Why you will fail to be a successful technology entrepreneur
•Download as PPTX, PDF•
1 like•61 views
This document discusses technology entrepreneurship and common myths. It begins with an overview of the speaker's background teaching technology commercialization and entrepreneurship. It then discusses why technology entrepreneurship is important and how experiential learning is key. The speaker notes that universities did not understand how to manage technology ventures or commercialize research. The document outlines common myths around entrepreneurship, such as the idea that it starts with a great idea or that entrepreneurs are risk takers. It emphasizes the importance of design thinking and linking it to venture creation.
Report
Share
Report
Share
Recommended
Growth from innovations and collaboration
This document discusses innovation and collaboration. It provides examples of great innovations that resulted from experiments gone wrong or attempts to do something different. It emphasizes that executing on ideas is more difficult than having them and discusses different types of innovation like sustaining, disruptive, and breakthrough innovations. It also discusses the importance of collaboration for innovation, including open innovation with startups, and ensuring the right focus and alignment between creativity and business strategy for successful innovation.
Keynote at EIT Digital Idea Challenge event
This document discusses ways to accelerate startup growth through partnerships with large companies. It notes that large companies have resources like money, people, and market insight that could complement startups' out-of-the-box thinking, fast iteration, and agility. The document advocates that large companies involve their entire organizations, not just R&D, in working directly with startups rather than just viewing them as subcontractors. It also provides tips for startups, such as launching products before being embarrassed by their first versions and "eating like a bird but pooping like an elephant." The goal is to help ensure Europe has enough scalable startups by shortening their time to funding and finding quality deal flow between startups and large
Innovation
This document discusses innovation and creativity. It defines innovation as converting opportunities into valuable ideas through unforeseen events, needed processes, industry changes, demographic changes, or perception changes. It also discusses different types of innovators and sources of innovation. The document emphasizes that creativity is a process that can be developed through being a creative entrepreneur, leader, and risk-taker. It notes some myths about innovation and lists some movies, music, books, and websites as sources of inspiration.
The Lean Start Up
The document discusses the Lean Startup principles of validated learning and building-measuring-learning. It emphasizes that startups exist to learn how to build sustainable businesses through minimizing the time in the build-measure-learn loop. Some key Lean Startup practices mentioned are establishing a baseline with a minimum viable product, tuning the product through experimentation, and pivoting when experiments reach diminishing returns.
Igor Burattini - Axels Industriråd – Branschkväll
The document discusses entrepreneurship and starting a company as a student or after graduation. It encourages following your dreams and putting your knowledge into practice. Starting a company is easier for students with low costs, spare time, and fewer commitments. Finland supports entrepreneurs, though bureaucracy can be challenging. The document promotes joining or starting a company in Turku, noting the benefits of job experience, business networks, and fun. It provides examples of local startups and encourages attending future Boost Turku events.
Plastics Industry: Business Development à la 0 to 1 & more [Infographic]
Find Out About Plastics Blog presents "Plastics Industry: Business Development à la 0 to 1 & more" [Infographic]
https://findoutaboutplastics.blogspot.com
“Develop” Innovation: Coaching Software Developers to Innovation
The document discusses coaching software developers to promote innovation. It suggests that developers should work in a creative environment with an agile process featuring short cycles. An effective innovation process should be fast, simple, transparent and understandable. Coaching developers to learn from past internal success stories and look outside the company can inspire new ideas. Motivating developers through public recognition, implementing their ideas, attending conferences and having an "Innovator status" can encourage innovation. Overall, shaping focused innovation initiatives, nurturing an innovation culture and making the process fun can help organizations learn and develop innovation.
Stop talking about innovation!
Stop Talking About Innovation!
We need to limit the use of the word and the term “innovation” and we need to ban the term “innovation culture” entirely.
This is the radical outset for a keynote or a session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders and increase your ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
About Stefan Lindegaard:
Stefan Lindegaard is an author, speaker and strategic advisor. His focus on corporate transformation, digitalization and innovation has propelled him into being a trusted source of inspiration to many large corporations. He believes business and innovation requires an open and global perspective and he has given talks and worked with companies in Europe, North America, South America, Africa and Asia.
Stefan Lindegaard has written several books including 7 Steps for Open Innovation, Making Open Innovation Work and The Open Innovation Revolution. His blog is a globally recognized destination with many free resources (books, white papers, exercises). You can read further at 15inno.com.
Recommended
Growth from innovations and collaboration
This document discusses innovation and collaboration. It provides examples of great innovations that resulted from experiments gone wrong or attempts to do something different. It emphasizes that executing on ideas is more difficult than having them and discusses different types of innovation like sustaining, disruptive, and breakthrough innovations. It also discusses the importance of collaboration for innovation, including open innovation with startups, and ensuring the right focus and alignment between creativity and business strategy for successful innovation.
Keynote at EIT Digital Idea Challenge event
This document discusses ways to accelerate startup growth through partnerships with large companies. It notes that large companies have resources like money, people, and market insight that could complement startups' out-of-the-box thinking, fast iteration, and agility. The document advocates that large companies involve their entire organizations, not just R&D, in working directly with startups rather than just viewing them as subcontractors. It also provides tips for startups, such as launching products before being embarrassed by their first versions and "eating like a bird but pooping like an elephant." The goal is to help ensure Europe has enough scalable startups by shortening their time to funding and finding quality deal flow between startups and large
Innovation
This document discusses innovation and creativity. It defines innovation as converting opportunities into valuable ideas through unforeseen events, needed processes, industry changes, demographic changes, or perception changes. It also discusses different types of innovators and sources of innovation. The document emphasizes that creativity is a process that can be developed through being a creative entrepreneur, leader, and risk-taker. It notes some myths about innovation and lists some movies, music, books, and websites as sources of inspiration.
The Lean Start Up
The document discusses the Lean Startup principles of validated learning and building-measuring-learning. It emphasizes that startups exist to learn how to build sustainable businesses through minimizing the time in the build-measure-learn loop. Some key Lean Startup practices mentioned are establishing a baseline with a minimum viable product, tuning the product through experimentation, and pivoting when experiments reach diminishing returns.
Igor Burattini - Axels Industriråd – Branschkväll
The document discusses entrepreneurship and starting a company as a student or after graduation. It encourages following your dreams and putting your knowledge into practice. Starting a company is easier for students with low costs, spare time, and fewer commitments. Finland supports entrepreneurs, though bureaucracy can be challenging. The document promotes joining or starting a company in Turku, noting the benefits of job experience, business networks, and fun. It provides examples of local startups and encourages attending future Boost Turku events.
