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.
This document provides an overview of an individual's portfolio organized into categories and artifacts. The categories include "About Me", "Teacher and Leadership", "International Experience", "Community Service", "Campus Life", and "Recreation". Each category contains examples of artifacts such as lesson plans, volunteer experiences, presentations, photographs, and involvement in campus activities that provide evidence of the individual's qualifications and experiences in those areas.
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.
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.
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.
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.
This document provides an overview of an individual's portfolio organized into categories and artifacts. The categories include "About Me", "Teacher and Leadership", "International Experience", "Community Service", "Campus Life", and "Recreation". Each category contains examples of artifacts such as lesson plans, volunteer experiences, presentations, photographs, and involvement in campus activities that provide evidence of the individual's qualifications and experiences in those areas.
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.
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.
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.
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 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.
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.
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.
1. The document discusses different sources of funding and strategies for companies at various stages of development.
2. Early-stage startups should seek funding from friends, family, crowdfunding, business angels, and public funds in order to validate their idea and business model.
3. More mature startups can seek larger investments from private investors and venture capitalists to help with production, marketing, and sales as the viability of their business model has been proven.
- 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 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 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.
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 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 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 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 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.
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.
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.
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.
The document discusses integrated product development (IPD) and concurrent engineering. It explains that concurrent engineering involves designing the product and production processes simultaneously. It also discusses various design for X (DFX) methods, such as design for manufacture (DFM) and design for assembly (DFA), which aim to design products with manufacturability and serviceability in mind. Examples are provided of how DFX methods were used to redesign complex assemblies, like an anti-flare bracket, resulting in significant reductions in part count, assembly time and costs.
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 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 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.
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.
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.
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.
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.
1. The document discusses different sources of funding and strategies for companies at various stages of development.
2. Early-stage startups should seek funding from friends, family, crowdfunding, business angels, and public funds in order to validate their idea and business model.
3. More mature startups can seek larger investments from private investors and venture capitalists to help with production, marketing, and sales as the viability of their business model has been proven.
- 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 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 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.
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 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 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 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 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.
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.
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.
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.
The document discusses integrated product development (IPD) and concurrent engineering. It explains that concurrent engineering involves designing the product and production processes simultaneously. It also discusses various design for X (DFX) methods, such as design for manufacture (DFM) and design for assembly (DFA), which aim to design products with manufacturability and serviceability in mind. Examples are provided of how DFX methods were used to redesign complex assemblies, like an anti-flare bracket, resulting in significant reductions in part count, assembly time and costs.
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 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 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.
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.
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.
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.
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.
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.
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.
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.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
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.
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.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
1. Tirsdag d. 20/3-2012
42629 - Innovation in Product Development
Lærke Holstebroe Jeanne Lønstrup
2. Agenda
THE TEAM
ORIGINAL PRESENTATION FROM VENTURE CUP FINAL
BUSINESS PLAN
HOW IT ALL STARTED… (MIT ELEVATOR PITCH)
AND ENDED…
10 LEARNINGS AND QUESTIONS?
Lærke Holstebroe Jeanne Lønstrup
3. The Team
DTU Management
MSc. Stud.
Lærke Holstebroe Jeanne Lønstrup
5. Venture Cup Presentation
OroClean – Change the world with a profitable business
Low tech, proven technology
Miner: 11% Cheaper than mercury
Mercury in small scale mining
30% Higher value of gold
41% Income
Lærke Holstebroe Jeanne Lønstrup Jakob Parslov Trine Duelund
Refiner: 20% Income
Locally Produced, for the expences of: DKK150
Eliminate 30% of the global mercury pollution
Lærke Holstebroe Jeanne Lønstrup
6. Venture Cup Presentation
BUSINESS MODEL NON REFINED
GOLD
OROCLEAN LEASE REFINER RENT MINER
Expand market
Product to market GREEN
GOLD
Break Even ~ 2. år
1. år 2. år 3. år
Lærke Holstebroe Jeanne Lønstrup
7. Venture Cup Presentation
15 – 20 milliones miners
Start up expences: DKK 5 mio.
Profit 1st year: DKK 3,5 mio.
OroClean – Doing good by doing well
Lærke Holstebroe Jeanne Lønstrup
9. Content - Business Plan
+ Appendices:
• Patent feasibility
• Letter of recommendation
• Income Statement
• Competitor Analysis
• Mapping of Value Chain
• Cash flow
• Budget
Lærke Holstebroe Jeanne Lønstrup
15. Mapping of Value Chain and Cash Flow
Create value for all involved
actors in the value chain
Renting takes place: Rate $10/week*unit $520/year*unit
Leasing takes place: Rate $90/year*unit
Contract manufacturing takes place: Rate $43/unit
Lærke Holstebroe Jeanne Lønstrup
17. Cash flow for OroClean
Lærke Holstebroe Jeanne Lønstrup
18. Problem
How it all started…
Lærke Holstebroe Jeanne Lønstrup
19. USA – Exchange Program
Rensselaer Polytechnic Institute
Troy, New York
Lærke Holstebroe Jeanne Lønstrup
20. Inventor’s Studio
”Think big. You can do it!”
