Klausurvorbereitung Flashcards
1
Q
Draw the Double Diamon
A
Summary P2
2
Q
Explain the RTI Process
A
Phase I: Start
Problem Space:
Phase II: Discover and Explore
Phase III: Transform
Solution Space:
Phase IV: Create
Phase V: Implement
3
Q
What approach does the SCE use? Name and draw the entire process
A
Human-centered, Design Thinking Inspired Process.
START:
1. Start: Team & Vision
DISCOVER & EXPLORE
2. Understand the Problem
3. Empathy for People
TRANSFORM:
4. Synthesis & POV
CREATE:
5. Generate Ideas
6. Prototyping
7. Business Model
8. Test & Validate
IMPLEMENT:
9. Implelement & Grow
4
Q
SCE Approach: START: 1. Team & Vision
How to conduct the Starting Process?
A
- Ikigai
- Teamroles (via Team Canvas)
- Project Introduction
- Team building
- Project Management
5
Q
How does IKIGAI Work? And draw the circles
A
What you Love
+ what the world needs = Mission
What the world needs
+ what you can be paid for = vocation
What you can be paid for
+ What you are good at = profession
What you are good at
+ What you love = passion
All together = IKIGAI
6
Q
What is included in a Team-Canvas?
A
- People and Roles
- Common Goals
- Professional Goals
- Strengths & Assets
- Values
- Needs & Expectations
- Roles & Activities
- Weakness & Risks
In the Center: VALUES
7
Q
SCE Approach DISCOVER & EXPLORE: 2. Understanding the problem. How to conduct this stage?
A
- Stakeholder Mapping
- PESTEL
- Benchmarking
8
Q
Name the Stakeholder Mapping axes
A
! Power _ Interest
9
Q
What are the PESTEL Factors?
A
Political
Economical
Social
Technological
Environmental
Legal
10
Q
How to conduct a Benchmarking in the Beginning?
A
PETAL Diagram
11
Q
SCE Approach: DISCOVER & EXPLORE: 3. Empathy for people. How to approach
A
- Stakeholder Selection (Extreme Users)
- Interviews
- Observe/AEIOU
12
Q
Whats the AEIOU Methodology?
A
Activities
Environment
Interactions
Objects
Users
13
Q
SCE Approach: TRANSFORM: 4. Synthesis & POV. What to do?
A
Create Personas, Customer Journeys, Value Proposition Canvas, Requirements Net, POV
14
Q
Draw the Customer Journey
A
Page 4 Summary
15
Q
Name a POV Sentence
A
[User] needs to [user’s needy] because [insight].
16
Q
SCE Approach: CREATE: 5. Generate Ideas. Name 5 Methods to generate Ideas
A
- Brainstorming
- Ideal funnel (Generate Ideas, Evaluate ideas, develop concepts)
- Crazy 8
- Dot Voting
- What would ELON or XY do?
17
Q
Name 5 Rules for Brainstorming
A
- Not to wide
- Not to narrow
- Quantity over quality
- no judgement
- encourage wild ones
- focus on topics
- be visual
18
Q
SCE Approach: CREATE: 6. Prototype: How can you prototype?
A
- Role Playing
- Concept Sketch
- Wizard of Oz (mid fidelity)
- MockUp
19
Q
SCE Approach: CREATE: 7. BUSINESS MODEL: How to design the Business Model?
A
- BMC
- Impact Assessment
20
Q
Explain the Business Model Canvas
A
- Key partners
- key activities
- key resources
- value proposition
- customer relationship
- channels
- customer segments
- Cost structure
- Revenue Stream
21
Q
How does the Imapct Assessment work?
A
Input > Output > Outcome > Impact
Input: 3 people donate 100 euro each to good cause
Output: 100 meals are bought for children
Outcome: 100 kids are not hungry
Impact: Kids are well noursihed and can learn better
22
Q
SCE Approach: CREATE: 8. Test & Validate. How can you test it?
A
With Test Cards.
- We believe that XY
- To verify that, we will XY
- And measure XY
- We are right if XY
23
Q
SCE Approach: IMPLEMENT: 9. Implement & Grow. What is necessary to do in this phase?
A
- Marketing Plan
- Finance Plan
- Roadmap
- Investor Pitch
- Project Documentation and Business Plan
24
Q
How does the Ideal startup process look like according to SCE?
A
Drawing IDEAL Page 6
25
Besides Cultural Differences, what else could be the reason for not working well together?
- (Culture)
- Power
- Individual
- Situation
26
There are two types of time management
- Monochronic cultures "TIME IS MONEY" -> german -> waterfall planning
- Polychronic cultures "TIME IS LIFE" -> mediteran -> left to right right to left left left
27
What is ODIL?
Observe
Delay Judgement
Idea gathering
Learn, learn learn
28
Manage Yourself: What can you do to work better as a team? How can you improve team performance?
1. Ikigai
2. MBTI Test
3. Team belbin
4. Transdisciplinary teams
5. Diversity
29
Name 9 Roles from the Team Belbin
1. Resource Investigator
2. Teamworker
3. Specialist
4. Coordinator
5. Shaper
6. Complete Finisher
7. Implementer
8. Monitor evaluator
9. Plant
30
How does the MBTI differneciate?