Plastics Industry: Business Development à la 0 to 1 & more [Infographic]
Find Out About Plastics Blog presents "Plastics Industry: Business Development à la 0 to 1 & more" [Infographic]
https://findoutaboutplastics.blogspot.com
“Develop” Innovation: Coaching Software Developers to Innovation
The document discusses coaching software developers to promote innovation. It suggests that developers should work in a creative environment with an agile process featuring short cycles. An effective innovation process should be fast, simple, transparent and understandable. Coaching developers to learn from past internal success stories and look outside the company can inspire new ideas. Motivating developers through public recognition, implementing their ideas, attending conferences and having an "Innovator status" can encourage innovation. Overall, shaping focused innovation initiatives, nurturing an innovation culture and making the process fun can help organizations learn and develop innovation.
Stop talking about innovation!
Stop Talking About Innovation!
We need to limit the use of the word and the term “innovation” and we need to ban the term “innovation culture” entirely.
This is the radical outset for a keynote or a session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders and increase your ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
About Stefan Lindegaard:
Stefan Lindegaard is an author, speaker and strategic advisor. His focus on corporate transformation, digitalization and innovation has propelled him into being a trusted source of inspiration to many large corporations. He believes business and innovation requires an open and global perspective and he has given talks and worked with companies in Europe, North America, South America, Africa and Asia.
Stefan Lindegaard has written several books including 7 Steps for Open Innovation, Making Open Innovation Work and The Open Innovation Revolution. His blog is a globally recognized destination with many free resources (books, white papers, exercises). You can read further at 15inno.com.
Lean start up primer
This document provides an overview of lean startup methodology and its application to developing an MSc in Entrepreneurship. It discusses key lean startup concepts like customer development, iterative design, and building minimum viable products. Workshop participants engage in exercises to identify customer jobs to be done, prototype business models using canvases, and iteratively pitch MSc concepts incorporating feedback. The document promotes applying lean startup techniques like iteration and customer-focused problem solving to redesign business and entrepreneurship education.
Lean start up bootcamp 1 introduction
This document summarizes key principles from Eric Ries' book The Lean Startup. It discusses how traditional business planning often fails because it creates products no one wants. The Lean Startup method teaches entrepreneurs to drive startups through a build-measure-learn process of validated learning via minimum viable products and constant experimentation. This allows startups to test hypotheses, learn quickly from failures, and pivot as needed to find product-market fit instead of persisting on an unsuccessful path. The document outlines Lean Startup techniques including experiments, the value and growth hypotheses, and using early adopters to refine products based on feedback.
Let there be innovation inside companies
This document discusses reasons why innovators face barriers in companies and provides recommendations to establish an innovation culture. It identifies that political reasons, fear of change, laziness, and an unfavorable environment can inhibit innovation. To promote innovation, the document recommends raising brainstorming workshops, establishing a transparent idea selection process, and changing middle managers into innovation supporters. It also notes that bottom-up ideas tend to have a narrow focus but low realization rate while top-down ideas have broader market overviews but come from a budget-driven process.
2011 YEF program introduction
The document summarizes the Young Entrepreneurs of the Future (YEF) program, which aims to develop future talents with characteristics like integrity, entrepreneurship, and continuous learning. The 10-month program includes team building, mentor coaching, business plan development, and workshops. It targets potential university entrepreneurs. Participants go through a selection process, workshops, and an overseas visit to network with entrepreneurial communities before presenting their work.
Lean Start-Up
The document discusses the lean startup methodology as an alternative to traditional business plans. It advocates for an iterative approach of testing hypotheses with customers, gathering feedback, and showing minimum viable products. This lean startup process aims to reduce startup failure rates and create a more entrepreneurial economy. While success is not guaranteed, the lean startup method is being adopted by many universities and large companies and is helping address economic issues by creating more jobs and opportunities.
Rethink Innovation!
Here you get the latest of my presentations where I share messages such as:
“We need to rethink the term “innovation” and we should drop the term “innovation culture” entirely.”
“Four global megatrends drive business today: Everything moves faster, everything will be connected, knowledge is transparent and disruption hits harder and faster.”
“Getting ideas and working with them in the early stages is the easier part. The execution is what really matters. We have begun the transition phase.”
“The role of the CTO has changed as real value creation no longer is centered around technology or product itself. Services, processes and business models are key. The internal power needs to shift.”
“Disruption hits much harder and much faster than ever before. You can’t plan for disruptive or radical innovation, but you can be sure you will be disrupted.”
“Don’t talk about innovation. Focus on how you can transform your company based on values, assets, partners, threats and opportunities.”
“The organizational structures need to change. They are not build for the upcoming challenges and opportunities and we need to experiment much more on what will work the best for the future of business.”
“Strong organizations do four things very well: They listen, adapt, experiment and execute better than their competitors.”
“There is no digital strategy. Just strategy in a digital world.”
“If you want to change the perception inside your organization, the outside voice is the most important.”
“People first, processes next, then ideas. The key for execution is people – don´t focus too much on ideas and projects.”
“Discovery – Incubation – Acceleration: Have the right people for the right project at the right time in the right context. Build people pools, not just project pools.”
“Strong change teams know they can´t do it by themselves; they become facilitators and integrators. Education is a key objective.”
…and a short story that I really like:
“A CFO is wary about investing in the training and education of the employees.
He asks the CEO: ”What happens if we invest in developing our people and then they leave our company?”
The CEO is a bright person and replies: ”What happens if we don’t and they stay?”
Jan Kennedy & Oliver Thum - Closing the gap between innovation and market
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
COINAAC 17 / Klaus Kammermeier (Nano Labs)
This document describes how "NanoLabs" can help companies accelerate innovation and drive culture change. NanoLabs are small, temporary workshops that bring together diverse groups to work on challenges. They are moderated and last less than half a day. The document outlines how NanoLabs can be used for startups, teams, and larger corporations to generate solutions rapidly through playful experiments and interactions. It provides examples of NanoLabs and feedback from participants who found them effective for gaining new perspectives and learning quickly.
Rethink Innovation! - My webinar with Hype, May 12
People are fed up with innovation so we need to tone down the use of the word and the term “innovation” - and we need to ban the term “innovation culture” entirely.
This is the radical outset for this session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders to increase ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
Boardroom Briefings - Craig Rispin Interactive Keynote Broadcast
The document discusses the importance of innovation for businesses to survive in a rapidly changing environment. It notes that some countries score higher than Australia on innovation measures and attributes this to having a more positive "innovation attitude." The document advocates overcoming doubts about new ideas by asking "why" or "why not" five times. It also identifies the common ingredients for a successful innovation program as having permission, space, time, education, and process.
