Novice entrepreneurs who start the lean startup process with a "plausible" idea that doesn't fit with their team run the risk of failure in the validation process. While this isn't the end of the world since they'd have managed to avoid a failed launch, this situation can be avoided by starting with a problem worth solving!
There are different Strategic Innovation methodologies, frameworks and models that aid organizations, particularly with technology driven, production companies. Most companies must innovate and continually improve to maintain a competitive advantage, but how they accomplish these process improvements differs significantly from Strategic Innovation. Traditional strategies rely on process improvements and product development through lessons learned, adoption of internal and external best practices, and improvements that are incremental and nature that are often found in Total Quality Management programs. Strategic Innovation requires a culture that can create breakthroughs within a company’s current market, and potentially enter a new market or segment. Strategic Innovation, and the implementation models that follow, are not for every organization, and a review of traditional strategies and risks associated with Strategic Innovation will be covered.
This document provides an introduction to an advanced entrepreneurship course on customer development and the lean startup methodology. It outlines the course objectives, prerequisites, structure, and key concepts that will be covered, including reducing product/market risk, customer development process of discovery, validation, and creation, and building companies with low costs by designing for learning rather than traditional product development processes. The instructors are introduced as Steve Blank and Eric Ries, pioneers of the lean startup approach.
This document discusses creativity and innovation. It argues that creativity involves combining existing ideas to create something new. True innovation requires challenging existing ways of thinking and taking customers' perspectives. Innovation is difficult because companies tend to benchmark each other, leading to similar approaches. The document advocates rethinking how companies are run to foster a culture where new ideas are welcomed, risks are embraced, and failure is accepted as part of the learning process. Speed and action are important for innovation to succeed.
The document summarizes the key concepts from the Lean LaunchPad course, including business models, customer development, and pivoting. It explains that a business model describes all parts of a company necessary to make money. It then discusses customer development as a process involving customer discovery, validation, and creation to iteratively build a business model through pivoting based on customer feedback. The goal is to identify a repeatable and scalable business model in the search for a startup idea.
This document provides steps to create a minimum viable product (MVP):
1. Build a prototype (e.g. landing page, video, basic app) to test hypotheses and ideas with minimal effort. Tools include Google Forms, Balsamiq, LaunchRock, WordPress.
2. Expose the prototype to customers and measure behaviors and data using tools like Google Analytics, Mixpanel, KissMetrics. Track metrics regularly to determine if the idea is worth pursuing.
3. Analyze customer data and behaviors to develop new hypotheses and ideas. Prioritize next steps and features using tools like Google Sheets and Trello. Determine if raising money to build the next iteration is needed.
Startup Workshop #2: Business Model CanvasMilan Vukas
What is the Business Model Canvas?
A compact overview of the Business Model Canvas, a tool for visionaries, game changers, and challengers. This tool from the bestselling management book Business Model Generation is applied in leading organizations and start-ups worldwide.
Business Model Canvas template: http://tinyurl.com/33zjwxq
Email: hello@milanvukas.com
Twitter: https://twitter.com/m_vukas
Blog: http://www.milanvukas.com/blog
Creativity is a learned skills. Innovators learn to be more creative by focusing their time and efforts in 5 important discovery skills. A company can also shape their ability to be more innovative through a proper framework. Learn more from Innovation gurus, Jeff Dyer, Hal Gregersen and Clayton M. Christensen.
Blue Ocean Strategy - Summary and ExamplesKhai Biau Yip
This is a workshop presentation developed by KB Yip and YS Lieu for a Learning Institution. It can be easily customized to suit the needs for other organizations. Please contact KB Yip (ymike27@hotmail.com) if you need to get a copy of this presentation.
O documento discute Design Thinking como um processo de inovação que envolve etapas como imersão, análise de dados, ideação e prototipação. Ele também discute como Design Thinking encoraja experimentação e tomada de decisões centradas no ser humano para gerar soluções inovadoras e transformá-las em negócios. Finalmente, destaca que o design mais importante hoje é o invisível, que trata de mudança de comportamentos.
