ICME2022 Keynote Slides 20092022.pdf

Adopting entrepreneurial mindset in
recognising opportunities and
communicating your sustainable
engineering solutions for the aviation industry
A.J. Alimin, PhD
20 September, 2022
12th International Conference on Mechanical & Manufacturing Engineering (ICME 2022)
Keynote; 9th August 2022
ICME 2022

The ongoing Ukraine-Russia conflict and the concern on food insecurity are among major events
that cause negative impacts to the well-being of the international community. Major industries
around the world, including the aviation industry, are working hard to overcome these challenges.
In recent decades too, aviation industry has long been recognised as playing crucial roles in
sustaining the global social and economic activities. Therefore, major industry players must be
willing to adopt changes to ensure survivability and still have significant presence in the business.
One of the key enablers for change is the roles of the innovators, researchers, engineers, and
technologists during this challenging time. As ever, they are always dedicated to produce effective
solutions to ensure that scarce resources are being consumed in a sustainable manner. By
adopting entrepreneurial mindset, they would empower their existing capabilities and consequently
will enhance the competitiveness of their organisations or businesses. On this pretext, this keynote
will attempt to address the importance of adopting entrepreneurial mindset for recognising
opportunities and communicating sustainable engineering solutions.
20 September 2022 A.J. ALIMIN 2
Abstract
ICME 2022

… (on-going) global events …
• 2022 Russian invasion of Ukraine
• energy supply + consumption
• food security
• USA-China-Taiwan tensions
• Israel-Palestine-Gaza
• Climate change + heatwave + wildfire + drought
• Air travel recovery (post-pandemic)
• Aviation industry: commercials, freights, security+defense
ICME 2022

formerly the World’s Largest Cargo Airplane:
Antonov-225 Mriya

20 September 2022
A.J. ALIMIN 5
Battle of Hostomel
Airport

e world’s
0 to 2019,
g) sector
ce of CO2
ndustrial
Transport
d for 23%
year.2
reduced
obal CO2
onnes of
plunged
ns during
aviation
25%, and
to 2019.4
tion.)
he largest
to trends
ad motor
ght trucks,
7, with a
d over the
9.6
demand
lion new
d in high-
nger and
ncluding
ulation in
ar levels
transport
hich 78%
st carbon-
ions per
ivity that
Freight
transport
activity
by
mode
Aviation
Shipping
Rail
Trucks
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 2. Share of freight transport activity (tonne-kilometres)
by mode, 2015 and 2017
Passenger
transport
activity
by
mode
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Bus
LDV
Railways
Aviation
2-3 Wheelers
2015 2017
Source: See endnote 12 for this section.
Figure 1. Share of passenger transport activity (passenger-
kilometres) by mode, 2015 and 2017
G
l
o
b
a
l
O
v
e
r
v
i
e
w
G l o b a l Tr a n s p o r t a n d C l i m a t e C h a n g e
Demand trends
Road transport (both passenger and freight) accounts for the largest
portion of global transport, and its growth is closely related to trends
in new vehicle purchases. Sales of new passenger cars (road motor
vehicles other than motorcycles) and commercial vehicles (light trucks,
heavy trucks and buses) continued to increase up to 2017, with a
record 95 million vehicles sold that year.5
Sales then declined over the
subsequent two years, to 91 million new vehicles sold in 2019.6
Growth in commercial vehicle sales is driven mainly by the demand
for road freight transport.7
In 2019, more than 26 million new
commercial vehicles were sold, driven by strong demand in high-
income countries.8
By 2050, the global fleet of passenger and
commercial vehicles is expected to more than double, including
many older, polluting vehicles that will likely remain in circulation in
Africa, Central Asia and Latin America.9
Global passenger transport demand
Global passenger transport demand remained at similar levels
between 2015 and 2017. In 2017, global passenger transport
activity totalled 55 trillion passenger-kilometres, of which 78%
was from road transport.10
Although rail is by far the most carbon-
efficient transport mode, with the lowest CO2 emissions per
passenger, it represented less than 8% of passenger activity that
year.11
Motorised two- and three-wheelers and aviation accounted
for the largest growth in passenger transport activity between 2015
and 2017, a combined increase of around 25% (see Figure 1).12
In
many developing countries, two- and three-wheelers are the fastest
growing mode of motorised mobility.13
Freight
transport
activity
by
mode
Aviation
Shipping
Rail
Trucks
2015 2017
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Figure 2. Share of freight transport activity (tonne-kilometres)
by mode, 2015 and 2017
2015 2017
29
SLOCAT Transport and Climate Change
Global Status Report
2nd
edition

