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“M-Health Discovery” - Tunisian Start-
Up, providing a tool to automate the
discovery of epidemics
(Lessons Learned & Best Practices)
Mahmoud BEN JEDDOU
Young Entrepreneur / Team Leader in
Open Innovation Challenges
www.mhealthtool.com © 2014
Twitter: www.twitter.com/mahmoud_bjd
G+: www.google.com/+MahmoudBenJeddou
1 : 47
Intro
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“if there are no Problems, we will not be committed to Thinking”
How did we get to our project?
Why we thought of launching a start-up?
2 : 47
Intro
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“if there are no Problems, we will not be committed to Thinking”
How did we get to our project?
Why we thought of launching a start-up?
Unemployment rate (2010): above 20 % for university graduates and, above 30 % for young university graduates
3 : 47
Intro
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“most educated, wait much longer to get a formal job”
How did we get to our project?
Why we thought of launching a start-up?
4 : 47
Intro
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“most educated, wait much longer to get a formal job”
Traditional Education system of the StateDelivering Degrees - on paper - with no Skills
Passivity of young graduates No success/ failure models to learn from
How did we get to our project?
Why we thought of launching a start-up?
5 : 47
Team Organization
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Business Developer
Product Manager
UI-UX Designer
Cloud/ MobileService Architect
Mahmoud
Aïda
Mohamed
Slim
6 : 47
www.mhealthtool.com © 2014
Structure
A. Entrepreneurship: Lessons Learned & Best
Practices
B. “M-Health Discovery”: Tunisian Start-Up Initiative (1/2)
Context of Africa: health care - information technology
C. “M-Health Discovery”: Tunisian Start-Up Initiative (2/2)
The process towards the creation of the “M-Health” tool: Guideline
& Practical Frameworks
7 : 47
www.mhealthtool.com © 2014
Structure
A. Entrepreneurship: Lessons Learned & Best
Practices
B. “M-Health Discovery”: Tunisian Start-Up Initiative (1/2)
Context of Africa: health care - information technology
C. “M-Health Discovery”: Tunisian Start-Up Initiative (2/2)
The process towards the creation of the “M-Health” tool: Guideline
& Practical Frameworks
8 : 47
A.1. Leadership
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The Leader is someone who :oSees much better than others the origin of #disruption onto the marketoTends to #break the others’ rules and build new ones oStands out from the CrowdoThinks #big and moves #differentlyoPushes the boundariesoBrings #breakthrough concepts.
“Whether you're being in a big corporate or inside asmall team, behaving as a leader is quite crucial for the organization destiny”
9 : 47
A.2. Self-Confidence
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“I am the captain of my ship and the master of my fate”
oSelf-Confidence = Self-esteem + Self-assertion. (Psychiatrist)
10 : 47
A.2. Self-Confidence
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“I am the captain of my ship and the master of my fate”
oSelf-Confidence = Self-esteem + Self-assertion. (Psychiatrist)
oSelf-Confidence : the ability to #believe in yourself to accomplish any task, no matter the odds, no matter the difficulties. (Head coach of Univ soccer Team)
oThe development model of this competency = Repetition / Practice / Persistence
11 : 47
A.3. Team Management
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“Let Your Team Help You Manage the Team”
A Team Manager is:othe most sociable/ emotionally intelligent person within a team who’s able to lead, influence and align other members on the objectives of the project.
Dogma
12 : 47
A.3. Team Management
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“Let Your Team Help You Manage the Team”
A Team Manager is:othe most sociable/ emotionally intelligent person within a team who’s able to lead, influence and align other members on the objectives of the project.
