Innovation Cluster & Management Tools (Deutsch)

2.647 Aufrufe

Veröffentlicht am

Mich buchen: booking@vidarandersen.com

Meine Vorlesung bei der University of Applied Sciences and Arts Northwestern Switzerland FHNW Basel 25.10.2014

- Was ist ein Innovation Cluster?
- Was braucht ein Innovation Cluster?
- Cluster laut McKinsey
- Cluster laut Paul Graham
- Laut Brad Feld und die Boulder-These
- Wo ist der nächste Silicon Valley des Europas?
- Bedarf- & Stakeholder-Check (Übung)
- Business Model Canvas (Übung)
- Value Proposition Canvas (Übung)

Veröffentlicht in: Bildung

Innovation Cluster & Management Tools (Deutsch)

  1. 1. INNOVATION CLUSTER
 & MANAGEMENT TOOLS UNIVERSITY OF APPLIED SCIENCES AND ARTS 
 NORTHWESTERN SWITZERLAND 25.10.2014 
 YOU@PLUSANDERSEN.COM // +49 151 40 133 149 // WORLDWIDE
  2. 2. +ANDERSEN & ASSOCIATES INNOVATION & GROWTH THROUGH SCIENCE + ENTREPRENEURSHIP YOU@PLUSANDERSEN.COM // +49 151 40 133 149 // WORLDWIDE
  3. 3. ÜBER ANDERSEN FOUNDING PRINCIPAL +ANDERSEN & ASSOCIATES • NORWEGER, WOHNT IN KÖLN SEIT 2005 • 18+ JAHRE BERUFSERFAHRUNG, INNOVATIVE SOFTWARE-ENTWICKLUNG FÜR F500 ENTERPRISE UND GOS • STARTUP-GRÜNDER & ENTREPRENEUR (HITS & MISSES) • CORPORATE ENTREPRENEURSHIP BERATER FÜR F100 UNTERNEHMEN VIA PLUSANDERSEN.COM • DOZENT (BEI UNIVERSITÄTEN UND HOCHSCHULEN ZUM THEMA STARTUP ENTREPRENEURSHIP UND DOZENT VOM LLP-CURRICULUM ALS ZERTIFIZIERTER LEAN LAUNCHPAD EDUCATOR @ STANFORD) MEHR: VIDARANDERSEN.COM
  4. 4. KUNDEN U.A.
  5. 5. GEGRÜNDET U.A.
  6. 6. PUBLIZIERT & ANERKANNT U.A. AND MORE…
  7. 7. ZERTIFIZIERTER 
 LLP EDUCATOR @ STANFORD
  8. 8. AGENDA • WILLKOMMEN & VORSTELLUNG • WAS IST EIN INNOVATION CLUSTER? • WAS BRAUCHT EIN INNOVATION CLUSTER? • DIE BOULDER-THESE • WO IST DER NÄCHSTE SILICON VALLEY 
 DES EUROPAS? • BEDARF- & STAKEHOLDER-RECHERCHE, STARTUP-STYLE
 BUSINESS MODEL CANVAS (ÜBUNG)
 VALUE PROPOSITION CANVAS (ÜBUNG) • PRÄSENTATION & DISKUSSION
  9. 9. DEFINITION VON
 INNOVATION-CLUSTER • "LOCATION OF SEVERAL PRODUCERS OF SMALL DIMENSIONS IN THE SAME AREA OF FEW PRODUCERS OF BIGGER DIMENSIONS."
 - INDUSTRIAL DISTRICTS BY ALFREAD MARSHALL 1892 • "HIGH CONCENTRATION OF FIRMS WITHIN THE SAME BUSINESS AREA, ON BOTH VERTICAL AND HORIZONTAL WAYS OF THE VALUE CHAIN."
 - ANALYSIS OF THE ITALIAN REGIONS BY BECCATINI 1979 • "CLUSTERS ARE GEOGRAPHIC CONCENTRATIONS OF INTERCONNECTED COMPANIES AND INSTITUTIONS IN A PARTICULAR FIELD”
 - ARTICLE BY M. PORTER IN HBR 1998
  10. 10. “A CONCENTRATION OF COMPANIES WITHIN THE SAME BUSINESS AREA ON A DEFINED GEOGRAPHICAL AREA: COUNTRY, REGION OR CITY" INNOVATION CLUSTER
