Innovation Cluster & Management Tools (Deutsch)
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INNOVATION CLUSTER& MANAGEMENT TOOLSUNIVERSITY OF APPLIED SCIENCES AND ARTS NORTHWESTERN SWITZERLAND 25.10.2014 [email protected] // +49 151 40 133 149 // WORLDWIDE
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+ANDERSEN & ASSOCIATESINNOVATION & GROWTH THROUGH SCIENCE + ENTREPRENEURSHIP
[email protected] // +49 151 40 133 149 // WORLDWIDE
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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
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KUNDEN U.A.
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GEGRÜNDET U.A.
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PUBLIZIERT & ANERKANNT U.A.
AND MORE…
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ZERTIFIZIERTER LLP EDUCATOR @ STANFORD
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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
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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
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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 CAPTIALISTS
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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 #3DIE BOULDER-THESE
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BRAD FELD
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“LEADERS & FEEDERS”
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1. DIE GRÜNDER-
COMMUNITY MUSS VON GRÜNDERN GETRIEBEN UND
GEFÜHRT WERDEN
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2. DU MUSS
VORBEREITET SEIN, LANGE DABEI ZU SEIN (20 JAHRE HORIZONT)
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3 DU MUSS OFFEN
SEIN, FÜR ALLE AN ALLEN EBENEN SEIN
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4. EVENTS MÜSSEN UM DAS ENGAGEMENT
ZU STIMULIEREN DAUERHAFT
GESTALTET WERDEN
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SILICON VALLEY DIE-PROTOCLUSTER
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UND WO IST DAS NÄCHSTE
SILICON VALLEY?
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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
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WAS BRAUCHT EIN INNOVATION CLUSTER
FÜR NEUGRÜNDUNG UND WACHSTUM DER EXISTIERENDEN INDUSTRIE
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Driving Force
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TREIBKRAFT
• GRÜNDER / ENTREPRENEURE
• VENTURE CAPITAL / RISIKOKAPITAL
• GO - ÖFFENTLICHE MITTELN (MILITÄR, EU, BUND, LAND, STADT)
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MOTIVATION
• KRISE
• PROFIT
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MANAGEMENT-TOOLS
• CUSTOMER DEVELOPMENT
• AGILE DEVELOPMENT
• BUSINESS MODEL DESIGN
• DESIGN THINKING
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KULTUR
• RISIKO-FREUDIG
• GRÜNDUNGS-FREUDIG
• ZUGÄNGLICHE UND OFFENE FORSCHUNGSUNIVERSITÄTEN
• FREIE FLUSS VON MENSCHEN UND INFORMATION
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INFRASTRUKTUR
• FORSCHUNGS-UNIVERSITÄTEN
• VORHERSAGBARES ÖKONOMISCHES SYSTEM
• STABILE RECHTSLAGE / RECHTSSICHERHEIT
• 24/7 NÜTZLICHE EINRICHTUNGEN (STROM, WASSER, INTERNET, WEGE, ÖV, FLUGHAFEN, HAFEN, EISENBAHN, ETC)
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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
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Driving Force
BEISPIEL
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ERGEBNISSE
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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?
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ERGEBNISSE PRÄSENTIEREN
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MANAGEMENT TOOLS
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DAS LEAN STARTUP ÄNDERT ALLES
BEWEIS-BASIERTE METHODOLOGIEN FÜR VORHERSAGBARE INNOVATION
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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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DIE LEAN STARTUP MANAGEMENT TOOLS
AUS DEM LEAN LAUNCHPAD CURRICULUM BEI STANFORD
QUELLE: 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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ÜBUNG BUSINESS MODEL CANVAS ODER
VALUE PROPOSITION CANVAS
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+ANDERSEN & ASSOCIATESINNOVATION & GROWTH THROUGH SCIENCE + ENTREPRENEURSHIP
[email protected] // +49 151 40 133 149 // WORLDWIDE
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+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
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+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
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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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+ANDERSEN & ASSOCIATESINNOVATION & GROWTH THROUGH SCIENCE + ENTREPRENEURSHIP
[email protected] // +49 151 40 133 149 // WORLDWIDE
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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/