1) Dr. Mauer is a researcher in effectuation and entrepreneurship who discusses effectuation as an observable and teachable method for entrepreneurs to cope with uncertainty.
2) Effectuation focuses on means-orientation rather than goal-orientation, affordable loss rather than expected returns, and leveraging contingencies rather than risk management.
3) Research has shown that early-stage technology ventures using effectuation principles show quicker development than those using traditional management approaches. Incubators can help teach effectual mindsets and processes.
briefing Innovation Compass (by Guy Bauwen)Ernst Phaff
This document summarizes a presentation on developing successful businesses through innovation. It discusses key aspects of innovation such as ideation, new product development, commercialization challenges, and common reasons why most new ventures fail. It also outlines market development models and "diamonds of success" including sensing opportunities, monitoring progress, scaling capabilities, and maintaining strategic focus. The overall focus is on providing frameworks to help innovators and entrepreneurs overcome challenges and achieve desired outcomes in bringing innovations to market.
Weapons of mass innovation | By Raphael H. Cohen | Costa Rica handoutCAMTIC
Professor Raphaël Cohen, PhD, brought this presentation to Costa Rica in September, 2012.
He made this presentation at the forum entitled "Invention, innovation and intellectual property", on September 5, 2012 at the Radisson Hotel in San Jose, Costa Rica.
This activity was organized by the Council for the Promotion of Competitiveness and the Ministry of Justice and Peace in Costa Rica.
_______________________________________________
El profesor PhD. Raphaël Cohen realizó esta presentación en Costa Rica el 5 de Setiembre, 2012, durante el foro "Invención, innovación y propiedad intelectual", celebrado en el Hotel Radisson de San José, Costa Rica.
Esta actividad fue organizada por el Consejo de Promoción de la Competitividad y el Ministerio de Justicia y Paz de Costa Rica.
The document discusses vision-led innovation and 360innovation's approach. 360innovation helps companies define a transformational vision to guide innovation efforts. They use a proprietary 360iSight visioning model to facilitate discussions around hindsight, insight and foresight. The goal is for companies to develop a clear purpose and future state focused on their core competencies. This provides alignment and commitment for innovation projects, which 360innovation helps implement using a structured thinking approach.
The document discusses providing organizational blueprints to help companies achieve true excellence in one day. It notes that blueprints identify actions, linkages, and process changes needed, but do not implement them. Blueprints leverage a company's expertise and provide a map to guide them on the path to excellence. The service claims to develop excellence blueprints in one business day that identify the most important opportunities for improvement and immediate benefits.
The document summarizes different forms of startup support available in Switzerland from the Innovation Promotion Agency CTI. The CTI offers entrepreneurship training programs, startup challenges and lectures to help get ideas off the ground. It provides funding for research and development projects through CTI Projects, granting up to 1 million CHF for academic-industry collaborations. The CTI also supports startups through the CTI Startup program, which connects startups to coaches and helps them develop sustainable businesses with the goal of obtaining the CTI Startup Label.
This document discusses brand development and new product development (NPD). It begins with an introduction of the presenter, David G. Elliott, including his background in health and beauty marketing. The document then discusses how NPD involves both art and science. It provides examples of how to strategically develop brands through understanding consumer and shopper research, motivations, and retail needs. The summary emphasizes that successful NPD requires a strategic approach considering both the artistic and scientific elements of creating new products that meet consumer and retailer expectations.
briefing Innovation Compass (by Guy Bauwen)Ernst Phaff
This document summarizes a presentation on developing successful businesses through innovation. It discusses key aspects of innovation such as ideation, new product development, commercialization challenges, and common reasons why most new ventures fail. It also outlines market development models and "diamonds of success" including sensing opportunities, monitoring progress, scaling capabilities, and maintaining strategic focus. The overall focus is on providing frameworks to help innovators and entrepreneurs overcome challenges and achieve desired outcomes in bringing innovations to market.
Weapons of mass innovation | By Raphael H. Cohen | Costa Rica handoutCAMTIC
Professor Raphaël Cohen, PhD, brought this presentation to Costa Rica in September, 2012.
