The document discusses various innovation processes including the stage-gate model, scrum agile product development, and the double diamond process. It also outlines typical development processes that move from a divergent discovery phase to a convergent define phase where opportunities are refined. Key activities in the discovery phase include exploring problems, technologies, markets, and ideas while the define phase involves evaluating opportunities through questioning and quick assessment methods.
Presentation of the course Industrial Design Engineering or [open] Innovator at The Hague University of Applied Sciences. This is the presentation shown on
Australian CIO Summit 2012: Presentation by David Erdstein, Former Manager Sp...IT Network marcus evans
Australian CIO Summit 2012: Presentation by David Erdstein, Former Manager Spatial Capability Development, Department Sustainability and Environment: Herding Cats: Aligning Diverse Stakeholders Groups, Crystallising Requirements, and Rapid Interactive Prototyping within Days
This document provides an introduction and agenda for a course on innovation in product development. The course will be taught by Thomas J. Howard and Jakob Bejbro and will include lectures on topics like integrated product development, business model canvas, and project introductions. The course aims to provide students experience applying concepts to develop products and businesses. Students will work in project teams and complete deliverables like a product report, business plan, video pitch, and final exam presentation. Support resources for entrepreneurs are also listed.
Capabilities: The Bridge Between R-&-D - 21may14Ian Phillips
Research can seem very isolated from Product Development. This work illustrates the role of Research in establishing Capabilities; Capabilities which will subsequently be used in Product Development. Thus showing Research to be important in the ecology of a healthy business.
NROADS levert professionele support bij het ontwikkelen en realiseren van innovatieprojecten, innovatieprogramma's en samenwerking. Als kennispartner werken wij voor bedrijven, kennisinstellingen, brancheorganisaties en overheden. Gevestigd in Brainport Regio Eindhoven, beschikken onze mensen over een breed netwerk binnen de Automotive, Mobiliteit en High Tech industrie.
This document provides an analysis of environmental ethics in current graphic design practice in Ireland. It investigates the most common obstacles, challenges, and misconceptions cited by Irish designers for not practicing sustainability. The author conducted a mixed-methods study including a survey and interviews of designers, along with a case study of a sustainable design studio. The study found that designers are interested in sustainability but face certain obstacles that hinder its implementation. Recommendations are made to help overcome these obstacles and challenges to promote more sustainable work practices.
The 2nd Annual Advanced Moulding Technologies Conference will take place on Tuesday 28 and Wednesday 29 June 2011 in Brussels, Belgium. The conference will provide an overview of advanced moulding technologies and techniques available to improve plastics products and parts, including foaming, gas and water assistance, variotherm, micro-moulding, and in-mould decoration and assembly. Professionals from polymer research, design engineering, technical management, mould making, injection moulding, and more will discuss applications of these technologies and their benefits. Speakers will cover topics like metal substitution materials, assisted injection moulding, foaming technologies used by Mazda, fluid systems, cryogenic assistance, water assistance, and
Presentation of the course Industrial Design Engineering or [open] Innovator at The Hague University of Applied Sciences. This is the presentation shown on
Australian CIO Summit 2012: Presentation by David Erdstein, Former Manager Sp...IT Network marcus evans
Australian CIO Summit 2012: Presentation by David Erdstein, Former Manager Spatial Capability Development, Department Sustainability and Environment: Herding Cats: Aligning Diverse Stakeholders Groups, Crystallising Requirements, and Rapid Interactive Prototyping within Days
This document provides an introduction and agenda for a course on innovation in product development. The course will be taught by Thomas J. Howard and Jakob Bejbro and will include lectures on topics like integrated product development, business model canvas, and project introductions. The course aims to provide students experience applying concepts to develop products and businesses. Students will work in project teams and complete deliverables like a product report, business plan, video pitch, and final exam presentation. Support resources for entrepreneurs are also listed.
Capabilities: The Bridge Between R-&-D - 21may14Ian Phillips
Research can seem very isolated from Product Development. This work illustrates the role of Research in establishing Capabilities; Capabilities which will subsequently be used in Product Development. Thus showing Research to be important in the ecology of a healthy business.
NROADS levert professionele support bij het ontwikkelen en realiseren van innovatieprojecten, innovatieprogramma's en samenwerking. Als kennispartner werken wij voor bedrijven, kennisinstellingen, brancheorganisaties en overheden. Gevestigd in Brainport Regio Eindhoven, beschikken onze mensen over een breed netwerk binnen de Automotive, Mobiliteit en High Tech industrie.
This document provides an analysis of environmental ethics in current graphic design practice in Ireland. It investigates the most common obstacles, challenges, and misconceptions cited by Irish designers for not practicing sustainability. The author conducted a mixed-methods study including a survey and interviews of designers, along with a case study of a sustainable design studio. The study found that designers are interested in sustainability but face certain obstacles that hinder its implementation. Recommendations are made to help overcome these obstacles and challenges to promote more sustainable work practices.
The 2nd Annual Advanced Moulding Technologies Conference will take place on Tuesday 28 and Wednesday 29 June 2011 in Brussels, Belgium. The conference will provide an overview of advanced moulding technologies and techniques available to improve plastics products and parts, including foaming, gas and water assistance, variotherm, micro-moulding, and in-mould decoration and assembly. Professionals from polymer research, design engineering, technical management, mould making, injection moulding, and more will discuss applications of these technologies and their benefits. Speakers will cover topics like metal substitution materials, assisted injection moulding, foaming technologies used by Mazda, fluid systems, cryogenic assistance, water assistance, and
CDM used to focus on producing vibration isolation materials but shifted in the late 1980s to an engineered solutions approach. This involved (1) strategic alliances to develop new product families, (2) an in-house test lab, (3) in-house engineering support, and (4) looking across technology borders. Now CDM offers customized vibration isolation systems using elastomers, springs, or air cushions depending on the situation. They provide full engineering and testing support for solutions. This approach made CDM less dependent on individual material suppliers and closer to customers' needs.
The document summarizes Sealed Air's use of Innovare's "Tech Explorer" process to increase technology innovation with less time and money. The three phase process involves: [1] Secondary research on technologies that could address customer needs; [2] Discovery workshops with external experts to explore technology applications; [3] Synthesis of concepts and roadmaps to apply technologies to new products. An example case developed concepts for extending meat shelf life using modified atmosphere packaging. The process helps move beyond quick fixes by gaining external perspectives and considering a broader range of solutions.
