The document discusses technology entrepreneurship and innovation. It defines innovation as an invention paired with a process and market. Entrepreneurship is described as a process of pursuing opportunities beyond one's current resources. Technology entrepreneurship bridges the gap between a technology/opportunity and creating value. The entrepreneurial process involves identifying needs, solutions, and unfair advantages, and acquiring technology, people, and money as resources. High-performance entrepreneurial teams are self-organizing, flexible, self-disciplined, and have common goals, priorities, and values. Entrepreneurship requires a blend of innovation and execution performed by a collaborative team.
This document discusses innovation and entrepreneurship. It begins by asking if certain examples are innovations and what defines innovation. Innovation is defined as an invention paired with a process and market. Entrepreneurship is described as bridging the gap between technology/opportunity and value. The professional entrepreneur must have both technology entrepreneurship skills and management skills. The entrepreneurial venture goes through four periods of development from pure entrepreneurship to corporate management as it grows from a technical innovation into a business.
요즘을 다들 스마트 시대라고 합니다. 그런데 스마트 시대가 무엇인지를 이야기하거나 제대로 정의하는 사람을 찾기는 쉽지 않습니다. 그럼에도 불구하고 우리는 시마트 시대에 살고 있는 것은 사실인 것 같습니다. 그래서 문득 융복합 시대인 스마트 시대의 혁신을 혁신의 고전인 3P-People, Product, Process 를 통해서 해석해 보면 어떻게 될까 궁금해졌습니다. 해석의 결과가 무엇이든 언젠가 스마트 시대는 종식되더라도, 혁신은 계속 진화할 것이기 때문입니다.
fido ('fearless innovation designed online') is the world's most powerful collaborative innovation system. fido enabling large companies to harness 'intelligent naivete' to solve high-value, complex challenges more reliably, rapidly and efficiently.
PRIME83 is an initiative by IIT Kanpur alumni of the 1983 batch to promote research, innovation, mentoring and entrepreneurship for students. It will provide grants, scholarships, industry connections and mentoring support to students. The goal is to encourage risk-taking and transforming student ideas and projects into startups through an incubation program. PRIME83 will bridge the gap between what students want in terms of rewards, risks and success factors, and what support can be offered through the program.
The document discusses open innovation and its importance for organizations. It defines open innovation as utilizing both internal and external ideas and internal and external paths to market. It notes that open innovation allows companies to lower costs, bring in new ideas, generate new revenue streams, and accelerate innovation. The document provides an overview of open innovation strategies and principles, and emphasizes that preparing for open innovation requires changes to company culture, structures, and skills.
INDEV308 Class 9 - Social Entrepreneurship in the International Development C...Social Entrepreneurship
Theory: What are the key trends and issues being addressed in the development of social enterprise and entrepreneurship in the developing world?
Practice: What range of organizations are actively engaged in social enterprise and entrepreneurship in the developing world? What are the unique considerations for these ventures?
http://www.socialentrepreneurship.ca/indev308/
Innovator Interview: Sandy Sanzero, Sandia National Laboratoriesfuturethink
futurethink had the pleasure of speaking with Dr. Sandy Sanzero, Manager of Robotics, Intelligent Systems, and Cybernetics at Sandia National Laboratories, a division which was spun off as a separate department of the U.S. Department of Energy’s National Nuclear Security Administration. In 1945, the forerunner of Sandia Labs was known as the ‘Z’ division of Los Alamos Laboratory. Sandia Labs received an official congressional designation as a separate National laboratory in 1979. Sandia’s mission is to develop science–based technologies that support the United States’ national security. Dr. Sanzero offers insights on the need for dynamic drifting, how innovation must happen, and why StageGate is inhibiting breakthrough innovation.
This document discusses innovation and entrepreneurship. It begins by asking if certain examples are innovations and what defines innovation. Innovation is defined as an invention paired with a process and market. Entrepreneurship is described as bridging the gap between technology/opportunity and value. The professional entrepreneur must have both technology entrepreneurship skills and management skills. The entrepreneurial venture goes through four periods of development from pure entrepreneurship to corporate management as it grows from a technical innovation into a business.
