Empfohlen
Weitere Àhnliche Inhalte
Mehr von Co-founder Ignitor
Mehr von Co-founder Ignitor (20)
KĂŒrzlich hochgeladen
KĂŒrzlich hochgeladen (20)
Corporate Innovation
- 1. Corporate Innovation paulshawsmith scientific business strategy
- 3. All Innovations? 45% 55% Source: Birch (1979)
- 4. Radical Innovations? 5% 95% Source: Birch (1979)
- 5. Why? 5% 95% Source: Birch (1979)
- 6. Why? Money 5% 95% Source: Birch (1979)
- 7. Why? Money People 5% 95% Source: Birch (1979)
- 8. Why? Money People Suppliers 5% 95% Source: Birch (1979)
- 9. Why? Money People Suppliers Customers 5% 95% Source: Birch (1979)
- 10. Why? Money People Suppliers Customers Distribution 5% 95% Source: Birch (1979)
- 11. 1 Planning paulshawsmith scientific business strategy
- 12. Business Plan? Yes! No! 21% 79% paulshawsmith scientific business strategy Source: Bhide (2000)
- 13. ânew ventures launched with formal written business plans do not outperform ones launched without them.â paulshawsmith scientific business strategy Source: Lange, Mollov, Pearlmutter, Singh and Bygrave (2007)
- 14. Low levels of planning paulshawsmith scientific business strategy Source: Dencker, Gruber, Shah (2009)
- 15. High levels of planning paulshawsmith scientific business strategy Source: Dencker, Gruber, Shah (2009)
- 16. 1 Planning paulshawsmith scientific business strategy
- 17. 1 Planning paulshawsmith scientific business strategy
- 18. The Corridor Principle paulshawsmith scientific business strategy
- 19. Did you change your original idea? 66% 33% No! Yes! paulshawsmith scientific business strategy Source: Bhide (2000)
- 20. Great Idea paulshawsmith scientific business strategy Source: Ronstadt (1988)
- 21. Better Idea paulshawsmith scientific business strategy Source: Ronstadt (1988)
- 22. Better Idea paulshawsmith scientific business strategy Source: Ronstadt (1988)
- 23. Better Ide paulshawsmith scientific business strategy Source: Ronstadt (1988)
- 24. Success paulshawsmith scientific business strategy Source: Ronstadt (1988)
- 25. CourseMatch paulshawsmith scientific business strategy
- 26. CourseMatch paulshawsmith scientific business strategy
- 27. CourseMatch paulshawsmith scientific business strategy
- 28. CourseMatch paulshawsmith scientific business strategy
- 29. CourseMatch paulshawsmith scientific business strategy
- 30. AMAR BHIDE You canât plan an unpredictable future! paulshawsmith scientific business strategy
- 31. AMAR BHIDE Planning Discovering paulshawsmith scientific business strategy
- 32. 2 Begin with the End in Mind paulshawsmith scientific business strategy
- 33. Causal Thinking Market Research Knowledge Market People Gap Tasks Resources paulshawsmith scientific success strategy
- 34. Causal Thinking Market Research Knowledge Market People Gap Tasks Resources paulshawsmith scientific success strategy
- 35. paulshawsmith scientific business strategy
- 36. Casual Thinking Cook Book Outcome Hire Staff Vision Buy Ingredients paulshawsmith scientific success strategy
- 37. Market Research? 88% 12% Yes! No! paulshawsmith scientific business strategy Source: Inc. 500 Magazine (2010)
- 38. 27 Entrepreneurs paulshawsmith scientific business strategy
- 39. 3to 40 start ups paulshawsmith scientific business strategy
- 40. 12 to 43 yrs experience paulshawsmith scientific business strategy
- 41. $200 million to $6billion paulshawsmith scientific business strategy
- 42. 1 IPO paulshawsmith scientific business strategy
- 43. AMAR BHIDE "OK, I need to know which of their various groups of students, trainees, and individuals would be most interested so I can target the audience a little bit more. What other information...I've never done consumer marketing, so I don't really know. I think probably...I think mostly I'd just try to...I would...I wouldn't do all this, actually. I'd just go sell it. I don't believe in market research. Somebody once told me the only thing you need is a customer. Instead of asking all the questions, I'd try and make some sales. I'd learn a lot, you know: which people, what were the obstacles, what were the questions, which prices work better. Even before I started production. So my market research would actually be hands- on actual selling." Source: Sarasavathy (2007) paulshawsmith scientific business strategy
- 44. AMAR BHIDE "Ultimately, the best test of any product is to go to your target market and pretend like it's a real business. You'll find out soon enough if it is or not. You have to take some risks. You can sit and analyze these different markets forever and ever and ever, and you'd get all these wonderful answers, and they still may be wrong. The problem with the businessman type is they spend a lot of time with all their great wisdom and all their spreadsheets and all their Harvard Business Review people, and they'd either become convinced that there's no market at all or that they have the market nailed. And they'd go out there big time, with a lot of expensive advertising and upfront costs, because they're gonna overwhelm the market, and the business would go under." Source: Sarasavathy (2007) paulshawsmith scientific business strategy
