This talk was delivered on 15th September (Engineers Day) at BML Munjal University. It covers differences between invention, innovation, entrepreneurship, and startup. It discussed innovation landscape, types of innovation, and three important types of innovation in today's world. Innovator's method and innovators skills are also provided.
In Entrepreneurship section, who are entrepreneurs, types of entrepreneurs, entrepreneurial mindset and effectual thinking are discussed. Future of organization is discussed briefly along with why its necessary to learn entrepreneurship. Idea to launch (#flow_with_ramesh), why startup fails (#flow_with_ramesh), are you a startup kid? (#flow_with_ramesh) And challenges of entrepreneurship are discussed. In the end, what three interesting things you can do from learning, mentors, and work is discussed. Lastly, I describe my experiences with innovation and entrepreneurship is discussed.
The Concept of Corporate Entrepreneurship - IntrapreneurshipGaurav Singh Bisen
Presentation on Corporate Entrepreneurship, its strategies. Intrapreneurship & Leaders of such culture in market. Case Study of Google and its successful products and innovations.
Introduction to Entrepreneurship by (Bruce R. Barringer R. Duane Ireland)iqra ishfaq
Introduction to Entrepreneurship by
Bruce R. Barringer
R. Duane Ireland
this chapter is about common myts, characteristics, interest, and types of entrepreneur.
This talk was delivered on 15th September (Engineers Day) at BML Munjal University. It covers differences between invention, innovation, entrepreneurship, and startup. It discussed innovation landscape, types of innovation, and three important types of innovation in today's world. Innovator's method and innovators skills are also provided.
In Entrepreneurship section, who are entrepreneurs, types of entrepreneurs, entrepreneurial mindset and effectual thinking are discussed. Future of organization is discussed briefly along with why its necessary to learn entrepreneurship. Idea to launch (#flow_with_ramesh), why startup fails (#flow_with_ramesh), are you a startup kid? (#flow_with_ramesh) And challenges of entrepreneurship are discussed. In the end, what three interesting things you can do from learning, mentors, and work is discussed. Lastly, I describe my experiences with innovation and entrepreneurship is discussed.
The Concept of Corporate Entrepreneurship - IntrapreneurshipGaurav Singh Bisen
Presentation on Corporate Entrepreneurship, its strategies. Intrapreneurship & Leaders of such culture in market. Case Study of Google and its successful products and innovations.
Introduction to Entrepreneurship by (Bruce R. Barringer R. Duane Ireland)iqra ishfaq
Introduction to Entrepreneurship by
Bruce R. Barringer
R. Duane Ireland
this chapter is about common myts, characteristics, interest, and types of entrepreneur.
Value creation is the function of every organization. While the definition of value, and who you are creating value for, varies across sectors and industries, it is an imperative that must be embraced for anyone who wants to remain relevant to stakeholders and shareholders alike.
The fundamental equation for value creation is “who, what, and how,” those these variables will change depending on the type of value being created.
Innovation is the glue between invention and investment, and transforms ideas into businesses. The process of innovation shapes your idea into something people will value and ultimately purchase.
The innovation process cycles through 4 key steps:
1) Ideas and Solutions
2) Business propositions
3) Business feasibility
4) Business planning
Examine the concepts of the social entrepreneur and the social business
Explore the mind-set of social entrepreneurs
Introduce the concept of ecopreneurship
Define the term ethics and the implications for entrepreneurs
Examine environmental crime and its temptations for entrepreneurs
Examine cross-cultural concepts of ethics and corruption
Examine the ethics of criminal entrepreneurs and their similarities to other entrepreneurs
Focus on the challenges that face disadvantaged entrepreneurs
STARTUP INCUBATORS -As an Opportunity for Entrepreneurship
What are startup incubators?,
What do they provide?,
Incubator companies in India,
services provided by Incubators,
Phases of Incubation,
Reasons to join business incubators,
Process of Startup Incubators,
The key ingredients,
The changing role of startup incubators,
Examples of startup incubators.
THIS IS A REPORT ON PROBLEMS FACED BY NESTLE
“ Worldwide boycott of nestle products after the company failed to properly communicate and market its breast milk substitute (infant formula) product, which has resulted in the deaths of millions of infants. ”
Value creation is the function of every organization. While the definition of value, and who you are creating value for, varies across sectors and industries, it is an imperative that must be embraced for anyone who wants to remain relevant to stakeholders and shareholders alike.