요즘을 다들 스마트 시대라고 합니다. 그런데 스마트 시대가 무엇인지를 이야기하거나 제대로 정의하는 사람을 찾기는 쉽지 않습니다. 그럼에도 불구하고 우리는 시마트 시대에 살고 있는 것은 사실인 것 같습니다. 그래서 문득 융복합 시대인 스마트 시대의 혁신을 혁신의 고전인 3P-People, Product, Process 를 통해서 해석해 보면 어떻게 될까 궁금해졌습니다. 해석의 결과가 무엇이든 언젠가 스마트 시대는 종식되더라도, 혁신은 계속 진화할 것이기 때문입니다.
fido ('fearless innovation designed online') is the world's most powerful collaborative innovation system. fido enabling large companies to harness 'intelligent naivete' to solve high-value, complex challenges more reliably, rapidly and efficiently.
PRIME83 is an initiative by IIT Kanpur alumni of the 1983 batch to promote research, innovation, mentoring and entrepreneurship for students. It will provide grants, scholarships, industry connections and mentoring support to students. The goal is to encourage risk-taking and transforming student ideas and projects into startups through an incubation program. PRIME83 will bridge the gap between what students want in terms of rewards, risks and success factors, and what support can be offered through the program.
The document discusses open innovation and its importance for organizations. It defines open innovation as utilizing both internal and external ideas and internal and external paths to market. It notes that open innovation allows companies to lower costs, bring in new ideas, generate new revenue streams, and accelerate innovation. The document provides an overview of open innovation strategies and principles, and emphasizes that preparing for open innovation requires changes to company culture, structures, and skills.
INDEV308 Class 9 - Social Entrepreneurship in the International Development C...Social Entrepreneurship
Theory: What are the key trends and issues being addressed in the development of social enterprise and entrepreneurship in the developing world?
Practice: What range of organizations are actively engaged in social enterprise and entrepreneurship in the developing world? What are the unique considerations for these ventures?
http://www.socialentrepreneurship.ca/indev308/
Innovator Interview: Sandy Sanzero, Sandia National Laboratoriesfuturethink
futurethink had the pleasure of speaking with Dr. Sandy Sanzero, Manager of Robotics, Intelligent Systems, and Cybernetics at Sandia National Laboratories, a division which was spun off as a separate department of the U.S. Department of Energy’s National Nuclear Security Administration. In 1945, the forerunner of Sandia Labs was known as the ‘Z’ division of Los Alamos Laboratory. Sandia Labs received an official congressional designation as a separate National laboratory in 1979. Sandia’s mission is to develop science–based technologies that support the United States’ national security. Dr. Sanzero offers insights on the need for dynamic drifting, how innovation must happen, and why StageGate is inhibiting breakthrough innovation.
The document outlines Thomas J. Howard's guest lecture at Tallinn European Innovation Academy on design and product development. The agenda covers integrated product development, product/service-systems, open design, and protovation. Exercises are included to illustrate sequential versus integrated development approaches. Integrated product development is defined as an ideal model where the business case is built from stakeholder perspectives. Design for X methods and concurrent engineering are discussed.
The document contains notes from a brainstorming session where Howard Schultz asked a group to develop a new concept pitch for Starbucks within 45 minutes. The notes indicate the group investigated the opportunity by observing Starbucks customers, exploring the coffee experience context, and asking customers about their experiences. They generated over 98,000 product ideas, 33,000 experience ideas, and 21,000 involvement ideas. The top 3 proposed ideas were a buy 10 get 1 free promotion, focusing on great conversation, and recycling.
The document discusses business model innovation and the importance of solving the right problem. It notes that most companies do not rigorously define the problems they are trying to solve through innovation initiatives. It then provides examples of how Nespresso changed the business model for coffee by targeting households and developing a system around espresso machines and capsules. This allowed Nespresso to achieve 35% annual growth over 7 years and become the fastest growing business in Nestle, capturing a 26.6% global share of espresso machine sales.
The document proposes a draft model and concept for a Teach For America (TFA) Leadership Academy intended to strengthen leadership skills among TFA staff. The proposed Leadership Academy would provide a blended learning experience over one year involving courses, assignments, mentoring, and real-world projects. The goal is to help participants become more effective leaders who can advance TFA's mission of eliminating educational inequity. If implemented, the Leadership Academy would draw on best practices from other organizations and feature leadership training in areas like strategic planning, operations management, and relationship building.