Webinar 7 may 15 - york technion
This document provides an overview of the York-Technion Program, which aims to provide students an educational experience based on Israel's innovation ecosystem. The program will include lectures, workshops, visits to startups and entrepreneurs, and trips around Israel. It encourages finding problems by listening to customers, experts, and one's inner voice. The document outlines steps for understanding problems, including root cause analysis and competitive analysis. It provides an example of a company called VisualTau that developed collaboration software. An appendix includes a template for defining a problem or idea with sections for the customer, job to be done, problem description, scenario, and root cause.
Innovations and creativity
The document discusses various aspects of innovation including creativity, ideas, inventions, innovative climate, and the innovation process. It notes that the biggest risk is not innovating and allowing competitors to shape the future. It also discusses the importance of an innovative culture and lists key roles inside an organization like creators, inventors, innovators, entrepreneurs, and financiers. Finally, it provides 12 tips for innovators such as writing down ideas, not being afraid to submit ideas, talking to creative people, and ensuring there is a potential buyer or market for the idea.
The Lean Start Up
This document discusses the Lean Startup methodology, which advocates for an iterative process of developing minimum viable products (MVPs), getting customer feedback, and pivoting if needed to have the highest chance of success. It notes that most startups fail because they don't iterate based on learning, assume they know what customers want, or waste time building products without feedback. The Lean Startup process aims to reduce waste and uncertainty through validated learning from MVPs and constant adjustment based on feedback.
Lecture 1: Ideation
This lecture was delivered to undergraduates at Duke University's Pratt School of Engineering for the course on How to Form New Ventures in Electrical and Computer Engineering.
Everything is Awesome: How to be super creative
Murray introduces himself as a creative director, digital strategist, and serial entrepreneur. He discusses that creativity involves bringing ideas to life through creation and experimentation. Creativity is valuable because it enables exponential growth, decreasing costs, and increasing access and complexity in an environment where technology enables creativity at scale. Murray provides tips on how anyone can improve their creativity by embracing ambiguity, "killing your children" or old ideas, and becoming like a magpie by being passionately curious and talking to diverse people.
Mgt 745 Spring 2015 Course Highlights
This document summarizes the key topics and lessons from an MGT 745 Corporate Entrepreneurship course. It discusses frameworks for startups like the Lean Startup and Effectuation models. It covers challenges large companies face in innovating and different organizational structures they use. Key lessons include the importance of internal entrepreneurs, embracing ideas of all sizes, using an open innovation process, and recognizing that failure can provide valuable lessons. The conclusion is that corporations will need to change to better handle innovation and will continue using strategies like venturing, mergers and acquisitions to do so.
Pack & Send Conference 12 Oct 2013 - Craig Rispin Business Futurist & Innovat...
This document discusses the importance and necessity of innovation for businesses. It provides examples of how innovation can lead to cost savings and competitive advantages. Additionally, it outlines strategies for developing a culture of innovation such as establishing formal innovation programs, using tools like brainstorming and idea generation techniques, and collaborating through networks and alliances. The key message is that innovation is critical for business success and survival in today's rapidly changing environment.
Casedrinnovation
The document discusses innovation in donor relations programs. It defines innovation as challenging conventional wisdom to move programs forward. The document outlines four aspects of innovation: the driver, strategy, implementation, and assessment. It provides tips for success with innovation, including having an escape plan if implementation fails and analyzing risks and benefits. The document advocates embracing failure as feedback and encouraging creative experiments and autonomy to lessen fear of innovation. It suggests applying innovation to donor relations through questioning current practices and exploring what others are doing.
PersonalForum 2012 - HR Norge, Nov 7
My presentation slides for PersonalForum - HR Norge on making open innovation work and how this affects the people in organizations
SIX Fintech Incubator F10 Where the answers of tomorrow’s questions are found...
SIX Fintech Incubator F10 Where the answers of tomorrow’s questions are found...Corporate Startup Summit
SIX Fintech Incubator F10 supports financial institutions in innovating through four key areas: supporting efficiency and innovation, enabling new technologies, offering optimal payment solutions, and helping meet regulations efficiently. SIX uses an efficient innovation process that involves discovering opportunities, enlarging concepts, prototyping, testing, and implementing new solutions. The process emphasizes experimentation and testing assumptions early on.The Innovation Agency transferable skills workshop 1
The first of 2 workshops held at the University of Cambridge, looking at the concept of The Innovation Agency, and commercialising research in general.
Mysteries of innovation
This document discusses innovation and entrepreneurship. It begins by asking if certain examples are innovations and what defines innovation. Innovation is defined as an invention paired with a process and market. Entrepreneurship is described as bridging the gap between technology/opportunity and value. The professional entrepreneur must have both technology entrepreneurship skills and management skills. The entrepreneurial venture goes through four periods of development from pure entrepreneurship to corporate management as it grows from a technical innovation into a business.
More Related Content
What's hot
Lean start up primer
This document provides an overview of lean startup methodology and its application to developing an MSc in Entrepreneurship. It discusses key lean startup concepts like customer development, iterative design, and building minimum viable products. Workshop participants engage in exercises to identify customer jobs to be done, prototype business models using canvases, and iteratively pitch MSc concepts incorporating feedback. The document promotes applying lean startup techniques like iteration and customer-focused problem solving to redesign business and entrepreneurship education.
Lean start up bootcamp 1 introduction
This document summarizes key principles from Eric Ries' book The Lean Startup. It discusses how traditional business planning often fails because it creates products no one wants. The Lean Startup method teaches entrepreneurs to drive startups through a build-measure-learn process of validated learning via minimum viable products and constant experimentation. This allows startups to test hypotheses, learn quickly from failures, and pivot as needed to find product-market fit instead of persisting on an unsuccessful path. The document outlines Lean Startup techniques including experiments, the value and growth hypotheses, and using early adopters to refine products based on feedback.
Let there be innovation inside companies
This document discusses reasons why innovators face barriers in companies and provides recommendations to establish an innovation culture. It identifies that political reasons, fear of change, laziness, and an unfavorable environment can inhibit innovation. To promote innovation, the document recommends raising brainstorming workshops, establishing a transparent idea selection process, and changing middle managers into innovation supporters. It also notes that bottom-up ideas tend to have a narrow focus but low realization rate while top-down ideas have broader market overviews but come from a budget-driven process.
2011 YEF program introduction
The document summarizes the Young Entrepreneurs of the Future (YEF) program, which aims to develop future talents with characteristics like integrity, entrepreneurship, and continuous learning. The 10-month program includes team building, mentor coaching, business plan development, and workshops. It targets potential university entrepreneurs. Participants go through a selection process, workshops, and an overseas visit to network with entrepreneurial communities before presenting their work.
