Webinar 7 may 15 - york technion

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This document provides an overview of the York-Technion Program, which aims to provide students an educational experience based on Israel's innovation ecosystem. The program will include lectures, workshops, visits to startups and entrepreneurs, and trips around Israel. It encourages finding problems by listening to customers, experts, and one's inner voice. The document outlines steps for understanding problems, including root cause analysis and competitive analysis. It provides an example of a company called VisualTau that developed collaboration software. An appendix includes a template for defining a problem or idea with sections for the customer, job to be done, problem description, scenario, and root cause.

INTERNATIONAL
Problems Analysis
York – Technion Webinar
May 15

May 15
WELCOME!
Technion
Rami Gazit
ramigazit1@gmail.com

May 15
A bit about your host…
Entrepreneur and mentor, Lean Startup evangelist.
BizTEC Next co-founder - the Technion led Israeli academia entrepreneurship acceleration program (Chief Mentor)
Supervisor for Technion International Startup MBA program - internships, Tel-Aviv.
Mentor at startups events like Lean Startup Machine, Startup Weekend and 3-Day Startup.
Mentor at accelerators and startups
Worked for Amdocs, Elbit and startups.
Presented at leading international events.
Co-Founder of SUN – Start-Up North– entrepreneurship community and acceleration programs.

May 15
The York-Technion Program
Goal: provide an educational
experience based on the
Israeli innovation eco-system

May 15
The ingredients
Enjoy!
Lectures
Workshops
Visit the eco-
system
Meet
entrepreneurs
and students
Visit Israel
sites and cities

May 15
Innovation?
Idea?
Invention?
Take an idea for a new service, product or a business model – bring it to market
<

May 15
Why innovate?
Creation – joy
Competitiveness – a proof for myself and others
Can’t help it, self fulfillment
Change the world, fix it (Tikun Olam)
Make life betterFix a bad evil
Enable
continuation of
something good

May 15
Startups need to start somewhere…
Problems

May 15
“Voices” to help find problems
My inner voice – e.g., by products and processes observation
Customers and users
Experts and value chain members
Team members

May 15
Huston, I think we have a problem here…
I see a problem
Others (solution
providers) do
not see it as I do
I think there are
people who care
about it
It’s a “real”
problem
Problem deep
dive
Opportunity?

May 15
Motivation?
Not money, but impact!

May 15
What do I really LOVE doing?
What are my relevant capabilities?
I Love
I’m
Capable
Knowledge,
understanding
Personal
suffer
Connections,
reputation
Desire,
commitment

May 15
Customer and problem understanding
so
what
?
so
what
?
so
what
?
why?why?why? Problem
Causes Root Cause Analysis Impacts
5 Whys

May 15
Initial Competitive analysis
What is the gap in the market? Where does the current
alternatives fall short?
so
what?
so
what?
so
what?why?why?why?
Where does
THIS solution
fall short?
Alternative1
Where does
THIS solution
fall short?
Alternative2so
what?
so
what?
so
what?why?why?why?
Where does
THIS solution
fall short?
Alternative3so
what?
so
what?
so
what?why?why?why?

May 15
VisualTau (Sequoia backed)
• Founded 2007
• Sold to Autodesk 2009
Visual Tao develops SaaS technologies that enable users to collaborate while
editing 2D and 3D CAD and geospatial data from every internet enabled machine.

Problem Definition Skeleton
Technion 2015 International Experience
Program
Student Name:
Faculty:
Problem/Idea domains – users/customers industry
Technology (mobile app? A robot?...)
Idea Name:

May 15
The Customer
• Define customers and users segments

May 15
The “Job” the customer wants to get
done
• Define this job for each customer or user segment

May 15
The Problem
• Describe the problem(s) or challenges the customer and user is
having today while trying to get the job done

May 15
Example - Scenario
• Provide an example of a scenario where the problem is present

May 15
Problem – Root Cause Analysis
• Why is solving this problem really important?

May 15
Problem Impact
• Why is solving this problem really important?