Innovation is defined as a new idea, device, or method. It involves introducing something new that is more effective than what is already available. There are three main types of innovation: operational, which improves existing processes; tactical, which introduces new products or services; and strategic, which disrupts existing markets to create new ones. Strategic innovation does not follow existing market rules and takes advantage of weaknesses in the market to differentiate itself. It connects users rather than owning them and relies on users to generate value in order to create new markets and new types of users. For a company to survive disruption, it may need to disrupt itself through strategic innovation.
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationJason Evanish
An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
This document outlines 10 steps to achieving product/market fit according to Ash Maurya:
1. Validate your problem and solution by building an MVP and getting early customer feedback.
2. Formulate an implementation strategy and focus on early adopters to define your business model.
3. Continuously measure key metrics like acquisition, activation, retention, revenue and referrals through a feedback loop with customers.
4. Identify your engine of growth whether it's paid, sticky, or viral and ignore other metrics to focus on scaling one thing at a time. The process focuses on learning through experiments rather than long-term planning.
Every marketer and adverting agency have one great creative idea. This presentation highlights the creativity and execution of great Integrated Marketing Communications campaigns. The execution of great ideas is a collaboration between client and adverting agency.
This document provides an overview of design thinking. It discusses how design thinking balances what is desirable, intuitive, technologically feasible, and viable from a business perspective. The document outlines the key principles of design thinking, including empathy, reframing problems, collaboration, exploration, tolerating failure and ambiguity. It also describes the core stages of the design thinking process as research, ideation, prototyping, and testing. Finally, the document shares success stories from GE Healthcare and P&G that demonstrate how they have applied design thinking.
Creativity and Innovation - Creativity vs Innovation - الإبداع والابتكار - ...Galala University
The document discusses creativity and innovation. It defines creativity as the ability to develop new ideas and find new ways of solving problems. Innovation is defined as applying creative solutions to problems to improve people's lives. The document outlines the creative process, lists characteristics of creative people, and discusses how to enhance creativity through activities like reading widely and thinking of alternative uses for objects. Barriers to creativity mentioned include fear of mistakes and believing one is not creative. Overall it provides an overview of creativity and innovation concepts and how individuals can improve their creative abilities.
This document provides an excerpt from slides for a 2-3 day professional training on design thinking and innovation management. The slides cover the basics of design thinking, including its origins and nature, how it is portrayed in the media, and how it relates to strategic thinking. Design thinking is presented as a way to take an outside-in perspective focused on customer needs and experiences to drive value creation and innovation. The training is intended to help participants better understand design thinking and apply it to innovating without unrealistic expectations. The facilitator also provides strategy advisory and training on other topics beyond design thinking.
Aubrey Smith, Sparked Advisory
In this training, we will build on the foundation established in Lean Startup 101 and 201 by delving into examples and cases of the Lean Startup concepts in action. Attendees of Lean Startup 301 will be exposed to cutting edge work from thought leaders and experts using Lean Startup in practice today — at startups and within the enterprise. Participation in this session is essential: You will be asked to help design an MVP and experiment to test critical Leap of Faith Assumption(s) in groups and will be encourage to share experiences. The session is designed to allow attendees to stretch their skills and to push one-another to ‘learn by doing’. The session will also include:
Sample cases and live interviews with practitioners highlighting the application of core concepts;
Exercises designed to bring the concepts to life and challenge participants to deepen their skills;
Discussion of advanced topics such organizational culture and governance as well as industry-specific concepts such as using Lean Startup in heavily regulated markets.
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
This document outlines David Kelley's presentation on creativity. The presentation covers:
- How creativity helped Kelley through college
- Defining creativity as the application of knowledge and experience
- Common blockages to creativity like old habits and lack of confidence
- The importance of being open and building on others' ideas during creative brainstorms
- An exercise where participants connect 9 dots using 4 straight lines to demonstrate divergent thinking
- Stages of the creative process including defining problems, generating ideas, and selecting concepts
- Tips for facilitating creative sessions like using energizers and establishing ground rules to think outside the box
The document provides an overview of Steve Blank's teachings on business models, customer development, and how startups differ from large companies. It discusses that startups search for a repeatable business model through customer development, while large companies focus on execution. Key points include:
- Startups are temporary organizations that search for a business model, while companies execute known business plans.