He made this presentation at the forum entitled "Invention, innovation and intellectual property", on September 5, 2012 at the Radisson Hotel in San Jose, Costa Rica.
This activity was organized by the Council for the Promotion of Competitiveness and the Ministry of Justice and Peace in Costa Rica.
_______________________________________________
El profesor PhD. Raphaël Cohen realizó esta presentación en Costa Rica el 5 de Setiembre, 2012, durante el foro "Invención, innovación y propiedad intelectual", celebrado en el Hotel Radisson de San José, Costa Rica.
Esta actividad fue organizada por el Consejo de Promoción de la Competitividad y el Ministerio de Justicia y Paz de Costa Rica.
The document discusses vision-led innovation and 360innovation's approach. 360innovation helps companies define a transformational vision to guide innovation efforts. They use a proprietary 360iSight visioning model to facilitate discussions around hindsight, insight and foresight. The goal is for companies to develop a clear purpose and future state focused on their core competencies. This provides alignment and commitment for innovation projects, which 360innovation helps implement using a structured thinking approach.
The document discusses providing organizational blueprints to help companies achieve true excellence in one day. It notes that blueprints identify actions, linkages, and process changes needed, but do not implement them. Blueprints leverage a company's expertise and provide a map to guide them on the path to excellence. The service claims to develop excellence blueprints in one business day that identify the most important opportunities for improvement and immediate benefits.
The document summarizes different forms of startup support available in Switzerland from the Innovation Promotion Agency CTI. The CTI offers entrepreneurship training programs, startup challenges and lectures to help get ideas off the ground. It provides funding for research and development projects through CTI Projects, granting up to 1 million CHF for academic-industry collaborations. The CTI also supports startups through the CTI Startup program, which connects startups to coaches and helps them develop sustainable businesses with the goal of obtaining the CTI Startup Label.
This document discusses brand development and new product development (NPD). It begins with an introduction of the presenter, David G. Elliott, including his background in health and beauty marketing. The document then discusses how NPD involves both art and science. It provides examples of how to strategically develop brands through understanding consumer and shopper research, motivations, and retail needs. The summary emphasizes that successful NPD requires a strategic approach considering both the artistic and scientific elements of creating new products that meet consumer and retailer expectations.
At Ideacomb, we had conducted a survey of HR and Talent Management professionals about Role of HR in Innovation. We received comprehensive inputs from professionals across the industry verticals and we are very thankful to all for their time in participating this survey. Find herewith the slides SpadeWorx shared during a Webinar conducted on September 27, 2012.
Innovation is on everyone’s mind today. Though who is really accountable for innovation in an organization? Is there a department or function who is responsible? Or innovation is everyone’s business?
To address some of these, we at ideacomb, conducted a survey of HR and talent management professionals across North America during April-May 2012. The topic of the survey was “Can effective Talent management drive Innovation?”. Do HR & Talent management professionals see they have an important role in fostering the culture of innovation?
Customer centricity: still in its infancy? presented by Ramon Pardo, Managing Director InSites Consulting NL for SAS. The purpose of this SAS research in collaboration with InSites Consulting was to validate a customer centric framework across industries and thus understand the progress organisations from different service industries have made in becoming more customer centric.
Project Management vs Innovation: Friends or Foes?Tathagat Varma
My talk at IBM's ShareNet session on Project Management vs. Innovation. I explored how classical project management is ill-suited for managing innovative projects, especially Kaikaku or the Disruptive Innovation, and discussed how Lean Startup offers one such approach.
Feedback welcome...
SagaciousThink provides risk management consulting and interim management services to companies. They help clients with sage ideas, a fresh perspective, and deep operations experience. They work with clients in three ways: interim management, targeted projects, and retainer services. SagaciousThink assists startups with business planning, global expansion strategies, risk analysis and mitigation planning, and market analysis. They also provide expertise in project management, business process management, and guidance for companies expanding globally.