… aviation industry + sustainability …
• Boeing plans to open a new Boeing Research and Technology centre in
Nagoya. The facility will focus on sustainable aviation fuels (SAF),
electric/hydrogen propulsion, robotics, digitisation and composites and
future flight concepts that will promote zero climate impact aviation +
reducing carbon footprint of aircraft
• Boeing joined the ACT FOR SKY organisation, which is working to
commercialise, promote and expand the use of SAF produced in Japan;
• Boeing has a long history of innovating with ANA and JAL on sustainable
aviation, which includes pioneering SAF-powered flights and launching the
ground-breaking 787 Dreamliner
• Boeing Chief Sustainability Officer Chris Raymond: … we must continue to
partner with capable innovators and leaders to support the industry's
commitment to net zero carbon emissions by 2050.
Boeing Research and Technology (BR&T) centre
ICME 2022

• American Airlines announced its investment in ZeroAvia (hydrogen-electric, zero-emission
aviation) + opportunity to order up to 100 engines to power regional jet aircraft with zero
emissions jets as early as the late 2020s.
• Derek Kerr, American’s Chief Financial Officer: … look forward to exploring how these engines
can support the future of our airline as we build American Airlines to thrive forever
• ZeroAvia Founder/CEO Val Miftakhov: … we are focused on delivering sustainable travel, and
are delighted that American, a visionary leader in the industry, sees ZeroAvia as a part of the
future of aviation
• American’s climate goals + achieving net-zero greenhouse gas (GHG) emissions by 2050
(Environmental, Social and Governance Report), other recent sustainability efforts:
• Receiving the industry’s first-ever CORSIA-certified batch of sustainable aviation fuel (SAF) from Neste.
• Reaching an agreement to purchase 500 million gallons of SAF over five years from Gevo, Inc.
• Becoming the first airline globally to receive validation from the Science Based Targets initiative for its
2035 GHG emissions reduction targets.
American Airlines signs MoU for up to 100 ZeroAvia
ZA2000-RJ hydrogen-electric powertrains
ICME 2022

ZeroAvia ZA2000-RJ hydrogen-electric powertrains

• The Lufthansa Group is further expanding its CO2-neutral flight offers, making sustainable travel
easier than ever before.
• Lufthansa, SWISS, Austrian Airlines and Brussels Airlines are offering a new fare that already
includes full CO2 compensation in the price. 80%: high-quality climate protection projects and
20%: the use of sustainable aviation fuels (SAF).
• Green Fare will initially be offered to all guests booking their flight from Denmark, Sweden and
Norway - displayed alongside the familiar fares as an additional fare option in the online booking
screen directly after the flight selection. The new offer is available in both Economy Class and
Business Class for flights within Europe. The new fare also includes the option of free rebooking,
as well as extra status and award miles.
• "We want to make CO2-neutral flying a matter of course in the future .. People don't just want to
fly and discover the world - they also want to protect it. We are driven by the need to support our
customers with the right offers" - Christina Foerster, Member of the Lufthansa Group's Executive
Board (Brand and Sustainability).
Lufthansa Group launches 'Green Fare' for CO2 neutral
air travel
Growing demand for sustainable travel
ICME 2022

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ICME 2022

Air Passenger Monthly Analysis June 2022 1
Air Passenger Market Analysis June 2022
Strong global recovery trend persists in June
Global air passenger demand continued its strong recovery, with Revenue passenger kilometers (RPKs) rising by
76.2% in year-on-year (YoY) terms in June.
International RPKs grew by 229.5% YoY and domestic RPKs increased by 5.2% YoY. Domestic traffic levels are now
18.6% below their pre-pandemic 2019 levels.
The industry-wide passenger load factor was 82.4% in June, up 12.9 percentage points (pp) over the past year and
returning to above 80% for the first time since January 2020.
Looking ahead, the re-opening of the Asia Pacific markets will provide renewed impetus to the global passenger
recovery while inflation and higher interest rates may eventually begin to dampen the pent-up demand for air travel.
Industry continues to reach for pre-pandemic levels
In June 2022, industry-wide revenue passenger-
kilometers (RPKs) grew by 76.2% YoY. The global
industry recovery is now well-entrenched and RPKs
have now risen to 70.8% of 2019 levels (Chart 1).
Chart 1: Global air passenger volumes (RPKs)
The industry-wide passenger load factor (PLF)
returned to above 80% for the first time since January
2020 and has increased by 12.9pp over the past year.
Both the domestic and international PLFs are above
80%, with the latter increasing significantly by almost
30pp over the past 12 months.
Domestic air traffic volumes resilient, major
improvements in China
Industry-wide domestic RPKs grew by a solid 5.2%
over the year to June, showing a tentative indication of
moving out of the clear sideways trend that has
prevailed over the past 9 months or so.
Compared with June 2019, global RPKs are still almost
20% lower (Chart 2).
Chart 2 – Domestic RPK growth (airline region of
registration basis), YoY% ch vs 2019
In China, domestic RPKs surged this month, increasing
by 70.2%. After a period of strict Covid-related
lockdowns, China is gradually reopening to air travel.
-71.4%
-28.3%
-4.6%
-5.1%
-2.0%
-9.2%
-23.1%
-51.0%
-22.5%
-9.5%
-8.2%
-4.2%
-2.9%
-18.6%
-100% -80% -60% -40% -20% 0% 20% 40%
Jun 2022 May 2022
Domestic revenue passenger-kilometres (% ch vs the same month in 2019)
Industry
Dom. Australia
Domestic Brazil
Domestic USA
Domestic India
Domestic Japan
Sources: IATA Economics, IATA Monthly Statistics
Domestic China
15 July 400.08
8 July 399.58
Taking a look at the price action over the past twelve
months:
Jet fuel price developments - longer term perspective
ICME 2022

