Kritayuga - Marktgericht Ondernemen April 2014 1
Agenda 28/4/14
• 16.00 – 16.15 Introduction
• 16.15 – 17.30 Who am I ?
• 17.30 – 18.00 Break ?
• 18.00 – 19.15 What should...
Introduction
Kritayuga - Marktgericht Ondernemen April 2014 3
Time
Senseofwell-being
Dream/preparation
Break-through/
self-realisation
Creativity/trustSetback handling
‘Disappointment/...
Learn
problem
structure
Break
problem
into pieces
Isolate
pieces by
uncertainty Unk unks
Foreseeable
uncertainty
Integrate...
Who am I ?
Kritayuga - Marktgericht Ondernemen April 2014 6
Who am I?
• Why should I start a new activity in my life ?Why should I start a new activity in my life ?
• Should I start ...
Who am I?
• Can I be authentic ?Can I be authentic ?
Kritayuga - Marktgericht Ondernemen April 2014 8
Who am I?
• Can I cope with failure and fear ?Can I cope with failure and fear ?
Kritayuga - Marktgericht Ondernemen April...
Make sure that the other side also wins
Remove the fear of failing
Remove the worry of making a living
Define the co-c...
Who am I ?
Make a mind mapMake a mind map
EXAMPLEEXAMPLE
Kritayuga - Marktgericht Ondernemen April 2014 11
The entrepreneurship test
Kritayuga - Marktgericht Ondernemen April 2014 12
Are you an entrepreneur ?
Questionaire
5 4 3 2 1
AGREE DISAGREE
1. I love to be together with people I like even when     ...
5 4 3 2 1
AGREE DISAGREE
7. Losing a friend is very upsetting to me. I work hard to          
regain friends I have lost.
...
5 4 3 2 1
AGREE DISAGREE
15. I enjoy social get-togethers and make time to go to them.          
16. A key purpose in my l...
What should I do ?
Kritayuga - Marktgericht Ondernemen April 2014 16
What should I do ?
• Search for the problems customers want to solve
(≠ solve own company problems)
• Look at business opp...
What should I do ?
An outside-in approach to prevent “resource-driven” ideas & conceptsAn outside-in approach to prevent “...
17
WHO?
 Unsatisfied customers
 Non customers (yet)
WHAT?
 Higher value
 Lower prices
HOW?
 Lower costs
 Smart partn...
What should I do ?
The business model as a basic description of how your business works and howThe business model as a bas...
What should I do ?
Discovery driven planningDiscovery driven planning
• NBD planning cannot be based on a well-understood ...
What should I do ?
Calculation on the back of a coasterCalculation on the back of a coaster
Revenues?
Operational
costs?
I...
What should I do ?
Build a high perormant teamBuild a high perormant team
Managing External
Acceptance Managing Internal
A...
What should I do ?
Running Innovation projects; what we have been taught….Running Innovation projects; what we have been t...
What should I do ?
..... and how innovation actually happens..... and how innovation actually happens
INSPIRATION GOALS
IN...
What should I do ?
Roll out plan, let milestone guide youRoll out plan, let milestone guide you
Deliverables are based on
...
What should I do ?
Cash is kingCash is king
1. time-to-concept as short as possible.
Delays postpone a future cash flow
2....
Some closing remarks
Kritayuga - Marktgericht Ondernemen April 2014 28
You can shape your own destiny and
become succesful !
Kritayuga - Marktgericht Ondernemen April 2014 30
Thank you
Kritayuga - Marktgericht Ondernemen April 2014 31
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IA Marktgericht Innoveren. Sessie 3. Voka Kempen. Kris Vander Velpen

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IA Marktgericht Innoveren. Sessie 3. Voka Kempen. Kris Vander Velpen

  1. 1. Kritayuga - Marktgericht Ondernemen April 2014 1
  2. 2. Agenda 28/4/14 • 16.00 – 16.15 Introduction • 16.15 – 17.30 Who am I ? • 17.30 – 18.00 Break ? • 18.00 – 19.15 What should I do ? • 19.15 – 19.30 Some closing remarks Kritayuga - Marktgericht Ondernemen April 2014 2
  3. 3. Introduction Kritayuga - Marktgericht Ondernemen April 2014 3
  4. 4. Time Senseofwell-being Dream/preparation Break-through/ self-realisation Creativity/trustSetback handling ‘Disappointment/ consciousness Every venture requires an enhanced awareness of the required discipline and “perspiration” level to become successful ! Kritayuga - Marktgericht Ondernemen April 2014 4
  5. 5. Learn problem structure Break problem into pieces Isolate pieces by uncertainty Unk unks Foreseeable uncertainty Integrate and learn : re-define, iterate What are the goals and Influence factors (performance function), what are possible actions and the causal connection between actions and performance ? Learning Manage in parallel Milestones : What are the areas (sub-problems) of actions ? Identify uncertainty profiles of the action areas. What are actions, risks and knowledge gaps ? What is the status (what risk and unk unks have materialized) ? What have we learned ? Evolve the uncertainty profiles © C.H. Loch Competition, market understanding, profit value chain or delivery model are more quickly and thoroughly analyzed A process of diagnosing “the unknown unknowns” within every venture is crucial !
