Venture Lab UT Austin

Social Innova+on Bootcamp -‐ UT

January 12th – 16th 2012

© C James Barlow 2010

SIBC/VentureLab

•  2-‐way street •  Enhanced explora+on •  Ah-‐ha Board •  WTF?! Board •  Test and judge purely by results •  Be on +me •  Help wherever you can


SIBC/VentureLab

•  Human Opera+ng system 1.0 –  Innova+ve thinking –  Strategy

•  Understanding problems and impact –  Solving the right parts of the

problem –  Delivering value where it’s

needed •  Strategy Mapping

–  Rapid prototyping of new ideas –  Applying design thinking to

strategy

•  Evolving winning strategies –  Maintaining flexibility –  360 degree thinking –  Building commercial

momentum •  Ac+on plan

–  Next steps –  Cri+cal success factors

•  Presen+ng with impact –  Communica+ng the value

proposi+on –  Sales


Comfort Zone


Stretch Zone

Comfort Zone


Panic Zone

Stretch Zone

Comfort Zone


Panic Zone

Comfort Zone


Panic Zone

Stretch Zone

Comfort Zone


Stretch Zone

Comfort Zone











Visual Notes


Back of the Napkin

Apples, apples everywhere

•  Apple •  Apple tree •  Orchard •  Texture and detail •  Nutri+ous/good for you

•  Apple pie •  Instruc+ons for Apple Pie •  Details of inside an apple •  Compare it to other fruits •  Apple life cycle


Value

Customer

Situa+on Product/ service


Value

Customer



Value

Customer



Value

Customer



Value

Customer





Framing the problem

What is the best way to improve this mousetrap?

What is the best way to catch mice?

Value Proposi+ons

•  New needs •  Performance/efficiency •  Customiza+on •  Gebng the job done •  Design

•  Brand •  Price •  Cost reduc+on •  Risk reduc+on •  Accessibility •  Convenience


Value

Customer



Value

Customer



Value

Customer



Value

Customer


What is the most simple way of looking at this?

What is the most simple way of looking at this? What is the

desired end goal?


desired end goal?

What can it be compared to?


desired end goal?

What is the current process?



desired end goal?


What is changeable?



desired end goal?


What is changeable? What cannot

be changed?



desired end goal?


What is changeable? What cannot

be changed?


Customer Value

Customer Product

Customer Service

Customer Value

Ac+vi+es

Resources

Payment

Customer

Umbrellas

Machine

Umbrellas

Supplier

Retailer

Storage Inventory

Customer

Umbrellas

Re-‐fill

Machine

Umbrellas

Maintenance

Supplier

Retailer

Storage Inventory

Vehicle



People Resources Ac+vi+es Products/services

People Resources Places Products/services People Resources Places Products/services People Resources Places Products/

services People Resources Places Products/services People Resources Places Products/services People Resources Acitvi+es Products/

services People Resources Ac+vi+es Products/

services


The problem is……

•  What is/are the issue(s) •  Who does it affect? •  How does it affect them? •  Who else is affects directly/indirectly? •  What are the causes?


Value

Customer



Value

Customer



Value

Customer





1 Million ¼” diameter steel ball bearing balls


Idea Genera+on Rules

•  Quan+ty Vs Quality •  No bad Ideas •  One idea per post-‐it •  Call it out as you put it on the table •  Use the ideas of others as crea+ve s+mulus


1 Million ¼” diameter steel ball bearing balls


CORRECTLY join together as many pieces of the puzzles as you can in the +me given.






Innova+on

Business Model

Product

Posi+oning

Process

Customer

Bicycles

Vending points

Supplier

Storage Bicycles

Stock mgmt

Maintenance Vehicle

Customer

Bicycles

Vending points

Rental period

Supplier

Storage Bicycles

Stock mgmt

Maintenance Vehicle

Monthly

Per Use

Customer

Bicycles

Vending points

Rental period

Supplier

Storage Bicycles

Stock mgmt

Maintenance Vehicle

Adver+zing Monthly

Per Use


Total Cost -‐ $1.10


Bat costs $1 more than the ball


How much does the ball cost?


