This document discusses innovation challenges and knowledge transfer in the digital era. It provides examples of both incremental and radical innovations, as well as disruptive innovations that break market rules. Key factors for innovation are identified as culture, governance, strategy, and process. Culture requires an innovative DNA and qualities like quickness, openness, teamwork, focus, and positivity. Governance involves defining roles for leadership, R&D, and other functions. Strategy requires strategic alignment with the company and flexibility to spin out non-aligned projects. Process involves defining a clear innovation funnel with multiple steps of validation and testing from ideas to implementation. Open innovation and listening to consumer trends and scenarios are also emphasized for driving innovation.
At the ACT-IAC 2011 Executive Leadership Conference, ITIF president Rob Atkinson presented on the importance of innovation in IT and government leadership in IT practices. This presentation highlights the innovator’s challenge of exploiting and exploring industry facets simultaneously.
The document outlines the agenda for an innovation workshop hosted by Ideagen. The agenda includes an introduction to innovation and idea generation, exercises for practicing idea generation in teams, and a question and answer session. The workshop aims to help participants network, understand the innovation process, and generate new ideas.
Vassilis Tsakiris presentation at PMI-GREECE1/6/2010, AIT12PM Consulting
This document discusses various frameworks for shortening the strategic lead time from idea to market, including those from PDMA, PMI, Lean, Six Sigma, TOC, and Toyota's product development system. It provides overviews of the key aspects of each approach, such as PDMA's 3 phases of product development and 6 knowledge areas, PMI's processes and knowledge areas for project, program and portfolio management, and Lean's principles of eliminating waste and creating value. The overall message is that combining insights from these different approaches can help optimize the product development process.
Business Objectives are the measurable results a business desires to achieve when executing a project. They can be used to ensure that everything developed in the project contributes to the desired measurable business value. This discussion will help Business Analysts learn to develop good business objectives, to derive requirements from them, and how to apply them to control project scope.
BioApply Polymers provides bioplastic solutions from concept to finished product. They offer proprietary biopolymer grades as well as product development, processing, and prototyping services. Their six step process helps clients launch new bioproducts, including feasibility analysis, prototyping, engineering, production planning, industrialization, and technical support. BioApply Polymers aims to be a reliable partner in developing sustainable plastic alternatives to fossil fuel-based plastics.
Portfoliosmith. how to design, improve and innovate publishing portfolios for...Hermann Buss
presentation about the PublishingPortfolio initiative. and concept from 24th Nov 2011. Hermann Buss explains how to design publishing portfolios for knowledge workers. Extensive model, canvas and workmethod for publishers, consultants, ICT developers, Media designers and investors.
This document provides strategies for product development and prototyping in startups. It discusses the importance of 1) knowing the target customer and their needs, 2) using appropriate resources and avoiding bleeding edge technologies, 3) ensuring the product and development team are high quality, and 4) budgeting enough time and funds to allow for reworks and adjustments. Observational research techniques and understanding the customer's full experience are key to identifying unmet needs. The document emphasizes the need to focus on the core product and avoid feature creep in order to launch successfully.
At the ACT-IAC 2011 Executive Leadership Conference, ITIF president Rob Atkinson presented on the importance of innovation in IT and government leadership in IT practices. This presentation highlights the innovator’s challenge of exploiting and exploring industry facets simultaneously.
The document outlines the agenda for an innovation workshop hosted by Ideagen. The agenda includes an introduction to innovation and idea generation, exercises for practicing idea generation in teams, and a question and answer session. The workshop aims to help participants network, understand the innovation process, and generate new ideas.
Vassilis Tsakiris presentation at PMI-GREECE1/6/2010, AIT12PM Consulting
This document discusses various frameworks for shortening the strategic lead time from idea to market, including those from PDMA, PMI, Lean, Six Sigma, TOC, and Toyota's product development system. It provides overviews of the key aspects of each approach, such as PDMA's 3 phases of product development and 6 knowledge areas, PMI's processes and knowledge areas for project, program and portfolio management, and Lean's principles of eliminating waste and creating value. The overall message is that combining insights from these different approaches can help optimize the product development process.