  6. 6. Who am I ? Kritayuga - Marktgericht Ondernemen April 2014 6
  7. 7. Who am I? • Why should I start a new activity in my life ?Why should I start a new activity in my life ? • Should I start something new or acquireShould I start something new or acquire something existing ?something existing ? • Should I start alone or within a team ?Should I start alone or within a team ? • Can I be authentic ?Can I be authentic ? Kritayuga - Marktgericht Ondernemen April 2014 7
  8. 8. Who am I? • Can I be authentic ?Can I be authentic ? Kritayuga - Marktgericht Ondernemen April 2014 8
  9. 9. Who am I? • Can I cope with failure and fear ?Can I cope with failure and fear ? Kritayuga - Marktgericht Ondernemen April 2014 9 Cost of failing to innovate is larger than the sum of the cost of failed initiatives
  10. 10. Make sure that the other side also wins Remove the fear of failing Remove the worry of making a living Define the co-creation rules of engagement Specify your IP management Create a tribe that people want to be part of Including it’s rituals, procedures and practices, stimulating loyal behaviour Who am I ? • Do I want to create a partner-network?Do I want to create a partner-network? Kritayuga - Marktgericht Ondernemen April 2014 10
  11. 11. Who am I ? Make a mind mapMake a mind map EXAMPLEEXAMPLE Kritayuga - Marktgericht Ondernemen April 2014 11
  12. 12. The entrepreneurship test Kritayuga - Marktgericht Ondernemen April 2014 12
  13. 13. Are you an entrepreneur ? Questionaire 5 4 3 2 1 AGREE DISAGREE 1. I love to be together with people I like even when           it serves no other purpose. 2. In many situations clarifying who is in charge is           the most important business at hand. 3. When playing a game, I am concerned with how           well I play in my own estimation as I am with wether or not I win. 4. I believe it is important to have the respect of others in your           community. 5. When I set a goal, there is a good chance I will make it,           even through it doesn't always happen. 6. It is important to have possessions that will influence           others to respect me. 13 Kritayuga - Marktgericht Ondernemen April 2014
  14. 14. 5 4 3 2 1 AGREE DISAGREE 7. Losing a friend is very upsetting to me. I work hard to           regain friends I have lost. 8. I insist on the respect of people under me, even if I           have to push them around a bit to get it. 9. I need lots of warmth from others and I give it back.           10. I think about how what I am doing today will           affect my future five years from now. 11. I like to set up measures for myself of how well I am           progressing. 12. I am very concerned with the efficiency and quality of my work.           13. Many people need advice and help, and someone should give           it to them whether they want it or not. 14. Strong actions are needed when people make mistakes.           14 Kritayuga - Marktgericht Ondernemen April 2014
  15. 15. 5 4 3 2 1 AGREE DISAGREE 15. I enjoy social get-togethers and make time to go to them.           16. A key purpose in my life is to do things that have not been done           before. 17. If I move to a new area, I imagine the first things I would do is           develop new friends - without close friends , I am like a plant without water. 18. I intend to get strong emotional reactions out of others           because that way I know I am getting somewhere. 19. I need very much to be liked by others.           20. My friends may sometimes think it is dull, but I find myself           talking about how to overcome future obstacles I have anticipated. 21. My close relationships are very valuable to me.           15 Kritayuga - Marktgericht Ondernemen April 2014
  16. 16. What should I do ? Kritayuga - Marktgericht Ondernemen April 2014 16
  17. 17. What should I do ? • Search for the problems customers want to solve (≠ solve own company problems) • Look at business opportunities to serve attractive customer segments (≠ variation on what is already offered) • Use new technologies as basic customer problem facilitators (≠ technology push) • Turn customer input into customer solutions (≠ “me too” products & services or “lead users” service development) Kritayuga - Marktgericht Ondernemen April 2014 17
  18. 18. What should I do ? An outside-in approach to prevent “resource-driven” ideas & conceptsAn outside-in approach to prevent “resource-driven” ideas & concepts trends & developments Technology development needs benefits market dynamics and evolving customer needs actor required technology competition regulation end customer preferences Kritayuga - Marktgericht Ondernemen April 2014 18
