Pierre Omidyar on eBay
◦ Almost every industry analyst and business reporter I talk to observes that eBay's strength is that its system is self-sustaining -- able to adapt to
user needs, without any heavy intervention from a central authority of some sort. So people often say to me - "when you built the system, you
must have known that making it self-sustainable was the only way eBay could grow to serve 40 million users a day." ◦ Well… nope. I made the system self-sustaining for one reason: Back when I launched eBay on Labor Day 1995, eBay wasn't my business - it
was my hobby. I had to build a system that was self-sustaining…
…Because I had a real job to go to every morning. I was working as a software engineer from 10 to 7, and I wanted to have a life on the weekends. So I built a system that could keep working - catching complaints and capturing feedback -- even when Pam and I were out mountain-biking, and the only one home was our cat.
Get the key learnings of a 4-year study on Innovation practices.
Innovation doesn’t need to be a random gamble. There is a science of Innovation success.
Over the 4 years, we interviewed and researched innovation practices at over 400 companies. We have identified scientifically proven ways to increase your odds of innovation success. In this presentation you will learn:
• What separates companies successful at innovation from other companies
• What you can do to increase your odds of innovation success
• How to increase speed and reduce risks.
Introduction to Lean Startup leading up to a 3-hour workshop. Presented by me at EFYI (European Forum for Young Innovators) 2016, conference organized by Poland Innovative (Polska Innowacyjna).
Building a Growth Engine: How to Drive Sustainable Innovation and Grow.Rob Munro
Driving sustainable growth comes from embracing a systems perspective to our innovation activities.
Because studies show that how you organize can make the difference between average performance from stand out performance.
I’ve found that innovation is not an event and that businesses who create an innovation habit get better results.
You will discover that How you innovate is as important as What you innovate.
Selling Solutions Using a Compelling Value PropositionCompTIA
In a webinar presented by Marty Gilbert, president, Growth Initiatives LLC, and Bob Sherlock, president, Marketwerks, learn how to lay the foundation for solution selling, and then execute it. CompTIA’s webinar focuses on how to develop well-targeted value propositions for each customer segment, and bring them to market successfully.
Get the key learnings of a 4-year study on Innovation practices.
Innovation doesn’t need to be a random gamble. There is a science of Innovation success.
Over the 4 years, we interviewed and researched innovation practices at over 400 companies. We have identified scientifically proven ways to increase your odds of innovation success. In this presentation you will learn:
• What separates companies successful at innovation from other companies
• What you can do to increase your odds of innovation success
• How to increase speed and reduce risks.
Introduction to Lean Startup leading up to a 3-hour workshop. Presented by me at EFYI (European Forum for Young Innovators) 2016, conference organized by Poland Innovative (Polska Innowacyjna).
Building a Growth Engine: How to Drive Sustainable Innovation and Grow.Rob Munro
Driving sustainable growth comes from embracing a systems perspective to our innovation activities.
Because studies show that how you organize can make the difference between average performance from stand out performance.
I’ve found that innovation is not an event and that businesses who create an innovation habit get better results.
You will discover that How you innovate is as important as What you innovate.
Selling Solutions Using a Compelling Value PropositionCompTIA
In a webinar presented by Marty Gilbert, president, Growth Initiatives LLC, and Bob Sherlock, president, Marketwerks, learn how to lay the foundation for solution selling, and then execute it. CompTIA’s webinar focuses on how to develop well-targeted value propositions for each customer segment, and bring them to market successfully.
What goes into a pitch deck? Jeremy Halpern of Nutter McClennen and Fish tells us. Want to learn more? Check out the October 24 Fast Track: http://www.thecapitalnetwork.org/programs/venture-fast-track/
Freedom & Functionality – A Startup Approach to Open Source & Innovation for ...Mindtrek
Track | The Future of Open Source Business
Mikko Lampi, Chief Business Development Officer, Metatavu
Mindtrek Conference
3rd of October 2023.
Tampere, Finland
www.mindtrek.org
Read a selection of your colleagues’ postings.Respond by Day.docxniraj57
Read
a selection of your colleagues’ postings.
