This document discusses entrepreneurship and innovation. It begins by defining the entrepreneur and innovator based on Joseph Schumpeter's work. It then discusses what qualifies as "new" when defining innovation. The document outlines the traditional entrepreneurial process and compares it to the "upsidedown" process focused on leveraging networks and resources rather than initial ideas. It emphasizes that entrepreneurship is shifting from being assumption-based to resource-based. The rest of the document provides models for assessing resources, values and developing business ideas in groups using tools like the business model canvas.

1. Newton M. Campos, Ph.D.
THEMYTH
OFTHEIDEAand the Upsidedown Startup
Google Partners LEAD Brazil – Executive Education

2. Check In

3. The Entrepreneur
1998

4. 1999

5. 2000

6. 2000-2015

7. 14082001

8. 2001

9. 2001

10. Picture:
Jenny
(The
Style
PA)

11. The Schumpeterian Entrepreneur (1934):
1) Develops a new product or new kind
of product.
2) Develops a new way to produce or
sell a product.
3) Explores a new market.
4) Identifies new providers or new
sources of raw material.
5) Organizes a new way to do business
in an existing sector.

12. Manual de Oslo (2005)
An innovation is the
implementation of a new or
significantly improved product
(good or service), or process, a
new marketing method, or a
new organizational method in
business practices, workplace
organization or external
relations.

13. What does it mean to be "new" for you?

14. Picture:
Jorge
Royan
(Wikimedia).
Portrait
of
a
man
in
Delhi.
The "new" is always limited in time!
What does it mean to be "new" for you?

15. The Entrepreneur
1998
Innovator with (temporary) impact in society.

17. 2003

18. 2003
20 potential businesses

19. 2004

20. This idea is great but it will enter this country when we [the
industry] decide and by the hands of whoever we decide.

21. 2006

22. 2007

23. The Entrepreneurial Process
Time
IndustryBenchmark
Informal
Formal
t0 t1
Feasibility
Emergence
Growth
IllusoryStability
t2 t3 t4
New Ventures
Large companies
Innovation Challenges

24. Different approaches towards innovation
R&D Management
Product Management
Technology Management
Knowledge Management
IP Management
TRIZ
Project Management
Idea Management
(Idea screening)
Prototyping Management
Patent Mining
Disruptive Innovation
Resource-based
Innovation
(Effectuation)
Creative Behavior
Design Thinking
SCAMPER
Delphi
Lateral Thinking
Theory U
SNA
(Social Network Analysis)
Open Innovation

25. Design Thinking Lean StartupEffectuation Open Innovation

26. 2007

27. 2007

28. I did not had an initial plan, an initial idea.
I did the best I could with the resources I had.
Most people in my position would have done the same.

29. The Upsidedown Entrepreneurial Process
Networked
Resources
The Traditional Entrepreneurial Process
Execution Innovation Entrepreneur
Potential
Entrepreneur
The Idea Execution
Unconnected
Resources