Plasma technology is a key area of expertise and growth for CFD Canada. Under Dr. Kudriavtsev's leadership, the plasma module user base grew significantly from 0 licenses in 1999 to over 30 industrial and 50+ university licenses in just 4 years. This success was driven by Dr. Kudriavtsev's marketing and technical expertise in plasma applications.
The document is an introduction to innovation that provides definitions of innovation, discusses why innovation is important for businesses, and classifies different types of innovation. It defines innovation as the successful exploitation of new ideas and discusses innovation in terms of invention, commercialization, and diffusion of new products or services. The document also outlines different degrees of innovation from new products to improvements, and classifies innovations as application, market, technology, or paradigm innovations based on the novelty of the technology and market.
Wemakedesign is a graphic design consultancy founded in 2004 and located in Dublin, Ireland. It is led by Nik Dillon and Adam Gallacher, who have over 25 years of combined experience working with major clients in Ireland, the UK, and Australia. Wemakedesign offers branding, identity design, and marketing services and takes a five-step approach to projects that includes research, strategy, creation, implementation, and ongoing partnership. They have worked with clients across many industries and won several national and international awards for their work.
This document summarizes Innovation by Design, an 18-month program that partnered six Irish organizations with design associates to help them innovate and grow their businesses. The program helped Avenue Mould Solutions focus on enhancing their service for existing customers rather than developing new products. Connacht Gold explored new ways to package milk and butter through a project with industrial design students. Both companies learned new customer research techniques, improved internal processes, and saw early positive results from applying a design approach and making changes. The document shares case studies for each company and their experiences in the program.
Here are the steps to replace the headlamp bulb:
1. Remove the 2 screws on the left side light housing and remove the housing.
2. Disconnect the cable connector.
3. Remove the headlamp bulb.
4. Install the new headlamp bulb.
5. Reconnect the cable connector.
6. Replace the left side light housing and secure with the 2 screws.
7. Remove the 2 screws on the right side light housing and remove the housing.
8. Replace the headlamp bulb.
9. Replace the right side light housing and secure with the 2 screws.
28 Original material by Thomas J. Howard, The Technical University of Denmark
The document provides information about an upcoming conference called the Bridge Design & Construction Exchange that will take place from May 15-17, 2011 in Amsterdam. The conference will allow bridge engineering and construction professionals to share knowledge, learn from international best practices, and network with large contractors and project directors leading innovative bridge programs. Attendees will hear from expert speakers and have opportunities for one-on-one business meetings to understand priorities, capabilities, and potential collaborations. Participation is limited to senior executives to facilitate true peer-level networking. The conference aims to help participants maximize their time and see real business benefits.
El rol de la transferencia tecnológica en el sistema de innovación suizoFundación Chile
This document discusses innovation and technology transfer to support start-up companies. It defines innovation and outlines typical barriers to innovation like lack of resources and expertise. It then discusses ways to enable innovation such as establishing an innovation culture and process. The document also summarizes the CTI Start-up program in Switzerland which provides funding and coaching to address challenges in innovating and obtaining financing. It notes the program aims to get the technology right, provide business knowledge, develop sustainable businesses, and connect start-ups to investors.
The document describes the process and methods used by the Center for Design and Innovation (cD+i) to conduct design research and generate solutions. It involves immersive research methods like observations and interviews to understand user needs, develop user personas, map customer experiences, and identify patterns and insights. cD+i then facilitates generative sessions to ask "How might we..." questions and develop plausible alternative solutions. The end goal is to transform ideas into actions that deliver value and create sustainable business models.
The Commercialising Metamaterials Innovation Network brings you its next workshop in our winter series. This webinar will bring together a variety of experts who can offer organisations the support they need to successfully scale up and commercialise.
Once an aspect of metamaterials technology has been identified with the potential in a particular application, there is a need to look to scale up the production to develop demonstrators and prototypes. This activity is often associated with a start-up or SME since the technology is brought in from research. The needs of these small enterprises in progressing, from this first step to commercialisation, can include a variety of services offered from academia to investors. Very often investors will only be interested in further steps to commercialise or upscale.
This webinar will bring together a variety of experts who can offer organisations the support they need to successfully scale up and commercialise. This includes modelling services from academia; advanced manufacturing scale up from catapults and academia; innovation funding and investor access from Government-funded organisations; early-stage design expertise to ensure capture of best product and application, to name just a few.
This document provides information about an innovation and product development course. It includes an agenda for the course that covers topics like introduction to innovation and the innovation process. It also lists the teaching team which is led by Thomas J. Howard and includes guest lecturers. Assessment is based mostly on an entrepreneurial output involving a business plan and pitch. Reading materials and the lecture schedule are provided which cover various aspects of innovation and product development.
The lecture was split into four sections and covered crowdsourcing techniques such as crowd funding, labor, innovation, and creativity. Open design was discussed as an emerging paradigm where design blueprints are shared openly versus just source code. Different open licenses like Creative Commons were reviewed. Examples of open hardware projects like Arduino and Free Beer were provided. Open design was presented as a new consideration for integrated product development and potential revenue models from an open source approach.
The document outlines Thomas J. Howard's guest lecture at Tallinn European Innovation Academy on design and product development. The agenda is split into four sections covering integrated product development, product/service-systems, open design, and protovation. In the section on integrated product development, Howard discusses the key disciplines of market, product, and production/business and how remaining uncertainties can be identified. He emphasizes using prototypes to test feasibility and answer major questions. Different types of prototypes are defined including proof-of-principle, form study, user experience, visual, and functional prototypes. Market prototyping is also introduced as a way to test market feasibility.
Example for Innovation Degree of NoveltyMotaz Agamawi
This document contains a table listing examples of different forms and types of innovation. The table includes innovations such as the transistor, which was a radical product innovation; McLaren's baby buggy design from 1965, which was an architectural product innovation; and SMS text messaging, which was a modular service innovation that became widely popular. The document provides brief descriptions of each innovation listed in the table.
The document provides instructions for an exercise to design a shipping container with specific dimensions and features, including a wall thickness, hinge, hole, and text. Participants have 20 minutes to design the container in a CAD program, checking for mistakes and preparing an STL file for 3D printing. The first correctly designed file submitted will be printed.
