Engineering Unleashed

DOUGLAS MELTONKERN FAMILY FOUNDATION

ENGINEERING UNLEASHED

3. HOW CAN ENTREPRENEURIAL THINKING BE LEARNED?

2. WHERE ARE THE “LEVERAGE POINTS”?

1. WHAT IS ESSENTIAL FOR PROGRESS & HUMAN FLOURISHING?

25-YEAR RESEARCH QUESTIONS

Vision 76%

Passion 73%

Drive64%

Integrity53%

Innovation49%

Risk-taker46%

http://online.wsj.com/article/SB10001424052970204603004577267271656000782.htmlFrom survey of 685 entrepreneurs. Source Online WSJ,

March 20th, “Can Entrepreneurship Be Taught?”

Resilience42%

Pro-Activeness

Relentless customer focusAbility to team

Flexibility

3. HOW CAN ENTREPRENEURIAL THINKING BE LEARNED?

THE ENGINEER WE NEED HAS AN ENTREPRENEURIAL MINDSET COUPLED

WITH ENGINEERING THOUGHT AND ACTION,

EXPRESSED THROUGH COLLABORATION AND

COMMUNICATION, AND FOUNDED ON CHARACTER.

Hypothesis

MINDSET SKILLSET+

ENGINEERING UNLEASHED

ENTREPRENEURIAL MINDSET

Identifyan opportunity

Performtechnical design

Investigatethe market

Validatemarket interest

Createa preliminary

business model

Communicatean engineering solution

in economic terms

Communicatean engineering solution

LQ�WHUPV�RI�VRFLHWDO�EHQHƓWV

Evaluatetechnical feasibility

customer valueVRFLHWDO�EHQHƓWV

economic viability

Developpartnerships and

build a team

Testconcepts quickly via

customer engagement

Identifysupply chains

distribution methods

Assesspolicy and

regulatory issues

Analyzesolutions

Createa model or prototype

Validatefunctions

Protectintellectual property

Developnew technologies

(optional)

COMPLEMENTARYSKILLS

OPPORTUNITY DESIGN IMPACT

Determinedesign requirements

THESE SPECIFIC SKILLS REINFORCE THE DEVELOPMENT OF AN ENTREPRENEURIAL MINDSET

the traditional engineering

skillset needs expansion

Identifyan opportunity

Performtechnical design

Investigatethe market

Validatemarket interest

Createa preliminary

business model

Communicatean engineering solution

in economic terms

Communicatean engineering solution

LQ�WHUPV�RI�VRFLHWDO�EHQHƓWV

Evaluatetechnical feasibility

customer valueVRFLHWDO�EHQHƓWV

economic viability

Developpartnerships and

build a team

Testconcepts quickly via

customer engagement

Identifysupply chains

distribution methods

Assesspolicy and

regulatory issues

Analyzesolutions

Createa model or prototype

Validatefunctions

Protectintellectual property

Developnew technologies

(optional)

COMPLEMENTARYSKILLS

OPPORTUNITY DESIGN IMPACT

Determinedesign requirements

THESE SPECIFIC SKILLS REINFORCE THE DEVELOPMENT OF AN ENTREPRENEURIAL MINDSET

Identifyan opportunity

Performtechnical design

Investigatethe market

Validatemarket interest

Createa preliminary

business model

Communicatean engineering solution

in economic terms

Communicatean engineering solution

LQ�WHUPV�RI�VRFLHWDO�EHQHƓWV

Evaluatetechnical feasibility

customer valueVRFLHWDO�EHQHƓWV

economic viability

Developpartnerships and

build a team

Testconcepts quickly via

customer engagement

Identifysupply chains

distribution methods

Assesspolicy and

regulatory issues

Analyzesolutions

Createa model or prototype

Validatefunctions

Protectintellectual property

Developnew technologies

(optional)

