Styremøte 2014 08-11 lq

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«nye» mYouTime board meeting 11.august 2014

King Henry of Germany delivering a lecture at the University of Bologna, year 1233.What have changed?

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mYouTime «SMMILe»«Social Mobile Micro Learning»

“mYouTime’s vision: futures learning intensive society & the new context of learning - when,

how, why, what and from whom we learn”

“mYouTime’s mission: Enabling learning regardless of geography, time, gender & societal

constraints”

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Agenda styremøte1. Velkommen om bord!2. Møteledelse, referat etc

3. Formalia ifm deal m Amendor4. Smakebit strategi

5. Selskapsstruktur / hovedansvar6. ToDo

7. Kommunikasjon med styret8. Årets styremøter

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First in. Still alone. Ease of use. Peer2peer focus. International skills. Match w Conexus. Attracts

international interest. Entry at attractivecustomers. Restart. Lightfooted.

Lack of (relevant) content. UGC is demanding. Conversion rate. Just one rev.model.

Capitalisation. Smell of garage. Admin & maintenance. NIH. Greed –memento mori.

Unfinished technology.

Internet safety. Limited / expensive WiFi accessin 3. world. Freeware. Wrong strategy.

Positioning. Globalization. BRICS etc. Smartphone/internet penetration. Old school is

boring – alienating. Need2KnowNow. Want2know. Affiliation.

Quick SWOT of mYouTime AS:

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Interne ledestjerner1. Vi skal strekke oss etter stjernene.

2. Think global, act local.3. Dominente i vår andedam.4. La oss gjøre vårt beste.5. La oss jobbe sammen.6. La oss slukke branner.

7. La oss skape noen branner.8. Respekt for fagkunnskap.

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Verdigrunnlag1. User happiness.

2. Sharing.3. Celebration.4. High on CSR.

5. Correlation between RNWC & employee happiness.6. Supervised burnrate.

7. Attract best brains possible, stay as small and lightfooted as possible.8. Sharp, common, digested international strategy.

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1. Hvor er vi? 2. Hvorfor er vi her?

3. Hvor skal vi?4. Hva har vi gjort for å komme dit?5. Hva må vi gjøre for å komme dit?1. Hvor er vi?

2. Hvorfor er vi her?3. Hvor skal vi?4. Hva må vi gjøre for å komme dit?5. Hva har vi gjort for å komme dit?

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Inntektsmodeller PayPrView (Google, Twitter, FB)

Årsavgift (Spotify)

PayPerLearning(Finn.no, NKI, NKS)

PayPrSale(PriceRunner, Spotify)

Teknologisalg(BI, NHH, Bærum, Unesco,

OECD)

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https://www.youtube.com/watch?v=eakKfY5aHmY

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What is progress?

1665 1893 2003

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AftenpostenSøn. 10/8

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Inspiration 1a

http://www.ted.com/talks/ken_robinson_says_schools_kill_creativity

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mYouTime utviklingsmodell

Idédugnad

Oppgavebeskrivelse

Kategorisere

Oppgavebeskrivelse

Analyse

Oppgavebeskrivelse

Handle

Oppgavebeskrivelse

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LønnsomLedig

Langsiktig

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Forventninger til styret:1. Styrets ansvar og oppgaver – skape en felles forståelse

2. Utarbeide styreinstruks – forenkler og synliggjør hva, hvorfor og hvordan3. Forstå virksomheten – gjør seg kjent med virksomheten

4. Utarbeid årsplan for styrets arbeide5. Evaluer eget styrearbeide – sammensetning og effektivitet

6. Prioriter strategiarbeide – tenk fremtid 7. Styreprotokoll – verdidokument for virksomheten

8. Daglig leder – samspill med styreleder og styret9. Forholdet til revisor

10. Få implementert god styring og ledelsesrapportering

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Forventninger til daglig leder

1. Mål for stillingen2. Organisasjon og plassering

3. Ansvar og myndighet4. Fullmakter og økonomiske rammer for beslutninger

5. Generelle arbeidsoppgaver for daglig leder

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Crossroad 0Technology or service?

«Der kunde ist König»1. Vi skal utmerke oss.

2. Vi leverer løsninger. Vi gjør kundene våre innovative og konkurransedyktige.3. Vi skal være viktige for de kundene vi har.

4. Vi skal bli største leverandør hos kundene våre.5. Vi skal ha de beste kundene.

6. Vi skal være innovative og annerledes.7. Vi skal investere i kundene våre.

8. Dont ask any questions…9. Det skal være artig å handle med mYouTime.

10. Vi skal tjene penger.11. Mye penger.

12. Vi skal feire våre landevinninger. Dele seierne.

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Learning?

InformalFormal

Crossroad 1

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Markets?

EducationHR

Crossroad 2

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Users?

C2CB2B

Crossroad 3

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Product?

ContentTechnology

Crossroad 4

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Revenue model?

GrantsCommercial

Crossroad 5

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Market intro?

Pay4AllFree4All

Crossroad 6

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Technology model?

Collaborativefragmented

Proprietarystandalone

Crossroad 7

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Speed?