The document provides guidance on how to effectively pitch a business idea. It recommends focusing a pitch on clearly describing the idea, how it will make money, and next steps. The pitch should be told as a good story that generates curiosity and interest in order to set up more meetings. It advises introducing the idea in one sentence, explaining the problem it solves and why it's a better solution than competitors. Pitches should also cover the market and customers, business model, implementation status, team, and be told with enthusiasm using visuals while keeping it simple. The goal is for the audience to understand the business and be generated desire.
- The document discusses the importance of having a strong team for developing an innovative product or starting a new business. It notes that no matter how well a business plan is made, there will always be differences between the plan and reality.
- A key purpose of a business plan and pitch is to show that the team has the necessary competencies and commitment to adapt to inevitable changes. Investors want to see that a team can re-evaluate their plan and priorities in response to a shifting market or context.
- The document provides guidance on building an effective team, including setting expectations, distributing ownership based on roles and contributions, making decisions, and ensuring members have complementary skills and responsibilities. Developing a network through organizations
The document discusses how to write an effective business plan, including identifying a business idea, developing the key sections of a business plan, financial projections, and implementation planning. It covers the six main sections of a business plan: executive summary, product/service concept, marketing strategy, business model, business case and risks, and implementation plan. It provides examples and checklists for each section to guide business plan development. The goal is to teach entrepreneurs how to clearly outline their business idea, market strategy, financials, and roadmap to turn their idea into a successful enterprise.
CDM used to focus on producing vibration isolation materials but shifted in the late 1980s to an engineered solutions approach. This involved (1) strategic alliances to develop new product families, (2) an in-house test lab, (3) in-house engineering support, and (4) looking across technology borders. Now CDM offers customized vibration isolation systems using elastomers, springs, or air cushions depending on the situation. They provide full engineering and testing support for solutions. This approach made CDM less dependent on individual material suppliers and closer to customers' needs.
The document summarizes Sealed Air's use of Innovare's "Tech Explorer" process to increase technology innovation with less time and money. The three phase process involves: [1] Secondary research on technologies that could address customer needs; [2] Discovery workshops with external experts to explore technology applications; [3] Synthesis of concepts and roadmaps to apply technologies to new products. An example case developed concepts for extending meat shelf life using modified atmosphere packaging. The process helps move beyond quick fixes by gaining external perspectives and considering a broader range of solutions.
Plasma technology is a key area of expertise and growth for CFD Canada. Under Dr. Kudriavtsev's leadership, the plasma module user base grew significantly from 0 licenses in 1999 to over 30 industrial and 50+ university licenses in just 4 years. This success was driven by Dr. Kudriavtsev's marketing and technical expertise in plasma applications.
The document is an introduction to innovation that provides definitions of innovation, discusses why innovation is important for businesses, and classifies different types of innovation. It defines innovation as the successful exploitation of new ideas and discusses innovation in terms of invention, commercialization, and diffusion of new products or services. The document also outlines different degrees of innovation from new products to improvements, and classifies innovations as application, market, technology, or paradigm innovations based on the novelty of the technology and market.
Wemakedesign is a graphic design consultancy founded in 2004 and located in Dublin, Ireland. It is led by Nik Dillon and Adam Gallacher, who have over 25 years of combined experience working with major clients in Ireland, the UK, and Australia. Wemakedesign offers branding, identity design, and marketing services and takes a five-step approach to projects that includes research, strategy, creation, implementation, and ongoing partnership. They have worked with clients across many industries and won several national and international awards for their work.
This document summarizes Innovation by Design, an 18-month program that partnered six Irish organizations with design associates to help them innovate and grow their businesses. The program helped Avenue Mould Solutions focus on enhancing their service for existing customers rather than developing new products. Connacht Gold explored new ways to package milk and butter through a project with industrial design students. Both companies learned new customer research techniques, improved internal processes, and saw early positive results from applying a design approach and making changes. The document shares case studies for each company and their experiences in the program.
Here are the steps to replace the headlamp bulb:
1. Remove the 2 screws on the left side light housing and remove the housing.
2. Disconnect the cable connector.
3. Remove the headlamp bulb.
4. Install the new headlamp bulb.
5. Reconnect the cable connector.
6. Replace the left side light housing and secure with the 2 screws.
7. Remove the 2 screws on the right side light housing and remove the housing.
8. Replace the headlamp bulb.
9. Replace the right side light housing and secure with the 2 screws.
28 Original material by Thomas J. Howard, The Technical University of Denmark
The document provides information about an upcoming conference called the Bridge Design & Construction Exchange that will take place from May 15-17, 2011 in Amsterdam. The conference will allow bridge engineering and construction professionals to share knowledge, learn from international best practices, and network with large contractors and project directors leading innovative bridge programs. Attendees will hear from expert speakers and have opportunities for one-on-one business meetings to understand priorities, capabilities, and potential collaborations. Participation is limited to senior executives to facilitate true peer-level networking. The conference aims to help participants maximize their time and see real business benefits.
El rol de la transferencia tecnológica en el sistema de innovación suizoFundación Chile
This document discusses innovation and technology transfer to support start-up companies. It defines innovation and outlines typical barriers to innovation like lack of resources and expertise. It then discusses ways to enable innovation such as establishing an innovation culture and process. The document also summarizes the CTI Start-up program in Switzerland which provides funding and coaching to address challenges in innovating and obtaining financing. It notes the program aims to get the technology right, provide business knowledge, develop sustainable businesses, and connect start-ups to investors.
The document describes the process and methods used by the Center for Design and Innovation (cD+i) to conduct design research and generate solutions. It involves immersive research methods like observations and interviews to understand user needs, develop user personas, map customer experiences, and identify patterns and insights. cD+i then facilitates generative sessions to ask "How might we..." questions and develop plausible alternative solutions. The end goal is to transform ideas into actions that deliver value and create sustainable business models.
The Commercialising Metamaterials Innovation Network brings you its next workshop in our winter series. This webinar will bring together a variety of experts who can offer organisations the support they need to successfully scale up and commercialise.