- The business model canvas is used to visualize hypotheses about the problem and solution that are then tested through customer development.
- Customer development involves building minimum viable products and pivoting based on feedback, rather than following traditional product launch processes.
- Founders run customer development teams rather than hiring functional roles like sales and marketing early on.
Doing conventional innovation is no guarantee of success. New ways of innovating are starting with engineers and ending with business ideas, rather than starting with business people and ending with engineers. To innovate successfully, companies must ask the right questions, know where their market is, how big the opportunity is, where they currently are and where they want to be.
Entrepreneurship. Session #1. Idea and realization.Artem Berman
This document discusses various topics related to entrepreneurship and starting a business, including generating ideas, validating ideas, goals of a startup company, stress testing an initial idea, and the challenges of being an entrepreneur. It provides advice on focusing on execution over constantly generating new ideas, and acknowledges that most startups fail due to challenges such as lack of funding, weak products, founder conflicts, or inability to scale. The key is persistence in executing your initial idea to build a sustainable business.
Bill Gross analyzed hundreds of startups to determine the most important factors for success. He found that timing accounted for 42% of the difference between successful and failed startups. The team and execution were the second most important factors. The uniqueness of the idea was third. Business model and funding were less important, as startups can develop successful models later and gain funding if gaining early traction. His analysis showed that having the right idea at the optimal time, along with a strong team, were the key determinants of billion dollar startup success over other considerations like funding or business model.
Class 1: Introduction to web technology entrepreneurship allanchao
This document provides an agenda and overview for an introductory class on web startups and the Lean Startup methodology. The class covers the context and history of web startups, including the dot-com bubble. It discusses that ideas have little value on their own and that execution is key to success. The document then introduces the Lean Startup methodology, including minimum viable products, agile development, and the customer development process of discovery, validation, creation and company building. It concludes with assigning reading materials and noting that next class will involve practice startup pitches to form project teams.
The document discusses embracing failure as an important part of innovation culture. It argues that companies must accept experimentation and the failures that come with trying new things. Failure is defined as occurring when trying something new without knowing ahead of time how to make it successful, rather than from a lack of effort or competence. The document provides perspectives on developing a culture that is constructive about failure, including by using terms like "smartfailing" and viewing failure as a learning opportunity. It also outlines six stages of failure and redemption to help companies move forward productively from failures.
This document contains the transcript from a presentation on UX in South Africa. It discusses:
1) The current state of UX in South Africa, with some organizations not understanding user needs or how to handle complexity.
2) How companies that use design strategically grow faster, and the need for growth in South Africa.
3) How the 684 attendees can help drive positive change through understanding what UX is and what needs to change.
4) Various aspects of UX like vision, strategy, interaction design and more. It emphasizes the importance of user research, prototyping and getting products in front of users.
Remember Marc Andreesens famous quote "Software is eating the world"? You can see it happening in many industries: Startups are innovating at a rapid pace and are often disrupting established companies. Eventually every industry will be disrupted by digital technology.
Here is what is fascinating:
1. Big corporates have plenty of resources, a huge customer base, experts in market research etc. Why is it that they fail to innovate?
2. Startups most of the time lack resources, a customer base, experts in market research etc. How do they come up with innovative, disruptive and eventually successful business models?
Luckily both questions have been answered. Clay Christensen has described the answer to the first question in his book The Innovator’s Dilemma. Go read it, it is really good.
Steve Blank and Eric Ries have built a framework called The Lean Startup to answer the second question.
This slide deck explains the innovators dilemma, how startups build businesses and what corporates can learn from them. It merely scratches the surface but it is a start for now. Tell me what you think in the comments.
This document discusses a presentation given by Philip Kotler on the new role of marketing in a networked global economy. The presentation covered topics like innovating for success, building strong brands, and marketing communication tools. It provided examples of companies that innovate well like 3M and progressive insurers. It also discussed how to measure brand effectiveness through customer perceived value, satisfaction, repeat purchases, advocacy and co-creation. The overall document offered insights into marketing, innovation, and branding in the current business environment.
