This document describes an "Innovation Rocket program" run by Verhaert to help develop ideas into business opportunities. The program uses a structured 5-stage process to explore user needs, competitive advantages, product/service concepts, and business models. Participants work through exercises and coaching workshops to further develop their ideas. The goal is to help innovators build value for their ideas and understand commercial potential. Verhaert runs the program on a regular basis, and individuals or teams are welcome to participate.
SVPMA: Elevating from Consumer to Mission Critical ValueSVPMA
SVPMA March 2014 Monthly event:
“Elevating from Consumer to Mission Critical Value” with Brian Cox, Senior Director of Marketing for Enterprise Solutions, SanDisk
Read more: http://svpma.org/2014/03/march-2014-event-2/
Connecting the Dots: Decision Making for Next-Generation ProductsSVPMA
Connecting the Dots: Decision Making for Next-Generation Products : Vanee Pho, Senior Product Manager, Life Technologies at SVPMA Monthly Event August 2013
SVPMA: Charting a Career Path to Dream Product Management JobSVPMA
SVPMA Jan 2014 monthly event
“Charting a Career Path to Your Dream Product Management Job” with Muffi Ghadiali, VP Product Management, OUYA Inc., Advisor and Lecturer at Stanford CSP
Read more: http://svpma.org/2014/01/january-2014/
Resources from Business Victoria's workshop giving early stage innovators information on the steps you need to take to turn your new product into a commercial reality.
SVPMA: Elevating from Consumer to Mission Critical ValueSVPMA
SVPMA March 2014 Monthly event:
“Elevating from Consumer to Mission Critical Value” with Brian Cox, Senior Director of Marketing for Enterprise Solutions, SanDisk
Read more: http://svpma.org/2014/03/march-2014-event-2/
Connecting the Dots: Decision Making for Next-Generation ProductsSVPMA
Connecting the Dots: Decision Making for Next-Generation Products : Vanee Pho, Senior Product Manager, Life Technologies at SVPMA Monthly Event August 2013
SVPMA: Charting a Career Path to Dream Product Management JobSVPMA
SVPMA Jan 2014 monthly event
“Charting a Career Path to Your Dream Product Management Job” with Muffi Ghadiali, VP Product Management, OUYA Inc., Advisor and Lecturer at Stanford CSP
Read more: http://svpma.org/2014/01/january-2014/
Resources from Business Victoria's workshop giving early stage innovators information on the steps you need to take to turn your new product into a commercial reality.
SDSU Mgt747 FA13 summary - Technology Commercialization Ricardo dos Santos
Summary of SDSU's MBA class, MGT 747: Seminar in Technology Commercialization
Overview of major frameworks covered in class including disruptive innovation, customer development, business model generation and strategic choice canvas
Customer Value and What Things are Worth (DIT Product Mgmt)Rich Mironov
From my Feb 2014 class time in Dublin Institute of Technology's product management certificate program: a module on quantifying customer value (esp B2B) and how to price software/technology solutions. In-class exercises removed.
Informal discussion about #prodmgmt role, challenges, overlap with product owner & project manager, promotional cycle, and getting into prodmgmt. Hosted by ProdmgmtTalk and Atlassian
Getting non-obvious understandings of your customers are key for finding opportunities that have a transformational and long lasting impact. While a fast pacing business environment requires us to validate our assumptions in a agile matter. In this
interactive session breakthrough approaches (models, frameworks and techniques) are discussed to gather customer insights and validation.
Agile@Cork: Silicon Valley View of Product Owner/Manager ChallengesRich Mironov
A talk for Agile@Cork (Ireland) on Silicon Valley's focus on scalable software companies; a sometimes narrow definition of product owner roles; and how software company product folks need to think deeply about market segments rather than individual customers or users.
Talk at Cork IE monthly technology cluster meeting. Focusing on skills rather than titles, how do we avoid product manager/owner failure modes for commercial software?
In this August 2014 talk for SVPMA, I parse out how product managers add value -- and intersect this with Lean and Agile. Takeaway: we should use the best tools/methods for the right problems (e.g. Lean for customer validation) but we still need product managers at non-startups to drive whole products and organizational alignment.
Within universities and research institutions there are no shortage of good ideas; but not all of those ideas make commercial sense. In this lecture, we explore what makes a technology worthwhile commercializing. We also touch on some of the lessons we can take from the university setting and apply to any start-up technology.