Once an aspect of metamaterials technology has been identified with the potential in a particular application, there is a need to look to scale up the production to develop demonstrators and prototypes. This activity is often associated with a start-up or SME since the technology is brought in from research. The needs of these small enterprises in progressing, from this first step to commercialisation, can include a variety of services offered from academia to investors. Very often investors will only be interested in further steps to commercialise or upscale.
This webinar will bring together a variety of experts who can offer organisations the support they need to successfully scale up and commercialise. This includes modelling services from academia; advanced manufacturing scale up from catapults and academia; innovation funding and investor access from Government-funded organisations; early-stage design expertise to ensure capture of best product and application, to name just a few.
This document provides information about an innovation and product development course. It includes an agenda for the course that covers topics like introduction to innovation and the innovation process. It also lists the teaching team which is led by Thomas J. Howard and includes guest lecturers. Assessment is based mostly on an entrepreneurial output involving a business plan and pitch. Reading materials and the lecture schedule are provided which cover various aspects of innovation and product development.
The lecture was split into four sections and covered crowdsourcing techniques such as crowd funding, labor, innovation, and creativity. Open design was discussed as an emerging paradigm where design blueprints are shared openly versus just source code. Different open licenses like Creative Commons were reviewed. Examples of open hardware projects like Arduino and Free Beer were provided. Open design was presented as a new consideration for integrated product development and potential revenue models from an open source approach.
The document outlines Thomas J. Howard's guest lecture at Tallinn European Innovation Academy on design and product development. The agenda is split into four sections covering integrated product development, product/service-systems, open design, and protovation. In the section on integrated product development, Howard discusses the key disciplines of market, product, and production/business and how remaining uncertainties can be identified. He emphasizes using prototypes to test feasibility and answer major questions. Different types of prototypes are defined including proof-of-principle, form study, user experience, visual, and functional prototypes. Market prototyping is also introduced as a way to test market feasibility.
Example for Innovation Degree of NoveltyMotaz Agamawi
This document contains a table listing examples of different forms and types of innovation. The table includes innovations such as the transistor, which was a radical product innovation; McLaren's baby buggy design from 1965, which was an architectural product innovation; and SMS text messaging, which was a modular service innovation that became widely popular. The document provides brief descriptions of each innovation listed in the table.
The document provides instructions for an exercise to design a shipping container with specific dimensions and features, including a wall thickness, hinge, hole, and text. Participants have 20 minutes to design the container in a CAD program, checking for mistakes and preparing an STL file for 3D printing. The first correctly designed file submitted will be printed.
The document provides guidance on how to effectively pitch a business idea. It recommends focusing a pitch on clearly describing the idea, how it will make money, and next steps. The pitch should be told as a good story that generates curiosity and interest in order to set up more meetings. It advises introducing the idea in one sentence, explaining the problem it solves and why it's a better solution than competitors. Pitches should also cover the market and customers, business model, implementation status, team, and be told with enthusiasm using visuals while keeping it simple. The goal is for the audience to understand the business and be generated desire.
- The document discusses the importance of having a strong team for developing an innovative product or starting a new business. It notes that no matter how well a business plan is made, there will always be differences between the plan and reality.
- A key purpose of a business plan and pitch is to show that the team has the necessary competencies and commitment to adapt to inevitable changes. Investors want to see that a team can re-evaluate their plan and priorities in response to a shifting market or context.
- The document provides guidance on building an effective team, including setting expectations, distributing ownership based on roles and contributions, making decisions, and ensuring members have complementary skills and responsibilities. Developing a network through organizations
The document discusses how to write an effective business plan, including identifying a business idea, developing the key sections of a business plan, financial projections, and implementation planning. It covers the six main sections of a business plan: executive summary, product/service concept, marketing strategy, business model, business case and risks, and implementation plan. It provides examples and checklists for each section to guide business plan development. The goal is to teach entrepreneurs how to clearly outline their business idea, market strategy, financials, and roadmap to turn their idea into a successful enterprise.
The document discusses various forms of intellectual property rights (IPR) such as patents, registered designs, trademarks, copyrights, and creative commons licenses. It provides information on the requirements and protections of each type of IPR, and examples to illustrate how different IPRs can be applied.
The document provides an overview of key elements to include when writing a business plan. It discusses identifying a promising business idea by demonstrating clear customer value, sufficient innovation, and feasibility/profitability. It then outlines the typical sections of a business plan, including an executive summary, product/service concept, marketing strategy, business model, business case/risks, and implementation plan. The document emphasizes that a good business plan should be clear, convincing, understandable, consistent in style, and act as a business card for the venture.
The document discusses developing a marketing strategy for a business plan. It explains that marketing is not an exact science and common sense is important. A bad marketing strategy can lead to the worst mistakes in a business plan. The marketing strategy section should include: 1) Analyzing the market and competition, 2) Choosing a target market, 3) Determining the marketing strategy using the 4 P's of marketing - product, price, place, and promotion. Key aspects of each P are outlined such as product features, pricing models, distribution channels, and promotional tactics.
The document discusses starting your own company. It provides reasons to start a company such as being your own boss and creating value. It notes that young companies create almost half of new jobs. Common misconceptions about starting up like Denmark being a bad place are addressed. The document discusses company types like personally owned, I/S, Aps, and A/S and considerations for each. It provides resources for starting a company and practicalities to consider before setting one up.
The document discusses ContiPress, a solution for continuous non-interfering blood pressure measurements. There is a need for such measurements to diagnose and treat hypertension better. ContiPress uses a disposable patch sensor to measure arterial distension and stiffness, allowing calculation of blood pressure without interfering with the patient. Starting the company Sense involved overcoming technical and organizational challenges, securing intellectual property, and obtaining financing. Success requires a solution to an important need, the right competencies, and navigating financial and regulatory hurdles.
This document discusses integrated product development and forecasting. It introduces the concept of a "hockey stick" growth curve that investors want to see when evaluating a potential investment. It also discusses requisites for exponential growth like having a solid execution strategy and understanding customer needs. The document then covers forecasting sales through both a bottom-up process of detailing individual sales tasks and timelines, and a top-down process of comparing to competitors' reported sales. The focus for group work is on specifying target customer segments, understanding their needs, and formulating a value proposition.
