Guidemap - wofiecph.files.wordpress.com · through an agile and iterative process that suits each individual gri-oup. This Guidemap is for inspiration and a sort of A La Carte menu

GuidemapSupervisor 2012

Aalborg University 2012, Christian TollestrupClaus Rosenstand, Thomas V. Hansen, Jesper Thinnesen

Content

1. Guidemap matrix2. Day 1 “Uniqify”4 Day 2 “Verify”6. Day 3 “Businessfy”8. Day 4 “Convincify”10. Pedagogy and instruction12. Evaluation criteria

Matrix

The supervisor on WOFIE is a facilitator that should guide the students through an agile and iterative process that suits each individual gri-oup. This Guidemap is for inspiration and a sort of A La Carte menu of activities. It is allowed to jump back and forth and you do NOT need to follow the sequence. See the Milestone hint for each day.

The Guidemap is for both supervisors and students: the students should gain insight and reflection on their agile development process and are therefore supposed to orient themselves in the methods and plan their day (see Start-up and End-of-day-assignments)

Procedures and examples for all activities and methods are found in the on-line version at www.wofie.aau.dk

The systematic work method behind the guide-map design is to understand uniqify, verify, businessify, and convincify as both pro-gression and asynchrony learning activities. The horizontal dimension is the outlined progress, and the vertical dimension is the learning activities resulting in 16 aspects on innovation and entrepreneurship. Every aspect relates to one or more methods (totally 36) described as a procedure, and each step of each procedure is exemplified by the re-invention of the wheel. The guide-map is designed for interac-tive use on the WOFIE webpage.An example is the cross tabulation uniqify activity x verify progress, which results in the aspect value, with the related methods ideation-4value and compose concept.

Workshop for

Innovation Entrepreneurship

DAY 1: Uniqify DAY 2: Verify DAY 3: Businessfy DAY 4: Convincify

Ideation Value Business Concept Desire

Need Research Critique Potential

Business Idea Market Organisation Strategy

Pain Cure Profit Presentation

AsyncronicLearningActivities

UNIQIFY

VERIFY

BUSINESSFY

CONVINCIFY

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Day 1 UNIQIFYTimetable (prelimenary)08.00 Briefing for supervisors08.30 Students arrive - start warm-up exercise09.00 Introduktion (livestream)10.00 Project work13.00 Lecture (livestream)13.40 Project work15.50 End-of-day assignment16.00 Finish - debriefing for supervisors

IDEATION

01. DELPHI IDEATION – Fast ideation and sharing ownership of ideasEach team member develops or picks one favourite idea. In pairs, they work on 1 idea on 1 A2 piece of paper. Do several rounds and shift pairs/ideas.

02. BRAIN POOL WRITING – Empty your head and document your ideas.Every team member has a pile of A4 paper. One idea is sketched and commented on per sheet of paper. The paper is then placed in the middle of the table. When a participant runs out of ideas, a piece of paper is taken from the pool in the middle of the table and the idea is used either for improvement or as inspiration for a new idea (on a new sheet of paper).

03. FORCED RELATIONSHIP – Thinking outside the boxGroups generate ideas on how to solve their problem by developing a product, service or solution for the target group. 20 minutes forced ideation with “Forced relationship” using slides on website as inspiration.

04. CLUSTERING – Overview and sharingUsing gut instinct and intuition is just as good as rational arguments. Start the sorting process looking at the post-its and thinking: “what is this about?” Is it about being able to move the service around? And give the themes a headline such as “mobility”, “game on game”, “self-service”, etc.

NEED

05. FRAME THE PROBLEM – Focus your effort This should set a direction, not just limitations. They need to make their expectation for a solu-tion explicit by defining or redefining important criteria for the proposal.

06. CHALLENGE CHECK – multiple perspectives on needsWhat are the challenges within the chosen area (technology, information, market, etc.)

07. EXPLORE – what is already out there?Explore the existing solutions and suppliers: Who else is out there offering either the same kind of service or services to the same target group? Look for ways to differentiate and be unique. If you need to explore use the internet: E.g. Google.