The document discusses focussing on valuing a company as a powerful tool. It defines different types of business value including goodwill value, liquidation value, replacement value, investment value, fair market value, and going-concern value. It identifies numerous internal and external factors that can influence business value across marketing, operations, competition, management, premises, financials, human resources, and more. The presentation provides tools to measure goodwill value through a diagnostic of over 200 questions. It outlines how to build value through developing business manuals, employee manuals, analysis manuals, business calendars, and more. The presentation discusses using value focus to facilitate management or employee buyouts.
Intrepid provides services related to contextual understanding, business planning, innovation and improvement, and piloting/launching with ongoing measurement. It believes innovation, design strategy, and the experience economy are keys to business success. Intrepid focuses on developing understanding of customers and markets, testing concepts and hypotheses, and tracking product/service success in the market. It works with companies across various industries to provide insights that can create competitive advantages.
This corporate presentation is for Tomorrow Group, a global innovation platform headquartered in Brussels. It has over 400 partners, 3 million visitors, and operates a 5th generation innovation platform. It has hosted numerous "Living Tomorrow" events since 1995 exploring future concepts. Its facilities include an innovation center opening in 2013 near Brussels incorporating a living lab and testing centers. It assists customers in areas like smart cities, future concepts for industries like hotels and healthcare, and provides open innovation services to help companies innovate and envision the future.
The document discusses best practices for engaging subject matter experts (SMEs) during a learning content development project. It finds that communicating expectations clearly is the most important objective and the area L&D professionals are most effective at. However, ensuring SME commitment to the project is another critical objective that fewer L&D professionals are effective at. Maintaining regular communication with SMEs is the most important practice for engagement. Involving SMEs throughout the entire content development process is associated with greater effectiveness in engaging them.
Products Innovation Through Processes InnovationClaudia Miani
The document discusses innovation through processes innovation. It provides examples of how companies can innovate their products through innovating processes in areas like new design processes, human resource management, project management, production resource management, and product service management. The key is to innovate processes across the entire company as an end-to-end process in order to increase profitability through productivity gains.
Charity Navigator's CEO Debates Hudson Institute Director on the Realities of...CharityNav
Ken Berger's slides from his debate with William Schambra (Director of the Bradley Center for Philanthropy and Civic Renewal at The Hudson Institute) at the Grants Managers Network Annual Conference. The debate centered on the realities of ranking charities.
This document discusses the importance of aligning workforce strategies with business objectives to achieve sustainable growth and profits. It emphasizes that people performance is a key driver of success and outlines an accelerated process for creating a workforce strategy grounded in business needs. An example case study shows how one company improved multiple metrics like profits, employee commitment, and customer loyalty through implementing an aligned HR strategy.
An enterprise social network can transform how a company promotes talent and collaboration. It allows each employee to easily find expertise across the organization and contribute their own knowledge. By connecting people based on shared roles and interests, social networks foster communities that incubate new ideas. This participatory approach empowers employees to do their jobs better and helps the company exploit talents to build its intellectual capital. Ultimately, conducting business through an enterprise social network may become the best way for a company to operate in today's complex, fast-changing environment.
This document provides an overview of open innovation and innovation management strategies. It discusses how companies are increasingly using open innovation and collaborative approaches to generate new ideas both internally and from external sources. Case studies are presented on how companies like SNCF are implementing open innovation practices such as idea campaigns for employees and customers, and dialogue with stakeholders. The presentation concludes with information on open innovation marketplaces and ecosystems, and recent research from ESCP Europe analyzing the open innovation practices of 20 companies.
The document discusses why most organizations struggle with innovation effectively. It states that organizations often lack the proper context, culture, courage, understanding of sustainability and meaning, and processes to support innovation. Specifically, it notes that organizations don't consider all stakeholders, don't have an innovative culture, lack the courage to take risks, focus only on financial capital and ignore other forms of capital, and work backwards from price and features rather than starting with meaning. The document also provides frameworks for different innovation cultures and core meanings that can be leveraged to create more meaningful innovations.