  11. 11. TECHNOLOGY INNOVATION CLUSTERS • CLUSTERS ARE COMPOSED BY COMPANIES THAT MAKE A STRONG BET IN TECH INNOVATION • THAT LEAD THE PRODUCTION OF WEALTH IN THE REGIONS WHERE THEY ARE • INFORMATION TECH IS THEIR PREDOMINANT PRODUCT • BASE INVESTIGATION -> APPLIED INVESTIGATION -> DEVELOPMENT
  12. 12. MODEL #1 MCKINSEY • KEY ELEMENTS WHICH CONSTITUTE THE NECESSARY CONDITIONS FOR THE DEVELOPMENT OF THE INNOVATION CLUSTERS: • INTERVENTION OF THE BIG INNOVATIVE COMPANIES • AVAILABILITY OF PUBLIC FUNDING • EXISTENCE OF NEW TALENTS • PRESENCE OF VENTURE CAPTIALISTS
  13. 13. MODEL #2 PAUL GRAHAM • TO HAVE A TECHNOLOGY HUB, WE NEED TWO KINDS OF PEOPLE:RICH PEOPLE & NERDS • A PLACE WHERE INVESTORS WOULD LIKE TO LIVE & STUDENTS WOULD LIKE TO STAY AFTER STUDYING • NO BUREAUCRACY • UNIVERSITIES • PERSONALITIES • NERDS • YOUTH • TIME • COMPETITION
  14. 14. MODEL #3
 DIE BOULDER-THESE
  15. 15. BRAD FELD
  16. 16. “LEADERS & FEEDERS”
  17. 17. 1. DIE GRÜNDER- COMMUNITY MUSS VON GRÜNDERN GETRIEBEN UND GEFÜHRT WERDEN
  18. 18. 2. DU MUSS VORBEREITET SEIN, LANGE DABEI ZU SEIN (20 JAHRE HORIZONT)
  19. 19. 3 DU MUSS OFFEN SEIN, FÜR ALLE AN ALLEN EBENEN SEIN
  20. 20. 4. EVENTS MÜSSEN UM DAS ENGAGEMENT ZU STIMULIEREN DAUERHAFT GESTALTET WERDEN
  21. 21. SILICON VALLEY DIE-PROTOCLUSTER
  22. 22. UND WO IST DAS NÄCHSTE
 SILICON VALLEY?
  23. 23. SILICON VALLEY IST WEDER DIE ANTWORT ODER DIE FRAGE • WIR WERDEN NIE VON DER RÜSTUNGSINDUSTRIE ODER ANDERE ÖFFENTLICHE TÖPFE SO EINE FANTASTISCHE SEED-INVESTIERUNG BEKOMMEN (TRILIONEN) WIE DAMALS IN SV • EUROPA = STADT + STADT - NICHT STADT GEGEN STADT, REGION GEGEN REGION • EUROPA = SAMLUNGEN VON CLUSTER, NICHT EIN KLEINEN EINZELN REGION AN SICH • TEL-AVIV (SILICON WADI) #2 ABER DIE DISKUSSION IST FÜR UNS IRRELEVANT
  24. 24. WAS BRAUCHT EIN INNOVATION CLUSTER FÜR NEUGRÜNDUNG UND WACHSTUM 
 DER EXISTIERENDEN INDUSTRIE
  25. 25. Driving Force
  26. 26. TREIBKRAFT • GRÜNDER / ENTREPRENEURE • VENTURE CAPITAL / RISIKOKAPITAL • GO - ÖFFENTLICHE MITTELN (MILITÄR, EU, BUND, LAND, STADT)
  27. 27. MOTIVATION • KRISE • PROFIT
  28. 28. MANAGEMENT-TOOLS • CUSTOMER DEVELOPMENT • AGILE DEVELOPMENT • BUSINESS MODEL DESIGN • DESIGN THINKING
  29. 29. KULTUR • RISIKO-FREUDIG • GRÜNDUNGS-FREUDIG • ZUGÄNGLICHE UND OFFENE FORSCHUNGSUNIVERSITÄTEN • FREIE FLUSS VON MENSCHEN UND INFORMATION
  30. 30. INFRASTRUKTUR • FORSCHUNGS-UNIVERSITÄTEN • VORHERSAGBARES ÖKONOMISCHES SYSTEM • STABILE RECHTSLAGE / RECHTSSICHERHEIT • 24/7 NÜTZLICHE EINRICHTUNGEN (STROM, WASSER, INTERNET, WEGE, ÖV, FLUGHAFEN, HAFEN, EISENBAHN, ETC)
  31. 31. ÜBUNG • BASIEREND AUF DEIN KONTEXT, WIE WÜRDEST DU DEINE CLUSTER ODER DIE HEUTIGEN VORAUSSETZUNGEN EINER CLUSTER IN DEINER NÄHE EINORDNEN?
 