This document discusses various strategies for monetizing a technology product or service. It begins by evaluating economies of scale and common pitfalls startups face. It then discusses how to guarantee customer adoption, such as Apple's strategy of making the Apple II accessible to non-hobbyists. Next, it addresses frameworks for determining appropriate product tiers and pricing, such as using a Kickstarter campaign to test pricing. Finally, it presents different options for monetization, including memberships, selling content, sponsorships, and leveraging user data. The overall document provides an overview of important considerations for startups seeking to effectively monetize their offerings.
Here's a 40 Million dollar opportunity. Don't screw up! Design thinking - Bla...Pedram Vahabi
How can you solve a problem and validate your solutions quickly by using design techniques to test iteratively your idea before committing a lot of money and time to build it.
Design thinking technique to build successful start-ups.
- Lean UX
- Lean Startup Methodology
- Design Thinking Technique
How will the ‘mostly linear’ Innovation Processes and their corporate contexts, that have served us well over the past 50 years, be reshaped through disruptive key global trends?
- Exponential technologies - Digitized health sciences - Ubiquitous Internet connectivity - Urbanization and ageing population.
Going Forward
Exponential growth of technology will disrupt every business sector that has significant, and growing, information content.
What will digitalization dematerialization and demonetization create ?Mike Mastroyiannis
This document discusses exponential disruptive innovation and the new world brought about by accelerating technologies. It notes that exponential computer power, mobile internet, artificial intelligence, urbanization, and digitization across industries are creating conditions for massive disruption through new business models. Companies must embrace opportunities to innovate in new ways to survive this disruption. The document provides advice on assessing how different exponential technologies could impact a business and determining what changes may be needed to innovation processes and capabilities. It offers help from the authors in leading companies through this change.
The document outlines essential steps and creative tools for generating a digital business idea. It discusses 7 steps to idea generation: 1) become an idea detective by noticing problems, 2) get creativity flowing through research, 3) think of admired digital businesses, 4) consider personal problems, 5) synthesize other ideas, 6) brainstorm solutions, and 7) narrow ideas. It also describes 4 creative tools: brainstorming, brainwriting, random input, and SCAMPER. Finally, it stresses the importance of defining the digital business idea.
Ideeter is an online platform that aims to be the world's largest free and open ideation community. It allows users to post ideas ("ideets") in response to challenges set by other users. Ideas can be rated by the community, with popular ideas becoming "champions." The founders seek £500k in seed funding for further development and marketing. Key highlights include a low-cost MVP, scalability, and potential multiple revenue streams from sponsorships and licensing. The platform combines the social aspects of Facebook with the searchability of Google to foster idea exchange and engagement among users.
The document discusses the author's journey of starting a business after a career in engineering. It outlines some of the business models he tried, including ads, vertical communities, consumer subscriptions, and enterprise SaaS. He realized his strengths were in engineering and technology, not sales and marketing. So he hired an experienced business leader who helped grow the company and sell it to a large tech company. The key lessons are to expect failures when starting out, scientifically test business ideas, and know your own strengths and weaknesses when building a team.
Digital Strategy Innovation Summit, London, Oct 2015Wilson Fletcher
Mark is the co-founder of Wilson Fletcher, one of the world’s first digital service design studios. He has worked on pioneering digital design and innovation programmes for major organisations across the world over a 25-year career. Presenting at IE's Digital strategy innovation summit, Mark dispels many of the myths of digital disruption and shares insight on how to build a successful service strategy in the digital age. These range from why startups are terrible role models, why disruption should never be a strategic goal and why you should never let customers design your products.
This document discusses wikinnovation and mass collaboration. It introduces concepts like wikinomics, open innovation, and crowdsourcing. Examples are provided of companies collaborating with customers and external experts to generate new ideas. The benefits of an open sharing approach to knowledge and innovation are explained. Tools for collaboration like Wikipedia, YouTube, and open source projects are also mentioned.
Utopia is an original brand and scenario planning tool devised by me as the Strategy lead at Clique CG. This framework helps agencies and brand teams in coming up with strategic brand ideas and creatives routes through collaborative group ideations.