The document outlines Thomas J. Howard's guest lecture at Tallinn European Innovation Academy on design and product development. The agenda includes discussions of integrated product development, product/service systems, open design, and protovation. Open innovation and open design are defined, with open design discussed in the contexts of crowdsourcing, open source design, and open hardware. Benefits and revenue models of open source design are presented. The lecture emphasizes that openness is now essential and access to information enables self-production.
The document outlines the development of an innovation project called OroClean. It begins with an agenda and introductions of the team members. It then describes their original presentation from winning a venture cup competition, which proposed a business to provide mercury-free gold mining equipment. The document reviews their business plan, how the idea started during an exchange program, and their experiences pitching the concept and seeking funding. It concludes with lessons learned from the project and inspiration from other social entrepreneurs.
Better Place Denmark aims to accelerate the transition to sustainable electric vehicles by 2020. The company addresses historical barriers to mass adoption of EVs like range anxiety, high upfront battery costs, and lack of customer support. Better Place proposes separating battery ownership from vehicle ownership to reduce costs, building an extensive recharging infrastructure including battery switch stations for long-range driving, and providing in-car software and on-road support to give drivers confidence. The company plans to work with automakers, lease vehicles through dealers, and offer annual mileage subscriptions to make electric driving economically attractive and convenient for both fleets and consumers in Denmark.
The document discusses sequential (over-the-wall) versus integrated product development. In sequential development, different departments work independently and pass the product over the wall to the next department. In integrated development, all departments work together from the beginning to meet shared targets. The key to integrated development is considering the perspectives of all stakeholders including marketing, design, and manufacturing.
Open design (open hardware) involves making product blueprints and designs openly available and modifiable. This document discusses reasons for open design like funding R&D over patents and maximizing value for customers. It also covers open design licenses and how openness can empower people and drive innovation. While open design provides benefits, questions remain around generating revenue from freely sharing designs. The document suggests potential revenue models including expertise sales, complementary products, and value from product use.
The document discusses integrated product development and improving market position. It describes a case study where a company was tasked with designing quick release security screws for small paintings. It then discusses defining the market, identifying stakeholders, modeling supply chains and stakeholder activities, applying integrated product development to sunscreen, and how product-business integration can be achieved through portfolios, roadmaps, platforms and segmentation.
Crowdsourcing is a method of outsourcing tasks to a large, undefined network of people in an open call format. The document discusses the main types of crowdsourcing which include crowd funding, crowd labor, crowd innovation, distributed knowledge, and crowd creativity. It also provides examples of how crowdsourcing has been used for funding, innovation, labor, aesthetics and branding. The document encourages readers to utilize crowdsourcing and consider how it could benefit their projects and fill gaps in their team's skills.
The document outlines an agenda for a guest lecture on design and product development. It discusses integrated product development where marketing, design, and manufacturing work together from the start. It presents exercises for developing products that meet multiple stakeholder needs simultaneously rather than sequentially. The lecture also covers product-service systems, open design, prototyping, and concurrent engineering approaches like design for X.
The document outlines Thomas J. Howard's guest lecture at Tallinn European Innovation Academy on design and product development. The agenda covers integrated product development, product/service-systems, open design, and protovation. Exercises are included to illustrate sequential versus integrated development approaches. Integrated product development is defined as an ideal model where the business case is built from stakeholder perspectives. Design for X methods and concurrent engineering are discussed.
The document discusses integrated product development (IPD) and presents an IPD model. It uses a case study of developing a new pouring closure for glass bottles to illustrate how the IPD process works. The case study outlines gathering market information, generating ideas, evaluating concept alternatives, and selecting a final concept to develop. The goal was finding a solution that was cheaper and easier to produce while providing market differentiation through new functionality.
The document discusses market testing through protovation. It describes determining the market for a product or service by examining seven key parts: 1) current consumption, 2) market structure, 3) distribution system, 4) market entry, 5) buyers, 6) selling arrangements, and 7) prices. For each area, it provides examples of important questions to consider such as current consumption trends, locations of markets and buyers, distribution and delivery options, market introduction strategy, and setting price based on factors like costs, quality of alternatives, and buyer expectations. The document advocates testing market feasibility with prototypes by designing experiments to answer burning questions.
The document describes an experiment to test methods for improving creative problem solving. It outlines:
1) Groups of participants will work on three exercises within time limits to generate and select ideas for solving problems. Their solutions will be observed and analyzed.
2) The research team includes professors from Copenhagen Business School and the Technical University of Denmark studying creativity, innovation, and design processes.
3) Rules are established for consistent execution of the experiment, including time limits for idea generation and selection for each exercise, as well as instructions to defer judgment and sketch all ideas.
The document discusses open vs closed innovation. It begins with an agenda for the course covering topics like open innovation, crowd sourcing, product/service systems, and open design. It then defines open innovation as using both internal and external ideas and paths to market to advance technology. The benefits of open innovation are described, but it also notes that opening up is difficult for conservative industries due to knowledge being considered a source of power. The document provides examples of open innovation activities and indicators of openness. It compares closed innovation, which keeps innovation internal, to open innovation which engages external partners."
Crowdsourcing - IPU user driven innovation dayTom Howard
The document discusses crowdsourcing and lead users in product development. It defines crowdsourcing and describes its uses, including crowd funding, crowd labor, crowd innovation, distributed knowledge, and crowd creativity. Crowdsourcing can be used for tasks like debugging, advertising, proofreading, and surveys. It also discusses using crowdsourcing for innovation, aesthetics, and branding. The document advocates building the crowd into products and challenges the reader to find internal projects that could utilize crowdsourcing with a small budget.
The document is a lecture on design and product development. It covers topics like integrated product development, product-service systems, open design, crowdsourcing, open source design, and open hardware. The agenda includes exercises and discussions on these topics. It defines open innovation, crowdsourcing types, and discusses how crowdsourcing can be used for funding, innovation, labor, and aesthetics & branding. Open source design is compared to open source software. Different open licenses are outlined. Open design is presented as empowering people and driving innovation, with open hardware as an emerging paradigm that benefits society.
The document discusses open design as a new paradigm of product development. It defines open design as making design blueprints and other product design information openly available and modifiable so others can build upon and improve the designs. Open design is enabled by open source principles and crowdsourcing innovation from user communities. While open design gives up control over intellectual property, it can drive more innovation, product variety, and revenue from consulting, complementary products, and data gathered from how users engage with designs.