This document proposes a model for structuring innovation within companies. It summarizes research on how companies approach innovation and highlights some key insights. The model suggests that companies structure innovation around the phases of identification, development and commercialization, as the skill sets needed for each differ. It also recommends separating radical and incremental innovation efforts, as the sources and risks involved are very different. Establishing spin off or isolated groups may help identify disruptive innovations that challenge a company's existing competencies.
T2VC is an organization that provides venture capital funding and expertise to startups globally in order to help them connect to markets and build successful business models. They see over 1,000 opportunities per year through their large network of universities, research institutes, and strategic partners. Rather than just providing funding, T2VC also offers startups contacts, insights, and expertise based on 30 years of experience connecting entrepreneurs, innovators, and governments worldwide. The goal is to use capital as a lever to grow innovation economies and help startups expand globally.
Development of business strategies and business models for associationsajcortese
In order to fulfill their founding missions, several Associations observed a growing pressure on increasing their financial and business performance, with the objective of maximizing the generation of resources to be re-invested into relevant and valuable benefits, products and services for their stakeholders.
Associations, and their executives, are today called to a higher level of challenge in outlining effective strategies, drafting effective business plans and defining systems to monitor the efficiency of their organization.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Design Thinking is a process for creative problem solving. It allows everyone to use creative tools to address a vast range of challenges. The process is action-oriented, embraces simple mindset shifts and tackles problems from a new direction.
According to McKinsey, companies that adopt design as part of business practices can be more resilient than others—continuing to innovate, analyze, and strategize to solve complex problems during trying times.
Some of the world's leading brands, such as Apple, Nike, Starbucks and GE, have rapidly adopted the Design Thinking approach. What's more, Design Thinking is being taught at leading universities around the world, including Stanford, Harvard and MIT.
Based on the world-renowned Hasso Plattner Institute of Design (Stanford University) model, Design Thinking encourages organizations to focus on the people they are creating for, which leads to better products, services, and internal processes. The Design Thinking framework consists of five modes or phases: Empathize, Define, Ideate, Prototype and Test. The framework is fully compatible with Lean and Six Sigma approaches.
This comprehensive Design Thinking PPT training presentation is tailored specifically for Design Thinking facilitators, trainers, professionals and consultants who are preparing for delivery in a classroom or workshop environment. The included wallet design exercise could be replaced with your own design challenge. In addition, the introductory module can be used as a stand-alone awareness briefing material for a general audience.
You will get to train your target audiences how to solve problems creatively by building empathy, generating ideas, prototyping and testing new concepts before final implementation.
LEARNING OBJECTIVES
1. Acquire a deep understanding of the key concepts and principles of Design Thinking
2. Understand the mindsets, process, methods and tools in creative problem solving
3. Develop skills in applying Design Thinking mindsets and practices in problem solving
23/06/2016 Workshop gegeven door Ronald Kleverlaan tijdens Dutch Incubation Forum 2016 #DIF16 georganiseerd door DIA op het Amsterdam Science Park. Hij ging ondermeer in op de diversificatie/combinatie van verschillende vormen van financiering voor 1 startup, de niet-financiële voordelen van crowdfunding en de kansen voor incubators en accelerators met Alternatieve Financiering.
Jan Vorstermans discusses funding and ecosystems for ICT startups. He outlines his background and experience founding startups and investing. The probability of startup success is low, so programs are needed to enhance success rates. However, successful entrepreneurs are often not university dropouts but have work experience. When selecting startups for incubation and acceleration, the right problems and teams must be chosen. External investment is not always needed but provides validation and risk/reward sharing. Crowdfunding is an alternative source of early funding that is growing. iMinds supports tech businesses in Flanders through incubation, research projects, and global expansion support. VentureWise aims to fill financing gaps for startups between incubation and later funding stages through their
At Ideacomb, we had conducted a survey of HR and Talent Management professionals about Role of HR in Innovation. We received comprehensive inputs from professionals across the industry verticals and we are very thankful to all for their time in participating this survey. Find herewith the slides SpadeWorx shared during a Webinar conducted on September 27, 2012.
