National Science Foundation - Innovation Network Meeting 041114

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National Science Foundation - Innovation Network Meeting 041114

  1. The Lean LaunchPad The Story Steve Blank @sgblank www.steveblank.com National Innovation Network Meeting April 11, 2014
  2. Time to Celebrate! • From an idea to a movement! • Make possible by you • How did we get here? • Where are we going?
  3. Rashomon Effect
  4. Part 1: The Epiphany Steve Blank @sgblank www.steveblank.com
  5. 21 Years Executing the Plan
  6. Actual Photo of What Happened When My Plan Had First Contact With Customers
  7. All I Need is the 5- Year Forecast
  8. Previous 5-Year Plans
  9. Is this all there is?
  10. ?
  11. I Started Reading • Lead User Research - Von Hippel • Crossing the Chasm - Moore • Entrepreneurial Mindset - McGrath/MacMillan • Innovators Dilemma - Christensen • Profitable Value - Lanning •Lanchester Strategy - Yano • High Tech Marketing - Davidow • OODA Loop - Boyd • Question-based Selling - Freese • Solution Selling - Bosworth • Conceptual/Strategic Selling - Heiman • Spin Selling - Rackham • US Marine Corps Warfighting Manual • Tipping Point - Gladwell
  12. It Resulted in a Few Hypotheses
  13. Startups Are Not Smaller Versions of Large Companies
  14. Startups Are Not Smaller Versions of Large Companies Large Companies Execute Known Business Models
  15. Startups Are Not Smaller Versions of Large Companies Startups Search for Unknown Business Models
  16. What’s A Startup?
  17. A temporary organization designed to search for a repeatable and scalable business model
  18. A temporary organization designed to search for a repeatable and scalable business model
  19. A temporary organization designed to search for a repeatable and scalable business model
  20. A temporary organization designed to search for a repeatable and scalable business model
  21. Startups Fail Because They Confuse Search with Execute
  22. Startups need their own tools, different from those used in existing companies
  23. Startups need their own tools, different from those used in existing companies
  24. And a Question
  25. Can We Build a Process to Search? Before we Execute
  26. Yes • Lead User Research - Von Hippel • Crossing the Chasm - Moore • Entrepreneurial Mindset - McGrath/MacMillan • Innovators Dilemma - Christensen • Profitable Value - Lanning •Lanchester Strategy - Yano • High Tech Marketing - Davidow • OODA Loop - Boyd • Question-based Selling - Freese • Solution Selling - Bosworth • Conceptual/Strategic Selling - Heiman • Spin Selling - Rackham • US Marine Corps Warfighting Manual • Tipping Point - Gladwell
  27. Customer Development Process Yes
  28. There are no facts inside your building So get the heck outside
  29. +
  30. + +
  31. So I Wrote A “Book”
  32. Part 2: Finding the Words
  33. And Then A Class MBA 295: Customer Development Co-taught with: Rob Majteles @ Treehouse Ventures
  34. Eric Ries Extends the Model • Took my class at U.C. Berkeley • Co-founded IMVU, I sat on his board – 1st implementation of Customer Development – Paired it with an Agile Development Model • Called it the Lean Startup
  35. Which Turned Into A Better Model +Agile Development
  36. Alex Osterwalder - Business Model • Business Model Generation • Defines what the “search” is about
  37. Which Turned Intoan Even Better Model + +
  38. +
  39. Hypotheses Testing and Insight
  40. And that Turned into Another Book
  41. Lean Startup = 3 parts Business Model Canvas Part 1
  42. Lean Startup Part 1 Part 2 Customer Development +
  43. Lean Startup Part 1 Agile Engineering + + Part 2 Agile Engineering Part 3
