How to DESIGN0.     your STARTUP     idea.                              Fred Ooms            Web: sopartec.com, vivesfund....
Tom and Anne, 26 and 24, PhD                          2
Sarah, 25, Business School                        3
VivesII - InvestmentManager                       4
BLOG-THEBRAINTWIST.COM                    5
Killer idea...
Lots of $$$$$$$$$...                       7
A lot of them fail...                        8
How could I help them?
+               +    My toolbox...
think outside of the       box...
1.     “Design thinking can be described as a discipline that uses the designer’s     sensibility and methods to match peo...
Business                                (viable)  Human  values(usability,desirability)                           Technolo...
Uncertainty                                 Business                          Clarity                                     ...
“If I had an hour to solve a problemand my life depend upon the solution. I wouldspend the first fifty minutes determining h...
Define constraints...
Spend some time defining the right question(Identify a design challenge)                                   ?
Spend some time defining the right question(Identify a design challenge) 5 + 5 =?
Spend some time defining the right question(Identify a design challenge)? + ? =10
Spend some time defining the right question(Identify a design challenge)How can we raise kids awareness of the benefitsof fr...
Designchallenge5 minutes exercice
“Genius is 1% inspiration and99% perspiration”                                Thomas Edison        Pay attention          ...
leave the school !
leave
IDEAS COME FROM   EVERYWHERE    “Ideas are coming from    everywhere” - Marissa    Mayer
Learning is everywhere
Learning is everywhere                         Netfix
Learning is everywhere
Being empathic (observe)                  step into someone else’s shoes
Being empathic (observe)                     look through customers’ eyes
Being empathic (observe)                           and ...defer judgment
How ?How ?
Conduct interviews
Never stop asking open questionsand challenge the status quo                       Ask questions with the same            ...
“Think like a Traveler”
Being empathic (observe)   The ability     to step   outside of    yourself...                    source Ideo
Being empathic (observe)               ...and see the                  world as              other people                 ...
Look with fresh eyes
Ideo Method cards: http://www.ideo.com/by-ideo/method-cards
synthesize
F T                                                                                              Which savings would make ...
Ideation
Brainstorming rules         Don’t               Do it the IDEO way- the boss speaks first    + defer judgment- everybody ge...
Classify           and Vote
Do they…                                                                                            Create savings that ma...
“What I hear, I forgetWhat I see, I rememberWhat I do, I understand”                   Lao TsePrototyping                 ...
Build to learn...
Build to learn...source Ideo
Build to learn...
Build to learn and test all yourhypothese..
Build to learn and test all yourhypothese..                                   +
Build to learn...                    www.balsamiq.com/
The Marshmallow exercice
Build to learn...and iterate fast& cheap
Build to learn...and be open-mindedto feedbacks
Build to learn and test all yourhypothese..KeepItSimpleStupid
Great exemples
Being empathic (observe)        Insulin purity vs patient convenience
source Ideo
Being empathic
IDEO shopping cart
2.   JUST DO IT!
Implement“An idea is not a company...”       - Steve Blank
Build a great A team...                          70
The team
+ DesignChallenge                +
How to design your startup idea
How to design your startup idea
How to design your startup idea
How to design your startup idea
How to design your startup idea
How to design your startup idea
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How to design your startup idea

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Slides by Fred Ooms for the entrepreneurship master at Solvay Brussells School

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How to design your startup idea

  1. 1. How to DESIGN0. your STARTUP idea. Fred Ooms Web: sopartec.com, vivesfund.com Twitter: @fredooms Blog: thebraintwist.com Linkedin: fredooms
  2. 2. Tom and Anne, 26 and 24, PhD 2
  3. 3. Sarah, 25, Business School 3
  4. 4. VivesII - InvestmentManager 4
  5. 5. BLOG-THEBRAINTWIST.COM 5
  6. 6. Killer idea...
  7. 7. Lots of $$$$$$$$$... 7
  8. 8. A lot of them fail... 8
  9. 9. How could I help them?
  10. 10. + + My toolbox...
  11. 11. think outside of the box...