Innovation is on everyone’s mind today. Though who is really accountable for innovation in an organization? Is there a department or function who is responsible? Or innovation is everyone’s business?
To address some of these, we at ideacomb, conducted a survey of HR and talent management professionals across North America during April-May 2012. The topic of the survey was “Can effective Talent management drive Innovation?”. Do HR & Talent management professionals see they have an important role in fostering the culture of innovation?
Customer centricity: still in its infancy? presented by Ramon Pardo, Managing Director InSites Consulting NL for SAS. The purpose of this SAS research in collaboration with InSites Consulting was to validate a customer centric framework across industries and thus understand the progress organisations from different service industries have made in becoming more customer centric.
Project Management vs Innovation: Friends or Foes?Tathagat Varma
My talk at IBM's ShareNet session on Project Management vs. Innovation. I explored how classical project management is ill-suited for managing innovative projects, especially Kaikaku or the Disruptive Innovation, and discussed how Lean Startup offers one such approach.
Feedback welcome...
SagaciousThink provides risk management consulting and interim management services to companies. They help clients with sage ideas, a fresh perspective, and deep operations experience. They work with clients in three ways: interim management, targeted projects, and retainer services. SagaciousThink assists startups with business planning, global expansion strategies, risk analysis and mitigation planning, and market analysis. They also provide expertise in project management, business process management, and guidance for companies expanding globally.
The document discusses focussing on valuing a company as a powerful tool. It defines different types of business value including goodwill value, liquidation value, replacement value, investment value, fair market value, and going-concern value. It identifies numerous internal and external factors that can influence business value across marketing, operations, competition, management, premises, financials, human resources, and more. The presentation provides tools to measure goodwill value through a diagnostic of over 200 questions. It outlines how to build value through developing business manuals, employee manuals, analysis manuals, business calendars, and more. The presentation discusses using value focus to facilitate management or employee buyouts.
Intrepid provides services related to contextual understanding, business planning, innovation and improvement, and piloting/launching with ongoing measurement. It believes innovation, design strategy, and the experience economy are keys to business success. Intrepid focuses on developing understanding of customers and markets, testing concepts and hypotheses, and tracking product/service success in the market. It works with companies across various industries to provide insights that can create competitive advantages.
This corporate presentation is for Tomorrow Group, a global innovation platform headquartered in Brussels. It has over 400 partners, 3 million visitors, and operates a 5th generation innovation platform. It has hosted numerous "Living Tomorrow" events since 1995 exploring future concepts. Its facilities include an innovation center opening in 2013 near Brussels incorporating a living lab and testing centers. It assists customers in areas like smart cities, future concepts for industries like hotels and healthcare, and provides open innovation services to help companies innovate and envision the future.
The document discusses best practices for engaging subject matter experts (SMEs) during a learning content development project. It finds that communicating expectations clearly is the most important objective and the area L&D professionals are most effective at. However, ensuring SME commitment to the project is another critical objective that fewer L&D professionals are effective at. Maintaining regular communication with SMEs is the most important practice for engagement. Involving SMEs throughout the entire content development process is associated with greater effectiveness in engaging them.
Products Innovation Through Processes InnovationClaudia Miani
The document discusses innovation through processes innovation. It provides examples of how companies can innovate their products through innovating processes in areas like new design processes, human resource management, project management, production resource management, and product service management. The key is to innovate processes across the entire company as an end-to-end process in order to increase profitability through productivity gains.
Charity Navigator's CEO Debates Hudson Institute Director on the Realities of...CharityNav
Ken Berger's slides from his debate with William Schambra (Director of the Bradley Center for Philanthropy and Civic Renewal at The Hudson Institute) at the Grants Managers Network Annual Conference. The debate centered on the realities of ranking charities.
This document discusses the importance of aligning workforce strategies with business objectives to achieve sustainable growth and profits. It emphasizes that people performance is a key driver of success and outlines an accelerated process for creating a workforce strategy grounded in business needs. An example case study shows how one company improved multiple metrics like profits, employee commitment, and customer loyalty through implementing an aligned HR strategy.