COMPLEMENTARYSKILLS

OPPORTUNITY DESIGN IMPACT

Determinedesign requirements

THESE SPECIFIC SKILLS REINFORCE THE DEVELOPMENT OF AN ENTREPRENEURIAL MINDSET

Identifyan opportunity

Performtechnical design

Investigatethe market

Validatemarket interest

Createa preliminary

business model

Communicatean engineering solution

in economic terms

Communicatean engineering solution

LQ�WHUPV�RI�VRFLHWDO�EHQHƓWV

Evaluatetechnical feasibility

customer valueVRFLHWDO�EHQHƓWV

economic viability

Developpartnerships and

build a team

Testconcepts quickly via

customer engagement

Identifysupply chains

distribution methods

Assesspolicy and

regulatory issues

Analyzesolutions

Createa model or prototype

Validatefunctions

Protectintellectual property

Developnew technologies

(optional)

COMPLEMENTARYSKILLS

OPPORTUNITY DESIGN IMPACT

Determinedesign requirements

THESE SPECIFIC SKILLS REINFORCE THE DEVELOPMENT OF AN ENTREPRENEURIAL MINDSET

MINDSET SKILLSET+

a tandem development

Two perspectives

Time Frequency

Who is this for?Why do theycare?

MINDSET SKILLSET

What’s the

+

+

MINDSET SKILLSETWhat’s thebusinessmodel?

Who is this for?Why do theycare?

+

+

Whattrendsmatter?

MINDSET SKILLSET

Who is this for?Why do theycare? What’s the

businessmodel?

+

+

Are thereunexpectedopportunities?

MINDSET SKILLSET

Who is this for?Why do theycare?

Whattrendsmatter?

What’s thebusinessmodel?

+

+

What will theimpact be?(impact = significance x scale)

MINDSET SKILLSET

Who is this for?Why do theycare?Are there

unexpectedopportunities?

Whattrendsmatter?

What’s thebusinessmodel?

+

+

+

Who is this for?Why do theycare?Are there

unexpectedopportunities?

What will theimpact be?(impact = significance x scale)

Whattrendsmatter?

MINDSET SKILLSET+

What’s thebusinessmodel?

AttitudesDispositionsMotivations

Y E SE

N E U R I A L M I N D S E T

E N T R E P R E

E A R S A N D

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Active Sound Control

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L A S I K

RFID Authentication

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L A S I K

C U R I O S I T Y

Rangaswamy Srinivasan is awarded the National Medal of Technology and Innovation and the 2013 National Academy of Engineers Russ Prize

C U R I O S I T Y

Hooray! The engineers are here.

You have to be curious. But then comes “fascination.”

- Gholam Peyman

So what could happen?

Competitors emerge!Battle for “first approval”

Excimer Laser

Trokel, Munnerlyn, &

Stamps form VISX

Corneal Flap Surgery

The valley of FDA approval

At $2000 / eye, market is mature, some say saturated,

in the U.S.

Impact =

Quantitative+ Qualitative 20 millionx

Significance x Scale

As educators, how can we increase

dispositional CURIOSITY?

Active Sound Control

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C O N N E C T I O N S

Signal Processing +

Amp

Secondary(Canceling)Primary

(Source)

Business Model Canvas

Key Partners Key Activities

Key Resources

Cost Structure Revenue Streams

Value Propositions Customer Relationships

Channels

Customer Segments

Design: By: Date:

Iteration: This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.

www.businessmodelgeneration.com

Who are our key partners?Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?

What Key Activities do our Value Propositions require?Our Distribution Channels?Customer Relationships?Revenue Streams?

What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?

What value do we deliver to the customer?Which one of our customer's problems are we helping to solve?What bundles of products and services are we offering to each Customer?Which customer needs are we satisfying?

What type of relationship does each Customer expect?Which ones have we established?How are they integrated with the rest of our business model?How costly are they? How will we maintain them?

For whom are we creating value?Who are our most important customers?

Through which Channels do our Customers want to be reached?How are we reaching them now?How are our Channels integrated?Which ones work best?Which ones are most cost-efficient?How are we integrating them with customer routines?

For what value are customers really willing to pay?For what do they currently pay?How are they currently paying?How would they prefer to pay?How much does each Revenue Stream contribute to overall revenues?

What are the most important costs inherent in our business model?Which Key Resources are most expensive?Which Key Activities are most expensive?