The fundamental equation for value creation is “who, what, and how,” those these variables will change depending on the type of value being created.
Innovation is the glue between invention and investment, and transforms ideas into businesses. The process of innovation shapes your idea into something people will value and ultimately purchase.
The innovation process cycles through 4 key steps:
1) Ideas and Solutions
2) Business propositions
3) Business feasibility
4) Business planning
Examine the concepts of the social entrepreneur and the social business
Explore the mind-set of social entrepreneurs
Introduce the concept of ecopreneurship
Define the term ethics and the implications for entrepreneurs
Examine environmental crime and its temptations for entrepreneurs
Examine cross-cultural concepts of ethics and corruption
Examine the ethics of criminal entrepreneurs and their similarities to other entrepreneurs
Focus on the challenges that face disadvantaged entrepreneurs
STARTUP INCUBATORS -As an Opportunity for Entrepreneurship
What are startup incubators?,
What do they provide?,
Incubator companies in India,
services provided by Incubators,
Phases of Incubation,
Reasons to join business incubators,
Process of Startup Incubators,
The key ingredients,
The changing role of startup incubators,
Examples of startup incubators.
THIS IS A REPORT ON PROBLEMS FACED BY NESTLE
“ Worldwide boycott of nestle products after the company failed to properly communicate and market its breast milk substitute (infant formula) product, which has resulted in the deaths of millions of infants. ”
الأسبوع الأول من كورس من فكرة الى شركة على موقع ادراك (www.edraak.org)
الكورس مقدم من AUC الجامعة الأمريكية بالقاهرة
مقدم الكورس : الدكتور أيمن إسماعيل
أيمن إسماعيل هو أستاذ كرسي عبد اللطيف جميل لريادة الأعمال وأستاذ مساعد بكلية ادارة الأعمال في الجامعة الأميركية بالقاهرة، والمدير المؤسس لحاضنة الأعمال الخاصة بها، والتي صنفت ضمن أفضل خمسة حاضنات أعمال جامعية واعدة في افريقيا. اسماعيل هو زميل باحث سابق في كلية كينيدي للدراسات الحكومية بهارفارد. حصل على درجة الدكتوراه في التنمية الاقتصادية الدولية من معهد ماساتشوستس للتكنولوجيا (MIT). كما أنه حاصل على درجة البكالوريوس في الهندسة وماجستير في إدارة الأعمال من الجامعة الأمريكية بالقاهرة
رابط المساق على موقع ادراك : https://www.edraak.org/course/course-v1%3AAUC%2BEntr_101%2BEntr_2015/
عرض تم تقديمه في المخيم الريادي الأول للكلية الجامعية للعلوم التطبيقية حول مساق ريادة الأعمال الذي بدأنا تأسيسه قبل ثلاثة سنوات. ويغطي المساق المفاهيم التالية:
- مفاهيم ريادة الأعمال
- بناء شخصية الريادي
- التفكير الإبداعي
- بناء نماذج الأعمال
- تسويق المشاريع الريادية
- تمويل المشاريع الريادية.
Short presentation on what constitutes a CIO/CEO of institutional quality, including clarification of portfolio construction, culture and leadership, among other elements.
Ii d - virtanen development of opportunities-basic skills for entrepreneursOECD CFE
The upgrading of workforce skills is key to the competitiveness of SMEs. In today’s business environment there is a premium on innovation that enables firms to develop new products and services, new production processes and new business models. This requires both in-house innovation and the ability to absorb knowledge from other firms and organisations, both of which call for a skilled labour force. Skills are also a critical but understated resource for entrepreneurship seen in the sense of business creation. Similarly to workforce skills, entrepreneurship skills will boost the competitiveness of local businesses thanks to the improved strategic and management competences of the entrepreneur.
Presented at the IBF CVIP conference Feb 11-13. I'm proposing a "Corporate Venturing Agility Manifesto' --- identifying 6 Points: challenges that corporate venture executives face in building venturing programs, Includes numerous examples based on research with more than 50 corporate venture executives. Looking for input and examples of my 6 Points, Note - this preso has been anonymized, specific company names no longer cited
Open enterprises collaborative innovation, authority and decision modelsMark Sokacic
Open Startup Melbourne presents Open enterprises: A look at collaborative innovation, authority and decision models. The presentation explores novel business structures around virtual organizations and dynamic models that account for more peer to peer and collaborative work processes in a networked world.
