innovation clusters & management tools (english)
TRANSCRIPT
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INNOVATION CLUSTERS& MANAGEMENT TOOLSUNIVERSITY OF APPLIED SCIENCES AND ARTS NORTHWESTERN SWITZERLAND 25.10.2014
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+ANDERSEN & ASSOCIATESCORPORATE INNOVATION & GROWTH THROUGH ENTREPRENEURSHIP + SCIENCE
[email protected] // +49 151 40 133 149 // WORLDWIDE
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ABOUT ANDERSEN
FOUNDING PRINCIPAL +ANDERSEN & ASSOCIATES
• NORWEGIAN LIVING IN COLOGNE, DE SINCE 2005
• PROFESSIONAL EXPERIENCE WORKING WITH F500 AND GOS SOLVING PROBLEMS WITH WEB/MOBILE TECH SINCE 1997
• STARTUP FOUNDER & ENTREPRENEUR (HITS & MISSES)
• CORPORATE ENTREPRENEURSHIP CONSULTANT TO F100 CORPORATIONS THROUGH PLUSANDERSEN.COM
• EDUCATOR (STARTUP NEXT INSTRUCTOR, UNIVERSITY LECTURER ON STARTUP ENTREPRENEURSHIP & CERTIFIED LEAN LAUNCHPAD INSTRUCTOR @ STANFORD BY STEVE BLANK, FATHER OF THE LEAN STARTUP)
MORE: VIDARANDERSEN.COM
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SOME CUSTOMERS
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SOME FOUNDED
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FEATURED & RECOGNIZED
AND MORE…
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CERTIFIED LLP EDUCATOR @ STANFORD
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CONTENTS• WHAT’S AN INNOVATION CLUSTER • WHAT DO YOU NEED FOR A HEALTHY INNOVATION CLUSTER • THREE THESES • WHERE IS THE NEXT SILICON VALLEY IN EUROPE • NEEDS & STAKEHOLDER ANALYSIS (EXERCISE) • BUSINESS MODEL CANVAS (EXERCISE) • VALUE PROPOSITION CANVAS (EXERCISE)
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DEFINITIONS OF ANINNOVATION CLUSTER
• "LOCATION OF SEVERAL PRODUCERS OF SMALL DIMENSIONS IN THE SAME AREA OF FEW PRODUCERS OF BIGGER DIMENSIONS." - INDUSTRIAL DISTRICTS BY ALFRED MARSHALL 1892
• "HIGH CONCENTRATION OF FIRMS WITHIN THE SAME BUSINESS AREA, ON BOTH VERTICAL AND HORIZONTAL WAYS OF THE VALUE CHAIN." - ANALYSIS OF THE ITALIAN REGIONS BY BECCATINI 1979
• "CLUSTERS ARE GEOGRAPHIC CONCENTRATIONS OF INTERCONNECTED COMPANIES AND INSTITUTIONS IN A PARTICULAR FIELD”- ARTICLE BY M. PORTER IN HBR 1998
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“A CONCENTRATION OF COMPANIES WITHIN THE SAME BUSINESS AREA ON A DEFINED
GEOGRAPHICAL AREA: COUNTRY, REGION OR CITY"
INNOVATION CLUSTER
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TECHNOLOGY INNOVATION CLUSTERS
• CLUSTERS ARE COMPOSED BY COMPANIES THAT MAKE A STRONG BET IN TECH INNOVATION
• THAT LEAD THE PRODUCTION OF WEALTH IN THE REGIONS WHERE THEY ARE
• INFORMATION TECH IS THEIR PREDOMINANT PRODUCT
• BASE INVESTIGATION -> APPLIED INVESTIGATION -> DEVELOPMENT
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MODEL #1 MCKINSEY• KEY ELEMENTS WHICH CONSTITUTE THE NECESSARY
CONDITIONS FOR THE DEVELOPMENT OF THE INNOVATION CLUSTERS:
• INTERVENTION OF THE BIG INNOVATIVE COMPANIES
• AVAILABILITY OF PUBLIC FUNDING
• EXISTENCE OF NEW TALENTS
• PRESENCE OF VENTURE CAPITALISTS
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MODEL #2 PAUL GRAHAM• TO HAVE A TECHNOLOGY HUB, WE NEED TWO KINDS OF PEOPLE:RICH PEOPLE & NERDS
• A PLACE WHERE INVESTORS WOULD LIKE TO LIVE & STUDENTS WOULD LIKE TO STAY AFTER STUDYING
• NO BUREAUCRACY
• UNIVERSITIES
• PERSONALITIES
• NERDS
• YOUTH
• TIME
• COMPETITION
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MODEL #3THE BOULDER THESIS
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BRAD FELD
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“LEADERS & FEEDERS”
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1. THE
ENTREPRENEURIAL COMMUNITY MUST BE LEAD AND SUPPORTED
BY FOUNDERS
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2. YOU NEED TO
PREPARE FOR BEING IN IT FOR
THE LONG HAUL (20 YEARS HORIZON)
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3 YOU NEED TO BE
OPEN FOR ALL ON ALL LEVELS
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4. YOU NEED EVENTS
ON A REGULAR BASIS TO ENGAGE PEOPLE
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SILICON VALLEY A TECH CLUSTER
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WHERE IS THE NEXT SILICON VALLEY?