- 45. 2 Begin with the End in Mind paulshawsmith scientific business strategy
- 46. 2 Begin with the End in Mind paulshawsmith scientific business strategy
- 47. Effectual Thinking Outcome Opportunities Outcome Resources Outcome Knowledge Outcome Outcome People Outcome paulshawsmith scientific success strategy
- 48. Effectual Thinking Meal 1 Knowledge of Cooking Meal 2 Ingredients on Hand Meal 3 Equipment Meal 4 Available People I Meal 5 Know Meal 6 paulshawsmith scientific success strategy
- 49. Effectual Thinking Course Match FaceMash Partner Friends Customer Students paulshawsmith scientific success strategy
- 50. AMAR BHIDE Seeking Combing Your Resources Resources paulshawsmith scientific business strategy
- 51. 3 Risk Taking paulshawsmith scientific business strategy
- 52. Managers Thinking High RISK Low Low High RETURN Source: Saravathy (1998) paulshawsmith scientific business strategy
- 53. Managers Thinking High RISK Low Low High RETURN Source: Saravathy (1998) paulshawsmith scientific business strategy
- 54. Entrepreneurs Thinking High RISK Low Low High RETURN paulshawsmith scientific business strategy Source: Saravathy (1998)
- 55. Entrepreneurs Thinking High RISK Low Low High RETURN Source: Saravathy (1998) paulshawsmith scientific business strategy
- 56. 3 High Returns paulshawsmith scientific business strategy
- 57. 3 High Returns paulshawsmith scientific business strategy
- 58. âWhen we started the airline 25 years age this year. I went to Boeing. I AMAR BHIDE remember the telephone call. âHello this is Richard Branson, wonder whether you could sell me a second hand 747?â âWhat is the name of your business?â âVirgin.â âWhat do you do?â âWe have a record company and have great bands like the sex pistols the rolling Stones.â And then there was a long pause, and instead of putting the phone down. He said, âWe will send a salesman over and as long as your airline goes further than your name suggests we will let you have a plane.â The key point there is we said to Boeing we donât know if this is going to work. We realise that this is risky, and we want to be able to hand the plane back after 12 months if it doesnât work out. And that is the element of protecting the downside and that is the critical thing. paulshawsmith scientific business strategy Source: Wall Street Journal Video, 2009-10-15
- 59. Size R50 million - â01 R30 million â â98 100 employee â â97 â92 â Gotcha, Wrangler Agencies & Biotribe factory Time Source: Saravathy (1998)
- 60. Size R50 million Chinese Imports - â01 R6 to R13 to dollar R30 million â â98 100 employee â â97 â92 â Gotcha, Wrangler Agencies & Biotribe factory Time Source: Saravathy (1998)
- 61. Having lost my business so suddenly, I was now setting up a licensing base and succeeding in spreading my risk across a number of products, licensees and manufacturers. We have the brands, they have the factories. With this licensing model, we find the best manufacturers and negotiate a win/win partnership with them â I provide the product ideas and brand knowledge and they produce products they are already successful at making, but under our brand. Together we have a thriving business. paulshawsmith scientific business strategy
- 62. R160 million â â09 Size R50 million Chinese Imports - â01 R6 to R13 to dollar R30 million â â98 2 employees â â05 100 employee â â97 â04 â 20 Licenses â92 â Gotcha, Wrangler Agencies â01 â Licensing model & Biotribe factory Time Source: Saravathy (1998)
- 63. With the benefit of hindsight, I know now that back in 2001 the business I had built was hugely exposed to external risks. Today, I would not employ that many people. I would not make and distribute so many diverse products from just one facility. It makes far more sense to outsource production to manufacturing and distribution experts who have all the expertise and channels in place. I would, and do, take forward cover on any international forex importing and exporting we do. I keep overheads to an absolute minimum and maintain tight control over all financial aspects of the business. paulshawsmith scientific business strategy
- 64. AMAR BHIDE Increasing Risk Returns Reducing paulshawsmith scientific business strategy
- 65. 4 Competitive analysis paulshawsmith scientific business strategy
- 66. AMAR BHIDE paulshawsmith scientific business strategy
- 67. AMAR BHIDE paulshawsmith scientific business strategy
- 68. paulshawsmith scientific business strategy
- 69. AMAR BHIDE ? ? ? ? ? ? paulshawsmith scientific business strategy