Ii a - cooney issues and policies in entrepreneurship skills developmentOECD CFE
The upgrading of workforce skills is key to the competitiveness of SMEs. In today’s business environment there is a premium on innovation that enables firms to develop new products and services, new production processes and new business models. This requires both in-house innovation and the ability to absorb knowledge from other firms and organisations, both of which call for a skilled labour force. Skills are also a critical but understated resource for entrepreneurship seen in the sense of business creation. Similarly to workforce skills, entrepreneurship skills will boost the competitiveness of local businesses thanks to the improved strategic and management competences of the entrepreneur.
Similar to The Timmons Model Of The Entrepreneurial Process (20)
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
1. Innovation Ventures
THE TIMMONS MODEL OF THE
ENTREPRENEURIAL PROCESS
SOURCE: NEW VENTURE CREATION,
ENTREPRENEURSHIP FOR THE 21ST CENTURY,
TIMMONS AND SPINELLI
Copyright 2008 Innovation Ventures. All rights reserved.
2. Innovation Ventures
VALUE CREATION
• DRIVING FORCES
– OPPORTUNITY DRIVEN
– DRIVEN BY LEAD ENTREPRENEUR AND AN
ENTREPRENEURIAL TEAM
– RESOURCE CONSTRAINED AND CREATIVE
– FIT AND BALANCE AMONG FORCES
– INTEGRATED AND HOLISTIC
• FOCUS ON THESE FORCES TO IMPROVE
CHANCES OF SUCCESS
2 Copyright 2008 Innovation Ventures. All rights reserved.
4. Innovation Ventures
TIMMONS MODEL
• STARTS WITH OPPORTUNITY
– NOT MONEY, STRATEGY, NETWORKS, TEAM OR
BUSINESS PLAN
– SHAPE, SIZE AND DEPTH OF OPPORTUNITY
ESTABLISHES REQUIRED SHAPE, SIZE AND DEPTH OF
RESOURCES AND TEAM
• FOUNDER (ENTREPRENEUR) TAKES CHARGE
– IMPROVE FIT AND FILL GAPS
– ATTRACTS KEY PLAYERS TO THE TEAM
– MANAGE AND REDEFINE THE RISK-REWARD
EQUATION
4 Copyright 2008 Innovation Ventures. All rights reserved.
5. Innovation Ventures
THE OPPORTUNITY
• HEART OF THE PROCESS
– 100 IDEAS REVIEWED; <10% MERIT DUE DILIGENCE
• CHARACTERISTICS OF GOOD OPPORTUNITIES
– MARKET DEMAND
• BASIS OF VALUE
– NEW FUNCTIONAL NEEDS OR EXISTING NEED AT SUBSTANTIALLY
LOWER COST
• MAGNITUDE OF VALUE
– ECONOMIC OR EMOTIONAL VALUE
– WHAT SIZE AND FUTURE SUPPLY-DEMAND PATTERNS
– MARKET STRUCTURE AND SIZE
• DEMAND DRIVERS AND GROWTH POTENTIAL
• BARRIERS OF ENTRY AND COMPETITIVE ADVANTAGES
– MARGIN AND OPERATING STRUCTURE
• HIGH OPERATING LEVERAGE
• CAPITAL REQUIREMENTS
– TECHNICAL, MANUFACTURING, MARKETING AND DISTRIBUTION
RESOURCES TO CAPTURE VALUE
5 Copyright 2008 Innovation Ventures. All rights reserved.
6. Innovation Ventures
RESOURCES
• SHORTAGE OF QUALITY ENTREPRENEURS AND
OPPORTUNITIES
– “TOO MUCH MONEY CHASING TOO FEW DEALS”