Business Objectives are the measurable results a business desires to achieve when executing a project. They can be used to ensure that everything developed in the project contributes to the desired measurable business value. This discussion will help Business Analysts learn to develop good business objectives, to derive requirements from them, and how to apply them to control project scope.
BioApply Polymers provides bioplastic solutions from concept to finished product. They offer proprietary biopolymer grades as well as product development, processing, and prototyping services. Their six step process helps clients launch new bioproducts, including feasibility analysis, prototyping, engineering, production planning, industrialization, and technical support. BioApply Polymers aims to be a reliable partner in developing sustainable plastic alternatives to fossil fuel-based plastics.
Portfoliosmith. how to design, improve and innovate publishing portfolios for...Hermann Buss
presentation about the PublishingPortfolio initiative. and concept from 24th Nov 2011. Hermann Buss explains how to design publishing portfolios for knowledge workers. Extensive model, canvas and workmethod for publishers, consultants, ICT developers, Media designers and investors.
This document provides strategies for product development and prototyping in startups. It discusses the importance of 1) knowing the target customer and their needs, 2) using appropriate resources and avoiding bleeding edge technologies, 3) ensuring the product and development team are high quality, and 4) budgeting enough time and funds to allow for reworks and adjustments. Observational research techniques and understanding the customer's full experience are key to identifying unmet needs. The document emphasizes the need to focus on the core product and avoid feature creep in order to launch successfully.
How much do you really know about your suppliers? How could your supply chain be impacted by a natural disaster, another recession, or limited inventories?
Global supply chains have been brought to their knees in recent years as the result of host of massively disruptive events including devastating natural disasters, economic crisis, turbulent commodity prices, product recalls, and other unforeseen disruptions. These catastrophic events including Hurricane Irene, the eruption of the Eyjafjallajokull volcano in Iceland, the Japan earthquake and tsunami, and the most recent Thailand flooding have put many suppliers out of business, leaving manufacturers stranded and production lines halted.
Executives are becoming increasingly aware of the risks of doing business on a global scale and are experiencing first-hand the havoc these supply chain disruptions pose to their bottom lines, brand reputation, and stock value.
Join Supply & Demand Chain Executive and IHS as they share expertise, tools, and best practices in supply chain risk mitigation, and supplier risk scoring. Speakers will discuss why managing risk in the supply chain needs to be a multidimensional approach taking into account:
Materials risk, knowing where volatile raw material prices are headed
Electronic Parts risk, ensuring the sustainability and authenticity of the components within your supply chain
Supplier risk, understanding what potential obstacles your suppliers might face
Global supply chains need this critical information now more than ever. Don't miss this chance to hear industry experts share actionable advice on leading tools and best practices for supplier risk management.
Expedition Innovation Conference: Innovation Places, Spaces And Methodsagchute
This presentation at an Internation Conferences details how an organization can create a vision, design an innovation program and build a global network of Innovation Centres.
Innovation And Design Tools Class Storyboard Smallmjames1
The document summarizes an innovation and design class held in Amsterdam from May 23-27, 2011. It provides feedback from participants who found the training energizing and practical. The class covered various innovation tools and techniques like brainstorming, identifying jobs-to-be-done, spotting opportunities, and using tools like morphological matrices and TRIZ. Participants innovated around everyday objects and learned approaches from a design company. At the end of the class, participant expectations were assessed as largely meeting goals with no negative feedback.
Slides from my talk at UCD2012 (London) and UX Cambridge 2012.
Case study of how I run research at music start up Songkick and insight into our product development process
Link to a video of the same talk at Bunnytalk
http://www.bunnyfoot.com/blog/?p=1886&preview=true (15 mins - excluding Q&A)
Novus International is a global provider of animal and human nutrition solutions headquartered in St. Charles, Missouri. In 2010, Novus had over 2,500 customers in 95 countries, 50+ operating locations including manufacturing plants, research centers, and offices. Novus employs approximately 800 people and had over $1 billion in revenues. Novus focuses on innovation in nutrition through research and new product development to help meet the growing global demand for food.
Product management in an era of disruptive innovation Nagarjun Kandukuru
[Made at SP Jain, Mumbai. Aug 2012]
We live in an era of massive disruptive innovation. More than at any other time in history of industry, we are witness to the massive upheaval of established incumbents – and their replacement by aggressive upstarts. Depending on your point of view this sea change provides massive opportunity – or a terrifying existential threat.