End-of-day-assignment

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Milestones for day 1

- Target group and the problems- A good product/service idea- Vision & Mission for business

BUSINESS IDEA

08. VISION – overall directionFor the business concept: what are the overall goals and aims for the business?

09. MISSION – what is it about?For the business concept: “what is it about and why is it relevant?”

10. SELECT IDEA - concretise vision/missionThe group selects the idea most in line with the Mission and Vision, and that meets success criteria.

PAIN

11. PRESENT THE IDEA – get feedbackMake a 2-minute oral presentation (may be supported by sketches) that explains the prob-lem, the idea and relevance to the target group.Present the idea (or 2 top ideas) to another group along with the criteria and assignment. Get feedback and revise/decide.Present the idea to an expert. Get feedback and revise.

Option: Group videotape their presentation (e.g. on a mobile) for own reflection later.

The subthemes Uniqify, Verify, Businessfy and Convincify each represent a number of tools and methods for a day.At the end of the day the groups delegate the subthemes to individual group members; each member read through a section and prepare to present the options the following morning.

Day 2 VERIFYTimetable (prelimenary)08.30 Briefing for supervisors09.00 Introduktion (livestream)09.20 Project work13.00 Lecture (livestream)13.40 Project work15.50 End-of-day assignment16.00 Finish - debriefing for supervisors

VALUE

12. IDEATE FOR VALUE – structured ideation within multiple perspectivesBased on the main idea, the team must challenge their idea by focused ideation on a single aspect at a time. Suggest rounds of 15 minutes using either Post-it (general purpose) or A4 (detailed purpose) on the following aspects:

Product (what other products could be developed to fit the idea, to generate more value?)Processes (what other processes* could add value to the idea?)Technology (what ideas for other/new technology could add value to the idea?)Supply (what new links or suppliers could add value to the idea?)Organisation (what new actors, stakeholders or ways to organise the idea add value?)Experience (what user experience would add value to the idea?)*Processes: (Products:manufacturing processes, organisation of production processes), (service; alternative time, sequences and links), both Product & service: the way the service/product comes to market/customer.

13. COMPOSE A PRODUCT / SERVICE CONCEPT – generate a clear profile for value checkWe are looking for interesting and promising combinations of products, process, technol-ogy, supply, organisation and experience. Keep an eye out for clear profiles, coherence between aspects and the success criteria defined. Allow for changing the assignment if an interesting new direction occurs.The team must define where and how the entire concept adds value and differentiates itself.

RESEARCH

14. DEFINE INFORMATION NEEDS – prepare for searchThe group should define what type of information they need to carry on developing the product/service concept.

Start-up-assignmentEach group member present the tools and meth-od from the section the person has prepared.The group then prepare the tasks for the day and the methods to be used. This plan is presented to the supervisor.


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- A unique product/service concept for a business.- Understand the knowledge required for further development.- The basic business model and target market

MARKET

17. BUSINESS MODEL – look for the moneyThe team must define how their product/service turns into a business by identifying the business model:Who is going to pay? and for what?Why are they paying?How are they paying?

18. TARGET MARKET – find out who is going to payWhat and where is the market for the business?

CURE

19. PRESENT THE CONCEPT – get feedbackMake a 2-minute oral presentation (supported by sketches) that explains the product/ser-vice concept, the business concept. Present the business concept to another group along with the criteria and assignment. Get feedback and revise.Present the business concept to an expert. Get feedback and revise



15. SEARCH, SEEK AND LEARN – find information and gain knowledgeThe team must actively search for information using: Use your networkIf you need to explore use the internet: E.g. Google.If you need advices use experts if available.If you need specific scientific material use the library’s databases, e.g. via Aalborg Univer-sity Library: Scopus/SciVerse, Dads, Business Source Premier. Other information needs – ask the information specialist at Search Lounge or in the online chat.

16. ORGANISE INFORMATION MATERIAL – reduce information complexityExplore the existing solutions and suppliers: Who else is out there offering either the same kind of service or services to the same target group? Look for ways to differentiate and be unique.