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SILICON VALLEY IS NOT THE QUESTION NOR THE ANSWER• THE LIKELIHOOD THAT A REGION WILL EVER AGAIN BE
SUPPORTED BY GOVERNMENT MONEY TO THE ORDER OF WHAT SILICON VALLEY WAS SEEDED WITH DURING THE COLD WAR IS CLOSE TO ZERO
• EUROPA = CITY + CITYNOT CITY AGAINST CITY, REGION AGAINST REGION
• EUROPA = COLLECTIONS OF CLUSTERSNOT A SPECIFIC SINGLE SMALL REGION IN ITSELF
• TEL-AVIV (SILICON WADI) IS #2 AFTER SILICON VALLEY IN TERMS OF EXITS, BUT THAT’S NOT IMPORTANT FOR THE DISCUSSION
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WHAT DOES A HEALTHY INNOVATION CLUSTER NEED?
FOR NEW STARTUPS AND EXISTING INDUSTRY TO THRIVE
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Driving Force
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DRIVING FORCE
• FOUNDERS / ENTREPRENEURS
• VENTURE CAPITAL
• GOVERNMENT ORGANIZATIONS - PUBLIC FUNDING (MILITARY, EU, COUNTRY, STATE, CITY)
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MOTIVATION
• CRISIS
• PROFIT
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MANAGEMENT TOOLS
• CUSTOMER DEVELOPMENT & DESIGN THINKING
• AGILE DEVELOPMENT
• BUSINESS MODEL DESIGN
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CULTURE
• RISK TAKING
• ENTREPRENEURIAL
• OUTWARD FACING RESEARCH UNIVERSITIES
• FREE FLOW OF INFORMATION AND PEOPLE
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INFRASTRUCTURE
• RESEARCH UNIVERSITIES
• PREDICTABLE ECONOMIC SYSTEM
• STABLE LEGAL SYSTEM
• 24/7/365 UTILITIES
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EXERCISE• BASED ON YOUR CONTEXT, HOW WOULD YOU
RATE YOUR CLUSTER OR COMMUNITY (OR THE ONE CLOSEST TO YOU GEOGRAPHICALLY) TODAY? GREEN FOR SATISFACTORYYELLOW FOR WEAKRED FOR NON-EXISTING
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Driving Force
EXAMPLE
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PRESENT RESULTS
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EXERCISE• IN YOUR CONTEXT, SELECT A WEAKNESS OR NON-
EXISTING FACTOR
• WORK IN GROUPS AND COME UP WITH SUGGESTIONS ON HOW YOU ARE GOING TO IMPROVE THE WEAKNESS OR NON-EXISTING FACTORS
• AND CONSIDER WHICH STAKEHOLDERS NEED TO BE INVOLVED AND WHAT THEY WOULD NEED TO DO
• AND WHAT ARE YOU PERSONALLY GOING TO BE CONTRIBUTING WITH TOWARDS THE SUGGESTED SOLUTION(S)
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PRESENT RESULTS
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MANAGEMENT TOOLS
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THE LEAN STARTUP CHANGES EVERYTHING
EVIDENCE BASED METHODOLOGIES FOR PREDICTABLE INNOVATION
NOW MAINSTREAM:MOST READ, SHARED AND DOWNLOADED ARTICLE IN THE HISTORY OF HARVARD BUSINESS REVIEW
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THE LEAN STARTUPBUSINESS MODEL GENERATION
CUSTOMER DEVELOPMENT
AGILE ENGINEERING
THE LEAN
STARTUP=
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DESIGN THINKING
• CUSTOMER DEVELOPMENT AND DESIGN THINKING ARE BOTH CUSTOMER DISCOVERY PROCESSES
• CUSTOMER DEVELOPMENT STARTS WITH, “I HAVE A TECHNOLOGY/PRODUCT, NOW WHO DO I SELL IT TO?”