This new reality places substantial burdens on managers. Historical tools of product management are obsolete – and there is an attendant critical need for new practices.
Product management doctrine was based on a core principle best described as “Big up-front design”. The assumption was of a predictable future that could be analyzed – and planned for. Emphasis in this paradigm was on executing according to the plan. However, an analysis of the historical success rates for new business innovation has demonstrated that this process has been, at best, an abysmal failure.
New practices have emerged to enable product managers to adjust to a world of uncertainty. These are based on the premise of fast response to change rather than big up-front planning. They are predicated on documenting business models and conducting focused experiments to validate key assumptions. New practices and concepts have emerged: Customer Development, Business Model Canvas, Lean Startup, and Minimum Viable Product.
In this presentation, we introduce these new concepts – and describe how they can be integrated into new practices of product management that are effective in dynamic and disruptive environments. We provide an overview of the structure and application of these practices and their associated tools.
What To Do When: Informing design at every phaseDana Chisnell
The document discusses how to incorporate user research into the design process at different phases. It recommends observing and listening to users through questions about what the design should do, how it should work, and if it does what is wanted. This involves learning about users, testing value and concepts, prototyping and iterating designs, and validating designs against goals. The document provides takeaways and references for further information.
Maneuver Warfare and Other Badass Habits of a Lean Product Developer Marko Taipale
This document discusses how to become a lean product developer by adopting habits that focus on efficiency and continuous learning. It recommends "leaning" business ideas through customer validation, building solutions faster or not at all using just-in-time implementation, and continuously measuring what matters to optimize the system and throw away waste. The document emphasizes learning by getting customer feedback, formulating hypotheses to test, using A3 problem solving templates, and shipping solutions frequently to learn from real-world use. The overall message is that respecting people, understanding purpose, improving continuously, and engaging customers are key habits of lean product development.
Description of:
1) business model innovation
2) process innovation
3) product/service innovation
4) innovation culture
and the tools and models needed to understand , create and implement.
1. The document outlines steps to develop an "Experience Innovation" retail offering, beginning with defining the offering and leveraging existing work.
2. It discusses focusing initially on retail and defining opportunities, then learning from past retail projects and defining deliverables.
3. The next steps include identifying optimal team structure and members, and defining a new business process around sales tools, clients, and gradual integration of the offering.
Hugo Borelli Resende presented on open innovation initiatives in Brazil at an Embraer event. Embraer follows a staged R&D model moving from basic research to applied research to advanced technology development and validation before product development. Embraer has partnerships globally including in the US, Europe, China and Singapore and has over 3,800 engineers. Embraer develops commercial, executive and defense aircraft simultaneously and its revenues have grown significantly since the late 1990s as exports account for over 96% of its business.
The document discusses the IIOSS methodology, which provides diagnostic and transformation tools and services to help companies dramatically improve their overall performance. It summarizes the IIOSS approach in three steps: description, analysis, and transformation of businesses. The IIOSS model analyzes companies through their lifecycle in five phases to understand symptoms and prescribe improvements. IIOSS tools include the Organization Profiler for diagnosis and the Management Profiler to identify leadership styles.
This corporate presentation by Srushti Management Consultancy provides an overview of the company. It has been providing architectural and design consultancy since 1991 and has completed over 225 projects. The presentation outlines the company's vision to be a leader in integrated design-build solutions in South India. It then describes Srushti's proposed solution of a centralized communication platform and new workflow process. The presentation concludes by introducing the experienced team and highlighting some of Srushti's completed project portfolios, including residential homes, offices, and hospitality projects.
This document outlines a project aimed at increasing the number of sustainable biotech spin-outs based on public research results in the Capital Region of Denmark. The project aims to create 21 sustainable biotech spin-outs by 2014 through intensified collaboration between universities, research institutions, innovation incubators, investment funds, and industry. The budget is 5.4 million Euros from EU and partner funding. Key elements of the project include focusing on specific biotech areas, implementing structured commercialization processes, internationalizing spin-out creation, and culture changing activities.
