A practical introduction to - and overview of - the entrepreneurship journey, based on the ecosystem in Copenhagen area. From a lecture, I gave at Aalborg University CPH for engineer candidates (cand.polyt study) in the 'Entrepreneurship, Innovation & Business models'-course as part of the 'Converging Mediatechnology' track.
The document discusses modern approaches to brand building and communication. It emphasizes building communities, focusing on essentials, adapting quickly to change, and involving users. It provides examples of developing cultural portals and online projects to connect brands and customers through shared value and experiences. Success requires a constant vision, an agile team, focus on user needs, and an active community that helps improve and spread communication.
IPRN was formed in 1995 and is now the world’s largest independent agency network. We have members all over the world covering markets in North and South America, Western and Eastern Europe, the Middle East, the Far East and Australasia. The combined fee income or our membes exceeds US$200 with staffing of over 1000 public relations professionals providing local knowledge and global reach for all our clients who require selective market PR programmes.
We’re experts at what we do. Through us you access a wealth of experience and communication knowledge.
Every year one of our members hosts the network’s Annual General Meeting attended by all members. For us it is vital that we meet each other regularly so that we can assess and probe each other’s competencies and skills.
You can trust us to deliver results, whether we work individually or as an international team.
So what makes us different?
The IPRN member you contact is the person in charge of that business – the owner or senior director – the one who makes decisions for his or her business. So you can be sure that your business matters to us personally. When you choose an IPRN member you are guaranteed integrity and professionalism.
Go to Find a PR Agency to locate your country’s IPRN member or to locate a member in a geographical market you want to target.
www.iprn.com
This document discusses innovation in the social economy. It begins by defining the social economy as globally interconnected individuals and businesses leveraging social tools to achieve mutual goals. It then discusses various innovation models and tools that can be used in the social economy, including models focused on profit, networks, customers, and education. The document also provides tips for how to innovate, such as building collaborative workspaces and rewarding failures. Finally, it discusses how education is changing in the social economy, such as through flipped classrooms and new models of online learning.
Social Media B2B Marketing: Adhesives and Sealants Industry Entwine Inc
Social Media Revolution - Creating value for your B2B business in the Adhesive and Sealant Industry. A presentation by Entwine Inc at the 2010 ASC Conference
This document provides a summary of Stewart Townsend's professional experience and qualifications. It outlines his role developing startup programs at Oracle and previous experience in business development, marketing, and sales roles at Sun Microsystems. It also lists his skills in social media, public speaking, networking, and developing new business opportunities.
Communicating College Program Offerings: Brand Development Workshoplucilledagpin
The document outlines the agenda for a brand development workshop being held on July 31, 2021 to develop the strategic direction and brand identity for the College of Agriculture and Related Sciences program offerings at Communicating College. The workshop will include exercises to define the brand's purpose and values, identify target personas, analyze competitors, develop brand messaging and strategies, and set goals and metrics for measuring success. The overall goals are to gather leader perspectives, guide the team to cohesion, and generate outputs to create a coherent image for each program starting with the Masters of Extension Education.
The document discusses how enterprise customers are thinking about innovation, design thinking, building talent, and discipline. It focuses on driving innovation through collaboration, understanding customer experiences, engaging teams, and leveraging investments. The document also discusses lessons learned from social media platforms and how immersive media can help cross the social media adoption chasm. Finally, it addresses overcoming barriers to new technologies through change management practices.
This document discusses how to effectively use social media in business. It begins by defining social media and how people are using it to communicate. It then provides guidance on planning a social media program by focusing on objectives, strategy, technology and metrics. It also covers how individuals can effectively engage on social media. Case studies show how social media engagement correlates with higher brand value and financial performance. The document concludes by emphasizing trust, transparency and responsiveness to change.
Leveraging Social Media to Reach B2B CustomersAlex Flagg
When you think of social media, do you think of running Facebook contests and videos of cats playing Patty Cake? Think again. Your B2B customers are increasingly using social media to gather product information and short list vendors.
This presentation covers 1) How B2B customers behave differently than their consumer counterparts, 2) How to develop and orchestrate an editorial plan to reach your B2B audience, 3) Recruiting your social media ambassadors, 4) The importance of Search Engine Optimization 5) Measuring the Share of Conversation.
