Inno leaps presentation Rob Kurver - 22 apr 2015 -

InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›

Business Development & Innovation

Rob Kurver, associate partner InnoLeaps

April 23, 2015

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Oliver & Wilbur Wright

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Started in garage

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InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015


And weren’t takenseriously

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No passengers,no freight

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A few yearslater…

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Innovation is a continuousprocess…

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8

Examples

+++ Uber &c

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Examples

+++ Uber &c

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Start-up mentality = Survival

No longer exist… No one can live without…11


The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.

Peter Drucker (1909 - 2005)

“”

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extend the life cycle with new business

most companiesare here

companies want to be here

current policy will put most

companies herecurrent business withconventional

products

revenues

time

Dilemma current companies 13


current business withconventional

products

new business of new entrantswith emerging technologies

revenues

time





products


time

revenues






products


time

revenues

most companiesare here

most start-upsare here


‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015

Lean Startup in Corporates

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General Electric Wants to Act Like a StartupBloomberg Businessweek, August 07, 2014

The Biggest Startup: Eric Ries and GE Team Up to Transform ManufacturingGE REPORTS, December 9, 2013

Here’s How Spotify Scales Up And Stays Agile: It Runs ‘Squads’ Like Lean StartupsTech Crunch, November 17, 2012

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Lean start-up strategies aren't just for start-ups anymore. Intuit co-founder Scott Cook in Forbes, February 25, 2013

Learn how Deutsche Telekom applied Lean Startup to innovate like a startup.LEANCONF2014, November 17, 2014

Microsoft Acquires MetricsHubMicrosoft Acquires cloud monitoring startup MetricsHub - a participant in the Microsoft Accelerator, powered by TechStars …Tech Crunch, March 4, 2013

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Lean Startup has “changed the way entrepreneurs [work]. It’s changed science.” (The National Science Foundation adopted lean startup practices to find a better way to commercialize science.) Blank cites the reinvention of IBM under Louis Gerstner, Apple under Steve Jobs, and Disney after the arrival of Jeffrey Katzenberg, Michael Eisner, and Frank Wells as proof it can be done in the enterprise as well.New Relic, August 7, 2014

Steve Blank’s Lean Startup: Not Just for Startups Anymore 21



We help corporates to think and act like start-ups

InnoLeaps helps medium sized companies, corporates and multinationals with an intensive corporate accelerator program. Within a very short timeframe of only a couple months, we help organizations innovate in a structured process by applying lean start-

up and customer development principles.

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Proven way to success for startups and corporates. No guarantees!

- Explore business model options- Know your customer- Run experiments and iterate- Build a highly-performing team- Speed, focus and learning- Use tools and capture learning

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Marshmallow ChallengeJust for the fun of it…

…with very deep learnings

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Rules• Build the tallest freestanding building • 20 strings spaghetti, one yard tape, one yard rope

and one marshmallow • Entire marshmallow needs to be on top • Use as much or as little of the material as needed • You can break up the spaghetti, tape & rope • Only 18 minutes time

Marshmallow challenge 25


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18minorient plan build !

Waterfall

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Learn

Measure

Build

18plan build try plan build try plan build try TADA

Iterative28


The Lean Startup

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The Lean Startup 30



Learn

Measure

Build

The Lean StartupSource: Eric Ries – startuplessons learned.blogspot.com

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Learn

Measure

Build

The Lean StartupSource: Eric Ries – startuplessons learned.blogspot.com

Learn FasterSplit testsCustomer interviewsCustomer developmentFive Whys root cause analysisCustomer advisory boardFalsifiable hypothesesProduct owner accountabilityCustom archetypesCross-functional teamsSmoke tests

Code FasterUnit test

Usability testsIncremental deployments

Free & open-source componentsCloud computing

Cluster immune systemJust-in-time scalability

RefactoringDeveloper sandbox

Measure Faster

Split testsClear product ownerContinuous developmentUsability testsReal-time monitoringCustom Liaison

Funnel analysisCohort analysis

Net promoter scoreSearch engine marketing

Real-time alertingPredictive monitoring

Learn

Measure

LearnBuild

Measure

Build

ideas

codedata

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Eric Ries (2011), The Lean Startup

“”

A startup is an organization dedicated to create something new under conditions of extreme uncertainty.

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Steve Blank

“”

A startup is antemporary organization which only goal is to find a repeatable and scalable business model.

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Elaborate planning Intuition Big design up front Inside the building Looking for success Wanting confirmation Within budget Assumptions Within time frame

Traditional vs. Lean Start-upExperimentationCustomer Feedback Iterative Design Outside the building Looking for failure About being right Budget?!? FactsAs quick as possible

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Only customer interactionAnalysis

Requirement Specification

Design

Development

Testing and Integration

Implementation / Deployment

Waterfall36



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New Business planning is problematic

Because it places too much emphasis on the value of the initial idea

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Steve Blank

“”

No plan survives first contact with customers.