Extraversion <-> Introversion
Sensing <-> Intuition
Thinking <-> Feeling
Judging <-> Perceiving
31
Whats the Formular for innovation?
Innovation = Team + (Organisation *if intra) + Opportunity + Entry Market + Timing
32
Explain Idea Generation, Creativity and Opportunity Recognition
Idea Generation:
Production of ideas for something new
Creativity:
Production of ideas for something new that is also potentially useful.
Opportunity Recognition:
Production of ideas for something that is not only new and potentially useful, but also have the potential to generate economic value.
33
How to Cluster Opportunities? Name all scenarios
Opportunity Classification Matrix
Y: Degree of Novelty
X: Value and Usefulness
Y low / X low = Irrelevamt
Y high / X low = Invention
Y low / X high = Improvement
Y high / X high = Innovation
34
What are sources of opportunities? + Explain
- Need pull: Necessity
- Knowledge push: Pushing the frontiers of science forward
- Exploring: Alternative Future
- Regulation
35
Innovation onion
1. What challenging are they facing?
2. How do they talk about it?
3. What are they doing about it?
4. How do they feel about it?
5. What emotions are driving their actions?
36
Name one definition of creativity
Creativity is just connecting things - Steve Jobs
37
How does the creativity process look like? (3 Words)
Problem -> Solution -> Success
38
How to enhance creativity?
Time pressure
39
Where can you get inspired?
Nature: Biomimicry
40
Yes, but? Why shouldn't you use that and what to use instead
Yes, and
Keeps the conversation flowing
41
What are some characteristics of creativity?
- Generation of Ideas
- Digging deeper on ideas
- Openness and courage to explore ideas
- listening to inner voice
42
Explain the Value Proposition Canvas
Drawing page 8
43
What does a business model to according to Osterwalder?
... describes the rationale of how an orga creates, delivers and captures value
44
What are the central dimensions of a business model?
Triangle Drawing page 8
45
How does a perfect PITCH presentation look like?
1. Title page
2. Problem/Opportunity
3. Solution/Value Proposition
4. Competitive Analysis
5. USP / Unfair Advantage
6. Business Model
7. Management Team
8. Financial Projections
9. Marketing
10. Current Status and Roadmapping
46
Cooperation Model: Partnership Co-Innovation
- 6-48 Months
- Work w/ R&D Dev
GOOD: Corp Network
RISK: # People
47
Cooperation Model: Corporate Venture
- 6-12 mo
- Funding as target
GOOD: Revenue, Trust, Clients
RISK: Corp blocks business w/ others
48
Cooperation Model: Technology Partner
- 3-12 mo
- create partnerships
GOOD: Trust, Reputation
49
Cooperation Model: Sales Partner Model
- Up to 12mo
- Target: Create partnership and sell to big vendors
GOOD: reduces skill, costs
50
Name 4 Forms of Co-Creation and their axes
Y Openness
X Ownership
Y low / X low = Club
Y high / X low = Crowd
Y low / X high = Coalition
Y high / X high = Community
51
Name 5 Corporate Strucures
- Direct sourcing
- internal innovation unit
- corp. incubator model
- ext. subsidiary
- entrepreneur co-creation model
52
Name Strategies with respect to prediction and control and their axes
Y Emphasis on prediction
X Emphasis on control
Y low / X low = Risk (adaption)
Y high / X low = Prediction (planning)
Y low / X high = Uncertainty (effectuation)
Y high / X high = Visionary (market power)
53
What can you do when experience failure?
1. Reframing Failures in Life
2. Deconstruction of Failure or Post-mortem Analysis
54
Whats Uncertainty? Explain the differences
- Measureable Uncertainty (Knightian Risk)
- Unmeasurable uncertainty
55
What the Difference between Risk and Uncertainty?
Strategic management looks at decision making under conditions of risk
Entrepreneurship also looks at decision making under knightian uncertainty
56
How to manage Impact?
Impact Improvement -> Impact Planing -> Impact Analysis ->
its a circle
57
How to reach impact?
INTERVENTION:
Input (Resources)
->
Output (Achievements)
->
EFFECTS:
Outcome (short-term results)
->
Impact (long-term results)
58
Name types of impact
- short, mid, long
- direct, indirect
- positive, negative
59
Name levels of impact
- individual
- immediate environment
- society
60
Name Impact Claims
- Curative
- Preventive
- Systemic change
61
What are in the impact entrepreneurship triangle?
- Economic Goals
- Ecologic Goals
- Social Goals
62
SDG Wedding Cake
Topping: Partnership for the goals
Economy:
- Decent work and economic growth
- industry, innovation and infrastructure
- reduce inequalities
- responsible consumption and production
Society:
- Affordable clean energy
- No poverty
- peace, justice and strong institutions
- sustainable cities and communities
- Quality Education
- Good health and well being
- Gender equality
- Zero hunger
Biosphere:
- Life on Land
- Life below water
- Clean water and sanitation
- Climate action
63
Whats LAMO?
