Post on 15-Jul-2015
INNOVATION CLUSTER& MANAGEMENT TOOLSUNIVERSITY OF APPLIED SCIENCES AND ARTS NORTHWESTERN SWITZERLAND 25.10.2014 YOU@PLUSANDERSEN.COM // +49 151 40 133 149 // WORLDWIDE
+ANDERSEN & ASSOCIATESINNOVATION & GROWTH THROUGH SCIENCE + ENTREPRENEURSHIP
YOU@PLUSANDERSEN.COM // +49 151 40 133 149 // WORLDWIDE
ÜBER ANDERSEN
FOUNDING PRINCIPAL +ANDERSEN & ASSOCIATES
• NORWEGER, WOHNT IN KÖLN SEIT 2005
• 18+ JAHRE BERUFSERFAHRUNG, INNOVATIVE SOFTWARE-ENTWICKLUNG FÜR F500 ENTERPRISE UND GOS
• STARTUP-GRÜNDER & ENTREPRENEUR (HITS & MISSES)
• CORPORATE ENTREPRENEURSHIP BERATER FÜR F100 UNTERNEHMEN VIA PLUSANDERSEN.COM
• DOZENT (BEI UNIVERSITÄTEN UND HOCHSCHULEN ZUM THEMA STARTUP ENTREPRENEURSHIP UND DOZENT VOM LLP-CURRICULUM ALS ZERTIFIZIERTER LEAN LAUNCHPAD EDUCATOR @ STANFORD)
MEHR: VIDARANDERSEN.COM
KUNDEN U.A.
GEGRÜNDET U.A.
PUBLIZIERT & ANERKANNT U.A.
AND MORE…
ZERTIFIZIERTER LLP EDUCATOR @ STANFORD
AGENDA• WILLKOMMEN & VORSTELLUNG • WAS IST EIN INNOVATION CLUSTER? • WAS BRAUCHT EIN INNOVATION CLUSTER? • DIE BOULDER-THESE • WO IST DER NÄCHSTE SILICON VALLEY
DES EUROPAS? • BEDARF- & STAKEHOLDER-RECHERCHE, STARTUP-STYLE
BUSINESS MODEL CANVAS (ÜBUNG)VALUE PROPOSITION CANVAS (ÜBUNG)
• PRÄSENTATION & DISKUSSION
DEFINITION VONINNOVATION-CLUSTER
• "LOCATION OF SEVERAL PRODUCERS OF SMALL DIMENSIONS IN THE SAME AREA OF FEW PRODUCERS OF BIGGER DIMENSIONS."- INDUSTRIAL DISTRICTS BY ALFREAD 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
“A CONCENTRATION OF COMPANIES WITHIN THE SAME BUSINESS AREA ON A DEFINED
GEOGRAPHICAL AREA: COUNTRY, REGION OR CITY"
INNOVATION CLUSTER
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
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 CAPTIALISTS
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
MODEL #3DIE BOULDER-THESE
BRAD FELD
“LEADERS & FEEDERS”
1. DIE GRÜNDER-
COMMUNITY MUSS VON GRÜNDERN GETRIEBEN UND
GEFÜHRT WERDEN
2. DU MUSS
VORBEREITET SEIN, LANGE DABEI ZU SEIN (20 JAHRE HORIZONT)
3 DU MUSS OFFEN
SEIN, FÜR ALLE AN ALLEN EBENEN SEIN
4. EVENTS MÜSSEN UM DAS ENGAGEMENT
ZU STIMULIEREN DAUERHAFT
GESTALTET WERDEN
SILICON VALLEY DIE-PROTOCLUSTER
UND WO IST DAS NÄCHSTE
SILICON VALLEY?