Speaker: Raphael Ronen, Commercialization Manager, The Innovations Group (TIG)
Part of the CIBC Presents Entrepreneurship 101 MaRS event series.
Read more on this event and catch the session video here: http://www.marsdd.com/Events/Event-Calendar/Ent101/2008/intro-tech-companies-10222008.html
An explanation of innovation based heavily on the wikipedia definitions of innovation and the innovation models but using a simplified approach to help readers gain an overview of the nature of innovation in business and organisations.
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Software executives and software product managers focus first on putting the right products into their portfolios - since the primary drivers of market success are identifying the right markets, segments and customer problems to solve. Deciding what products to build, and their relative priority, is a top-down strategic process supported by metrics-driven engineering and program management
People Fund Innovation Week 2013 - How to Create Products that Customers Re...CompellingPM
Many entrepreneurs and companies begin with what they think is a brilliant idea and they immediately jump to developing a product before they discover if anyone else thinks it’s a good idea, and most often, these products fail. Successful products are based upon solving a significant Market Problem with a Product that creates a competitive advantage and a Market Strategy that motivates buyers to purchases your product. In this session, you’ll learn a discovery process that leads to products that customer will buy.
Agile ProDUCT Management Essentials for ProJECT and ProGRAM ManagersRich Mironov
This September webinar for PMI’s Agile Community of Practice laid out the basics of tech product management, how it maps against project/program management, and how agile shifts these (traditional) roles.
SDSU Mgt747 FA13 summary - Technology Commercialization Ricardo dos Santos
Summary of SDSU's MBA class, MGT 747: Seminar in Technology Commercialization
Overview of major frameworks covered in class including disruptive innovation, customer development, business model generation and strategic choice canvas
Customer Value and What Things are Worth (DIT Product Mgmt)Rich Mironov
From my Feb 2014 class time in Dublin Institute of Technology's product management certificate program: a module on quantifying customer value (esp B2B) and how to price software/technology solutions. In-class exercises removed.
Informal discussion about #prodmgmt role, challenges, overlap with product owner & project manager, promotional cycle, and getting into prodmgmt. Hosted by ProdmgmtTalk and Atlassian
Getting non-obvious understandings of your customers are key for finding opportunities that have a transformational and long lasting impact. While a fast pacing business environment requires us to validate our assumptions in a agile matter. In this
interactive session breakthrough approaches (models, frameworks and techniques) are discussed to gather customer insights and validation.
Agile@Cork: Silicon Valley View of Product Owner/Manager ChallengesRich Mironov
A talk for Agile@Cork (Ireland) on Silicon Valley's focus on scalable software companies; a sometimes narrow definition of product owner roles; and how software company product folks need to think deeply about market segments rather than individual customers or users.
Talk at Cork IE monthly technology cluster meeting. Focusing on skills rather than titles, how do we avoid product manager/owner failure modes for commercial software?
In this August 2014 talk for SVPMA, I parse out how product managers add value -- and intersect this with Lean and Agile. Takeaway: we should use the best tools/methods for the right problems (e.g. Lean for customer validation) but we still need product managers at non-startups to drive whole products and organizational alignment.
Within universities and research institutions there are no shortage of good ideas; but not all of those ideas make commercial sense. In this lecture, we explore what makes a technology worthwhile commercializing. We also touch on some of the lessons we can take from the university setting and apply to any start-up technology.
Speaker: Raphael Ronen, Commercialization Manager, The Innovations Group (TIG)
Part of the CIBC Presents Entrepreneurship 101 MaRS event series.
Read more on this event and catch the session video here: http://www.marsdd.com/Events/Event-Calendar/Ent101/2008/intro-tech-companies-10222008.html
An explanation of innovation based heavily on the wikipedia definitions of innovation and the innovation models but using a simplified approach to help readers gain an overview of the nature of innovation in business and organisations.
