Inno leaps presentation Rob Kurver - 22 apr 2015 -
-
Upload
michiel-noij -
Category
Education
-
view
47 -
download
0
Transcript of Inno leaps presentation Rob Kurver - 22 apr 2015 -
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Business Development & Innovation
Rob Kurver, associate partner InnoLeaps
April 23, 2015
1
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Oliver & Wilbur Wright
2
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Started in garage
3
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
And weren’t takenseriously
4
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
No passengers,no freight
5
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
A few yearslater…
6
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Innovation is a continuousprocess…
7
8
Examples
+++ Uber &c
9
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
Examples
+++ Uber &c
10
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Start-up mentality = Survival
No longer exist… No one can live without…11
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.
Peter Drucker (1909 - 2005)
“”
12
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
extend the life cycle with new business
most companiesare here
companies want to be here
current policy will put most
companies herecurrent business withconventional
products
revenues
time
Dilemma current companies 13
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
current business withconventional
products
new business of new entrantswith emerging technologies
revenues
time
Dilemma current companies 14
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
extend the life cycle with new business
current business withconventional
products
new business of new entrantswith emerging technologies
time
revenues
Dilemma current companies 15
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
extend the life cycle with new business
current business withconventional
products
new business of new entrantswith emerging technologies
time
revenues
most companiesare here
most start-upsare here
Dilemma current companies 16
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Lean Startup in Corporates
17
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
General Electric Wants to Act Like a StartupBloomberg Businessweek, August 07, 2014
The Biggest Startup: Eric Ries and GE Team Up to Transform ManufacturingGE REPORTS, December 9, 2013
Here’s How Spotify Scales Up And Stays Agile: It Runs ‘Squads’ Like Lean StartupsTech Crunch, November 17, 2012
18
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
19
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Lean start-up strategies aren't just for start-ups anymore. Intuit co-founder Scott Cook in Forbes, February 25, 2013
Learn how Deutsche Telekom applied Lean Startup to innovate like a startup.LEANCONF2014, November 17, 2014
Microsoft Acquires MetricsHubMicrosoft Acquires cloud monitoring startup MetricsHub - a participant in the Microsoft Accelerator, powered by TechStars …Tech Crunch, March 4, 2013
20
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Lean Startup has “changed the way entrepreneurs [work]. It’s changed science.” (The National Science Foundation adopted lean startup practices to find a better way to commercialize science.) Blank cites the reinvention of IBM under Louis Gerstner, Apple under Steve Jobs, and Disney after the arrival of Jeffrey Katzenberg, Michael Eisner, and Frank Wells as proof it can be done in the enterprise as well.New Relic, August 7, 2014
Steve Blank’s Lean Startup: Not Just for Startups Anymore 21
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
We help corporates to think and act like start-ups
InnoLeaps helps medium sized companies, corporates and multinationals with an intensive corporate accelerator program. Within a very short timeframe of only a couple months, we help organizations innovate in a structured process by applying lean start-
up and customer development principles.
22
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Proven way to success for startups and corporates. No guarantees!
- Explore business model options- Know your customer- Run experiments and iterate- Build a highly-performing team- Speed, focus and learning- Use tools and capture learning
23
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Marshmallow ChallengeJust for the fun of it…
…with very deep learnings
24
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Rules• Build the tallest freestanding building • 20 strings spaghetti, one yard tape, one yard rope
and one marshmallow • Entire marshmallow needs to be on top • Use as much or as little of the material as needed • You can break up the spaghetti, tape & rope • Only 18 minutes time
Marshmallow challenge 25
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
26
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
18minorient plan build !