- 70. 4 Competitive analysis paulshawsmith scientific business strategy
- 71. 4 Competitive analysis paulshawsmith scientific business strategy
- 72. AMAR BHIDE Crazy Quilt Principle: Build a network of self-selected stakeholders paulshawsmith scientific business strategy
- 74. AMAR BHIDE paulshawsmith scientific business strategy
- 75. Larry & Sergey (PageRank)
- 76. Urs (New code) Larry & Sergey (PageRank)
- 77. John Doerr (OKR) Urs (New code) Larry & Sergey (PageRank)
- 78. John Doerr (OKR) Urs (New Jim Reese code) (Tight server farm) Larry & Sergey (PageRank)
- 79. John Doerr (OKR) Urs (New Jim Reese code) (Tight server farm) Larry & Sergey Yahoo (PageRank) (Billion page index)
- 80. crawler) (Faster John Doerr Yahoo (OKR) Urs (New Jim Reese code) (Tight server farm) Larry & Sergey Yahoo (PageRank) (Billion page index)
- 81. crawler) (Faster John Doerr Yahoo (OKR) Urs (New Jim Reese code) (Tight server farm) Larry & Overture Sergey Yahoo (Auction (PageRank) (Billion page index) adverts)
- 82. crawler) (Faster John Doerr Yahoo (OKR) Urs (New Jim Reese code) (Tight server farm) Larry & Overture Sergey Yahoo (Auction (PageRank) (Billion page index) adverts)
- 83. The Crazy Quilt Result 1 Result 2 Person 1 Result 3 Result 4 Person 2 Result 5 Result 6 Person 3 Result 7 Result 8 Result 9
- 84. 5 Avoid Surprises paulshawsmith scientific business strategy
- 85. AMAR BHIDE What is the main reason to plan? paulshawsmith scientific business strategy
- 86. AMAR BHIDE Missing budget paulshawsmith scientific business strategy
- 87. AMAR BHIDE Missing budget Overrunning costs paulshawsmith scientific business strategy
- 88. AMAR BHIDE Missing budget Overrunning costs Unplanned expenses paulshawsmith scientific business strategy
- 89. AMAR BHIDE Missing budget Overrunning costs Unplanned expenses Unforeseen mistakes paulshawsmith scientific business strategy
- 90. AMAR BHIDE Missing budget Overrunning costs Unplanned expenses Unforeseen mistakes paulshawsmith scientific business strategy
- 91. 5 Avoid Surprises paulshawsmith scientific business strategy
- 92. 5 Avoid Surprises paulshawsmith scientific business strategy
- 93. Percy Spencer BHIDE AMAR
- 94. AMAR BHIDE paulshawsmith scientific business strategy
- 95. AMAR BHIDE paulshawsmith scientific business strategy
- 96. AMAR BHIDE paulshawsmith scientific business strategy
- 97. AMAR BHIDE
- 98. AMAR BHIDE paulshawsmith scientific business strategy
- 99. AMAR BHIDE paulshawsmith scientific business strategy
- 100. 6 Trends paulshawsmith scientific business strategy
- 101. AMAR BHIDE The extent we can predict the future, We can control it. paulshawsmith scientific business strategy
- 102. 6 Trends paulshawsmith scientific business strategy
- 103. 6 Trends paulshawsmith scientific business strategy
- 104. AMAR BHIDE The extent we control the future, there is no need to predict it. paulshawsmith scientific business strategy
- 105. AMAR BHIDE
- 106. What can corporate managers learn from entrepreneurs? paulshawsmith scientific business strategy
- 107. Plan for Discover Innovation Why? Innovations 5% 95%
- 108. Plan for Discover Innovation Why? Innovations Plan & Seek Combine Resources Resources 5% 95%
- 109. Plan for Discover Innovation Why? Innovations Plan & Seek Combine Resources Resources Seek Risk Returns Reduction 5% 95%
- 110. Plan for Discover Innovation Why? Innovations Plan & Seek Combine Resources Resources Seek Risk Returns Reduction Competitive Crazy Quilt Analysis 5% 95%
- 111. Plan for Discover Innovation Why? Innovations Plan & Seek Combine Resources Resources Seek Risk Returns Reduction Competitive Crazy Quilt Analysis Avoid Embrace Surprises Surprises 5% 95%
- 112. Plan for Discover Innovation Why? Innovations Plan & Seek Combine Resources Resources Seek Risk Returns Reduction Competitive Crazy Quilt Analysis Avoid Embrace Surprises Surprises Trends Creating 5% 95%
- 113. Why Innovation and Entrepreneurship? paulshawsmith scientific business strategy
- 114. paulshawsmith scientific business strategy
- 115. MIT paulshawsmith scientific business strategy
- 116. 25,000 Firms paulshawsmith scientific business strategy
- 117. $1.8 trillion paulshawsmith scientific business strategy
- 118. 11th Biggest GDP paulshawsmith scientific business strategy
- 119. Steven Covey paulshawsmith scientific business strategy
- 120. paulshawsmith scientific business strategy
- 121. JOE JACOBSON paulshawsmith scientific business strategy
- 122. paulshawsmith scientific business strategy
- 123. 100 Million Trees paulshawsmith scientific business strategy
- 124. JOE JACOBSON paulshawsmith scientific business strategy
- 125. HAGEN STEHR paulshawsmith scientific business strategy
- 126. paulshawsmith scientific business strategy
- 127. paulshawsmith scientific business strategy