30. Assumption-based Entrepreneurship is quickly losing
ground to resource-based Entrepreneurship.

31. The Entrepreneurial Pool of Resources
Potential Entrepreneur(s) Date
www.upsidedownstartup.com
This work is licensed under the Creative Commons Attribution-Share Alike 4.0 International License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/
or send a letter to Creative Commons, 444 Castro Street, Suite 900, Mountain View, California, 94041, USA.
Social Resources
!!Key!Social!Ties!!
!!Physical!Condi2ons!!!!Personality!Traits!and!
!So5!Skills!!!!Hobbies!and!Personal!Interests!!!!!Geographical!
and!Organiza2onal!Knowledge!!!!Social,!Religious!and!Ethnic!
Membership!!!!Social!and!Professional!Reputa2on!
!!Hard!Skills!and!Professional!Knowledge!
!!Industry!Exper2se!
Organization
Resource! Ownership! Place! Scarcity! Demand! Value!
version 1.0
Icons made by Zurb Freepik Flaticon is licensed by Creative Commons BY 3.0
The Entrepreneurial Pool of Resources
Potential Entrepreneur(s) Date
www.upsidedownstartup.com
This work is licensed under the Creative Commons Attribution-Share Alike 4.0 International License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/
or send a letter to Creative Commons, 444 Castro Street, Suite 900, Mountain View, California, 94041, USA.
Economic Resources
Organization
Resource! Ownership! Place! Scarcity! Demand! Value!
!!Personal!Savings!
!!Equipment,!Real!Estate,!Goodwill!and!!
Customer!Base!!!!Family,!Friends!and!Angel!Investors!!
!!Prototypes!and!MVPs!!!!Patents,!Copyrights!and!Brands!
!!Angel!Customers!!!!Spinoffs!!!!Licenses!and!Contracts!
!!Financial!Loans!!!!Crowdfunding!!!!Incubators!and!
Accelerators!!!!Government!and!Private!Grants!and!
!Awards!!!!Venture!Capital!
version 1.0
Icons made by Zurb Freepik Flaticon is licensed by Creative Commons BY 3.0
&

32. Experiences
Passions
Knowledge
Skills
Contacts

33. Angel Customer
Prototype
Savings, Family's
or Friend's Support
Government
Programs
Bootstrappable
Product

34. Open the door!

35. 2001

36. Explaining
the Check In

37. Let's get to work!

38. In 20 minutes:
• Identify your main entrepreneurial resources.
• Identify your main values.
• Identify your largest dreams (personal and professional).

39. Experiences
Passions
Knowledge
Skills
Contacts
Angel Customer
Prototype
Savings, Family's
or Friend's Support
Government
Programs
Bootstrappable
Product

40. Accountability
Accuracy
Achievement
Adventurousness
Altruism
AmbiBon
AsserBveness
Balance
Being
the
best
Belonging
Boldness
Calmness
Carefulness
Challenge
Cheerfulness
Clear-­‐mindedness
Commitment
Community
Compassion
CompeBBveness
Consistency
Contentment
Cont.
Improvement
ContribuBon
Control
CooperaBon
Correctness
Courtesy
CreaBvity
Curiosity
Decisiveness
DemocraBcness
Dependability
DeterminaBon
Devoutness
Diligence
Discipline
DiscreBon
Diversity
Dynamism
Economy
EffecBveness
Efficiency
Elegance
Empathy
Enjoyment
Enthusiasm
Equality
Excellence
Excitement
ExperBse
ExploraBon
Expressiveness
Fairness
Faith
Family-­‐orientedness
Fidelity
Fitness
Fluency
Focus
Freedom
Fun
Generosity
Goodness
Grace
Growth
Happiness
Hard
Work
Health
Helping
Society
Holiness
Honesty
Honor
Humility
Independence
Ingenuity
Inner
Harmony
InquisiBveness
InsighRulness
Intelligence
Intellectual
Status
IntuiBon
Joy
JusBce
Leadership
Legacy
Love
Loyalty
Making
a
difference
Mastery
Merit
Obedience
Openness
Order
Originality
PatrioBsm
PerfecBon
Piety
PosiBvity
PracBcality
Preparedness
Professionalism
Prudence
Quality-­‐orientaBon
Reliability
Resourcefulness
Restraint
Results-­‐oriented
Rigor
Security
Self-­‐actualizaBon
Self-­‐control
Selflessness
Self-­‐reliance
SensiBvity
Serenity
Service
Shrewdness
Simplicity
Soundness
Speed
Spontaneity
Stability
Strategic
Strength
Structure
Success
Support
Teamwork
Temperance
Thankfulness
Thoroughness
ThoughRulness
Timeliness
Tolerance
TradiBonalism
Trustworthiness
Truth-­‐seeking
Understanding
Uniqueness
Unity
Usefulness
Vision
Vitality
Source:
Mindtools.com

41. Na sua opinião, quais
seriam as melhores
equipes?
Aquelas compostas por
membros que
compartilham valores e
sonhos e possuem
recursos complementares.