For doing an Utopia session for your brand or to see an example of how this tool helps, please get in touch.
The document provides 14 techniques for generating business ideas, including analyzing problems in one's current or previous job, drawing inspiration from successful ideas but improving them significantly, analyzing annual reports of public companies to find problems and opportunities, and applying new business models to existing ideas. It emphasizes that ideas are useless unless acted upon, and that execution is more important than coming up with a truly unique idea. The key is focusing on validating and scaling ideas, not just generating them.
The "Genesis: Idea Stage" ebook explains the phase where the journey starts for every startup: the idea stage. This eBook is the first part of the "Startup Master Class" series covering the idea, problem/solution fit, product/market fit and scaling stages.
Unleashing the Potential Investing in Emerging Startups in India.pdfFoxnangel
India has emerged as one of the world's fastest-growing startup ecosystems, with thousands of new startups being launched across various sectors every year.
Smart Money Moves Trends in Fintech Investments in the Indian Market.pdfFoxnangel
The importance of fintech is multifaceted and extends across various sectors. One key aspect is financial inclusion. Fintech has the potential to bring financial services
Lucknow @Call @Girls Aishbagh Road 08630512678 High Class Full Masti 24/7 Wit...
Finding Problems Worth Solving
1. Page 1Finding the Right Idea for You
Finding Problems Worth Solving
Mar 2, 2018
Paul Fox – pfox@salleurl.edu
2. Page 2Finding the Right Idea for You
Who am I?
• Worked for Startups: Fan Asylum, intouch Group, Vision
Marketing
• Intrapreneur: MCI Systemhouse / Worldcom
• Consulting: Diamondcluster - creating web businesses
for big companies, DIMe Network – co-creation,
innovation challenges
• “Founder”: viajeria.com, allysguesthouse.com
• Director of Entrepreneurship Education at La Salle: over
50 projects/year
• Ph.D. from ESADE in technology platform governance
• Focus lean startup, design thinking, challenge-based
projects, blue ocean, open innovation, business model
innovation.
3. Page 3Finding the Right Idea for You
@profefox paulbfox
pfox@salleurl.edu
5. Page 5Finding the Right Idea for You
“Come back when you’ve created a few startups and
had at least one successful exit”
- every VC in history
6. Page 6Finding the Right Idea for You
What about Novice Entrepreneurs?
7. Page 7Finding the Right Idea for You
Applying Lean Startup to a crappy idea is the leading
cause of depression in Novice Entrepreneurs!
Crappy
ideas
http://impressiveresearch.com
8. Page 8Finding the Right Idea for You
Lean Startup starts late in the process!
Business Ideas
Contest
Inspiration/Ideation
Systemic search for targeted
opportunities in the form of new
features, products, services,
market
Launch
classes
Startup Labs
(workshops)
Technova Young Technova
Business Model
Generation/Dev.
ValidationSensitizing
4YFN
Tech Demo
Day
Seminars
Technova
Beertings
Hackathon
Technova Pre
Accelerator
Lean startup
begins here
La Salle – URL Entrepreneurship 2017-18
9. Page 9Finding the Right Idea for You
Problem: Unknown Solution: Unknown
Source: Eric Ries
The Lean Startup
Not enough
time spent
here!
Find a problem worth
solving before creating a
solution
10. Page 10Finding the Right Idea for You
Technology,
Environment &
Finance
Sciences &
Research
Learning Styles – most entrepreneurs are Converging
or Accomodating – who’s doing the research?
Business &
Management
Social Matters,
Arts &
Communication
11. Page 11Finding the Right Idea for You
The Golden Circle – Start with “Why”
https://www.youtube.com/watch?v=qp0HIF3SfI4
12. Page 12Finding the Right Idea for You
Why, How, What of Innovation and Entrepreneurship –
Start with Why!
What
How
Why
Why? Customer + Problem
• Who has the problem?
• What are they trying to do?
• Is it a must have?
• What are the alternatives?
• Why is the problem so hard to
solve?
