Podcasts about Business Model Canvas

Bạn sẽ được mở khóa tư duy thiết kế mô hình kinh doanh hiện đại, không nhìn kinh doanh bằng “sản phẩm”, mà nhìn bằng cấu trúc tạo ra tiền – dòng tiền – lợi thế cạnh tranh dài hạn. Trực tiếp bóc tách Business Model Canvas – mô hình 9 ô kinh điển được sử dụng bởi Amazon, Uber, Airbnb, Google – và chỉ ra vì sao: Rất nhiều người kinh doanh thất bại không phải vì sản phẩm kém, mà vì mô hình kinh doanh sai. Video giúp bạn hiểu rõ: Mô hình kinh doanh là gì: không phải là ý tưởng mơ hồ, mà là bản thiết kế toàn bộ cách doanh nghiệp vận hành trên 1 trang giấy. Vì sao phải thiết kế mô hình trước khi chọn sản phẩm. Cách nhìn một doanh nghiệp trong vài phút để biết họ sẽ thành công hay thất bại. ----------------------------------------------------------- Theo dõi Phạm Thành Long thêm trên các nền tảng mạng xã hội khác: Blog Phạm Thành Long http://long.vn Facebook Phạm Thành Long: https://www.facebook.com/longguru Youtube Phạm Thành Long Offical: http://long.vn/youtube Youtube Long Shorts: http://long.vn/shorts Radio Phạm Thành Long: http://long.vn/radio Twitter: https://twitter.com/longpt Instagram: https://www.instagram.com/pham.thanh.long/ Tiktok: http://long.vn/tiktok