Day 3 BUSINESSFYTimetable (prelimenary)08.30 Briefing for supervisors09.00 Introduktion (livestream)09.20 Project work13.00 Lecture (livestream)13.40 Project work15.50 End-of-day assignment16.00 Finish - debriefing for supervisors

BUSINESS CONCEPT

20. EXECUTIVE SUMMARY – reduce complexity of business conceptAn executive summary is used to communicate a business idea effectively to decision makers Revise, summarise and possibly visualise the main elements in the business concept - keep focus on what is unique and valuable:VisionMissionBusiness model

CRITIQUE

21. SWOT – systematic investigation of business modelPerform a SWOT analysis to understand the business model. Define: Strengths, Weaknesses, Opportunities and Threats to the model.

22. ROLE PLAY GAME – experience the business model from different perspectivesGetting deeper into the experience of using the product/service and the organisation of the business the team can do role-plays.Scenario of use and experience.Team members take the roles of users, clients, providers and run through main scenarios of use in order to understand and refine the experience.Team members take the roles of various stakeholders and try to understand their role and motivation for participating in the service/business.

23. BUDGET – check financial perspectiveThe team develops a 3-year budget to understand financial challenges.



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- Clear, short business summary- Understand the strengths and weak-nesses of the concept- Have a plan for how realise the busi-ness concept

ORGANISATION

24. BUSINESS PLAN – reduce organisational complexityThe team creates a business plan that covers the following aspects:

ROLE & TEAM- List CEO and key management by name and/or competence. An organi-sational chart may accompany this. Summarize the number of years of experience in this field. List also where you need to fill in gaps in competences. List potential external resourc-es such as advisors, service providers

PARTNERS - Who are the key partners to involve in this business for production, execution, distribution, etc.?

FINANCE - What are the resources required to start up the business?

SALE - How and where does the product/service reach the market?

CUSTOMERS - Who are the customers for this business?

PROFIT

25. PRESENT ACCESS TO MARKET – get feedbackMake a 2-minute oral presentation (supported by sketches) that explains how you will get access to the market.Present to another group along with the criteria and assignment. Get feedback and revise.Present to an expert. Get feedback and revise.



Day 4 CONVINCIFYTimetable (prelimenary)08.30 Briefing for supervisors09.00 Introduktion (livestream)09.15 Project work13.00 Presentations in Clusters16.00 Finals, clusterwinners present (livestream)18.00 Winner announced

DESIRE

26. UNIQUE SELLING POINTS – define why this is betterDefine (only) 2 key selling points that are indicative of the main rational argument for buying the product/service (from customer point of view).

27. EMOTIONAL SELLING POINTS – define why this is attractiveDefine (only) 2 key selling points that are indicative of the main emotional argument for buy-ing the product/service (from customer point of view).

POTENTIAL

28. SCALABLE – investigate the proportionality within the target marketUse 7 minutes to investigate whether your business concept can be scaled up or down and relate to markets and/or customers. If so, define what the efforts to make these changes are.

29. FLEXIBLE – investigate the adaptability towards market changesUse 7 minutes to investigate whether your business concept can be changed to relate to other customers or markets. If so, define what the efforts to make these changes are.

30. SPIN OFF – generate new business opportunitiesUse 7 minutes to investigate whether your business concept can generate new businesses at a later stage. Is there a possibility for a spin-off company specialising in part of the service? Is there a natural development in the product portfolio, such that new products or family of products could be developed?


Mid-day-assignment

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- Ready powerpoint presentation by lunchtime.- Rehearsed presentation including Pain, Cure & Profit- Max. 5 minutes presentationtime

STRATEGY

31. GOALS & OBJECTIVES – long term perspectivesLong-term (Five-year) goals:

State specific, measurable objectives.State market share objectives.State revenue/profitability objectives.

32. ROLL OUT PLAN – how to get startedMake a plan for how to roll out the business and market it:

Segmentation of costumersPrice strategyPromotion and advertising

PRESENTATION

33. REHEARSE THE PITCH – prepare for combatMake a 2-minute oral presentation (supported by sketches) that explains how the product/service and business concept will be realised.

34. COMPLETE PRESENTATION – make a camera-ready presentationCompose your presentation of MAXIMUM 5 minutes in PowerPoint covering at least the Pain, the Cure and the Profit.