Customer

Umbrellas

Loca+on

Re-‐fill

Machine

Umbrellas

Maintenance

Supplier

Retailer

Storage Inventory

Vehicle

Villager

Dirty Water

Villager

Dirty Water

Home Filtra+on

Carbon Filter Unit

Carbon Filters

Clean Water

Villager

Dirty Water

Home Filtra+on

Carbon Filter Unit

Carbon Filters

Clean Water

53% < Rs 2000/month

$24

$8 3-‐6 months

Filtra+on plant

Villager

Village development commiqee

12L Container

Clean Water

Dirty Water

Home Filtra+on

Carbon Filter Unit

Carbon Filters

Clean Water

Operators and staff x 5

Maintenance

Land

Op+onal Delivery

Electricity

Quality Assurance

(QA)

Filtra+on plant

Villager


12L Container

Clean Water

Dirty Water

Home Filtra+on

Carbon Filter Unit

Carbon Filters

Clean Water


Quality Assurance

(QA)

Every 2 weeks

Maintenance

Land

Op+onal Delivery

b/e @500/day @Rs1.5

Electricity

$15k Covers 2-‐3 Villages

Filtra+on plant

Villager


12L Container

Clean Water

Dirty Water

Home Filtra+on

Carbon Filter Unit

Carbon Filters

Clean Water


Quality Assurance

(QA)

Every 2 weeks

Maintenance

Land

Op+onal Delivery

b/e @500/day @Rs1.5

Electricity

$15k Covers 2-‐3 Villages

53% < Rs 2000/month

$24

$8 3-‐6 months





Problem

Radical

Different Different

Business as usual

Business as usual

Business as usual


Delivering Value •  How do we raise awareness about our product(s) and/or service(s)?

•  How do we help customers evaluate our Value Proposi+on?

•  How do we allow customers to purchase? •  How specifically do we deliver the Value Proposi+on to customers (and end user if different)?

•  How do we provide post-‐purchase customer support?


Which means that…

F1 B1

B2

B3


F1

F2

F3

F4

B1

B2

B3

B4


N1

N2

N3

N4


A different perspec+ve

Their assump+ons

Their beliefs

Their experiences

Their expecta+ons

Their conven+ons


F1

F2

F3

F4

N1

N2

N3

N4

B1

B2

B3

B4


B1

B2

B3

B4

N3

N4

N2

N1


Are you sibng comfortably….


The Magic Number…..

•  What are the THREE key messages you want to communicate?

•  How can you communicate these THREE things most effec+vely?

•  How would you show this on a slide?


Wordsmithing tools •  Ar+culate the core of the

idea, simply and elegantly •  Surprises create a hook of

interest •  Find/open a knowledge

gap •  Violate expecta+ons •  Derail habitual trains of

thought •  Paint clear pictures •  Use human ac+ons as a

narra+ve

•  Enrich the story with sensory informa+on

•  Help people feel something, to empathise with the situa+on

•  Take people on a journey that they can associate with

•  Unless you have obvious authority, your ideas need to carry their own credibility


Core theme

Idea

Idea Idea

Idea

Idea

Idea Idea

Idea Idea

Idea

Idea

Idea

Idea

Idea




Wordsmithing tools •  Ar+culate the core of the

idea, simply and elegantly •  Surprises create a hook of

interest •  Find/open a knowledge

gap •  Violate expecta+ons •  Derail habitual trains of

thought •  Paint clear pictures •  Use human ac+ons as a

narra+ve

•  Enrich the story with sensory informa+on

•  Help people feel something, to empathise with the situa+on

•  Take people on a journey that they can associate with

•  Unless you have obvious authority, your ideas need to carry their own credibility


The problem is…… •  Facts

–  Are they REALLY? –  What is the source? –  How can you validate them?

•  Opinions –  Who gave them? –  How well qualified are they to give them? –  What counter-‐opinions are out there?

•  Guesses –  Call ‘em out! –  What is the basis for guess? –  What logic or assump+ons have you made? –  What is the margin for error?


13 “mission cri+cal” things

•  What HAS to happen? •  Who can help? •  How can they help? •  Who do you need to speak to? •  What specifically does this help you to achieve?

•  How does this help you build commercial momentum?

Education

Venture Lab UT Austin