This document discusses entrepreneurship and provides an overview of the Lean LaunchPad process for developing a startup business model. It emphasizes the importance of understanding customer needs through activities like creating a customer journey map and scorecard. The document recommends skills like creativity, strategy, communication, and basic finance that are important for entrepreneurial leaders. It also cautions that success will take time, using the example of how long it took for the iPod to become an instant success after its launch.

1. 1
Entrepreneurship and You
Iain Verigin
iain.verigin@gmail.com
September 2013

2. Who Are You?
• What is your specialization?
– Mech, EE, Mechatronics, Comp Sci, other.
• Post-Grad - What are you gonna Do?
– Grad School?
– Work?
• Big Company?
• Small Company?
• Start-up?
– Travel?
2
- Let’s show
some hands -

3. 3
Who Am I ?
• Work
– Now. Entrepreneurship Leader ( Sauder &e@UBC )
– Past. Mostly Startups. “Many Hats”
• Founding Team PMC-Sierra
• Early Employee Packet Engines
• Business Development, Marketing, Engineering
• Hobbies
– Doing this. Philanthropy (Eng Phys Professorship), Golf,
Blogging, reading, “bad” music.
• Education:
– “Hardcore Nerd”. SFU M.Eng EE (Comm’s, Semi’s &
Optics ), UBC Eng Phys (EE option), McGill Physics

4. 4
Agenda
1. Introduction - today.
2. Entrepreneurship Skills

5. 5
Lecture Objectives
1. Define “entrepreneurial leadership”
• and its process in high-technology industries
2. Dispel common myths & misconceptions.
3. Learn skills
• important for 21st century technology leaders.
4. Stimulate continuous learning
• and personal reflection regarding entrepreneurship and
your future.

6. Entrepreneurship Is About …
Radical
Change
6

7. Change What?
• Changing the Status Quo
– Yes. Entrepreneurship is in conflict with the status quo.
• Changing the prevailing ideas, products,
services, … think 10x better.
• Changing “peoples” behavior
7

8. A “How-To” on Change
Introduction to
Lean LaunchPad
(iain’s version)
8

9. You Process
Customers Scorecard
Plan
Purpose

10. Your Purpose
10

11. 11
To Create a Customer
Drucker says …
“There is only one valid definition of
business purpose: …”
Page 20 “The Essential Drucker”
Aside

12. 12
To Know Your Customer
• Drucker says – The Aim of Marketing is
• to know and understand the customer so well that
the product or service fits him and sells itself.
• to make selling superflous.
• Reference: pages 20 & 21 in “Essential Drucker”.

13. You
13

14. Knowledge Funnel
* You start in the
“Mystery Zone”
( the guesses )
* Success is getting it to
“Heuristic zone”
(discovering the “rules-of-thumb”
* Grand Slam is getting it to the
“Algorithm zone”
14Source: Design of Business, Roger Martin
Vous
Etes
ici

15. 15
Seven Important Skills for Tomorrows
Entrepreneurial Leaders
1. Creativity and Opportunity Evaluation
2. Real-time Strategy and Decision Making
3. Comfort with Change and Chaos
4. Teamwork
5. Evangelism, Selling, Negotiation, and Motivation
through Influence and Persuasion
6. Oral and Written Communication
7. Basics of Start-Up Finance and Accounting
• Reference --- Byers - E145 - http://stvp.stanford.edu

16. 16
It’s a List of “Soft Skills”
• we’re all hardcore nerds <ironic smile>
• And … believe it or not …
You’re likely to be really good at it.

17. 17
UBC Fizzers Have Rocked
• 2of top 3 market cap in BC.
– 1. MDA - (CEO) Dan Friedman
– 3. PMC-Sierra -
current COO Colin Harris, 1st CEO - Ralph Bennett,
Fizz Professorship donors
( Curtis Lapadat, Alex Chiu, myself, and CH)
• There are lots more small companies with
Fizz leaders.
– Starfish – Scott Phillips
http://www.bctechnology.com/stocks/t-net20.cfm
U
Can
Do it!

18. The Process
18

19. Lean LaunchPad – Steve Blank
A startup is
a temporary organization
in search of a scalable,
repeatable, profitable
business model.
19

20. Search vs. Execution
20

21. Search Looks Like This
21
Bill Buxton, “Sketching User Experience”

22. Execution Like This
22
Bill Buxton, “Sketching User Experience”

23. Customers?
23

24. “Service/Product” Journey
• “Who Is Your Customer?”
– :idea: Sketch Your Product and the People it
“touches” through it’s usage.
• Often it is difficult to determine who is your
customer. The service journey gives you a
“top level” insight.
24

25. 25:Service Journey V0.1:

26. :Whose Problems continued:

27. 27
Underlying Drivers in Growth
Markets
Techies:
Just try it!
Pragmatists:
Stick with the herd!
Conservatives:
Stick with what’s proven!
Skeptics:
Just say No!
Visionaries:
Get ahead of the herd!
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
“Technology Adoption Strategies”

28. 28
Technology Adoption Life Cycle
Chasm
Early
Market
Bowling Alley
Tornado
Main Street
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”

29. The Scorecard
29

30. “startups are not simply
smaller versions of large
companies” – Steve Blank
Means that we don’t know what the
business plan is!
Means we’ve got to figure it out!
30

31. test
31
:Score Card: ( Hypothesis Summary)
Guess Guess
Guess Guess Guess
GuessGuess
Guess Guess

32. Keep Track
32
Week n
Week 1
Week 2

33. Summary
33

34. 34
Fix &
Adjust
Act
Review &
Learn
No one knows the answer!You’ve
got to discover it. Be persistent.
This is everything u need to know :-)

35. 35
Context for Lean LaunchPad

36. The End
36

37. More
37

38. People vs Technology
• Notice that I didn’t talk about technology at
all today.
• You’re deep technical knowledge allows you
the opportunity to solve “peoples problems”
with technology.
38

39. 39
A Product That Sells Itself

40. 40
iPod Timeline
Cycling, Cycling, and more Cycling

41. 41
? Instant
Success ?
In 4th year after launch.
( ie 6 years )
This is as fast as
it gets.
NB. Apple's fiscal year ends in September. This means that Q1 includes the holiday season, which accounts for jumps in the data.
Fiscal Q1 is Oct - Dec of previous year. So Q1 of 2008 is Oct - Dec of 2007, Q2 of 2008 is Jan - Mar of 2008 and so on.
http://en.wikipedia.org/wiki/File:Ipod_sales_per_quarter.svg

42. “7 Steps” (Minimum)
Customer Development
42