The Space Show presents Manuel Cuba of Helix Space Luxembourg, Friday, 12-12-25.Quick SummaryOur program focused on Helix Space's operations in Luxembourg and their role in the European space sector, including discussions about funding, defense services, and commercial space activities. Manuel explained how Helix Space helps European companies access funding and develop innovation programs, while also addressing European space initiatives and launch capabilities. The conversation concluded with discussions about space medicine research, European space capabilities and challenges, and potential collaboration opportunities between American and European space companies.Detail SummaryOur guest shared that Helix Space, based in Luxembourg, has been operating for five years, noting that the COVID period was relatively mild in Luxembourg compared to other regions. John Jossie inquired about the impact of the UK's cancellation of its space department on European space activities, to which Manuel responded that it caused some media attention but had minimal practical impact, as the UK continues to contribute to the European Space Agency. This program began with an introduction to Helix Space and its ecosystem, focusing on the Luxembourg Space Agency (LSA) and its role in accessing European Space Agency funding. Manuel explained the differences between the European Space Agency and the European Union Space Agency, highlighting their distinct responsibilities and occasional conflicts. The discussion also touched on European space initiatives like Iris Squared and the competition among European nation-states in the space sector.Manuel discussed his role as Managing Director of Helix Space in Luxembourg, explaining the company's focus on space technology and satellite manufacturing. David announced upcoming programs featuring Isaac Arthur, Michael Listner and Dr. Mike Griffin, and reminded listeners of the ongoing annual campaign. The show also highlighted the importance of listener support and various payment options, including PayPal, Zelle, and Substack.Manuel explained that Helix Space, which he co-founded over five years ago, initially focused on developing microgravity research products for both humans and animals, but later shifted its focus to 90% defense-related services and 10% civil space services. He detailed how the company helps European companies obtain public and private funding, develop innovation programs, and improve cybersecurity standards. David inquired about the commercial space boom, to which Manuel shared that both Luxembourg's Space Agency and the European Space Agency prioritize funding projects with strong commercial viability, requiring detailed business plans and evidence of market potential before supporting research and development.Manuel discussed the Feed for Start program, a national accelerator in Luxembourg that supports space companies worldwide, with successful graduates eligible for government funding to establish operations in Luxembourg. He highlighted a French company that enables rocket launch bookings, noting its improved website and growing customer base. John Jossy inquired about the market sectors for satellite customers, and Manuel outlined the main categories: traditional SATCOM, Earth observation, space services, and space resources, with Europe focusing on defensive measures rather than weaponization in space. David asked about Europe's stance on space weaponization, to which Manuel confirmed that Europe prioritizes defensive capabilities and cybersecurity measures, such as zero-trust architectures and potential robotic arms for satellite protection.Manuel discussed the significant impact of the Russian Ukrainian war on Europe's space sector, highlighting increased investments and the rapid sale of SAR satellites by Finnish company Ice Eye. He mentioned European companies like Redwire and Tumi Robotics developing autonomous systems for microgravity research and lunar exploration. Manuel also explained Helix Space's involvement with the European Space Resources Innovation Center's Startup Support Program, which helps startups develop terrestrial applications of lunar technology, and addressed the criticism and potential impact of the Artemis program on the European space industry.Next, the discussion focused on European space launch capabilities and trends. Manuel explained that while Ariane Space remains a significant provider with 11-12 launches annually, Europe is developing multiple new rocket companies including Rocket Factory Augsburg, ISAR Aerospace, and PLD Space to reduce dependency on foreign launch providers. Marshall inquired about European preferences for launch providers and payment methods, to which Manuel responded that public procurement follows open tenders while private actors choose based on availability and cost. David raised questions about European spaceports and private space stations, with Manuel noting that while there's activity around autonomous vehicles and payload capabilities, European companies like Airbus are partnering with American companies like Voyager Holdings for space station development.Manuel discussed Helix Base's for-profit business model, highlighting their success in helping companies raise funds and their work with European Space Resources Innovation Center. He mentioned several companies they work with, including Tumi Robotics, Space Backend, and Polymux Space, which are developing innovative technologies for space exploration and resource utilization. John Jossy inquired about Luxembourg's space resources law and asteroid mining, to which Manuel provided insights into the companies involved in these activities and their progress.Manuel explained that Helix Space focuses on preventive medicine rather than pharmaceutical development, drawing inspiration from his father's experience with alternative treatment in Peru and historical medical practices. He noted that healthcare costs are skyrocketing globally, with a significant portion of budgets dedicated to healthcare, and emphasized the need for preventive measures. Manuel and his wife, a systems biology expert, are exploring unconventional medical approaches based on historical anecdotes and scientific research, though he acknowledged that some of their findings should be taken with a grain of salt.Manuel discussed his company's efforts to develop preventive medicine treatments for conditions like osteoarthritis through space-based experiments. After assessing microgravity service providers in Europe, they found limited interest and decided to pause their efforts until there is more commercial demand. Manuel expressed frustration with the current space research ecosystem, particularly regarding the International Space Station's capabilities and the lengthy development processes, and emphasized the need for streamlined, autonomous operations in the future.Our guest explained that while space medicine research exists, there are no concrete medical products developed in space that have made it to market on Earth. He described the European Space Agency's requirement for business plans, which led to the adoption of the Business Model Canvas as a structured framework for proposal submissions. Manuel detailed how the Value Proposition Canvas tool helps identify and balance the diverse needs of different stakeholders in a business context, particularly relevant for space projects where system engineering processes are crucial.Manuel explained the opportunities for American startups to access the European market through Helix Pace, a chartered member of the American Chamber of Commerce in Luxembourg. He highlighted the country's openness to American companies setting up subsidiaries or headquarters, as well as access to funding and expertise. He also discussed the European Space Agency's interest in lunar exploration and the selection process for astronauts, emphasizing the need for diplomatic negotiations and collaboration with NASA.Toward the end, our Managing Director guest discussed Europe's space capabilities and challenges, noting that while Europe lacks expertise and infrastructure to compete with China's moon program, it is focused on defense and rearmament. He mentioned that the European Space Agency is concerned about space debris and space weather and is developing programs to track debris and study its impact on infrastructure. Manuel also shared that RSS Hydro, a Luxembourg-based commercial space company specializing in flood and wildfire risk management, has been doubling revenue for the past three years and is expanding in the US. David invited Manuel to join the show's advisory board and suggested potential US events for Manuel to attend, including the Space Symposium and ISDC in Washington, D.C.Special thanks to our sponsors:Northrup Grumman, American Institute of Aeronautics and Astronautics, Helix Space in Luxembourg, Celestis Memorial Spaceflights, Astrox Corporation, Dr. Haym Benaroya of Rutgers University, The Space Settlement Progress Blog by John Jossy, The Atlantis Project, and Artless EntertainmentOur Toll Free Line for Live Broadcasts: 1-866-687-7223 (Not in service at this time)For real time program participation, email Dr. Space at: drspace@thespaceshow.com for instructions and access.The Space Show is a non-profit 501C3 through its parent, One Giant Leap Foundation, Inc. To donate via Pay Pal, use:To donate with Zelle, use the email address: david@onegiantleapfoundation.org.If you prefer donating with a check, please make the check payable to One Giant Leap Foundation and mail to:One Giant Leap Foundation, 11035 Lavender Hill Drive Ste. 160-306 Las Vegas, NV 89135Upcoming Programs:Tuesday, Dec. 16, 2025 No program today | Tuesday 16 Dec 2025 700PM PTGuests: Dr. David LivingstonTuesday, Dec. 16: No Program today. We are still in our campaign for 2026 funding. Please support us. See PayPal to the right side of our home page.Broadcast 4474: Hotel Mars with Dr. Sabyasachi Pal | Thursday 18 Dec 2025 930AM PTGuests: John Batchelor, Dr. David Livingston, Dr. Sabyasachi PalHotel Mars with Dr. Sabyasachi Pal re Giant Radio Quasars and his 53 black hole research papeFriday, Dec. 19, 2025 No program today. Please support The Space Show/. See the PayPal button on the right side of our home page. | Friday 19 Dec 2025 930AM PTGuests: Dr. David LivingstonNo program today due to medical. Support The Space Show by using our PayPal button on the right side of our home page.Broadcast 4475 ZOOM Michael Listner, Atty. | Sunday 21 Dec 2025 1200PM PTGuests: Michael ListnerZOOM: Michael Listner, space atty breaks down legal, policy and more for 2025 space Get full access to The Space Show-One Giant Leap Foundation at doctorspace.substack.com/subscribe