The document discusses various methods for generating creative solutions during the divergent phase of the design process. It describes Jansson and Smith's results from experiments on measuring cup, spill-proof cup, and bicycle rack designs which found that groups experiencing fixation generated fewer novel designs than control groups. It also outlines techniques like the double diamond process, S-curve analysis, the 9 windows method, and defining an ideal final result to help identify problems and explore alternative solution spaces during creative problem solving.
This document provides a summary of Michael Dutka's coursework and projects from 2012-2014 at Millersville University. It lists the courses he took each semester and provides a brief description of each course and 1-2 projects he completed. The courses focused on CAD drafting, engineering drawing, manufacturing processes, machine tool design, ergonomics, industrial organization, CAD/CAM, and architectural drawing. Projects included designs for fitness equipment, a Stirling engine, manufacturing jigs and fixtures, and architectural floor plans and models.
This document provides an introduction to an integrated product development course. It discusses key concepts like the three disciplines of integrated product development - market, product, and production. It presents sample exercises for using mathematical operations to meet multiple stakeholder needs. The role of the product developer in balancing stakeholder constraints is also examined. Integrated product development is defined as building the business case for a product from all stakeholder perspectives.
Cetpa provides summer training on some of the most cutting edge technologies like .net, Java, PHP, Ethical Hacking, ANDROID,CCNA, AUTOCAD, VHDL,MATLAB, EMBEDDED SYSTEM & many more. The company has a very strong placement cell that assists in placing the students in various corporate after the successful completion of the course.
Edrick Bouillon has over 10 years of experience in mechanical design, drafting, and project management. He has extensive experience in areas such as electrical and process engineering, 3D modeling, piping and structural design, vessel design, and quality control systems. His technical skills include the use of AutoCAD, SolidWorks, Solid Edge, Inventor Pro, Smap3D, 3D Max Studio, and Catia V6. Edrick is passionate about technological development and enjoys taking on new challenges to further his knowledge and skills.
Our client, a global construction equipment manufacturer, was experiencing delays in critical projects due to a lack of hydraulic engineers. An analysis by Design & Technical Services (DTS) revealed that 30-40% of the client's engineering team's daily tasks could be assigned to lower level technicians. DTS took over these non-core tasks, allowing the client's engineers to focus on new product development and meet aggressive launch schedules. The client was pleased with DTS' solution to help balance their engineering workload.
The document lists the top 10 sources of funding for startups and innovation projects in Denmark, ranging from small grants up to venture capital investments of over 50 million Danish kroner. It includes funding options from Danish government organizations like DTU, Symbion Innovation, and CAT for proof-of-concept, accelerators, seed funding, and larger rounds of funding. Private sources like business angels and venture capital are also mentioned as potential sources for later stage startups seeking multi-million investments. Obtaining an initial customer and bootstrapping are listed as additional ways to fund projects.
SEED Capital is a venture capital firm that finances and assists startups in Denmark and Southern Sweden. It looks for startups in life sciences, IT, and cleantech. SEED has over 70 companies in its portfolio and has had 12 exits with over a 1x return on invested capital. The investment process at SEED involves an introduction, convincing phase where startups pitch internally, a deep diving due diligence phase, and completion with final investment agreements. SEED looks for highly innovative products and teams that can solve big problems and scale to over 1 billion euros in market potential.
This document discusses electronics prototyping using Arduino. Arduino allows users to easily create electronic devices that can sense inputs, process data, and control outputs through an intuitive programming language. It provides a platform for designing prototypes through an open-source hardware and software ecosystem that includes the Arduino board, Arduino IDE for writing code, and Fritzing for hardware simulation.
Prototyping is essential for product development. A prototype is an early version of an idea that allows companies to validate assumptions, visualize ideas, fail early and cheaply, and compare alternatives. Good prototypes are quick and cheap to create, minimal in features, testable by potential users, and provide measurable feedback on what is and isn't working. Prototyping answers questions and generates new ones to further improve products.
Gcode contains instructions that tell a 3D printer how to operate by specifying movements, speeds, positions, and temperatures. Cura software slices 3D models and generates Gcode by setting parameters like layer thickness, print speed, infill density, and number of perimeters. The Gcode produced contains all the information needed to control the 3D printer's hardware and produce the printed part through the firmware interpreting the code.
This document provides guidelines for designing parts to be 3D printed on an Ultimaker FDM printer. Key points covered include geometric constraints like minimum wall thicknesses and accuracy tolerances, using support structures effectively by modifying part orientation and features, hollowing parts and optimizing infill, printing clear text, and designing mechanisms with proper clearances between moving parts. The document outlines strategies for preparing CAD models and generating Gcode files to produce high quality 3D prints.
1. Netfabb is a free software that can be used to validate and repair STL files before 3D printing. It checks for errors like holes, naked edges, and inverted triangles.
2. Netfabb allows users to measure, scale, rotate, and split STL files. It also has automatic and manual repair tools to fix issues found during validation.
3. When using Netfabb, users should check that each part is in a separate file, files are the correct size, parts are correctly scaled and oriented, wall thicknesses are adequate, and support structures are added if needed. Any errors identified during validation should be repaired before 3D printing.
Standard Tessellation Language (STL) files represent a 3D surface as a set of triangular facets and are commonly used for 3D printing and additive manufacturing. When exporting a CAD model to an STL file, it is important to balance the triangle count and file size by adjusting the resolution settings. A higher resolution with more triangles provides more detail but a larger file, while too low a resolution risks losing important surface details in the 3D printed part. Proper STL export settings depend on the complexity of the model surfaces and size.
The document discusses the concept of "protovation", which involves prototyping products and markets to test ideas and address uncertainties. It describes different types of prototypes, including proof-of-principle, form study, user experience, visual, and functional prototypes. These prototypes can be used at different stages to test aspects like design feasibility, user interactions, and aesthetics before full production. The document also discusses using prototypes to test market feasibility through questions like determining customer needs and willingness to purchase.
This document discusses product/service-system (PSS) design. It defines a product as creating value through transferring ownership from one stakeholder to another. A service is defined as creating value when one stakeholder carries out an activity for another. PSS is described as a system that supports a product through an extended life period for the company, with the company providing services to customers during use rather than just selling the product. Examples are given of Rolls Royce shifting from selling airplane engines to charging for engine use through maintenance services, and Danfoss shifting from selling refrigeration controls to providing consulting services to supermarkets.