 GRÜN FÜR BEFRIEDIGEND
 
 GELB FÜR SCHWACHSTELLE
 
 ROT FOR FEHLEND
  32. 32. Driving Force EISPIEL
  33. 33. ERGEBNISSE
  34. 34. ÜBUNG • AUS DEINEM KONTEXT, WÄHLE EIN FEHLENDE FAKTOR ODER EINE SCHWACHSTELLE AUS • ERARBEITE IN GRUPPEN, EINE LÖSUNGSANSATZ ZU WAS GEMACHT WERDEN KANN, UM DEN FEHLENDEN FAKTOR ZU SCHAFFEN ODER DIE SCHWACHSTELLE ZU VERBESSERN • WELCHE STAKEHOLDER MÜSSEN UNBEDINGT DABEI SEIN UND WAS WIRST DU PERSÖNLICH SELBER TUEN?
  35. 35. ERGEBNISSE PRÄSENTIEREN
  36. 36. MANAGEMENT TOOLS
  37. 37. DAS LEAN STARTUP ÄNDERT ALLES BEWEIS-BASIERTE METHODOLOGIEN FÜR VORHERSAGBARE INNOVATION
  38. 38. THE LEAN STARTUP BUSINESS MODEL GENERATION CUSTOMER DEVELOPMENT AGILE ENGINEERING THE LEAN STARTUP =
  39. 39. DESIGN THINKING • CUSTOMER DEVELOPMENT AND DESIGN THINKING ARE BOTH CUSTOMER DISCOVERY PROCESSES • CUSTOMER DEVELOPMENT STARTS WITH, “I HAVE A TECHNOLOGY/PRODUCT, NOW WHO DO I SELL IT TO?” • DESIGN THINKING STARTS WITH, “I NEED TO UNDERSTAND CUSTOMER NEEDS AND ITERATE PROTOTYPES UNTIL I FIND A TECHNOLOGY AND PRODUCT THAT SATISFIES THIS NEED” • CUSTOMER DEVELOPMENT IS OPTIMIZED FOR SPEED AND “GOOD ENOUGH” DECISION MAKING WITH LIMITED TIME AND RESOURCES • DESIGN THINKING IS OPTIMIZED FOR GETTING IT COMPLETELY RIGHT BEFORE MAKING BIG BETS • BOTH MODELS WORK FOR LARGE COMPANIES -THERE IS NO RIGHT PROCESS FOR ALL TYPES OF CORPORATE INNOVATION.
  40. 40. DIE LEAN STARTUP MANAGEMENT TOOLS AUS DEM LEAN LAUNCHPAD CURRICULUM BEI STANFORD QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  41. 41. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  42. 42. WHAT IS A BUSINESS MODEL? INTRODUCING BUSINESS MODEL GENERATION BUSINESS MODEL GENERATION CUSTOMER DEVELOPMENT AGILE ENGINEERING
  43. 43. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  44. 44. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  45. 45. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  46. 46. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  47. 47. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  48. 48. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  49. 49. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  50. 50. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  51. 51. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  52. 52. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  53. 53. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  54. 54. THE BMC IN REAL LIFE USE
  55. 55. BUSINESS MODEL GENERATION HOW CHANGING A BUSINESS MODEL CREATED A NEW MARKET
  56. 56. AS YOU KNOW IT NOW
  57. 57. SO WHAT HAPPENED? WHAT DOES THE BUSINESS MODEL LOOK LIKE TODAY
  58. 58. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  59. 59. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  60. 60. CUSTOMER DEVELOPMENT CUSTOMER DISCOVERY & VALIDATION BUSINESS MODEL GENERATION CUSTOMER DEVELOPMENT AGILE ENGINEERING
  61. 61. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  62. 62. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  63. 63. 1. TEST FOR THE PROBLEM 2. TEST FOR THE SOLUTION 3. ONLY LATER TRY TO SELL IT