Alex Flagg
Manager, Social Media and Digital Content Enablement
HP Enterprise Segment Marketing
In HP’s Worldwide Enterprise Segment, Alex leads a unique organization dedicated to increasing HP’s influence and participation in key B2B conversations with customers through social media channels. Alex is a dynamic B2B marketer with more than 18 years experience leading teams and running strategic marketing programs for HP, Sun, Microsoft, and AT&T. In his advertising career, Alex was among the first to buy online media in 1995 and helped shape the industry by proposing the first Internet advertising standards. Alex has a deep understanding of how to create engaging B2B editorial content, how to leverage social media to maximize content reach and how to utilize search engine optimization to ensure content find-ability and relevance.
Bridge Global Strategies is a boutique PR firm based in New York City that specializes in helping startups and foreign companies raise their visibility, awareness, and sales in the US through communications strategies and programs. The firm differentiates itself through its senior-level experience and hands-on approach, and can leverage its global network for clients through its membership in Public Relations Boutiques International. Bridge has experience across many industries and capabilities that include communications strategy, media relations, social media marketing, and crisis management.
Leveraging Social Media to Drive B2B InfluenceAlex Flagg
Learn about how to create a social media influencer program by developing the social media skills of your own employee subject matter experts to drive demand.
The document discusses innovation centers and their role in supporting entrepreneurship. It provides an overview of innovation centers, describing their origins in the 1940s and proliferation since then. Innovation centers aim to accelerate startup growth through business resources and services. They can have different structures and serve different clients. Case studies are presented that show innovation centers can create jobs and economic growth in their communities while helping startup companies succeed long-term. Key factors for innovation center success include strong management, access to business services, networking opportunities, flexible workspace, and early-stage funding.
Content strategy, communications strategy and digital excellenceDRCC
This document discusses content strategy, communications strategy, and digital excellence. It provides an overview of how organizations are structuring their communications teams to better coordinate digital communications, content creation, and social media. A central team of content strategists is proposed to coordinate efforts between departments and advise on content strategy, governance, and measurement of results. Integrating communications, content strategy, and digital efforts into a unified strategy is presented as an effective new model for communication management.
The document provides information about PR360, a multi-day conference taking place from 27-30 April 2015 in London. It will include workshops, a two-day PR summit, and an internal communications focus day. The PR summit will feature keynote speakers and breakout sessions on topics like social media, branding, measurement, and crisis communications. It will also include the PRWeek Global Awards ceremony. Attendees can choose to attend individual days or multiple days for additional savings. The event aims to bring together PR and communications professionals from around the world to share best practices and insights.
The document discusses how brands need to become publishers by creating and distributing original content across multiple channels to engage with consumers. It states that to succeed as a publisher, brands must invest in processes, content creation, technology, and hiring the right people. Specifically, brands need to establish different content workstreams, develop guidelines around their brand voice and content types, identify their target audiences, and promote content through influencers and paid media. The key is producing different types of content on an ongoing basis to meet consumers' changing expectations in today's media landscape.
This edition of The SoDA Report On… explores the creative agency’s perspective on the state of agency workflow management, processes and tools. Created in partnership with Deltek, the findings of the research highlight key issues that agencies face, the challenges they need to address, and delivers valuable insight into the current state of workflow management. In addition to the research component, the Report includes original articles by the industry's finest minds.
The document introduces the Collaborative Innovation Canvas, which contains 8 components grouped under 3 driving forces: Alignment, People, and Process. The canvas is used to plan collaborative innovation programs. Each component is described, with examples given for DHL, Airbus, a French manufacturer, Mattel, Swisslog, a global telecommunications company, and WorleyParsons. The driving forces represent the fundamentals of any innovation initiative: alignment with business goals, engaging people, and establishing processes.
Transformation of media - technology and business modelsJohan Winbladh
Digital technology is transforming the media industry. The music and news industries have fragmented, with revenue streams changing. Television is also fragmenting with new content and streaming services. This presents challenges for media companies as consumer behavior changes. New business models are needed to generate new revenue through activities like content paywalls or reducing costs. Data and analytics can help media companies improve targeting and effectiveness. Innovation is also key through incubators and startups to disrupt the industry from within. Culture change and cross-functional collaboration are important for organizations to adapt successfully to these transformations in media.
This document discusses how social media can drive innovation efforts through open collaboration and crowdsourcing. It argues that social media allows companies to generate more ideas faster by interacting with external partners and gaining market insights. Examples are given of how Lego and Shell have partnered with others through open innovation on social media. Companies can benefit from the speed, diversity and new knowledge that crowdsourcing provides, while people find it an enjoyable learning opportunity. The document advocates experimenting with social media to identify innovation opportunities and develop the right framework for open collaboration.
