Technopreneurship Introduction

8/11/2019 Technopreneurship Introduction

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LUIS SISON, PHD

U P D C O L L E G E O F E N G I N E E R I N G

Technopreneurship

Outline

Startups and technopreneurs

Mindset

Deliberate practice

Innovation

KnowWho*

Lean startup

Support ecosystem

Class flow, policies


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IAP 2s13 teams

FishEye

StickyTrack

DentistTime

MoveOnApp

LivePower

WaterWatch

TBPatrol

Guess the startup!


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Hint #1

All the best things that I did at came from (a) not havingmoney and (b) not having done itbefore, ever. Every single thing thatwe came out with that was really great,I'd never once done that thing in my

life.

Hint #2

Cofounder A single-handedlydesigned all the hardware andsoftware for their personal computerwhile working at his day job at HP.

Cofounder B's mesmerizing charismaandvisionhas been described as a"reality distortion field.


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Hint #1

Two co-founders, Caterina Fake andStewart Butterfield, started theircompany two days after theirhoneymoon. Together with Jason

Classon, this startup's first product,Game Neverending, was an MMORPGthat used IM.


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Hint #2

They eventually addeda chatenvironment with photo sharing,which quickly surpassed GameNeverending itself in popularity


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Hint #1

A fresh college grad and a hedge fundmanager started this company thatinitially developed cryptographysoftware

Hint #2

Their next productwas a service fortransmitting moneyvia the PalmPDA


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Hint #1

With US$500,000 seed capital thatcame mostly from friends, he put upMostron in 1985 to develop chip sets.As a start up company, he had to becost efficient and resourceful. Hethen used equipment from another

company that wasnt used on weekendsto debug chips.

Hint #2

He grew up in Cagayan Valley, studiedEE in Mapua, turned down a joboffer from Meralco, applied as a pilottrainee at PAL, was pirated by Boeing

in the US as a design engineer, got hisMS at Stanford


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Hint #1

This husband and wife team, Isoscelesand Leonora from UP Chemistry soldtheir first product called Calda whichwas based on Isosceles' thesis


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Hint #2

Eventually their company became oneof the leading pharmaceuticalcompanies in RP, and manufactures,among many other drugs, Ascof (fromLagundileaves) under license fromUP


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Entrepreneurship is the pursuit ofopportunity without regard to resourcescurrently controlled.

-Howard Stevenson, Harvard

Why do startups fail?

failing to involve customers andtheir feedback from literally the first

day of a startupslife

-Steve Blank, technopreneur and author ofThe Startup Owners Manual


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get out of the building and talk tothe only folks who matteryourcustomers.

-Steve Blank, technopreneur and author ofThe Startup Owners Manual

Products

Value

There is no value until customer needs and

technical capabilities intersect

Value Creation with Innovation

Customer

Needs

Technical

Capabilities

InnovationTechnology

Process

Product

Service

ITRI


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Can I do this?

Can Entrepreneurs Be Made?

Vivek Wadha. TechCrunch


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10,000 hours


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Deliberate practice

G O A L S E T T I N G

C H A L L E N G I N G P R O G R E S S I O N S

Designed specifically toimprove performance


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R E P E T I T I O N

H I G H L Y D E M A N D I N G M E N T A L L Y

NOT MUCH FUN

Hard work

C O A C H / M E N T O R

Continuous Feedback


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Why go through it?


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One or more of your basic qualitiesare set in stone

Creates an urgency to prove yourselfover and over by undertaking effortswith low risk and high probability ofsuccess

Will frequently lose interest in a

subject when it becomes difficult

Fixed mindset

Basic qualities can be cultivatedthrough your own effort

We dont know upper bounds ofwhat can be achieved with yearsof passion, toil, and training

Growth mindset


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Ideation


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Multidisciplinary example: HealthTech

Diagnostictools

Industrialdesign

Userinterface

Businessmodels

Sensors

HealthApps

Userinterface

Visualdesign

Businessmodels

Cloud &Data

Services

Lagundi

National Integrated Research Program on MedicinalPlants Headed by Dr. Nelia Maramba