  44. Story 3 Experiential
  45. Existing pedagogy was designed by theorists not practitioners
  46. Entrepreneurship is Experiential
  47. Let’s Teach it That Way Entrepreneurship is Experiential
  48. And Then Into Another Class Engr 245: The Lean LaunchPad Co-taught with: Jon Feiber @ MDV Ann Miura-Ko @ Floodgate
  49. Admission By Application and Team (business model canvas) Engr 245: The Lean LaunchPad Co-taught with: Jon Feiber @ MDV Ann Miura-Ko @ Floodgate
  50. VC’s As Part of the Teaching Team Engr 245: The Lean LaunchPad Co-taught with: Jon Feiber @ MDV Ann Miura-Ko @ Floodgate Venture Capitalists
  51. One Mentor Per Team Engr 245: The Lean LaunchPad Co-taught with: Jon Feiber @ MDV Ann Miura-Ko @ Floodgate Venture Capitalists Mentors
  52. Joint Engineering & MBA Class Engr 245: The Lean LaunchPad Co-taught with: Jon Feiber @ MDV Ann Miura-Ko @ Floodgate Venture Capitalists Mentors
  53. Add Teaching Resources
  54. Story 4 The Scientific Method
  55. Then It Turned Into Another Class Co-taught with: Jon Feiber @ MDV Jim Hornthal @ CMEA John Burke @ True Ventures Jerry Engel @ Haas/Monitor Ventures Bhavik Joshi @ Better Place Oren Jacob @ Pixar
  56. Admission By Application and Team Co-taught with: Jon Feiber @ MDV Jim Hornthal @ CMEA John Burke @ True Ventures Jerry Engel @ Haas/Monitor Ventures Bhavik Joshi @ Better Place Oren Jacob @ Pixar
  57. VC’s As Part of the Teaching Team Co-taught with: Jon Feiber @ MDV Jim Hornthal @ CMEA John Burke @ True Ventures Jerry Engel @ Haas/Monitor Ventures Bhavik Joshi @ Better Place Oren Jacob @ Pixar Venture Capitalists
  58. Mentors are Part of the Team Co-taught with: Jon Feiber @ MDV Jim Hornthal @ CMEA John Burke @ True Ventures Jerry Engel @ Haas/Monitor Ventures Bhavik Joshi @ Better Place Oren Jacob @ Pixar Venture Capitalists Mentors
  59. Add LaunchPad Central to Monitor and Measure Outcomes
  60. Found a Secret Santa • Congressman Dan Lipinski (IL-3) • Flew out to attend a class • Key supporter on the hill
  61. Vitruvian • Prevent incisional hernias via wound healing – Biocompatible microparticles + fibrin sealant • Team: – Dr. Hobart Harris Chief of General Surgery – Dr. David Young, Prof Surgery – Cindy Chang, Enzymologist • Went through the CTAS program • Then took the UCSF class
  62. Trained the Trainers Added two More Schools
  63. Taught by Takashi Tsutsumi@ Hosei Co-taught with Murray Low @ Columbia Bob Dorf Co-taught with: Jon Feiber @ MDV Taught by Jim Hornthal And Four More Schools Add 5-day version of the class 5-day Version
  64. 68 Put the class online 200,000 students
  65. Lean LaunchPad Educators Class •Train educators each quarter
  66. Story 5 The Real Story is About You
  67. The Genius is in the Nodes/Sites
  68. The Genius is in the Nodes/Sites 5 nodes 15 sites 32 instructors 42 universities
  69. NSF I-Corps / Lean LaunchPad General Single Cohort
  70. General Single Cohort Multiple Cohorts Multiple Nodes of NSF I-Corps / Lean LaunchPad NSF I-Corps / Lean LaunchPad
  71. General Single Cohort Multiple Cohorts Multiple Sites of NSF I-Corps / Lean LaunchPad NSF I-Corps / Lean LaunchPad Multiple Nodes of NSF I-Corps / Lean LaunchPad
  72. Lean Startup Business Model Canvas
  73. Lean Startup Business Model Canvas Customer Development Agile Engineering+ + Evidence-based Curriculum (NSF I-Corps/Lean LaunchPad)
  74. Lean Startup Business Model Canvas Customer Development Agile Engineering+ + Evidence-based Curriculum (NSF I-Corps/Lean LaunchPad) Hypotheses
  75. Lean Startup Business Model Canvas Customer Development Agile Engineering+ + Evidence-based Curriculum (NSF I-Corps/Lean LaunchPad) Hypotheses Experiments