Waterfall
27
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Learn
Measure
Build
18plan build try plan build try plan build try TADA
Iterative28
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
The Lean Startup
29
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
The Lean Startup 30
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Learn
Measure
Build
The Lean StartupSource: Eric Ries – startuplessons learned.blogspot.com
31
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Learn
Measure
Build
The Lean StartupSource: Eric Ries – startuplessons learned.blogspot.com
Learn FasterSplit testsCustomer interviewsCustomer developmentFive Whys root cause analysisCustomer advisory boardFalsifiable hypothesesProduct owner accountabilityCustom archetypesCross-functional teamsSmoke tests
Code FasterUnit test
Usability testsIncremental deployments
Free & open-source componentsCloud computing
Cluster immune systemJust-in-time scalability
RefactoringDeveloper sandbox
Measure Faster
Split testsClear product ownerContinuous developmentUsability testsReal-time monitoringCustom Liaison
Funnel analysisCohort analysis
Net promoter scoreSearch engine marketing
Real-time alertingPredictive monitoring
Learn
Measure
LearnBuild
Measure
Build
ideas
codedata
32
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Eric Ries (2011), The Lean Startup
“”
A startup is an organization dedicated to create something new under conditions of extreme uncertainty.
33
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Steve Blank
“”
A startup is antemporary organization which only goal is to find a repeatable and scalable business model.
34
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Elaborate planning Intuition Big design up front Inside the building Looking for success Wanting confirmation Within budget Assumptions Within time frame
Traditional vs. Lean Start-upExperimentationCustomer Feedback Iterative Design Outside the building Looking for failure About being right Budget?!? FactsAs quick as possible
35
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Only customer interactionAnalysis
Requirement Specification
Design
Development
Testing and Integration
Implementation / Deployment
Waterfall36
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
37
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
38
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
New Business planning is problematic
Because it places too much emphasis on the value of the initial idea
39
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Steve Blank
“”
No plan survives first contact with customers.
40
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Failure equals progress
41
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
42
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
3 Stages of a Start-up
Problem/SolutionFit
Stage 1
Product/MarketFit
Stage 2
Scale
Stage 3
43
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
3 Stages of a Start-up
Problem/SolutionFit
Product/MarketFit
Scale
Do I have a problem worth solving?
44
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
3 Stages of a Start-up
Problem/SolutionFit
Product/MarketFit
Scale
Have I built something people want?
45
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
3 Stages of a Start-up
Problem/SolutionFit
Product/MarketFit
Scale
How do I accelerate growth?
46
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
3 Stages of a Start-up
Problem/SolutionFit
Stage 1
Product/MarketFit
Stage 2
Scale
Stage 3
Pivot
47
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Failure equals progress
48
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
49
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
50
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Customer Development
Customerdiscovery
Customervalidation
Customercreation
Companybuilding
Pivot
Search Execution
51
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
3 Stages of a Start-up
Problem/SolutionFit
Stage 1
Product/MarketFit
Stage 2
Scale
Stage 3
52
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
t
CULTUREEATS STRATEGYFOR BREAKFAST
AND TECHNOLOGYFOR LUNCHAND THEN…
53
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Fail fast and Fail often in order to Succeed soon
54
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
culture of rapid experimentation &iteration
55
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Eric Ries (2011), The Lean Startup
“”
The only way to win is to iterate faster than the competition!
56
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
The difficult discipline is in deciding.
How much effort you want to put into execution and optimization, before you are certain that you are on the
right path…
57
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Business Model +Value Proposition Design
58
59
© Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.‹#›
Blue Ocean Strategies™
Red Ocean Strategy Focus on current customers
Compete in existing markets
Beat the competition
Exploit existing demand
Make the value-cost trade-off
Align the whole system of a firm's activities with its strategic choice of differentiation OR low cost
Blue Ocean Strategy Focus on non-customers
Create uncontested markets to serve
Make the competition irrelevant
Create and capture new demand
Break the value-cost trade-off
Align the whole system of a firm's activities in pursuit of differentiation AND low cost
60
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Six Principles of Blue Ocean Marketing 61
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
62
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Cirque du Soleil 63
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Value Innovation in the case of Cirque du Soleil 64
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Yellow Tail Wine 65
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Business Model Canvas
66
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
67
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
68
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
69
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
70
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Business Model Generation 71
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Alexander Osterwalder (2011),Business Model Generation
“”
A Business Model describe the rationale of how an organization creates, delivers and captures value.