The document discusses innovation and the services provided by inoDev to help companies innovate. It outlines inoDev's methodology which involves a 3 month ignition phase involving analysis, brainstorming, developing innovation options, and selecting disruptive innovations. The second phase focuses on implementation including process alignment, metrics, and evaluation. inoDev claims its proprietary methodology helps companies overcome challenges, drive growth through new markets, and implement innovations successfully. The document aims to convince companies to work with inoDev to imagine and achieve their innovation goals and objectives.
This document provides an overview of the design firm IDEO and discusses a case where they were asked to design a new handheld computer called the Visor for Handspring on an accelerated 10 month timeline. This would require IDEO to cut many of their early development stages focused on user research and prototyping. The document outlines the alternatives available to IDEO, including not accepting the project, only accepting if more time is given, or negotiating for more time while still accepting. It suggests the possible solution of requesting more time for proper market research and development to create a high quality product, or engaging in what research they can before design if time cannot be extended.
This chapter discusses product planning and development. It covers the meaning of products and new products, classification of consumer and business products, product innovation, the six-stage product development process, criteria for new products, developing new product strategies, the adoption and diffusion process, and organizational structures for product planning. The goal is to understand these key aspects of marketing new products.
New product development style 4 powerpoint presentation slides db ppt templatesSlideTeam.net
The document outlines the new product development process known as Style 4. It involves several stages: idea generation, screening & evaluation of ideas, business analysis, development, and commercialization. Market testing of the developed product occurs before commercialization.
This document discusses innovation in multiple industries and contexts. It begins by defining innovation as the exploitation of new ideas and discusses how innovation is essential for jobs, businesses, products/services, and environmental processes. It then provides examples of different types of innovations, frameworks for understanding innovation opportunities, and strategies for collaborative innovation both inside and outside an organization. The document emphasizes that innovation is important for companies, employees, nations, and society by enabling new products/services and economic growth. It also stresses that customers and partners are important sources of innovative ideas.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
How much do you really know about your suppliers? How could your supply chain be impacted by a natural disaster, another recession, or limited inventories?
Global supply chains have been brought to their knees in recent years as the result of host of massively disruptive events including devastating natural disasters, economic crisis, turbulent commodity prices, product recalls, and other unforeseen disruptions. These catastrophic events including Hurricane Irene, the eruption of the Eyjafjallajokull volcano in Iceland, the Japan earthquake and tsunami, and the most recent Thailand flooding have put many suppliers out of business, leaving manufacturers stranded and production lines halted.
Executives are becoming increasingly aware of the risks of doing business on a global scale and are experiencing first-hand the havoc these supply chain disruptions pose to their bottom lines, brand reputation, and stock value.
Join Supply & Demand Chain Executive and IHS as they share expertise, tools, and best practices in supply chain risk mitigation, and supplier risk scoring. Speakers will discuss why managing risk in the supply chain needs to be a multidimensional approach taking into account:
Materials risk, knowing where volatile raw material prices are headed
Electronic Parts risk, ensuring the sustainability and authenticity of the components within your supply chain
Supplier risk, understanding what potential obstacles your suppliers might face
Global supply chains need this critical information now more than ever. Don't miss this chance to hear industry experts share actionable advice on leading tools and best practices for supplier risk management.
Expedition Innovation Conference: Innovation Places, Spaces And Methodsagchute
This presentation at an Internation Conferences details how an organization can create a vision, design an innovation program and build a global network of Innovation Centres.
Innovation And Design Tools Class Storyboard Smallmjames1
The document summarizes an innovation and design class held in Amsterdam from May 23-27, 2011. It provides feedback from participants who found the training energizing and practical. The class covered various innovation tools and techniques like brainstorming, identifying jobs-to-be-done, spotting opportunities, and using tools like morphological matrices and TRIZ. Participants innovated around everyday objects and learned approaches from a design company. At the end of the class, participant expectations were assessed as largely meeting goals with no negative feedback.
Slides from my talk at UCD2012 (London) and UX Cambridge 2012.
Case study of how I run research at music start up Songkick and insight into our product development process
Link to a video of the same talk at Bunnytalk
http://www.bunnyfoot.com/blog/?p=1886&preview=true (15 mins - excluding Q&A)
Novus International is a global provider of animal and human nutrition solutions headquartered in St. Charles, Missouri. In 2010, Novus had over 2,500 customers in 95 countries, 50+ operating locations including manufacturing plants, research centers, and offices. Novus employs approximately 800 people and had over $1 billion in revenues. Novus focuses on innovation in nutrition through research and new product development to help meet the growing global demand for food.