The document discusses the Lean Startup methodology for entrepreneurship. It describes how Lean Startup builds upon principles from Lean manufacturing by emphasizing an iterative process of building minimal products, measuring customer feedback, and learning to pivot the business model based on what is learned. This represents a shift from viewing entrepreneurship as dependent solely on opportunities and individuals, to seeing the process itself as key to creating successful ventures. The document uses examples from the company EdgeFlow to illustrate Lean Startup concepts like validating hypotheses, creating minimum viable products, using innovation accounting to measure progress, and deciding when to pivot the business model.
41631 lecture 3 pt1 tech entrepreneurship methodsTom Howard
The agenda covers topics related to technology entrepreneurship including:
- A 90 minute session on the Lean Startup methodology with introductions and descriptions of central concepts.
- Two sessions totalling 2 hours and 10 minutes on SCRUM, divided into two parts.
- Three short breaks are scheduled throughout the day.
SCRUM is an agile project management framework predominantly used for software development. It utilizes short development cycles called sprints to incrementally develop a product. SCRUM defines three main roles: Product Owner prioritizes product features; the Development Team completes the work; and the SCRUM Master facilitates the process. The framework emphasizes adaptive planning, early and continuous delivery, transparency, and process adjustment based on learning.
This seminar covered understanding and exploiting patent rights. It included an overview of patentability criteria like novelty and inventive contribution. The seminar analyzed a sample patent for bubble wrap clothing and discussed strategic decisions around seeking patent protection. General questions about intellectual property rights were also addressed, such as patent ownership for university employees and determining if an invention is worthwhile to patent.
The document discusses organizing a new event instead of participating in the CBS case competition. It instructs sending an email to Lisbeth Lassen ASAP with the provided email address. It also discusses applying for proof of concept funding of 35,000 Danish krone from Katapult and provides the relevant website.
The document introduces the business model canvas, a strategic management template for developing new or documenting existing business models. It describes the nine blocks of the canvas - key partners, key activities, key resources, value propositions, customer relationships, customer segments, channels, revenue streams, and cost structure. The document uses Spotify as an example to demonstrate how its business model differs from conventional retail and provides exercises for applying the canvas to analyze a technology's value proposition and identify suitable customer segments.
1) The document discusses the development of a customizable backpack called Whiteout that can be modified for different outdoor activities like mountaineering, ski touring, and rock climbing.
2) It outlines the product details, pricing between 2000-3000 DKK depending on elements, and an initial market size analysis for Europe of around 7.68 million alpinists total.
3) The company sales strategy involves an initial production run of 150 bags over 1.5 years with a projected cash flow of 125,000 DKK after development, production, and sales costs. The key success criteria is adjusting the first 150 bags to user needs in the first year on the market.
Here are some potential ways to prototype answers to the market feasibility questions:
1. SPF variety required: Create sample packaging/labeling with a range of SPF options (15, 30, 50). Conduct surveys/focus groups to understand preferences.
2. Primary locations for sales: Partner with local businesses (beach shops, lifeguard stations) to trial "pop-up" sales stations over the summer. Collect data on sales and customer locations/needs.
3. Changing mindsets/habits: Partner with local events (concerts, sports) to trial a "sunscreen vending machine" prototype. Survey attendees pre/post to understand impact on sunscreen habits.
The key is to get
The document summarizes a guest lecture on design and product development. It includes an agenda covering topics like integrated product development, product-service systems (PSS), open design, and protovation. It defines products as transferring ownership from one stakeholder to the next, while services involve one stakeholder carrying out an activity for another. PSS is defined as a system that supports a product through its life, allowing the provider to offer services and gain revenue at each stage. Examples are given of Rolls Royce shifting from engine sales to maintenance contracts, and Danfoss moving from components to consultant services for retailers.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
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Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
1. The Innovation Process
Thomas J. Howard
thow@mek.dtu.dk
Unless otherwise stated, this material is under a Creative
Commons 3.0 Attribution–Share-Alike licence and can be
freely modified, used and redistributed but only under the
same licence and if including the following statement:
“Original material by Thomas J. Howard for course 42629 – Innovation and Product Development
Department of Mechanical Engineering, The Technical University of Denmark”
2. The Generic Design Process
Howard, T. J., Culley, S. J., & Dekoninck, E. (2008). Describing the creative design process by the
integration of engineering design and cognitive psychology literature. Design Studies, 29, 160-180.
2 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
3. 3 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
6. The Double Diamond Process
The following content was adapted from a process developed by and owed
under the copyright of the Design Council
The published work can be found here:
Design Council, “Eleven lessons: managing design in eleven global brands”
http://www.designcouncil.org.uk/documents/documents/publications/eleve
n%20lessons/elevenlessons_design_council.pdf
6 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
10. Where to start?
•A problem?
•A technology?
•A market need?
•A brand?
•A process?
•A service?
An idea that provides an opportunity
to capture value
10 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
12. Discover
Sources of Inspiration:
• The problems you face in your own life or those observed in others
• Innovation Challenges:
https://www.innocentive.com/ar/challenge/browse
• Campus Technologies: What DTU technologies are available for spinning
out into a business in particular from DTU-Fotonic
• Contact the commune to ask there social challenges and their areas
greatest expenditure
• Some great ideas from Ideo: http://www.openideo.com/open
• Funding availability: http://innovationsradar.dk/radar
• DTU-Fotonik's patents can be found listed
here: http://www.fotonik.dtu.dk/Innovation/Patents.aspx
• Your own creative thoughts.
12 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
13. Discover
Background Research:
• Where does the value reside?
• How much is it worth and to who?
• What other opportunities are associated?
– Possibility for expansion
• What are the future trends of the technology, market and user
behaviour?
• What products and services may result from
Social, economic, legislative or environmental change?
• Brainstorm and use mind maps to diverge.
• Try to combine an build on opportunities.
13 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
16. Define:
Partial List of Questions (Kepner-Tregoe)
• What is the scope of the problem?
• What is distinct about the problem?
• Is it connected to other problems? How?
• What events caused this problem?
• How long has it existed?
• Why is it a problem?
• Who has been involved?