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Software executives and software product managers focus first on putting the right products into their portfolios - since the primary drivers of market success are identifying the right markets, segments and customer problems to solve. Deciding what products to build, and their relative priority, is a top-down strategic process supported by metrics-driven engineering and program management
People Fund Innovation Week 2013 - How to Create Products that Customers Re...CompellingPM
Many entrepreneurs and companies begin with what they think is a brilliant idea and they immediately jump to developing a product before they discover if anyone else thinks it’s a good idea, and most often, these products fail. Successful products are based upon solving a significant Market Problem with a Product that creates a competitive advantage and a Market Strategy that motivates buyers to purchases your product. In this session, you’ll learn a discovery process that leads to products that customer will buy.
Agile ProDUCT Management Essentials for ProJECT and ProGRAM ManagersRich Mironov
This September webinar for PMI’s Agile Community of Practice laid out the basics of tech product management, how it maps against project/program management, and how agile shifts these (traditional) roles.
When you need to compete on innovation rather than efficiency.
SUMMARY:
The confluence of two fundamental conditions is required to meaningfully spark the types of insights that drive your strategy and create viable products:
* Knowledge
* Imagination
This is being “innovation ready” and is essential to develop smart, thoughtful products that users want and customers will buy.
There are multiple frameworks and theories on product development. Some of the most astute and popular that have shaped our way of thinking and better enabled the start-up and large enterprise alike are:
* Lean Start-up
* Design Thinking
* Jobs-to-be-Done (JTBD)
* Agile
Extending on the collective wisdom of these frameworks, Innovation Ready focuses on the specific conditions necessary to develop the informed insights that drive meaningful product strategy. It's these moments of inspiration that ultimately shape and form our work and, at a minimum, de-risk our product development activities, but more boldly, enable us to deliver the next breakthrough product.
Table of Contents:
Foundation: Problem | Solution | Product
User Problem
Innovation Ready
Building Your Knowledge
User & Customer Needs
Market Dynamics
* Existing Solutions
* Behavior Analytics
* External Constraints
* Secondary Research/ Market Trends
Imagination
Business Model
* Lean Canvas
* Market Size
Iterating & Ideating Your Product
* Plan & Test
* Collect & Learn
* Ideate & Evolve
Minimum Viable / Lovable Product
Evaluation Checkpoints
Product-Market Fit
Lean model generation @strat camp MEEt #2Maxime Pico
Basics on what is lean startup, what is a MVP, how to use it and how to build a business model. I gave this 1h lecture when I was invited at the Strat Camp MEEt #2
Many ressources inside and hidden clickable links ;)
Description of the Business Development Bank's BMI program and how it helps Canadian SMEs.
Presentation made at the Feb. 2019 Montreal Lean Startup Circle meetup.
Design Thinking has gained much attention at strategic and executive levels within Fortune 500 corporates to manage global disruption. Mike shares first hand insights guiding c-level executives and project teams whilst designing and facilitating Design Thinking, Lean Startup and Business Model Innovation with some of the World’s largest organisations.
Lawrence Wright, serial entrepreneur
Лекция Лоренса Райта, серийного предпринимателя, основателя Стартап Академии Сколково и основателя компании GVA LaunchGurus для Startup Bootcamp 4-6 ноября 2015 года, интенсивной программы для начинающих предпринимателей
Value Proposition for scientific inventiontakehill2013
Seminar about "value proposition for scientific invention" for Federal Lab researchers at NIST. The primary purpose of this presentation was really not to turn NIST scientists to entrepreneurs, but rather build awareness of entrepreneur thinking and commercial language, when transferring scientific inventions from Lab to Market.
Converting an idea or a lab prototype into a real, customer-ready product is no simple task. Learn how to turn your idea into a successful product by improving your team and company focus and properly defining what your product is. Learn how to differentiate between the steps of product development, including capturing market requirements as well as research, design, implementation, testing, verification, validation, operations and maintenance.
InnovationOps - Delivering Innovation At Speed Peter Fossick
How InnovationOps can be used by organisations to transform their capacities to build and deliver new products and services that disrupt markets using researchops, designops and devops in an agile world that favours asymmetrical organisations.
What your strategy professors forgot to teach youPatrick Stähler
Our strategy professors always taught us that you have to position yourself in the right industry, analyze the market or have the right core competencies. And innovation will happen in products and processes. Really?
With the classical units of analysis for strategy like industry, markets we do not understand what is happening out there in the digital area.
We need a new unit of analysis. The only constant in the digital tsunami is the job we solve for our customer. And only the business model is in the end decisive for value creation aka solving the job of the customers.