May 15
Solution (brief idea, concept)
and Final Comments

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Prototyping and storyboarding.pptx

Lassonde School of Engineering

This document provides an overview of prototyping and storyboarding. It discusses the importance of prototyping in the design thinking process as a way to test ideas quickly and improve upon them. Both low-fidelity and high-fidelity prototyping are described, as well as different types of prototypes like sketches, physical models, role playing, and storyboards. Guidelines for effective prototyping emphasize starting quickly, focusing on the testing goal, and keeping the user in mind. Storyboarding is presented as a way to visualize and guide users through experiences to better understand needs.

Design thinking for software development

Lassonde School of Engineering

Design thinking is a human-centered approach to innovation that draws on design methods and tools. It emphasizes empathizing with users, defining problems from the user's perspective, ideating many potential solutions, prototyping ideas, and testing prototypes with users. This process aims to create innovative solutions that meet user needs. For software development, design thinking can be applied at each stage to develop solutions focused on the user experience through methods like customer research and iterative testing. It helps shift the focus from functionality to delivering an experience that solves users' problems in a better way.

Creating a compelling value proposition

Lassonde School of Engineering

Evaluates technical feasibility and Adoption Blockers: • Economic Blocker - Sees no ROI or too risky • Political Blocker - Threatened by change • Process Blocker - Disrupts existing processes • Values Blocker - Conflicts with personal values Adoption Approvers: • Economic Approver - Sees ROI • Visionary - Values innovation • Process Approver - Supports process change investment - Evaluates technical risks and complexity • Process Champion - Drives process change • Economic Champion - Drives ROI case • Values Champion - Drives cultural acceptance - Evaluates legal/compliance risks • Legal

Rejection by dragons

Lassonde School of Engineering

Future value of data project overview - lassonde sept 2018

Lassonde School of Engineering

This document provides an overview of the Future Agenda project exploring the future value of data. The project will examine how data itself will be valued over the next decade through a collaborative, global approach. Workshops will be held in multiple locations to identify opportunities and implications. The project aims to challenge assumptions, understand constraints, and share diverse views on the key drivers of change. Insights will inform a global synthesis report on priority opportunities regarding how data will create value in the future.

Improving your innovation capability

Lassonde School of Engineering

The document discusses improving innovation capability. It identifies common barriers to innovation as not understanding innovation, designing organizations to stifle it, and stopping what used to work. The discussion focuses on measuring an organization's innovation quotient using factors like strategy, culture, processes, resources, and relationships. A behavioral trust framework is introduced to build relationships and encourage collaboration, knowledge sharing, risk-taking, and communication to improve innovation culture. Organizational ambidexterity is needed to balance performance and innovation.

Introduction to Technion

Lassonde School of Engineering

This document provides guidance for those starting a journey and outlines what to expect and prepare for. It discusses exploring without end to continually learn and grow, and living life looking forward while learning lessons looking backward. The document also recommends focusing on making meaning over money. It notes the three stages of startups as ideation, validation, and actuation, and that the journey will involve learning how to navigate obstacles through a "startup slalom."

World of blockchain opportunities and challenges

Lassonde School of Engineering

The document discusses the opportunities and challenges presented by blockchain technology. It describes how blockchain can disrupt existing industries by enabling new levels of performance and facilitating new business models. Blockchain creates a distributed ledger that eliminates duplication, allows secure record keeping, tracks provenance, and more. It also discusses how blockchain reduces costs and creates new revenue opportunities for organizations. The document outlines barriers to innovation adoption and how to develop a compelling value proposition to increase adoption of disruptive technologies like blockchain.

Teams for technology development (ISPIM)

Lassonde School of Engineering

1. Teams developing technology face challenges like being informal, cross-functional with little training, and having outcomes that are not clear. 2. High-performance teams develop a sense of purpose and direction, embrace complementary skills, make consensus-based decisions incorporating different perspectives, and leverage individual strengths. 3. Embracing diversity improves innovation but is more difficult, as different problem-solving styles are needed at each stage and individuals value their own style over others, creating potential conflicts.

Canadian innovators network

Lassonde School of Engineering

1) Barriers to innovation include changing current processes and procedures, modifying management styles, developing new organizational structures, abandoning existing products, and modifying incentives and company culture. 2) Maxwell's three laws of innovation inertia state that organizations naturally resist change, larger organizations require more force to change, and any force applied to an organization generates an equal and opposite reaction force. 3) The innovation quotient measures five factors that determine an organization's ability to innovate: strategy, culture, processes, resources, and relationships. Organizations need both a performance engine to exploit existing capabilities and an innovation engine to explore new opportunities.