Partner for:Optimization and economyReduction of risk and uncertaintyAcquisition of key resources and activities

Categories:ProductionProblem SolvingPlatforms / Networks

Types:PhysicalIntellectual (brand, patents, copyrights, data)HumanFinancial

Characteristics:NewnessPerformanceCustomization"Getting the Job Done"DesignBrand/StatusPriceCost ReductionRisk ReductionAccessibilityConvenience/Usability

Examples:Personal assistanceDedicated personal assistanceSelf-serviceAutomated servicesCommunitiesCo-Creation

Examples:Mass marketNiche marketSegmentedDiversifiedMulti-sided platform

Channel phases:1. Awareness2. Evaluation3. Purchase4. Delivery5. After sales

Types:Asset saleUsage feeSubscription feesLending/renting/leasingLicensingBrokerage feesAdvertising

Pricing:Fixed - listFixed - feature dependentFixed - customer dependentFixed - volume dependentDynamic - negotiatedDynamic - yield managementDynamic - real-time market

Is it more:Cost driven? (lean cost structure, low value proposition, maximum automation, extensive outsourcing)Value driven? (focused on value creation, premium value proposition)

Characteristics:Fixed costs (salaries, rents, utilities)Variable costsEconomies of scaleEconomies of scope

2. Produce a Branded Product 3. Joint Venture

1. License the Intellectual PropertyGreat technology. Good press. So how are we going to pay the bills?

FORD MOTOR COMPANY TO LICENSE DIGISONIXTECHNOLOGYSTOUGHTON, Wis., May 14 /PRNewswire/ --Nelson Industries, Inc. has granted theFord Motor Company a non-exclusive,worldwide license to use Nelson'sDigisonix(R) active sound and vibrationcontrol technology on Ford passenger carsand light trucks. Nelson and Ford currentlyare engaged in the third year of adevelopment project relating to theapplication of active sound and vibrationcontrol to passenger cars and lighttrucks...

1. License the Intellectual PropertyGreat technology. Good press. So how are we going to pay the bills?

OEM’s, JV’s, Direct Sales

Digisonix & others(1990-2000)

So what happened?

Lueg (1936) Olson (1961)

Digital Signal Processors (1980’s)

Nelson Inc.- Active

15 years of silence

2014

C O N N E C T I O N S

As educators, how can we increase

CONNECTIONS, as a habit-of-mind to connect information and implications?

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CREATING VALUE

RFID Authentication

CREATING VALUE

As educators, how can we increase

our students inclination CREATE VALUE

for others, whether through

projects, research, or entire careers?

KERN ENTREPRENEURIAL ENGINEERING NETWORK

Teaching Methods (Pedagogy, Games, Etc.)

Assignments, Simulations

64

Projects

Community Projects

66

Inter-Collegiate Projects

On-Line and Flipped Courses

Extra-Curricular & Living-Learning Communities

67

Case Studies

ENTREPRENEURIAL MINDSET

4. HOW AND WHEN CAN THE IMPACT BE MEASURED?

3. HOW CAN ENTREPRENEURIAL THINKING BE LEARNED?

2. WHERE ARE THE “LEVERAGE POINTS”?

1. WHAT IS ESSENTIAL FOR PROGRESS & HUMAN FLOURISHING?

25-YEAR RESEARCH QUESTIONS

WORKING GROUPS

Assessment Subnets

4. HOW AND WHEN CAN THE IMPACT BE MEASURED?

3. HOW CAN ENTREPRENEURIAL THINKING BE LEARNED?

2. WHERE ARE THE “LEVERAGE POINTS”?

1. WHAT IS ESSENTIAL FOR PROGRESS & HUMAN FLOURISHING?

A BOLD EXPERIMENT

KERN ENTREPRENEURIAL ENGINEERING NETWORK

Weenableanetworkofeducators

whoshareasetofidealsandideasabouttheimportanceofentrepreneurialmindset.

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bit.ly/mindsetmatters_at_fie

Wedon’tsellanything.Nooperatorsarestandingby.

Wedon’thaveaprescrip<veprogram.

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bit.ly/mindsetmatters_at_fie

bit.ly/keenmindsetmatters(CREATING VALUE video)

THANKYOU!