How? Business Model
• Innovative
• Technically Feasible
• Financially Viable
• Scalable
• Differentiated
What? Solution (Product, Service,
etc.)
• What are the key features?
• How will we implement it over
time?
• How will we get our first users?
13. Page 13Finding the Right Idea for You
Key Questions
• How can you find the right startup idea for you?
• How do you know if it’s a good idea?
14. Page 14Finding the Right Idea for You
Watch out for “Plausible Idea Syndrome”
Plausible Ideas are the Enemy of Good Ideas!!!!
“The set of plausible sounding startup ideas is many times
larger than the set of good ones, and many of the good
ones don't even sound that plausible. So if all you know
about a startup idea is that it sounds plausible, you have
to assume it's bad.”
Paul Graham from Y Combinator
http://www.paulgraham.com/startupideas.html
15. Page 15Finding the Right Idea for You
What makes a good startup idea?
• Innovative – solve a problem
• Scalable and/or repeatable – plan for growth
• Large target market or profitable niche market
• Feasible (don't expect to invent a magic technology,
unless you really can!)
• Financially Viable
• (Sustainable) competitive advantage
• Targets current trends not fads
• Legal (or at least “alegal”)
• Fits with your team skills and desires
16. Page 16Finding the Right Idea for You
FEASIBILITY VALUE
MARKET
PERSONAL
Is it worth doing?
Financial feasibility
Can I do it?
What will it take to do it?
Whom else do I need?
ASSESSING OPPORTUNITY “DOABILITY”
Do I want to do it?
What turns me on about it?
Why do I want to do it?
Exit strategies
Is it doable?
Technological feasibility
Market feasibility
Economic feasibility
How can you find an idea?
http://www.effectuation.org/
17. Page 17Finding the Right Idea for You
Founder(s)
Skills/
Passion
Business
Opportunity
Customer /
User Need
Start Here!
18. Page 18Finding the Right Idea for You
WHAT’S THE RIGHT PROBLEM
FOR YOU TO SOLVE?
19. Page 19Finding the Right Idea for You
(At least) 5 ways to find your big idea
1. Doability – look around you!
2. Big Challenges and Exponential Tech
3. Blue Ocean – under- or over-served non-customers
4. Inspiring Companies in other markets
5. Technology push – apply emerging technology to a
new market (e.g. touchscreens in smart phones)
20. Page 20Finding the Right Idea for You
Key Thought
What insight do I have that is not
yet conventional wisdom?
21. Page 21Finding the Right Idea for You
1. Look around you!
Marien and Miranda
22. Page 22Finding the Right Idea for You
1. Look around you!
PERSONAL CHALLENGES – triggering questions
“NECESSITY IS THE MOTHER OF INVENTION”
• Things that you are passionate about
• Things that annoy you daily
• Daily routines: did you ask why you do things the way
you do them…? Could they solved in an easier/better
way?
• What do you need but does not exist?
• What is badly resolved?
• With your specific knowledge and experience, what
would you do differently?
23. Page 23Finding the Right Idea for You
1. Look around you!
Superhero exercise from The Hero Plan
http://theheroplan.com/en/
24. Page 24Finding the Right Idea for You
1. Look around you!
Snapchat
• The idea for SnapChat
started when a buddy of co-
founder Evan Spiegel was
bummed about a photo he
regretted sending.
• After a search for any app
that featured disappearing
texts, photos, or videos
ended with no results,
• Spiegel and his co-founders
saw an opportunity. Spiegel,
along with co-founder
Bobby Murphy then built
the prototype.
http://nextshark.com/how-8-entrepreneurs-came-up-with-their-game-changing-startup-idea/
25. Page 25Finding the Right Idea for You
1. Look around you!
Airbnb • After quitting his job, Brian
Chesky drove to San Francisco to
crash with a college friend, Joe
Gebbia, who also recently quit
his job. They were both having
trouble making the upcoming
rent payment.
• Then they realized that the 2007
Industrial Design Society of
America conference was coming
up and that hotel rooms would
be hard to get. Gebbia, who had
three air mattresses suggested
they turn their apartment into an
“air bed and breakfast.”