Team Management is:oNot a prestigious roleoNot an individual taskoa common roleoa #shared responsibility
Dogma
Experi
ence
13 : 47
A.4. Conflict Management
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“Conflicts are good opportunities to discover new thoughts, visions, perspectives”
Usual approach to conduct conflicts:oattack and counterattackochattering, just to contradict others
14 : 47
A.4. Conflict Management
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“Conflicts are good opportunities to discover new thoughts, visions, perspectives”
Usual approach to conduct conflicts:oattack and counterattackochattering, just to contradict others
How to overcome conflicts and turn them into creative assets:odon’t speed up your thinking, slow downodon’t try to be (very) self-controlled in a conflict momentoget a speech that works for others as well as for you
15 : 47
A.5. Team Values
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“A team without values can never deliver an output with value”
“Organizations that have values towards #openness, #trust and #cooperation can be more innovative and dynamic facing the rapid change of the market”
“Promotion of values of #confidence, #tolerance of errors and #sharing objectives can improve dramatically the effectiveness of knowledge management”
Mario Javier Donate and Fatima Guadamillas, (2011)
16 : 47
A.6. Team Organization
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“Start-up Talents to Solve Industry Challenges”
When corporations reach maturity;ofocusing on huge profitsoproducing similar solutionsorepetition of old successful business modelsolosing the art of doing business
= With growth innovation becomes harder to achieve !
17 : 47
A.6. Team Organization
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“Start-up Talents to Solve Industry Challenges”
http://digitalmediazone.ryerson.ca/uncategorized/using-startup-talent-solve-industry-challenges/ | http://www.ryersonfutures.ca/innovation-for-hire/
When corporations reach maturity;ofocusing on huge profitsoproducing similar solutionsorepetition of old successful business modelsolosing the art of doing business
= With growth innovation becomes harder to achieve !
How and Why were they (start-ups) born?owithin or after an innovation contesto2-4 co-innovators living in a challenging contextono fear of failure, no routines, no heavy desktops, no hierarchy oto bring out #new, #different and #competitive products/ services onto the #global market
= When you’re small, you’re nimble; introducing new, cutting-edge ideas is easier.
18 : 47
A.7. Team Skills Selection
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“Ability ≠ Skill ≠ Talent”
oability; the capacity to Do: to read and write, to drive, to handle a task .. (learning/ practicing)
oskill; a technique - not necessarily taught in schools (discovering/ experimenting)
otalent; God’s gift - it can be easily seen at an early age (huge effort/ training to exploit a talent)
19 : 47
A.7. Team Skills Selection
www.mhealthtool.com © 2014
“Ability ≠ Skill ≠ Talent”
oability; the capacity to Do: to read and write, to drive, to handle a task .. (learning/ practicing)
oskill; a technique - not necessarily taught in schools (discovering/ experimenting)
otalent; God’s gift - it can be easily seen at an early age (huge effort/ training to exploit a talent)
20 : 47
A.7. Team Skills Selection
www.mhealthtool.com © 2014
“Ability ≠ Skill ≠ Talent”
oability; the capacity to Do: to read and write, to drive, to handle a task .. (learning/ practicing)
oskill; a technique - not necessarily taught in schools (discovering/ experimenting)
otalent; God’s gift - it can be easily seen at an early age (huge effort/ training to exploit a talent)
“innovate is a hard skill to get”
21 : 47
A.7. Team Skills Selection
www.mhealthtool.com © 2014
“Ability ≠ Skill ≠ Talent”
oability; the capacity to Do: to read and write, to drive, to handle a task .. (learning/ practicing)
oskill; a technique - not necessarily taught in schools (discovering/ experimenting)
otalent; God’s gift - it can be easily seen at an early age (huge effort/ training to exploit a talent)
Automattic’s (*) approach to discover skills and build strong teams =
“Try-outs”http://hbr.org/2014/04/the-ceo-of-automattic-on-holding-auditions-to-build-a-strong-team/ar/2
(*) the American Start-up behind the WordPress internet ptoduct
“innovate is a hard skill to get”
22 : 47
www.mhealthtool.com © 2014
Structure
A. Entrepreneurship: Lessons Learned & Best
Practices
B. “M-Health Discovery”: Tunisian Start-Up Initiative (1/2)
Context of Africa: health care - information technology
C. “M-Health Discovery”: Tunisian Start-Up Initiative (2/2)
The process towards the creation of the “M-Health” tool: Guideline
& Practical Frameworks
23 : 47
www.mhealthtool.com © 2014
The Story .. ..
