Lehmann Portfolio
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Transcript of Lehmann Portfolio
(linkedin) www.linkedin.com/in/stevenlehmann (email) [email protected] (mobile) +1 (219) 741-3570
P R OJ E C T P O R T F O L I O
“EVERYONE DESIGNS WHO DEVISES COURSES OF ACTION AIMED AT CHANGING EXISTING SITUATIONS INTO PREFERRED ONES.”
-HERBERT SIMON
I AM A NEW VENTURE DESIGNER...
I help develop novel ideas and get them off the ground - whether in a hectic startup, a
new business unit, a corporate office, or even an urban slum. I’m particularly passion-
ate about ideas that use technology to solve big social problems, or that help people
unlock their creativity and human potential.
Behind my work is a love for people, an insatiable curiosity, and a knack for cross-polli-
nating ideas from multiple knowledge areas. My design strategy? Understand the chal-
lenge, model it conceptually, break it into pieces, and design a solution for each piece. I
use tools from three primarily toolkits:
BUSINESS STRATEGY TOOLKITI use financial and business models to design businesses around technologies or prod-
ucts with a potential to solve major social problems.
ENGINEERING TOOLITI use technical computation, thermodynamics / heat transfer, and 3-D modeling to de-
sign solutions to technical problems. I often find the engineering mindset to be just as
valuable in non-technical projects.
HUMANITARIAN TOOLKITI apply my training in the humanities and my work in international development to en-
sure that the human-benefit component of every project always remains the #1 priority.
PROJECT 1 INNOVATION MEGAPROJECTS
Seattle, WA
PROJECT 2 SLUM INNOVATION INCUBATOR
Boston, MA
PROJECT 3 URBAN FOOD START-UP
Chicago, IL
PROJECT 4-7 OTHER GLOBAL (AD)VENTURES
Kenya, Tanzania, Uganda, Haiti
MY TOOLBOX
...CHECK OUT SOME OF MY PROJECTS
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Challenge Our team of six worldclass technologists,
business innovators, and policy experts was
tasked with developing founder Edward
Jung’s vision of an Innovation MegaProject
(IMP) into a deployable business model.
An IMP helps governments create an
ecosystem of investors, inventors, and
businesses around an “innovation platform”
in order to solve long-term, large-scale
social problems.
Approach Our team moved from concept creation and
modelling to a sellable business model over
an intense, three-month innovation blitz.
The next three pages show a few of the
strategies I used to help us get there.
Solution Our design utilizes a mix of technology
advances and innovative policies to
accelerate the invention of green building
technologies and incentivize their adoption
on a massive scale. The rest is confidential!
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THINK VISUALLY. BUILD MODELS.
Below is one of many conceptual models I created to help the team visualize the challenge. It shows our primary stakeholders over time, their relationships with our business (the blocks), and what they care about (the equations).
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IMAGINE. STORIFY.
Putting on my engineering hat, I built another model to help us imagine all the scenarios in which our product/service could help stakeholders benefit from future-technology. After creating a “taxonomy of benefits,” I wrote ten narrative stories illustrating these benefits from each stakeholders’ perspective.
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FOLLOW THE MONEY. ALIGN INCENTIVES.
I worked with our team leader and economist to create a detailed financial model, helping us predict the timing and magnitude of financial benefits to stakeholders. Resulting insights helped us refine the technical components of the business and better align financial incentives.
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Challenge The Clinton Global Initiative challenged
50 MBA programs to compete for
$1-million to create a for-profit business
to significantly decrease food insecurity
in urban slums by 2018.
Approach We based our business model on an
unconventional but powerful assertion:
that slum-dwellers can create business
ideas and inventions with real economic
value. Our design draws from our
experience incubating ideas in developing
countries, as well as IDEO’s Human
Centered Design Toolkit.
Solution We designed a business that stimulates
“trickle-up innovation” by creating
slum-based innovation incubators and
connecting them with idea monetization
mechanisms, including corporate open-
innovation platforms and invention
investment funds.
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We scoured through stacks of research, watched 50+ hours of on-the-ground interviews,
and filled whiteboards, notebooks, and sticky-pads with ideas.
