This document provides an overview of an entrepreneurship program held on August 14th 2013 in Utrecht. The program covered topics like what is innovation, what is a startup, business models, and negotiations. It also discussed the challenges of innovation, factors that influence success, dynamics of innovation over time, what is entrepreneurship, the goal of startups, and resources for learning more. The document outlines the schedule of the day-long program and provides examples of both successful and failed startups to illustrate the risks and potential rewards of innovation.

1. Innovation
&
Entrepreneurship
August 14th 2013,
Journey 2 Utrecht
@fnauta

2. Innovation Ecosystem
Construction Worker
Political Assistant Amsterdam Deputy Mayor
Civil Servant
Cinema
Trendwatcher
Knowledge Land
PM Office
Consultant
Professor
Climate-KIC

3. Talent
&
Knowledge
Business
Smart
Money
Government
Policy
Interaction

4. Talent
&
Knowledge
Business
Smart
Money
Government
Policy
Interaction
1891 1941
1951
1939 1958

5. Program
9:00 - 10:30 What is innovation?
10.45 - 12.00 What is a startup?
12.00 - 13.30 Lunch & discussion with entrepreneurs
13.30 - 15.15 Introduction Negotiations
15.30 - 17.30 What is a Business Model?
17.30 - 18.30 Incubators visit, meet & greet
entrepreneurs and drinks & bites

7. 0
This is a
revolutionary time

12. Innovation is brutal
Fisker $ 1.200 M
Better Place $ 850 M
A123 350 + ? M
Solyndra 1.000
Miasole 450
VPG 400
Coda 320

14. 1
Innovation

15. What is innovation?
"Innovation is creativity with a job to do"
John Emmerling

16. What is innovation?
innovate |ˈin"ˌvāt|
verb [ no obj. ]
make changes in something established, esp. by
introducing new methods, ideas, or products: the
company's failure to diversify and innovate competitively.
• [ with obj. ] introduce (something new, esp. a
product): innovating new products, developing existing
ones.

18. What is innovation?
People creating value through the
implementation of new ideas
Herman D'hooge, Intel

19. What is innovation?
People creating value through the
implementation of new ideas
Herman D'hooge, Intel

20. The problem with
innovation:
the best ideas don't win!

30. Five success factors
1. Comparative advantage
2. Compatibility
3. Complexity
4. Testability
5. Visibility

31. Five success factors
1. Comparative advantage
2. Compatibility
3. Complexity
4. Testability
5. Visibility

32. Exercise

33. Exercise
• Groups of 4 to 5 students
• Analyse EV and E-plant with Rogers 5 factors
• Some short group presentations after break

34. Five success factors
1. Comparative advantage
2. Compatibility
3. Complexity
4. Testability
5. Visibility

35. Do people resist change?

36. Some people love change
2%
innovators
14%
early adopters
34%
early majority
34%
late majority
16%
laggards
source: Everett Rogers, 2001

37. ...others not so much
Nerds
Visionairy
Pragmatic Conservative
Sceptic
{
'Valley of Death'

38. Further reading
• Rogers - Diffusion of Innovations
• Moore - Crossing the Chasm

39. Dynamics of
Innovation

40. Innovation is a puzzle
1873 1882 1899

41. Tablet Computer

42. GridPad

43. Innovation is a puzzle
1989 1996 2001 2010
2007

44. Further reading
• On the Origin of Species - Darwin
• Mastering the Dynamics of Innovation -
Utterback
• Adapt - Tim Harford

45. 2
Startups

46. What is
entrepreneurship?

47. Entrepreneur(ial)
~ORIGIN early 19th cent. from French, from
entreprendre ‘undertake’
~one who organizes, manages, and assumes
the risks of a business or enterprise
-ial: ~not afraid to undertake a challenge

48. Entrepreneurship
The process by which individuals – either
on their own or inside organizations –
pursue opportunities without regard to the
resources they currently control
Stevenson, 1989

50. What is a startup?
• Temporary organization
• designed to search
• for a repeatable
• and scalable business model
Blank, 2012

51. What is a startup?
A very risky and extremely powerful
innovation tool
Nauta, 2013

52. The goal of a startup
• Total
• global
• domination
• in your chosen
• market niche
Ken Morse

53. Very Risky...
Fisker $ 1.200 M
Better Place $ 850 M
A123 350 + ? M
Solyndra 1.000
Miasole 450
VPG 400
Coda 320

54. It's how all big
companies start

59. IBM

60. Entrepreneurship
The process by which individuals – either
on their own or inside organizations –
pursue opportunities without regard to the
resources they currently control
Stevenson, 1989

61. IBM & startup

62. Big vs Small

63. What is best age to
become entrepreneur?

64. Toshiba T-1100:
Intrapreneurs

65. Excellent resources
• paulgraham.com/articles.html
• WIRED Y-combinator article
• www.steveblank.com
• techcrunch.com
• FastCompany.com
• WIRED.com
• www.businessmodelgeneration.com

66. Excellent resources
• blog.cleantech.com
• ecorner.stanford.edu
- Stanford Technology Ventures Program podcast
(also video)
• www.ted.com

67. Further reading
• Startup Owners Manual - Steve Blank
• Founders at Work - Livingston
• Raising Verture Capital for Serious
Entrepreneurs - Berkery

68. 3
Everything is
negotiable

69. Do's
• Ask questions, ask questions, ask questions
• Repeat what the other party said
• Make sure you're not in a hurry
• Be friendly
• Say ', and...' instead of ', but...'
• Increase complexity

70. Dont's
• Argue
- 'Yes, but...', 'With all due respect...', 'I hear what
you say...'
• Reduce complexity
• Apply pressure
• 'In between deal'
• Say yes
• Say no

71. 4
Business Model

72. Definition
A business model describes the rationale of how
an organization:
• creates
• delivers
• and captures value

73. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
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74. Value Proposition
in 7 steps:
1. FOR [the ideal customer]
2. WHO [has this specific pain or problem]
3. OUR [product name]
4. IS A [product category]
5. THAT PROVIDES [this main benefit and reason
to buy]
6. UNLIKE [the primary alternative or competitor]
7. OUR PRODUCT [describe the key product
features]

75. Entrepreneurship
Program

76. Try
• Journey
• Tesla
• Solyndra
• E-plant

77. Intermezzo
How to have impact

79. Grit!
'Grit is stamina and perseverance
for very long term goals'
'Grit is living life like it's a
marathon, not a sprint'

80. 6
How we
can work together

81. How we can work
together
• Interships at Climate-KIC startups
• Interships in China, India and USA
• ARPA-E conference 2014
• Do a startup!!!

82. Interships
ShanghaiBengaluruSilicon Valley
Boston Silicon Valley

84. I wish you lots of grit
on your Journey...
@fnauta