Geschäftsmodell-Klarheit: Wie KI die Spielregeln verändert   Viele Unternehmer beschäftigen sich mit Prozessen, Tools oder einzelnen Maßnahmen – aber nur wenige schauen gezielt auf das große Ganze: ihr Geschäftsmodell. Dabei ist genau das der Ort, an dem die größte Hebelwirkung entsteht, vor allem dann, wenn künstliche Intelligenz ins Spiel kommt. In dieser Episode zeige ich dir, wie du das Business Model Canvas gezielt nutzt, um dein eigenes Geschäftsmodell (oder das deiner Kunden) zu durchleuchten – und wo du durch KI echte Transformation auslösen kannst.   Torsten Körting auf LinkedIn: LinkedIn - https://www.linkedin.com/in/torstenkoerting/   Die 4 Stufen der Kompetenz und warum viele in der falschen feststecken Die Reise beginnt meist im Nichtwissen. Wir wissen nicht, was wir nicht wissen – unbewusste Inkompetenz. Irgendwann dämmert es uns: Da gibt's Themen, bei denen wir noch völlig grün sind… das wird zur bewussten Inkompetenz. Wer dranbleibt, lernt dazu, wird besser und landet bei der bewussten Kompetenz. Und dann? Dann wird's spannend: Was du oft genug gemacht hast, geht dir in Fleisch und Blut über. Willkommen in der unbewussten Kompetenz. Doch genau da liegt die Falle: Weil dir etwas so leicht fällt, schätzt du es oft nicht mehr als wertvoll ein – und vermittelst diesen Wert auch nicht im Verkauf. Das kostet dich Vertrauen, Wirksamkeit – und manchmal den Abschluss. Das Geschäftsmodell verstehen – aber richtig Ein Geschäftsmodell ist mehr als ein Pitch-Deck oder ein Businessplan. Es beschreibt, wie ein Unternehmen Wert schafft, liefert und abschöpft. Die Business Model Canvas von Alexander Osterwalder hilft dabei, genau diese Zusammenhänge sichtbar zu machen – strukturiert, nachvollziehbar und teamfähig. Von Werteversprechen über Zielgruppen und Kanäle bis hin zu Kosten- und Einnahmeströmen: Alles findet seinen Platz und macht auf einen Blick deutlich, wie ein Unternehmen funktioniert. Mit KI ins neue Geschäftsmodell Jede KI-Integration – ob ChatGPT, Automatisierung via n8n oder der Aufbau eines Wissens-Hubs – verändert das Geschäftsmodell deines Kunden. Das passiert oft leise, aber wirkungsvoll. Neue Ressourcen, veränderte Aktivitäten, andere Partnerschaften: Die Spielregeln ändern sich, auch wenn man es nicht sofort merkt. Als KI-Transformationsmanager ist es entscheidend, diese Effekte zu erkennen und gezielt zu begleiten – ob reaktiv oder aktiv. Fazit: Du hast mehr Einfluss, als du denkst Wenn du mit KI arbeitest, veränderst du nicht nur Tools oder Workflows – du beeinflusst ganze Geschäftsmodelle. Bewusst oder unbewusst. Und genau deshalb lohnt sich der Blick auf die Business Model Canvas. Sie zeigt dir, wo du stehst, was du verändern kannst und wie du deinen Kunden echten Mehrwert lieferst – strategisch, strukturiert und mit klarem Fokus.   Noch mehr von den Koertings ...  Das KI-Café ... jede Woche Mittwoch (>350 Teilnehmer) von 08:30 bis 10:00 Uhr ... online via Zoom .. kostenlos und nicht umsonstJede Woche Mittwoch um 08:30 Uhr öffnet das KI-Café seine Online-Pforten ... wir lösen KI-Anwendungsfälle live auf der Bühne ... moderieren Expertenpanel zu speziellen Themen (bspw. KI im Recruiting ... KI in der Qualitätssicherung ... KI im Projektmanagement ... und vieles mehr) ... ordnen die neuen Entwicklungen in der KI-Welt ein und geben einen Ausblick ... und laden Experten ein für spezielle Themen ... und gehen auch mal in die Tiefe und durchdringen bestimmte Bereiche ganz konkret ... alles für dein Weiterkommen. Melde dich kostenfrei an ... www.koerting-institute.com/ki-cafe/   Mit jedem Prompt ein WOW! ... für Selbstständige und Unternehmer Ein klarer Leitfaden für Unternehmer, Selbstständige und Entscheider, die Künstliche Intelligenz nicht nur verstehen, sondern wirksam einsetzen wollen. Dieses Buch zeigt dir, wie du relevante KI-Anwendungsfälle erkennst und die KI als echten Sparringspartner nutzt, um diese Realität werden zu lassen. Praxisnah, mit echten Beispielen und vollständig umsetzungsorientiert. Das Buch ist ein Geschenk, nur Versandkosten von 9,95 € fallen an. Perfekt für Anfänger und Fortgeschrittene, die mit KI ihr Potenzial ausschöpfen möchten. Das Buch in deinen Briefkasten ... https://koerting-institute.com/shop/buch-mit-jedem-prompt-ein-wow/   Die KI-Lounge ... unsere Community für den Einstieg in die KI (>2800 Mitglieder) Die KI-Lounge ist eine Community für alle, die mehr über generative KI erfahren und anwenden möchten. Mitglieder erhalten exklusive monatliche KI-Updates, Experten-Interviews, Vorträge des KI-Speaker-Slams, KI-Café-Aufzeichnungen und einen 3-stündigen ChatGPT-Kurs. Tausche dich mit über 2800 KI-Enthusiasten aus, stelle Fragen und starte durch. Initiiert von Torsten & Birgit Koerting, bietet die KI-Lounge Orientierung und Inspiration für den Einstieg in die KI-Revolution. Hier findet der Austausch statt ... www.koerting-institute.com/ki-lounge/   Starte mit uns in die 1:1 Zusammenarbeit Wenn du direkt mit uns arbeiten und KI in deinem Business integrieren möchtest, buche dir einen Termin für ein persönliches Gespräch. Gemeinsam finden wir Antworten auf deine Fragen und finden heraus, wie wir dich unterstützen können. Klicke hier, um einen Termin zu buchen und deine Fragen zu klären. Buche dir jetzt deinen Termin mit uns ... www.koerting-institute.com/termin/   Weitere Impulse im Netflix Stil ... Wenn du auf der Suche nach weiteren spannenden Impulsen für deine Selbstständigkeit bist, dann gehe jetzt auf unsere Impulseseite und lass die zahlreichen spannenden Impulse auf dich wirken. Inspiration pur ... www.koerting-institute.com/impulse/   Die Koertings auf die Ohren ... Wenn dir diese Podcastfolge gefallen hat, dann höre dir jetzt noch weitere informative und spannende Folgen an ... über 440 Folgen findest du hier ... www.koerting-institute.com/podcast/   Wir freuen uns darauf, dich auf deinem Weg zu begleiten!  