Ateneo: phytochemistry

UP Dil: bioassays

UPMla Pharmacy: pharmaceutical studies

UP Mla, PGH: clinical trials

UPLB: propagation, postharvest

DOST, PCHRD

Industry partner Pascual Laboratories

Formulation, manufacturing,marketing


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Tip:Half-baked ideas are welcomeDo not filter your own ideas

Products

Value

Customer

Needs

Technical

Capabilities


Process

Product

Service

Adapted from ITRI

KnowHow KnowWho


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Activity: KnowWho*

Enumerate your personal and workcontacts Someone you can contact easily and frequently

Name one possible innovationopportunity for each contact

3 min, then pitch for feedback Post on gdocs

Customer

Needs

Integrated

SolutionDifferentiation

Benefits

Up

Market

Pull

We make what we can sell

Preview: Team formation

Min 2/team

Connector/salesman:address key market risk Provide KnowWho or did the

one-day validation

Maven: address key technicalrisk Provide KnowHow

Project manager Distribute/track tasks

Products

Value Customer

Needs

Technical

Capabilities


Process

Product

Service


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Efficient path to innovation?

Traditional: Stage-gate (Cooper)

http://www.thinkthru.info


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Closing the innovation loop


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Problem: Farmers need field data

Typical approach:

buy a drone, buy ahyper-spectral camera, buythe software for imageprocessing, spend monthsof engineering timeintegrating the camera,

platform and softwaretogether, etc.

http://steveblank.com/2013/07/22/an-mvp-is-not-a-cheaper-product-its-about-smart-

Guide questions (discuss in group)

Whos the customer/user?

Whats the (assumed) value proposition?

Whats the fastest and least expensive way to test the(assumed) value proposition?


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Main goal:market validation(customers, investors, or sponsors)

not just product development


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Innovation acceleration program workflow

OpportunityIdentification

MarketValidation

BusinessDevelopment

Tech &Creative Labs

TechnologyDisclosures

Prototyping Licensing

Spinoffs/IndustryPartners

TechnologyDemand

Pilot sitePrototypingFinancial models

Scale-up

Phase 1:

Technopreneurship intro

Phase 2:

Startup development

Modes of participation

IAP

Techno-preneurshipclass

OJTs /Interns

Thesis, feasib,entrep

students,other campus

R&D

Externalteams


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TBIs in UP Diliman

http://ayalatbi.org/index.php?option =

com_content&task=view&id=21&Itemid=33

http://ayalatbi.org/index.php?option=

com_content&task=view&id=22&Itemid=34

DOST-PEZA Incubator Plan

www.upd.edu.ph/~surp/images/up_map.jpg

Enterprise at NEC

Network partners

DOST

UP ERDFI
http://ayalatbi.org/index.php?optionhttp://ayalatbi.org/index.php?optionhttp://ayalatbi.org/index.php?optionhttp://ayalatbi.org/index.php?option


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SUMMER 2013 1S2013 2S2013

tartups from the class

2S2012

Delta teams

LGUpdates

distro


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myRemitHub

O R SE N D F I R S T N A M E , L A S T N A M E , E M A I L T O

L U I S . S I S O N @ U P . E D U . P H

UVLEIE298 (Technopreneurship)


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Class Workflow for 1S14

M1Opportunity

identification

One-dayvalidation

Teamformation

First pitch

M2Design sprint

Validation

Devt sprint

Validation

M3Business

model

Validation

IP, techtransfer

Startupplanning

M4Demo day

Screening

Angel pitchpreps

Class Policies


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Class Policies

Non-performing ventures to be deferred Affected members to restart team formation

Teams can pirate / fire team members,

can recruit from outside the class

The goal


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80% of success is just showing up

-Woody Allen

Tips

ReadUVLE

Check-inFB

Converse Build Validate


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Ready?

Technopreneurship Introduction

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