This document discusses how organizations can capitalize on collective intelligence by tapping into the knowledge and expertise of individuals both inside and outside the organization. It provides 3 approaches that organizations can use to apply collective intelligence: 1) Discovering and sharing new ideas through contests/challenges, collaborative design markets, virtual ideation, and communities of practice. 2) Augmenting skills and distributing workload through parallel task processing and distributed question/answer forums. 3) Improving forecasting effectiveness by collecting diverse opinions through prediction markets. The document also provides examples of companies that have successfully used these approaches.
The document summarizes key points from a workshop on identifying value and benefits in social media. It discusses different social media models and strategies for content creation and distribution. It also covers guidelines for measuring success and managing internal stakeholders. Audience analysis findings from a student survey are presented which could help improve engagement and relationships with prospective and current students.
Customer Experience Development - Leadership Class IntroductionSociety3
The document introduces the Social Media Academy leadership class. It provides an overview of the class which takes a cross-functional business approach to teaching social media strategy. The class covers topics like social media assessments, developing social media strategies, integrating social media across different business functions, selecting tools, developing engagement plans, analytics, and consulting. The class is taught online over 14 days and includes exercises, tests, and a final exam to graduate. The goal is to help business professionals understand how to best apply social media across their organizations in a holistic way.
Globalization creates many opportunities but also challenges for businesses today.
While some challenges may be particular to a country or sector, there are many challenges that SMEs around the world have in common.
Numerous barriers exist, so in order for SMEs to not only survive and grow, they must be armed with the correct tools and strategies to overcome these challenges and thrive.
While there are some that the individual business cannot control (at least for now) that does not mean they should sit back and do nothing.
A business that decides to understand the challenges and develop a program for finding solutions is a business that puts itself in a position to achieve success.
The document describes a corporate innovation program called CHOICE designed to help companies change employee mindsets, generate new ideas, and drive innovation. The 16-week program involves workshops to remove barriers, an idea pitching phase, selecting top teams to accelerate for 4 weeks, and a final demo day. The goals are to generate ROI, increase employee engagement, reduce time to market, solve real problems, and foster long-term competitive advantage and a culture of innovation. A case study from an insurance company that saw success with increased ideas, employee participation, and implemented business ideas is provided. The program is run by two experienced professionals with access to a network of mentors and investors.
Open Innovation Meets Social Media - Stefan LindegaardOpenKnowledge srl
The document discusses how open innovation can meet social media. It provides examples of how social media can help companies get attention from partners, gain recognition as thought leaders, and become preferred partners through opportunities created by social media. However, companies must build understanding and competence in social media, form internal and external teams, and develop strategies for influencing key stakeholders in order to fully leverage social media for open innovation. A shift is also occurring where new leadership mindsets and skills are needed to facilitate open innovation through networking and communication.
The document outlines a strategy for creative agencies to pursue long-term, future-facing growth. It proposes that strategy can spur growth by focusing on three main tasks: 1) influencing the scale and scope of an agency's offerings and recognizing new growth opportunities, 2) helping emerging digital markets grow and scale, and 3) leading digital market innovation and influencing industry conversations. Pursuing these three strategic focuses through service, product/service innovation, and infrastructure integration could systemically advance an agency's long-term growth in a sustainable way without diluting its unique culture.
The document outlines a strategy for creative agencies to pursue long-term, future-facing growth. It proposes that strategy can spur growth by focusing on three main tasks: 1) influencing the scale and scope of an agency's offerings and recognizing new growth opportunities, 2) helping emerging digital markets grow and scale, and 3) leading digital market innovation and influencing industry conversations. Specifically, the document suggests agencies focus on innovating consumer experiences and commerce business models, connecting different partners through collaboration, and leading the industry conversation through strategic insights, tools, and direction.
Management Consulting - Personal Growth & LeadershipHocein
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Operational Excellence Consulting
Tips for starting a business :
1. The “Does it matter?”-Test
Trust your emotions.
Know that a problem can suddenly become an opportunity to start from scratch without a legacy to carry on. A project has to meet specific needs or create something compelling, like a feature that sparks an emotion that you want to see.
2. Make a little, Try a Little and Sell a Little
Avoid getting too much money too soon.