• DESIGN THINKING STARTS WITH, “I NEED TO UNDERSTAND CUSTOMER NEEDS AND ITERATE PROTOTYPES UNTIL I FIND A TECHNOLOGY AND PRODUCT THAT SATISFIES THIS NEED”
• CUSTOMER DEVELOPMENT IS OPTIMIZED FOR SPEED AND “GOOD ENOUGH” DECISION MAKING WITH LIMITED TIME AND RESOURCES
• DESIGN THINKING IS OPTIMIZED FOR GETTING IT COMPLETELY RIGHT BEFORE MAKING BIG BETS
• BOTH MODELS WORK FOR LARGE COMPANIES -THERE IS NO RIGHT PROCESS FOR ALL TYPES OF CORPORATE INNOVATION.
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THE LEAN STARTUP MANAGEMENT TOOLS
AUS DEM LEAN LAUNCHPAD CURRICULUM BEI STANFORD
WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
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WHAT IS A BUSINESS MODEL?INTRODUCING BUSINESS MODEL GENERATION
BUSINESS MODEL GENERATION
CUSTOMER DEVELOPMENT
AGILE ENGINEERING
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THE BMC IN REAL LIFE USE
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BUSINESS MODEL GENERATIONHOW CHANGING A BUSINESS MODEL CREATED A NEW MARKET
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AS YOU KNOW IT NOW
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SO WHAT HAPPENED?WHAT DOES THE BUSINESS MODEL LOOK LIKE TODAY
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CUSTOMER DEVELOPMENT
CUSTOMER DISCOVERY & VALIDATION
BUSINESS MODEL GENERATION
CUSTOMER DEVELOPMENT
AGILE ENGINEERING
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1. TEST FOR THE PROBLEM 2. TEST FOR THE SOLUTION 3. ONLY LATER TRY TO SELL IT
ITERATE OR PIVOT AS NEEDED TO PROCEED FROM 1 TO 3
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AGILE ENGINEERINGMVP, BUILD-MEASURE-LEARN IN SMALL ITERATIVE BATCHES
BUSINESS MODEL GENERATION
CUSTOMER DEVELOPMENT
AGILE ENGINEERING
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AGILE ENGINEERING• MINIMUM VIABLE PRODUCT INSTEAD OF FEATURE-COMPLETE
• BUILD-MEASURE-LEARN ITERATIONS IN SMALL BATCHES INSTEAD OF VERSION COMPLETE & WATERFALL PROCESS
• GOOD ENOUGH VS PERFECT - SPEED IS OF THE ESSENCE
• DATA / TEST DRIVEN DESIGN - HYPOTHESIS TESTING
• AUTOMATED ACCEPTANCE TESTING + USER STORIES / SCENARIOSDESCRIBE WHAT WE WANT TO SEE THE SOFTWARE DO, THEN AUTOMATE THE VERIFICATION THAT THE SOFTWARE ACTUALLY DOES IT
• CONTINUOUS DEPLOYMENT, MULTIVARIABLE A/B TESTING, PAIR PROGRAMMING (XP), SCRUM & KANBAN
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THE MINIMUM VIABLE
PRODUCT
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MVP: THE SMALLEST BATCH THAT
WILL TEACH YOU SOMETHING
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MORE THAN ONE WAY TO MVP
THERE ARE SEVERAL TYPES OF MVPS
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THE EXPLAINER VIDEO
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THE LANDING PAGE
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THE WIZARD OF OZ
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THE WIZARD OF OZ - ZAPPOS
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MVP
THE CONCIERGE
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THE CONCIERGE - FOODONTHETABLE
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THE PIECEMEAL
MVP
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THE PIECEMEAL - AARDVARK
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CROWD FUNDING
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CROWD FUNDING - COOLEST: $13.4M
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MVP - SEVERAL TYPES:• EXPLAINER VIDEO (DROPBOX)
• A LANDING PAGE
• WIZARD OF OZ MVP (ZAPPOS)
• CONCIERGE MVP (FOOD ON THE TABLE)
• PIECEMEAL MVP (WIZARD OF OZ + CONCIERGE)
• CROWD FUNDING (SELL BEFORE YOU BUILD)
• SINGLE-FEATURE MVP (GOOGLE)
• ETC
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DEFINE YOUR MVPWHAT CAN YOU RELEASE IN ONE DAY TO START
TESTING YOUR HYPOTHESES?
