Present to-future-creation
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Presentation to Future Creation graduates (who are unable to find jobs) to encourage entrepreneurship, innovation and facilitate incubation.
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Present to-future-creation
- 2. • Is there any other form of freedom that comes at such a low cost? • The freedom to change a habit, to change your mind, to change your expectations. • It takes guts and humility to change your mind. • Fortunately, you have the freedom and the courage to do so. Consider reconsidering Source: http://sethgodin.typepad.com/
- 4. Design Thinking Software Delivery Building Functional Prototypes Lean Startup & Continuous Deployment Fundraising Creative Problem Solving UX Design Metrics Framework & Continuous Testing Customer Validation Pitching Adapted from http://www.slideshare.net/djarjoura/the-skills-needed-by-individuals-to-become-a-digital-
- 6. While a brain takes up about twenty percent, or 300, of a resting body's 1300 calories a day, and while it has the potential to burn more, it's estimated that most actual thinking only changes the amount of calories that the brain burns by around twenty to fifty calories per day. Source: Wikipedia
- 7. Wikipedia is read, written, illustrated, researched, designed, engineered, funded, protected and shared by people, just like you
- 8. • Most breakthrough organizations aren't built on a bundle of wonderment, novelty and new ideas. • In fact, they usually involve just one big idea. • The rest is execution, patience, tactics and people. • The ability to see what's happening and to act on it. • The rest is doing the stuff we already know how to do, the stuff we've seen before, but doing it beautifully. • You probably don't need yet another new idea. Better to figure out what to do with the ones you've got. Source: http://sethgodin.typepad.com/
- 10. • You want to be able to clearly articulate a problem that you or others experience regularly. Notice that you’re only focused on the problem here, not any specific solution — that comes later. • You want to be able to write down your problem in a simple statement. A few examples: • It’s impossible to follow up with customers once they leave a restaurant • It’s hard to determine which customers will churn before they actually do • It’s too hard to design professional-quality graphics for social media • You get the idea — keep it basic and refine the problem until you can articulate it with one sentence.
- 12. • It’s easy to identify problems — they’re everywhere. • What you’re really looking for is what I call a “tier 1 problem” — which means the problem you’re looking to solve is one of the top 3 problems your potential customers are experiencing.
- 14. • Ask “so how do you handle that today?” and just listen. • They might use a product or they might hack together a bunch of tools or processes to solve the problem.
- 15. • Whether they use an existing product or not, you really want to identify the pain in the current process of solving the problem. • If they use a product, what do they dislike about it? • What is it missing? • What do they need in that product to make their job easier/faster? • You never want to launch a “me too” product.
- 16. “To me, ideas are worth nothing unless executed. They are just a multiplier. Execution is worth millions.” — Steve Jobs
- 17. • If you have existing competitors aiming to solve the same problem, you can look at their traction. • Are they growing fast? • Do they have a sufficient volume of customers? • Are they (or have they) raising money? • Are they hiring? • Look for clues of growth.
- 19. • Assuming you solve a tier 1 problem that enough people will pay for, you now have a somewhat captive audience of 10/20/30/50 people. • If you decide to proceed with your startup (congratulations!) you now have a built-in audience you can talk to about features, wireframes, design, etc as you build out your product. • Eventually some of them might even become your first paying customers. • You have what I call a short feedback loop. And the best part? You’ve spent literally $0 to get to this point.
- 20. • Public Domain • Copyright • Plagiarism • Creative Commons • Confidentiality • IPR - CIPC • “Please call me” • Royalty & other licenses • Internet - democratisation • Competition • Intangible Assets • Digital economy – lean startup • Design Thinking • Business Model Innovation • Monopoly of One – Zero to One – Mark Thiel • Digital skills Here’s where to fuss.. • Local regulation and context • Payments – PASA, PCI • Privacy - POPI, FICA, RICA… • Reserve Bank – NPS Act • Financial Services Board • Industry regulation – e.g. Uber – Taxi • Business Model • …
- 21. Think Big Time to value ? Start small Scale Fast Ongoing value
- 22. • Entity Formation • Confidentiality • Intellectual Property Ownership • Intellectual Property Protection • Terms of Use and Privacy
- 23. Demo Journey Discovery process DISCOVERY MINIMUM VALUABLE PRODUCT PRODUCTION CONTINUOUS DELIVERY
- 27. Factory Use Wholesalers Multiple outlets Sales & Marketing support Outsourcing of production Nobody knows how it is made In Cloud Services we will see PaaS, Saas Distributors/ Aggregators Offline/online Channels Sales & Marketing support Outsourcing/ Syndication Nobody knows how it is made https://www.commoncraft.com/video/open-source-software
- 29. • On demand self-service • Straightforward access • Elastic consumption • Metered consumption • Iterative evolution • Deep industry / process expertise at low cost • Services delivered almost instantly • On demand – I want it, I get it • Good enough now – can start work immediately • Useable wherever needed – just need the internet • Pay per use – can fit my budget • Continuously evolving- new cool things every week
- 30. • It’s more art than science • Start small, think big, act fast • Be disciplined, different • Validate pivot validate • Get professionals for the right reasons in time
- 32. • 9:00 – 12:00 • 13:00 – 16:00
Hinweis der Redaktion
- Challenge your idea!!