Respond
by
Day 5
, to two or more of your colleagues in one or more of the following ways:
Select a question offered by your colleague that he/she did not use and suggest potential ways that your colleague or the organization might drive innovation and overcome the barriers and status quo.
Compare your colleague's findings to those of others and your own. If you see similarities, explain why the status quo might appear similar across different workplaces and industries. Do not limit your responses solely to budgetary or resourcing constraints.
Identify any challenges at a colleague's workplace that seem unique or that you have not encountered before. Offer your ideas about why you think those are important and which discovery skill from Dyer, et al., would best enable your colleague and/or the organization to drive innovation and overcome the barriers and status quo. Be sure to provide your rationale for your choice.
Offer your insights to your colleague about the value of this process and importance of using it to identify opportunities for innovation or opportunities to challenge the status quo.
POST1
Ten Questions that challenge the status quo at my current workplace:
1. What if we allowed customers 24/7 access to our model homes, would this increase our sales?
2. What if started a program that allowed customers to stay for one night in our model homes so that they could get a feel for the home (see if it’s a good match)?
3. What if home loans were easier to get and builders covered more costs for the customers?
4. What if my organization stopped focusing intensively on the sale and more on the actual customers’ needs as a homeowner?
5. What if all employees tried to help one another versus helping themselves? What affect would this type of partnership have on the company and its customers?
6. What if we built more than the traditional clubhouse, pool house, and common areas in our communities? What if we offered something that isn’t common such as a community go-kart track or skating rink?
7. What if we decorated the exterior of our central office, including our showroom, in themes each week to excite and attract customer’s attention? Imagine the word-of-mouth advertising we would generate.
8. What if we built a home for the local homeless people to stay in and take up donations for them to get back on their feet?
9. What if we gave one house a year away to someone in need? This type of generosity may attract customers who can appreciate us giving back to the community.
10. What if washed people cars, cut their grass, take out their trash, etc. in exchange for a donation to a local charity?
The one question I chose is #5: “What if all employees tried to help one another versus helping themselves? What affect would this type of partnership have on the company and its customers?”
This question is important because there is more strength in numbers meaning the mo ...
This presentation is for the TCN Venture Fast Track. Please review the slides in conjuntion with the below video:
http://www.youtube.com/watch?v=ALjvwVHHzh8&feature=share
Management Consulting - Personal Growth & LeadershipHocein
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Operational Excellence Consulting
Tips for starting a business :
1. The “Does it matter?”-Test
Trust your emotions.
Know that a problem can suddenly become an opportunity to start from scratch without a legacy to carry on. A project has to meet specific needs or create something compelling, like a feature that sparks an emotion that you want to see.
2. Make a little, Try a Little and Sell a Little
Avoid getting too much money too soon.
3. Selling Your project & Yourself
4. Community organizing
Identifying the people around you with whom you can create a common, passionate cause
5. Executing your project
Think of execution as a series of rapid prototypes. Great projects get instant feedback and do instant adjustment cycles. The more iterations you can rapidly go through, the faster you can execute your project.
Starting your own business with “Lean start-up” :
Lean startup is a methodology for developing businesses and products, which aims to shorten product development cycles and rapidly discover if a proposed business model is viable, because the primary objective is to have a safe cash flow which then can be invested in risky developments.
Central to the lean startup methodology is the assumption that when startup companies invest their time into iteratively building products or services to meet the needs of early customers, the company can reduce market risks like creating a complete product that doesn’t appeal to the customers or like creating a lot of features that are not used or required by the customers. So the advantage is that there is no need for large amounts of initial project funding and expensive product launches and failures. This is done with two techniques :
A minimum viable product “MVP” (similar to a pilot experiment) is the version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort
A split or A/B test is an experiment in which different versions of a product are offered to customers at the same time. The goal of a split test is to observe differences in behavior between the two groups and to measure the impact of each version on an actionable metric.