Students help clear room and tables during lunch break, so vi can prepare for presentations in Clus-ters

PEDAGOGY

INITIATION

For further inspiration see www.uva.aau.dk

On the first day each new mixed team must go through the Team start-exercise:

2 Truths – 1 Lie: Each team member tells 2 truths and 1 lie about themselves. The rest of the team tries to guess

Ideation 1 – 2 – many:1. Each team member writes down ideas (e.g. on Post-It). When all done (put time on this) the ideas are placed on table or wall followed by a (very) brief explanation by the author.

2. Each member picks one idea to work with. Team member’s pair up and work on the cho-sen ideas one at a time. (You can mix and match the team until all have been paired up)Many: The team work through all the ideas one at a time. This prepares them for a qualified

choice. (Feel free to encourage combination of ideas through this process and break the process with 3D cases)

Levelling the playing field To ensure that all team members participate more evenly; no one sits quietly and no one monopolise the conversation use the following “trick” to control the situation:

• Initiate exercises with individual work for 2-5 minutes (Result: all members contribute)• Limit number of contributions from the individual work, e.g. 5 Post-its (Result: No team member can take control by quantity)

3D cases

Used to train the creative process and provide new angles and perspectives on an idea, and to provide positive team spirit. 3D means: Body, Attitude and Language and often in-volves random stimuli (E.g. Stimuli cards)

Examples of 3D cases that rehearses collaboration and building on each others ideas:

• “Build the X (fill in) of the future” e.g. a Vacation. Use Stimuli cards and plan the vacation (Stimuli cards showing “Barbed wire” and “teddy bear”, these words should then be used in the planning of the vacation)

• “Trip in the Forrest”. In pairs they tell a shared story. One starts the story and the other build on the previous sentence, and so on.

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Keep the energy and process flowing. If you get stuck with a group do not hesitate to ask for backup.

3D case rehearsing new angles (provocation) – a team exercise.

A ”Restaurant concept”:Name the 5 most important prerequisites and conditions for making your favourite restau-rant. Prioritise them. E.g. 1. Location 2. Cook 3. Organic food 4. Activities for children 5. Greek themeRemove one, e.g. number 2 and make it happen anyway – then what? how to cope? what t do?

3D case for new ideas.• Use stimuli cards for Forced relation (activity nr. 03 in Guidemap)

Choosing and or reaching consensus• Aim for all members agreeing. Allow for combining ideas if they fit together• Let them choose the idea that has most “energy”/fun• Use 3-5 Post-It per person to vote on ideas

CONSENSUS

CHANGE SCENERY

Take a walk (Walk & Talk – bring notebook), move the table, use roleplaying (e.g. nr.22), Dev-ils advocate, Present to others (e.g. 11, 19, 25 & 33)

SCORECARDGr.No.

Innovation (25%) Innovation in product, service, organisation, supply, etc. – is the “new” part clear?Primary focus on the concept - not considering the commercial aspect and realism. Is the idea a mix of different solutions that have not previously been connected?

Verification (25%) Proof and feasibility of concept?Is there any data/test to support the proposal (voxpop, reports, articles etc.). Is this seen before, if yes; how does this proposal differ (organisation, distribution, supply, marketing, etc,)

Business (25%)Value creation & potential marketAn overall evaluation of the value (social, economic, health etc.) potential of the project.Will it be possible to realise the project and introduce it on the market? Does the investment in carrying out the project relate the expect-ed earnings?

Convince (25%)Clarity of presentation, is the proposal communicated clearly and well structured?Have you received the necessary information to understand and evaluate the project?Is the pitch energetic and convincing?

Social innovation and impact (theme related showstopper)Included as a dimension in the proposal? Yes/no (if no: cannot win)

Each panel has three to four members. Each panel member must fill out one form per group, scoring 1-5 points for each criteria (5 best) and yes/no for theme relevance. The three forms per group must be stapled and collected. A WOFIE repre sentative will calculate the total amount of points for each group. The group with the most points are announced as the location winner. Amongst these, the final winner of WOFIE will be found. In the case of a tie, the fol lowing point priorities will be made in the following order: Business, Innovation, Verification and Presentation.

TOTAL

Point 1-5, 5 is best




Yes or No

2012Social Entrepreneurship

Documents

Guidemap - wofiecph.files.wordpress.com · through an agile and iterative process that suits each individual gri-oup. This Guidemap is for inspiration and a sort of A La Carte menu