Australia news
Dozens of flights cancelled at Sydney
and Melbourne airports as industry
struggles with staff shortages
Multiple airlines experience delays due to crew absences while
Qantas technical glitch left passengers waiting for hours
Follow our Australia news live blog for the latest updates
Get our free news app, morning email briefing or daily news
podcast
Qantas, Virgin Australia, Jetstar and Rex have all been affected by delays and flight
cancellations at Sydney and Melbourne airports due to staff shortages. Photograph:
Xinhua/REX/Shutterstock
Natasha May
Mon 1 Aug 2022 04.55
BST
Advertisement
Widespread flight cancellations across multiple airlines have frustrated
travellers at Sydney and Melbourne airports on Monday, as the industry
grapples with staffing shortages as well as a technology glitch that affected
Qantas flights on Sunday.
Across Qantas, Virgin Australia, Jetstar and Rex, 23 domestic flights were
cancelled out of Sydney airport on Monday.
Of those, 15 flights were Melbourne-bound, with eight of those cancellations
from Qantas.
Virgin Australia cancelled eight flights from Sydney to locations including
Melbourne, Brisbane, Adelaide, and the Gold Coast.
At Melbourne airport there were 12 domestic flight cancellations on Monday:
seven from Qantas, four from Virgin and one from Jetstar.
Airline industry
Delta flights attendants race to
unionize: ‘We’re the people behind the
profits’
Workers say they just want a fair deal on pay, conditions and
schedules at an airline has long resisted union efforts
The union aim is to allow the airline’s 23,000 flight attendants to vote on whether to unionize
with the Association of Flight Attendants-CWA. Photograph: Rob Carr/Getty Images
Michael Sainato
Wed 3 Aug 2022 11.00
BST
Most viewed
Advertisement
Flight attendants at Delta are currently pushing to form a union at the only
major airline in the US where flight attendants are not unionized.
Workers are racing to gather union authorization cards signed by a
supermajority at Delta to trigger a union election over the next few months,
as signatures are only valid for one year.
The aim is to allow the airline’s 23,000 flight attendants to vote on whether
to unionize with the Association of Flight Attendants-CWA (AFALCWA) and
will face fierce opposition from an airline that has fought previous efforts.
“Delta is a company that has long union-busted, has deep roots in union-
busting, and it is integrated into everything the company does,” said Sara
Nelson, president of the AFALCWA.
Shemeka, a Delta flight attendant based in Atlanta said the Covid pandemic
had highlighted how important it is for staff to join a union. She and other
flight attendants requested to use their first names only for fear of retaliation
as Delta prohibits employees from speaking to the media about the company
without approval.
ICME 2022

ICME 2022

problems
innovators,
engineers,
technologists
ICME 2022

A.J. ALIMIN
20 September 2022
Entrepreneurial mindset
20
ICME 2022

20/09/2022 A.J. ALIMIN
identify the opportunities
understand the problem to be solved
deliver the value proposition
communicate the solution(s)
test the idea(s)
fail fast, fail cheap
innovators,
engineers,
technologists
ICME 2022

Entrepreneurial mindset (EM)
Entrepreneurial mindset is an orientation, a way of thinking and
acting that allows individuals and organizations to navigate
uncertainty. Uncertainty is not just about an unknown future. The
future by definition is always unknown. Rather, it is about operating in
an environment where the future is ‘unknowable’. As entrepreneurs
rethink and reimagine the world, they tread a path that hasn’t been
trodden before, and therefore, they operate in the realm of uncertainty.
… An entrepreneurial mindset prepares individuals to deal
with uncertainty.
Srivardhini K. Jha, 2021
ICME 2022