– Burt Swersey
Lærke Holstebroe Jeanne Lønstrup
21. Methods used
Problem
Basic Engineering skills – Learn by doing
• Internet research
• Bottom-of-the-pyramid theory
• Brainstorms, morphology, concept creating
• Actor-network
• Testing & Prototyping
• Calculation of mechanical / fluid dynamic principals
• Roll-the-snow-ball / networking
• Pitching / watch other people pitch
• Participate in workshops / events, ‘in the field’
• Workshops with experts
An iterative approach
Lærke Holstebroe Jeanne Lønstrup
22. The Problem
Problem
• Find a problem that affects millions of people
• Understand the context of the problem
• “Need to have, not nice to have”
• A treat is the most powerful motivation factor
Lærke Holstebroe Jeanne Lønstrup
23. What’s in it for me?
I want to be able to eat my tuna fish every day!
Lærke Holstebroe Jeanne Lønstrup
24. Tell a touching story
Problem
Lærke Holstebroe Jeanne Lønstrup
25. Inspiration
Bottom-of-the-Pyramid (BOP): IDE – Treadle Pump: Paul Polak - TEDx:
2.5 billion people who live on Inspiration from Founder of non-profit
less than $2.50 per day Franchise business International Development
model Enterprises (IDE)
http://www.youtube.com/watch?feature=playerem
bedded&v=ezVxt7TkyeM
Lærke Holstebroe Jeanne Lønstrup
26. Search for Possibilities
Do you really need a patent?
Other ways to protect your product?
Lærke Holstebroe Jeanne Lønstrup
27. Proof of Concept
Problem
Initial simple tests
Lærke Holstebroe Jeanne Lønstrup
28. Spread the word – Get feedback
Semifinal: 10 selected, 120 entries
Lærke Holstebroe Jeanne Lønstrup
29. MIT Elevatior Pitch Competition
Semi finals: http://www.youtube.com/watch?v=BspJKEMpoUQ&feature=related
First Round: http://www.youtube.com/watch?v=viamkBLPUBw&feature=related
Lærke Holstebroe Jeanne Lønstrup
32. Understand the context
Problem
Gold Gold
Goldshops The Refiner The Miner
$ $
Lærke Holstebroe Jeanne Lønstrup
33. Fundraising
Augustinus
Det Obelske Familiefond
FUNDS
Direktør Neergaards Fond No money
Familien Hede Nielsen Fond
Spar Nord Fond
Skype presentation from Denmark
Semifinals: 60 selected, 700 entries
Winner of Cleantech
Overall winner of Startup Competition
Winner of Develop Prize, Social Entrepreneurship
Presentation of project to Minister of Climate and
Energy, Lykke Friis
Lærke Holstebroe Jeanne Lønstrup
34. Venture Cup 2010
• Announcement of the final 15 teams, 5 categories
• Online Feedback on Business Plan (Excel Sheet)
• Venture Cup Pitch Training Day
• Jury Panel Pitch – Copenhagen City Hall (2nd of June)
• 4 min pitch
• 8 min Q&A
• 10 min feedback
• Venture Cup Final – Live pitch for audience – Copenhagen City Hall (3rd of June)
• Winner of Cleantech category 50,000kr + final 200,000kr
Party + Champaign + Happiness
Lærke Holstebroe Jeanne Lønstrup
35. After the Venture Cup Final
Accounting
Advices
Board of
advisers
Innovation
Environments
Student Incubator;
Office space & business
development sparring
Prototyping
Lærke Holstebroe Jeanne Lønstrup
36. Problem
…. And ended
Lærke Holstebroe Jeanne Lønstrup
37. What went wrong?
• Lack of motivation & courage
• A lot of tax
• Not willing to share ownership with Venture Capitalists
• Overlapping competencies in team
• Prioritized university before business
• Spent a lot of time on emails, university rights, practical stuff
• Complexity of market
Lærke Holstebroe Jeanne Lønstrup
38. 10 learnings
#1: ”Just do it!” – mentality
#2: Share your idea with other people
#3: Work with something that interests you!
#4: The right team is very essential
#5: Take risks
#6: Network - will open many doors
#7: Talk to the user/experts and understand the context
#8: Be curious and keep learning
#9: Kill your darling & try again
#10: Have fun
Lærke Holstebroe Jeanne Lønstrup
39. Inspiration – The mushroom man Eben Beyer
http://www.youtube.com/watch?v=Di-cvmSAQEQ
Lærke Holstebroe Jeanne Lønstrup
40. Video from Dell Social Innovation Competition
http://www.youtube.com/watch?v=LebCeHnr8R4
Lærke Holstebroe Jeanne Lønstrup
41. Question?
”Its easier to teach a scientist business than to teach a
business man science”
”Scientists are the best entrepreneurs”
– Sharron Ballard
Lærke Holstebroe Jeanne Lønstrup