72
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
The Business Model canvas in 2 minutes 73
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Brainstorm possible models
Time
74
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Your assumptions are mostly wrong
75
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Source: Alexander Osterwalder (2012): www.businessmodelgeneration.com
A set of hypotheses
guess
guess
guess
guess
guess guess
guess
guessguess
guess
guess
guess
76
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Focus on riskiest parts first
Time
77
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Focus on riskiest parts first
Time
78
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Systematically test your model
Time
79
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Systematically test your model
Time
80
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Systematically test your model
Time
81
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Systematically test your model
Time
…
82
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
83
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
84
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Value Proposition
85
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
BusinessModelCanvas
ValuePropositionDesigner
+
ValueProposition
CustomerSegment
Fit
86
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Value proposition Customer segment
What? Why?
Design Observe
87
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
88
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Customerjob
89
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Customerjob
Pains
90
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Customerjob
Pains
Gains91
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Customerjob
Pains
Gains
Products& services
92
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Customerjob
Pains
Gains
Pain relievers
Products& services
93
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Customerjob
Pains
Gains
Pain relievers
Products& services
Gain creators
Product / Market Fit
94
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
95
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
96
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
97
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Value proposition assumptions Customer assumptions98
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
What’s your biggest
headache?
99
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
100
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Test with MVP101
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
MVP102
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Steve Blank
“”
Learning and discovering who a company’s initial customer will be and what market they are in, requires a process separate and distinct from product development.
103
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Customer Development
104
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Four stages ofCustomer Development
105
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Customer Discovery
Customer Validation
Customer Creation
Company Building
106
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Customer Discovery
Customer Validation
Customer Creation
Company Building
Search
107
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Search Execute
Customer Discovery
Customer Validation
Customer Creation
Company Building
108
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
LearnSearch Execute
Customer Discovery
Customer Validation
Customer Creation
Company Building
109
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
ConfirmLearnSearch Execute
Customer Discovery
Customer Validation
Customer Creation
Company Building
110
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
ConfirmLearn
111
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Learn Confirm
112
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Customer Discovery
Customer Validation
Customer Creation
Company Building
Pivot
Search ExecuteConfirmLearn
113
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Pivots
“Structured course correction to test a new fundamental change about the product,
strategy and engine of growth.”
114
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Steve Blank
“”
There are no facts in the building… so get the hell out and talk to customers.
115
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Innovation Management and Measurement of Lean Startup Innovation
116
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Innovation Management and Measurement
KPIs: used by organizations to define and measure success of EXISTING business and product linescannot be used to define and measure success for totally new business or theoretical extensions of product linesin other words, revenue cannot be a success measurement for new ideas.
117
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
How to Get Deep Buy-In
Executive Level
Mainstream “adjacents’’(Digital Innovation Masterclass)
“Innovators” and early adopters(Digital Accelerators)
118
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Innovation Management and Measurement
KPIs vs. Metricssince new ideas cannot be measured using traditional KPIs, new success metrics need to be defined for themthese success metrics are contextual, there are not "one size fits all" metrics.
119
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Innovation Management and Measurement
Vanity vs. actionable metricsMetrics are not about showing success, they're about showing TRUTHIs it validated (did we do actual research with potential or actual customers)?Is it actionable (can we progress to the next step?)?
Example: The number of visits to a website is neither validated nor actionable. The number of repeat visits is (potentially) both.
120
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Tipping Point Leadership
121
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Organizational Change 122
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Tipping Point Leadership 123
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Tipping Point Leadership
Tipping Point LeadershipHurdles
1.Cognitive2.Resources3.Motivational4.Political
“EXECUTION for a profitable business model is key, although it can be very challenging.”