Customer feedback during the development of products or services is integral to the lean startup process, and ensures that the company does not invest time designing features or services that consumers do not want. Customer feedback is measured through two processes, using key performance indicators and a continuous deployment process.
Personal leadership - Lean startup, funding, business plan, new jobHocein
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Tips for starting a business :
1. The “Does it matter?”-Test
Trust your emotions.
Know that a problem can suddenly become an opportunity to start from scratch without a legacy to carry on. A project has to meet specific needs or create something compelling, like a feature that sparks an emotion that you want to see.
2. Make a little, Try a Little and Sell a Little
Avoid getting too much money too soon.
3. Selling Your project & Yourself
4. Community organizing
Identifying the people around you with whom you can create a common, passionate cause
5. Executing your project
Think of execution as a series of rapid prototypes. Great projects get instant feedback and do instant adjustment cycles. The more iterations you can rapidly go through, the faster you can execute your project.
Starting your own business with “Lean start-up” :
Lean startup is a methodology for developing businesses and products, which aims to shorten product development cycles and rapidly discover if a proposed business model is viable, because the primary objective is to have a safe cash flow which then can be invested in risky developments.
Central to the lean startup methodology is the assumption that when startup companies invest their time into iteratively building products or services to meet the needs of early customers, the company can reduce market risks like creating a complete product that doesn’t appeal to the customers or like creating a lot of features that are not used or required by the customers. So the advantage is that there is no need for large amounts of initial project funding and expensive product launches and failures. This is done with two techniques :
A minimum viable product “MVP” (similar to a pilot experiment) is the version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort
A split or A/B test is an experiment in which different versions of a product are offered to customers at the same time. The goal of a split test is to observe differences in behavior between the two groups and to measure the impact of each version on an actionable metric.
Customer feedback during the development of products or services is integral to the lean startup process, and ensures that the company does not invest time designing features or services that consumers do not want. Customer feedback is measured through two processes, using key performance indicators and a continuous deployment process.
A new way of funding your project is crowdfunding : Collect small amounts at a large public via the internet for your project
Bid to Win workshop for Seedbed - October 2015Matt Spry
If your business is supplying services or products to other organisations, and you want to grow, it is almost certain that you will have to navigate the minefield of tendering for new work. When done well successful bidding can help to scale your financial performance and impact quickly, but done badly and you risk wasting huge amounts of time and money.
The Bid to Win masterclass will give you:
- an introduction to bidding
- key principles for bidding to win
- an approach to bidding that can be applied to any sector or opportunity - the bid canvas
The aim of the session was to introduce attendees to a flexible and powerful approach to bidding that will keep your bids focused on what really matters to the buyer, whilst helping to manage the risks inherent in the tendering process.
Launch180 Early adopters guide Incubator Case StudyDaniel Brody
Our focus is on the latter two. To help start-ups achieve first revenue within 180 days, but perhaps even more importantly to spend substantially less money in their initial start-up phase.
How to use marginal gains to drive improvements in Pre-ConstructionPhilip Collard
First coined by Sir David Brailsford of the world-class Sky Cycling Team, marginal gains is about driving efficiency in all the component parts of a process. I argue that by using this concept in Pre-Construction, we can drive significant increases in both turnover and efficiency, particularly when implementing best practice digital workflows, such as myConsole.
Jan Kennedy & Oliver Thum - Closing the gap between innovation and marketAnis Bedda
Jan Kennedy (Academy for Corporate Entrepreneurs) & Oliver Thum (MAntro.net)
Title: Closing the gap between innovation and market
Intrapreneurship Conference 2014
www.intrapreneurshipconference.com
#Intracnf14
Keynote speaker Victor Neyndorff tijdens Eventex congres als ervaringsdeskundige op het gebied van de return on investment on events. Victor geeft inzicht in ROI en maakt het publiek enthousiast over de methodologie.
Angel Investor Program, by Paul TwomblyMelissa Glass
Effective strategies; Transforming traditional investment environments from risk-averse to risk-embracing. Portfolio Strategy: Top tips for building a successful portfolio.