SILICON VALLEY IST WEDER DIE ANTWORT ODER DIE FRAGE
• WIR WERDEN NIE VON DER RÜSTUNGSINDUSTRIE ODER ANDERE ÖFFENTLICHE TÖPFE SO EINE FANTASTISCHE SEED-INVESTIERUNG BEKOMMEN (TRILIONEN) WIE DAMALS IN SV
• EUROPA = STADT + STADT - NICHT STADT GEGEN STADT, REGION GEGEN REGION
• EUROPA = SAMLUNGEN VON CLUSTER, NICHT EIN KLEINEN EINZELN REGION AN SICH
• TEL-AVIV (SILICON WADI) #2 ABER DIE DISKUSSION IST FÜR UNS IRRELEVANT
WAS BRAUCHT EIN INNOVATION CLUSTER
FÜR NEUGRÜNDUNG UND WACHSTUM DER EXISTIERENDEN INDUSTRIE
Driving Force
TREIBKRAFT
• GRÜNDER / ENTREPRENEURE
• VENTURE CAPITAL / RISIKOKAPITAL
• GO - ÖFFENTLICHE MITTELN (MILITÄR, EU, BUND, LAND, STADT)
MOTIVATION
• KRISE
• PROFIT
MANAGEMENT-TOOLS
• CUSTOMER DEVELOPMENT
• AGILE DEVELOPMENT
• BUSINESS MODEL DESIGN
• DESIGN THINKING
KULTUR
• RISIKO-FREUDIG
• GRÜNDUNGS-FREUDIG
• ZUGÄNGLICHE UND OFFENE FORSCHUNGSUNIVERSITÄTEN
• FREIE FLUSS VON MENSCHEN UND INFORMATION
INFRASTRUKTUR
• FORSCHUNGS-UNIVERSITÄTEN
• VORHERSAGBARES ÖKONOMISCHES SYSTEM
• STABILE RECHTSLAGE / RECHTSSICHERHEIT
• 24/7 NÜTZLICHE EINRICHTUNGEN (STROM, WASSER, INTERNET, WEGE, ÖV, FLUGHAFEN, HAFEN, EISENBAHN, ETC)
ÜBUNG• BASIEREND AUF DEIN KONTEXT, WIE
WÜRDEST DU DEINE CLUSTER ODER DIE HEUTIGEN VORAUSSETZUNGEN EINER CLUSTER IN DEINER NÄHE EINORDNEN?GRÜN FÜR BEFRIEDIGENDGELB FÜR SCHWACHSTELLEROT FOR FEHLEND
Driving Force
BEISPIEL
ERGEBNISSE
ÜBUNG• AUS DEINEM KONTEXT, WÄHLE EIN FEHLENDE
FAKTOR ODER EINE SCHWACHSTELLE AUS
• ERARBEITE IN GRUPPEN, EINE LÖSUNGSANSATZ ZU WAS GEMACHT WERDEN KANN, UM DEN FEHLENDEN FAKTOR ZU SCHAFFEN ODER DIE SCHWACHSTELLE ZU VERBESSERN
• WELCHE STAKEHOLDER MÜSSEN UNBEDINGT DABEI SEIN UND WAS WIRST DU PERSÖNLICH SELBER TUEN?
ERGEBNISSE PRÄSENTIEREN
MANAGEMENT TOOLS
DAS LEAN STARTUP ÄNDERT ALLES
BEWEIS-BASIERTE METHODOLOGIEN FÜR VORHERSAGBARE INNOVATION
THE LEAN STARTUPBUSINESS MODEL GENERATION
CUSTOMER DEVELOPMENT
AGILE ENGINEERING
THE LEAN
STARTUP=
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.
