INNOVATION MANAGEMENT TRAINING 2 - FER · Website: Email: [email protected] Jeff is the Executive Director of the Deloitte Institute of Innovation and Entrepreneurship at London

INNOVATIONMANAGEMENTTRAINING2“UniversityEntrepreneurship”19thofMay2017UniversityofGirona

1. VENUEUniversitatdeGironaParcCientíficITecnològicUdG–EdificiGiroempren17.003–GironaEdificiGiroemprèn

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2. PREREQUISITESFROMPARTICIPANTSThisprogrammeassumesthepre-readingofsomematerialsthatformthebasisoflaterclassdiscussion.

3. SCHEDULEDay1:19thMay2017(Friday)08:30–09:00 Meetandgreetcoffee09:00–09:45 Introductionoftheexpertandtheattendees

09:45–10:30 SESSION1:Inthemindofaninvestor

10:30–11:00 BREAK11:00–13:00 SESSION2:Developingacommercialstrategyforatechnology

13:00–14:30 LUNCHBREAK14:30–16:00 Session3:Theminimumviableproduct

16:00–16:15 BREAK16:15–17:30 Session4:Launchinganewventure

17:30-18:00 Conclusionsandclosingremarks

4. INNOVATIONTRAININGPLANNEDOUTCOMES:• Thinkingthroughwhatneedstogorightforabusinesstosucceed

• IntroductiontotheMullins‘SevenDomains’framework

• Understandinghowinvestorsassessaventure

• Framingtheventureasahypothesistobetested

• Addressingthemajorweaknessesofaventure

• Successfulcommercialisationneedstheidea+commercialstrategy+execution

• Toknowthefivekeyelementsofacommercialstrategy

• Usinga‘PlanA’commercialstrategyasaspringboardforaction,planning

• Howtheviablestrategyevolvesfromthe‘PlanA’strategy

• Theneedtoengagewithuserstotestandrefineideas

• Whyuserscanberesistanttoadoptingnewproductsandservices

• Whyweneedamorethanapitchdecktosolicitobjectivefeedback

• Theconceptofproduct-marketfit(productandrevenuemodel)

• Whenaminimumviableproductisandisnotuseful

• FormsofMVPandhowtheycanbeusedtogenerateevidence

• Practisingthe7-Dand5-EframeworksinthecontextofSilverglide

• Exploringwhenyouneedtolaunchabusinessinordertouncovermajorrisks

• ApplyingBassDiffusionCurve(innovators,earlyadoptersetc)

• Themajorsourcesofvalueanentrepreneurbuildsinabusiness

5. LECTUREDESCRIPTION:Session1–Themind-setofaninvestor.

Mostnewideaswilltakesubstantialinvestmentbeforetheresultingbusinessbecomesself-sustaining.Investors include those who provide seed finance (cash) but also individuals, starting with theentrepreneurhimorher-self.Inthisfirstsessionweasktheparticipantstotaketheperspectiveofonewhohasbeenaskedtoinvestinanewventureandaskwhatwouldworrythemaboutdoingso.Inthiswaywedevelopamethodology for ‘critiquing’ ideasand (by implication)waysofaddressing thoseweaknesses.

Session2–Developingacommercialstrategyforatechnology

Thecommercialisation‘journey’usuallystartswithahunch–oftenbythestudententrepreneur–thattheyhavefoundapotentialapplicationforatechnology.Thisinvolvesawholesetofnewactivitiesthatareunfamiliartothestudentsandcanseemdaunting.Wheredoyoustart?Inthissessionwedevelopamethodologyfortakingthefirststepusingtheexampleofanovelmaterialstechnologytodevelopa‘PlanA’strategyandshowhowthisservesasaplanofactionfortheteam.

Session3:Theminimumviableproduct

Sometimestheonlywaytofindoutwhetheraventureisviableistolaunchitandsee‘whetherthefishbite’. This is particularly true of businesses where using the new product results in substantialbehaviourchangewhereseeingisbelievingorwheretherearehighswitchingcosts.Oftensomekindof‘MinimumViableProduct’(onethatausercanvisualiseorplaywith)isthebestwaytoseewhetheraventureisviableortohituponproduct-marketfit.InthissessionwelookatanuimberofnewventureopportunitiesandexploretheformofausefulMVPandwhatwecanmeasureandlearnfromsuch‘experiments’.

Session4:Launchinganewventure

Inthefinalsessionwebringtogetherthelearningsofthedayinasingle(real)casestudydiscussion(basedaroundthelaunchofanewmedicaldevice).Theprotagonist,JonThorne,isfacingtheimminentbankruptcyofhisyear-oldbusiness,Silverglide.Westartbyusingthe7-Dframework (session1) toassess the viability of the business before critiquing his initial commercial strategy using the five-element framework (session2). We thenaskwhetherhe couldhave createda less elaborate andexpensiveminimum viable product before exploring the sources of value he has developed in thebusinessandhowheshouldbuildonthese‘assets’orsimplygiveup.

6. BIOGRAPHIESOFLECTURERS

JeffSKINNER

Website: www.innovation.london.eduEmail: [email protected]

JeffistheExecutiveDirectoroftheDeloitteInstituteofInnovationandEntrepreneurshipatLondonBusinessSchool.HeleadsMBAentrepreneurshipelectivesandmanyco-curricularstudentactivitiesattheSchool.Prior to this, as Commercial Director at University College London, he conceived, built and ran UCL’sTechnology Transfer division - including the creation of two early-stage seed funds and separate unitsmanaging consultancy, collaborative research and new venture creation. Working alongside researchstudentsandacademics,hehasco-foundedoverthirtytechnology-basedspinoutsthathave,inaggregate,raisedover£30millionfirstroundfinanceandreturnedover£20milliontoUCL.He is past President of and remains closely involved with the leading UK & European tech transferassociations,PraxisUnico&ASTP-Proton.Hetalks,trainsandconsultswidelythroughoutEuropeinthefieldoftechnologycommercialization.HechairstheProfessionalRecognitionpanelfortheworldwide‘AllianceofTechnologyTransferProfessionals’(ATTP).BeforejoiningUCL,hewasTechnicalMarketingManageratHoechstCelaneseCorporationinNewJerseyandpriortothat,PhotonicsResearchManageratGeneralElectric.HisfirstdegreewasinphysicsandheholdsaPh.D.inthin-filmphotonics(UCL)andanMBAfromLondonBusinessSchool.