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Innovation EcosystemConstruction Worker
Political Assistant Amsterdam Deputy MayorCivil ServantCinemaTrendwatcherKnowledge LandPM OfficeConsultantProfessorClimate-KIC
Talent&
Knowledge
Business SmartMoney
GovernmentPolicy
Interaction
Talent&
Knowledge
Business SmartMoney
GovernmentPolicy
Interaction
Talent&
Knowledge
Business SmartMoney
GovernmentPolicy
Interaction
1891
Talent&
Knowledge
Business SmartMoney
GovernmentPolicy
Interaction
1891
1939
Talent&
Knowledge
Business SmartMoney
GovernmentPolicy
Interaction
1891 1941
1939
Talent&
Knowledge
Business SmartMoney
GovernmentPolicy
Interaction
1891 1941
1951
1939
Talent&
Knowledge
Business SmartMoney
GovernmentPolicy
Interaction
1891 1941
1951
1939 1958
Innovation&
Entrepreneurship
July 17th 2013,Journey Wageningen
Innovation&
Entrepreneurship
July 17th 2013,Journey Wageningen@fnauta
Program
9:00 - 10:30 What is innovation?
10.45 - 12.15 What is a startup?
12.15 - 13.15 Lunch
13.30 - 15.15 Introduction Negotiations
15.30 - 17.30 What is a Business Model?
17.30 - 18.30 Incubators visit, meet & greet entrepreneurs and drinks & bites
0This is a
revolutionary time
Innovation is brutal
Fisker $ 1.200 M
Better Place $ 850 M
A123 350 + ? M
Solyndra 1.000
Miasole 450
VPG 400
Coda 320
1Innovation
What is innovation?
"Innovation is creativity with a job to do"
John Emmerling
What is innovation?
innovate |ˈin"ˌvāt|verb [ no obj. ]make changes in something established, esp. by introducing new methods, ideas, or products: the company's failure to diversify and innovate competitively.• [ with obj. ] introduce (something new, esp. a product): innovating new products, developing existing ones.
What is innovation?
People creating value through the implementation of new ideas
Herman D'hooge, Intel
What is innovation?
People creating value through the implementation of new ideas
Herman D'hooge, Intel
The problem with innovation:
the best ideas don't win!
Five success factors
1. Comparative advantage
2. Compatibility
3. Complexity
4. Testability
5. Visibility
Five success factors
1. Comparative advantage
2. Compatibility
3. Complexity
4. Testability
5. Visibility
Exercise
Exercise
• Groups of 4 to 5 students
• Analyse it with Rogers 5 factors
• Group discussion after break
Five success factors
1. Comparative advantage
2. Compatibility
3. Complexity
4. Testability
5. Visibility
Do people resist change?
Some people love change
2%innovators
14%early adopters
34%early majority
34%late majority
16%laggards
source: Everett Rogers, 2001
Some people love change
2%innovators
14%early adopters
34%early majority
34%late majority
16%laggards
source: Everett Rogers, 2001
...others not so much
Nerds
Visionairy
Pragmatic Conservative
Sceptic
{
'Valley of Death'
Further reading
• Rogers - Diffusion of Innovations
• Moore - Crossing the Chasm
Dynamics ofInnovation
Innovation is a puzzle1873 1882 1899
Tablet Computer
GridPad
Innovation is a puzzle
1989
Innovation is a puzzle
1989 1996
Innovation is a puzzle
1989 1996 2001
Innovation is a puzzle
1989 1996 2001 2010
Innovation is a puzzle
1989 1996 2001 2010
2007
Further reading
• On the Origin of Species - Darwin
• Mastering the Dynamics of Innovation -
Utterback
• Adapt - Tim Harford
2Startups
What is entrepreneurship?
Entrepreneur(ial)
~ORIGIN early 19th cent. from French, from entreprendre ‘undertake’
~one who organizes, manages, and assumes the risks of a business or enterprise
-ial: ~not afraid to undertake a challenge
Entrepreneurship
The process by which individuals – either on their own or inside organizations – pursue opportunities without regard to the resources they currently control
Stevenson, 1989
What is a startup?
• Temporary organization
• designed to search
• for a repeatable
• and scalable business model
Blank, 2012
What is a startup?
A very risky and extremely powerful innovation tool
Nauta, 2013
Very Risky...
Fisker $ 1.200 M
Better Place $ 850 M
A123 350 + ? M
Solyndra 1.000
Miasole 450
VPG 400
Coda 320
It's how all big companies start
IBM
Entrepreneurship
The process by which individuals – either on their own or inside organizations – pursue opportunities without regard to the resources they currently control
Stevenson, 1989
IBM & startup
Toshiba T-1100:
Intrapreneurs
Excellent resources
• paulgraham.com/articles.html
• WIRED Y-combinator article
• www.steveblank.com
• techcrunch.com
• FastCompany.com
• WIRED.com
• www.businessmodelgeneration.com
Excellent resources
• blog.cleantech.com
• ecorner.stanford.edu
- Stanford Technology Ventures Program podcast (also video)
• www.ted.com
Further reading
• Startup Owners Manual - Steve Blank
• Founders at Work - Livingston
• Raising Verture Capital for Serious
Entrepreneurs - Berkery
3Everything isnegotiable
Do's
• Ask questions, ask questions, ask questions
• Repeat what the other party said
• Make sure you're not in a hurry
• Be friendly
• Say 'Yes, and...'
Dont's
• Argue
- 'Yes, but...', 'With all due respect...', 'I hear what you say...'
• Reduce complexity
• Apply pressure
• 'In between deal'
• Say yes
• Say no
4Business Model
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments 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 our 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?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
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 Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
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 Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
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Value Propositionin 7 steps:
1. FOR [the ideal customer]
2. WHO [has this specific pain or problem]
3. OUR [product name]
4. IS A [product category]
5. THAT PROVIDES [this main benefit and reason to buy]
6. UNLIKE [the primary alternative or competitor]
7. OUR PRODUCT [describe the key product features]
Intermezzo
How to have impact
Grit!
'Grit is stamina and perseverance for very long term goals'
'Grit is living life like it's a marathon, not a sprint'
6How we
can work together
How we can work together
• Interships at Climate-KIC startups
• Interships in China, India and USA
• ARPA-E conference 2014
• Do a startup!!!
Interships
ShanghaiBengaluruSilicon Valley
Boston Silicon Valley
I wish you lots of griton your Journey...
@fnauta