• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Opportunity Scouting  - Creativity & Innovation - Ramon Vullings
 

Opportunity Scouting - Creativity & Innovation - Ramon Vullings

on

  • 1,934 views

 

Statistics

Views

Total Views
1,934
Views on SlideShare
1,821
Embed Views
113

Actions

Likes
8
Downloads
1
Comments
0

2 Embeds 113

http://www.ramonvullings.com 111
http://www.linkedin.com 2

Accessibility

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Opportunity Scouting  - Creativity & Innovation - Ramon Vullings Opportunity Scouting - Creativity & Innovation - Ramon Vullings Presentation Transcript

    • Creativity &Innovation Ramon Vullings RamonVullings.com
    • 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
    • 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 systematic diversity consistency
    • Preparation: the main questionIs it a real question?Sometimes it is a lack of …• Vision• Information• Motivation• Courage• Skills
    • 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 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
    • Shout it out! Impossible to implement how ? now wow ! Easy to implement Normal ideas Original ideas
    • relevant ideas ideas Next practices Best practices time Craziness!
    • 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 customerpartners segments cost revenuestructure key streams resources channels images by JAM
    • 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.
    • Opportunity domainsFocus on the ‘Big Picture’ThemesIssues...
    • “The difficulty lies not in the new ideas...…but in escaping from the old ones.” John  Maynard  Keynes
    • 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, 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•...
    • 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
    • nearling ! nearling.com
    • DYAD
    • 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