The document summarizes an event at the Tallinn University of Technology in Tallinn, Estonia focused on innovation from 1918 to 2018. It discusses topics like entrepreneurship, new customer trends, solving problems, new technologies, and the importance of failure in innovation. Speakers discussed challenges like defining problems, using data for targeted marketing, and how 90% of new products and services fail. The event brought together students and speakers from 30 countries to discuss innovation across many disciplines.
MotorHeadTM Racing Academy is a go-kart coaching firm that uses drones and software to analyze drivers' performance and help them improve. It targets younger drivers between ages 5-15. The company aims to establish itself in the motorsports coaching market by focusing on personalized training for kids. It will operate in Sonoma, California, which has a large population of families interested in motorsports with incomes over $100,000.
The document discusses innovation, entrepreneurship, and smart business models. It defines innovation as an invention paired with a process and market. Entrepreneurship is described as a process, not a person, and as being about large companies that happen to be small, not small businesses. Entrepreneurship bridges the gap between technology/opportunity and value. Technology entrepreneurship requires both technology entrepreneurship skills and management skills at different stages. It also discusses the importance of teamwork in entrepreneurship and the technology adoption lifecycle curve.
This document discusses innovation and its importance for business success. It defines innovation as the implementation of new ideas through new or improved goods/services. Innovation provides competitive advantages through uncertainty by allowing businesses to get ahead. While risky, innovation demands change that can gain advantages over "good enough." The document provides examples of famous innovators and concludes that innovation, ingenuity, and focus are essential for success in today's complex world. Hiring diverse people encourages challenging ideas to inspire risk-taking and ensure future growth.
In the current economic climate, the discipline of innovation is taking a different form. Leading organizations recognize the importance of investing in their future to be in a stronger competitive position in a post-economic crisis world. But what exactly are companies doing to stay ahead of the curve and how are they building their innovation programs to accomplish this?
The document summarizes lessons on innovation from interviews with 12 global innovators. It finds that defining innovation, embracing internal innovation to cut costs, shifting from problem-solving to problem-defining, and having an innovation team play facilitator and incubator roles are keys to success. The innovation team's role varies by organization, from facilitating others' innovation to incubating ideas themselves. Innovators need creativity, open-mindedness, and teamwork skills.
Entrepreneurship 1: Introduction, Identifying Ides & Business OpportunitiesBernard Leong
The first of my course touches on the definition on entrepreneurship, the different forms of entrepreneurship, how countries measure growth of entrepreneurship activity, and the first toolkit: how to identify ideas and business opportunities. We also provide some interesting case studies for example, Aravind Eye Centre for social entrepreneurship. This is a series based on a course "MPS 812: Entrepreneurship" I have been teaching in School of Physical & Mathematical Sciences, Nanyang Technological University.
Scott anthony may 2010 the black box, crackedbizalum
The document discusses innovation and provides advice on how to encourage innovation. It defines innovation as something different that has impact. Innovation comes in many forms from products to processes. The document urges both strengthening existing businesses and creating new businesses. It provides tips on how to spot innovation opportunities by finding unmet customer needs. Developing the right skills and removing organizational roadblocks can help unleash innovation potential. Experiments should test assumptions to guide learning and adjustment. Leading innovation requires behaviors like role modeling and evangelizing its importance. Training to become a better innovator involves questioning, experimenting, observing, and networking.
An introduction to the concept of the iWorker and the potential impact it has to business. Are you an iWorker? Are you driving the adoption of Enterprise Applications?
Userdriven innivation - listen to your customersPeter Møller
This document discusses user-driven innovation and how listening to customers is important for innovation success. It defines innovation as taking a new idea and turning it into a useful solution. The document outlines different types of innovation such as product, process, and procedure innovations. It also discusses levels of innovation from incremental to breakthrough innovations. While innovation is important for growth, the document notes that many innovation projects fail because they do not meet customer needs or have ineffective implementation. To improve innovation success, the key is understanding customer problems and having a clear strategy.
