1. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ OPPORTUNITY DRIVEN CREATIVITY Agenda: Stardust DTU Assistant teachers: how to spend the money the best! Conception of ideas Systematical generation of ideas From idea to business Cases Meetings: send a mail to johe@ipl.dtu.dk

2. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ LAST Mail addresses: Following are returned – unknown: beceex123@hotmail.com afontelonda@mail.pt magnus.agnir@gmail.com

3. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ Nothing in this World is stronger than an Idea whose Time has come (Victor Hugo) Victor Hugo tells us, that preconditions define the strength of ideas: thus, timing is essential. Example: industrial revolution: everything is subject to mass production – including sewing – hence Singer invents the needle with the hole in the pointed end; he overcomes a major technical obstacle to mechanical sewing, and conquers the market for sewing machines for a generation.

4. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ Ideas seem to Emerge as a Logic Consequence of Needs (?) This theorem explains why good ideas seem to pop up simultaneously – when we are ready for them Example: The telegraph had been around for some years, when Graham Bell submitted his patent application on the telephone, February 14, 1876 – same day as Elisha Gray. Internet related inventions such as online auctions, matchmaking and dating, telephone, search engines, news, booking, community services etc. etc. pop up in less than a decade – all driven by an enabling telecom infrastructure – just like the telephone followed as a logic consequence of the telegraph.

5. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ It’s the Early Bird that catches the Worm: A business idea is like a comet – it materializes out of nothingness. The one that captures it is the one who knows how to detect comets - and is at the look-out all the time (My own) I try to emphasize that you do not capture ideas unless you know what to look for. Identifying ideas with a commercial potential is a skill, which can be developed and enhanced by learning and training!

6. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ Elitist View on Creativity: A rare talent Unable to be taught Irrelevant to most employees An individual process Developmental View on Creativity: Available to all Released through training and development of personal potential Within the scope of all jobs Encouraged or discouraged within groups according to their climate Escapes from personal stuckness

7. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ Conceiving Ideas The ”Pain” is recognized: ” What is the Problem?” Demand is formulated Solutions occur

8. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ The Engineering Approach Information Demand recognition Problem formulated FUSION! Information Mastering technology Conceptual solutions Innovative idea Demand Technology

9. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll Ideas are created when the unconscious layers are provoked by the conscious layers not being able to produce solutions to specific urgent problems. (Frustration prevails) The unconscious layers return myriads of ideas which are filtered in the boundery layers between the conscious and the unconscious Sigmund Freud 1865 - 1939 Sigmund’s Personality Model Super Ego Ego ID Unconscious layers Culture Norms Rules Common sense Rationale Logics Feelings Intuition Impulse Instincts Conscious layers

10. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ Points from Freud’s Personality Model: Theorem The sub-conscious layers can be provoked into generating ideas by being fed with problems Creativity as related to our objective thus requires: A correct formulation of the problem Stimulation (frustration, incentives, frequent provocation) An open filter Time

11. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ An appropriate filter: Keep the mesh open: don’t kill strange ideas Suitable criteria for filtering, first run: Address a market in transition and development Stay within procurable limits There must be a customer with a real pain Build upon your personal competencies Must be interesting: an idea that you are willing to invest your time and attention in. Eccentric, funny and crazy - is OK at this point

12. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ An appropriate filter: Second run: tighten the knots Many customers Wealthy customers A lot of pain Bang for the Buck = a real pain-killer Niching opportunities: an asset Knowledge: an entry barrier

13. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ Preconditions that spur Creativity: Personal incentives: You desperately want to set up a company You want your company to become a succes Hence you need good busines ideas Preconditions, creating good Business Ideas Domain knowledge Business acumen Training Systematic diligence Repetition

14. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ Seven Means to increase Creative Production Start a company and see what happens The Job-shop Use your eyes and phantasy - with a purpose Inventor and Merchant Break out – make a spin-out Find opportunities in your domain Be disciplined and productive one idea per person per day Be a spy build on others’ success The top-down approach from mega-trends to idea The Forest Gump Approach Be there – be visible - act

15. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ BREAK

16. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ From Idea to Business I Get to know the market Michael Porter´s Five Forces is a good entry The buyers The suppliers The competitors Competition: what is important? Where are your niches What strategies will work for you? The sleeping Lion Riding the Tiger The Trojan Horse Let Mr. BIG lead you by the hand Numskull Jack (Klods Hans) The moving Target

17. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ From Idea to Business II Assessing your business model: The early proof of business Sparring and consultancy Analysis: rough estimates and calculations Analysis of market and competitors: use the web Experimental work Technology: a prototype Response: invite customers to your lab Market: go out there, speak to customers, set up collaborative testing. Se how your product really works! Plan how to execute – and do it!

18. Institut for Produktion og Ledelse Danmarks Tekniske Universitet John Heebøll VÆKSTHUS+ QUESTIONS?