Smart City Expo 2014: How to generate more innovation and improve return on i...Grow VC Group
How to generate more innovation and improve return on investment from your innovation ecosystem.
Global downturn raised expectations for innovation services that are not producing enough results. We explore the reasons and solutions to overcome these challenges. Solutions that can radically improve transparency, efficiency and measurability of the innovation funnel, to produce economic growth.
Related recorded short version video: https://youtu.be/kF6kjq374RQ?t=4m15s
An Experimentation Framework: How to Position for Triple Digit GrowthOptimizely
You’ve done the button color A/B test, you’ve optimized your landing pages for better conversion. What next? At B2B organizations large and small, there is still tremendous potential for experimentation to drive innovation and growth. Learn how Brion’s growth team enables rapid iteration across a variety of different domains, teams, and organizations within Cisco. With an organization of 70,000 employees and many distributed divisions, enabling experimentation can be a complex initiative. Learn the framework for upleveling from random testing to
explicit strategy to position your org for triple digit growth.
What goes into a pitch deck? Jeremy Halpern of Nutter McClennen and Fish tells us. Want to learn more? Check out the October 24 Fast Track: http://www.thecapitalnetwork.org/programs/venture-fast-track/
Freedom & Functionality – A Startup Approach to Open Source & Innovation for ...Mindtrek
Track | The Future of Open Source Business
Mikko Lampi, Chief Business Development Officer, Metatavu
Mindtrek Conference
3rd of October 2023.
Tampere, Finland
www.mindtrek.org
Read a selection of your colleagues’ postings.Respond by Day.docxniraj57
Read
a selection of your colleagues’ postings.
Respond
by
Day 5
, to two or more of your colleagues in one or more of the following ways:
Select a question offered by your colleague that he/she did not use and suggest potential ways that your colleague or the organization might drive innovation and overcome the barriers and status quo.
Compare your colleague's findings to those of others and your own. If you see similarities, explain why the status quo might appear similar across different workplaces and industries. Do not limit your responses solely to budgetary or resourcing constraints.
Identify any challenges at a colleague's workplace that seem unique or that you have not encountered before. Offer your ideas about why you think those are important and which discovery skill from Dyer, et al., would best enable your colleague and/or the organization to drive innovation and overcome the barriers and status quo. Be sure to provide your rationale for your choice.
Offer your insights to your colleague about the value of this process and importance of using it to identify opportunities for innovation or opportunities to challenge the status quo.
POST1
Ten Questions that challenge the status quo at my current workplace:
1. What if we allowed customers 24/7 access to our model homes, would this increase our sales?
2. What if started a program that allowed customers to stay for one night in our model homes so that they could get a feel for the home (see if it’s a good match)?
3. What if home loans were easier to get and builders covered more costs for the customers?
4. What if my organization stopped focusing intensively on the sale and more on the actual customers’ needs as a homeowner?
5. What if all employees tried to help one another versus helping themselves? What affect would this type of partnership have on the company and its customers?
6. What if we built more than the traditional clubhouse, pool house, and common areas in our communities? What if we offered something that isn’t common such as a community go-kart track or skating rink?
7. What if we decorated the exterior of our central office, including our showroom, in themes each week to excite and attract customer’s attention? Imagine the word-of-mouth advertising we would generate.
8. What if we built a home for the local homeless people to stay in and take up donations for them to get back on their feet?
9. What if we gave one house a year away to someone in need? This type of generosity may attract customers who can appreciate us giving back to the community.
10. What if washed people cars, cut their grass, take out their trash, etc. in exchange for a donation to a local charity?
The one question I chose is #5: “What if all employees tried to help one another versus helping themselves? What affect would this type of partnership have on the company and its customers?”
This question is important because there is more strength in numbers meaning the mo ...
This presentation is for the TCN Venture Fast Track. Please review the slides in conjuntion with the below video:
http://www.youtube.com/watch?v=ALjvwVHHzh8&feature=share
Management Consulting - Personal Growth & LeadershipHocein
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Operational Excellence Consulting
Tips for starting a business :
1. The “Does it matter?”-Test
Trust your emotions.