Innovation at Israel Mobile Monetization SummitEric Reiss
Everyone talks about innovation. But what is it? Everyone is developing apps. But will they gain traction in the marketplace? We all want to monetize our creations, but is there a recipe for success?
Perhaps there is. And I presented a new model for evaluating our work at the Mobile Monetization Summit in Tel Aviv in December 2013
Interview with Craig Libby, Innovation Thought LeaderCraig Libby
Craig Libby is the SVP of Innovation at Wachovia. He discusses how Wachovia's innovation team focuses on problem definition rather than just problem solving. The team also works to better anticipate the future and identify growth opportunities through foresight research. While innovation was previously scattered, the team works to drive innovation strategy, ideas, process, and culture across the organization. Leadership buy-in is key to innovation success, and leaders are often the biggest barrier when they don't support innovation efforts.
This document discusses open innovation and the innovation ecosystem. It defines key concepts like creativity, innovation, ideas, and inventions. It explains how innovations diffuse through adoption curves and discusses different types of innovations. The document advocates for open innovation using both internal and external ideas. It also discusses how crowdsourcing and gamification can be applied to innovation processes like idea generation and collaboration. Finally, it provides parting thoughts that innovation is multifaceted and requires involvement from both internal and external participants to be successful.
The document discusses challenges and opportunities for supporting web entrepreneurs (WEs) through European Union programs like Horizon 2020. It notes that WEs thrive on disruptive ideas and flexibility but often find EU programs too bureaucratic and focused on long-term projects. The document proposes making programs more suitable for WEs by focusing on ideas over procedures, providing reusable technologies, allowing WEs to shape programs, and evaluating proposals based on potential impact rather than academic criteria. The goal is to better support the ambition and creativity of WEs and help turn their ideas into real-world impact at large scale.
NHRDN Virtual Learning Session on Encouraging an environment of innovationNational HRD Network
The document discusses the important role of frontline leaders in encouraging innovation. It emphasizes that creativity drives innovation and outlines three key leader behaviors needed to promote innovation: building trust to take risks, helping employees through risks, and facilitating purposeful change. Frontline leaders must inspire curiosity, challenge assumptions, and think differently to overcome innovation challenges and drive meaningful change.
Fido is an online collaborative innovation system that enables companies to innovate faster, more economically, and with immediately actionable results. It consists of an invitation-only community of independent experts in diverse fields as the "engine" and an Innovation Operating System platform as the "tool." The platform allows customization to each subscriber's enterprise innovation goals through various apps.
The document is a chapter from an entrepreneurship textbook that discusses the historical development and definitions of entrepreneurship. Some key points:
1) The chapter outlines the objectives of examining the evolution of entrepreneurship and exploring major schools of thought on the subject.
2) Entrepreneurs are defined as individuals who recognize opportunities where others see confusion, challenge the unknown, and create future change.
3) The chapter provides definitions of entrepreneurship focusing on creating wealth through innovation, risk-taking, and providing value.
The document outlines Thomas J. Howard's guest lecture at Tallinn European Innovation Academy on design and product development. The agenda covers integrated product development, product/service-systems, open design, and protovation. Exercises are included to illustrate sequential versus integrated development approaches. Integrated product development is defined as an ideal model where the business case is built from stakeholder perspectives. Design for X methods and concurrent engineering are discussed.
The document contains notes from a brainstorming session where Howard Schultz asked a group to develop a new concept pitch for Starbucks within 45 minutes. The notes indicate the group investigated the opportunity by observing Starbucks customers, exploring the coffee experience context, and asking customers about their experiences. They generated over 98,000 product ideas, 33,000 experience ideas, and 21,000 involvement ideas. The top 3 proposed ideas were a buy 10 get 1 free promotion, focusing on great conversation, and recycling.
The document discusses business model innovation and the importance of solving the right problem. It notes that most companies do not rigorously define the problems they are trying to solve through innovation initiatives. It then provides examples of how Nespresso changed the business model for coffee by targeting households and developing a system around espresso machines and capsules. This allowed Nespresso to achieve 35% annual growth over 7 years and become the fastest growing business in Nestle, capturing a 26.6% global share of espresso machine sales.