Product management in an era of disruptive innovation Nagarjun Kandukuru
[Made at SP Jain, Mumbai. Aug 2012]
We live in an era of massive disruptive innovation. More than at any other time in history of industry, we are witness to the massive upheaval of established incumbents – and their replacement by aggressive upstarts. Depending on your point of view this sea change provides massive opportunity – or a terrifying existential threat.
This new reality places substantial burdens on managers. Historical tools of product management are obsolete – and there is an attendant critical need for new practices.
Product management doctrine was based on a core principle best described as “Big up-front design”. The assumption was of a predictable future that could be analyzed – and planned for. Emphasis in this paradigm was on executing according to the plan. However, an analysis of the historical success rates for new business innovation has demonstrated that this process has been, at best, an abysmal failure.
New practices have emerged to enable product managers to adjust to a world of uncertainty. These are based on the premise of fast response to change rather than big up-front planning. They are predicated on documenting business models and conducting focused experiments to validate key assumptions. New practices and concepts have emerged: Customer Development, Business Model Canvas, Lean Startup, and Minimum Viable Product.
In this presentation, we introduce these new concepts – and describe how they can be integrated into new practices of product management that are effective in dynamic and disruptive environments. We provide an overview of the structure and application of these practices and their associated tools.
What To Do When: Informing design at every phaseDana Chisnell
The document discusses how to incorporate user research into the design process at different phases. It recommends observing and listening to users through questions about what the design should do, how it should work, and if it does what is wanted. This involves learning about users, testing value and concepts, prototyping and iterating designs, and validating designs against goals. The document provides takeaways and references for further information.
Maneuver Warfare and Other Badass Habits of a Lean Product Developer Marko Taipale
This document discusses how to become a lean product developer by adopting habits that focus on efficiency and continuous learning. It recommends "leaning" business ideas through customer validation, building solutions faster or not at all using just-in-time implementation, and continuously measuring what matters to optimize the system and throw away waste. The document emphasizes learning by getting customer feedback, formulating hypotheses to test, using A3 problem solving templates, and shipping solutions frequently to learn from real-world use. The overall message is that respecting people, understanding purpose, improving continuously, and engaging customers are key habits of lean product development.
Description of:
1) business model innovation
2) process innovation
3) product/service innovation
4) innovation culture
and the tools and models needed to understand , create and implement.
1. The document outlines steps to develop an "Experience Innovation" retail offering, beginning with defining the offering and leveraging existing work.
2. It discusses focusing initially on retail and defining opportunities, then learning from past retail projects and defining deliverables.
3. The next steps include identifying optimal team structure and members, and defining a new business process around sales tools, clients, and gradual integration of the offering.
Hugo Borelli Resende presented on open innovation initiatives in Brazil at an Embraer event. Embraer follows a staged R&D model moving from basic research to applied research to advanced technology development and validation before product development. Embraer has partnerships globally including in the US, Europe, China and Singapore and has over 3,800 engineers. Embraer develops commercial, executive and defense aircraft simultaneously and its revenues have grown significantly since the late 1990s as exports account for over 96% of its business.
The document discusses the IIOSS methodology, which provides diagnostic and transformation tools and services to help companies dramatically improve their overall performance. It summarizes the IIOSS approach in three steps: description, analysis, and transformation of businesses. The IIOSS model analyzes companies through their lifecycle in five phases to understand symptoms and prescribe improvements. IIOSS tools include the Organization Profiler for diagnosis and the Management Profiler to identify leadership styles.
This corporate presentation by Srushti Management Consultancy provides an overview of the company. It has been providing architectural and design consultancy since 1991 and has completed over 225 projects. The presentation outlines the company's vision to be a leader in integrated design-build solutions in South India. It then describes Srushti's proposed solution of a centralized communication platform and new workflow process. The presentation concludes by introducing the experienced team and highlighting some of Srushti's completed project portfolios, including residential homes, offices, and hospitality projects.