Know that a problem can suddenly become an opportunity to start from scratch without a legacy to carry on. A project has to meet specific needs or create something compelling, like a feature that sparks an emotion that you want to see.
2. Make a little, Try a Little and Sell a Little
Avoid getting too much money too soon.
3. Selling Your project & Yourself
4. Community organizing
Identifying the people around you with whom you can create a common, passionate cause
5. Executing your project
Think of execution as a series of rapid prototypes. Great projects get instant feedback and do instant adjustment cycles. The more iterations you can rapidly go through, the faster you can execute your project.
Starting your own business with “Lean start-up” :
Lean startup is a methodology for developing businesses and products, which aims to shorten product development cycles and rapidly discover if a proposed business model is viable, because the primary objective is to have a safe cash flow which then can be invested in risky developments.
Central to the lean startup methodology is the assumption that when startup companies invest their time into iteratively building products or services to meet the needs of early customers, the company can reduce market risks like creating a complete product that doesn’t appeal to the customers or like creating a lot of features that are not used or required by the customers. So the advantage is that there is no need for large amounts of initial project funding and expensive product launches and failures. This is done with two techniques :
A minimum viable product “MVP” (similar to a pilot experiment) is the version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort
A split or A/B test is an experiment in which different versions of a product are offered to customers at the same time. The goal of a split test is to observe differences in behavior between the two groups and to measure the impact of each version on an actionable metric.
Customer feedback during the development of products or services is integral to the lean startup process, and ensures that the company does not invest time designing features or services that consumers do not want. Customer feedback is measured through two processes, using key performance indicators and a continuous deployment process.
Personal leadership - Lean startup, funding, business plan, new jobHocein
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Tips for starting a business :
1. The “Does it matter?”-Test
Trust your emotions.
Know that a problem can suddenly become an opportunity to start from scratch without a legacy to carry on. A project has to meet specific needs or create something compelling, like a feature that sparks an emotion that you want to see.
2. Make a little, Try a Little and Sell a Little
Avoid getting too much money too soon.
3. Selling Your project & Yourself
4. Community organizing
Identifying the people around you with whom you can create a common, passionate cause
5. Executing your project
Think of execution as a series of rapid prototypes. Great projects get instant feedback and do instant adjustment cycles. The more iterations you can rapidly go through, the faster you can execute your project.
Starting your own business with “Lean start-up” :
Lean startup is a methodology for developing businesses and products, which aims to shorten product development cycles and rapidly discover if a proposed business model is viable, because the primary objective is to have a safe cash flow which then can be invested in risky developments.
Central to the lean startup methodology is the assumption that when startup companies invest their time into iteratively building products or services to meet the needs of early customers, the company can reduce market risks like creating a complete product that doesn’t appeal to the customers or like creating a lot of features that are not used or required by the customers. So the advantage is that there is no need for large amounts of initial project funding and expensive product launches and failures. This is done with two techniques :
A minimum viable product “MVP” (similar to a pilot experiment) is the version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort
A split or A/B test is an experiment in which different versions of a product are offered to customers at the same time. The goal of a split test is to observe differences in behavior between the two groups and to measure the impact of each version on an actionable metric.
Customer feedback during the development of products or services is integral to the lean startup process, and ensures that the company does not invest time designing features or services that consumers do not want. Customer feedback is measured through two processes, using key performance indicators and a continuous deployment process.
A new way of funding your project is crowdfunding : Collect small amounts at a large public via the internet for your project
Bid to Win workshop for Seedbed - October 2015Matt Spry
If your business is supplying services or products to other organisations, and you want to grow, it is almost certain that you will have to navigate the minefield of tendering for new work. When done well successful bidding can help to scale your financial performance and impact quickly, but done badly and you risk wasting huge amounts of time and money.
The Bid to Win masterclass will give you:
- an introduction to bidding
- key principles for bidding to win
- an approach to bidding that can be applied to any sector or opportunity - the bid canvas
The aim of the session was to introduce attendees to a flexible and powerful approach to bidding that will keep your bids focused on what really matters to the buyer, whilst helping to manage the risks inherent in the tendering process.