• After setting up a simple website,
they managed to book out their
whole apartment in three days,
solving their rent problem.
26. Page 26Finding the Right Idea for You
1. Look around you!
RocketROI
https://services.rocketroi.com/en/
27. Page 27Finding the Right Idea for You
1. Look around you!
Happy Force
https://www.myhappyforce.com/en/
28. Page 28Finding the Right Idea for You
2. Big Challenges and Exponential Tech
Meet Elon Musk – what’s the problem he’s solving?
Plan B!
30. Page 30Finding the Right Idea for You
2. Big Challenges and Exponential Tech
Open Ideo
https://challenges.openideo.com/challenge
31. Page 31Finding the Right Idea for You
2. Big Challenges and Exponential Tech
Horizon 2020
http://cerneu.web.cern.ch/horizon2020/structure
https://ec.europa.eu/programmes/horizon2020/
32. Page 32Finding the Right Idea for You
2. Big Challenges and Exponential Tech
Singularity University
https://www.slideshare.net/davidorban/singularity-university-presentation-2015
33. Page 33Finding the Right Idea for You
2. Big Challenges and Exponential Tech
Singularity University
https://www.slideshare.net/davidorban/singularity-university-presentation-2015
34. Page 34Finding the Right Idea for You
Singularity University
The Power of Exponential: Take 30 Steps, you go 30
meters…
https://www.youtube.com/watch?v=E24kHgF6Il0
35. Page 35Finding the Right Idea for You
Exponential Technologies
https://www.youtube.com/watch?v=IaZOux1Qqwg
3D Printing Robotics Artificial
Intelligence
Internet of
Things
(Sensor Networks
Computers Synthetic
Biology
36. Page 36Finding the Right Idea for You
Examples of 10^9+ Companies – Help 1 billion people
in 10 years
Matternet https://mttr.net/
• Matternet: Matternet is building a
network of autonomous drones (UAVs)
to transport goods in cities as well as
places with inefficient or nonexistent
road infrastructure. In the developing
world,
• Matternet drones can carry 2 kg
packages such as medicine, documents,
replacement parts or other critical
goods for transportation. In cities, their
cloud-based navigation system is
revolutionizing transport logistics.
http://www.diamandis.com/blog/10-9-companies
37. Page 37Finding the Right Idea for You
Examples of 10^9+ Companies – Help 1 billion people
in 10 years
MirOculus https://www.miroculus.com/
• MirOculus: MirOculus is creating a simple blood test that can
tell you, at the molecular level, the exact type of disease you
have and its severity before it presents any symptoms, and
then monitor the success of the treatment.
• They are also focused on cancer detection using microRNA
biomarkers, leading to routine cancer screenings that will
allow for early-stage detection and the prevention of millions
of cancer deaths.
38. Page 38Finding the Right Idea for You
Examples of 10^9+ Companies – Help 1 billion people
in 10 years
Aiopoly Vision https://theawesomer.com/aiopoly-vision/
39. Page 39Finding the Right Idea for You
3. Blue Ocean
Study of 108 companies by Kim and Mauborgne
40. Page 40Finding the Right Idea for You
3. Blue Ocean
Most companies either focus on low cost or premium
Yellow Tail – break the cost/value tradeoff!
41. Page 41Finding the Right Idea for You
3. Blue Ocean
Red Ocean vs. Blue Ocean
BLUE OCEANRED OCEAN
42. Page 42Finding the Right Idea for You
3. Blue Ocean
Three Tiers of non Customers
1st
2nd
3rd
There is a universe of noncustomers
which can be turned into customers to
offer a big blue ocean market.
1st tier: “Soon-to-be”
noncustomers who are on the
edge of your market
2nd tier: “Refusing” noncustomers
who consciously choose against
your market
3rd tier: “Unexplored”
noncustomers who are in markets
distant from yours
http://www.blueoceanstrategy.com/
43. Page 43Finding the Right Idea for You
3. Blue Ocean
Three Tiers of non-customers
Gym Example
1st
2nd
3rd
1st tier: people who belong to a
gym but go less than once a
week.
2nd tier: People who run or bike
instead of going to the gym.