The locus of innovation in the digital age is the business model and all its elements. The business model gives us new boxes to think in an thereby breaking the barriers of our conventional thinking about products, markets or industries.
Besides the business model, we need a new process to plan in. Strategic planning does not work since it wants to predict the future. With entrepreneurial design, we do not plan the result of the process but the process itself to discover the future.
A concept paper, what for? The objective is to design & develop products that solve the problems of our customers at the price they are willing to pay while insuring business profit. To build a shared vision on the product to be developed, the concept paper is used during the early front end phase.
A presentation by Agnes Cavrel at Journée Lean Engineering 2016.
To explain the tremendous evolution in ICT the last decades, one typically refers to the Law of Moore. Today we’re facing with new languages and methodologies popping up like buzz words. Understanding the evolution of programming and cornerstone concepts will help you to position and value future programming languages and trends.
Although GPS developments started in 1967, it’s only in the early 70’s that NASA launched its first Earth Observation satellite. Contemporary technologies like satellite navigation and remote sensing are key in our daily life. Still, we ain’t seen nothing yet. Explore the potential of these technologies in your future products or services, and find a way to get things done.
Based on demonstrations and cases you’ll explore the future impact on new interface technologies like gesture, augmented and virtual reality. Douglas Engelbart developed the computer mouse in the ’60s. It was the first in a list of human interface technologies that revolutionized the way we interact with ICT. What’s the next big thing?
At the end of the ’60s, the first research programs started on humanoid robots. Although this technology inspired many of us, it’s only now that we see first applications arise. What’s the status of the robotics technology? How is it impacted by other technologies like AI, RF and energy storage? Let’s discuss the evolution and potential for your business based on recent projects and technologies available at our partners and alumni start-ups.
Let’s discuss the boundary conditions to innovate successfully based on some cases in Flanders and the Netherlands. Most governments are taking about half of their gross national product for their account. They can be better off by being open to innovation in the public purchase process and act as a launching customer for their industry and start-ups.
What’s the impact of public moonshot projects on innovation if they’re set up the right way? Armstrong saw his first footstep on the moon as one small step for man, one giant leap for mankind. And he was right.
The human aspect in driving innovation is not to be underestimated. Driving innovation is done by implementing the necessary tools and structures. However driving desired behavior on individual and team level is at least equally important. Möbius will share insights in how to build an innovation and continuous improvement culture.
The key concept in any start-up? The freedom to experiment as basis for accelerated learning. Or like Pink Floyd sang in the 70’s: “We don’t need no education.” Is your FabLab ready for it?
How do you set up your venture and accelerate growth? Start-ups are in a fundamental different position than corporates. As a consequence they play a different ball game. What can the start-up culture learn from the ’60s?
What are the differences between popular innovation project management methodologies? Why does project management often fail? Learn how risk assessment should define your methodology in order to become a real innovation factory. The waterfall methodology has been promoted for years as the best practice for IR&D management. These days agile and scrum are increasingly popular as alternative. Hater or believer? Good or bad? Get guided through our body of knowledge as published in the Inspire Toolbox.
Project management in innovation can only be successful if it’s driven by a robust methodology integrating a clear quality assurance concept. What can trendy methodologies learn from the house of quality?
50 years ago, innovation centers like Xerox or Philips’ Natlab set the benchmark with their methodologies on organizing innovation. Today, innovation is influenced by rapid-moving triggers and companies have to organize accordingly. Discover current best practices on organizing your innovation ecosystem.
How do you reinvent a mature business with the right cocktail of user insights and technologies? The message is clear: choose for differentiation or servitization, or loose.
AI has an inevitable impact on your next generation products and services. Things evolved relatively slow since the first AI experiments in the ’60s. Today, AI is accelerating as no other technology has done before. How will the 4th wave of Artificial Intelligence transform your future business?
Discover the newest insights in understanding value drivers and their impact on new products and services. From technology improvement towards platform economy with the value pyramid. How to use new design skills and service design to create experience economy?
The adoption of innovative IoT technology in smart cities seems to go slower than the utopian predictions of the last decade. This might be because the traditional business-to-government model is no longer sufficient to bear the investment cost and get these systems operational. Multi-sided business models can offer
a possible solution, but require a different approach from governments as well as suppliers, as illustrated by recent Verhaert cases.