Linear
Anthropocentric
Mechanistic
Ordered
We are in a VUCA but we think LAMO
64
Name 6 Elements of System Thinking
Disconnected -> Connected
Silo -> Emergence
Linear -> circular
Parts -> wholes
analysis -> synthesis
action -> results
65
What are System Thinking Tools?
- Icebearg
- Flow Map
- Ladder of inference
66
What are reasons to innovate?
- Market
- External Forces
- People and Organisation
- Financial
67
What is the definition of an invention?
Creation of a product or process for the first time
68
What are the characteristics of an innovation?
+ Relative Advantage
+ Compatibility
- Complexity
+ Triability
+ Observeability
69
Whats the definition of a innovation
Practical application of new inventions into marketable products or services
70
What are innovation barriers?
- People's perspective
- Organisations perspective
- Enviromental
71
What diffuses an innovation?
- Innovation itself
- Communication channels
- time
- social system
72
How does a Indivudal Innovation adaption process look like?
Knowledge -> Persuasion -> Decision -> Implementation -> Confirmation
73
Whats the Rogers Adoption Cruve? Whats the distribution
Innovators 2,5%
Early Adopters 13,5%
Early Majority 34%
Late Majority 34%
Laggards 16%
74
Whats bootstrapping?
process of building or starting business with very little funding or capital or virtually nothing at all
75
What are financing sources?
- Self
- Grants
- Crowdfunding
- Equity
76
What are the Trade Off Categories look like
Control Over Company and Financial Gains
Little / Below = Failure
Little / Close to potential = Rich
Complete / Below = King/Queen
Complete / Close to potential = Exception
77
What do angels do
25k-100k
seed or early stage
exit with returns on personal investment
78
What do VCS do
500k upwards
exit with returns to funds partners
early-stage to third-stage companies
79
Proof of Value, Profitability, Concept, Sustainability
Siehe Seite 12
80
What are entrepreneurial team qualities?
- Curious
- Communicative
- Collaboratorive
- Open
- Empathic
- Optimistic
81
Whats the SEEC Model?
- Securing: Capacity to focus on and susatining new ideas
- Expanding: Broadening or acquiring new skills
- Exposing: Opening ourselves to circumstances and events
- Challenging: Overcoming past failures by braving new encounters
82
Whats the Opportunity Checklist and what are the best Checklist attributes?
Most important factors when evaluating opprotunities in the startup phase.
- Market
- Competition
- Economic Criteria
- Personal Criteria
- Target group
83
Users as Innovators
Siehe seite 13
84
What is Design-driven innovation?
Siehe seite 13
85
Whats Creativity? Not SJ
... ability to provide original & unusuall ideas, or to make something new or imaginative
86
How does good visualization look like?
Siehe 13
87
How does the Idea funnel work?
Siehe 13
88
What influences creativity?
- Motivation
- Resources
- Management practices
- Group characteristics
89
What questions arise for the Business Model? (Mountain)
Problem-Solution Fit
Product-Market Fit
BM Fit
90
How to Develop customer understanding through iterative testing?
Circle:
-> Information in the Value Proposition Canvas
-> Ident critical assumptions
-> Formulate hypothesis
-> Design test scenario
-> Perform test
-> Analyze findings
-> Update Value Proposition Canvas
91
Compare Design THinking and Engineering Systems Thinking. What Requirements to they share?
DT:
- "Closed" systemsbounded with set paramters
- Prototype-driven
- Linear cause and effect
- Human-centered
- Solution-oriented
EST:
- Open systems with interaction, interdependence, emergence
- Abstraction-driven
- Cyclical cause and effect
- System-centered
- Problem-oriented
Schnittmenge:
- Require similar cognitive skill set (e.g., analogy)
- Require empathy/faculty for human relations
- Similar inquiry: at individual/team level; in engineering, business, and education
92
What are potential funding sources for different phases?
Siehe 15
93
How does Crowd funding work?
Siehe 15
94
How does VC work?
Siehe 15
95
What are the differences between entrepreneurs & intrapreneurs
Entre: "Is an Actor"
- learns to recognize opportunities
- makes innovation that adds value
- moderate risk
- resourc economically -> innovative product & service
Customer Discovery -> Customer Validation
PIVOT
Intra: Employee
- For corp. innov
- dreamers
- self-appointed GM
- Drivers of Change
Customer Creation -> Company Building
96
How does the Corp Innovation Process look like?
Siehe 16
97
Who are Corp Stakeholders?
- Corporate partners
- Goals
- Barriers
- Corp Decision Makers
- Levers
98
What are the seven paradoxes of innovation?
1. Searching While Executing
2. Create New Products, Manage est. Products
3. Deliberate Strategy, Emergent Strategy
4. Decentralized Decisions, Increased Transparancy
5. A single company, not a single business model
6. Fail fast, make money
7. Impatient for profits, patient for growth
99
Draw the Innovation Process (updated traditional)
Siehe 16
100
Draw the Corporate Venturing Framework along two dimensions and explain
Siehe 16