Launch180 Early adopters guide Incubator Case StudyDaniel Brody
Our focus is on the latter two. To help start-ups achieve first revenue within 180 days, but perhaps even more importantly to spend substantially less money in their initial start-up phase.
How to use marginal gains to drive improvements in Pre-ConstructionPhilip Collard
First coined by Sir David Brailsford of the world-class Sky Cycling Team, marginal gains is about driving efficiency in all the component parts of a process. I argue that by using this concept in Pre-Construction, we can drive significant increases in both turnover and efficiency, particularly when implementing best practice digital workflows, such as myConsole.
Jan Kennedy & Oliver Thum - Closing the gap between innovation and marketAnis Bedda
Jan Kennedy (Academy for Corporate Entrepreneurs) & Oliver Thum (MAntro.net)
Title: Closing the gap between innovation and market
Intrapreneurship Conference 2014
www.intrapreneurshipconference.com
#Intracnf14
Keynote speaker Victor Neyndorff tijdens Eventex congres als ervaringsdeskundige op het gebied van de return on investment on events. Victor geeft inzicht in ROI en maakt het publiek enthousiast over de methodologie.
Angel Investor Program, by Paul TwomblyMelissa Glass
Effective strategies; Transforming traditional investment environments from risk-averse to risk-embracing. Portfolio Strategy: Top tips for building a successful portfolio.
Smart City Expo 2014: How to generate more innovation and improve return on i...Grow VC Group
How to generate more innovation and improve return on investment from your innovation ecosystem.
Global downturn raised expectations for innovation services that are not producing enough results. We explore the reasons and solutions to overcome these challenges. Solutions that can radically improve transparency, efficiency and measurability of the innovation funnel, to produce economic growth.
Related recorded short version video: https://youtu.be/kF6kjq374RQ?t=4m15s
An Experimentation Framework: How to Position for Triple Digit GrowthOptimizely
You’ve done the button color A/B test, you’ve optimized your landing pages for better conversion. What next? At B2B organizations large and small, there is still tremendous potential for experimentation to drive innovation and growth. Learn how Brion’s growth team enables rapid iteration across a variety of different domains, teams, and organizations within Cisco. With an organization of 70,000 employees and many distributed divisions, enabling experimentation can be a complex initiative. Learn the framework for upleveling from random testing to
explicit strategy to position your org for triple digit growth.
Connect Conference 2022: Passive House - Economic and Environmental Solution...TE Studio
Passive House: The Economic and Environmental Solution for Sustainable Real Estate. Lecture by Tim Eian of TE Studio Passive House Design in November 2022 in Minneapolis.
- The Built Environment
- Let's imagine the perfect building
- The Passive House standard
- Why Passive House targets
- Clean Energy Plans?!
- How does Passive House compare and fit in?
- The business case for Passive House real estate
- Tools to quantify the value of Passive House
- What can I do?
- Resources
EASY TUTORIAL OF HOW TO USE CAPCUT BY: FEBLESS HERNANEFebless Hernane
CapCut is an easy-to-use video editing app perfect for beginners. To start, download and open CapCut on your phone. Tap "New Project" and select the videos or photos you want to edit. You can trim clips by dragging the edges, add text by tapping "Text," and include music by selecting "Audio." Enhance your video with filters and effects from the "Effects" menu. When you're happy with your video, tap the export button to save and share it. CapCut makes video editing simple and fun for everyone!
ARENA - Young adults in the workplace (Knight Moves).pdfKnight Moves
Presentations of Bavo Raeymaekers (Project lead youth unemployment at the City of Antwerp), Suzan Martens (Service designer at Knight Moves) and Adriaan De Keersmaeker (Community manager at Talk to C)
during the 'Arena • Young adults in the workplace' conference hosted by Knight Moves.
2. Ecosystems
• Ecosystems are communities of collaborating firms that
collectively produce a good, service, or solution, and co-
evolve their products under an aligned vision
• Ecosystem actors often provide groups of
complementary goods and services that form a bundle
that can be consumed by the final customer
• The bundle collectively can create consumer lock-in—
which, in turn, can bring benefits to the orchestrators of
those ecosystems with regard to both customers and
complementors.