An effectual approach:
In an environment where uncertainty reigns supreme, the future cannot be
predicted. Therefore, the best laid plans can go awry.
Professor Saras Sarasvathy’s effectual approach: do not try to predict what cannot
be predicted; instead, focus on what is within your control, take actions to make
progress and course correct as the future unfolds.
Control and shape the future, rather than predict and plan for it.
Srivardhini K. Jha, 2021
Toolkit for rapid experimentation:
Tools needed to operate in uncertainty. This is where the lean method and the associated set of
tools - lean canvas, rapid experimentation with minimally viable products (MVP) and timely pivoting
– come in handy. Fail fast and fail cheap.
ICME 2022

Donald F. Kuratko & Greg Fisher & David B. Audretsch, 2021
Three distinct aspects of the entrepreneurial mindset
A. The cognitive aspect—how entrepreneurs use mental models to
think.
B. The behavioural aspect—how entrepreneurs engage or act for
opportunities.
C. The emotional aspects—what entrepreneurs feel in
entrepreneurship.
ICME 2022

Donald F. Kuratko & Greg Fisher & David B. Audretsch, 2021
While some scholars have examined aspects of the
entrepreneurial mindset and provided general insights
into its attributes, qualities, and operations, the various
different perspectives have led to a diverse array of
definitions resulting in confusion about what it is and
how it operates. So the question remains as to what
exactly is the entrepreneurial mindset and how do peo-
ple tap into it. By consolidating and integrating ideas
from across diverse literatures that make reference to the
entrepreneurial mindset, we propose that three distinct
aspects of the entrepreneurial mindset exist. As depicted
in Fig. 1, they are:
entrepreneurship” (Mitchell et al. 2002a, b).
Cognition defined In science, cognition refers t
processes. These processes include attention,
bering, producing and understanding language
problems, and making decisions. The term com
the Latin cognoscere, which means “to kno
conceptualize,” or “to recognize,” and refers to
for the processing of information, applying kno
and changing preferences. Cognition is used to
the mental functions, mental processes (thoug
mental states of intelligent humans (Estes 1975
cognition theory introduces the idea of kn
The Cognitive Aspect
(Thinking)
The Emotional Aspect The Behavior
Fig. 1 The triad of the
entrepreneurial mindset
pectives have led to a diverse array of
sulting in confusion about what it is and
tes. So the question remains as to what
entrepreneurial mindset and how do peo-
t. By consolidating and integrating ideas
verse literatures that make reference to the
al mindset, we propose that three distinct
entrepreneurial mindset exist. As depicted
y are:
bering, producing and understanding language, solving
problems, and making decisions. The term comes from
the Latin cognoscere, which means “to know,” “to
conceptualize,” or “to recognize,” and refers to a faculty
for the processing of information, applying knowledge,
and changing preferences. Cognition is used to refer to
the mental functions, mental processes (thoughts), and
mental states of intelligent humans (Estes 1975). Social
cognition theory introduces the idea of knowledge
The Cognitive Aspect
(Thinking)
The Emotional Aspect The Behavioral Aspect
(Feeling) (Acting)
d of the
mindset
ICME 2022

Joshua J. Daspita, Corey J. Foxa, and S. Kyle Findleya (2021)
Six main themes:
A. Cognitive perspective
B. Value creation
C. Ability to recognize and act on opportunities
D. Being adaptable and resilient
E. Decision- making with limited information
F. Uncertain and complex contexts
ICME 2022

Joshua J. Daspita, Corey J. Foxa, and S. Kyle Findleya (2021)
Integrated definition of EM:
Entrepreneurial mindset is defined as a cognitive perspective
that enables an individual to create value by recognizing and
acting on opportunities, making decisions with limited
information, and remaining adaptable and resilient in
conditions that are often uncertain and complex.
ICME 2022

Kate Hancock, 2022
1. The ability to maintain a positive attitude - Having a positive attitude allows you to tackle
problems and obstacles head-on without the clouded judgment brought about by negative
emotions.
2. Openness to anything - Running a business is unpredictable, just like life. You have to be
prepared for what's to come, even if you think certain situations are unlikely to happen.
3. The curiosity of a child - This curiosity and sense of inquisitiveness will allow you to come
up with varying solutions to your business problems and mistakes, even before they
happen
4. Persuasion comes naturally to you - Being able to persuade people into buying your
products is one thing, but persuading your employees that your creative solutions are
effective is another - the ability to persuade people, regardless of if it's about a sale or
proposing a solution to a problem.
If you have more than one of these entrepreneurial skills, then you might have it
ICME 2022