3. Selling Your project & Yourself
4. Community organizing
Identifying the people around you with whom you can create a common, passionate cause
5. Executing your project
Think of execution as a series of rapid prototypes. Great projects get instant feedback and do instant adjustment cycles. The more iterations you can rapidly go through, the faster you can execute your project.
Starting your own business with “Lean start-up” :
Lean startup is a methodology for developing businesses and products, which aims to shorten product development cycles and rapidly discover if a proposed business model is viable, because the primary objective is to have a safe cash flow which then can be invested in risky developments.
Central to the lean startup methodology is the assumption that when startup companies invest their time into iteratively building products or services to meet the needs of early customers, the company can reduce market risks like creating a complete product that doesn’t appeal to the customers or like creating a lot of features that are not used or required by the customers. So the advantage is that there is no need for large amounts of initial project funding and expensive product launches and failures. This is done with two techniques :
A minimum viable product “MVP” (similar to a pilot experiment) is the version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort
A split or A/B test is an experiment in which different versions of a product are offered to customers at the same time. The goal of a split test is to observe differences in behavior between the two groups and to measure the impact of each version on an actionable metric.
Customer feedback during the development of products or services is integral to the lean startup process, and ensures that the company does not invest time designing features or services that consumers do not want. Customer feedback is measured through two processes, using key performance indicators and a continuous deployment process.
Personal leadership - Lean startup, funding, business plan, new jobHocein
This document provides tips and guidance for starting a business, funding projects through crowdfunding, developing a business plan, managing conflicts, and applying for jobs. It discusses lean startup methodology, minimum viable products, split testing, and obtaining customer feedback to iteratively build products. Crowdfunding is presented as a way to collect small amounts from many investors. Key components of a business plan like management, products, market analysis, finances, and investments are outlined. Conflict management emphasizes transparency and proportional responses. Job interviews prioritize cross-functional, problem-solving, learning, people management, and stress management skills.
The Centre for Research & Innovation (CRI) is a partnership between Grande Prairie Regional College and the Peace Region Economic Development Alliance that provides services to support innovators, entrepreneurs, and small and medium enterprises. The CRI operates with a mixed staffing model and funding from various sources. It acts as a network and one-stop-shop for regional researchers, innovators, and businesses seeking to commercialize new products and services. The CRI offers various programs and services to support innovation including intellectual property management, prototype development, investor readiness training, market analysis, and learning opportunities through workshops. It has supported hundreds of clients in the Peace Region of Alberta.
This document provides an analysis of the use of social media as a marketing tool for startups in Greece. It examines 317 Greek startups and their use of popular social media platforms like Facebook, Twitter, LinkedIn, and blogs. Key findings include that around 70% of startups were founded in the last four years, with most operating in the software and internet/e-commerce industries. Facebook and Twitter were the most commonly used platforms, adopted by around 79% and 67% of startups respectively. Performance was evaluated using metrics from StartupRanking.com, finding that a small group of 10-15 startups significantly outperformed others based on their web presence and social media engagement.
The document discusses various aspects of service innovation including:
1) Service innovation involves developing new services or modifying existing services to create added value for customers through new technologies or competencies.
2) Companies must learn to tap into service innovation by addressing higher customer expectations, the rise of mobile internet, big data, and the internet of things.
3) Successful service innovation focuses on relieving what customers do not like, enabling what they cannot do without the service, and making it easier for customers to get what they need.
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⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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1. A PRACTICAL APPROACH TO INNOVATION
- The Entrepreneurship Journey in the Ecosystem
Johan Winbladh
AAU – Sept. 2013
johanwinbladh@gmail.com
M: 21915612
www.medieinnovation.dk
Photo: Erik Johansson – Go Your Own Way
2. • Marketing Strategist
• Market Researcher
• Commissioning Editor (new media)
• Project Manager
• Media Innovation Consultant
About me (2)
The ’about me’ slide
• Media industry pioneer
• 3 innovation consortiums
• Organiser of Startup Weekend
• Mentor, Coach, Advisor
• CPH Entrepreneurship ecosystem networker
3. The innovation strategy contains 27 policy initiatives
regarding research, innovation and education.
It focuses on a better knowledge exchange between
companies and knowledge institutions, across borders
and between the public and the private sector.
http://fivu.dk/en/publications/2012/files-2012/innovation-strategy.pdf
The National Innovation Strategy
4. http://fivu.dk/en/publications/2012/files-2012/innovation-strategy.pdf
1. Innovation driven by societal challenges
Demand for solutions to concrete societal challenges must be given higher priority in the public
sector innovation effort.