VCBreak even

Crossroad 8

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Territory?

GlobalNorway

Crossroad 8

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Territory?

GlobalNorway

Crossroad 8

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Need?

Performancesupport

Learning

Crossroad 9

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Product life cycle: Hvor er vi?

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Bør vi bli populære?

En disruptiv innovasjon er en nyskapning som forstyrrer et eksisterende marked. Begrepet brukes i forretnings og teknisk litteratur for å beskrive innovasjoner som forbedrer et produkt eller en tjeneste på en måte som markedet ikke forventer, vanligvis ved å senke prisen eller designe for et annet sett med forbrukere. Den disruptive innovasjonen vil som regel være enklere, billigere og mer praktisk enn de etablerte produktene i de tradisjonelle markedene.Vi skiller mellom disruptive og «sustaining» innovasjoner. Sistnevnte referer til innovasjoner som gir bedre ytelse enn det som tidligere har vært tilgjengelig for mer krevende, high‐end kunder.

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Wikipedia:Henry Mintzberg defines strategy as "a pattern in a stream of decisions" to contrast with a view of strategy as planning,[while Max McKeown argues that "strategy is about shaping the future" and is the human attempt to get to "desirable ends with available means". Vladimir Kvintdefines strategy as "a system of finding, formulating, and developing a doctrine that will ensure long‐term success if followed faithfully.

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# Tiltak Beskrivelse Ansv Frist Budsjett

1 Oppstart ConexusOrient

Få i gang R&D Morten/Gunnar

Done 0

2 Kjøpsavtale Arvid fronter mot Amendor og får på plass avtaleverket, ikke minst får i gang pkt 1 over her

Arvid 10.8 ‐

3 Styremøte 11.8 Se innkalling Gunnar Done ‐

4 R&D liste Gunnar utarbeider liste over features på Google Docs til pkt 1 over. Tar møte med Morten.

Gunnar Done ‐

5 User manuals 1 utgave av user manuals engelsk og norsk på Google Docs Gunnar Done

6 Kundeoppfølging Booke møter sammen med Conexus med eksisterende kunder BI, NHH, www.nr.no, Bærum kommune, www.berendsen.no. Fokus på å spre entusiasme samt lytte til, avklare behov. forventninger, krav

Gunnar 15.8

7 Innsalg Sammen med Conexus lage enkel plan for (1) følge opp eksisterende kunder, (2) bearbeiding av eksisterende prospekter, (3) bearbeide/informere eksisterende CX kunder

Gunnar 25.8

8 Systemintegrasjon Koordinere/overføre – slik at MT i størst mulig grad tilpasser seg rutiner og systemer allerede etablert i CX. Gjelder fx regnskap, salgsrapportering, kalendersynkronisering, epost, web, intranett, mobilbruk, kontor, møter

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9 R&D plan På basis av pkt pkt 1, 4 og 6 over, samt R%D plan for Conexus og, samkjøring mot den, lage en R&D plan for MT

Morten? 20.8

10 Vannskille I alt vi gjør markere et vannskille i profesjonalitet, leveranse og fremdrift Alle

11 Dugnad Få med eiere, styremedlemmer og nøkkelansatte i CX til å løfte, løpe i lag! Alle

12 USA Følge opp leads fra USA Gunnar Done

13 Kagge Følge opp siste 12 mndr diskusjoner Steinar/Gunnar

12.8

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11.8.2014 – board meeting

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1. Save mice & men

2. Take care of excistingcustomers

3. Maximize user happiness –mean a lot for someone

4. Good cooperation with Conexus in particularConexus Orient

5. Good cooperation with owners and board

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Product life cycle: Hvor er vi?

DevelopmentIn the development stage, the product goes through testing and a prototype is developed. This is after considerable market research to identify consumer needs and wants. If the product is deemed commercially viable, then the product may be put into mass production and launched. It is important to remember at this stage expenditure for the company is high. No income is being received as there are zero sales. This is the first stage of the product cycle lifespan.Introduction

This is the stage in which a new product is first made available in the market. In the introduction stage, customers are few, competition is less, sales are low, risk is high and profits are low or nil. There are heavy distribution and promotion expenses. This stage is full of risks and uncertainties. prices are also high because(1) costs are high due to low level of output.(2) technological problems in production may not have been solved, and(3) high profit margins are required to support the heavy promotion expenditure. the product at the introduction stage requires high activity in promotion.

GrowthIf the product is popular with consumers, then sales will start to rise. It may be a rapid growth or a slower one. Rapid growths that fall away just as quick are called 'Fads'. That process is known as Growth. Advertising is often still heavy at this point

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Core product: Hva selger vi?

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What is learning?

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What is progress?

1665 1893 2003

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The new context of learning by UNESCO’s www.rielmiller.com The how, when, why, what and from whom we learn are changing so dramaticallythat PhD’s from universities like MIT , Stanford etc may be only 19 years in 2020.