An enterprise social network can transform how a company promotes talent and collaboration. It allows each employee to easily find expertise across the organization and contribute their own knowledge. By connecting people based on shared roles and interests, social networks foster communities that incubate new ideas. This participatory approach empowers employees to do their jobs better and helps the company exploit talents to build its intellectual capital. Ultimately, conducting business through an enterprise social network may become the best way for a company to operate in today's complex, fast-changing environment.
This document provides an overview of open innovation and innovation management strategies. It discusses how companies are increasingly using open innovation and collaborative approaches to generate new ideas both internally and from external sources. Case studies are presented on how companies like SNCF are implementing open innovation practices such as idea campaigns for employees and customers, and dialogue with stakeholders. The presentation concludes with information on open innovation marketplaces and ecosystems, and recent research from ESCP Europe analyzing the open innovation practices of 20 companies.
The document discusses why most organizations struggle with innovation effectively. It states that organizations often lack the proper context, culture, courage, understanding of sustainability and meaning, and processes to support innovation. Specifically, it notes that organizations don't consider all stakeholders, don't have an innovative culture, lack the courage to take risks, focus only on financial capital and ignore other forms of capital, and work backwards from price and features rather than starting with meaning. The document also provides frameworks for different innovation cultures and core meanings that can be leveraged to create more meaningful innovations.
This document proposes a model for structuring innovation within companies. It summarizes research on how companies approach innovation and highlights some key insights. The model suggests that companies structure innovation around the phases of identification, development and commercialization, as the skill sets needed for each differ. It also recommends separating radical and incremental innovation efforts, as the sources and risks involved are very different. Establishing spin off or isolated groups may help identify disruptive innovations that challenge a company's existing competencies.
T2VC is an organization that provides venture capital funding and expertise to startups globally in order to help them connect to markets and build successful business models. They see over 1,000 opportunities per year through their large network of universities, research institutes, and strategic partners. Rather than just providing funding, T2VC also offers startups contacts, insights, and expertise based on 30 years of experience connecting entrepreneurs, innovators, and governments worldwide. The goal is to use capital as a lever to grow innovation economies and help startups expand globally.
Development of business strategies and business models for associationsajcortese
In order to fulfill their founding missions, several Associations observed a growing pressure on increasing their financial and business performance, with the objective of maximizing the generation of resources to be re-invested into relevant and valuable benefits, products and services for their stakeholders.
Associations, and their executives, are today called to a higher level of challenge in outlining effective strategies, drafting effective business plans and defining systems to monitor the efficiency of their organization.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Design Thinking is a process for creative problem solving. It allows everyone to use creative tools to address a vast range of challenges. The process is action-oriented, embraces simple mindset shifts and tackles problems from a new direction.
According to McKinsey, companies that adopt design as part of business practices can be more resilient than others—continuing to innovate, analyze, and strategize to solve complex problems during trying times.
Some of the world's leading brands, such as Apple, Nike, Starbucks and GE, have rapidly adopted the Design Thinking approach. What's more, Design Thinking is being taught at leading universities around the world, including Stanford, Harvard and MIT.
Based on the world-renowned Hasso Plattner Institute of Design (Stanford University) model, Design Thinking encourages organizations to focus on the people they are creating for, which leads to better products, services, and internal processes. The Design Thinking framework consists of five modes or phases: Empathize, Define, Ideate, Prototype and Test. The framework is fully compatible with Lean and Six Sigma approaches.
This comprehensive Design Thinking PPT training presentation is tailored specifically for Design Thinking facilitators, trainers, professionals and consultants who are preparing for delivery in a classroom or workshop environment. The included wallet design exercise could be replaced with your own design challenge. In addition, the introductory module can be used as a stand-alone awareness briefing material for a general audience.
You will get to train your target audiences how to solve problems creatively by building empathy, generating ideas, prototyping and testing new concepts before final implementation.