- Key take-aways from the “Please call me” decision Can you commercialize your employees’ ideas even if you do not own them? Yes, provided you have an agreement with the employee whose idea you want to commercialize. In the Makate v Vodacom case the Constitutional Court found that Vodacom and Makate had entered into an agreement to develop a product incorporating the “Please call me” idea. The fact that the parties deferred their negotiations regarding the amount to be paid to Makate to a later date, did not mean they had not entered into a valid and binding agreement. Would Vodacom have known of “Please call me” had Makate not stepped forward and disclosed the idea? Unlikely. It was serendipitous that Makate decided to bring the idea to his mentor’s attention and, then on the basis of his advice, to the Product Development Director’s attention. He could quite easily have left Vodacom or agreed to one of Vodacom’s competitors using his idea. To think that Vodacom could have, unknowingly, lost a very lucrative innovation and handed the revenue generated by “Please call me” amounting to billions of rands to a competitor is spine chilling. It would appear from the facts of the case that Vodacom’s employees (certainly those outside of the product development function) were not encouraged to, or aware that they could, bring their ideas to the Product Development Director or that they may have had an entitlement to some reasonable compensation depending on the financial success of any new product incorporating their idea. What processes do you have in your organisation to incentivize employees to disclose and also to manage their expectations regarding the commercialization of their ideas for potentially lucrative new products or services? Ideas for innovative products and services can come from anywhere in an organisation. Employees, in whatever capacity they are employed, can be and are reliable sources of new idea generation and these ideas, however fledgling, can, if nurtured and developed, as “Please call me” clearly demonstrates, become highly lucrative new product and service lines. To ensure ‘bottom-up’ idea generation from all corners of a business, organisations should not only encourage and assign, as is often times the case, new product development to the ‘R&D’ function but should also promote a ‘business-wide’ idea generation and incentivisation policy which should incorporate a well-defined process aimed at receiving ideas and exploring their commercial viability, whatever and wherever the source of the idea. Organisations should also refrain from adopting too “heavy-handed” an approach regarding ownership of new product ideas whether via incorporating onerous terms in their employees’ employment contracts, or by refusing innovative employees, such as Makate, a fair and reasonable compensation for a commercially successful idea. Such an approach can and will only disincentive employees from sharing their ideas and may indeed lead to their leaving their employment to start their own business in competition with their former employer or, worse still, selling or licensing their ideas to a competitor. Employers keen to discover new sources of competitive advantage should look to balance the need for new idea generation and retention of innovative employees with the need to own and monopolise the commercialization of their intellectual property.
- The Standish Group conducted a recent study that ranks the usage factor of features across the average enterprise software system. Their findings show that on average only 7 percent of an enterprise application features are “always” used, 13 percent of the features are “often” used and 16 percent are used “occasionally.” That leaves 64 percent of the features in an average enterprise application as either “rarely” or “never” used. So why do organizations spend good money developing, purchasing and maintaining large, complex applications when they only really need half of what they are paying for?
- An extreme prototyping phase (1d releases) enables the team to design a real app (or a collection of apps) and experiment in real life context. In a recent project the UX of the app changed completely three times during those 4 weeks. With a few more weeks the app(s) can be completed and eventually rolled out to production, without having to rebuild from scratch.
- Infrastructure barriers to entry Micro services Feature phones??
- Hi, I’m Craig Terblanche, Regional Director for OutSystems, leading the digital revolution in Africa. You can find me on Linkedin where I have almost 9000 followers. I’m passionate about the effective use of technology, especially in Africa where the opportunity is to uplift and empower the disenfranchised. Please engage and share your ideas by commenting on my posts. We’re building the OutSystem ecosystem in Africa through our network of partners. If you would like to contribute email me on craig.terblanche@outsystems.co.za with any questions you may have. Have a great day! Cheers…