The document proposes a draft model and concept for a Teach For America (TFA) Leadership Academy intended to strengthen leadership skills among TFA staff. The proposed Leadership Academy would provide a blended learning experience over one year involving courses, assignments, mentoring, and real-world projects. The goal is to help participants become more effective leaders who can advance TFA's mission of eliminating educational inequity. If implemented, the Leadership Academy would draw on best practices from other organizations and feature leadership training in areas like strategic planning, operations management, and relationship building.
The document summarizes an event at the Tallinn University of Technology in Tallinn, Estonia focused on innovation from 1918 to 2018. It discusses topics like entrepreneurship, new customer trends, solving problems, new technologies, and the importance of failure in innovation. Speakers discussed challenges like defining problems, using data for targeted marketing, and how 90% of new products and services fail. The event brought together students and speakers from 30 countries to discuss innovation across many disciplines.
MotorHeadTM Racing Academy is a go-kart coaching firm that uses drones and software to analyze drivers' performance and help them improve. It targets younger drivers between ages 5-15. The company aims to establish itself in the motorsports coaching market by focusing on personalized training for kids. It will operate in Sonoma, California, which has a large population of families interested in motorsports with incomes over $100,000.
The document discusses innovation, entrepreneurship, and smart business models. It defines innovation as an invention paired with a process and market. Entrepreneurship is described as a process, not a person, and as being about large companies that happen to be small, not small businesses. Entrepreneurship bridges the gap between technology/opportunity and value. Technology entrepreneurship requires both technology entrepreneurship skills and management skills at different stages. It also discusses the importance of teamwork in entrepreneurship and the technology adoption lifecycle curve.
This document discusses innovation and its importance for business success. It defines innovation as the implementation of new ideas through new or improved goods/services. Innovation provides competitive advantages through uncertainty by allowing businesses to get ahead. While risky, innovation demands change that can gain advantages over "good enough." The document provides examples of famous innovators and concludes that innovation, ingenuity, and focus are essential for success in today's complex world. Hiring diverse people encourages challenging ideas to inspire risk-taking and ensure future growth.
In the current economic climate, the discipline of innovation is taking a different form. Leading organizations recognize the importance of investing in their future to be in a stronger competitive position in a post-economic crisis world. But what exactly are companies doing to stay ahead of the curve and how are they building their innovation programs to accomplish this?
The document summarizes lessons on innovation from interviews with 12 global innovators. It finds that defining innovation, embracing internal innovation to cut costs, shifting from problem-solving to problem-defining, and having an innovation team play facilitator and incubator roles are keys to success. The innovation team's role varies by organization, from facilitating others' innovation to incubating ideas themselves. Innovators need creativity, open-mindedness, and teamwork skills.
Entrepreneurship 1: Introduction, Identifying Ides & Business OpportunitiesBernard Leong
The first of my course touches on the definition on entrepreneurship, the different forms of entrepreneurship, how countries measure growth of entrepreneurship activity, and the first toolkit: how to identify ideas and business opportunities. We also provide some interesting case studies for example, Aravind Eye Centre for social entrepreneurship. This is a series based on a course "MPS 812: Entrepreneurship" I have been teaching in School of Physical & Mathematical Sciences, Nanyang Technological University.
Scott anthony may 2010 the black box, crackedbizalum
The document discusses innovation and provides advice on how to encourage innovation. It defines innovation as something different that has impact. Innovation comes in many forms from products to processes. The document urges both strengthening existing businesses and creating new businesses. It provides tips on how to spot innovation opportunities by finding unmet customer needs. Developing the right skills and removing organizational roadblocks can help unleash innovation potential. Experiments should test assumptions to guide learning and adjustment. Leading innovation requires behaviors like role modeling and evangelizing its importance. Training to become a better innovator involves questioning, experimenting, observing, and networking.
An introduction to the concept of the iWorker and the potential impact it has to business. Are you an iWorker? Are you driving the adoption of Enterprise Applications?
Userdriven innivation - listen to your customersPeter Møller
This document discusses user-driven innovation and how listening to customers is important for innovation success. It defines innovation as taking a new idea and turning it into a useful solution. The document outlines different types of innovation such as product, process, and procedure innovations. It also discusses levels of innovation from incremental to breakthrough innovations. While innovation is important for growth, the document notes that many innovation projects fail because they do not meet customer needs or have ineffective implementation. To improve innovation success, the key is understanding customer problems and having a clear strategy.