AI can be weaved together with space technologies to provide exciting new solutions to a wide array of industries. Get a glimpse of how space data can enhance businesses, and how ESA Space Solutions Belgium can offer you the tools and funding to develop your ideas.
New space in the Belgian and European start-up technology ecosystem. Presentation at the launch event of ESA Space Solutions Belgium on Wednesday the 7th of November in Brussels.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Innovation day 2013 1.4 zane smilga (verhaert) - give your million idea a chance
1. 2
Innovation Rocket program
Give your million dollar innovation idea a
chance!
CONFIDENTIAL
Zane Smilga
Innovation consultant
zane.smilga@verhaert.com
THEME 1 : STRUCTURED EXPLORATION IN THE FRONT END OF INNOVATION
8. 9
The art of converting
ideas into commercial success
Booz & Company, The 2012 Global Innovation 1000
IDEA GENERATION
IDEACONVERSION
highly
effective
Marginally
effective
Marginally
effective
highly
effective
25%
only 25% of companies
are highly effective in
converting their valuable
ideas into successful
products & services
10. 11
too busy with solving
problems of today
- ideas stay on
the “level of idea”
too busy!!!
challenging to
compare & assess
opportunities
Which idea has
some value?
nobody takes “no-
go” decisions,
no focus
postponing
choices
WHY?
too many uncertainties -
too many unknowns
too different from
current business
practiceno confidence
11. 12
Innovators need a platform
to build a value for their raw ideas
- to search for a value
developing the idea further into a value proposition (for customers, users,
market, company)
- to build a product & business concept
developing a concepts around ideas to size the opportunity, to assess and
compare to other opportunities
“Turning rough stone into a shiny diamond”
12. 13
Platform
requirements: how should it work?
- ongoing / continuous system within a company
to have it available at all times
- resource commitment from management team
to make it happen!
- engaging all the internal stakeholders and idea owners
to create a runway!
- structured process
to be able to make decisions and prioritize
- concept building tools and templates
to create right content and be able to compare
continuous
14. 15
Innovation rocket program
Your product
and its users
The job-to-
be done
solution
A differentiated
value
proposition
Your new
application &
business
concept
Sharpening
the value
proposition &
concept
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5
Everyone had an idea
for a new product or service
Learning about
theories, concepts, tools
Applying them
to sharpen and develop the ideas
further into concepts
(spring, 2013)
15. 16
Rules of the game
Program with theory and coaching
- Input on theory and brief exercises and reflections
- Working and coaching workshops
(development ideas further into concepts)
Working and coaching workshops are in breakout
sessions
- No debriefing among the groups on results
- Some debriefing among participants on how did it go
with using the tools and exercise frameworks
Homework in between stages
17. 18
How big is
the size of
opportunity?
Who will care about it?
•user needs, its significance
• the promise of your products
Whose life will it make
easier/better?
Segmentation vs ‘job-to-be-done’:
the basis for new experiences
Is it going to give a
competitive advantage?
have a convincing vision on the
differentiation compared to
competition
lowhigh
Primary function
fall detection
All-in-one
device
Services
Female
Acceptance
Experience &
soft look
perceived
Size
Convenience
body location
Street price RVT market
Medium to very
dependant users Consumer
market
Tunstall
Fonium
Verhaert
What is it going to be?
Product/service concept +
Explanation and visualization of
features and functionalities
DESIGN to DESIRE
How much profit and
revenue will it bring in?
calculation of business opportunity:
market data, business case and
opportunity calculations
18. 19
How big is
the size of
opportunity?
Who will care about it?
•user needs, its significance
• the promise of your products
Whose life will it make
easier/better?
Segmentation vs ‘job-to-be-done’:
the basis for new experiences
Is it going to give a
competitive advantage?
have a convincing vision on the
differentiation compared to
competition
lowhigh
Primary function
fall detection
All-in-one
device
Services
Female
Acceptance
Experience &
soft look
perceived
Size
Convenience
body location
Street price RVT market
Medium to very
dependant users Consumer
market
Tunstall
Fonium
Verhaert
What is it going to be?
Product/service concept +
Explanation and visualization of
features and functionalities
DESIGN to DESIRE
How much profit and
revenue will it bring in?
calculation of business opportunity:
market data, business case and
opportunity calculations
19. 20
Who will care about it?
