The document summarizes key aspects of a workshop on innovation frameworks, processes, and methods presented by Stefano Mizio on October 22, 2014. It discusses how participants will be involved, the planning process, and tools and methods that will be covered, including innovation assessment, business modeling, coaching, training, pitching, financing support, and international support. A timeline of checkpoints and gates is provided, as well as topics like the customer development process, business models, lean startup methodology, and competition.

1. Innovits workshop
Framework, processes,
methods
22 ottobre 2014 Stefano Mizio

2. •How you will be involved
• Planning
• Method, Process, Tools
2
Stefano Mizio
This talk...

3. Call for Ideas: we help startups to emerge
3
Innovits focus areas
•Innovation
Assesment
•Business
Modeling
•Coaching &
Mentoring
•Training
•Business
Model
elaboration
•Pitch day
•Access to
finance
•Hosting
•Training
•Commercial
ization
•Internation.
Support
•Business
Dev.
yenr uoJ
oF ll aC sti vonnI
“Don’t join an accelerator unless you can win it. That requires being at a stage where you can
actually benefit from meetings with investors and the press”

4. 22 ottobre WS Customer Disc
TBD gennaio WS Entrepr. in residence
Stefano Mizio
5 novembre Check point 1
19
novembre
Check point 2
27
novembre
Gate Alpha
10 dicembre Check point 3
14 gennaio Gate Beta
4 febbraio Check point 4
18 febbraio Check point 5
5 marzo Gate Gamma
CPherceks psouinrt e5
Pitching
19C mhecakr zpooin 2t 0515
Final Event
4 marzo WS Pitching
6 startups
20 novembre Startup/prototyping
4/11 dicembre Startup Sales
26 febbraio Startup& Investitori
4
Planning

5. Steve Blank 5
Stefano Mizio
Search...

6. Steve Blank 6
Stefano Mizio
Startup and Established Company

7. 7
Stefano Mizio
Framework

8. 8
Core Principles: scientific method
By S. Blank Stefano Mizio

9. 9
Stefano Mizio
Just an example: Zappos

10. Missing your opportunity…by focusing on the wrong thing
Stefano Mizio
or by looking at the wrong customer
Andreas klinger
10

11. 11
Stefano Mizio
The Journey
By S. Blank

12. “Startups evolve through discrete stages of development. Each stage can be
measured with specific milestones and thresholds”.
12
Stefano Mizio

13. Cracking the code of innovation
13
Stefano Mizio
It takes time

14. 14
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Problem - Solution FIT
“The hard part is finding the problem to solve” – K. Sistrom

15. Steve Blank 15
Stefano Mizio
Get out of the building

16. 16
Stop! Let’s start from your idea of business model
By S. Blank Stefano Mizio

17. • “A business model is simply the ‘way of doing
business’ that a firm has chosen: its entire system for
creating and providing consistent value to customers and
earning a profit from that activity, as well as benefit for its
broader stakeholders. It refers to the core architecture or
configuration of the firm, specifically how it deploys all
relevant resources (not just those within the company
boundaries), to create differentiated value for customers
at a profit…” (Davenport, T. H., M. Leibold and S. Voelpel (2006). Strategic Management in the Innovation
Economy. Publicis Wiley.)
• The business model is a company’s answer to the
question of how to make money in its chosen business. It
describes, “…as a system, how the pieces of a
business fit together” (Magretta, J. (2002). "Why Business Models Matter." Harvard Business
Review 80(5) May: 86-92.)
17
Stefano Mizio
What does a business model mean?

18. • The essence and main components
WHO WHAT HOW
is your
do you offer
customer?
your customers?
do you
do this?
Markets
Customer Segments
Individual Customers
Products & Services
Solutions
Experiences
Create Value
Deliver Value
Capture Value
Delivering the Who, What and How in a concise message.
Unique Value Proposition: a single, clear compelling
message that states why you are different and worth buying
By Mark Sniukas 18
Stefano Mizio
What is a business model?

19. Who • People who want a quick bite to eat
• Get in, order, get served quickly, get
out quickly again
What • Pre-made food prepared constantly
according to demand
• Standard menus
• Some variations allowed
How • Standardized processes
• Central locations with high
frequencies
• The key is to serve a maximum
number of people during a given
time
By Mark Sniukas
19
Stefano Mizio
McDonald’s Business Model

20. A way to depict your Business Model
The business model is a company’s answer to the question of how to make money in its
chosen business. It describes, “…as a system, how the pieces of a business fit
together”
KEY
ACTIVITIES
KEY
OFFER
RELATIONSHIPS CLIENTS
PARTNER
CHANNELS
What are your
core activities
and processes?
KEY
RESOURCES
Who‘s your
customer?
Which
customer
segments do
you serve?
What‘s your
offer?
Which „jobs to
be done“ do you
satisfy?
What‘s your
relationship to
the customer?
What‘s your
image?
How do you
reach your
customers?
How do you
make money?
What is driving
cost?
What are
your main
suppliers,
partners and
alliances?
What are your
main assets and
competencies?
By A. Osterlwalder Stefano Mizio

21. 21
Stefano Mizio
A BMC example - TELCO

22. Stefano Mizio
A different model...
BCG Model

23. Guess Guess
Untested hypotheses
Stefano Mizio
Guess Guess
Guess
Guess
Guess
Guess
Guess
9 Guesses
By A. Osterlwalder

24. Problem means : JBTD
fundamental problem in a given situation
that needs a solution
Stefano Mizio
When customers find that they need to get a job done, they
“hire” products or services to do the job.
MIT Sloan Management Review 2007 - Finding the Right Job For Your Product 24