Lean Start-Up
The document discusses the lean startup methodology as an alternative to traditional business plans. It advocates for an iterative approach of testing hypotheses with customers, gathering feedback, and showing minimum viable products. This lean startup process aims to reduce startup failure rates and create a more entrepreneurial economy. While success is not guaranteed, the lean startup method is being adopted by many universities and large companies and is helping address economic issues by creating more jobs and opportunities.
Rethink Innovation!
Here you get the latest of my presentations where I share messages such as:
“We need to rethink the term “innovation” and we should drop the term “innovation culture” entirely.”
“Four global megatrends drive business today: Everything moves faster, everything will be connected, knowledge is transparent and disruption hits harder and faster.”
“Getting ideas and working with them in the early stages is the easier part. The execution is what really matters. We have begun the transition phase.”
“The role of the CTO has changed as real value creation no longer is centered around technology or product itself. Services, processes and business models are key. The internal power needs to shift.”
“Disruption hits much harder and much faster than ever before. You can’t plan for disruptive or radical innovation, but you can be sure you will be disrupted.”
“Don’t talk about innovation. Focus on how you can transform your company based on values, assets, partners, threats and opportunities.”
“The organizational structures need to change. They are not build for the upcoming challenges and opportunities and we need to experiment much more on what will work the best for the future of business.”
“Strong organizations do four things very well: They listen, adapt, experiment and execute better than their competitors.”
“There is no digital strategy. Just strategy in a digital world.”
“If you want to change the perception inside your organization, the outside voice is the most important.”
“People first, processes next, then ideas. The key for execution is people – don´t focus too much on ideas and projects.”
“Discovery – Incubation – Acceleration: Have the right people for the right project at the right time in the right context. Build people pools, not just project pools.”
“Strong change teams know they can´t do it by themselves; they become facilitators and integrators. Education is a key objective.”
…and a short story that I really like:
“A CFO is wary about investing in the training and education of the employees.
He asks the CEO: ”What happens if we invest in developing our people and then they leave our company?”
The CEO is a bright person and replies: ”What happens if we don’t and they stay?”
Jan Kennedy & Oliver Thum - Closing the gap between innovation and market
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
COINAAC 17 / Klaus Kammermeier (Nano Labs)
This document describes how "NanoLabs" can help companies accelerate innovation and drive culture change. NanoLabs are small, temporary workshops that bring together diverse groups to work on challenges. They are moderated and last less than half a day. The document outlines how NanoLabs can be used for startups, teams, and larger corporations to generate solutions rapidly through playful experiments and interactions. It provides examples of NanoLabs and feedback from participants who found them effective for gaining new perspectives and learning quickly.
Rethink Innovation! - My webinar with Hype, May 12
People are fed up with innovation so we need to tone down the use of the word and the term “innovation” - and we need to ban the term “innovation culture” entirely.
This is the radical outset for this session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders to increase ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
Boardroom Briefings - Craig Rispin Interactive Keynote Broadcast
The document discusses the importance of innovation for businesses to survive in a rapidly changing environment. It notes that some countries score higher than Australia on innovation measures and attributes this to having a more positive "innovation attitude." The document advocates overcoming doubts about new ideas by asking "why" or "why not" five times. It also identifies the common ingredients for a successful innovation program as having permission, space, time, education, and process.
Webinar 7 may 15 - york technion
This document provides an overview of the York-Technion Program, which aims to provide students an educational experience based on Israel's innovation ecosystem. The program will include lectures, workshops, visits to startups and entrepreneurs, and trips around Israel. It encourages finding problems by listening to customers, experts, and one's inner voice. The document outlines steps for understanding problems, including root cause analysis and competitive analysis. It provides an example of a company called VisualTau that developed collaboration software. An appendix includes a template for defining a problem or idea with sections for the customer, job to be done, problem description, scenario, and root cause.
Innovations and creativity
The document discusses various aspects of innovation including creativity, ideas, inventions, innovative climate, and the innovation process. It notes that the biggest risk is not innovating and allowing competitors to shape the future. It also discusses the importance of an innovative culture and lists key roles inside an organization like creators, inventors, innovators, entrepreneurs, and financiers. Finally, it provides 12 tips for innovators such as writing down ideas, not being afraid to submit ideas, talking to creative people, and ensuring there is a potential buyer or market for the idea.
The Lean Start Up
This document discusses the Lean Startup methodology, which advocates for an iterative process of developing minimum viable products (MVPs), getting customer feedback, and pivoting if needed to have the highest chance of success. It notes that most startups fail because they don't iterate based on learning, assume they know what customers want, or waste time building products without feedback. The Lean Startup process aims to reduce waste and uncertainty through validated learning from MVPs and constant adjustment based on feedback.
Lecture 1: Ideation
This lecture was delivered to undergraduates at Duke University's Pratt School of Engineering for the course on How to Form New Ventures in Electrical and Computer Engineering.
Everything is Awesome: How to be super creative
Murray introduces himself as a creative director, digital strategist, and serial entrepreneur. He discusses that creativity involves bringing ideas to life through creation and experimentation. Creativity is valuable because it enables exponential growth, decreasing costs, and increasing access and complexity in an environment where technology enables creativity at scale. Murray provides tips on how anyone can improve their creativity by embracing ambiguity, "killing your children" or old ideas, and becoming like a magpie by being passionately curious and talking to diverse people.
Mgt 745 Spring 2015 Course Highlights
This document summarizes the key topics and lessons from an MGT 745 Corporate Entrepreneurship course. It discusses frameworks for startups like the Lean Startup and Effectuation models. It covers challenges large companies face in innovating and different organizational structures they use. Key lessons include the importance of internal entrepreneurs, embracing ideas of all sizes, using an open innovation process, and recognizing that failure can provide valuable lessons. The conclusion is that corporations will need to change to better handle innovation and will continue using strategies like venturing, mergers and acquisitions to do so.
Pack & Send Conference 12 Oct 2013 - Craig Rispin Business Futurist & Innovat...
This document discusses the importance and necessity of innovation for businesses. It provides examples of how innovation can lead to cost savings and competitive advantages. Additionally, it outlines strategies for developing a culture of innovation such as establishing formal innovation programs, using tools like brainstorming and idea generation techniques, and collaborating through networks and alliances. The key message is that innovation is critical for business success and survival in today's rapidly changing environment.
Casedrinnovation
The document discusses innovation in donor relations programs. It defines innovation as challenging conventional wisdom to move programs forward. The document outlines four aspects of innovation: the driver, strategy, implementation, and assessment. It provides tips for success with innovation, including having an escape plan if implementation fails and analyzing risks and benefits. The document advocates embracing failure as feedback and encouraging creative experiments and autonomy to lessen fear of innovation. It suggests applying innovation to donor relations through questioning current practices and exploring what others are doing.