  76. Lean Startup Business Model Canvas Customer Development Agile Engineering+ + Evidence-based Curriculum (NSF I-Corps/Lean LaunchPad) Hypotheses Experiments Data
  77. Lean Startup Business Model Canvas Customer Development Agile Engineering+ + Evidence-based Curriculum (NSF I-Corps/Lean LaunchPad) Hypotheses Experiments Data Mentors
  78. LaunchPad Central Software Lean Startup Business Model Canvas Customer Development Agile Engineering+ + Evidence-based Curriculum (NSF I-Corps/Lean LaunchPad) Hypotheses Experiments Data
  79. LaunchPad Central Software DataDataData Lean Startup Business Model Canvas Customer Development Agile Engineering+ + Evidence-based Curriculum (NSF I-Corps/Lean LaunchPad) Hypotheses Experiments Data Weekly Progress
  80. LaunchPad Central Software DataDataData Lean Startup Business Model Canvas Customer Development Agile Engineering+ + Evidence-based Curriculum (NSF I-Corps/Lean LaunchPad) Hypotheses Experiments Data Weekly Progress Experiment Scorecard +
  81. LaunchPad Central Software DataDataData Lean Startup Business Model Canvas Customer Development Agile Engineering+ + Evidence-based Curriculum (NSF I-Corps/Lean LaunchPad) Hypotheses Experiments Data Weekly Progress Experiment Scorecard Data, Experiments, Trajectory, IRL + =
  82. Story 6 Domain Specific Cohorts
  83. NSF I-Corps / Lean LaunchPad General Single Cohort
  84. General Single Cohort Multiple Cohorts NSF I-Corps / Lean LaunchPad Multiple Sites of NSF I-Corps / Lean LaunchPad Multiple Nodes of NSF I-Corps / Lean LaunchPad
  85. General Single Cohort Multiple Cohorts Domain Specific I-Corps L for Educators Class NSF I-Corps / Lean LaunchPad Multiple Sites of NSF I-Corps / Lean LaunchPad Multiple Nodes of NSF I-Corps / Lean LaunchPad
  86. Lean LaunchPad for Life Sciences • Therapeutics • Diagnostics • Devices • Digital Health
  87. General Single Cohort Multiple Cohorts Domain Specific UCSF Life Sciences NSF I-Corps / Lean LaunchPad I-Corps L for Educators Class Multiple Sites of NSF I-Corps / Lean LaunchPad Multiple Nodes of NSF I-Corps / Lean LaunchPad
  88. Early Stage Therapeutic Myths The Idea is Key Better ideas create value Funding Gap Early Stage Investment as a market failure Data Quality Findings in preclinical research are often not reproducible Karl@CodonCapital.com The real gap is the expertise to move early stage research toward industrial relevance
  89. Early Stage Therapeutic Myths Karl@CodonCapital.com Data Quality Findings in preclinical research are often not reproducible Data addressing key development criteria
  90. Early Stage Therapeutic Myths Karl@CodonCapital.com Data Quality Findings in preclinical research are often not reproducible Data addressing key development criteria The Idea is Key Better ideas create value Clear path to modifying a disease
  91. Early Stage Therapeutic Myths Karl@CodonCapital.com Data Quality Findings in preclinical research are often not reproducible Data addressing key development criteria The Idea is Key Better ideas create value Clear path to modifying a disease Funding Gap Early Stage Investment as a market failure Operational plan justifying investment
  92. Story 7 Commercialization Insights
  93. 21st Century Commercialization Insight • Gov’t Commercialization efforts have two components – The science/technology – The business model • Current Commercialization efforts focus on #1 • Successful efforts require the team to do both
  94. Insight Technology Evidence but no Commercialization Evidence 98
  95. physical space & equipment seed $’s Mentorship Workshops/Webinars Technology Progress Clinical Trials, etc. Technology Progress ≠ Commercialization