Mengapa beberapa perusahaan baru dapat meruntuhkan industri yang telah mapan selama puluhan tahun, meskipun produk mereka tidak selalu lebih baik? Jawabannya sering kali terletak bukan pada apa yang mereka jual, tetapi bagaimana mereka menjualnya. Di sinilah letak kekuatan sebuah model bisnis—dasar pemikiran strategis tentang bagaimana sebuah organisasi menciptakan, memberikan, dan menangkap nilai. Di era modern yang penuh gejolak, memahami cetak biru kesuksesan ini menjadi lebih penting daripada sebelumnya. Namun, bagaimana cara kita membedah sesuatu yang begitu kompleks? Jawabannya adalah Business Model Canvas(Kanvas Model Bisnis). Alat ini adalah bahasa visual revolusioner yang disajikan dalam satu halaman sederhana, memungkinkan siapa saja untuk mendeskripsikan, menantang, dan merancang model bisnis. Dipelopori oleh Alexander Osterwalder dan Yves Pigneur, kanvas ini mengubah asumsi-asumsi rumit menjadi sembilan blok bangunan yang mudah dipahami, mulai dari siapa pelanggan Anda hingga bagaimana Anda menghasilkan uang. Podcast ini akan memandu Anda menjelajahi setiap inci dari kanvas transformatif ini. Kita akan menguraikan sembilan elemen penting yang menggerakkan perusahaan paling inovatif di dunia, mulai dari Proposisi Nilai hingga Arus Pendapatan. Baik Anda seorang visioner, wirausahawan, atau pemimpin yang ingin beradaptasi, memahami alat ini adalah langkah pertama untuk merancang perusahaan masa depan. Mari selami lebih dalam dan temukan logikanya.

Hoy, viernes 7 de noviembre de 2025, episodio 1890, te explico qué es el Model Canvas y cómo adaptarlo a un negocio chico para tener claridad, foco y una visión completa en una sola hoja, sin tecnicismos ni palabras raras.

Business Development wird oft mit Vertrieb oder Marketing verwechselt - doch in Wahrheit steckt dahinter die strategische Wachstumsfunktion moderner Unternehmen. In dieser Folge geht es um die korrekte Einordnung von Business Development, seine Abgrenzung zu Vertrieb, Marketing und Innovation, und warum es gerade in Zeiten von Unsicherheit und Transformation zum entscheidenden Erfolgsfaktor wird. Wir sprechen über typische Methoden und Tools (wie Ansoff- oder Blue-Ocean-Matrix, Trendradar, Value Proposition und Business Model Canvas), über Kennzahlen (die echten Erfolg messbar machen) und über die organisatorische Rolle dieser Schlüsselfunktion zwischen Strategie, Innovation und Markt. Wer verstehen will, wie Unternehmen heute neue Märkte erschließen, Partnerschaften aufbauen und Wachstum jenseits des klassischen Vertriebs gestalten, findet in dieser Folge konkrete Antworten und spannende Impulse.

Wie verändert Künstliche Intelligenz unsere Wirtschaft – und was bedeutet das für Gründer*innen? Genau darüber sprechen Jan und Patrick in dieser Folge. Vom Café-Chatbot auf der Gründerplattform über individualisierte Krebsimpfstoffe bis hin zur Unterstützung für bilde Personen – Patrick und Jan zeigen auf, wie KI nicht nur optimiert, sondern ganze Branchen neu erfindet. Dabei wird klar: Es geht nicht um Technik um der Technik willen. Erfolgreiche Geschäftsmodelle entstehen, wenn wir verstehen, welches Problem wir wirklich lösen wollen. KI ist dabei Werkzeug und Möglichmacher zugleich – ob in der Medizin, bei der Bürokratie-Reduktion oder im Buchmarkt. Patrick gibt drei handfeste Tipps für Gründer*innen:Inspiration suchen – folgt Menschen, die Neuesentdecken.Beppo-Prinzip leben – wie der Straßenfeger aus Momo: einen Besenstrich nach dem anderen.Auf das konzentrieren, was bleibt – konzentriert euchauf das, was sich nicht ändert, und macht es durch Technologie besser.Hör rein, wenn du wissen willst, wie du mit KI dein Geschäftsmodell von Grund auf neu denken kannst, und warum unternehmerische Vorstellungskraft das knappste Gut unserer Zeit ist.Über die Person: [Gast] Dr. Patrick Stähler beschäftigt sich tagtäglich mit dem Thema Geschäftsmodelle. Von ihm stammt die Idee der Business Model Canvas, er ist Autor und Speaker. Sein Buch „Das Richtige Gründen“ geht in die 6. Auflage und bringt uns bei, wie wir Erfolg haben, indem wir Nutzen schaffen und das passende Geschäftsmodell drum herum stricken. [Gastgeber] Dr. Jan Evers ist erfahrener Gründungsberater und selbst Unternehmer. Jan berät seit fast 20 Jahren Banken und Ministerien sowie wachstumsstarke Gründer*innen und Mittelständler – als Aufsichtsrat, Business Angel und Miteigentümer. [Redaktion] Gesa Holz, Sarah Bechtloff [TechnischeBearbeitung] Anne de ChénerillesWeitere Themen: ⁠⁠LaborX Hamburg⁠⁠ – ⁠⁠Ideencouch #66 Geschäftsmodellarbeit⁠⁠ – ⁠⁠Ideencouch #71 – Digitale Geschäftsmodelle⁠⁠ - Ideencouch #119 SumUp -  Ideencouch #126 – KI: von der Bedrohung zu neuen Geschäftsfeldern – Ideencouch #124 – KI und SprachsteuerungÜber die Ideencouch -- Die Ideencouch ist ein Podcast von EVEREST. Wenn du Gründer*in bist, dich Startups faszinieren oder du als Unternehmer*in an deinem eigenen Unternehmen arbeitest, ist dieser Podcast genau der richtige für dich. Aus den Gesprächen zwischen Jan und seinen Gästen wirst du praktisches Wissen, anwendbare Erkenntnisse und kreative Anregungen für deinen Unternehmer*innen-Alltag mitnehmen. -- Du möchtest uns Feedback geben oder selbst Gast im Podcast sein? Schreib uns eine E-Mail an info@laborx-hamburg.de Wir freuen uns auf deine Nachricht!  -- Partner -- LaborX -- Gründerplattform -- Firmenhilfe   -- SmartBusinessPlan – Smart Business Control