https://www.mysciencework.com/news/4491/etat-des-lieux-sur-le-systeme-de-sante-en-afrique
24 : 47
www.mhealthtool.com © 2014
The Story .. ..
https://www.mysciencework.com/news/2962/pervasive-mobile-healthcare-system-based-on-cloud-computing
https://www.mysciencework.com/news/4491/etat-des-lieux-sur-le-systeme-de-sante-en-afrique
25 : 47
www.mhealthtool.com © 2014
The Story .. ..
https://www.mysciencework.com/news/2962/pervasive-mobile-healthcare-system-based-on-cloud-computing
https://www.mysciencework.com/news/4491/etat-des-lieux-sur-le-systeme-de-sante-en-afrique
26 : 47
www.mhealthtool.com © 2014
The Story .. ..
https://www.mysciencework.com/news/2962/pervasive-mobile-healthcare-system-based-on-cloud-computing
https://www.mysciencework.com/news/4491/etat-des-lieux-sur-le-systeme-de-sante-en-afrique
http://www.prof-moeslein.de/blog/2013/07/26/congratulations-mahmoud-ben-jeddou-your-award-winning-patient-health-discovery
27 : 47
www.mhealthtool.com © 2014
The Story .. ..
https://www.mysciencework.com/news/2962/pervasive-mobile-healthcare-system-based-on-cloud-computing
https://www.mysciencework.com/news/4491/etat-des-lieux-sur-le-systeme-de-sante-en-afrique
http://www.prof-moeslein.de/blog/2013/07/26/congratulations-mahmoud-ben-jeddou-your-award-winning-patient-health-discovery
#ICT4HD
www.facebook.com/TunisianKnowledgeSociety
28 : 47
B.1. Healthcare in Africa - Epidemic Effects -
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Are the major cause of death in Africa dueto the limited healthcare infrastructure andthe lack of healthcare human resources.
29 : 47
B.1. Healthcare in Africa - Epidemic Effects -
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Are the major cause of death in Africa dueto the limited healthcare infrastructure andthe lack of healthcare human resources.
AFRICANLIFE EXPECTANCY
30 : 47
B.2. Mobile technology in Africa, #ICT4Health
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Total infrastructure investment by mobile operators in Sub-Saharan Africa(US $ billion)
31 : 47
B.2. Mobile technology in Africa, #ICT4Health
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Fixed and Mobile penetration in Africa (2010)
95%
87%
32 : 47
B.2. Mobile technology in Africa, #ICT4Health
www.mhealthtool.com © 2014
Fixed and Mobile penetration in Africa (2010)
95%
87%
25-75%, our deployment area
33 : 47
B.2. Mobile technology in Africa, #ICT4Health
www.mhealthtool.com © 2014
Fixed and Mobile penetration in Africa (2010)
95%
87%
25-75%, our deployment area
735 million mobile
connections
34 : 47
www.mhealthtool.com © 2014
Structure
A. Entrepreneurship: Lessons Learned & Best
Practices
B. “M-Health Discovery”: Tunisian Start-Up Initiative (1/2)
Context of Africa: health care - information technology
C. “M-Health Discovery”: Tunisian Start-Up Initiative (2/2)
The process towards the creation of the “M-Health” tool: Guideline
& Practical Frameworks
35 : 47
C.1. Ideation Process
www.mhealthtool.com © 2014 36 : 47
C.2. Concept Design - “Minimum Valuable Product”
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Patient
Automated engine/* Logo
Philosophy */
37 : 47
C.2. Concept Design - “Minimum Valuable Product”
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Patient
Automated engine/* Logo
Philosophy */
/* Video
Pitch */
38 : 47
C.3. Business Model Canvas
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C.4. Competitors Benchmarking
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C.5. Prototyping
/* Technical
Architecture */
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C.5. Prototyping
/* User Interfaces
Implemented in
Windows Phone */
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C.6. Branding tools
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C.7. Financial Projections
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Arab Mobile App Challenge - Local Final (2014)
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Road Map
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Who has the force of idea never dies.
Thank You
www.mhealthtool.com © 2014 47 : 47