LISTEN. RESEARCH. CONCEPT.
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SHARE. PARTNER. REFINE.
After developing a minimum viable concept, we shared it with stakeholders, brought them
into our thinking process, and relentlessly refined the idea. Our final concept was designed
in partnership with the Kounkuey Design Initiative, Shack & Slum Dwellers International,
and General Mills’ Open Innovation, External Partnerships, and CSR teams.
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PLAN. PITCH. REPEAT.
Lastly, we finalized our business model, created financial projections, and set social impact
goals. We joined 20 other elite schools in pitching our idea to a selection committee
composed of CEOs, public-policy influencers, and international business experts. We
continue to iterate our design and will pitch at several competitions in Fall 2013.
Challenge I joined a group of Merchandise Mart
executives to launch Top Box Foods, a
market-based hunger relief program that
partners with local communities. With a one-
year goal of reaching $1-million in revenue, we
developed a system to coordinate our sales
effort and manage weekly communications
with 3,000+ churches.
Solution Working with sales reps on a daily basis, we
developed a user-friendly CRM that tracked
25+ key metrics. As business challenges
and sales strategies evolved, we integrated
the CRM with cloud-based platforms for
accounting and finance, web analytics,
e-commerce, email marketing, social media,
and geographic sales prospecting. Insights
from this integrated enterprise system
led to significant improvements in market
segmentation and sales strategy.
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“Steve joined the Top Box Foods team from its
very beginning, and his profound mark will be felt
throughout its existence. Fueled by his passion for
charitable work and his expertise in business and
technology, Steve drove the strategy, development
and implementation of our customer acquisition
and servicing tools and processes, working day-
to-day with the organization’s leadership and its
volunteers and interns. His work leaves Top Box
Foods positioned for long-term, efficient growth
and management of its customers and their
relationships, using leading solutions integrated
with mainstream tools. Within the team, he was
a natural leader who quickly endeared himself
and earned the highest respect for his sense
of practicality layered by a sense of adventure,
always willing to do what it takes and then some
for the project, the team and most importantly
the customer. Steve is truly a consummate
professional, a valued friend and a good person,
and I am proud to know him.”
- Christopher Kennedy
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We developed a geographic sales prospecting tool that enables sales teams and community organizers to determine key information about current and prospective partners from their smartphones. After releasing the tool, the number and quality of sales visits increased dramatically.
Previous Page: At the end of each week, an algorithm searches the CRM database and displays information about key marketing and sales metrics on a custom dashboard.
KENYA I worked with a team of engineers to design
and install a wind & solar powered irrigation
system for a rural village experiencing a
five-year drought.
TANZANIA I worked with local chiefs to design and
implement a regional bio/sand water
filtration program.
UGANDA I helped organize and lead a week-long
leadership training summit for refugees of
Joseph Kony’s Ugandan terror campaign.
HAITI I travelled to post-earthquake to Haiti to
document best practices for urban cholera
treatment programs and transitional
shelters.
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The whole village gathered to celebrate the conclusion of five successful days of training.
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This IDP camp in Jacmel is one of several sites I visited around Haiti. More than a year after the earthquake that devestated the country, NGOs were still struggling to halt the spread of cholera in camps and move residents into semi-permanent “transitional” shelters.
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The casing goes in to one of three wells which we rejuvenated, retrofited with solar panels and/or windmills, and networked with irrigated fields of sorghum and tomatoes.
ANALYTICS
BUSINESS ENGINEERING
TOOLBOX
TECHNICALCOMPUTATION
FINANCIALMODELLING
EARLY-STAGECAPITAL
DERIVATIVES
BUSINESSINTELLIGENCE
3D MODELING
PROTOTYPING
LASERSCANNING
FINITE-ELEMENTANALYSIS
INTELLECTUALPROPERTY
HUMANITARIAN
HUMAN-CENTEREDDESIGN
PUBLIC HEALTH
IMPACT INVESTING
DATA MINING& VISUALIZATION
BUSINESSMODELDESIGN
PUBLIC-PRIVATEPARTNERSHIPS
INTERNATIONALPOLICY
INNOVATIONSTRATEGY
INFORMATIONARCHITECTURE
3D
3D