SD326 - Tenha clareza no seu Posicionamento Profissional. Já se perguntou onde você quer chegar profissionalmente? Pois é. Neste episódio, Dr. Lorenzo Tomé apresenta o Business Model Canvas para ajudar você, médico, a estruturar seu modelo de negócio com clareza e foco, utilizando seu principal recurso: sua capacidade intelectual. Um convite a buscar entendimento sobre qual sua proposta de valor, sua persona, as estratégias necessárias, parcerias-chave, planos de acompanhamento como alternativa para se obter receita recorrente e melhorar o desfecho para o paciente, e muito mais. Vem aí mais um Curso Plano de Acompanhamento da SD Escola de Negócios Médicos. Quer saber os detalhes sobre a próxima turma? Acesse Curso Plano de Acompanhamento Participe da comunidade SD Escola de Negócios Médicos. Acesse AQUI! Baixe nosso app: Android ou IOS O Background do Lorenzo Casado com a Natália e pai de 3 filhos, Lorenzo é médico, Cofundador e CEO da SD Conecta e SD Escola de Negócios Médicos, host do 1º podcast do Brasil a apresentar tecnologias para médicos e que está no ar desde maio de 2018. Ele é Professor de Medicina Digital na Faculdade de Medicina São Leopoldo Mandic, fez Mestrado e MBA em negócios nas melhores escolas de negócios do país, é Internship no Hospital Center University de Rouen - França entre várias outras atividades.  Assista este episódio também em vídeo no YouTube no nosso canal Saúde Digital Podcast: AQUI! Acesse os Episódios Anteriores! SD325 - O que a Indústria de Software tem para Ensinar para o Médico SD324 - Conteúdo Médico com IA: Dicas Práticas para Médicos que Querem Fazer a Diferença SD323 - Domine as suas Finanças através do DRE Music: We Are Here | Declan DP "Music © Copyright Declan DP 2018 - Present. https://license.declandp.info | License ID: DDP1590665"  

Whether you're a business leader, entrepreneur, or someone reinventing yourself, the way you think about innovation will shape your future. Innovation isn't about guessing or chasing shiny ideas. It's about having a process, the right tools, and the discipline to test, learn, and scale what creates value. In this episode, I sit down with Alex Osterwalder—one of the world's most influential strategy and innovation thinkers, inventor of the Business Model Canvas, bestselling author, and CEO of Strategyzer. Alex has changed how the world approaches business design. Millions of entrepreneurs and leaders use his tools to innovate with clarity instead of chaos. We dive deep into the fundamental mistakes both large corporations and startups make: falling in love with ideas, building too much too fast, and only later discovering customers don't care.  Perhaps most valuable is Alex's framework for balancing core business operations ("exploit") with future-focused innovation ("explore"). This practical approach helps organizations avoid the common trap of applying existing business rules to innovation projects—a mistake that almost guarantees failure. Whether you're leading a Fortune 500 company, building a startup, or reinventing your own career, this episode offers actionable insights to make innovation less of a gamble and more of a repeatable process. What You'll Learn From Volleyball to Strategy: How Alex's unlikely journey shaped his obsession with creating and simplifying tools for business. Why Business Plans Fail: The origin of the Business Model Canvas and why structure beats guesswork. AI & Innovation: What AI changes (everything) and what it doesn't (the fundamentals). Portfolio Thinking: Why great companies run many small bets, kill weak ones fast, and scale the winners. Avoiding Zombie Projects: How to spot and stop initiatives that drain resources but deliver no evidence of value. Systems, Not Slogans: Why excitement isn't enough—innovation needs the right structures, incentives, and processes to thrive. Personal Success Strategy: Alex's reflections on what success means beyond growth and money, and why defining your own metrics of success is essential. 