  12. 12. 1. “Design thinking can be described as a discipline that uses the designer’s sensibility and methods to match people’s needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity.” - Tim Brown (Ideo)
  13. 13. Business (viable) Human values(usability,desirability) Technology (feasibility)
  14. 14. Uncertainty Business Clarity (viable) Human values (usability,desirability) Technology (feasibility) “Design thinking can be described as a discipline that uses the designer’sInspiration Ideation Implement sensibility and methods to match people’s needs with what is technologically feasible and what a viable business strategy can convert into Synthesize Prototyping customer value and market opportunity.” - Tim Brown (Ideo)
  15. 15. “If I had an hour to solve a problemand my life depend upon the solution. I wouldspend the first fifty minutes determining howto...Frame the problem ...for once I know the proper question to ask I can solve the problem in less than 5 minutes” Albert Einstein
  16. 16. Define constraints...
  17. 17. Spend some time defining the right question(Identify a design challenge) ?
  18. 18. Spend some time defining the right question(Identify a design challenge) 5 + 5 =?
  19. 19. Spend some time defining the right question(Identify a design challenge)? + ? =10
  20. 20. Spend some time defining the right question(Identify a design challenge)How can we raise kids awareness of the benefitsof fresh food so they can make better choices?What global challenge do you think innovationleaders should work to solve right now?How might we increase the availability ofaffordable learning tools & services for studentsin the developing world?
  21. 21. Designchallenge5 minutes exercice
  22. 22. “Genius is 1% inspiration and99% perspiration” Thomas Edison Pay attention Stock your creative reservoir before you go fishing for ideas
  23. 23. leave the school !
  24. 24. leave
  25. 25. IDEAS COME FROM EVERYWHERE “Ideas are coming from everywhere” - Marissa Mayer
  26. 26. Learning is everywhere
  27. 27. Learning is everywhere Netfix
  28. 28. Learning is everywhere
  29. 29. Being empathic (observe) step into someone else’s shoes
  30. 30. Being empathic (observe) look through customers’ eyes
  31. 31. Being empathic (observe) and ...defer judgment
  32. 32. How ?How ?
  33. 33. Conduct interviews
  34. 34. Never stop asking open questionsand challenge the status quo Ask questions with the same innocence as a child + 5 Why... + What if... + Why not... + How else can we do this... + How can we improve this...
  35. 35. “Think like a Traveler”
  36. 36. Being empathic (observe) The ability to step outside of yourself... source Ideo
  37. 37. Being empathic (observe) ...and see the world as other people see itsource Ideo
  38. 38. Look with fresh eyes
  39. 39. Ideo Method cards: http://www.ideo.com/by-ideo/method-cards
  40. 40. synthesize
  41. 41. F T Which savings would make your customer happy? (e.g. in terms of time, money and effort, …) What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, …) Rank each gain according to its relevance to your customer. How do current solutions delight your customer? Is it substantial or is it insignificant? For each gain indicate how often it occurs. What would make your customer’s job or life easier? A What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, …) What are customers looking for? What do customers dream about? Gains (e.g. big achievements, big reliefs, …) How does your customer measure success and failure? Customer Job(s) (e.g. performance, cost, …) Describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy. What functional jobs are you helping your customer get done? What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …) What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …) What basic needs are you helping your customer satisfy? (e.g. communication, sex, …) Besides trying to get a core job done, your customer performs ancillary jobs in differ- ent roles. Describe the jobs your customer is trying to get done as: Pains (e.g. takes a lot of time, costs too much money, requires substantial efforts, …) Buyer (e.g. trying to look good, gain power or status, …) Co-creator (e.g. esthetics, feel good, security, …) Describe negative emotions, undesired costs and situations, and risks that your What makes your customer feel bad? customer experiences or could experience before, during, and after getting the (e.g. frustrations, annoyances, things that give them a headache, …) Transferrer (e.g. products and services that help customers dispose job done. of a product, transfer it to others, or resell, …) How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, …) Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job indicate how often it occurs. your customer encounters? is done, because that may impose resistance, …) constraints or limitations. What negative social consequences does your (e.g. while driving, outside, …) customer encounter or fear? (e.g. loss of face, power, trust, or status, …) Rank each pain according to the intensity it What risks does your customer fear? represents for your customer. Is it very intense or is it very light.? What’s keeping your customer awake at night? For each pain indicate how often it occurs. (e.g. big issues, concerns, worries, …) What common mistakes does your customer make?Source : http://www.businessmodelgeneration.com/ (e.g. usage mistakes, …) What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …) downloads/value_proposition_canvas.pdf