Introduction to Innovation Management for SCFI

Lassonde School of Engineering

This document outlines an agenda and schedule for a two-day workshop on tools and techniques for innovation. Day one covers introductions, goals of innovation, ideation exercises, innovation portfolios, and barriers to innovation. Day two focuses on reviewing exercises, sources of innovation, leadership, implementation, and an concluding exercise. The workshop is led by Dr. Andrew Maxwell and aims to provide frameworks and processes for generating, evaluating, and implementing innovative ideas.

SCFI - Day Two Barriers to Innovation and Sources of Innovation

Lassonde School of Engineering

The document outlines the agenda and schedule for Day 2 of a workshop on tools and techniques for innovation. The schedule includes reviewing concepts from Day 1, discussing innovation portfolios, barriers to innovation, sources of innovation, and innovation implementation. Key lessons from the prior week are reviewed, including establishing innovation goals and criteria. Common causes of innovation failure like poor leadership, communication, and understanding customer adoption are examined. The importance of organizational culture and aligning activities to foster innovation over incremental improvement is highlighted.

Disruption, Innovation and Risk

Lassonde School of Engineering

This document discusses disruption and how to anticipate and manage it. It defines disruption as changes in the marketplace that affect players, interactions, and functions by creating new levels of low-cost and novel solutions. While some changes in business models are difficult to anticipate, changes in technology that enable new levels of performance can be scanned for trends. The document suggests that the most optimal disruptors are new ventures focused on the opportunity without constraints of existing customers. It provides tips for managing innovation risk through mitigation strategies and lean startup approaches, as well as managing an innovation portfolio that assumes most projects will fail.

Technion 2018 info

Lassonde School of Engineering

The document provides information about Lassonde's International Experience Course at the Technion in Israel from May 14 to June 4, 2018. It is a graded, 3-credit course open to undergraduate students from any year interested in entrepreneurship, broadening their cultural exposure, or advanced technologies. The trip includes a bootcamp in Toronto from May 8-12 before traveling to Israel. In Israel, students will spend time in Tel Aviv, Jerusalem, the Dead Sea, and Haifa visiting the Technion campus. Fees for the course are covered but students are responsible for airfare, some tours, and have options for financial support. Security and visa issues are also addressed.

Nserc presentation

Lassonde School of Engineering

The document discusses the importance of commercializing university research and working with industry partners. It notes that there is an increasing focus on commercialization in grant applications. It also discusses the need to understand the difference between incremental and disruptive innovation. Finally, it lists several ways that universities can help in preparing technologies to be adopted, such as by helping to find industry partners, do customer research, and provide funding and IP guidance to get technologies from the lab to market.

Technology commercialization

Lassonde School of Engineering

This document discusses the importance of commercializing university research through technology transfer offices (TTOs). It notes that most TTOs operate at a loss and focus on licensing, while most disruptive innovations never reach customers. The root causes identified include researchers lacking commercialization expertise, research not considering commercial needs, and the commercialization process starting too late. The document advocates for design thinking and taking a customer-centric approach to commercialization from the start of the innovation process. It emphasizes determining customer needs and viable business models to overcome adoption barriers.

BEST intro for Create Dav

Lassonde School of Engineering

BEST at Lassonde School of Engineering offers a holistic approach to engineering education that integrates entrepreneurship skills and experiences. It addresses the need for engineers to better communicate, problem solve, and understand their societal impact. BEST enhances student learning through hands-on activities that develop creativity, teamwork, and an understanding of technology commercialization. It combines engineering courses with business and law courses, as well as experiential opportunities like co-ops, international programs, and competitions, to prepare students for evolving careers and help them achieve their potential.

Investor mindset

Lassonde School of Engineering

Business angels are the second most important source of capital for high-growth ventures. Understanding how business angels make investment decisions is critical for entrepreneurs who want their money. Business angels approach investment opportunities using a boundedly rational approach, where they minimize decision-making effort. They first look at objective venture factors like market size, barriers to entry, and financial viability, then use individual subjective factors to reject opportunities. When assessing risk, business angels examine inherent risk, performance risk, and relationship risk. They also consider the entrepreneur's experience, expertise, and characteristics to assess performance risk, and use behavioral cues to evaluate long-term relationship risk. Business angels also consider the potential exit when making investment decisions.

