generation Solution ? implementation
  17. 17. divergence convergence quantity quality imagination judgement intuition logic wild systematic diversity consistency
  18. 18. Preparation: the main questionIs it a real question?Sometimes it is a lack of …• Vision• Information• Motivation• Courage• Skills
  19. 19. divergence... using techniques ideas time
  20. 20. Changing one’sperspective is a mindset
  21. 21. Look out for the idea killers www.ideakillers.net
  22. 22. Focus on ideasYou think of nice new ideas, yet YELLOW ideas Impossible to implement - Ideas for the futureyou go for the old ones (known - dream, challanges - stimulation for the brainsolutions). To prevent that, a - tomorrow’s red ideasclassification can be made usinga matrix: the COCD-box*.The matrix has 2 axis: BLUE ideas RED ideas1. Originality - easy to implement - innovative ideas Easy to implement - low risks - breakthrough2. Ease of implementation - high acceptibility - exciting ideas - done before - can be implemented Normal ideas Original ideas* = COCD means: Centre for Development of Creative Thinking
  23. 23. Shout it out! Impossible to implement how ? now wow ! Easy to implement Normal ideas Original ideas
  24. 24. relevant ideas ideas Next practices Best practices time Craziness!
  25. 25. FUTURE
  26. 26. Dieter Rams Jonathan Ive Apple
  27. 27. OK, we’re out, now what ?
  28. 28. blue oceans
  29. 29. “Market boundaries are notgiven they are reconstructedby the actions & beliefs ofindustry players”
  30. 30. Opportunity Scouting www.21Lobsterstreet.com
  31. 31. Opportunity shower www.21Lobsterstreet.com
  32. 32. Cold shower: Which opportunities did you(as individual / organisation) miss?
  33. 33. Luke warm shower: Which opportunities did you(as individual / organisation) not grab fully?
  34. 34. Hot shower: Which opportunities did you(as individual / organisation) really capatalize on?
  35. 35. ‘You cant stop the waves, but you can learn to surf’ - Jon Kabat-Zinn -
  36. 36. TheBusinessModelCanvas
  37. 37. 9 Building Blocks
  38. 38. key value customer / stakeholder activities proposition relationships key customerpartners segments cost revenuestructure key streams resources channels images by JAM
  39. 39. Day Month Year No. Stakeholders &Who are our Key Partners?Who are our key suppliers? What Key Activities do our Value Propositions require? Our Distribution Channels? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Customer Segments For whom are we creating value? Who are our most important customers?Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? For whom are we creating value? How costly are they? Who are our most important stakeholders & customers? What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? 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?What are the most important costs inherent in our business model? For what value are our customers really willing to pay?Which Key Resources are most expensive? For what do they currently pay?Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. & www.creativitytoday.net 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.
  40. 40. Opportunity domainsFocus on the ‘Big Picture’ThemesIssues...
  41. 41. “The difficulty lies not in the new ideas...…but in escaping from the old ones.” John  Maynard  Keynes
  42. 42. Sta keho lderPe rspe ctive
  43. 43. Reducing risk aversion
  44. 44. caution..?
  45. 45. reducing risk aversionvoorzichtigheidsreductiereduction de précaution
  46. 46. Reducing risk aversion 1. Think 2. Feel 3. Trust
  47. 47. innovation = letting go
  48. 48. The ability to let go is just as important as being able to generate new ideas.Letting go!
  49. 49. risk = recklessvoorzichtig = onvoorzichtigprécaution = inconsidéré
  50. 50. Ideas are nothing, all you need is...
  51. 51. Passion
  52. 52. reducing risk aversion
  53. 53. to achieve inhibition lowering
  54. 54. mistake ?
  55. 55. mistakes? preventablecomplexity related intelligent
  56. 56. nearling ?
  57. 57. nearling “ A nearling is a positive word for something that you did with the right intentions, which has not (yet) led to the expected result. ”The reasons for nearlings not to succeed can be diverse:• the circumstances have changed• a better option has been chosen• you made an error• faith decided differently• there suddenly were other priorities•...
  58. 58. Be proud!You can be proud of nearlings because:1. You started an initiative2. You may have moved others3. Maybe it let you to something that was successful4. You need many nearlings, for a few successes5. You learned from it6. ...We want to contribute to increase the international innovative culture andentrepreneurship by introducing this word.The nearling emphasizes that initiatives are almost ALWAYS valuable, even ifthey don’t lead to the expected result (directly). Share your nearlings at: www.nearling.com
  59. 59. nearling ! nearling.com
  60. 60. DYAD
  61. 61. Ramon Vullings ideaDJinnovation - keynote supportconsulting - enhance audience experience master of - custom real-time inspiration for events- leadership & strategy advice- business model Innovation interaction innovation inspiration- make innovation happen - keynote speaking - linking content with activity innovate for real - engage large audiences engage people RamonVullings.com

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