This document outlines a project aimed at increasing the number of sustainable biotech spin-outs based on public research results in the Capital Region of Denmark. The project aims to create 21 sustainable biotech spin-outs by 2014 through intensified collaboration between universities, research institutions, innovation incubators, investment funds, and industry. The budget is 5.4 million Euros from EU and partner funding. Key elements of the project include focusing on specific biotech areas, implementing structured commercialization processes, internationalizing spin-out creation, and culture changing activities.
The document discusses innovation and the services provided by inoDev to help companies innovate. It outlines inoDev's methodology which involves a 3 month ignition phase involving analysis, brainstorming, developing innovation options, and selecting disruptive innovations. The second phase focuses on implementation including process alignment, metrics, and evaluation. inoDev claims its proprietary methodology helps companies overcome challenges, drive growth through new markets, and implement innovations successfully. The document aims to convince companies to work with inoDev to imagine and achieve their innovation goals and objectives.
This document provides an overview of the design firm IDEO and discusses a case where they were asked to design a new handheld computer called the Visor for Handspring on an accelerated 10 month timeline. This would require IDEO to cut many of their early development stages focused on user research and prototyping. The document outlines the alternatives available to IDEO, including not accepting the project, only accepting if more time is given, or negotiating for more time while still accepting. It suggests the possible solution of requesting more time for proper market research and development to create a high quality product, or engaging in what research they can before design if time cannot be extended.
This chapter discusses product planning and development. It covers the meaning of products and new products, classification of consumer and business products, product innovation, the six-stage product development process, criteria for new products, developing new product strategies, the adoption and diffusion process, and organizational structures for product planning. The goal is to understand these key aspects of marketing new products.
New product development style 4 powerpoint presentation slides db ppt templatesSlideTeam.net
The document outlines the new product development process known as Style 4. It involves several stages: idea generation, screening & evaluation of ideas, business analysis, development, and commercialization. Market testing of the developed product occurs before commercialization.
This document discusses innovation in multiple industries and contexts. It begins by defining innovation as the exploitation of new ideas and discusses how innovation is essential for jobs, businesses, products/services, and environmental processes. It then provides examples of different types of innovations, frameworks for understanding innovation opportunities, and strategies for collaborative innovation both inside and outside an organization. The document emphasizes that innovation is important for companies, employees, nations, and society by enabling new products/services and economic growth. It also stresses that customers and partners are important sources of innovative ideas.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
Squaretable October 4th 2012 on sustainable materials and end productscsdbdv
The document contains an agenda for an event titled "Squaretable" taking place on October 4th 2012. The agenda lists the time, program and speakers for the event. The keynote speaker is Nestor Coronado Palma from Philips Consumer Lifestyle who will speak about "Sustainovation, closing the loop". Other scheduled presentations include an introduction from Squarewise and a talk by Roland Teixeira from GE Benelux on "Ecomagination". The agenda also includes a plenary discussion and closing remarks before a walking dinner and drinks.
Here are some 1000 point activities entrepreneurs engage in:
- Launching a minimum viable product and iterating based on customer feedback
- Securing major funding from investors
- Hiring a full team of employees
- Achieving $1M or more in annual revenue
- Selling the business for $10M or more
- Taking the business public in an IPO
- Having the business valued at $100M or more in a later funding round
The economic downturn provides an excellent opportunity for organisations to exploit their idle resources to maximise their innovation efforts.
This is the time for an organisation to assess their innovation capabilities and to reposition them for when the economic tides will change.
This slideshow shares how to determine your innovation capability, and what to do in these times with regards to being innovative.
The document provides an agenda and overview for a two-day TiE workshop on best practices and principles for startups. Day 1 focuses on developing business models, including exercises on creating business model canvases (BMCs) and minimum viable products (MVPs). Day 2 involves customer investigation in the field and a retrospective. The workshop teaches entrepreneurs to validate assumptions and learn quickly by talking to customers, developing BMCs and MVPs, and iterating based on customer feedback.
Startup 101: Finding your business model: TIE BangaloreManish G Pillewar
The document provides an agenda and overview for a two-day TiE workshop on best practices and principles for startups. Day 1 focuses on developing business models, including using a Business Model Canvas template and developing minimum viable products. Participants then conduct customer investigations to validate their assumptions. Day 2 involves a retrospective and presentations from startup teams on their findings from customer interviews. The workshop aims to provide experiential learning for startups on iterative business model development and customer validation.