 ITERATE OR PIVOT AS NEEDED TO PROCEED FROM 1 TO 3
  64. 64. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  65. 65. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  66. 66. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  67. 67. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  68. 68. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  69. 69. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  70. 70. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  71. 71. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  72. 72. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  73. 73. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  74. 74. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  75. 75. AGILE ENGINEERING MVP, BUILD-MEASURE-LEARN IN SMALL ITERATIVE BATCHES BUSINESS MODEL GENERATION CUSTOMER DEVELOPMENT AGILE ENGINEERING
  76. 76. AGILE ENGINEERING • MINIMUM VIABLE PRODUCT INSTEAD OF FEATURE-COMPLETE • BUILD-MEASURE-LEARN ITERATIONS IN SMALL BATCHES 
 INSTEAD OF VERSION COMPLETE & WATERFALL PROCESS • GOOD ENOUGH VS PERFECT - SPEED IS OF THE ESSENCE • DATA / TEST DRIVEN DESIGN - HYPOTHESIS TESTING • AUTOMATED ACCEPTANCE TESTING + USER STORIES / SCENARIOS
 DESCRIBE WHAT WE WANT TO SEE THE SOFTWARE DO, THEN AUTOMATE THE VERIFICATION THAT THE SOFTWARE ACTUALLY DOES IT • CONTINUOUS DEPLOYMENT, MULTIVARIABLE A/B TESTING, PAIR PROGRAMMING (XP), SCRUM & KANBAN
  77. 77. THE 
 MINIMUM 
 VIABLE 
 PRODUCT
  78. 78. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  79. 79. MVP: THE SMALLEST BATCH THAT 
 WILL TEACH YOU SOMETHING
  80. 80. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  81. 81. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  82. 82. QUELLE: WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/
  83. 83. MORE THAN ONE WAY TO MVP THERE ARE SEVERAL TYPES OF MVPS
  84. 84. THE EXPLAINER VIDEO
  85. 85. THE LANDING PAGE
  86. 86. THE WIZARD OF OZ
  87. 87. THE WIZARD OF OZ - ZAPPOS
  88. 88. MVP THE CONCIERGE
  89. 89. THE CONCIERGE - FOODONTHETABLE
  90. 90. THE PIECEMEAL MVP
  91. 91. THE PIECEMEAL - AARDVARK
  92. 92. CROWD FUNDING
  93. 93. CROWD FUNDING - COOLEST: $13.4M
  94. 94. MVP - SEVERAL TYPES: • EXPLAINER VIDEO (DROPBOX) • A LANDING PAGE • WIZARD OF OZ MVP (ZAPPOS) • CONCIERGE MVP (FOOD ON THE TABLE) • PIECEMEAL MVP (WIZARD OF OZ + CONCIERGE) • CROWD FUNDING (SELL BEFORE YOU BUILD) • SINGLE-FEATURE MVP (GOOGLE) • ETC
  95. 95. DEFINE YOUR MVP WHAT CAN YOU RELEASE IN ONE DAY TO START TESTING YOUR HYPOTHESES?
  96. 96. HOW AND WHAT WILL YOU TRACK?
  97. 97. MEASURE THE DATA FROM YOUR MVP
  98. 98. COMPARE DATA TO PASS / FAIL CRITERIA
  99. 99. ACT & ADJUST ACCORDINGLY
  100. 100. AND TEST AGAIN
  101. 101. IN BUILD - MEASURE - LEARN CYCLES
  102. 102. ITERATE OR PIVOT AS NEEDED RELEASING SMALL BATCHES IN BUILD-MEASURE-LEARN CYCLES
  103. 103. ÜBUNG BUSINESS MODEL CANVAS ODER VALUE PROPOSITION CANVAS
