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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
© C James Barlow 2010
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
© C James Barlow 2010
Comfort Zone
© C James Barlow 2010
Stretch Zone
Comfort Zone
© C James Barlow 2010
Panic Zone
Stretch Zone
Comfort Zone
© C James Barlow 2010
Panic Zone
Comfort Zone
© C James Barlow 2010
Panic Zone
Stretch Zone
Comfort Zone
© C James Barlow 2010
Stretch Zone
Comfort Zone
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
Visual Notes
© C James Barlow 2010
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
© C James Barlow 2010
Value
Customer
Situa+on Product/ service
© C James Barlow 2010
Value
Customer
Situa+on Product/ service
© C James Barlow 2010
Value
Customer
Situa+on Product/ service
© C James Barlow 2010
Value
Customer
Situa+on Product/ service
© C James Barlow 2010
Value
Customer
Situa+on Product/ service
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
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
© C James Barlow 2010
Value
Customer
Situa+on Product/ service
© C James Barlow 2010
Value
Customer
Situa+on Product/ service
© C James Barlow 2010
Value
Customer
Situa+on Product/ service
© C James Barlow 2010
Value
Customer
Situa+on Product/ service
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?
What is the most simple way of looking at this? What is the
desired end goal?
What can it be compared to?
What is the most simple way of looking at this? What is the
desired end goal?
What is the current process?
What can it be compared to?
What is the most simple way of looking at this? What is the
desired end goal?
What is the current process?
What is changeable?
What can it be compared to?
What is the most simple way of looking at this? What is the
desired end goal?
What is the current process?
What is changeable? What cannot
be changed?
What can it be compared to?
What is the most simple way of looking at this? What is the
desired end goal?
What is the current process?
What is changeable? What cannot
be changed?
What can it be compared to?
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
© C James Barlow 2010
© C James Barlow 2010
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
© C James Barlow 2010
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?
© C James Barlow 2010
Value
Customer
Situa+on Product/ service
© C James Barlow 2010
Value
Customer
Situa+on Product/ service
© C James Barlow 2010
Value
Customer
Situa+on Product/ service
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
1 Million ¼” diameter steel ball bearing balls
© C James Barlow 2010
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
© C James Barlow 2010
1 Million ¼” diameter steel ball bearing balls
© C James Barlow 2010
CORRECTLY join together as many pieces of the puzzles as you can in the +me given.
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
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
© C James Barlow 2010
Total Cost -‐ $1.10
© C James Barlow 2010
Bat costs $1 more than the ball
© C James Barlow 2010
How much does the ball cost?
© C James Barlow 2010
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
Village development commiqee
12L Container
Clean Water
Dirty Water
Home Filtra+on
Carbon Filter Unit
Carbon Filters
Clean Water
Operators and staff x 5
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
Village development commiqee
12L Container
Clean Water
Dirty Water
Home Filtra+on
Carbon Filter Unit
Carbon Filters
Clean Water
Operators and staff x 5
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
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
Problem
Radical
Different Different
Business as usual
Business as usual
Business as usual
© C James Barlow 2010
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?
© C James Barlow 2010
Which means that…
F1 B1
B2
B3
© C James Barlow 2010
F1
F2
F3
F4
B1
B2
B3
B4
© C James Barlow 2010
N1
N2
N3
N4
© C James Barlow 2010
A different perspec+ve
Their assump+ons
Their beliefs
Their experiences
Their expecta+ons
Their conven+ons
© C James Barlow 2010
F1
F2
F3
F4
N1
N2
N3
N4
B1
B2
B3
B4
© C James Barlow 2010
B1
B2
B3
B4
N3
N4
N2
N1
© C James Barlow 2010
Are you sibng comfortably….
© C James Barlow 2010
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?
© C James Barlow 2010
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
© C James Barlow 2010
Core theme
Idea
Idea Idea
Idea
Idea
Idea Idea
Idea Idea
Idea
Idea
Idea
Idea
Idea
© C James Barlow 2010
© C James Barlow 2010
© C James Barlow 2010
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
© C James Barlow 2010
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?
© C James Barlow 2010
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?
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