  42. 42. Ideation
  43. 43. Brainstorming rules Don’t Do it the IDEO way- the boss speaks first + defer judgment- everybody gets a turn + build on the ideas of others- experts only please + encourage wild ideas- do it off-site + go for quantity- no silly stuff + be visual- write down everything + stay focused on the topic + one conversation at a time
  44. 44. Classify and Vote
  45. 45. Do they… Create savings that make your customer happy? Do something customers are looking for? (e.g. in terms of time, money and effort, …) Produce outcomes your customer expects or that go beyond their expectations? (e.g. help big achievements, produce big reliefs, …) (e.g. better quality level, more of something, less of something, …) Produce positive outcomes matching your customers Copy or outperform current solutions that delight your success and failure criteria? customer? (e.g. better performance, lower cost, …) Help make adoption easier? Make your customer’s job or life easier? (e.g. lower cost, less investments, lower risk, better quality, A performance, design, …) cost of ownership, …) Rank each gain your products and services create according to its relevance to your Create positive social consequences that your customer. Is it substantial or insignificant? For each gain indicate how often it occurs. customer desires? (e.g. makes them look good, produces an increase in power, status, …) Gain Creators Products & Services Describe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings? List all the products and services your value proposition is built around. Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs? Which ancillary products and services help your customer perform the roles of: Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …) Co-creator (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Products and services may either by tangible (e.g. manufactured goods, face-to- face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services). Pain Relievers Rank all products and services according to their importance to your customer. Describe how your products and services alleviate customer pains. How do they Are they crucial or trivial to your customer? eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done? Do they… Produce savings? Eliminate risks your customers fear? (e.g. in terms of time, money, or efforts, …) Make your customers feel better? Help your customers better sleep at night? (e.g. kills frustrations, annoyances, things that give them a headache, …) (e.g. by helping with big issues, diminishing concerns, or eliminating worries, …) Fix underperforming solutions? Limit or eradicate common mistakes customers make? (e.g. new features, better performance, better quality, …) (e.g. usage mistakes, …) Get rid of barriers that are keeping your customer customers encounter? from adopting solutions?Source : http://www.businessmodelgeneration.com/ (e.g. make things easier, helping them get done, eliminate resistance, …) resistance to change, …) Wipe out negative social consequences your customers encounter or fear? Rank each pain your products and services kill according to their intensity (e.g. loss of face, power, trust, or status, …) for your customer. Is it very intense or very light? downloads/value_proposition_canvas.pdf For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done?
  46. 46. “What I hear, I forgetWhat I see, I rememberWhat I do, I understand” Lao TsePrototyping “Language is convincing Seeing is believing Touching is reality” Alan Key
  47. 47. Build to learn...
  48. 48. Build to learn...source Ideo
  49. 49. Build to learn...
  50. 50. Build to learn and test all yourhypothese..
  51. 51. Build to learn and test all yourhypothese.. +
  52. 52. Build to learn... www.balsamiq.com/
  53. 53. The Marshmallow exercice
  54. 54. Build to learn...and iterate fast& cheap
  55. 55. Build to learn...and be open-mindedto feedbacks
  56. 56. Build to learn and test all yourhypothese..KeepItSimpleStupid
  57. 57. Great exemples
  58. 58. Being empathic (observe) Insulin purity vs patient convenience
  59. 59. source Ideo
  60. 60. Being empathic
  61. 61. IDEO shopping cart
  62. 62. 2. JUST DO IT!
  63. 63. Implement“An idea is not a company...” - Steve Blank
  64. 64. Build a great A team... 70
  65. 65. The team
  66. 66. + DesignChallenge +

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