Dein KI-Berater-Werkzeugkasten: Mit diesen Tools begleitest du Unternehmen wirklich wirksam   Als KI-Strategieberater brauchst du mehr als nur technisches Wissen. Du brauchst Struktur, Orientierung und Werkzeuge, mit denen du Unternehmen sicher durch komplexe Transformationsprozesse führst – strategisch, taktisch und operativ. Genau darum geht es in dieser Episode. Welche Tools und Methoden sind entscheidend? Welche Modelle verschaffen dir den Überblick – und wie gehst du von der Idee zur konkreten Umsetzung? Sieh dir die Miniserie an: Einfach hier klicken   Struktur statt Bauchgefühl: Warum du ohne Methoden schnell die Orientierung verlierst Viele Beratungen scheitern nicht an mangelndem Wissen, sondern an fehlender Struktur. Kunden erwarten heute nicht nur smarte Impulse, sondern belastbare Prozesse. Der Business Model Canvas ist ein Beispiel dafür: Mit seinen neun Bausteinen visualisierst du Geschäftsmodelle klar, greifbar und verständlich – eine Sprache, die alle im Raum verstehen. Und genau solche Modelle brauchst du, wenn du Unternehmen auf ihrem KI-Weg führst.   Das KI-Strategie-Framework: Auf einer Seite zum strategischen Überblick Ein weiteres zentrales Tool ist das von DIE KOERTINGS entwickelte KI-Strategie-Framework – eine Weiterentwicklung unserer „Strategy-on-a-Page“. Hier werden Vision, Mission, Ziele, Nutzen, Initiativen und Risiken systematisch aufbereitet. Damit gibst du deinen Kunden nicht nur Orientierung, sondern schaffst die Grundlage für fundierte Entscheidungen. Gerade im dynamischen KI-Umfeld sorgt dieses Modell für Klarheit und Fokus.   Von der Idee zur Umsetzung: So werden Use Cases greifbar Strategie allein reicht nicht – es geht auch um die Umsetzung. Mit dem Anwendungsfall-Canvas strukturierst du KI-Use Cases sauber durch: Welcher Nutzen wird gestiftet? Was ist schon vorhanden? Wie hoch sind Aufwand und Potenzial? Sobald du mehrere Anwendungsfälle identifiziert hast, helfen dir Mini-Business-Cases, die Umsetzungsreife zu prüfen, Investitionen zu bewerten und die Projekte ins Rollen zu bringen. Das ist der Schritt, an dem aus Beratung echte Wirkung entsteht.   Fazit: Mit dem richtigen Rüstzeug zu echten Resultaten Wenn du dich vom Experten zum echten KI-Strategieberater entwickelst, brauchst du Werkzeuge, die Wirkung entfalten – keine Präsentationsfolien. Mit strukturierten Methoden, klaren Prozessen und bewährten Frameworks wie dem Business Model Canvas, dem KI-Strategie-Framework und dem Anwendungsfall-Canvas führst du Unternehmen verlässlich durch Veränderung. Im nächsten Video geht's dann darum, wie du aus diesem Wissen konkrete Geschäftsmodelle entwickelst – und dir damit ein solides, nachhaltiges Einkommen aufbaust.     Noch mehr von den Koertings ...  Das KI-Café ... jede Woche Mittwoch (>350 Teilnehmer) von 08:30 bis 10:00 Uhr ... online via Zoom .. kostenlos und nicht umsonstJede Woche Mittwoch um 08:30 Uhr öffnet das KI-Café seine Online-Pforten ... wir lösen KI-Anwendungsfälle live auf der Bühne ... moderieren Expertenpanel zu speziellen Themen (bspw. KI im Recruiting ... KI in der Qualitätssicherung ... KI im Projektmanagement ... und vieles mehr) ... ordnen die neuen Entwicklungen in der KI-Welt ein und geben einen Ausblick ... und laden Experten ein für spezielle Themen ... und gehen auch mal in die Tiefe und durchdringen bestimmte Bereiche ganz konkret ... alles für dein Weiterkommen. Melde dich kostenfrei an ... www.koerting-institute.com/ki-cafe/   Das KI-Buch ... für Selbstständige und Unternehmer Lerne, wie ChatGPT deine Produktivität steigert, Zeit spart und Umsätze maximiert. Enthält praxisnahe Beispiele für Buchvermarktung, Text- und Datenanalysen sowie 30 konkrete Anwendungsfälle. Entwickle eigene Prompts, verbessere Marketing & Vertrieb und entlaste dich von Routineaufgaben. Geschrieben von Torsten & Birgit Koerting, Vorreitern im KI-Bereich, die Unternehmer bei der Transformation unterstützen. Das Buch ist ein Geschenk, nur Versandkosten von 6,95 € fallen an. Perfekt für Anfänger und Fortgeschrittene, die mit KI ihr Potenzial ausschöpfen möchten. Das Buch in deinen Briefkasten ... www.koerting-institute.com/ki-buch/   Die KI-Lounge ... unsere Community für den Einstieg in die KI (>2700 Mitglieder) Die KI-Lounge ist eine Community für alle, die mehr über generative KI erfahren und anwenden möchten. Mitglieder erhalten exklusive monatliche KI-Updates, Experten-Interviews, Vorträge des KI-Speaker-Slams, KI-Café-Aufzeichnungen und einen 3-stündigen ChatGPT-Kurs. Tausche dich mit über 2700 KI-Enthusiasten aus, stelle Fragen und starte durch. Initiiert von Torsten & Birgit Koerting, bietet die KI-Lounge Orientierung und Inspiration für den Einstieg in die KI-Revolution. Hier findet der Austausch statt ... www.koerting-institute.com/ki-lounge/   Starte mit uns in die 1:1 Zusammenarbeit Wenn du direkt mit uns arbeiten und KI in deinem Business integrieren möchtest, buche dir einen Termin für ein persönliches Gespräch. Gemeinsam finden wir Antworten auf deine Fragen und finden heraus, wie wir dich unterstützen können. Klicke hier, um einen Termin zu buchen und deine Fragen zu klären. Buche dir jetzt deinen Termin mit uns ... www.koerting-institute.com/termin/   Weitere Impulse im Netflix Stil ... Wenn du auf der Suche nach weiteren spannenden Impulsen für deine Selbstständigkeit bist, dann gehe jetzt auf unsere Impulseseite und lass die zahlreichen spannenden Impulse auf dich wirken. Inspiration pur ... www.koerting-institute.com/impulse/   Die Koertings auf die Ohren ... Wenn dir diese Podcastfolge gefallen hat, dann höre dir jetzt noch weitere informative und spannende Folgen an ... über 430 Folgen findest du hier ... www.koerting-institute.com/podcast/   Wir freuen uns darauf, dich auf deinem Weg zu begleiten!

En esta edición veraniega, hablamos de los movimientos tectónicos en el mundo de la programación con IA: desde la batalla entre OpenAI y Google por Winsurf, hasta el auge de los IDEs agénticos y la revolución en cómo los desarrolladores escriben (o ya no escriben) código.Además, analizamos el nuevo plan de Estados Unidos para liderar la carrera global de la inteligencia artificial —Winning the Race— con apuestas tan ambiciosas como polémicas. Y cerramos con el nuevo Código de Buenas Prácticas publicado por la UE para prepararse ante la regulación de la AI Act, una iniciativa que podría cambiar las reglas del juego para startups y grandes empresas en Europa.0:00 - Introducción veraniega y situación pre-agosto3:00 - ¿Todos los programadores usan ya IA? Tres niveles de adopción7:00 - IDEs agénticos: Winsurf, Cursor, GitHub Copilot y compañía10:00 - El culebrón Winsurf: ¿qué pasó entre OpenAI, Google y Cognition AI?13:45 - Números de Winsurf: ¿era una startup moribunda? Todo lo contrario17:00 - ¿Basta con decirle a la IA el “qué”? El “cómo” marca la diferencia20:00 - Reflexión: ¿cualquiera podrá programar en el futuro?22:00 - Las grandes rondas: Cursor, Lovable y la fiebre por la programación IA25:00 - Gabe Newell y el valor de saber usar Cloud Code hoy28:00 - IA en el Business Model Canvas: ¿es tu propuesta de valor o un recurso clave?31:00 - El peligro de creerte una empresa de IA sin serlo34:00 - El plan de EE.UU.: Winning the Race, IA con valores americanos39:00 - Código abierto, supercomputadores y desregulación ambiental43:00 - ¿Una nueva Guerra Fría? EE.UU. vs China en la carrera por la IA47:00 - AI Act de la UE: llega la regulación (y la burocracia)51:00 - El nuevo Código de Buenas Prácticas de la UE: ¿voluntario u obligatorio?55:00 - Meta y el rechazo europeo: modelos frontera y choques regulatorios59:00 - ¿Dónde emprender con IA: Europa o fuera?1:03:00 - Cierre: entre el entusiasmo y la incertidumbre global⁠Hosted on Mumbler.io