This document provides guidance on writing a successful business plan, including key elements and questions to address. It discusses the business startup process and stages, components of a promising business idea, and classification of innovation. It outlines the roles of traditional service providers and venture capital companies. It emphasizes the importance of a strong management team and support network. Finally, it identifies characteristics of a good business plan and questions to answer in each section, such as executive summary, product/service, market analysis, financial projections, and risks.
Innovation is critical for startups as it provides a competitive advantage over larger established companies. For startups to innovate effectively, they must focus on three key areas: ideas, experimentation, and customer intimacy. Ideas can come from identifying problems, observing waste or discontinuities, or understanding unarticulated customer needs. Experimentation is important to validate assumptions through low-cost, high-speed trials. Customer intimacy involves gaining deep insights into customer experiences and emotions. Startups also need to ensure they capture value from their innovations through continual improvement, product platforms, or legal strategies like patents. Being a first mover provides advantages if it helps build reputation, creates cost advantages, or makes imitation difficult.
This document discusses business model innovation and provides definitions and frameworks for understanding business models. It begins by defining innovation and discussing challenges with innovating. It then presents frameworks for analyzing different dimensions of a business model, including offerings, delivery, processes, and the overall business model. Key components of the business model canvas framework are outlined, including customer segments, value propositions, channels, customer relationships, revenue streams, resources, activities, partnerships, and cost structure. The document emphasizes exploring opportunities outside current markets and focusing on a company's core competencies for strategic innovation. It provides examples of business model innovation from various industries.
Service Design Thinks Dublin 12th may 2010 | Keith Finglasradarstation
Keith Finglas of Innovation Delivery, showed his recent work embedding design thinking with students and researchers at UCD. He also outlined his views on service innovation and the real impact design can make.
This document provides information about a consulting firm called The Praxes Group. It discusses who they are, how they got started, the types of issues they address for clients, the industries they work with, and how they help clients grow through assessing needs, designing strategies, and implementing plans. They take a holistic approach to helping clients strengthen their sales processes, leadership, business development skills, and customer relationships.
The document discusses DDD's three phase innovation process of discovery, exploration, and execution. It focuses on using design thinking, social media, and open innovation approaches like co-creation to gain consumer insights and develop new concepts. The goal is to transform knowledge into profits through a human-centered and visual process informed by unbiased, natural consumer feedback.
10 steps to product market fit - Ash MauryaStartupfest
Once you launch your MVP, the feedback starts rolling in. While listening to your customers is key, you have to know how. In this session, Ash Maurya will explain why simply listening to customer feedback or relying on metrics is NOT enough. He’ll outline a 10 step process for iterating your product to market fit.
The CRI has had success over 5 years in bridging the gap between innovation and commercialization for entrepreneurs in rural Alberta. It provides a one-stop-shop for innovator services including intellectual property assessment, prototype development, investor readiness training, mentoring, market analysis, and workshops. The CRI works with over 200 clients annually using a mixed staffing model and $2.4 million budget. It serves as the center of a regional innovation network spanning the Peace Country.
This document discusses proper planning to prevent poor performance. It notes that in 2007, 19,000 new brands were launched globally, including 350 new toothpaste brands. Consumers are now bombarded with 2,500-4,500 advertisements daily, far more than the average of 560 advertisements 30 years ago. The document then outlines steps for analyzing a customer's experiential world, including examining their lifecycle through qualitative and quantitative research, using methods like customer shadowing and journals. It also recommends benchmarking other companies' best practices. The following sections discuss building an experiential platform, designing the brand experience, aligning internal experiences, and 4 ways to apply the strategies, such as through sensory marketing.
Learn the fundamental of innovation concepts and foundation for value creation.
Learn Concurrent, reverse, value engineering concept and tools to facilitate successful innovation.
Presentation by Dr Michael Rosemann, Professor & Head of IS, Queensland Unive...IT Network marcus evans
This document discusses innovation in business processes and enterprise architecture. It begins by outlining three drivers of innovation: problems, constraints, and opportunities. It then describes shortfalls of traditional business process management and enterprise architecture in supporting innovation. Four ways to drive innovation are proposed: enhance current practices, derive better practices from other domains, innovate using potential practices, and create new practices. Specific techniques are provided for each approach, such as improvement patterns, derivation patterns, identifying positive outliers for utilization, and design thinking methods. The document concludes by emphasizing that innovation requires considering all four dimensions.