• When and how was it discovered?
• Where is it located?
• What changes in surroundings, equipment, procedures, or
personnel occurred that could possibly be related to the
problem?
• Does the problem pose a threat?
• In what way?
• Does it have long-term or short-term effects?
• Can some of the factors be dealt with separately?
• How would this affect the overall problem?
16 Material adapted from “Entrepreneurship from Creativity to Innovation”, Lumsdaine and Binks 2012
for course 42629 – Innovation and Product Development, DTU
17. Define
A quick and dirty approach
to evaluate your business
opportunities in the Define
phase.
17 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
18. Is it worth it?
- A quick and dirty guide to killing your darlings.
• Before convincing others
(investors, partners, customers etc.) you should
make sure that you have convinced yourself.
• Initial validation and qualification of your idea and
business is crucial for every subsequent step.
• Before betting it all, look in to the following:
o Who is my (first) customer?
o Number of customers / market size?
o How do I get there / Who and what do I need?
Slide by Jakob Andersen
18 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
19. First: The perfect Business Idea
- A touch of utopia
• My Idea and business plan has/is:
• A "need to have" product/service for customers.
• A huge market.
• Fully scalable.
• One size fits all.
• Free (100% profit).
• No risk in execution.
• Ready tomorrow.
• Better and cheaper than existing solutions.
• Impossible to replicate.
Slide by Jakob Andersen
19 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
20. 1: Who is my (first) customer?
• Who is going to buy my product
• Are there segments?
o And if so, which segment should I target first?
• Why are these companies/organisations/ persons
buying?
o Perhaps specified by segment
• How am I better or different?
• Is the product and/or service:
o "Nice to have"
o "Need to have"
• Leads to: What is my value proposition?
Slide by Jakob Andersen
20 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
21. 2: Number of customers /
market size?
• How many customers are there?
o Include segments if relevant
• Where are they?
• Maybe I should look into:
o National statistics
o Sales from rivaling companies
o Market intelligence
o ... Be creative
Slide by Jakob Andersen
21 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
22. 3: How do I get there /
Who and what do I need?
• Identify the main barriers - are they manageable?
• The biggest problems should be handled first
o Reduce risk and validate business.
• Can I come up with a realistic plan for this?
• Do I have the competencies needed?
o Can I out-/crowdsource?
o Can I team up / form partnerships?
• What amount of $ do I need?
o When do I need the funds?
Slide by Jakob Andersen
22 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
23. breadth of perspective
Problem/Opportunity Definition
time
23 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
24. Definition of Opportunity
• What is the essence of you idea?
• Should be describable at several levels:
– One sentence
– Three sentences
– One page
– A business plan and technical document
• Try to describe the main purpose of the design (from the users
perspective) in a Verb and a Noun
– To Verb Noun
– To Squeeze Oranges, To Clean Windows, To Transport
Children
• Define the opportunity in the form of a Project Mission Statement
(Be as solution neutral as possible!)
24 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
25. Improving a Problem Definition (Example)
Statement #1: Secondary school students have a
hard time understanding the concept of centripetal
force.
Where is the spotlight?
Statement #2: Design a mini merry-go-round that
will let students experience centripetal force.
Would a broader definition encourage other creative
solutions?
Statement #3: Teachers need an inexpensive device
(presently unavailable) to use in the classroom to
enable students to experience and experiment with
rotational motion and the forces involved.
This broader definition also provides some criteria.
25 Material adapted from “Entrepreneurship from Creativity to Innovation”, Lumsdaine and Binks 2012
for course 42629 – Innovation and Product Development, DTU
26. Improving a Problem Definition (Exercise)
Step #1: Think about a simple problem you
have encountered recently. As a
team, discuss and select one for the
exercise. Write up a problem definition.
Step #2: Pass the definition to another
team. Improve the definition you have
received by making it broader to encourage
creative ideas.
Step #3: Pass the definition to a third team.
Try to incorporate evaluation criteria into
the definition you received—what positive
goals are you trying to accomplish?
Step #4: Return the definition to the first
team. Review the improvements and share
the results with the class.
26 Material adapted from “Entrepreneurship from Creativity to Innovation”, Lumsdaine and Binks 2012
for course 42629 – Innovation and Product Development, DTU
27. breadth of perspective
Develop Phase: To generate as many
feasible solutions to the problem as possible.
time
27 Material adapted from “Entrepreneurship from Creativity to Innovation”, Lumsdaine and Binks 2012
for course 42629 – Innovation and Product Development, DTU
28. Develop
•Imagine success or imagine the worst – this
temporarily reframes the problem.
•Force-fit two unrelated ideas – this can be
played as a game with two teams.
•Free association stimulates the imagination.
•Big dream/wishful thinking can loosen up a
practical-minded group.
•Biomimetics (use analogy from nature).
When creative ideas start flowing after applying one of these
tools, resume regular brainstorming of the defined problem.
28 Material adapted from “Entrepreneurship from Creativity to Innovation”, Lumsdaine and Binks 2012
for course 42629 – Innovation and Product Development, DTU
29. Develop
SCAMPER
Substitute
Combine
Adapt
Magnify or Modify
Put to Other Uses
Eliminate
Rearrange or Reverse
See example at www.mindtools.com
PRACTICAL CREATIVITY SCAMPER.
This site has many tools for creative thinking.
29 Material adapted from “Entrepreneurship from Creativity to Innovation”, Lumsdaine and Binks 2012
for course 42629 – Innovation and Product Development, DTU
30. breadth of perspective
Deliver Phase: Evaluation, Selection and
Validation of final design and business.
time
30 Material adapted from “Entrepreneurship from Creativity to Innovation”, Lumsdaine and Binks 2012
for course 42629 – Innovation and Product Development, DTU
31. Deliver
• Use of Pugh matrix to evaluate the design concepts
against the selection criteria laid out in the specification.
• Prototyping and testing of various aspects of the design an
business
LAUNCH
31 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
32. Questions
?
32 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark
33. For Friday
• By Friday, remember to:
– Register your 3 business ideas, and
– fill in you Belbin tests
• See you Friday in building 303A room 44 at 13:00
33 Original material by Thomas J. Howard for course 42629 – Innovation and Product Development 2012
Department of Mechanical Engineering, The Technical University of Denmark