PersonalForum 2012 - HR Norge, Nov 7
My presentation slides for PersonalForum - HR Norge on making open innovation work and how this affects the people in organizations
SIX Fintech Incubator F10 Where the answers of tomorrow’s questions are found...
SIX Fintech Incubator F10 Where the answers of tomorrow’s questions are found...Corporate Startup Summit
SIX Fintech Incubator F10 supports financial institutions in innovating through four key areas: supporting efficiency and innovation, enabling new technologies, offering optimal payment solutions, and helping meet regulations efficiently. SIX uses an efficient innovation process that involves discovering opportunities, enlarging concepts, prototyping, testing, and implementing new solutions. The process emphasizes experimentation and testing assumptions early on.What's hot (20)
Jan Kennedy & Oliver Thum - Closing the gap between innovation and market
Jan Kennedy & Oliver Thum - Closing the gap between innovation and market
Rethink Innovation! - My webinar with Hype, May 12
Rethink Innovation! - My webinar with Hype, May 12
Boardroom Briefings - Craig Rispin Interactive Keynote Broadcast
Boardroom Briefings - Craig Rispin Interactive Keynote Broadcast
Pack & Send Conference 12 Oct 2013 - Craig Rispin Business Futurist & Innovat...
Pack & Send Conference 12 Oct 2013 - Craig Rispin Business Futurist & Innovat...
SIX Fintech Incubator F10 Where the answers of tomorrow’s questions are found...
SIX Fintech Incubator F10 Where the answers of tomorrow’s questions are found...
Similar to Why you will fail to be a successful technology entrepreneur
The Innovation Agency transferable skills workshop 1
The first of 2 workshops held at the University of Cambridge, looking at the concept of The Innovation Agency, and commercialising research in general.
Mysteries of innovation
This document discusses innovation and entrepreneurship. It begins by asking if certain examples are innovations and what defines innovation. Innovation is defined as an invention paired with a process and market. Entrepreneurship is described as bridging the gap between technology/opportunity and value. The professional entrepreneur must have both technology entrepreneurship skills and management skills. The entrepreneurial venture goes through four periods of development from pure entrepreneurship to corporate management as it grows from a technical innovation into a business.
Slide share design thinking workshop mba hec
Design Thinking Workshop
an introduction to MBA Students at HEC Montréal, QC, Canada
Key Note - Why we need to change how we solve problems
What is Design Thinking, how is it applied, what are the key success factors
In Practice - a vision for 2025 of e-commerce
Building a-culture-of-makers-v4
Mirum's Global CTO Matt Webb sheds light on the importance of creating a maker culture. We believe a culture of creators is instrumental to innovation.
Designing for Learning Technologies
The document discusses some common reasons why learning technology products fail. It notes that failure to work with users experience designers, learning designers, and understand users' abilities can lead to poor design. It also emphasizes the importance of involving learning designers throughout the process, as they understand effective learning strategies. Finally, it stresses the need to understand the business model of learning technology and that customers typically involve both end users and decision makers.
Agile Tour 2016 Pune - Agile innovation in learning and development by Sarmis...
Agile Tour 2016 Pune - Agile innovation in learning and development by Sarmis...India Scrum Enthusiasts Community
This document discusses how learning and development departments can adopt agile principles and practices to better address the diverse needs of learners and businesses in today's volatile environment. It recommends involving stakeholders in design discussions to co-create solutions, prototyping ideas quickly, and developing minimum viable products in sprints with retrospectives. Adopting these agile methods can lead to innovative learning solutions, satisfied learners, and self-organizing teams able to adapt to changing needs and technologies. The overall message is that an agile, flexible approach allows learning and development to keep pace with diverse learners and emerging technologies.Internetlibrarian2010designthinkingoct2510
This document discusses design thinking and how it can enable innovation. It defines design thinking as taking the perspective of users to understand problems and find creative solutions. Design thinking focuses on empathy, integrative thinking, optimism, experimentation, and collaboration. It is presented as a way for both businesses and information professionals like librarians to approach problems in new ways. The document provides examples of how design thinking has helped companies create innovative products and services, and encourages applying these principles to improve user experiences.
Internet Librarian 2010 - Using Design Thinking to Enable Innovation
This document discusses design thinking and how it can enable innovation. It defines design thinking as resisting the urge to identify solutions and instead understanding problems absolutely so solutions present themselves. Design thinking and creativity lead to innovation when applied. As problems become more complex, sequential processes break down and a new approach is needed. Design thinking involves empathy, integrative thinking, optimism, experimentalism and collaboration. It is presented as a way for both businesses and information professionals to improve user experiences and remain relevant.
Why is knowledge management so important for your project?
A presentation given by TomKeen at the 2018 StartupWeekend by TechStars (American University of Beirut) on knowledge management for startups, from apprehension to utilization in innovation.
Leading to Innovation
The document discusses innovation at 3M India. It outlines 3M's vision and values, which focus on technology advancement, customer satisfaction, and sustainable growth through innovation. 3M India operates various business verticals and follows eight pillars of innovation, including quantifying efforts, maintaining a culture committed to innovation, and investing in people. The company's culture fosters experimentation, rewards both successes and failures, and recognizes innovative employees. 3M India's innovation process includes ideation, execution, periodic review, and recognition of achievements. Overall, the document examines how 3M India's values, culture, processes, and ecosystem support continuous innovation.
Leading to innovation
Innovation is something new, something original out of the existing resources. It may span over : product, process, services, business model, delivery model or thought process or organisational structure
Open Innovation: Evolution of research at Cambridge University Engineering De...
Talk given at Tsinghua University, Beijing, by Dr Tim Minshall and Dr Letizia Mortara on 18th June 2013. The event was organised as part of the EC-HVEN project (www.birmingham.ac.uk/hven) and Open Innovation Research Forum.
What IT Managers can Learn from Tech Startup Culture
This document discusses lessons that IT managers can learn from tech startup culture. It highlights how startups emphasize rapid experimentation through the lean startup methodology of building minimum viable products and getting quick customer feedback to validate or pivot ideas. The document suggests that for digital transformation, IT managers should adopt practices like having a disciplined test-and-learn approach, empowering teams to act quickly, and coordinating initiatives portfolio-wide to move at the fast pace of startups.