3. Ecosystems and Platforms
Platforms provide the technical and institutional infrastructure for
enabling the collaboration of different entities.
7. Ecosystem Health
• Productivity
• Factor productivity
• Change in productivity
• Delivery of innovations
• Robustness
• Survival rates
• Limited obsolescence
• Niche creation
• Growth in firm variety
• Growth in product and technical variety
8. Virtuous Cycle
Build platforms
that create
opportunities for
other firms
Investments made
by other firms
Improvement in
productivity,
stability and
growth
Better operating
performance for
Platform builders
15. Enabler: Network Effect
Direct Network Effect: Consumers value the product or service more if there are more other
consumers
Indirect Network Effect: Producers value the product or service more if there are more
consumers, and vice versa
Indirect
Direct
Direct
Indirect
18. Orchestration: Acts
• Distributed Experimentation
• Promote evolutionary learning and increase engagement
• Participatory Engagement
• Provide structure and rules that allow diverse actors to
interact constructively over prolonged periods
• Ambiguity in external interpretation of private and
public interest
• Promotes coordination without explicit consensus
19. Scenario I: High Risk Project with
All or Nothing Bet
Consider a project that requires $110 to commercialize
and will be worth $0 with 99 percent probability or
$10,000 with 1 percent probability.
Will you invest in this project?
21. Scenario II: High Risk Project with
possibility of Experiment
Imagine we can conduct an experiment that will reveal
if the project has a 10 percent chance of working.
(Suppose further that the probability of the experiment
having a positive outcome is only 10 percent, so that in
this example the 1 percent chance of overall success is
unchanged.)
Will you invest in conducting this experiment? What is
the maximum investment would you be ready to make
for this experiment?
22. • Expected Value of the project if experiment is
successful= 10% * $10,000 – $110 = $ 890
• Probability of success of the experiment=10%
• Expected Value of the experiment = $89
28. Power in Ecosystems
• Envelopment: A strong network position makes it
easier to enter adjacent industries
• Gatekeeping: Use customer lock-in as entry barriers
to charge high prices to partners and complementors
• Information: As intermediaries, have greater access
to information about customers and competitors
29. Countervailing Power
• Platform Differentiation: Promotes variety and
competition
• Interoperability: Moderates lock-in effects
• Congestion: Customer desertion
39. Ecosystem Development Framework
• Step 1: Scope of play and target choices
• Where should the firm be active?
• Where should you focus?
• Step 2: Competitive landscape and anchor analysis
• What is the best positioning relative to other ecosystem and
solutions, with a focus on the value added for the customers?
• What could be a keystone contribution?
• Step 3: Role of the firm and strategic approach
• What role should the firm play and what could be the strategic
approach?
40. Ecosystem Development Framework
• Step 4: Ecosystem double value proposition
• What potential value the firm could offer to the (a) ecosystem
final customers and (b) partners?
• Step 5: Partnering strategy
• Whom could the firm partner with? How could it attract them?
• Step 6: Governance and engagement
• How should the firm run and govern/participate in the
ecosystem better?
• Step 7: Performance Metrics
• What benefits do we expect? Are we able to realize it?
42. Monetization Strategies
• Identify a keystone contribution that the orchestrator
can uniquely own and control, and that is essential for
value creation in ecosystem
• Create efficient payment collection mechanism (e.g.
license fee, royalty, commission or pay per use)
• Charge differential rates to maintain contribution and
patronage
• Diversify and renew revenue sources
48. Results
Expert entrepreneurs
◦ underweight or eschew predictive information
◦ prefer to work with things within their control
◦ prefer changing goals to chasing means they do not have
◦ open to surprises
◦ keen on shaping or making opportunities than on finding them
49. 5
• Means. The basis for decisions
and new opportunities:
– Who I am
– What I know
– Whom I know
Where to Start
◦ Goals. Given (based on predictions)
50. Means: Check List
◦ Who am I?
