institut for produktion og ledelse danmarks tekniske universitet john heebøll vÆksthus+...
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Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
OPPORTUNITY DRIVEN
CREATIVITYAgenda: • Stardust DTU• Assistant teachers: how to spend the money
the best!
• Conception of ideas• Systematical generation of ideas• From idea to business• Cases
Meetings: send a mail to [email protected]
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
LAST Mail addresses:Following are returned – unknown:
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Nothing in this World is stronger than an Idea whose Time has come
(Victor Hugo)
Victor Hugo tells us, that preconditions define the strength of ideas: thus, timing is essential.
Example: industrial revolution: everything is subject to mass production – including sewing – hence Singer invents the needle with the hole in the pointed end; he overcomes a major technical obstacle to mechanical sewing, and conquers the market for sewing machines for a generation.
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Ideas seem to Emerge as a Logic Consequence of
Needs (?)
This theorem explains why good ideas seem to pop up simultaneously – when we are ready for them
Example: The telegraph had been around for some years, when Graham Bell submitted his patent application on the telephone, February 14, 1876 – same day as Elisha Gray.
Internet related inventions such as online auctions, matchmaking and dating, telephone, search engines, news, booking, community services etc. etc. pop up in less than a decade – all driven by an enabling telecom infrastructure – just like the telephone followed as a logic consequence of the telegraph.
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
It’s the Early Bird that catches the Worm:
A business idea is like a comet – it materializes out of nothingness.
The one that captures it is the one who knows how to detect comets - and is at the look-out all the time
(My own)
I try to emphasize that you do not capture ideas unless you know what to look for.
Identifying ideas with a commercial potential is a skill, which can be developed and enhanced by learning and training!
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Elitist View on Creativity:• A rare talent• Unable to be taught• Irrelevant to most employees• An individual process
Developmental View on Creativity:• Available to all• Released through training and development of
personal potential• Within the scope of all jobs• Encouraged or discouraged within groups
according to their climate• Escapes from personal stuckness
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Conceiving Ideas• The ”Pain” is recognized:
” What is the Problem?”• Demand is formulated• Solutions occur
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
The Engineering Approach
Information
Demand recognition
Problem formulated
FUSION!
Information
Mastering technology
Conceptual solutions
Innovative idea
Innovative idea
Innovative idea Innovative idea
Innovative idea
Innovative idea
Demand Technology
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
Ideas are created when the unconscious layers are provoked by the conscious layers not being able to produce solutions to specific urgent problems. (Frustration prevails)
The unconscious layers return myriads of ideas which are filtered in the boundery layers between the conscious and the unconscious
Sigmund Freud 1865 - 1939
Sigmund’s Personality Model
Super Ego
Ego
ID
Unc
onsc
ious
laye
rs
Culture Norms
Rules
Common sense Rationale Logics
Feelings Intuition Impulse Instincts
Cons
ciou
s
laye
rs
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Points from Freud’s Personality Model:
TheoremThe sub-conscious layers can be
provoked into generating ideas by being fed with problems
Creativity as related to our objective thus requires:• A correct formulation of the problem• Stimulation (frustration, incentives, frequent
provocation)• An open filter• Time
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
An appropriate filter:Keep the mesh open: don’t kill strange ideas
Suitable criteria for filtering, first run:• Address a market in transition and development
• Stay within procurable limits
• There must be a customer with a real pain
• Build upon your personal competencies
• Must be interesting: an idea that you are willing to invest your time and attention in.
• Eccentric, funny and crazy - is OK at this point
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
An appropriate filter:Second run: tighten the knots
• Many customers
• Wealthy customers
• A lot of pain
• Bang for the Buck = a real pain-killer
• Niching opportunities: an asset
• Knowledge: an entry barrier
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Preconditions that spur Creativity:Personal incentives:
• You desperately want to set up a company• You want your company to become a succes• Hence you need good busines ideas
Preconditions, creating good Business Ideas• Domain knowledge• Business acumen• Training• Systematic diligence• Repetition
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Seven Means to increase Creative Production• Start a company and see what happens
The Job-shop• Use your eyes and phantasy - with a purpose
Inventor and Merchant
• Break out – make a spin-out Find opportunities
in your domain• Be disciplined and productive
one idea per person per day
• Be a spy build on others’
success• The top-down approach
from mega-trends to idea
• The Forest Gump ApproachBe there – be
visible - act
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
BREAK
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
From Idea to Business IGet to know the marketMichael Porter´s Five Forces is a good entry• The buyers• The suppliers• The competitors• Competition: what is important?• Where are your niches• What strategies will work for you?
• The sleeping Lion• Riding the Tiger• The Trojan Horse• Let Mr. BIG lead you by the hand• Numskull Jack (Klods Hans)• The moving Target
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
From Idea to Business IIAssessing your business model:
The early proof of business• Sparring and consultancy• Analysis: rough estimates and calculations• Analysis of market and competitors: use the web• Experimental work
• Technology: a prototype• Response: invite customers to your lab• Market: go out there, speak to customers, set up
collaborative testing. Se how your product really works!
• Plan how to execute – and do it!
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
QUESTIONS?