Kleos africa webinar - Techpreneurship
‘’Entrepreneurship is not about creating companies – it’s about changing the world.’’ (Mark Zuckerberg)
Uber. Facebook. WhatsApp. Instagram. Tales of billion-dollar acquisitions, and life-changing business deals on a world scale have succeeded in drawing the young and the young-at-heart to what is arguably the world’s most attractive business profession – technology entrepreneurship. Similar to the hordes of people who swarmed across 20th-century California in search of gold during the gold rush era, a new movement has begun in 21st century Silicon Valley, and has spread across most of the developed and developing world.
Once one gets the entrepreneurial itch, one has to scratch it. Do you have an idea for a tech or tech-enabled business? Would you like to join the ranks of optimistic techpreneurs?
Join Kleos Africa’s consultant and Beta Gamma Sigma member Pablo Ruz Salmones in this webinar and you will gain more insights into the world of technology entrepreneurship. Pablo’s experience straddles both business and engineering. A member of the Mexican School of Public Accountants, he is also an experienced computer engineer, app developer and the Founder and CEO of Ya Quedo, a software company based in Mexico City. In his spare time, Pablo composes music and gives international piano concerts in Mexico and New Zealand.
Interested? Register at https://www.kleosafrica.com/login and you will receive an invitation to the webinar. Should you require further clarification, email associates@kleosafrica.com or send a message to +234 706 202 8065 (WhatsApp only).
Innovation October 2015
This document provides an overview of innovation in the workplace. It defines innovation and creativity, discusses types of innovation like process and product innovation. It outlines the stages of the innovation process as initiation and implementation. It also examines ways to promote innovation such as seeking the right people, having an innovation process, and being open to small experiments. Finally, it concludes with questions about applying innovation concepts.
LEADERSHIP DEVELOPMENT USING EXPERIENTIAL LEARNING
This webinar discusses experiential learning and its benefits for businesses. It will cover what experiential learning is, why organizations use it, examples of experiential learning activities, and best practices. Attendees can download slides, review recordings later, and will receive certification codes. Questions can be submitted during the webinar.
Tm 721 session 1 2 10-10-10[1]
This document provides an overview of a business strategy course for entrepreneurs. The course aims to teach students how to apply management theories in entrepreneurship through analyzing contemporary issues. Key topics include business administration, opportunity analysis, problem-solving, decision-making, and case studies. The objectives are to develop understanding of relevant theories, solve problems effectively, make sound business decisions, and gain experience applying theories in practice. Student performance will be evaluated based on social media interactions, individual reports, group projects, presentations, and a final exam.
How to build a startup may 2017
This document provides an overview of how to build a successful startup using business model innovation. It discusses identifying customer problems and needs before defining solutions. Various business modeling tools are introduced, including the Business Model Canvas, Value Proposition Canvas, and Environment Map to help design and test business models. The importance of customer development and validation is emphasized over premature business planning. Nespresso is presented as an example of a successful business model that created value through key partnerships, activities, and revenue streams.
Innovation 1 nroi
This document discusses innovation and the innovation process. It begins by defining innovation and exploring examples of innovative products and services over time. It then outlines the four phases of innovation: search, select, implement, and capture. Additional context around people/organization and innovation strategy is provided. The document emphasizes that innovation is not a single event but a complex process that occurs at different levels and sectors. It also notes that many new ideas fail and explores reasons for failure.
20210727-Technoprenuership-EntreprenuershipDev.ppsx
This PowerPoint presentation explores technopreneurship, its importance in today's society, and the steps to becoming a successful technopreneur. It showcases successful technopreneurs, examines the key characteristics that make them successful, and covers the process of developing a technology-based business idea. The presentation also discusses the potential of technopreneurship to drive economic growth and innovation. This presentation is aimed at entrepreneurs, business students, and technology enthusiasts seeking to learn about technopreneurship and the opportunities it presents for those interested in using technology to create and grow new businesses.
Similar to Why you will fail to be a successful technology entrepreneur (20)
The Innovation Agency transferable skills workshop 1
The Innovation Agency transferable skills workshop 1
Agile Tour 2016 Pune - Agile innovation in learning and development by Sarmis...
Agile Tour 2016 Pune - Agile innovation in learning and development by Sarmis...
Internet Librarian 2010 - Using Design Thinking to Enable Innovation
Internet Librarian 2010 - Using Design Thinking to Enable Innovation
Why is knowledge management so important for your project?
Why is knowledge management so important for your project?
Open Innovation: Evolution of research at Cambridge University Engineering De...
Open Innovation: Evolution of research at Cambridge University Engineering De...
What IT Managers can Learn from Tech Startup Culture
What IT Managers can Learn from Tech Startup Culture
LEADERSHIP DEVELOPMENT USING EXPERIENTIAL LEARNING
LEADERSHIP DEVELOPMENT USING EXPERIENTIAL LEARNING
20210727-Technoprenuership-EntreprenuershipDev.ppsx
20210727-Technoprenuership-EntreprenuershipDev.ppsx
More from Lassonde School of Engineering
Prototyping and storyboarding.pptx
This document provides an overview of prototyping and storyboarding. It discusses the importance of prototyping in the design thinking process as a way to test ideas quickly and improve upon them. Both low-fidelity and high-fidelity prototyping are described, as well as different types of prototypes like sketches, physical models, role playing, and storyboards. Guidelines for effective prototyping emphasize starting quickly, focusing on the testing goal, and keeping the user in mind. Storyboarding is presented as a way to visualize and guide users through experiences to better understand needs.
Design thinking for software development
Design thinking is a human-centered approach to innovation that draws on design methods and tools. It emphasizes empathizing with users, defining problems from the user's perspective, ideating many potential solutions, prototyping ideas, and testing prototypes with users. This process aims to create innovative solutions that meet user needs. For software development, design thinking can be applied at each stage to develop solutions focused on the user experience through methods like customer research and iterative testing. It helps shift the focus from functionality to delivering an experience that solves users' problems in a better way.
Creating a compelling value proposition
Evaluates technical feasibility and
Adoption Blockers:
• Economic Blocker - Sees no ROI or too risky
• Political Blocker - Threatened by change
• Process Blocker - Disrupts existing processes
• Values Blocker - Conflicts with personal values
Adoption Approvers:
• Economic Approver - Sees ROI
• Visionary - Values innovation
• Process Approver - Supports process change
investment
- Evaluates technical risks and
complexity
• Process Champion - Drives process change
• Economic Champion - Drives ROI case
• Values Champion - Drives cultural acceptance
- Evaluates legal/compliance risks
• Legal
Rejection by dragons
Starting a business is challenging and full of risks. Many new ventures fail for reasons outside of the founder's control like broader economic conditions or an unanticipated disruption in the industry. While failure is difficult, entrepreneurs who are resilient and learn from mistakes are often able to recover and succeed with future business ideas.