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HOW AND WHAT WILL YOU TRACK?
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MEASURE THE DATA FROM YOUR MVP
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COMPARE DATA TO PASS / FAIL CRITERIA
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ACT & ADJUST ACCORDINGLY
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AND TEST AGAIN
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IN BUILD - MEASURE - LEARN CYCLES
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ITERATE OR PIVOT AS NEEDED
RELEASING SMALL BATCHES
IN BUILD-MEASURE-LEARN CYCLES
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EXERCISE: BUSINESS MODEL CANVAS & VALUE PROPOSITION CANVAS
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EXERCISE• AS A CLUSTER STAKEHOLDER, USE THE VALUE
PROPOSITION CANVAS TO DESCRIBE,IN YOUR CONTEXT, WHAT ARE THE GAIN CREATORS, PAIN RELIEVERS AND PRODUCTS/SERVICES OF YOUR REGIONAL CLUSTER AND WHAT YOU THINK ARE THE PAINS, GAINS AND JOBS TO BE DONE OF POTENTIAL NEW STAKEHOLDERS AND EXISTING STAKEHOLDERS
• AS A FOUNDER OR BUSINESS OWNER, USE THE BUSINESS MODEL CANVAS TO MAP OUT YOUR THOUGHTS ABOUT YOUR BUSINESS MODEL
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VALUE PROPOSITION CANVAS
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BUSINESS MODEL CANVAS
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PRESENT RESULTS
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LET’S CONNECT:TWITTER.COM/BLACKTAR
FACEBOOK.COM/BLACKTAR LINKEDIN.COM/IN/VIDARANDERSEN
VIDARANDERSEN.COM
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+ANDERSEN & ASSOCIATESCORPORATE INNOVATION & GROWTH THROUGH ENTREPRENEURSHIP + SCIENCE
[email protected] // +49 151 40 133 149 // WORLDWIDE
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+A HELP CORPORATIONS WITH• INNOVATION INDIVIDUALIZATION
ADAPTING A DATA-DRIVEN, SCALABLE AND PREDICTABLE INNOVATION PROCESS TO YOUR GOALS & NEEDS: RESOURCES & STAKEHOLDER ANALYSIS, STRENGTHS & WEAKNESSES + INTEGRATION ROAD MAP & INTEGRATION MANAGEMENT AT YOUR RISK & SPEED LEVEL
• TURNKEY PRODUCTSSTARTING TODAY: YOU CAN START IMPLEMENTING THE +A INNOVATION ENGINE - IN PART OR COMPLETELY - RIGHT NOW
• TRAIN THE TRAINER: TRAINING & CERTIFICATION OF STAFFKEEPING HR & IP AUTONOMY: TRAINING AND CERTIFYING YOUR STAFF TO MANAGE YOUR INNOVATION PROGRAMS IN-HOUSE INSTEAD OF BEING DEPENDENT ON 3RD PARTIES
• HUMAN RESOURCES & TALENT MANAGEMENTFINDING THE RIGHT PEOPLE: MENTORS + DOERS (EXTERNAL DEVS & DESIGNERS TO AUGMENT TEAMS) + REAL ENTREPRENEURS IN RESIDENCE (EIR) AS MENTORS TO YOUR PROGRAM