  19. 19. 17 WHO?  Unsatisfied customers  Non customers (yet) WHAT?  Higher value  Lower prices HOW?  Lower costs  Smart partners Choose the most important customers and organize around them Choose the most important customers and organize around them ! What should I do ? The major challengeThe major challenge Kritayuga - Marktgericht Ondernemen April 2014 19
  20. 20. What should I do ? The business model as a basic description of how your business works and howThe business model as a basic description of how your business works and how it makes moneyit makes money Partner network Collaboration model Core processes distribution communication Target customers WHAT HOWWHO Revenue model revenues profit costs € €€ Sources: G. Hamel - Leading the Revolution – 2000; A. Osterwalder - How to Describe and Improve your Business Model to Compete Better - 2005 product/ service offering € Kritayuga - Marktgericht Ondernemen April 2014 20
  21. 21. What should I do ? Discovery driven planningDiscovery driven planning • NBD planning cannot be based on a well-understood and predictable platform of past experience. Assumptions are made and have to be challenged during the NBD process. 1. Set up the business case: 1. Start by baking in profitability in a reverse income statement 2. Calculate the allowable costs 3. Identify the assumptions made 2. Does the NBD project still make sense given this business case? 3. At each milestone, challenge the assumptions and update the business case (go to step 2). Source: McGrath & McMillan – Discovery-Driven Planning , 2007 , Harvard Business Review Kritayuga - Marktgericht Ondernemen April 2014 21
  22. 22. What should I do ? Calculation on the back of a coasterCalculation on the back of a coaster Revenues? Operational costs? Investments? Other costs? Kritayuga - Marktgericht Ondernemen April 2014 22
  23. 23. What should I do ? Build a high perormant teamBuild a high perormant team Managing External Acceptance Managing Internal Acceptance Managing Search and Development Managing new business / innovation initiatives • Market research • Feasibility studies • Market entry strategies • Lead generation • Risk attitude • Management commitment • Communication • Champions • Markets and technologies • Business intelligence • Ideas and concepts Kritayuga - Marktgericht Ondernemen April 2014 23
  24. 24. What should I do ? Running Innovation projects; what we have been taught….Running Innovation projects; what we have been taught…. GOALS PLANNING ACTION VARIANCES RESULTS Kritayuga - Marktgericht Ondernemen April 2014 24
  25. 25. What should I do ? ..... and how innovation actually happens..... and how innovation actually happens INSPIRATION GOALS INSPIRATION GOALSPLAN FOOLING AROUND MISTAKES DOING FAILURE ACTION INSPIRATION PLAN GOALS PLANS SOME OTHER ACTION SUCCESS Kritayuga - Marktgericht Ondernemen April 2014 25
  26. 26. What should I do ? Roll out plan, let milestone guide youRoll out plan, let milestone guide you Deliverables are based on success criteria! Primary milestones are external Milestones are “unachievable” but “must” be achieved! Systems and approaches: • Gantt charts • Work/Product Structure Breakdown Kritayuga - Marktgericht Ondernemen April 2014 26
  27. 27. What should I do ? Cash is kingCash is king 1. time-to-concept as short as possible. Delays postpone a future cash flow 2. time-to-market as short as possible. Delays postpone a future cash flow and (often) increase cost launch discover time-to-concept develop time-to-market deliver time-to-profit support post-launch cost start-up innovation cost time cum. cash 3. time-to-profit as short as possible. Delays diminish a future cash flow 4. innovation cost optimized for the best time-to-market and highest future value 5. post-launch cost optimized for the best time-to-profit and highest future value Source: Payback - Reaping the Rewards of Innovation; James P. Andrew Harold L. Sirkin, 2006 Kritayuga - Marktgericht Ondernemen April 2014 27
  28. 28. Some closing remarks Kritayuga - Marktgericht Ondernemen April 2014 28
  29. 29. You can shape your own destiny and become succesful ! Kritayuga - Marktgericht Ondernemen April 2014 30
  30. 30. Thank you Kritayuga - Marktgericht Ondernemen April 2014 31

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