42. In 60 minutes:
• Gather in random groups of 5 people.
• Share your resources, values and dreams.
• Develop a potential MVP taking advantage of them.
• Develop a 3m elevator pitch based on a BM Canvas.

44. 1 – Segmento de clientes
Para quem estamos criando valor?
Quem são nossos clientes mais importantes?
2 – Proposta de valor
O que estamos oferecendo para os nossos clientes?
Quais problemas dos nossos clientes estamos ajudando a resolver?
3 – Canais
Quais canais de comunicação, distribuição e venda usaremos para
entregar nossa proposta de valor aos clientes?
4 – Relacionamento com clientes
Que tipo de relacionamento queremos estabelecer com os clientes?
Como este relacionamento está integrado ao modelo de negócio?
5 – Fontes de receita
Quanto os nossos clientes querem pagar pela nossa proposta de valor?
Como os nossos clientes preferem pagar?

45. 6 – Recursos-chave
Quais recursos são necessários para fazer o modelo negócio
funcionar?
7 – Atividades-chave
Quais são as atividades mais importantes para fazer o modelo de
negócio funcionar?
8 – Parcerias
Quais as parcerias necessárias para criar e entregar a nossa proposta
de valor?
9 – Custos
Quais são os custos mais importantes relacionados a operação do
modelo de negócio?

47. Let's get to work!

48. Business Model Canvas x Busines Plan
Fonte:
Adaptado
de
Marcelo
Nakagawa
(Revista
PEGN,
Julho
de
2015)
Design
Thinking
Customer
Development
Lean
Startup
EffectuaBon
Business
Plan
Business
Model
Canvas

49. 10 Exemplos de bons pitches
• O
"X
do
Y":
Usar
projetos
famosos
como
referência.
"Somos
(ou
seremos)
o
McDonald's
da
comida
árabe,
o
LinkedIn
dos
médicos,
Airbnb
dos
cachorros,
Pokémon
dos
celulares,
etc.
• TracBon:
"Mal
começamos
e
já
temos
uma
curva
de
adoção
X.
Precisamos
do
seu
apoio
para
conBnuarmos
neste
caminho".
• CriaBvidade
de
palco:
Trazer
uma
maquete,
um
site
beta,
etc.
Trazer
um
bombom,
um
violão,
etc
para
a
audiência.
• História
pessoal:
Tipo
TED.
"Sempre
Bve
dificuldade
com
X
e
acho
que
muitas
pessoas
também
têm."
• Number
crunching:
Cálculos
simples,
rápidos
e
sequenciais
(que
possam
ser
seguidos
pela
audiência)
que
provarão
que
o
projeto
é
bom.
Source:
Adapted
from
Jason
Shen's
blog.

50. • Resultado
de
pivotagem:
"Começamos
fazendo
X
e
encontramos
Y."
Prova
de
experiência
no
campo.
• Mensageiro
do
futuro:
"O
mercado
passou
por
todas
estas
fases.
A
próxima
fase
exigirá
X
produto."
Conhece
bem
o
mercado.
• Dream
team:
"Temos
a
mescla
de
habilidades
perfeitas
para
triunfar
no
setor!"
• Escalando
serviços:
"Criamos
uma
forma
de
escalar
um
serviço
ainda
feito
de
forma
artesanal."
Usa
padronização
de
processos,
somware,
etc.
Ex:
Franchise.
• Tecnologia
incrível:
"Nosso
produto
é
incrível,
mesmo!"
Normalmente
relacionado
a
hardware
ou
novos
materiais.
• Barateamento
extremo:
"Conseguimos
reduzir
fortemente
o
custo
do
produto!"
10 Exemplos de bons pitches
Source:
Adapted
from
Jason
Shen's
blog.

51. newton.campos@fgv.br
facebook.com/newton.campos.phd
@phdnew
amazon.com/Myth-Idea-Upsidedown-Startup-Entrepreneurship/dp/1490992944/
Keep in touch!