Is there any added value?
Is the added value sustainable?
Create new
qualities
Eliminate
effects
Product innovation is about searching for a positive balance for the
buyer / user between advantages and disadvantages.
= Customer Perceived Quality
21. 22
How big is
the size of
opportunity?
Whose life will it make
easier/better?
Segmentation vs ‘job-to-be-done’:
the basis for new experiences
Is it going to give a
competitive advantage?
have a convincing vision on the
differentiation compared to
competition
lowhigh
Primary function
fall detection
All-in-one
device
Services
Female
Acceptance
Experience &
soft look
perceived
Size
Convenience
body location
Street price RVT market
Medium to very
dependant users Consumer
market
Tunstall
Fonium
Verhaert
What is it going to be?
Product/service concept +
Explanation and visualization of
features and functionalities
DESIGN to DESIRE
How much profit and
revenue will it bring in?
calculation of business opportunity:
market data, business case and
opportunity calculations
Who will care about it?
•user needs, its significance
• the promise of your products
22. 23
Whose life will it make easier/better?
customers
DO NOT BUY
products or services
they hire various solutions at
various times
to get different jobs done
24. 25
• to wash your body
• to relax
• to release stress
• to get a massage after sports (to release muscle
tension)
• rehabilitation of injuries (athletic & sports
whirlpool tub)
• health maintenance (water therapy, massage)
• to bond & party with friends(jacuzzi)
• to have a romantic experience
• to play (kids)
• to give birth (water-birth)…
what jobs can you find?
25. 26
How big is
the size of
opportunity?
Whose life will it make
easier/better?
Segmentation vs ‘job-to-be-done’:
the basis for new experiences
Is it going to give a
competitive advantage?
have a convincing vision on the
differentiation compared to
competition
lowhigh
Primary function
fall detection
All-in-one
device
Services
Female
Acceptance
Experience &
soft look
perceived
Size
Convenience
body location
Street price RVT market
Medium to very
dependant users Consumer
market
Tunstall
Fonium
Verhaert
What is it going to be?
Product/service concept +
Explanation and visualization of
features and functionalities
DESIGN to DESIRE
How much profit and
revenue will it bring in?
calculation of business opportunity:
market data, business case and
opportunity calculations
Who will care about it?
•user needs, its significance
• the promise of your products
27. 28
How big is
the size of
opportunity?
Whose life will it make
easier/better?
Segmentation vs ‘job-to-be-done’:
the basis for new experiences
Is it going to give a
competitive advantage?
have a convincing vision on the
differentiation compared to
competition
lowhigh
Primary function
fall detection
All-in-one
device
Services
Female
Acceptance
Experience &
soft look
perceived
Size
Convenience
body location
Street price RVT market
Medium to very
dependant users Consumer
market
Tunstall
Fonium
Verhaert
What is it going to be?
Product/service concept +
Explanation and visualization of
features and functionalities
DESIGN to DESIRE
How much profit and
revenue will it bring in?
calculation of business opportunity:
market data, business case and
opportunity calculations
Who will care about it?
•user needs, its significance
• the promise of your products
28. 29
Is it going to give
a competitive advantage?
competitive advantage
superior value over rivals
cost leadership
differentiation
focus
narrow product lines, buyer
segments, geographical
markets
29. 30
Do we understand
where advantage might be?
Performance
sustainable
disruptive
TimeSource:Christensen
30. 31
How big is
the size of
opportunity?
Whose life will it make
easier/better?
Segmentation vs ‘job-to-be-done’:
the basis for new experiences
Is it going to give a
competitive advantage?
have a convincing vision on the
differentiation compared to
competition
lowhigh
Primary function
fall detection
All-in-one
device
Services
Female
Acceptance
Experience &
soft look
perceived
Size
Convenience
body location
Street price RVT market
Medium to very
dependant users Consumer
market
Tunstall
Fonium
Verhaert
What is it going to be?
Product/service concept +
Explanation and visualization of
features and functionalities
DESIGN to DESIRE
How much profit and
revenue will it bring in?
calculation of business opportunity:
market data, business case and
opportunity calculations
Who will care about it?
•user needs, its significance
• the promise of your products
31. 32
How much profit and revenue
will it bring in?
