Erfolgreich Scheitern Moderne Konzepte des erfolgreichen Scheiterns und wie Innovationen entstehen

Transkript

1 Erfolgreich Scheitern Moderne Konzepte des erfolgreichen Scheiterns und wie Innovationen entstehen Dr. Lukas Zenk Donau-Universität Krems Department für Wissens- und Kommunikationsmanagement

2 Donau-Universität Krems

3 Erfolglos Scheitern A B

4 Erfolgreich Scheitern B2 B1 A B X Y Z

5 Unternehmerisch handeln in unvorhersehbaren Situationen Intrapreneure Entrepreneure Führungskräfte Neue Selbständige Angestellte Geschäftsführer Start Ups Künstler Gründer Investoren Innovatoren EPUs Selbständige Gesellschafter Wissenschaftler Vereinsobmänner

6 Geschichten Behind the scenes Improvisationstheater Lean Startup Design Thinking Business Model Generation Effectuation

7 Behind the scenes

8 Congo:Project

9 Systemtheorie DVD Conference: Diversity Management How to see and pace meta programs Conference: Integration. Systemic Psychotherapy Congress ADHD Congress Synergetic of mind and brain Diplomarbeit über Interdisziplinäre Systemforschung

10 Soziale Netzwerkanalyse

11 Event Explorer

12 - von der Idee zum Konzept

13 - vom Konzept zur Umsetzung

14 - erste Prototypen Was TeilnehmerInnen wirklich wollen Ein Buch und ein Kartenset um Ihre Veranstaltungen effektiv zu designen

15 Die beste Teilnehmerliste für Ihre Veranstaltungen

16 Vernetzung von TeilnehmerInnen

17 Usability Tests Empirische Studien Florian Hintermeier Edvin Kuric Dominik Pichler

18 Improvisationstheater

19 - Vom Publikum inspirieren lassen - Theaterstücke spontan spielen - Lustvoll scheitern Im-pro-visus visus: sehen pro: vor im: nicht à Nicht vorhersehbar

20 Titelmasterformat Performance durch Klicken bearbeiten Kreativität Zukunft Jetzt Kontrolliert Unkontrolliert Ordnung Produkt Prozess Chaos Soll Vorbereitet Ist Spontan Planung Improvisieren Oper Film Ritual Choreographie Brief Impro-theater Jazz Sport Hip Hop Capoeira Gespräch

21 Improvisations-Training - Scheitern lernen - Spontan handeln - Radikal kooperieren

22 Übung: Flow (Csikszentmihalyi) - Scheitern positiv assoziieren - Gemeinsame Balance finden - Skills & Challenges anpassen

23 Übung: Ja! Und... Wort-für-Wort Geschichte - Keine Planung - Gegenseitige Überraschung - Gemeinsame Entwicklung

24 10 Grundsätze der Improvisation 1. Play J 2. Yes! And Be authentic 4. Start positively 5. Let yourself fail 6. Follow your fear 7. Make bold decisions 8. Willingness to change 9. Treat the others as geniuses 10. If this is true, what else is true

25 Lean Startup

26 Entwickeln Testen Lernen - Ideen entwickeln - Hypothesen testen - Aus Feedbacks lernen

27 Emotionale Dynamik Uninformierter Optimismus Informierter Pessimismus Informierter Optimismus Sinnkrise Scheitern

28 Entstehung von Lösungen Studie von Metcalfe über Metacognition Links: Komplexes Problem Rechts: Triviales Problem Personen gaben alle 15 Sekunden an, wie nahe sie glauben an der Lösung zu sein Links: Sprunghaftes Verstehen Rechts: Lineares Verstehen Metcalfe, J., & Wiebe, D. (1987)

29 Instagram Burbn: location sharing app - Kein Erfolg, zu viele features Scotch: photo sharing - Kein Erfolg, nicht einfach genug Instagram: super easy photo sharing - 1 Mil. User in 3 Monaten : Google bezahlt 1 Mrd. USD

30 Design Thinking

31 Design Thinking - In Kunden hineinversetzen - User Centered Design - Regelmäßig testen Empathize Define Ideate Prototype Test

32 Marshmallow Challenge - Prototyping - Mehr handeln als planen - Management und Fachwissen

33 Business Model Generation

34 The Business Model Canvas Designed for: Designed by: Date: Version: Titelmasterformat Key Partners Key Activities durch Value Klicken Propositions bearbeiten Customer Relationships Customer Segments Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer s problems are we Customer Segments expect us to establish Who are our most important customers? Which Key Resources are we acquairing from partners? Customer Relationships? helping to solve? and maintain with them? Which Key Activities do partners perform? Revenue streams? What bundles of products and services are we Which ones have we established? Mass Market offering to each Customer Segment? How are they integrated with the rest of our Niche Market motivations for partnerships catergories Which customer needs are we satisfying? business model? Segmented Optimization and economy Production Diversified How costly are they? Reduction of risk and uncertainty Problem Solving Multi-sided Platform characteristics Acquisition of particular resources and activities Platform/Network Newness examples Performance Personal assistance Customization Dedicated Personal Assistance Getting the Job Done Self-Service Design Automated Services Brand/Status Communities Price Co-creation Cost Reduction Risk Reduction Accessibility Convenience/Usability Key Resources What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? types of resources Physical Intellectual (brand patents, copyrights, data) Human Financial Channels Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? channel phases 1. Awareness How do we raise awareness about our company s products and services? 2. Evaluation How do we help customers evaluate our organization s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support? Cost Structure What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? is your business more Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven (focused on value creation, premium value proposition) sample characteristics Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope Revenue Streams For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? types fixed pricing dynamic pricing Asset sale List Price Negotiation (bargaining) Usage fee Product feature dependent Yield Management Subscription Fees Customer segment Real-time-Market Lending/Renting/Leasing dependent Licensing Volume dependent Brokerage fees Advertising designed by: Business Model Foundry AG The makers of Business Model Generation and Strategyzer This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com

35

36 Effectuation

37 Wie denken und handeln Entrepreneure? Prinzipien Effectuation Logik Kausale Logik Bird-in-hand Ressourcen identifizieren Wer bin ich? Was weiß ich? Wen kenne ich? Ziele festlegen Affordable Loss Leistbare Verluste Erwartete Gewinne berechnen Lemonade Überraschungen transformieren Überraschungen minimieren Patchwork Quilt Andere sind Partner Andere sind Konkurrenten Pilot-in-the-plane Die Zukunft selbst gestalten Der Markt erzeugt die Zukunft

38

39 Geschichten Behind the scenes Improvisationstheater Lean Startup Design Thinking Business Model Generation Effectuation

40 Erfolgreich Scheitern Dr. Lukas Zenk