2. More knowledge translated to value
Focus on more effective innovation schemes and better mutual knowledge transfer between
companies and knowledge institutions.
3. Education as a means to increase innovation capacity
A change of culture in the education system with more focus on innovation and value creation.
There are three focus areas in the strategy:
7. MEDIA EVOLUTION CITY, MALMÖ: Academia, commerce and industry and the public sector
established Media Evolution City cooperating with and housing 100+ Startups on 7500m2
MEDIA CITY BERGEN, (NORWAY) : 50 small, large, new and old media companies moves in to
45,000 m2 in 2016 and gather 1500 people.
The vision is to become an
international hotspot for
innovation and knowledge in
media where at the same place
is TV channels, newspapers,
providers of media technology,
Startups, education and
research.
Example: Connecting startups with established Biz (1)
8. Perhaps you dream about something like this?
Founded: 2009 in Copenhagen
Acquired: 2012 by Citrix Systems for $43.6M
Founded: 2005 in Copenhagen
Acquired: 2008 by Vodafone for €31.5M in Cash
Founded: 2001 in Copenhagen
425 employees, International offices, Topranked in industry
Founded: 2007 in Copenhagen
250 employees, Headquarter in San Franisco, $86M in total investment.
Founded: 2001 in Copenhagen
Acquired: 350 employees, Serving 29.000 restaurants in 13 countries
Founded: 2009 in Copenhagen
100+ employees, 200.000 customers in 193 countries, Total value $137M
10. Exchange of goods or services can occur when:
1.Customers maximize utility from the good
2.Companies can maximize profit
Both parties constantly evaluate opportunity cost
12. The path from idea to growth
Time
Networking
Bootstrapping Accelerators
Team-up
Re-teaming Angels
Investors
A-funding
Pivote
B-funding
Idea
Desillusion
Initiate
Enthusiasm
Proto
typing
Beta
Product
Launch Growth
13. Entrepreneurship stage 1: Initiation –Team & Idea
Build the Team carefully - performers
attract investors
Pitch the idea – addressing a customer
need, fun to work with
22. OUTCOME:
• Lots of fails and learning!
• 5 winners continued with accerator growth programmes
• Tools for growth
• At least 3 companies formed
• Ambassador experience from entrepreneurship approach
• Cultural change (bottom-up activism)
• Networking across industries and specialists
• Connections between corporations, entrepreneurs and students
• Inspiration for educational institutions
"The ideas, the spirit and the effectiveness of
the groups was amazing to see, especially the
work across different groups of developers,
business people and people with completely
different backgrounds were enormously
rewarding."
"Usually when you finish a project you sit with
some long Word document or Power Point
presentation. Here people created solutions that
actually works and can be used, it is insanely
impressive how much people have reached to
build. It's really cool to be involved! “
23. WHAT MAKES A WINNER ?
JUDGE:Martin Thorborg
JUDGE:Thomas Madsen-Mygdal
JUDGE:Marrtin Ferro-Thomsen
Business Model - The heart of it all.
If you haven’t got answers to these questions, you’ve spent too much time on frills & features and need to get
back to the basics:
•Who is your customer?
•What is your core value proposition?
•What are your key activities?
•What are your revenue streams?
•What is your cost structure?
•Who/what are your key partners/resources?
•What are your distribution channels?
•What is your customer acquisition / rollout strategy?
Customer Validation: - Solutions for real problems !
•Have you taken the proper steps to ensure that the people who matter (your future customers) support and
reinforce your assumptions?
•Think of Customer Validation as ‘evidence’ to back up the core structure of your ‘theory’ (your Business
Model).
•The more feedback you gather (quantity), the more this feedback comes from your specific target market
(quality).
•The more you’re able to actually integrate this feedback into the Business Model and product development
(execution), the better.
Execution – A High Performance Team?
•What has your team been able to actually build over the weekend?
•Have you established a “Minimal Viable Product” (the minimum set of features to be able to start collecting
data)
•Does you deliver a compelling and captivating user experience? Is it memorable?
•Even the strongest of Business Plans are useless in the hands of those who can’t properly execute on them.
•Getting as far as possible proves your strength and skills as a team.
•This is what truly matters: investors don’t invest as in ideas so much as teams.