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Failure equals progress

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3 Stages of a Start-up

Problem/SolutionFit

Stage 1

Product/MarketFit

Stage 2

Scale

Stage 3

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Problem/SolutionFit

Product/MarketFit

Scale

Do I have a problem worth solving?

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Problem/SolutionFit

Product/MarketFit

Scale

Have I built something people want?

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Problem/SolutionFit

Product/MarketFit

Scale

How do I accelerate growth?

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Problem/SolutionFit

Stage 1

Product/MarketFit

Stage 2

Scale

Stage 3

Pivot

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Failure equals progress

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Customer Development

Customerdiscovery

Customervalidation

Customercreation

Companybuilding

Pivot

Search Execution

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Problem/SolutionFit

Stage 1

Product/MarketFit

Stage 2

Scale

Stage 3

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t

CULTUREEATS STRATEGYFOR BREAKFAST

AND TECHNOLOGYFOR LUNCHAND THEN…

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Fail fast and Fail often in order to Succeed soon

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culture of rapid experimentation &iteration

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Eric Ries (2011), The Lean Startup

“”

The only way to win is to iterate faster than the competition!

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The difficult discipline is in deciding.

How much effort you want to put into execution and optimization, before you are certain that you are on the

right path…

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Business Model +Value Proposition Design

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© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.‹#›

Blue Ocean Strategies™

Red Ocean Strategy Focus on current customers

Compete in existing markets

Beat the competition

Exploit existing demand

Make the value-cost trade-off

Align the whole system of a firm's activities with its strategic choice of differentiation OR low cost

Blue Ocean Strategy Focus on non-customers

Create uncontested markets to serve

Make the competition irrelevant

Create and capture new demand

Break the value-cost trade-off

Align the whole system of a firm's activities in pursuit of differentiation AND low cost

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Six Principles of Blue Ocean Marketing 61


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Cirque du Soleil 63



Value Innovation in the case of Cirque du Soleil 64


Yellow Tail Wine 65


Business Model Canvas

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Business Model Generation 71


Alexander Osterwalder (2011),Business Model Generation

“”

A Business Model describe the rationale of how an organization creates, delivers and captures value.

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The Business Model canvas in 2 minutes 73


Brainstorm possible models

Time

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Your assumptions are mostly wrong

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Source: Alexander Osterwalder (2012): www.businessmodelgeneration.com

A set of hypotheses

guess

guess

guess

guess

guess guess

guess

guessguess

guess

guess

guess

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Focus on riskiest parts first

Time

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Focus on riskiest parts first

Time

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Systematically test your model

Time

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Time

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Time

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Time

…

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Value Proposition

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BusinessModelCanvas

ValuePropositionDesigner

+

ValueProposition

CustomerSegment

Fit

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Value proposition Customer segment

What? Why?

Design Observe

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Customerjob

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Customerjob

Pains

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Customerjob

Pains

Gains91


Customerjob

Pains

Gains

Products& services

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Customerjob

Pains

Gains

Pain relievers

Products& services

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Customerjob

Pains

Gains

Pain relievers

Products& services

Gain creators

Product / Market Fit

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Value proposition assumptions Customer assumptions98


What’s your biggest

headache?

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Test with MVP101


MVP102



Steve Blank

“”

Learning and discovering who a company’s initial customer will be and what market they are in, requires a process separate and distinct from product development.

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Customer Development

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Four stages ofCustomer Development

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Customer Discovery

Customer Validation

Customer Creation

Company Building

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Customer Discovery

Customer Validation

Customer Creation

Company Building

Search

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Search Execute

Customer Discovery

Customer Validation

Customer Creation

Company Building

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LearnSearch Execute

Customer Discovery

Customer Validation

Customer Creation

Company Building

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ConfirmLearnSearch Execute

Customer Discovery

Customer Validation

Customer Creation

Company Building

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ConfirmLearn

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Learn Confirm

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Customer Discovery

Customer Validation

Customer Creation

Company Building

Pivot

Search ExecuteConfirmLearn

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Pivots

“Structured course correction to test a new fundamental change about the product,

strategy and engine of growth.”

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Steve Blank

“”

There are no facts in the building… so get the hell out and talk to customers.

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Innovation Management and Measurement of Lean Startup Innovation

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Innovation Management and Measurement

KPIs: used by organizations to define and measure success of EXISTING business and product linescannot be used to define and measure success for totally new business or theoretical extensions of product linesin other words, revenue cannot be a success measurement for new ideas.