Kate Hancock, 2022
5. You're creative - ability to come up with ways to solve a problem from more than
one angle; how you innovate your products and services; Remember, some of the
most successful businesses and companies in the world didn't start out from just
one product.
6. You're motivated on your own - Being hardworking isn't enough, but as an
entrepreneur, you need to be self- motivated even when all seems lost
7. Resiliency and tenacity - Every business sees times of hardship and difficulties; Take
the time to rest, recharge and get back on your feet to try once more. Tenacity and
resiliency in the face of adversity are your two biggest driving forces to succeeding
in any industry.
ICME 2022

Kate Hancock, 2022
8. Taking ownership of everything that happens - Accountability is often a trait that
gets ignored or forgotten by a lot of business owners. It's you who's going to decide
what to do and what not to do.
9. Receptiveness to anything - be receptive to ideas from other people. As an
entrepreneur, you have to be receptive to feedback and criticism about your
business.
10. Passion - When your business is built around passion, then it will continue to use
that as its fuel to continue.
11. The ability to walk in another person's shoes (empathy) - know what's going on
within their workforce
ICME 2022

RUSSELL KORTE, KARL A. SMITH, AND CHERYL QING LI, 2018
Empathy is a cognitive and affective process fostering the capability of
understanding and appreciating the feelings, thoughts, and experiences of others.
Since entrepreneurship is about introducing innovations into a community, having a
keen understanding and appreciation of the needs and desires of community members
is an important entrepreneurial skill.
As with other competencies of an entrepreneurial and engineering mindset, there is a
risk that moral and ethical values, and working for the common good might be
overlooked in the quest for commercial and technological success.
ICME 2022

... some tools
ICME 2022

DESIGN THINKING MODEL
UK Design Council
ICME 2022

20 September 2022
Section 1
Identify problem
Section 2 Section 3
Ideas Generation Ideas Development
A.J. ALIMIN 34
ICME 2022

Overview of the double diamond phases
1. Discover 2. Define 3. Develop 4. Deliver
developing in-depth, depending on the outcomes
needed or time and resources available.
ICME 2022

1. The Discover phase
Objectives
• Identify the problem, opportunity or needs
to be addressed through design
• Define the solution space
• Build a rich knowledge resource
with inspiration and insights.
The beginning of every design project is marked by an
exploratory phase where insights and inspiration are
gathered. This Discover phase can be triggered in many
different ways such as social trends, novel technology,
the launch of a competitor service, or in the case of the
Keeping Connected Business Challenge, a funding call.
2. The Define phase
Objectives
• Analyse the outputs of the Discover phase
• Synthesise the findings into a reduced
number of opportunities
• Define a clear brief for sign off
by all stakeholders.
The initial Discover phase is about opening
out and exploring the challenge to identify
problems and opportunities. The Define stage
channels these towards actionable tasks.
The mass of ideas and findings are analysed and
• Identify the problem, opportunity or needs
to be addressed through design
• Define the solution space
• Build a rich knowledge resource
with inspiration and insights.
The beginning of every design project is marked by an
exploratory phase where insights and inspiration are
gathered. This Discover phase can be triggered in many
different ways such as social trends, novel technology,
the launch of a competitor service, or in the case of the
Keeping Connected Business Challenge, a funding call.
In the Discover phase we begin to identify the problem,
opportunity or need to be addressed as well as define
some of the boundaries of the solution space.
This exploration uses both qualitative and
quantitative research methods and can involve
both directly engaging with end users and
analysis of wider social and economic trends.
This research builds a rich bank of knowledge that
will inform the rest of the design process and act
as a guide and inspiration to the design team.
• Analy
• Synth
numb
• Define
by all
The initi
out and
problem
channe
The ma
structur
These a
busines
The Defi
fundam
through
Tools &
Tools & Methods
ICME 2022

y an
re
many
ogy,
f the
g call.
blem,
2. The Define phase
Objectives
structured into a reduced set of problem statements.
These are aligned with the organisational needs and
fy the problem, opportunity or needs
addressed through design
e the solution space
a rich knowledge resource
nspiration and insights.
ginning of every design project is marked by an
tory phase where insights and inspiration are
ed. This Discover phase can be triggered in many
nt ways such as social trends, novel technology,
nch of a competitor service, or in the case of the
g Connected Business Challenge, a funding call.
iscover phase we begin to identify the problem,
unity or need to be addressed as well as define
f the boundaries of the solution space.
ploration uses both qualitative and
ative research methods and can involve
rectly engaging with end users and
s of wider social and economic trends.
search builds a rich bank of knowledge that
rm the rest of the design process and act
de and inspiration to the design team.
structured into a reduced set of problem statements.
These are aligned with the organisational needs and
business objectives to identify which to take forward.
The Define phase results in a clear definition of the
fundamental challenge or problem to be addressed
through a design-led product or service.
Tools & Methods
& Methods
ICME 2022