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mYouTime

«Guerilla learning»

«Everyone is a teacher. And a

student»

«Snapshat for learning»

«Slick»

«School is stoneage»

“Idle idol learning”

“Learning 24/7”

«Learning undercover»

«Learning is fun»

«Intelligent accesscontrol»

«Planned Unplannedlearning»

«Stuctured Peer2peer Based Performance

support»

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Learn from today’s leadersLearn from

today’s leaders

Learn from (unknown) friends

Learn from (unknown) friends

Actions speakslouder than wordsActions speaks

louder than words

Small is beautifulSmall is beautiful

A picture tells more than 1000 words

A picture tells more than 1000 words

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A mYouTime is a multimedia presentation optimized for Android/iOS smartphones and tablets. mYouTimes may be created ad hoc and

distributed to relevant members of an organization. A couple minutes to create, a minute to experience.

mYouTimes are used in learning intensive organizations wherelearners use their idle time to develop skills on the go.

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mYouTime Specifications:1. A learning package may consist of the 4 elements text,

picture, sound and video – followed by a quiz.2. All student responses is tracked.

3. All users may create content to supplement content created by coach/teacher.

4. Optimized for smartphones, but also works on PC5. Works offline after content is downloaded

6. Lessons learned from social media proves that limitations are more important than options in a mobile learning context

7. Responsible design, universal design

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User case 1: Crisis prevention

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User case 2: Crisis management

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User case 3: Structured Performance support

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«nye» mYouTime board meeting 11.august 2014www.mYouTime.com – mikrolæring på farten

User case 4: Best practise

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User case 5: Peer2Peer learning in secondary school

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User case 6: Internal training and performance support www.berendsen.com

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User case 7: Used in traditional classroom for 18000 students and 1500 teachers at secondary school www.hugs.no

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User case 8: Used as conference app for 1200 attendees at Scandinavia’s largest edtech convention www.nkul.no

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User case 7: Used for formal adult training at Europe’ssecond largest business school www.BI.no

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The hole in the wall projecthttps://www.ted.com/talks/sugata_mitra_build_a_school_in_the_cloud#t-144910

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“Our youth now love luxury. They have bad manners, contempt for authority; they show disrespect for their elders and love chatter in place of exercise; they no

longer rise when elders enter the room; they contradict their parents, chatter before company; gobble up their

food and tyrannize their teachers.”

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“Everybody is a genius. But if you judge a fish by its ability to climb a tree, it will live its whole life believing that it is stupid.”

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Saul Carliner, professor at Concordia University in Montreal, researched whether ROI (return on investment) was worthwhile for measuring training’s value. 1. 78% of all training is assessed for satisfaction. 2. Just 38% of programs are evaluated for learning, 9% for transfer, and 7%

for impact. 3. 10% didn’t measure anything and almost 88% only measured completion.

How Should We Measure Training's Value?

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When Should We Measure Training's Value?

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The history of mobile learning and performancesupport

‐1000 BC ‐500 BC 0 500 AC 1000 AC 1500 AC 2000 AC

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What can technology do for education and training?

• What is learning?What is learning?

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The learning intensive society & SMMILe (SocialMobileMicroLearning)

1. May no learning be better than inferior learning?2. May inferior learning be more dangerous than smoking?3. Is good learning the same today as for 10 years ago?

4. May we learn 50% more on half the time?5. May we learn from our students/employees?6. May students learn from other students?7. Is unintended learning most effective?

8. May we learn in idle time?9. May we learn all we need in idle time?

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Inspiration 1a

http://www.ted.com/talks/ken_robinson_says_schools_kill_creativity

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Inspiration 1b

Dear Gunnar,

Good to hear from you and thank you for the update on your work and projects........ I'm especially interested in how mobile platforms are transforming education in emerging economies. ...Best wishes for your session in San Diego.

Ken

Sir Ken Robinson1100 Glendon Avenue, Suite 1700Los AngelesCA 90024+ 1 310 689 7550www.sirkenrobinson.com See More

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Inspiration 2

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Inspiration 3

Michael NielsenPhysicist A physicist turned writer, Michael Nielsen believes online communication and collaboration tools are revolutionizing the way we make scientific discoveries.

http://www.ted.com/talks/michael_nielsen_open_science_now

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Micro learning

Aims to provideuseful JIT skills acuired in:

• Tiny learning units• Short‐term

learning activites• Anywhere,

anytime, anyhow, from anyone

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Micro learning

Learning is broken downinto fragments:• Extremely short and

focused• Minutes & seconds• Keywords &

headlines• Distributed

environments• Not all vitamins in

one day neither?

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Spontaneous, continuous learning

Planned learning

Learning activitiesOther activities

Micro learning vs. traditional eLearning

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1. Learning anywhere and anytime (completeindependence of time/location)

2. Learners become co‐producers of learning content(learner centered approach, demand‐driven JIT learning)

3. Knowledge sharing (facilitates collaboration and informal learning)

4. Creates pride and a sense of purpose for the entireorganisation

5. Ownership and enthusiasm

Mobile micro learning benefits

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Thank you for your attention!

Twitter: @gunnaroooBlog: www.failed2learn.com

[email protected]

Business

Styremøte 2014 08-11 lq