DIE LEAN STARTUP MANAGEMENT TOOLS
AUS DEM LEAN LAUNCHPAD CURRICULUM BEI STANFORD
QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
WHAT IS A BUSINESS MODEL?INTRODUCING BUSINESS MODEL GENERATION
BUSINESS MODEL GENERATION
CUSTOMER DEVELOPMENT
AGILE ENGINEERING
THE BMC IN REAL LIFE USE
BUSINESS MODEL GENERATIONHOW CHANGING A BUSINESS MODEL CREATED A NEW MARKET
AS YOU KNOW IT NOW
SO WHAT HAPPENED?WHAT DOES THE BUSINESS MODEL LOOK LIKE TODAY
CUSTOMER DEVELOPMENT
CUSTOMER DISCOVERY & VALIDATION
BUSINESS MODEL GENERATION
CUSTOMER DEVELOPMENT
AGILE ENGINEERING
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
AGILE ENGINEERINGMVP, BUILD-MEASURE-LEARN IN SMALL ITERATIVE BATCHES
BUSINESS MODEL GENERATION
CUSTOMER DEVELOPMENT
AGILE ENGINEERING
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
THE MINIMUM VIABLE
PRODUCT
MVP: THE SMALLEST BATCH THAT
WILL TEACH YOU SOMETHING
MORE THAN ONE WAY TO MVP
THERE ARE SEVERAL TYPES OF MVPS
THE EXPLAINER VIDEO
THE LANDING PAGE
THE WIZARD OF OZ
THE WIZARD OF OZ - ZAPPOS
MVP
THE CONCIERGE
THE CONCIERGE - FOODONTHETABLE
THE PIECEMEAL
MVP
THE PIECEMEAL - AARDVARK
CROWD FUNDING
CROWD FUNDING - COOLEST: $13.4M
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
DEFINE YOUR MVPWHAT CAN YOU RELEASE IN ONE DAY TO START
TESTING YOUR HYPOTHESES?
HOW AND WHAT WILL YOU TRACK?
MEASURE THE DATA FROM YOUR MVP
COMPARE DATA TO PASS / FAIL CRITERIA
ACT & ADJUST ACCORDINGLY
AND TEST AGAIN
IN BUILD - MEASURE - LEARN CYCLES
ITERATE OR PIVOT AS NEEDED
RELEASING SMALL BATCHES
IN BUILD-MEASURE-LEARN CYCLES
ÜBUNG BUSINESS MODEL CANVAS ODER
VALUE PROPOSITION CANVAS
+ANDERSEN & ASSOCIATESINNOVATION & GROWTH THROUGH SCIENCE + ENTREPRENEURSHIP
YOU@PLUSANDERSEN.COM // +49 151 40 133 149 // WORLDWIDE
+A HELP CORPORATIONS WITH• INNOVATION PROGRAM INDIVIDUALIZATION
ADAPTATION TO YOUR NEEDS + STAKEHOLDER ANALYSIS + INTEGRATION ROAD MAP & INTEGRATION MANAGEMENT
• TURNKEY PRODUCTSTHE INNOVATION ENGINE, PROGRAMS IN PART OR COMPLETE
• TRAIN THE TRAINER: TRAINING + CERTIFICATIONCERTIFYING YOUR STAFF TO MANAGE YOUR INNOVATION PROGRAMS
• HUMAN RESOURCES + TALENT MANAGEMENTMENTORS + DOERS (EXTERNAL DEVS & DESIGNERS TO AUGMENT TEAMS) + REAL ENTREPRENEURS IN RESIDENCE (EIR) AS MENTORS TO YOUR PROGRAM
• FACILITIES (GETTING OUT OF YOUR BUILDING)CORPORATE INNOVATION CENTER + ACCELERATOR
• INTERNATIONAL NETWORK + EXCHANGE PROGRAMINVESTORS + MENTORS + BUSINESS INSIDERS - SILICON VALLEY + TEL AVIV
+A INNOVATION CENTER• OUTSOURCE YOUR INNOVATION PROCESS
COMPLETE OR IN PART (USING YOUR OWN EMPLOYEES)
• TEMPORARY CO-LOCATIONOR PERMANENTLY
• TURNKEY READYPERFECT TO START TESTING OUTSIDE OF YOUR ORGANIZATION WITHOUT INITIATING TOO MUCH RED TAPE AND ROCKING TOO MANY BOATS
• FLEXIBLETRY DIFFERENT THINGS, FIND OUT WHAT WORKS FOR YOUR COMPANY OUTSIDE BEFORE YOU IMPLEMENT INSIDE, MINIMIZE DOWNSIDE + RISK
+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
PATRIZIA TOWER
COLOGNE MEDIA PARK
+ANDERSEN & ASSOCIATESINNOVATION & GROWTH THROUGH SCIENCE + ENTREPRENEURSHIP
YOU@PLUSANDERSEN.COM // +49 151 40 133 149 // WORLDWIDE
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/