• Develop the initial brief into a product
or service for implementation
• Design service components in detail
and as part of a holistic experience
• Iteratively test concepts with end users.
The Develop phase takes the initial design brief
and through an iterative process of developing and
testing, refines the product or service concepts
until they are ready for implementation.
Using design and creative techniques, the
design team and partners develop the individual
service components in detail and ensure these
link together to form a holistic experience.
In the Develop phase working iteratively and testing
with users throughout the process helps ensure a
more robust service and focuses the teams’ efforts.
The final product or service will incorporate this
feedback and be ready for implementation.
Tools & Methods
• T
• E
• S
p
In
is l
ne
Th
an
pla
Th
fro
ne
To
3. The Develop phase
Objectives
• Develop the initial brief into a product
or service for implementation
• Design service components in detail
and as part of a holistic experience
• Iteratively test concepts with end users.
The Develop phase takes the initial design brief
and through an iterative process of developing and
testing, refines the product or service concepts
until they are ready for implementation.
Using design and creative techniques, the
design team and partners develop the individual
service components in detail and ensure these
link together to form a holistic experience.
4. The Deliver phase
Objectives
• Taking product or service to launch
• Ensure customer feedback mechanisms are in place
• Share lessons from development
process back into the organisation.
In the Deliver phase, the product or service
is launched and begins to address the
needs identified in the Discover phase.
The final concept is taken through final testing, finalised
and signed off. It is important to ensure systems are in
place to capture user feedback, especially for services.
The Deliver phase is also the point to feed back lessons
from the process to colleagues and partners, sharing
ICME 2022

4. The Deliver phase
Objectives
new knowledge, insight tools, or ways of working.
ectives
evelop the initial brief into a product
service for implementation
esign service components in detail
nd as part of a holistic experience
eratively test concepts with end users.
Develop phase takes the initial design brief
through an iterative process of developing and
ng, refines the product or service concepts
they are ready for implementation.
ng design and creative techniques, the
gn team and partners develop the individual
vice components in detail and ensure these
together to form a holistic experience.
e Develop phase working iteratively and testing
users throughout the process helps ensure a
e robust service and focuses the teams’ efforts.
final product or service will incorporate this
dback and be ready for implementation.
ols & Methods
Objectives
new knowledge, insight tools, or ways of working.
Tools & Methods
ICME 2022

Applying the concept
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Your client/customer list of problems in area of strategic
focus
Conduct observation
Recall your own experience
Pick from your problem bank
Your network/peers - issues/problems
Finding a problem
ICME 2022

Your purpose is to solve a chosen
problem
Hence, you need to understand the
problem better
Problem matters
ICME 2022

.. ideation and selection process
ü Prioritize and select the best ideas
ü Rank your ideas
• Will it help quick enough?
• Which idea will cost the least?
• Which idea will have the most impact?
• Will people buy into it?
• Are you likely to get political/ministerial
support
• Is it doable? Do you have the time, skills
and resources?
ICME 2022

For your 3 highest ranked ideas
o Does it solve the problem you chose?
o Does it solve that problem for the
stakeholder you chose?
o Will it achieve the outcome for your
stakeholder that they want?
ICME 2022

17
Understands the
user experience.
Understand the underlying user
needs before embarking on a solution
https://wisevishvesh.wordpress.com/tag/software-development-life-cycle/
ICME 2022

… test the solutions
ICME 2022

A.J. ALIMIN
20 September 2022 47
ICME 2022

Jobs to be done
(purpose)
Old solutions
Ingest medicine Pills and injection
Detect enemy at night Illumination flares
Make many products for
mass market
Many craftspeople
Purchasing petrol at fuel
station
Cash and cards
(debit/credit)
Provide additional water
sources
Boring wells/Water boring
New solutions
Skin patches
Night vision
Production line
SETEL
Moisture extraction from
the surrounding
A.J. ALIMIN
adapted from Clayton Christensen’s concept
(some examples from him and others)
ICME 2022

http://sapsearchlight.blogspot.com/2018/10/the-blind-men-and-elephant.html
A.J. ALIMIN
problem
problem
problem
ICME 2022

Business Canvas
Cost Structure Revenue Streams
Partners Activities
Resources
Unique Value Proposition Customer Relationships
Channels
Customer Segments
PRODUCT MARKET
A.J. ALIMIN
ICME 2022