Clorox decided to pursue open innovation in 2000 to lead in innovation as competitors grew larger. This required changing its culture from internally-focused to open to external ideas. Key changes included overhauling innovation processes and systems to source ideas externally and form strategic supplier partnerships. As a case study, Clorox's disinfecting wipes were developed through open innovation by partnering with a supplier to obtain nonwoven technology enabling a package that encouraged consumer reuse. Open innovation impacted Clorox's product development across technical, consumer and business considerations and required new collaboration skills and ways of working.
19. DOBLIN
ANALYSIS
1. Business model 5. Product performance
how the enterprise makes money basic features, performance and functionality
2. Networking 6. Product system
enterprise’s structure/ extended system that surrounds an offering
value chain
7. Service
how you service your customers
Finance Process. Offering Delivery
Business Networking Enabling Core Product Product Service Channel Brand Customer
model process process performance system experience
8. Channel
how you connect your offerings to
3. Enabling process your customers
assembled capabilities
9. Brand
how you express your offering’s
4. Core process benefit to customers
proprietary processes that add value
10. Customer experience
how you create an overall
experience for customers
20. Volume of innovation efforts
Hi Last 10 years
Source: Doblin analysis
Lo
Finance Process. Offering Delivery
Business Networking Enabling Core Product Product Service Channel Brand Customer
model process process performance system experience
21. Cumulative value creation—
Hi Last 10 years
Pareto revisited:
Less than 2% of projects produce
More than 90% of value…
Lo
Finance Process. Offering Delivery
Business Networking Enabling Core Product Product Service Channel Brand Customer
model process process performance system experience
Source: Doblin analysis
30. CreaFutur Outlook 2012
Yellow World
SEDUCING BRANDS
HIGH MASSIVE ACCESS TO PRODUCTS &
CONSUMPTION SERVICES
MASSIVE DISTRIBUTION
China, Brasil, Perú, Chile PLANNED OBSOLESCENCE
Spain, France, Germany
Red World LOW
AGAINST INTRUSIVE
MARKETING
CONSUMPTION
LOOSING THE MIDDLE
CLASS
UNCONFIDENCE THROUGH
INSTITUTIONS AND BIG CONSUMER AS A PERSON
España, USA, France, GB CORPORATIONS
Blue World BEYOND CONSUMPTION POST MATERIALISM
RESPONSIBLE AND SUSTAINABLE
COMPANIES
RESPONSIBLE PROSUMER LOW INTENSIVE
Germany, Sweeden MARKETING
Fuente http://www.creafutur.com/es/estudios/outlook2012
30
31. HEALTH TRANSPARENCY COLLABORATIVE
CONSUMPTION
FOOD PROXIMITY PEDAGOGICAL MKT
SECURITY HEALTHY FOOD FOR KIDS
ECOLOGIC & LOCAL
PRODUCTS
PRIVACY DIGITAL
ICT RESPONSABILITY
INTERACTIVITY ONLINE AND HEALTH
EVALUATION
COSTS REDUCTION PRODUCTS HOUSEHOLD SUSTAINAB ILITY
EQUIPMENT
ENERGY SAVING
ONLINE PURCHASE
NO INTERMEDIARIES
GOOD PURCHASING EXPERIENCE
RETAIL TOURISM / LEISURE SUSTAINABLE
OUTLETS / 2ª HAND
EXCHANGE: FISICAL & VIRTUAL
T HAVE A GOOD SERVICE
TRANSPARENT BRANDS
Fuente http://www.creafutur.com/es/estudios/outlook2012
31
33. Thanks!!
Dr Marc Ramis Castelltort
CEO
Contact: mramis@tbinnovation.com
Fundación Ciudad Politécnica de la Innovación
Universidad Politécnica de Valencia
Edif. 8G, acc. A, 3ª planta
46022 Valencia (Spain)
Roc Fages Ramió
Senior Consultan
Contact: rfages@ltcproject.com
c/ Aribau 198, Pta Baixa
08036-Barcelona