Future value of data project overview - lassonde sept 2018
This document provides an overview of the Future Agenda project exploring the future value of data. The project will examine how data itself will be valued over the next decade through a collaborative, global approach. Workshops will be held in multiple locations to identify opportunities and implications. The project aims to challenge assumptions, understand constraints, and share diverse views on the key drivers of change. Insights will inform a global synthesis report on priority opportunities regarding how data will create value in the future.
Improving your innovation capability
The document discusses improving innovation capability. It identifies common barriers to innovation as not understanding innovation, designing organizations to stifle it, and stopping what used to work. The discussion focuses on measuring an organization's innovation quotient using factors like strategy, culture, processes, resources, and relationships. A behavioral trust framework is introduced to build relationships and encourage collaboration, knowledge sharing, risk-taking, and communication to improve innovation culture. Organizational ambidexterity is needed to balance performance and innovation.
Introduction to Technion
This document provides guidance for those starting a journey and outlines what to expect and prepare for. It discusses exploring without end to continually learn and grow, and living life looking forward while learning lessons looking backward. The document also recommends focusing on making meaning over money. It notes the three stages of startups as ideation, validation, and actuation, and that the journey will involve learning how to navigate obstacles through a "startup slalom."
World of blockchain opportunities and challenges
The document discusses the opportunities and challenges presented by blockchain technology. It describes how blockchain can disrupt existing industries by enabling new levels of performance and facilitating new business models. Blockchain creates a distributed ledger that eliminates duplication, allows secure record keeping, tracks provenance, and more. It also discusses how blockchain reduces costs and creates new revenue opportunities for organizations. The document outlines barriers to innovation adoption and how to develop a compelling value proposition to increase adoption of disruptive technologies like blockchain.
Teams for technology development (ISPIM)
1. Teams developing technology face challenges like being informal, cross-functional with little training, and having outcomes that are not clear.
2. High-performance teams develop a sense of purpose and direction, embrace complementary skills, make consensus-based decisions incorporating different perspectives, and leverage individual strengths.
3. Embracing diversity improves innovation but is more difficult, as different problem-solving styles are needed at each stage and individuals value their own style over others, creating potential conflicts.
Canadian innovators network
1) Barriers to innovation include changing current processes and procedures, modifying management styles, developing new organizational structures, abandoning existing products, and modifying incentives and company culture.
2) Maxwell's three laws of innovation inertia state that organizations naturally resist change, larger organizations require more force to change, and any force applied to an organization generates an equal and opposite reaction force.
3) The innovation quotient measures five factors that determine an organization's ability to innovate: strategy, culture, processes, resources, and relationships. Organizations need both a performance engine to exploit existing capabilities and an innovation engine to explore new opportunities.
Introduction to Innovation Management for SCFI
This document outlines an agenda and schedule for a two-day workshop on tools and techniques for innovation. Day one covers introductions, goals of innovation, ideation exercises, innovation portfolios, and barriers to innovation. Day two focuses on reviewing exercises, sources of innovation, leadership, implementation, and an concluding exercise. The workshop is led by Dr. Andrew Maxwell and aims to provide frameworks and processes for generating, evaluating, and implementing innovative ideas.
SCFI - Day Two Barriers to Innovation and Sources of Innovation
The document outlines the agenda and schedule for Day 2 of a workshop on tools and techniques for innovation. The schedule includes reviewing concepts from Day 1, discussing innovation portfolios, barriers to innovation, sources of innovation, and innovation implementation. Key lessons from the prior week are reviewed, including establishing innovation goals and criteria. Common causes of innovation failure like poor leadership, communication, and understanding customer adoption are examined. The importance of organizational culture and aligning activities to foster innovation over incremental improvement is highlighted.
Disruption, Innovation and Risk
This document discusses disruption and how to anticipate and manage it. It defines disruption as changes in the marketplace that affect players, interactions, and functions by creating new levels of low-cost and novel solutions. While some changes in business models are difficult to anticipate, changes in technology that enable new levels of performance can be scanned for trends. The document suggests that the most optimal disruptors are new ventures focused on the opportunity without constraints of existing customers. It provides tips for managing innovation risk through mitigation strategies and lean startup approaches, as well as managing an innovation portfolio that assumes most projects will fail.
Technion 2018 info
The document provides information about Lassonde's International Experience Course at the Technion in Israel from May 14 to June 4, 2018. It is a graded, 3-credit course open to undergraduate students from any year interested in entrepreneurship, broadening their cultural exposure, or advanced technologies. The trip includes a bootcamp in Toronto from May 8-12 before traveling to Israel. In Israel, students will spend time in Tel Aviv, Jerusalem, the Dead Sea, and Haifa visiting the Technion campus. Fees for the course are covered but students are responsible for airfare, some tours, and have options for financial support. Security and visa issues are also addressed.
Nserc presentation
The document discusses the importance of commercializing university research and working with industry partners. It notes that there is an increasing focus on commercialization in grant applications. It also discusses the need to understand the difference between incremental and disruptive innovation. Finally, it lists several ways that universities can help in preparing technologies to be adopted, such as by helping to find industry partners, do customer research, and provide funding and IP guidance to get technologies from the lab to market.
Technology commercialization
This document discusses the importance of commercializing university research through technology transfer offices (TTOs). It notes that most TTOs operate at a loss and focus on licensing, while most disruptive innovations never reach customers. The root causes identified include researchers lacking commercialization expertise, research not considering commercial needs, and the commercialization process starting too late. The document advocates for design thinking and taking a customer-centric approach to commercialization from the start of the innovation process. It emphasizes determining customer needs and viable business models to overcome adoption barriers.
BEST intro for Create Dav
BEST at Lassonde School of Engineering offers a holistic approach to engineering education that integrates entrepreneurship skills and experiences. It addresses the need for engineers to better communicate, problem solve, and understand their societal impact. BEST enhances student learning through hands-on activities that develop creativity, teamwork, and an understanding of technology commercialization. It combines engineering courses with business and law courses, as well as experiential opportunities like co-ops, international programs, and competitions, to prepare students for evolving careers and help them achieve their potential.
Investor mindset
Business angels are the second most important source of capital for high-growth ventures. Understanding how business angels make investment decisions is critical for entrepreneurs who want their money. Business angels approach investment opportunities using a boundedly rational approach, where they minimize decision-making effort. They first look at objective venture factors like market size, barriers to entry, and financial viability, then use individual subjective factors to reject opportunities. When assessing risk, business angels examine inherent risk, performance risk, and relationship risk. They also consider the entrepreneur's experience, expertise, and characteristics to assess performance risk, and use behavioral cues to evaluate long-term relationship risk. Business angels also consider the potential exit when making investment decisions.