3rd tier: People who exercise less
than once a week.
http://www.blueoceanstrategy.com/
44. Page 44Finding the Right Idea for You
3. Blue Ocean
Three Tiers of non-customers
Wii – most people aren’t gamers, but like games!
1st
2nd
3rd
1st tier: Gamers who think
videogames are too complicated?
2nd tier: Families
3rd tier: Grandma!
http://www.blueoceanstrategy.com/
45. Page 45Finding the Right Idea for You
3. Blue Ocean
Learn the tools! Strategy Canvas for Wii
http://samidob.wordpress.com/2010/06/23/case-study-blue-ocean-strategy-nintendo-wii/
46. Page 46Finding the Right Idea for You
http://samidob.wordpress.com/2010/06/23/case-study-blue-ocean-strategy-nintendo-wii/
Reduce
costs
Increase Value
3. Blue Ocean
Learn the tools! Four Actions Framework for Wii
47. Page 47Finding the Right Idea for You
3. Blue Ocean
Blue Oceans create a new market space and make
competition irrelevant – learn the tools!
48. Page 48Finding the Right Idea for You
4. Inspiring companies in other markets:
Rocket Internet
https://thehustle.co/rocket-internet-oliver-samwer
https://www.rocket-internet.com/
Started CityDeals
in 2010 and sold
it to Groupon for
$170 million just
five months after
starting the
company.
The Samwers
eventually had
over 300 CEO’s
working for them.
49. Page 49Finding the Right Idea for You
4. Inspiring companies in other markets:
Vkontakte, Russia’s Facebook
50. Page 50Finding the Right Idea for You
4. Inspiring Companies in Other Markets
BCN
https://fashiop.com/
USA
Trunk Club
51. Page 51Finding the Right Idea for You
4. Inspiring Companies in Other Markets
Hooch and Bida
BCN
USA
https://tomabida.com/
https://hooch.co/
52. Page 52Finding the Right Idea for You
5. Technology Push vs. Market Pull
Has low technology related risk
Has high market related risk
53. Page 53Finding the Right Idea for You
https://www.coursera.org/learn/innovative-entrepreneur/lecture/vwOIB/which-innovation-
strategy-technology-push-or-market-pull
5. Technology Push vs. Market Pull
54. Page 54Finding the Right Idea for You
5. Technology Push vs. Market Pull
Is it an improvement the market needs?
https://gizmodo.com/the-curved-tv-gimmick-might-finally-be-dead-1790743745
55. Page 55Finding the Right Idea for You
5. Technology Push vs. Market Pull
Need successful use cases for the technology to get
traction!
56. Page 56Finding the Right Idea for You
5. Technology Push vs. Market Pull
Modpow
https://www.modpow.es/en/
57. Page 57Finding the Right Idea for You
5. Technology Push vs. Market Pull
AWAAIT
https://www.awaait.com/
58. Page 58Finding the Right Idea for You
Conclusions
• Get out and find inspiration around you
• Watch out for “plausible idea syndrome”
• Focus on things where you like to spend your time
• Find challenges other people are working on
• Look for non-customers who are over- or under- served
• Learn new tools for analyzing opportunities
• Change context - Learn as much as you can from other
sectors, other countries, other people
• Don’t underestimate peoples’ resistance to change
59. Page 59Finding the Right Idea for You
https://www.eventbrite.es/e/entradas-tech-demo-day-40868902989
60. Page 60Finding the Right Idea for You
¡Muchas gracias!
@profefox paulbfox
pfox@salleurl.edu
61. Page 61Finding the Right Idea for You
More Links
Inspiration:
• http://www.businessnewsdaily.com/8337-inspiring-
business-ideas.html
• http://www.quora.com/What-are-the-best-ways-to-
think-of-ideas-for-a-startup/
• http://www.wired.co.uk/article/best-startups-in-
barcelona-2017
Startups to watch:
• http://www.entrepreneur.com/slideshow/237370
Trillian Dollar Challenges:
• http://joehas.tumblr.com/post/79187433229/the-
syllabus-for-trillion-dollar-challenges-the