Innovation and Entrepreneurship Masterclass Climate-KIC Journey

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Lecture on August 14th 2013 for the Climate-KIC Journey Summerschool in Utrecht

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Innovation and Entrepreneurship Masterclass Climate-KIC Journey

  1. 1. Innovation & Entrepreneurship August 14th 2013, Journey 2 Utrecht @fnauta
  2. 2. Innovation Ecosystem Construction Worker Political Assistant Amsterdam Deputy Mayor Civil Servant Cinema Trendwatcher Knowledge Land PM Office Consultant Professor Climate-KIC
  3. 3. Talent & Knowledge Business Smart Money Government Policy Interaction
  4. 4. Talent & Knowledge Business Smart Money Government Policy Interaction 1891 1941 1951 1939 1958
  5. 5. Program 9:00 - 10:30 What is innovation? 10.45 - 12.00 What is a startup? 12.00 - 13.30 Lunch & discussion with entrepreneurs 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
  6. 6. 0 This is a revolutionary time
  7. 7. Innovation is brutal Fisker $ 1.200 M Better Place $ 850 M A123 350 + ? M Solyndra 1.000 Miasole 450 VPG 400 Coda 320
  8. 8. 1 Innovation
  9. 9. What is innovation? "Innovation is creativity with a job to do" John Emmerling
  10. 10. 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.
  11. 11. What is innovation? People creating value through the implementation of new ideas Herman D'hooge, Intel
  12. 12. What is innovation? People creating value through the implementation of new ideas Herman D'hooge, Intel
  13. 13. The problem with innovation: the best ideas don't win!
  14. 14. Five success factors 1. Comparative advantage 2. Compatibility 3. Complexity 4. Testability 5. Visibility
  15. 15. Five success factors 1. Comparative advantage 2. Compatibility 3. Complexity 4. Testability 5. Visibility
  16. 16. Exercise
  17. 17. Exercise • Groups of 4 to 5 students • Analyse EV and E-plant with Rogers 5 factors • Some short group presentations after break
  18. 18. Five success factors 1. Comparative advantage 2. Compatibility 3. Complexity 4. Testability 5. Visibility
  19. 19. Do people resist change?
  20. 20. Some people love change 2% innovators 14% early adopters 34% early majority 34% late majority 16% laggards source: Everett Rogers, 2001
  21. 21. ...others not so much Nerds Visionairy Pragmatic Conservative Sceptic { 'Valley of Death'
  22. 22. Further reading • Rogers - Diffusion of Innovations • Moore - Crossing the Chasm
  23. 23. Dynamics of Innovation
  24. 24. Innovation is a puzzle 1873 1882 1899
  25. 25. Tablet Computer
  26. 26. GridPad
  27. 27. Innovation is a puzzle 1989 1996 2001 2010 2007
  28. 28. Further reading • On the Origin of Species - Darwin • Mastering the Dynamics of Innovation - Utterback • Adapt - Tim Harford
  29. 29. 2 Startups
  30. 30. What is entrepreneurship?
  31. 31. 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
  32. 32. 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
  33. 33. What is a startup? • Temporary organization • designed to search • for a repeatable • and scalable business model Blank, 2012
  34. 34. What is a startup? A very risky and extremely powerful innovation tool Nauta, 2013
  35. 35. The goal of a startup • Total • global • domination • in your chosen • market niche Ken Morse
  36. 36. Very Risky... Fisker $ 1.200 M Better Place $ 850 M A123 350 + ? M Solyndra 1.000 Miasole 450 VPG 400 Coda 320
  37. 37. It's how all big companies start
  38. 38. IBM
  39. 39. 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
  40. 40. IBM & startup
  41. 41. Big vs Small
  42. 42. What is best age to become entrepreneur?
  43. 43. Toshiba T-1100: Intrapreneurs
  44. 44. Excellent resources • paulgraham.com/articles.html • WIRED Y-combinator article • www.steveblank.com • techcrunch.com • FastCompany.com • WIRED.com • www.businessmodelgeneration.com
  45. 45. Excellent resources • blog.cleantech.com • ecorner.stanford.edu - Stanford Technology Ventures Program podcast (also video) • www.ted.com
  46. 46. Further reading • Startup Owners Manual - Steve Blank • Founders at Work - Livingston • Raising Verture Capital for Serious Entrepreneurs - Berkery
  47. 47. 3 Everything is negotiable
  48. 48. 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 ', and...' instead of ', but...' • Increase complexity
  49. 49. 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
  50. 50. 4 Business Model
  51. 51. Definition A business model describes the rationale of how an organization: • creates • delivers • and captures value
  52. 52. 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.
  53. 53. 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]
  54. 54. Entrepreneurship Program
  55. 55. Try • Journey • Tesla • Solyndra • E-plant
  56. 56. Intermezzo How to have impact
  57. 57. Grit! 'Grit is stamina and perseverance for very long term goals' 'Grit is living life like it's a marathon, not a sprint'
  58. 58. 6 How we can work together
  59. 59. How we can work together • Interships at Climate-KIC startups • Interships in China, India and USA • ARPA-E conference 2014 • Do a startup!!!
  60. 60. Interships ShanghaiBengaluruSilicon Valley Boston Silicon Valley
  61. 61. I wish you lots of grit on your Journey... @fnauta

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