  104. 104. +ANDERSEN & ASSOCIATES INNOVATION & GROWTH THROUGH SCIENCE + ENTREPRENEURSHIP YOU@PLUSANDERSEN.COM // +49 151 40 133 149 // WORLDWIDE
  105. 105. +A HELP CORPORATIONS WITH • INNOVATION PROGRAM INDIVIDUALIZATION
 ADAPTATION TO YOUR NEEDS + STAKEHOLDER ANALYSIS 
 + INTEGRATION ROAD MAP & INTEGRATION MANAGEMENT • TURNKEY PRODUCTS
 THE INNOVATION ENGINE, PROGRAMS IN PART OR COMPLETE • TRAIN THE TRAINER: TRAINING + CERTIFICATION
 CERTIFYING YOUR STAFF TO MANAGE YOUR INNOVATION PROGRAMS • HUMAN RESOURCES + TALENT MANAGEMENT
 MENTORS + DOERS (EXTERNAL DEVS & DESIGNERS TO AUGMENT TEAMS) 
 + REAL ENTREPRENEURS IN RESIDENCE (EIR) AS MENTORS TO YOUR PROGRAM • FACILITIES (GETTING OUT OF YOUR BUILDING)
 CORPORATE INNOVATION CENTER + ACCELERATOR • INTERNATIONAL NETWORK + EXCHANGE PROGRAM
 INVESTORS + MENTORS + BUSINESS INSIDERS - SILICON VALLEY + TEL AVIV
  106. 106. +A INNOVATION CENTER • OUTSOURCE YOUR INNOVATION PROCESS 
 COMPLETE OR IN PART (USING YOUR OWN EMPLOYEES) • TEMPORARY CO-LOCATION
 OR PERMANENTLY • TURNKEY READY
 PERFECT TO START TESTING OUTSIDE OF YOUR ORGANIZATION WITHOUT INITIATING TOO MUCH RED TAPE AND ROCKING TOO MANY BOATS • FLEXIBLE
 TRY DIFFERENT THINGS, FIND OUT WHAT WORKS FOR YOUR COMPANY OUTSIDE BEFORE YOU IMPLEMENT INSIDE, MINIMIZE DOWNSIDE + RISK
  107. 107. +A INNOVATION CENTER MENTOR NETWORK BRAND NAME
 ACADEMIA INTNL.
 EXCHANGE
 PROGRAMS EVENT / WORK
 SPACE GOVT
 ORGANISATIONS INTERNATIONAL
 INNOVATION
 FORA BRAND NAME
 CORPORATIONS EXCLUSIVE
 EVENTS INTNL. CORP.
 ACCELERATOR
 PARTNER FREELANCERS &
 EXPERTS ENTREPRENEUR
 FOR EIR STARTUP
 ACADEMY INFRA- STRUCTURE INVESTORS +ANDERSEN CORPORATE INNOVATION CENTER + ACCELERATOR
  108. 108. PATRIZIA TOWER
  109. 109. COLOGNE MEDIA PARK
  110. 110. +ANDERSEN & ASSOCIATES INNOVATION & GROWTH THROUGH SCIENCE + ENTREPRENEURSHIP YOU@PLUSANDERSEN.COM // +49 151 40 133 149 // WORLDWIDE
  111. 111. RESOURCES • BOOKS
 “BUSINESS MODEL GENERATION”
 “VALUE PROPOSITION DESIGN” (NEW!)
 - ALEXANDER OSTERWALDER
 “THE LEAN STARTUP” 
 - ERIC RIES
 “THE FOUR STEPS TO THE EPIPHANY”, “THE STARTUP OWNER’S MANUAL”
 - STEVE BLANK 
 “THE INNOVATOR’S DILEMMA”,“THE INNOVATOR’S SOLUTION”
 - CLAYTON M CHRISTENSEN
 “THE MOM TEST”
 - ROB FITZPATRICK
 “RUNNING LEAN”
 - ASH MAURYA
 “LEAN ANALYTICS”
 - ALISTAIR CROLL & BEN YOSKOVITZ
 “LEAN CUSTOMER DEVELOPMENT”
 - CINDY ALVAREZ
 “ANTIFRAGILE”, “BLACK SWAN”, “FOOLED BY RANDOMNESS”
 - N. N. TALEB
 “STARTUP COMMUNITIES” - BRAD FELD
 “REGIONAL ADVANTAGE” - ANNALEE SAXENIAN
 “STARTUP.NAION” - DAN SENOR • LEAN LAUNCHPAD ONLINE
 HTTP://WWW.UDACITY.COM/OVERVIEW/COURSE/EP245/ • STEVE BLANK’S BLOG
 HTTP://STEVEBLANK.COM • ULTIMATE LIST OF TOOLS FOR ENTREPRENEURS:
 HTTP://STEVEBLANK.COM/TOOLS-AND-BLOGS-FOR- ENTREPRENEURS/ • CUSTOMER DISCOVERY CHECKLIST
 HTTP://STARTUPWEEKEND.WISTIA.COM/PROJECTS/ZT618ZZ0R7 • CUSTOMER DEVELOPMENT VIDEOS
 HTTP://VIMEO.COM/GROUPS/204136 • RICARDO DOS SANTOS’ BLOG
 HTTP://NECROPHONE.COM/ • CUSTOMER DEVELOPMENT HACKS
 CUSTOMERDEVLABS.COM • THE SECRET HISTORY OF SILICON VALLEY
 HTTP://STEVEBLANK.COM/SECRET-HISTORY/

×