Business Canvas
Cost Structure
What are the most important costs?
What are the most expensive costs?
Customer Acquisition costs, Distribution costs, Hosting, People, etc.
Revenue Streams
For what are our customers really willing to pay?
For what do they currently pay?
Revenue Model / Life Time Value / Revenue / Gross Margin
What are the pricing tactics?
Partners
Who would be our key partners?
Who would be our key
suppliers?
Which resources are we
acquiring from our partners?
Which activities do our partners
perform?
Activities
What activities do our value
propositions require?
Our distribution channels?
Our customer relationships?
Our revenue streams?
Resources
What resources do our value
propositions require?
Our distribution channels?
Our customer relationships?
Our revenue streams?
Unique Value Proposition
Single, clear, compelling message that
states why you are different and worth
paying attention
What value do we deliver to the
customer?
Which one of o c ome oblem
are we helping to solve?
What bundles of products and services
are we offering to each segment?
Which customer needs are we
satisfying?
Which customer jobs can now be
done?
What is the minimum viable product?
Customer Relationships
Can be ea il co ied o bo gh
How do we get, keep and grow
customers?
Which customer relationships
have we established?
How costly are they?
Channels
Path to customers
How do they want to be reached?
How do other companies reach
them?
Which ones work best?
Which ones are most efficient?
Customer Segments
Target customers
For whom are we creating value?
Who are our most important
customers?
What are the customer
archetypes?
PRODUCT MARKET
A.J. ALIMIN
20/09/2022
1
3
2
4
5
6
7
8
9
ICME 2022

A.J. ALIMIN
Prof. Jeff Skinner Executive Director, Institute of Innovation &
Entrepreneurship London Business School
24th
February 2020
Do you know the chain between YOU
(your Lab/R&D) and the END USERS?
C
B
A
PROOF OF CONCEPT
Can you sell to them?
A?
B?
C?
VALUE CHAIN
YOU
Where should you fit into the Value Chain?
Who are your Investors?
Who are your End Users?
PUSH
PULL
20/09/2022
END USERS
evidence / data
1
2
3
ICME 2022

A.J. ALIMIN
Prof. Jeff Skinner Executive Director, Institute of Innovation &
Entrepreneurship London Business School
24th
February 2020
IMPACTS?
- What are you
going to get out of
this?
20/09/2022
4
ystem.
of the
als and
of the
armer,
details
ies for
of the
raining
cludes
edures
uction,
t Plan
st the
based
a soil
ff visit
of the
tem is
s.
e read
to as “laggards.” Of the 30 farmers surveyed, ten
were considered “early adopters” as they had built
their DLT between 2009 and 2010; ten were “early
majority” as they had built their piggeries using the
DLT system between 2011 and 2012; and the last
ten farmers could be considered “late majority” as
they were starting to build their DLT-based
piggeries in 2013.
Figure 4. Rogers adoption/innovation curve.
Adapted from Rogers, E. (2003). The Diffusion of Innovations.
Fifth Edition. The Free Press, New York.
3. Results and Discussion
Fifty percent of the respondents farmed part-time
and were employed off-farm while the other 50%
Finding the innovative
users in the chain
5
• Money?
• Lifestyle?
• Reputation?
• Annuity into lab/centre
• Your wants/needs?
ICME 2022

… can you fit in ?
20/09/2022 A.J. ALIMIN ICME 2022

Business Model Generation
-
Business Model Canvas
ICME 2022

BUSINESS MODEL GENERATION
• The needs to have a shared language for business models
• A visual + business tool is essential
• Business Model Canvas (BMC) – a visual business tool
• To sketch-up, create and capture value for your business
• Purpose: improve your existing business or invent new business
• Will help you think through the key issues
A.J. ALIMIN
20/09/2022 ICME 2022

BUSINESS MODEL GENERATION
Customer
segments
Value
propositions Channels
Customer
relationships
Revenue
streams
Key
resources
Key
activities
Key
partnerships
Cost
structure
A.J. ALIMIN
20/09/2022
SUSTAINABILITY
(KELESTARIAN)
ICME 2022

1
3
2
4
5
6
7
8
9
A.J. ALIMIN
20/09/2022
SUSTAINABILITY
(KELESTARIAN)

Business Canvas
Cost Structure Revenue Streams
Partners Activities
Resources
Unique Value Proposition Customer Relationships
Channels
Customer Segments
PRODUCT MARKET
A.J. ALIMIN
20/09/2022

© www.changeschool.org 2020.
Authorised for use by the Shine consortium for the February LIF6 participants. No unauthorised
reproduction or distribution. For permissions to use please contact info@changeschool.org
Build, measure, learn
ICME 2022

Additional points to ponder
• Jobs to be done
• Frugal innovation
• Minimum viable products
• Bootstrapping & 3F
• Paralysis in analysis
• Branding
• Lean innovation
• Pricing
• Products for customers vs Customers for
products
• Pivoting
• Persevere
• How to decide?
• The Infinite Game (Simon Sinek)
• Barakah
A.J. ALIMIN
ICME 2022