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How to Get Deep Buy-In

Executive Level

Mainstream “adjacents’’(Digital Innovation Masterclass)

“Innovators” and early adopters(Digital Accelerators)

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KPIs vs. Metricssince new ideas cannot be measured using traditional KPIs, new success metrics need to be defined for themthese success metrics are contextual, there are not "one size fits all" metrics.

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Vanity vs. actionable metricsMetrics are not about showing success, they're about showing TRUTHIs it validated (did we do actual research with potential or actual customers)?Is it actionable (can we progress to the next step?)?

Example: The number of visits to a website is neither validated nor actionable. The number of repeat visits is (potentially) both.

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Tipping Point Leadership

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Organizational Change 122


Tipping Point Leadership 123



Tipping Point Leadership

Tipping Point LeadershipHurdles

1.Cognitive2.Resources3.Motivational4.Political

“EXECUTION for a profitable business model is key, although it can be very challenging.”

Execute Change

Tipping Point Leadership: To change the mass, focus on the extremes – people, acts and activities that exercise a disproportionate influence on performance to achieve a strategic shift fast at low cost

Conventional Wisdom: Theory of organization change rests on transforming the mass. So change efforts are focused on moving the mass, requiring steep resources and long time frames

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New York City Bowery - Negative Tip 125


New York City Bowery - Positive Tip 126



Strategy - Leadership - Management 127


We help corporates to think and act like start-ups

InnoLeaps helps medium sized companies, corporates and multinationals with an intensive corporate accelerator program. Within a very short timeframe of only a couple months, we help organizations innovate in a structured process by applying lean start-

up and customer development principles.

128


SpeedResults will be achieved in a few months, which normally takes a twelve

to eighteen months.

ImpactDevelop new products and services that meet

customer needs.

InnovationLearn to innovate

systematically according to the lean startup

methodology.

Innoleaps 129



What we do How we do it Your benefits

Program Mentors

Investors

APPLY

MINI BOOTCAMP complete teams

final selection teams

skills *****

practice *****

customer insights

idea generation & validation

business modelling

INNOVATION BOOTCAMP

development

launch

DEMO DAY

FADE OUT + ALUMNI NETWORK

LeanOrganization

Scalable NewBusiness

Stronger MarketPosition

Effective CompanyCulture

Lean Build

Measure

Explore Challenge

GenerateIdeas

Preparefor action

Speed Focus

Learning

ECOSYSTEM

METHODOLOGY

CULTURE

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Lean Start-up

MVP

Value Proposition Canvas

Teamcomposition

CustomerDevelopment

Expert mentoring

Pitching

Online collaborationand e-learning tools

Growth hacking

Business model prototyping

Start-up tools for an Accelerator for Corporates 131


Team

André Knol CEO & Co-founder

Ines Danzinger Manager Operations

Patrick de Zeeuw Co-founder

Ruud Hendrick Co-founder

Pim Vossen Manager Operator

Douglas Tarasconi User Interactive &

Experience Designer

Lauren Valbert Customer Exp & Development

Rocco van den BergDigital Innovation

Executive

Rob Kurver Entrepreneur

& Strategy

Anouschka Scholten Interaction Designer

Marcus Breekweg Corporate Innovator

Tendayi Viki Strategy &Innovation

Janet Bumpas Development

& Strategy

David Arnoux Growth Hacker

Kees van Nunen Startup & Lean

Expert

Timo MulderLean & Agile

Coach

Bob JansenTechnology &

Design

David BeckettPitch &

Presentation Coach

Geert van Vlijmen Value Proposition

Designer

Robin Dohmen Communication

& Design

Marc Wesselink Serial Entrepreneur

Wijnen Jeroen Program Manager

Andrew SpitzInteractionDesigner

Bas Prass Growth Hacker

Robert van Os Entrepreneur in

Residence

Frank Langeveld Agile Coach

Mike van Hoenselaar Strategist &

Online Marketeer

Michiel Sikkes Web Developer

Quentin Lacointa Entrepreneur in

Residence

Nick StevensCustomer

Experience

Renij JohnStrategy &Technology

Nick MarlowMarketing &

Strategy

Ron Claessens Marketing &

Strategy

Ruben v/d Vleuten Industrial &

Interaction Designer

Robbert van Geldrop Serial Entrepreneur

Victor Schmedding Customer

Development

Oliver Karg Growth Hacker

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Thank you!

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Contact us

www.innoleaps.com

André Knol CEO & [email protected]

Rob KurverAssociated Partner

[email protected]

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Q&A

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Inno leaps presentation Rob Kurver - 22 apr 2015 -

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Transcript of Inno leaps presentation Rob Kurver - 22 apr 2015 -