Innovation at Israel Mobile Monetization SummitEric Reiss
Everyone talks about innovation. But what is it? Everyone is developing apps. But will they gain traction in the marketplace? We all want to monetize our creations, but is there a recipe for success?
Perhaps there is. And I presented a new model for evaluating our work at the Mobile Monetization Summit in Tel Aviv in December 2013
Interview with Craig Libby, Innovation Thought LeaderCraig Libby
Craig Libby is the SVP of Innovation at Wachovia. He discusses how Wachovia's innovation team focuses on problem definition rather than just problem solving. The team also works to better anticipate the future and identify growth opportunities through foresight research. While innovation was previously scattered, the team works to drive innovation strategy, ideas, process, and culture across the organization. Leadership buy-in is key to innovation success, and leaders are often the biggest barrier when they don't support innovation efforts.
This document discusses open innovation and the innovation ecosystem. It defines key concepts like creativity, innovation, ideas, and inventions. It explains how innovations diffuse through adoption curves and discusses different types of innovations. The document advocates for open innovation using both internal and external ideas. It also discusses how crowdsourcing and gamification can be applied to innovation processes like idea generation and collaboration. Finally, it provides parting thoughts that innovation is multifaceted and requires involvement from both internal and external participants to be successful.
The document discusses challenges and opportunities for supporting web entrepreneurs (WEs) through European Union programs like Horizon 2020. It notes that WEs thrive on disruptive ideas and flexibility but often find EU programs too bureaucratic and focused on long-term projects. The document proposes making programs more suitable for WEs by focusing on ideas over procedures, providing reusable technologies, allowing WEs to shape programs, and evaluating proposals based on potential impact rather than academic criteria. The goal is to better support the ambition and creativity of WEs and help turn their ideas into real-world impact at large scale.
NHRDN Virtual Learning Session on Encouraging an environment of innovationNational HRD Network
The document discusses the important role of frontline leaders in encouraging innovation. It emphasizes that creativity drives innovation and outlines three key leader behaviors needed to promote innovation: building trust to take risks, helping employees through risks, and facilitating purposeful change. Frontline leaders must inspire curiosity, challenge assumptions, and think differently to overcome innovation challenges and drive meaningful change.
Fido is an online collaborative innovation system that enables companies to innovate faster, more economically, and with immediately actionable results. It consists of an invitation-only community of independent experts in diverse fields as the "engine" and an Innovation Operating System platform as the "tool." The platform allows customization to each subscriber's enterprise innovation goals through various apps.
The document is a chapter from an entrepreneurship textbook that discusses the historical development and definitions of entrepreneurship. Some key points:
1) The chapter outlines the objectives of examining the evolution of entrepreneurship and exploring major schools of thought on the subject.
2) Entrepreneurs are defined as individuals who recognize opportunities where others see confusion, challenge the unknown, and create future change.
3) The chapter provides definitions of entrepreneurship focusing on creating wealth through innovation, risk-taking, and providing value.
Futurethink Innovators Interview Randy Vossrandyvoss
Randy Voss, Senior Manager of Global Strategy and Business Development at Whirlpool, discusses Whirlpool's approach to innovation. He notes that balancing incremental and breakthrough innovation is challenging due to corporations' focus on short-term action over long-term opportunities. Whirlpool manages this balance through a rigorous innovation pipeline and metrics system that evaluates projects on factors like financial requirements. Voss also emphasizes the importance of clearly defining innovation goals and metrics in order to build a successful innovation program.
IA Innovatiemanagement II. Voka Kempen. Sessie 1. Pieter Sprangers Américo Ma...Ikinnoveer
This document provides an overview of innovation concepts and frameworks. It discusses definitions of innovation, types of innovation, and conditions that support innovation. Key frameworks covered include open innovation, design thinking, co-creation, social innovation, management 3.0, and knowledge workers as drivers of innovation. The document also outlines pitfalls to avoid in innovation and compares approaches between start-ups and SMEs. Authors that are referenced in relation to different innovation topics are listed at the end.
The key problem of any business is not what's new, but what's next. Given that, if New will be the required Next for business, you would think they would get to know each other a lot better.