Infinite Game
A. Advance a purpose – offer people sense of belonging – lives &
work have value beyond physical work
B. Protect people – people who work for us, the people who buy &
the environment
C. Generate profit – so business remain viable to advance the
above priorities
A.J. ALIMIN
ICME 2022

References
A.J. ALIMIN
• Neil Marshall & Viren Lall (2020) – “Defining your customer’s problem”, Royal Academy of Engineering LIF Residential
Session, Change School
• Neil Marshall & Viren Lall (2020) – “Ideas, ideation & selection”, Royal Academy of Engineering LIF Residential Session,
Change School
• Design Council UK – “Design methods for developing services”,
https://www.designcouncil.org.uk/sites/default/files/asset/document/Design%20methods%20for%20developing%20services.p
df
• Clayton M. Christensen, Taddy Hall, Karen Dillon, and David S. Duncan (2016) – “Know Your Customers’ Jobs to Be Done”,
https://hbr.org/2016/09/know-your-customers-jobs-to-be-done?registration=success
• Alan Klement (2016) – “What is Jobs to be Done (JTBD)?”, https://jtbd.info/2-what-is-jobs-to-be-done-jtbd-796b82081cca
• Isaksen, S. G., Dorval, K. B., & Treffinger, D. J. (2011) – “Creative approaches to problem solving: A framework for innovation
and change”, 3rd Edition
• George Day (2007) – “Is It Real? Can We Win? Is It Worth Doing?: Managing Risk and Reward in an Innovation Portfolio”,
https://hbr.org/2007/12/is-it-real-can-we-win-is-it-worth-doing-managing-risk-and-reward-in-an-innovation-portfolio
• Clayton M. Christensen, Scott D. Anthony, Gerald Berstell and Denise Nitterhouse (2007) – “Finding the Right Job For Your
Product”, https://sloanreview.mit.edu/article/finding-the-right-job-for-your-product/
• Lean Methods Group – “What is the Job To Be Done?” https://leanmethods.com/resources/articles/what-job-be-done/
ICME 2022

References
A.J. ALIMIN
• Larry A. Connatser – “Entrepreneurial Mindset”, Virginia State University
• Strategyzer.com (https://www.strategyzer.com/canvas)
• Neil Marshall & Viren Lall (2020) – “Business Model 101”, Royal Academy of Engineering LIF Residential Session
• Jeff Skinner (2020) – “Commercialising”, London Business School
• Peter Hiscocks (2014) – “Business Strategy”, Judge Business School, Cambridge University
• Rogers, E. (2003) – “The Diffusion of Innovations”. Fifth Edition. The Free Press, New York.
• Kim Perel (2020) – “5 Ways to Cultivate an Entrepreneurial Mindset - No fancy school degree required!”, Entrepreneur
• Srivardhini K. Jha (2021) – “Entrepreneurial Mindset: An Essential Life Skill”, Entrepreneur India, April 22, 2021
• Kate Hancock (2022) – “11 Mindset Traits of Successful Entrepreneurs-Do you have an entrepreneurial mindset?”,
Entrepreneur, Upated: July 26, 2022
• Donald F. Kuratko & Greg Fisher & David B. Audretsch (2021) – “Unraveling the entrepreneurial mindset”, Small Bus Econ
(2021) 57:1681–1691, https://doi.org/10.1007/s11187-020-00372-6
• Joshua J. Daspita, Corey J. Foxa, and S. Kyle Findleya (2021) – “Entrepreneurial Mindset: An Integrated Definition, A
Review of Current Insights, and Directions for Future Research”, Journal of Small Business Management · March 2021 DOI:
10.1080/00472778.2021.1907583
• Thomas Eisenmann, Eric Ries, Sarah Dillard (2013) – “Hypothesis-Driven Entrepreneurship: The Lean Startup”, Harvard
Business School, 2013
ICME 2022

Positions
• Associate Professor, UTHM
• Director/Co-Founder APT TOUCH (www.apttouch.com)
Academic & Professional Qualifications
• Leaders in Innovation Fellowships (LIF) Newton Fund,
Royal Academy of Engineering
• Pg. Dip. Entrepreneurship, Judge Business School,
Cambridge Univ.
• Doctor of Philosophy (Mech. Eng.) Coventry University
• Masters (Mech. Eng.) Universiti Teknologi Malaysia
• B. Eng. (Mech. Eng.) Imperial College, London
Area of expertise
• Retrofit technology
• Near Zero Emissions Transport
• Solar energy for water security
• Technopreneurship
A.J. ALIMIN
Thank you!

Ahmad Jais Alimin
0167958256
ajais@uthm.edu.my
lest we forget
A.J. ALIMIN
MH17
MH370
ICME 2022

ICME2022 Keynote Slides 20092022.pdf

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ICME2022 Keynote Slides 20092022.pdf