Business case:
business opportunity
essence: market,
customers, competitors,
investments, business
potential
Financial simulations:
business finance calculations,
alternative options, PL
simulation, break even point
Organizational design
1. Organization of business
processes
2. Flow of money, products
and services
33. 34
Learning from Innovation Rocket program
How did it work?
- Ideas can change radically during the program
- Program requires effort also outside the program sessions (output
depends on invested effort)
- It requires systematic participation
- It is best if you participate with a team (min.2 people)
- External view and coaching adds value to the process
- Follow up process after the program is critical for brining it forward
34. 35
WHEN?
Verhaert runs the “Innovation Rocket program” on systematic
basis
Program 2014: mid March – end of June
WHO CAN PARTICIPATE?
Any company/team looking for a FFE platform for their ideas to
build value and understand the business opportunity
You are welcome to join!
36. 37
VERHAERT MASTERS IN INNOVATION®
Headquarters
Hogenakkerhoekstraat 21
9150 Kruibeke (B)
tel +32 (0)3 250 19 00
fax +32 (0)3 254 10 08
ezine@verhaert.com
More at www.verhaert.com
VERHAERT MASTERS IN INNOVATION®
Netherlands
ESIC European Space Innovation Centre
Kapteynstraat 1
2201 BB Noordwijk (NL)
Tel: +31 (0)618 12 19 19
derk.schneemann@verhaert.com
More at www.verhaert.com
MASTERS IN INNOVATION® is a platform set up by VERHAERT to train, stimulate and incubate
you as an innovator.
We provide an extensive training program with different tracks and covering critical areas of new
products and business innovation.
Furthermore we manage the VERHAERT venturing program and organize our Innovation Day, an
annual conference on best practices and insights on new products & business innovation.
Editor's Notes
Larry Page and Sergey Brin, the founders of Google, didn’t invent the search engine technology that got Google started. Robin Li did. In 1996, Li developed the Rankdex site-scoring algorithm for search engine page ranking, based on the idea of ranking websites according to the number of other websites that linked to that site, something similar to citations in scientific articles.
http://www.siliconafrica.com/entrepreneurship-is-not-about-innovation-but-commercialization/
http://www.booz.com/media/file/BoozCo_The-2012-Global-Innovation-1000-Media-Report.pdf
- strong correlation between effectiveness of FFE and superior financial performance (revenue, market, profit growth)
many companies have yet to master the right mix of factors to foster sustained innovation
Most of the 25 percent of survey respondents who said their companies were highly effective at both ideation and conversion also reported that they outperformed their peers on three important financial measures—revenue growth, market cap growth, and EBITDA as a percentage of revenue.
• This correlation between effectiveness at the early stages of innovation and superior financial performance is a worrisome finding for the many companies that struggle at the front end.
Too busy with thinkging about today`s problems. No time to think about the future.
Postponing choices. People don’t know how to deal with break through ideas. Unclear, takes, times
Dog picture: there is something in it, but I am not able to identify the interest and do not know what to do with it
No confidence leads to killing the project.
Tightly schedulled repeatitive thing
At least 2 people from a company
To define the platform: what is it
What are the requirements of the platform
Looking for a value
To bring stone to diamond
Involve people: engaging ( funding, time, commitment, motivation)+ buy in of everyone
engaging all the internal stakeholders and idea owners (motivation, time, ownership)
Linking back to the requirements of the platform
In the beginning they start with a pitch, end with a pitch
We work with canvas
We help you to undersatnd, give you triggers
We give you predefined missions
We give you homework
We activate you on theareas you are a bit unaware
Two fold ambition: Learning + doing very well on your own case
Focus is on getting a good output (but not on training)
Two fold ambition: Learning + doing very well on your own case
Focus is on getting a good output (but not on training)
____
Add picture with people working around the table
What`s the difference between boothcamp and rocket program?
Boothcamps go over longer period, learning track (include trainings of building skills): they have more intensive trainings; Boothcamps are connected to external venture programs (outside core business)
Rocket program: we focus on product. We focus on pull marketing – developing something attractive
Ambition to explain the stages and what was done in each.
Ambition to explain the stages and what was done in each.
Ambition to explain the stages and what was done in each.
Ambition to explain the stages and what was done in each.
Ambition to explain the stages and what was done in each.
Ambition to explain the stages and what was done in each.