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INNOVATION CLUSTERS& MANAGEMENT TOOLSUNIVERSITY OF APPLIED SCIENCES AND ARTS NORTHWESTERN SWITZERLAND 25.10.2014
+ANDERSEN & ASSOCIATESCORPORATE INNOVATION & GROWTH THROUGH ENTREPRENEURSHIP + SCIENCE
YOU@PLUSANDERSEN.COM // +49 151 40 133 149 // WORLDWIDE
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
SOME CUSTOMERS
SOME FOUNDED
FEATURED & RECOGNIZED
AND MORE…
CERTIFIED LLP EDUCATOR @ STANFORD
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)
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
“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 CAPITALISTS
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 #3THE BOULDER THESIS
BRAD FELD
“LEADERS & FEEDERS”
1. THE
ENTREPRENEURIAL COMMUNITY MUST BE LEAD AND SUPPORTED
BY FOUNDERS
2. YOU NEED TO
PREPARE FOR BEING IN IT FOR
THE LONG HAUL (20 YEARS HORIZON)
3 YOU NEED TO BE
OPEN FOR ALL ON ALL LEVELS
4. YOU NEED EVENTS
ON A REGULAR BASIS TO ENGAGE PEOPLE
SILICON VALLEY A TECH CLUSTER
WHERE IS THE NEXT SILICON VALLEY?
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
WHAT DOES A HEALTHY INNOVATION CLUSTER NEED?
FOR NEW STARTUPS AND EXISTING INDUSTRY TO THRIVE
Driving Force
DRIVING FORCE
• FOUNDERS / ENTREPRENEURS
• VENTURE CAPITAL
• GOVERNMENT ORGANIZATIONS - PUBLIC FUNDING (MILITARY, EU, COUNTRY, STATE, CITY)
MOTIVATION
• CRISIS
• PROFIT
MANAGEMENT TOOLS
• CUSTOMER DEVELOPMENT & DESIGN THINKING
• AGILE DEVELOPMENT
• BUSINESS MODEL DESIGN
CULTURE
• RISK TAKING
• ENTREPRENEURIAL
• OUTWARD FACING RESEARCH UNIVERSITIES
• FREE FLOW OF INFORMATION AND PEOPLE
INFRASTRUCTURE
• RESEARCH UNIVERSITIES
• PREDICTABLE ECONOMIC SYSTEM
• STABLE LEGAL SYSTEM
• 24/7/365 UTILITIES
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
Driving Force
EXAMPLE
PRESENT RESULTS
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)
PRESENT RESULTS
MANAGEMENT TOOLS
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
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.
THE LEAN STARTUP MANAGEMENT TOOLS
AUS DEM LEAN LAUNCHPAD CURRICULUM BEI STANFORD
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
EXERCISE: BUSINESS MODEL CANVAS & VALUE PROPOSITION CANVAS
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
VALUE PROPOSITION CANVAS
BUSINESS MODEL CANVAS
PRESENT RESULTS
LET’S CONNECT:TWITTER.COM/BLACKTAR
FACEBOOK.COM/BLACKTAR LINKEDIN.COM/IN/VIDARANDERSEN
VIDARANDERSEN.COM
+ANDERSEN & ASSOCIATESCORPORATE INNOVATION & GROWTH THROUGH ENTREPRENEURSHIP + SCIENCE
YOU@PLUSANDERSEN.COM // +49 151 40 133 149 // WORLDWIDE
+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
+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
+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
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/
INNOVATION CLUSTERS& MANAGEMENT TOOLSUNIVERSITY OF APPLIED SCIENCES AND ARTS NORTHWESTERN SWITZERLAND 25.10.2014
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