The imperative of commercializing university research

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Technology commercialization overview

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1) The document discusses challenges with commercializing university research and proposes a new approach using design thinking and lean startup methods. 2) Current commercialization success rates are low because research is not designed with commercialization in mind and researchers lack entrepreneurial skills. 3) The proposed approach would apply design thinking to iterate from technologies to applicable customer needs and business models in order to increase commercialization success rates. It focuses on recognizing customer jobs that could provide competitive advantage.

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Webinar 7 may 15 - york technion

1. INTERNATIONAL Problems Analysis York – Technion Webinar May 15

2. May 15 WELCOME! Technion Rami Gazit ramigazit1@gmail.com

3. May 15 A bit about your host… Entrepreneur and mentor, Lean Startup evangelist. BizTEC Next co-founder - the Technion led Israeli academia entrepreneurship acceleration program (Chief Mentor) Supervisor for Technion International Startup MBA program - internships, Tel-Aviv. Mentor at startups events like Lean Startup Machine, Startup Weekend and 3-Day Startup. Mentor at accelerators and startups Worked for Amdocs, Elbit and startups. Presented at leading international events. Co-Founder of SUN – Start-Up North– entrepreneurship community and acceleration programs.

4. May 15 The York-Technion Program Goal: provide an educational experience based on the Israeli innovation eco-system

5. May 15 The ingredients Enjoy! Lectures Workshops Visit the ecosystem Meet entrepreneurs and students Visit Israel sites and cities

6. May 15 Innovation? Idea? Invention? Take an idea for a new service, product or a business model – bring it to market <

7. May 15 Why innovate? Creation – joy Competitiveness – a proof for myself and others Can’t help it, self fulfillment Change the world, fix it (Tikun Olam) Make life betterFix a bad evil Enable continuation of something good

8. May 15 Startups need to start somewhere… Problems

9. May 15 “Voices” to help find problems My inner voice – e.g., by products and processes observation Customers and users Experts and value chain members Team members

10. May 15 Huston, I think we have a problem here… I see a problem Others (solution providers) do not see it as I do I think there are people who care about it It’s a “real” problem Problem deep dive Opportunity?

11. May 15 Motivation? Not money, but impact!

12. May 15 What do I really LOVE doing? What are my relevant capabilities? I Love I’m Capable Knowledge, understanding Personal suffer Connections, reputation Desire, commitment

14. May 15 Customer and problem understanding so what ? so what ? so what ? why?why?why? Problem Causes Root Cause Analysis Impacts 5 Whys

15. May 15 Initial Competitive analysis What is the gap in the market? Where does the current alternatives fall short? so what? so what? so what?why?why?why? Where does THIS solution fall short? Alternative1 Where does THIS solution fall short? Alternative2so what? so what? so what?why?why?why? Where does THIS solution fall short? Alternative3so what? so what? so what?why?why?why?

16. May 15 VisualTau (Sequoia backed) • Founded 2007 • Sold to Autodesk 2009 Visual Tao develops SaaS technologies that enable users to collaborate while editing 2D and 3D CAD and geospatial data from every internet enabled machine.

17. Appendix Problem/Idea skeleton May 15

18. Problem Definition Skeleton Technion 2015 International Experience Program Student Name: Faculty: Problem/Idea domains – users/customers industry Technology (mobile app? A robot?...) Idea Name:

19. May 15 The Customer • Define customers and users segments

20. May 15 The “Job” the customer wants to get done • Define this job for each customer or user segment

21. May 15 The Problem • Describe the problem(s) or challenges the customer and user is having today while trying to get the job done

22. May 15 Example - Scenario • Provide an example of a scenario where the problem is present

23. May 15 Problem – Root Cause Analysis • Why is solving this problem really important?

24. May 15 Problem Impact • Why is solving this problem really important?

25. May 15 Solution (brief idea, concept) and Final Comments

26. May 15 Additional Comments

27. Thanks May 15

Webinar 7 may 15 - york technion

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Webinar 7 may 15 - york technion