The imperative of commercializing university research
An overview of why technology commercialization is important for those undertaking research in universities - insights into why the current process is broken and some insights into new apporaches.
Technology commercialization overview
1) The document discusses challenges with commercializing university research and proposes a new approach using design thinking and lean startup methods.
2) Current commercialization success rates are low because research is not designed with commercialization in mind and researchers lack entrepreneurial skills.
3) The proposed approach would apply design thinking to iterate from technologies to applicable customer needs and business models in order to increase commercialization success rates. It focuses on recognizing customer jobs that could provide competitive advantage.
More from Lassonde School of Engineering (20)
Future value of data project overview - lassonde sept 2018
Future value of data project overview - lassonde sept 2018
SCFI - Day Two Barriers to Innovation and Sources of Innovation
SCFI - Day Two Barriers to Innovation and Sources of Innovation
The imperative of commercializing university research
The imperative of commercializing university research
Recently uploaded
RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
Physical pharmaceutics notes for B.pharm students
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.ppt
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Temple of Asclepius in Thrace. Excavation results
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
Geography as discipline
How to Predict Vendor Bill Product in Odoo 17
This slide will guide us through the process of predicting vendor bill products based on previous purchases from the vendor in Odoo 17.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Stack Memory Organization of 8086 Microprocessor
The stack memory organization of 8086 microprocessor.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
A Visual Guide to 1 Samuel | A Tale of Two Hearts
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Mule event processing models | MuleSoft Mysore Meetup #47
Mule event processing models | MuleSoft Mysore Meetup #47
Event Link:- https://meetups.mulesoft.com/events/details/mulesoft-mysore-presents-mule-event-processing-models/
Agenda
● What is event processing in MuleSoft?
● Types of event processing models in Mule 4
● Distinction between the reactive, parallel, blocking & non-blocking processing
For Upcoming Meetups Join Mysore Meetup Group - https://meetups.mulesoft.com/mysore/YouTube:- youtube.com/@mulesoftmysore
Mysore WhatsApp group:- https://chat.whatsapp.com/EhqtHtCC75vCAX7gaO842N
Speaker:-
Shivani Yasaswi - https://www.linkedin.com/in/shivaniyasaswi/
Organizers:-
Shubham Chaurasia - https://www.linkedin.com/in/shubhamchaurasia1/
Giridhar Meka - https://www.linkedin.com/in/giridharmeka
Priya Shaw - https://www.linkedin.com/in/priya-shaw
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
HYPERTENSION - SLIDE SHARE PRESENTATION.
IT WILL BE HELPFULL FOR THE NUSING STUDENTS
IT FOCUSED ON MEDICAL MANAGEMENT AND NURSING MANAGEMENT.
HIGHLIGHTS ON HEALTH EDUCATION.
Recently uploaded (20)
RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
RHEOLOGY Physical pharmaceutics-II notes for B.pharm 4th sem students
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering.pptx
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.ppt
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.ppt
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
NEWSPAPERS - QUESTION 1 - REVISION POWERPOINT.pptx
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...
SWOT analysis in the project Keeping the Memory @live.pptx
SWOT analysis in the project Keeping the Memory @live.pptx
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...
Mule event processing models | MuleSoft Mysore Meetup #47
Mule event processing models | MuleSoft Mysore Meetup #47
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
Why you will fail to be a successful technology entrepreneur
- 1. Why you will Fail to be a Successful Technology Entrepreneur Dr. Andrew Maxwell Bergeron Chair in Technology Entrepreneurship August 21, 2018
- 2. Overview of this experience…. • Introdcutions? • Why is Technology Entrepreneurship Important? • Can you Learn about Technology Entrepreneurship? • Is it possible to Link Design Thinking to Venture Creation? • What are the Myths of Entrepreneurship? • How did your perceptions of Technology Entrepreneurship Change?
- 3. University of Toronto WhatIdid: • WorkedatInnovationsFoundation • TaughtTechnologyCommercializationatRotman • TaughtTechnologyEntreprenerushipinMBiotech • StartedtheExceler@tor–Technologyincubator WhatIobserved: • Wedidn’t knowhowtoteachentrepreneurship • Technologycommercializationprocessisflawed • Universitiesdidn’tknowhowtomanageeither • No-oneunderstoodtheimportanceoftechnologyventures 3
- 4. Importance of Commercializing University Research Why is Technology Entrepreneurship Important?
- 5. Importance of Experiential Learning 5 Concrete Experience Reflective Observation Abstract Conceptualization Active Experimentation Kolb, D. A. (1984). Experiential learning, Prentice
- 6. University of Waterloo WhatI did • PhDin Managementof Technology • JoinedCanadianInnovationCentre • TaughtEngineers- TechnologyEntrepreneurship WhatI observed • Wedidn’tstudytheentrepreneurialprocess • Weignoredthepeoplesideof entrepreneurship • Wehada poor understandingof investmentdecisions 6
- 7. Place your screenshot here 7 • Use a Sequential Elimination Process • Make non - compensatory decisions • Audit trust behaviours Lessons from Dragons’ Den
- 9. What is Entrepreneurial Engineering? WhatI amdoing • Teaching Creative Problem Solving/Design Thinking • Leading International Entrepreneurial Experience • Supporting co-curricular activities How I am doingit • Transforming students’ learning in class • Guiding experiential learning journeys • Fostering co-curricular learning activities • Linking design thinking to venture creation 9
- 11. In class20sticksofspaghetti oneyardtape oneyardstring onemarshmallow+ + + The Marshmallow Challenge: In teams, build the tallest free standing structure in 18 minutes Use only
- 17. Can you learn about Technology Entrepreneurship? • What is it? • What do we know about successful Technology Entrepreneurs? • Is there a Venture Creation Process? • How will you decide if you are destined to be a Successful Technology Entrepreneur?
- 18. The Myths of Technology Entrepreneurship
- 19. It starts with a great idea
- 20. New ventures are started by individuals
- 21. Entrepreneurs are risk takers
- 22. Entrepreneurs are motivated by money
- 23. Your boss knows more than you
- 24. Venture creation process is linear
- 25. Important to focus on good solutions
- 26. Best Ideas Win
- 27. Make your customer take a leap of faith
- 28. Important to focus on the right project
- 29. Importance of Commercializing University Research What did you learn today?
- 30. Andrew Maxwell PhD Associate Professor, Bergeron Chair in Technology Entrepreneurship Lassonde School of Engineering bestmax@yorku.ca www.innovationcartography.com Making sense of the pieces