LEARNING OBJECTIVES
1. Acquire a deep understanding of the key concepts and principles of Design Thinking
2. Understand the mindsets, process, methods and tools in creative problem solving
3. Develop skills in applying Design Thinking mindsets and practices in problem solving
Similar to Rene Mauer op DIA-symposium 22-2-2013 (20)
23/06/2016 Workshop gegeven door Ronald Kleverlaan tijdens Dutch Incubation Forum 2016 #DIF16 georganiseerd door DIA op het Amsterdam Science Park. Hij ging ondermeer in op de diversificatie/combinatie van verschillende vormen van financiering voor 1 startup, de niet-financiële voordelen van crowdfunding en de kansen voor incubators en accelerators met Alternatieve Financiering.
Jan Vorstermans discusses funding and ecosystems for ICT startups. He outlines his background and experience founding startups and investing. The probability of startup success is low, so programs are needed to enhance success rates. However, successful entrepreneurs are often not university dropouts but have work experience. When selecting startups for incubation and acceleration, the right problems and teams must be chosen. External investment is not always needed but provides validation and risk/reward sharing. Crowdfunding is an alternative source of early funding that is growing. iMinds supports tech businesses in Flanders through incubation, research projects, and global expansion support. VentureWise aims to fill financing gaps for startups between incubation and later funding stages through their
23/06/2016 Powernote of Nick Stafunski (UBI global), at Dutch Incubation Forum 2016 #DIF16, organised by DIA (Dutch Incubation Association). For the occasion showcasing in which area's Dutch Business Incubators outperform other incubators in the world.
UtrechtInc was founded in 2009 by the University of Utrecht, Utrecht University of Applied Sciences, UMC Utrecht, the Municipality of Utrecht, and Rabobank to support startups in health, education, and climate. It has supported 137 startups, graduated 60 companies, and helped create 630 jobs from 2009 to 2014 with 118 million euros raised and 39 million in revenue generated by the startups. Currently, UtrechtInc supports 37 startups with 112 founders and employees assisted by 63 advisors and mentors.
As part of the discussion on 'Direct vs. Indirect funding of start-ups and scale-ups' Ingrid Willems presented her experience with managing FIWARE accelerator CreatiFI.
presentatie Carlijn Tempelaars over haar onderzoek naar de kansen in samenwerking tussen startups en corporates tijdens de DIA meetup op BorderSessions op 12/11/2015 in Den Haag
YesDelft is a network in the Netherlands dedicated to accelerating startups through various programs and partnerships. Their mission is to fuel startup success by connecting entrepreneurs with funding, customers, and partners. They focus on industries like energy, mobility, biotech, and more. Startups can engage with YesDelft through scouting, connecting, joining forces, engaging, and boosting to build international brands and launch customers.
EBN runt al 10 jaar een kwaliteitssysteem voor incubators en innovatiecentra. Een goede kwaliteit wordt beloond met het het EC|BIC label dé Europese Standaard.
ESA is al weer 10 jaar betrokken bij het ontwikkelen van incubatieprogramma's die het gebruik van ruimtevaarttechnologie en -systemen door Startups stimuleert. Na de methode hiervoor eerst zelf in Noordwijk toe te passen is ESA Business Incubation Centre inmiddels als een soort franchise in 10 landen uitgerold. De incubatiemethode is overal hetzelfde wat het voor ESA mogelijk maakt om op management- en prestatieniveau betrokken te blijven bij al die incubators ook al managed ESA er geen één meer zelf.
StartupBootcamp is bewust heel transparant over de prestaties van haar organisatie. Enerzijds omdat dat bijdraagt aan vertrouwen bij stakeholders en shareholders maar ook bij Startups. Ook intern speelt het een rol omdat StartupBootcamp door heel Europa programma's mogelijk maakt via een partnermodel - dan is het handig als je het over dezelfde parameters hebt als je in gesprek bent over de uitdagingen en prestaties.
DutchBasecamp helpt ondernemers voet aan de grond te krijgen in Silicon Valley en maakt zich sterk voor het promoten van Nederland als Startup Hub. Er is een gezamenlijke inspanning nodig om Nederland als Startup Natie veel beter op de kaart te zetten.