• FACILITIESGETTING OUT OF THE BUILDING: PROVIDING AN EXTERNAL CORPORATE INNOVATION CENTER & ACCELERATOR
• INTERNATIONAL NETWORK & EXCHANGE PROGRAMCONNECTING THE DOTS: INVESTORS + MENTORS + BUSINESS INSIDERS - SILICON VALLEY + TEL AVIV & MORE
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+A INNOVATION CENTER• INSOURCE OR OUTSOURCE YOUR INNOVATION PROCESS
COMPLETE OR IN PART - USING YOUR OWN EMPLOYEES
• TEMPORARY CO-LOCATIONTRY BEFORE YOU COMMIT TO INTERNAL CHANGES & RESOURCES
• TURNKEY READYSTART TODAY: TEST OUTSIDE OF YOUR ORGANIZATION WITHOUT INITIATING RED TAPE AND LOSING PRECIOUS TIME TO POLITICS
• FLEXIBLEMINIMIZE DOWNSIDE & RISK: TRY DIFFERENT THINGS, FIND OUT WHAT WORKS FOR YOU - OUTSIDE OF YOUR COMPANY BEFORE YOU IMPLEMENT INSIDE
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+A INNOVATION CENTER
MENTOR NETWORK
BRAND NAMEACADEMIA
INTNL.EXCHANGEPROGRAMS
EVENT / WORKSPACE
GOVTORGANISATIONS
INTERNATIONALINNOVATION
FORA
BRAND NAMECORPORATIONS
EXCLUSIVEEVENTS
INTNL. CORP.ACCELERATOR
PARTNER
FREELANCERS &
EXPERTS
ENTREPRENEURFOR EIR
STARTUPACADEMY
INFRA-STRUCTURE
INVESTORS +ANDERSEN CORPORATE INNOVATION CENTER & ACCELERATOR
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PATRIZIA TOWER
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COLOGNE MEDIA PARK
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RESOURCES• BOOKS
“BUSINESS MODEL GENERATION”“VALUE PROPOSITION DESIGN” (NEW!)- ALEXANDER OSTERWALDER“THE LEAN STARTUP” - ERIC RIES“THE FOUR STEPS TO THE EPIPHANY”, “THE STARTUP OWNER’S MANUAL”- STEVE BLANK “THE INNOVATOR’S DILEMMA”,“THE INNOVATOR’S SOLUTION” - CLAYTON M CHRISTENSEN“THE MOM TEST”- ROB FITZPATRICK“RUNNING LEAN”- ASH MAURYA“LEAN ANALYTICS”- ALISTAIR CROLL & BEN YOSKOVITZ“LEAN CUSTOMER DEVELOPMENT” - CINDY ALVAREZ“ANTIFRAGILE”, “BLACK SWAN”, “FOOLED BY RANDOMNESS”- N. N. TALEB“STARTUP COMMUNITIES” - BRAD FELD“REGIONAL ADVANTAGE” - ANNALEE SAXENIAN“STARTUP.NAION” - DAN SENOR
• LEAN LAUNCHPAD ONLINEHTTP://WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
• STEVE BLANK’S BLOGHTTP://STEVEBLANK.COM
• ULTIMATE LIST OF TOOLS FOR ENTREPRENEURS:HTTP://STEVEBLANK.COM/TOOLS-AND-BLOGS-FOR-ENTREPRENEURS/
• CUSTOMER DISCOVERY CHECKLISTHTTP://STARTUPWEEKEND.WISTIA.COM/PROJECTS/ZT618ZZ0R7
• CUSTOMER DEVELOPMENT VIDEOSHTTP://VIMEO.COM/GROUPS/204136
• RICARDO DOS SANTOS’ BLOGHTTP://NECROPHONE.COM/
• CUSTOMER DEVELOPMENT HACKSCUSTOMERDEVLABS.COM
• THE SECRET HISTORY OF SILICON VALLEYHTTP://STEVEBLANK.COM/SECRET-HISTORY/
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INNOVATION CLUSTERS& MANAGEMENT TOOLSUNIVERSITY OF APPLIED SCIENCES AND ARTS NORTHWESTERN SWITZERLAND 25.10.2014