  96. 100 Current Thinking about Translational Medicine Research Performing Institutions Technology (diagnostic, device, therapeutic) Solicit & Select Develop Technology Obtain Additional Capital
  97. Research Institutions Technology (diagnostic, device, therapeutic) Solicit & Select Existing Company New Company Technology Development Process Regulatory Intellectual Property Business Development Project Management Medical, Scientific, and Business Review Licensing and Exit Accepted independent financing Product Development Additional Capital Current Thinking about Translational Medicine Mentors
  98. Insight Add a 2nd, Path for Commercialization Evidence 102
  99. physical space & equipment seed $’s Mentorship Workshops/Webinars Technology Progress Clinical Trials, etc. Commercialization Progress – reducing market risk Accelerating Commercialization: – Requires Parallel Paths
  100. Insight Commercialization Evidence Require Outward Focus 104
  101. Research Institutions Technology (diagnostic, device, therapeutic) Solicit & Select Add Evidence-based Commercialization Medical, Scientific, and Business Review Accepted Additional Capital Inward-facing
  102. Research Institutions Technology (diagnostic, device, therapeutic) Solicit & Select Add Evidence-based Commercialization Medical, Scientific, and Business Review Accepted Additional Capital Reimburse -men Partners Customers (users, payers, etc.) Commercialization Development Process Value Propositio n Distribution Channels Add a parallel Commercialization Process Inward-facing Outward-facing
  103. Research Performing Institutions Technology (diagnostic, device, therapeutic) Solicit & Select Add Evidence-based Commercialization Medical, Scientific, and Business Review Accepted Additional Capital Customers Value Proposition Channels Partners Reimburse- ment Intellectual Property Commercialization
  104. Magnamosis • Create a magnetic compression anastomosis with improved outcomes • Team: – Michael Harrison, MD, Pediatric Surgeon – Elisabeth Leeflang, MD, General Surgery Resident – Michael Danty, MS, Business Development – Dillon Kwiat, BS, Medical Device Engineer
  105. 109
  106. NSF I-Corps / Lean LaunchPad General Single Cohort
  107. General Single Cohort Multiple Cohorts NSF I-Corps / Lean LaunchPad Multiple Sites of NSF I-Corps / Lean LaunchPad Multiple Nodes of NSF I-Corps / Lean LaunchPad
  108. General Single Cohort Multiple Cohorts Domain Specific I-Corps L for Educators Class NSF I-Corps / Lean LaunchPad Multiple Sites of NSF I-Corps / Lean LaunchPad Multiple Nodes of NSF I-Corps / Lean LaunchPad
  109. Lean LaunchPad for Life Sciences • Therapeutics • Diagnostics • Devices • Digital Health
  110. General Single Cohort Multiple Cohorts Domain Specific UCSF Life Sciences NSF I-Corps / Lean LaunchPad I-Corps L for Educators Class Multiple Sites of NSF I-Corps / Lean LaunchPad Multiple Nodes of NSF I-Corps / Lean LaunchPad
  111. Story 8 What’s Next?
  112. OSTP – Secret Santa II • From Lab to Market: Accelerating Research Breakthroughs and Economic Growth
  113. Lean LaunchPad for the NIH • NCATS • NCI • NHLBI • NINDS 25 Teams fall 2014
  114. Pivoting the SBIR Process • SBIR grants describe a commitment to execute • How do you Pivot after a grant? Change the grant process!
  115. Making the Network a Network • Share, share, share – Resources – Expertise – Mentors – Best practices • Create a Nation of Innovators – Integrate experiential entrepreneurship on all levels
  116. The Future Is Now in Your Hands 5 nodes 15 sites 32 instructors 42 universities

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