Khởi nghiệp là một hành trình đầy thử thách và thử sức, nhưng nếu có chiến lược đúng đắn, bạn có thể vượt qua mọi khó khăn. Nhiều người cho rằng khởi nghiệp chỉ cần có ý tưởng hay là đủ, nhưng thực tế, một kế hoạch rõ ràng và vững chắc mới là yếu tố quyết định. Dưới đây là ba bí quyết quan trọng mà bạn cần nắm vững để khởi nghiệp thành công. Mục Tiêu Tài Chính Là Điều Quan Trọng Nhất Một trong những sai lầm lớn nhất mà nhiều người mắc phải khi bắt đầu khởi nghiệp chính là không xác định rõ mục tiêu tài chính ngay từ đầu. Họ bắt tay vào công việc kinh doanh một cách mù quáng, chỉ thấy người khác thành công rồi làm theo mà không có chiến lược tài chính rõ ràng. Khi bạn không xác định được mục tiêu tài chính, bạn sẽ dễ dàng bị lạc lối trong công việc kinh doanh của mình. Khởi nghiệp không chỉ đơn thuần là việc mở cửa hàng, bán sản phẩm hay dịch vụ. Mục tiêu tài chính là kim chỉ nam giúp bạn xác định được nguồn lực cần thiết, phân bổ chi phí hợp lý và có kế hoạch thu chi hợp lý. Bạn phải trả lời câu hỏi lớn nhất: Mục tiêu tài chính của tôi là gì? Là tạo ra thu nhập ổn định hay phát triển một doanh nghiệp với mục tiêu dài hạn?  Khởi Nghiệp Cần Niềm Vui Để thành công trong kinh doanh, bạn phải yêu thích công việc mình đang làm. Nếu bạn chỉ khởi nghiệp để kiếm tiền mà không có niềm đam mê, bạn sẽ dễ dàng từ bỏ khi gặp khó khăn. Niềm vui trong công việc không chỉ giúp bạn vượt qua thử thách, mà còn tạo ra sự sáng tạo, động lực và sự gắn kết với khách hàng. Khởi nghiệp sẽ trở thành một hành trình thú vị nếu bạn thực sự đam mê và vui vẻ với công việc mình đang theo đuổi.  Sản Phẩm Hoặc Dịch Vụ Của Bạn Phải Hữu Ích Một trong những yếu tố quan trọng để thành công trong kinh doanh là sản phẩm hoặc dịch vụ của bạn phải có giá trị thật sự đối với khách hàng. Không có gì tệ hơn việc bạn bỏ công sức, tiền bạc vào một sản phẩm mà không có ai cần đến nó. Bạn cần xác định rõ sản phẩm của mình có thể giải quyết vấn đề gì cho khách hàng, mang lại lợi ích gì cho cộng đồng. Khi bắt đầu khởi nghiệp, hãy đặt câu hỏi: Liệu sản phẩm của tôi có thực sự hữu ích? Nếu câu trả lời là không, bạn sẽ gặp rất nhiều khó khăn trong việc duy trì doanh nghiệp. Vì vậy, trước khi khởi nghiệp, hãy nghiên cứu thật kỹ thị trường và nhu cầu khách hàng, từ đó tạo ra sản phẩm có giá trị thực tế. Áp Dụng Mô Hình Kinh Doanh Để Xây Dựng Chiến Lược Thành Công Để dễ dàng quản lý và phát triển doanh nghiệp, bạn cần áp dụng một mô hình kinh doanh cụ thể. Một trong những công cụ hiệu quả nhất hiện nay chính là Business Model Canvas – khung mô hình kinh doanh giúp bạn nhìn nhận tổng thể và chi tiết các yếu tố cần thiết để thành công.