◦ What gives me energy? In what situations do I feel most at ease? What makes me unique?
What am I most proud of? What do I have to offer in a team? What is my favourite mode of co-
operation?
◦ What can I do?
◦ What experiences have moulded me over the past few years? What knowledge do I have that
others find valuable? What can I do better than many others? What hobbies do or did I have?
What am I known for with friends and family?
◦ Who do I know?
◦ Which enterprises did I work together with during the past several years? Which are the
companies where I know people? Which customers are enthusiastic about me? With whom in
my network would I like to create something together?
51. 7
• Affordable Loss.
Calculate downside potential and risk no
more than you can afford to lose.
Risk, Return and Resources
◦ Expected Return.
Calculate upside potential
and pursue the (risk
adjusted) best opportunity.
Invest what you can afford to lose
52. 8
Stakeholder Commitment. Build your “future” together with
customers, suppliers and even prospective competitors
who commit to the idea of shaping the future
Attitude Toward Others
Competition. Set up transactional
relationships with customers and
suppliers.
53. 9
Surprise
◦ Avoid Surprises.
• Leverage Surprises.
Surprises can present new opportunities.
• What can I do now that I was not able to
do before?
54. Dynamics of the Effectual
network
(JEE 2005)
Who I am
What I know
Whom I know
What can
I do?
Effectual
stakeholder
commitments
Interactions
with other
people
New
means
New
goals
NEW MARKETS
AND NEW FIRMS
Expanding cycle of resources
Actual Means
Converging cycle of constraints
Actual courses of
Action possible (goals)
(Affordable loss)
Who We are
What We know
Whom We know
What can
We do?
55. Principles of Effectuation
(AMR 2001)
◦ Means Driven:
Start with Who you are, What you know, & Whom you know (Not with pre-set goals)
◦ Affordable loss principle:
Invest what you can afford to lose (Not expected return)
◦ Building a network of self-selected Stakeholders :
Each one partake of what one creates (Not competitive analysis)
◦ Embrace and Leverage Surprises :
What can I do now that I was not able to do before? (Not avoid them)
56.
57. Pierre Omidyar on eBay
◦ Almost every industry analyst and business reporter I talk to observes
that eBay's strength is that its system is self-sustaining -- able to adapt to
user needs, without any heavy intervention from a central authority of
some sort. So people often say to me - "when you built the system, you
must have known that making it self-sustainable was the only way
eBay could grow to serve 40 million users a day."
◦ Well… nope. I made the system self-sustaining for one reason: Back
when I launched eBay on Labor Day 1995, eBay wasn't my business - it
was my hobby. I had to build a system that was self-sustaining…
…Because I had a real job to go to every morning. I was working as a
software engineer from 10 to 7, and I wanted to have a life on the
weekends. So I built a system that could keep working - catching
complaints and capturing feedback -- even when Pam and I were out
mountain-biking, and the only one home was our cat.
58. ◦ If I had had a blank check from a big VC, and a big staff running
around - things might have gone much worse. I would have probably
put together a very complex, elaborate system - something that
justified all the investment. But because I had to operate on a tight
budget - tight in terms of money and tight in terms of time - necessity
focused me on simplicity: So I built a system simple enough to sustain
itself.
◦ By building a simple system, with just a few guiding principles, eBay
was open to organic growth - it could achieve a certain degree of
self-organization. So I guess what I'm trying to tell you is: Whatever
future you're building… Don't try to program everything. 5 Year Plans
never worked for the Soviet Union - in fact, if anything, central planning
contributed to its fall. Chances are, central planning won't work any
better for any of us.
◦ Build a platform - prepare for the unexpected... …And you'll know
you're successful when the platform you've built serves you in
unexpected ways. That's certainly true of the lessons I've learned in the
process of building eBay. Because in the deepest sense, eBay wasn't a
hobby. And it wasn't a business. It was - and is - a community: An
organic, evolving, self-organizing web of individual relationships,
formed around shared interests. (Omidyar, 2002)