Ken Morse "Innovate or Die" - 22 of March 2012 - ESADECREAPOLIS Esade Creapolis
Open Conference: "Innovate or Die" - 22 of March 2012
Never let a crisis go to waste: today, corporations feel the innovation imperative. But how best to act?
Come hear Ken Morse share his experience on how companies, large and small, can organize themselves to achieve both incremental and radical innovation.
-----------------------------------------------
KENNETH P. MORSE:
• Founding Managing Director, MIT Entrepreneurship Center
• Chair in Entrepreneurship, Innovation and Competitiveness,
Delft University of Technology
• Visiting Professor, ESADE Business School
• Chairman, Entrepreneurship Ventures, Inc.
• Commercialization Advisor, Dynasil Corporation
• Serial Entrepreneur
• Bachelor of Science, MIT
• MBA, Harvard Business School
Cisco is positioning itself as a major player in education and learning through its integrated communication and collaboration platform. This includes high-end audio and video conferencing systems like Cisco Telepresence used by universities, as well as video-conferencing products. Cisco also offers WebEx Social, a private social network for educational institutions that enables asynchronous and real-time communication through features like chat, audio, video, and desktop sharing. Cisco aims to address issues with current decentralized and email-reliant systems through an intuitive interface on its platform.
The document outlines a workshop on developing new business model ideas through creativity exercises. The workshop encourages participants to:
1) Brainstorm multiple versions of their current business model by focusing on different elements and using creativity tools.
2) Use techniques like brainwriting and associating random images with business model ideas to generate new concepts.
3) Select the most promising ideas based on investment needs versus business potential and develop three new business model versions.
4) Recognize that the new ideas are still untested hypotheses until validated with customers, so the next step is to prototype and get feedback from potential customers.
The document discusses Joseph Schumpeter's concept of "Creative Destruction" and how it is the essential fact of capitalism. It argues that invention and innovation are different, with innovation involving developing the entire business model that delivers the new invention. The document then presents the idea that businesses should be viewed and designed as systems, with all components working together towards a common vision. It provides a framework for systematically designing the key components of a business system, and suggests using a bookcase to map out business goals and plans over multiple time periods.
The document is a lecture on design and product development. It covers topics like integrated product development, product-service systems, open design, crowdsourcing, open source design, and open hardware. The agenda includes exercises and discussions on these topics. It defines open innovation, crowdsourcing types, and discusses how crowdsourcing can be used for funding, innovation, labor, and aesthetics & branding. Open source design is compared to open source software. Different open licenses are outlined. Open design is presented as empowering people and driving innovation, with open hardware as an emerging paradigm that benefits society.
The document outlines an agenda for a guest lecture on design and product development. It includes sessions on integrated product development, product/service-systems (PSS), open design, and protovation. It defines products as transferring ownership from one stakeholder to the next, while services involve one stakeholder carrying out an activity for another. PSS is defined as a system that supports a product through its life by providing services, allowing the provider to extend revenue sources beyond initial sale. Examples of Rolls-Royce and Danfoss shifting from product to service-based models are provided.
Here are some potential ways to prototype answers to the market feasibility questions:
1. SPF variety required: Create sample packaging/labeling with a range of SPF options (15, 30, 50). Conduct surveys at beaches to assess which SPFs are most popular.
2. Primary locations for sales: Partner with local shops/cafes near beaches to display and sell prototype packaging. Track sales data to see which locations are most successful.
3. Changing mindsets: Create a basic mockup of the on-demand system (e.g. button to request delivery). Conduct interviews/focus groups at beaches to get feedback on concept and willingness to change habits.
The key is to create simple,
This document provides an overview of considerations for setting up business operations in Silicon Valley, including establishing a presence through an agency, joint venture, branch office, or subsidiary corporation. It discusses management and governance structures, typical costs, taxation issues, employment laws, accessing local capital, and factors considered by venture capitalists when evaluating investment opportunities.
1. ™
European Innovation Academy
Tallinn, January 21-27 2013
Global Technology Entrepreneurship
Prof. Dr. Sc. math. Dr. h.c.
Mark Harris
CEO and Founder
1
Adjunct Professor for Technology Entrepreneurship & Innovation