• CREATIVE AND STINGY STRATEGIES TO GAIN
CONTROL OF RESOURCES
– DISCIPLINE OF LEANNESS
• CAPITAL EFFICIENCY
– CONSERVE YOUR EQUITY
• MAXIMISE SHAREHOLDER VALUE
– LIQUIDITY IS YOUR FRIEND
6 Copyright 2008 Innovation Ventures. All rights reserved.
7. Innovation Ventures
THE TEAM
• ENTREPRENEURIAL TEAM IS KEY
– SHORT SUPPLY OF GREAT TEAMS
• GRADE A ENTREPRENEUR AND TEAM WITH GRADE B IDEA
OVER A GRADE B TEAM WITH GRADE A IDEA
– NEED A TEAM TO GROW BEYOND 20 EMPLOYEES
AND $2-3M IN SALES
• ENTREPRENEUR LEADERSHIP
– LEARNS AND TEACHES
– RESILIENT, DEALS WITH ADVERSITY
– EXHIBITS INTEGRITY, DEPENDABILITY, HONESTY
– BUILDS CULTURE AND ORGANIZATION
7 Copyright 2008 Innovation Ventures. All rights reserved.
8. Innovation Ventures
THE ENTREPRENEURIAL TEAM
• QUALITY OF THE TEAM
– RELEVANT EXPERIENCE AND TRACK RECORD
– MOTIVATION TO EXCEL
– COMMITMENT, DETERMINATION AND PERSISTENCE
– TOLERANCE OF RISK, AMBIQUITY AND
UNCERTAINTY
– CREATIVITY
– TEAM FOCUS
– ADADTABILITY
– OPPORTUNITY OBSESSION
– COMMUNICATION
– LEADERSHIP
8 Copyright 2008 Innovation Ventures. All rights reserved.
9. Innovation Ventures
FALLACY OF THE ONE-MAN CHIEF
EXECUTIVE OFFICER
• ACTIVITIES TOO DIVERSE TO BE PERFORMED BY
ONE MAN
• THREE DISTINCT CHARACTERS REQUIRED
– THE THOUGHT MAN
– THE MAN OF ACTION
– THE FRONT MAN
• CHIEF EXECUTIVE JOB TO BE A TEAM OF
SEVERAL MEN/WOMEN ACTING TOGETHER
– BASEBALL, DOUBLE TENNIS TEAMS OR THE
SYMPHONY ORCHESTRA
9 Copyright 2008 Innovation Ventures. All rights reserved.
10. Innovation Ventures
FIT AND BALANCE
• CONCEPT OF FIT AND BALANCE IS
IMPORTANT
– BETWEEN OPPORTUNITY, RESOURCES AND TEAM
• ENTREPRENEURIAL LEADER CONTINUALLY ASSESS, REVISE
STRATEGIES AND TACTICS
• WHEN OPPORTUNITIES GROW, FILL RESOURCES GAP AND
BUILD TEAM TO MAINTAIN FIT AND BALANCE
– BETWEEN OPPORTUNITY AND INVESTORS
• FUNDING SOURCES
• STRATEGIC PARTNERSHIPS
• TIMING
• DYNAMIC PROCESS BASED ON LOGIC AND
TRIAL AND ERROR
10 Copyright 2008 Innovation Ventures. All rights reserved.
11. Innovation Ventures
IMPORTANCE OF FIT AND BALANCE
IN ENTREPRENEURIAL PROCESS
COMMUNICATION
OPPORTUNITY RESOURCES
VERY LARGE, MONEY TO
AND GROWING LAUNCH
BUSINESS PLAN
FITS AND GAPS
- RESOURCES
AND TEAM TO
CATCH UP?; EXOGENOUS
AMBIQUITY - HOW LARGE FORCES
AND PROFITABLE
CAN WE
BECOME?
CREATIVITY LEADERSHIP
TEAM
CAN PLAY
WITH THE CAPITAL MARKET
BEST CONTEXT
UNCERTAINTY
11 Copyright 2008 Innovation Ventures. All rights reserved.
FOUNDER
12. Innovation Ventures
CONCLUSION
• ENTREPRENEURSHIP
– CREATION AND REALIZATION OF VALUE
– NOT JUST FOR OWNERS, BUT ALL
PARTICIPANTS AND STAKEHOLDERS
– CREATION/RECOGNITION OF
OPPORTUNITIES
– WILL AND INITIATIVE TO SEIZE THEM
– WILLINGNESS TO TAKE CALCULATED RISK;
PERSONAL AND FINANCIAL
12 Copyright 2008 Innovation Ventures. All rights reserved.