Execute Change
Tipping Point Leadership: To change the mass, focus on the extremes – people, acts and activities that exercise a disproportionate influence on performance to achieve a strategic shift fast at low cost
Conventional Wisdom: Theory of organization change rests on transforming the mass. So change efforts are focused on moving the mass, requiring steep resources and long time frames
124
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
New York City Bowery - Negative Tip 125
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
New York City Bowery - Positive Tip 126
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Strategy - Leadership - Management 127
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
We help corporates to think and act like start-ups
InnoLeaps helps medium sized companies, corporates and multinationals with an intensive corporate accelerator program. Within a very short timeframe of only a couple months, we help organizations innovate in a structured process by applying lean start-
up and customer development principles.
128
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
SpeedResults will be achieved in a few months, which normally takes a twelve
to eighteen months.
ImpactDevelop new products and services that meet
customer needs.
InnovationLearn to innovate
systematically according to the lean startup
methodology.
Innoleaps 129
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
What we do How we do it Your benefits
Program Mentors
Investors
APPLY
MINI BOOTCAMP complete teams
final selection teams
skills *****
practice *****
customer insights
idea generation & validation
business modelling
INNOVATION BOOTCAMP
development
launch
DEMO DAY
FADE OUT + ALUMNI NETWORK
LeanOrganization
Scalable NewBusiness
Stronger MarketPosition
Effective CompanyCulture
Lean Build
Measure
Explore Challenge
GenerateIdeas
Preparefor action
Speed Focus
Learning
ECOSYSTEM
METHODOLOGY
CULTURE
130
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Lean Start-up
MVP
Value Proposition Canvas
Teamcomposition
CustomerDevelopment
Expert mentoring
Pitching
Online collaborationand e-learning tools
Growth hacking
Business model prototyping
Start-up tools for an Accelerator for Corporates 131
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Team
André Knol CEO & Co-founder
Ines Danzinger Manager Operations
Patrick de Zeeuw Co-founder
Ruud Hendrick Co-founder
Pim Vossen Manager Operator
Douglas Tarasconi User Interactive &
Experience Designer
Lauren Valbert Customer Exp & Development
Rocco van den BergDigital Innovation
Executive
Rob Kurver Entrepreneur
& Strategy
Anouschka Scholten Interaction Designer
Marcus Breekweg Corporate Innovator
Tendayi Viki Strategy &Innovation
Janet Bumpas Development
& Strategy
David Arnoux Growth Hacker
Kees van Nunen Startup & Lean
Expert
Timo MulderLean & Agile
Coach
Bob JansenTechnology &
Design
David BeckettPitch &
Presentation Coach
Geert van Vlijmen Value Proposition
Designer
Robin Dohmen Communication
& Design
Marc Wesselink Serial Entrepreneur
Wijnen Jeroen Program Manager
Andrew SpitzInteractionDesigner
Bas Prass Growth Hacker
Robert van Os Entrepreneur in
Residence
Frank Langeveld Agile Coach
Mike van Hoenselaar Strategist &
Online Marketeer
Michiel Sikkes Web Developer
Quentin Lacointa Entrepreneur in
Residence
Nick StevensCustomer
Experience
Renij JohnStrategy &Technology
Nick MarlowMarketing &
Strategy
Ron Claessens Marketing &
Strategy
Ruben v/d Vleuten Industrial &
Interaction Designer
Robbert van Geldrop Serial Entrepreneur
Victor Schmedding Customer
Development
Oliver Karg Growth Hacker
132
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
133
‹nr.› InnoLeaps – Business School Utrecht – April 23, 2015
Thank you!
134
InnoLeaps – Business School Utrecht – April 23, 2015‹nr.›
Contact us
www.innoleaps.com
André Knol CEO & [email protected]
Rob KurverAssociated Partner
135
InnoLeaps presentation - BSU - 22apr2015 - v3 - 23 Apr 2015