24. Entrepreneurship stage 2: Bootstrapping
• Tooling up and build for launch
• The fragile path; but anyhow rewarding
• Confusing, conflicts and Cool down…
25. Entrepreneurship stage 2: Bootstrapping
• Building the foundation
• Getting to know each other
• Gaining knowledge and
insight (for free)
• Continous inspiration (and
pivoting)
• Support and tools
26. • It’s not about product features, but percieved value
• Innovate all parts of the businessmodel to maximise growth opportunities
CREATING CUSTOMER VALUE
IMPLEMENT CONSULTING – VIEWPOINT NR. 4 / 2012 (implement.dk)
•Key ressources
•Key processes
•Partner network
•Value propsition
•Value platform
•Customer segments
•Channel structure
•Customer relations
•Cost structure
•Cash flows
How do we
create….
…valuable
solutions and
experiences…
…for
customers and
partners…
..to provide
profit for the
firm?
27. 71% increase
in SMEs starting to
use cloud services
in US and EMEA
(Source: Spiceworks, 2012)
64% of SMEs
use at least ONE
cloud-based service
(Source: IDC)
70%
are interested in
cloud services
(Source: Forrester, 2011)
of
SME’s
SME demand for cloud based services will ‘skyrocket‘
- As existing users will increase usage + non-users will adopt
(Source: IDC)
Business cloud
adoption in Europe
lags behind the US
by 2 years
(Source: Guardian, 2012)
Example: Market insight
34. Entrepreneurship stage 3: Dealing with Accelerators
• Early stage Startup is high risk > High share
for taking the risk!
• Providing highly competent support and
growth coaching
• Choose with care > Chemistry, approach &
shared objectives
• May provide capital, connection to angels
or preparing for investors
35. You are not alone…. The vibrant ecosystemEntrepreneurship stage 4: Moving ahead
• Expanding internationally
• Going professional (Board, CEO etc)
• Creating the culture
• Increasing investments (& funds/loans)
36. Tradeshift was awarded Best Enterprise Startup 2010 at The TechCrunch Europe startup award
Tradeshift is used by over 200.000 businesses in 190 countries
Example:
From Tradeshift presentaion; Symbion Investor Day, dec 2012
37. From Tradeshift presentaion; Symbion Investor Day, dec 2012
Example: Business of innovation
PROGRESS
•Are you making progress?
•How do you know that you are making progress?
•What are your assumptions?
•How do you plan to test those assumptions?
•What were the resultas of the tests you performed since last board
meeting?
INNOVATION ACCOUNTING
Establish a baseline
•Turn leap of faith assumptions into something quantifiable
• Face the brutal facts
• Measure where we are right now
38. •Think and act like pirates
•Think outside the box – challenge decisions
•Agile
•Validated Learning (it’s OK to make mistakes)
•Team Camps
•Transparency (all business aspects)
•Break up structures
From Tradeshift presentaion; Symbion Investor Day, dec 2012
Example: Pirate Culture
http://www.computerworld.dk/art/225863/danske-tradeshift-her-er-hemmeligheden-bag-vores-succes
39. From Tradeshift presentaion; Symbion Investor Day, dec 2012
Example: Knowledge & pitfalls
Device experiments to learn
• How to move the real numbers
•Iterate (engine tuning)
•Pivot or persevere
WHAT COULD GO WRONG?
•Crisis of confidence
•Traditional management approach (failure of execution, failure to plan)
•Plans are full of uncertainty
•- how do we know, we learned something critical?
• - How do we know, if we just goofed up?
40. From Tradeshift presentaion; Symbion Investor Day, dec 2012
Example: Learning loop
LEARNING THROUGH FEEDBACK
•Low cycle time - learn fast. Fail fast.
•Demonstrate value-creating activities in shortest possible time with
least possible effort
•Put in front of target audience and measure behaviour
(#getoutofthebuilding)
•Compare to baseline and learn
VALIDATED LEARNING
•Every action is based on assumptions
•Right=progress. Wrong=wasted peoples time
•Progress => moving towards sustainable growth
•Value hypothesis: Why users will spend time with the product
•Growth hypothesis: How new users come in contact with the product
•Validation: We want to know that we learn the right thing
42. Disruption from the inside: Media
companies seek hope in incubators
Example: Connecting startups with established Biz (2)
“If you continue to
disrupt our industry, we
want to work with you.”
44. The intrapreneur
Innovation Consortiums – connecting education with companies
Funded innovation
Creation of Startups
New knowledge and insight
New tools and methods
Research vs. Product interest conflicts
Methodology vs. Conclusion communication
Transforming knowledge to commercial output