The High Tech Campus Eindhoven is located in Eindhoven, Netherlands and is described as the "smartest square kilometer" with over 135 campus companies and a population over 10,000 from over 80 nationalities. It hosts many knowledge institutes and over 25,000 square meters of laboratories and clean rooms. Some 40% of all patent applications in the Netherlands originate from the Campus. It is considered a campus of national significance and has received international recognition as a top location for high tech companies and innovation.
Op basis van 2 jaar onderzoek in 12 regio's in Europa is inzicht verworven in de rol van overheden bij het tot stand brengen van incubatoren gericht op ontwikkeling van creatief ondernemerschap én in het business model van dit type incubatoren. Op basis hiervan is een stelling uitgewerkt over de kans voor verbetering van het regionale innovatie ecosysteem door dienstverlening te ontwikkelen die technische bedrijven helpt te vernieuwen.
Startup Health creert een eigen categorie business incubators. In 10 jaar tijd wil zij 1.000 startup wereldwijd verbinden aan de uitdaging om de gezondheidszorg dramatisch te vernieuwen. Een waar 'Global Entrepreneurship' aanpak, die het ambitieniveau van Amerikaanse ondernemers weergeeft.
Marcus Fernhout heeft ervaring opgedaan in het geschikt maken van leegstaande gebouwen voor startende en creatieve ondernemers. Toen bekend werd dat het beroemde CIC uit Boston Rotterdam had gekozen als eerste internationale locatie voor haar expansie deed hij de stoute schoenen aan om met hem in zee te gaan - én dat wordt in de VS gewaardeerd!. De investering van CIC Innovation Centre in Rotterdam zal een groot effect hebben op het regionale ecosysteem.
De geboren Zeeuw ging van harte uit op de uitnodiging om met zijn ervaring in Silicon Valley te kijken naar wat we kunnen leren en misschien copieren. Zijn stelling is dat we onze voorsprong snel verliezen omdat we niet doorzetten in het ontwikkelen van een vernieuwende ondernemende populatie. We willen te snel resultaat, zij te snel tevreden en nog steeds te risicomijdend. Als op scholen zou het nodige aangepakt moeten worden willen we weer voorop gaan lopen.
Ondernemerschap is groeiende in Nederland, die trend is al vanf de jaren negentig zichtbaar. Hebben we dan een gezond ondernemend ecosysteem? Nog niet ideaal. Ten opzichte van de de VS of Zweden is er bij Nederlandse startups een lagere groeiambitie mbt de groei in aantal medewerkers. Tevens hebben we een groot aantal bewust of verplichte ZZPérs. Beide zijn gerelateerd aan het functioneren van de arbeidsmarkt - maar het heeft natuurlijk ook met het ambitieniveau (motivatie & cultuur) te maken. We hebben toch nog steeds een beetje een 'doe maar gewoon' cultuur. Naast arbeidsmarkthervormingen moeten we ook werken aan het belonen van ambities, het ontwikkelen van leiderschap (voorbeeld/champions) en het ontwikkelen van nieuwe combinaties an kennis, kapitaal en talent.
Owlin heeft al een behoorlijke route gevolgd door het Nederlandse Ecosysteem. Ooit meegedaan met Startup Weekend, vervolgens naar Inqubator in Leeuwarden vandaar naar Rockstart, gefinancierd door Noro Venture Capital, eerste klanten als Deloitte en INGbank, en ze gaan maar door. Met wat? Met 'early warning diensten' voor beleggers, verzekeraars en accountants. En ze zijn sneller dan Bloomberg!
De grote aandacht voor het ontwikkelen van ondernemerszin draait om de noodzaak tot waardecreatie in een wereld die snel veranderd. Het is niet meer genoeg om een goede prijs/kwaliteitverhouding te hebben, flexibel en innovatief te zijn, waardecreeren is het nieuwe belang van ondernemingen. De prijswinnende benadering van VentureLab voor groeiondernemers draagt bij aan de ontwikkeling van bedrijven die echt waarde creëren. Aan de basis staat het bij NIKOS ontwikkelde 4S model.