25. fundamental problem in a given situation
that needs a solution
Key components of a job statement
are an action verb, the object of the
action, and clarification of the context
in which the job is performed
The Innovator’s toolkit
25
Stefano Mizio
JBTD

26. Stefano Mizio
Process to follow

27. You are standing on a Mumbai road on a rainy day and notice the
large number of motor scooters snaking precariously in and out
JTBD: providing a
safer alternative for
scooter families.
around the cars
Value Proposition:
offering an affordable,
safer, all-weather
alternative for scooter
families.
Business Model:
that goal required radical
changes in the cost
structure of making a Car.
27
Stefano Mizio

28. Value Proposition Canvas
Design Value Propositions that match your Customer's needs and
jobs-to-be-done and helps them solve their problems.
By A. Osterlwalder Stefano Mizio

29. Step into your customers’ shoes
One step toward customer interview
Jobs to be done:
•What functional jobs is your customer trying get
done? (solve a specific problem, complete a specific
ask)
•What basic needs is your customer trying to
satisfy? (communication,…)
•What emotional jobs is your customer trying to get
done? (feel good, security,…)
Gains:
•Which savings would make your customer happy?
•What outcomes does your customer expect and
what would go beyond his/her expectations?
•How do current solutions delight your customer?
•What would make your customer’s job or life
easier?
•What positive social consequences does your
customer desire?
•What are customers looking for?
•What do customers dream about?
•How does your customer measure success and
failure?
•What would increase the likelihood of adopting a
solution?
Pains (before, during and after getting the JTBD):
•What does your customer find too costly?
•What makes your customer feel bad?
•How are current solutions underperforming for your customer?
•What are the main difficulties and challenges your customer encounters?
•What negative social consequences does your customer encounter or fear?
•What risks does your customer fear?
•What common mistakes does your customer make?
•What barriers are keeping your customer from adopting solutions?
Don’t forget
to rank jobs,
pains, gains
Important +
Insignificant -
By A. Osterlwalder Stefano Mizio

30. Value Map + Customer Profile
(vitamins): How we provide benefits for our customers
(for example: helping them to save some money thanks to some
discount coupons).
(analgesics): How we are helping our customers with
their pains (for example: saving them some time thanks to the
automatic generation of a shopping list or thanks to a home
delivery service)
Which core beliefs you need to test with customers
By A. Osterlwalder Stefano Mizio

31. By A. Osterlwalder
WHAT are we
building and
WHY are we
buiding it
31
Stefano Mizio
Static + Dinamic merge

32. Stefano Mizio
Ask about experience not opinions
32
Customer Interview: Good and Bad question

33. 33
Stefano Mizio
Customer Interview Process:
No leading question – know what you need to learn

34. • How you currently deal with this problem?
• Talk me through the last time you had this problem.
• How much money does this problem cost you?
• Who else should I talk with?
• Would you buy a product which solved this problem?
• How much would you pay for this?
• Do you think it’s a good idea?
• Do you have a problem with this?... well, now I’am!
34
Stefano Mizio
Customer Interview: Good and Bad question
…Awesome feedback: “ we are spending XX euro per month on this!
Proofs it is a problem

35. Lean Startup 101
35
Stefano Mizio
There are no facts inside the building

36. The Value Hypothesis The Growth Hypothesis
The Minimum Viable Product
Stefano Mizio
Leaps of faith assumptions
Eric Ries

37. By Stephan Roock
37
Stefano Mizio
Minimum Viable Product
MVP

38. A dummy banner:
404 / "Not Found"
message.
If enough users
click on the
banner, the
product will go
into development
Test and Learn
Smoke test
Stefano Mizio

39. “Test" your model and your assumptions with customers
until you find the right business model to scale.
39
By A. Osterwalder Stefano Mizio

40. Stefano Mizio
Pivot or Persevere
Companies that cannot bring themselves to pivot to a new
direction on the basis of feedback from the marketplace can get
stuck in the land of the living dead.
By Eric Ries
40
Land of the living dead
The state where a
company is neither
growing enough nor
dying, consuming
resources and
commitment from
employees and other
stakeholders but not
moving ahead. It is a
terrible drain of human
energy

41. 41
Our map
By S. Blank Stefano Mizio

42. Stefano Mizio
Data: Lean Launch Lab
w wwwww.l.eleaannlalauunncchhlalabb.c.coomm

43. Data
Center
+ 1
backup
metod
Telecom /Cell
phones provider
Unreliable
electric grid
Sell
Data center fuel
availability
countries
have grid
problerms
Fuel
costs
Risk theft
of fuel
7/10
DURATHON
Developing
countries / no
reliable grid
Exploration
www.leanstartupmachine.com Stefano Mizio

44. Stefano Mizio
The easiest version

45. Strategy and Business Models
(Business Models)… But they don’t factor in one critical
dimension of performance: competition.
Sooner or later—and it is usually sooner—every enterprise
runs into competitors
P.B. Seddon – G.P. Lewis Strategy and Business Models: what’s the difference? Stefano Mizio

46. Stefano Mizio
W.C. Kim R. Mauborgne Blue Ocean Strategy
46
The Value Curve (1)

47. Stefano Mizio
W.C. Kim R. Mauborgne Blue Ocean Strategy
47
The Value Curve (2)

48. Stefano Mizio
W.C. Kim R. Mauborgne Blue Ocean Strategy
48
Nintendo Wii example

49. VALUE
PROPOSITION
RELATIONSHIPS CUSTOMERS
CHANNELS
KEY
PARTNERS
KEY
ACTIVITIES
KEY
RESOURCES
Fill…
Stefano Mizio
Let’s move on – Homework
BMC

50. 50
Our social presence

51. 51
Keep in touch