Después de varios programas dedicados a casos reales de transferencia tecnológica, este nuevo episodio profundiza en un ejemplo especialmente didáctico: el proceso que lleva una combinación farmacológica contra el cáncer de mama desde la fase preclínica hasta la antesala de los ensayos en humanos. La conversación revisa las decisiones estratégicas que han guiado el proyecto durante cuatro años: protección de la propiedad intelectual, búsqueda de financiación específica, validación de mercado y formación intensiva en modelos de negocio. Todo ello con el fin de mostrar, paso a paso, cómo la investigación académica puede transformarse en una solución con impacto social y viabilidad comercial.IDEAS CLAVE• El éxito en transferencia se mide en adopción y pacientes beneficiados, no en número de artículos publicados.• La patente debe estar cerrada antes de convocar a socios farmacéuticos; sin exclusividad, difícilmente invertirán en ensayos clínicos.• Herramientas como Business Model Canvas y la metodología Lean Startup permiten validar hipótesis de mercado con rapidez y bajo coste.• El pitch de tres minutos y cuatro diapositivas obliga a sintetizar la propuesta y captar la atención de inversores.• Equipos equilibrados —científico, transferencia, negocio— incrementan la probabilidad de éxito del proyecto.RECURSOS Y ENLACES MENCIONADOSLista oficial de proyectos PRIME 1-2024https://www.fnp.org.pl/assets/FENG-PRIME.02.06_Lista-projektów-wybranych-do-dofinasnowania-ENG.pdfPrograma PRIME de la Foundation for Polish Sciencehttps://www.fnp.org.pl/en/prime-program/Oxentia — formación y mentoreshttps://www.oxentia.com/Patente “Combinación terapéutica para cáncer de mama”Guía Business Model Canvashttps://www.strategyzer.com/canvas/business-model-canvasEQUIPO DEL PROYECTOMateusz Tomczyk – Scientific Leader, Silesian University of TechnologyMałgorzata Soja – Technology Transfer Lead, CITT @ SUTHoracio Pérez – Business Leader y presentador del podcastAGRADECIMIENTOSAgradecemos a la Fundación Séneca (Región de Murcia) y a la Foundation for Polish Science el respaldo financiero, y al equipo de Oxentia la formación recibida.Además:Si quieres comentar este episodio, dejar tus ideas o debatir sobre este episodio, puedes hacerlo en las notas del episodio en Spotify, Apple Podcast, etc., o unirte a nuestra comunidad de investigadores en WhatsApp:https://horacio-ps.com/comunidadSi te interesa recibir contenido adicional, adelantos de próximos episodios o recursos complementarios, suscríbete a la newsletter del podcast:https://horacio-ps.com/newsletter

Send Krystal a Text Message.Many business owners experience frustrating plateaus due to a misunderstanding of how their business operates. If you've been creating content without a clear direction or struggling to achieve results despite consistent effort, you're not alone. Fortunately, there are solutions that don't require you to work harder.Two powerful frameworks can shift your business strategy: the Business Model Canvas and the Customer Journey Map. The Business Model Canvas outlines nine essential components that define your business, including customer segments, value proposition, channels, and cost structure. In contrast, the Customer Journey Map tracks the evolution of your customers from the first awareness of your brand to becoming loyal advocates, covering stages like consideration, purchase, retention, and referral.Implementing these frameworks can provide clarity and strategic direction, allowing you to replace guesswork with intentional planning. I've created a free downloadable guide to help you utilize these tools effectively. By mapping your model and outlining your customer journey, you can align your content strategy with your business goals, leading to smarter operation and a sustainable business model that benefits you and your customers.Click the "Send Krystal a Text Message" link above to send us your questions, comments, and feedback on the show! (Pssst...we'll do giveaways in upcoming episodes so make sure you leave your name & podcast title.)

The 2025 NovaUCD Student Enterprise Competition, an intensive 4-week accelerator programme for student entrepreneurs, which is now in its 11th year, has commenced today at University College Dublin (UCD) with 11 early-stage ventures and 22 participating students. The participating ventures are focused on a wide range of business ideas including; sustainable agriculture, robotics, edtech, smart sensing systems for healthcare, sustainable fashion and music. A €3k NovaUCD One to Watch Prize, sponsored by Terra Solar, is available for the overall winning venture at the end of this year's competition. The accelerator programme is run by NovaUCD, the innovation and start-up hub, as a framework to support UCD undergraduate and postgraduate students who want to work together to develop and grow start-up companies. The aim of the accelerator is to assist the students in refining their start-up ideas through a series of structured workshops, including taught content from industry experts, interactive workshops, regular mentoring and pitching sessions. Caroline Gill, Innovation Pathway Manager at NovaUCD who manages the competition said, "Over the next month we will be supporting the participating student entrepreneurs as they begin the process of accelerating their business ideas into early-stage start-ups. A key objective of this annual competition is to provide the students with the skills, the confidence, and the opportunity to further develop their ideas and hopefully in time launch their start-ups in Ireland and even internationally." The 4-week accelerator, which uses the Lean Startup and Business Model Canvas approach, includes a series of structured and interactive workshops delivered by Raomal Perera, Lean Disruptor. Topics such as, customer development; value proposition; working in teams; design thinking; prototyping, environment mapping; financial planning and effective fundraising and pitching, will be covered. At a final workshop, to be held in late-June, the participating ventures will pitch to a judging panel. Based on the evaluation of the presentations an overall winner will be selected and will receive the €3k NovaUCD One to Watch Prize sponsored by Terra Solar. At the end of the 2024 competition physiotherapists Rory Lambe and Ben O'Grady, both then masters students in the UCD School of Public Health, Physiotherapy and Sports Science, were announced as winners of the Tech Sustainability Prize. Clia, their early-stage venture, aims to make a meaningful difference to the lives of people with cardiovascular disease by combining clinical data with wearable technology to improve its management. Rory is now a PhD student and earlier this year to further develop Clia he was one of several UCD students selected to participate in Conception X, a nine-month venture programme in London, focused on supporting PhD students from the UK and across Europe, to turn their research into deep tech start-ups. Fourteen (14) postgraduate and 8 undergraduate students are participating on this year's accelerator programme. Over 80 early-stage ventures and some 200 students have completed NovaUCD Student Enterprise Competitions to date. More about Irish Tech News Irish Tech News are Ireland's No. 1 Online Tech Publication and often Ireland's No.1 Tech Podcast too. You can find hundreds of fantastic previous episodes and subscribe using whatever platform you like via our Anchor.fm page here: https://anchor.fm/irish-tech-news If you'd like to be featured in an upcoming Podcast email us at Simon@IrishTechNews.ie now to discuss. Irish Tech News have a range of services available to help promote your business. Why not drop us a line at Info@IrishTechNews.ie now to find out more about how we can help you reach our audience. You can also find and follow us on Twitter, LinkedIn, Facebook, Instagram, TikTok and Snapchat.

Today's guest is the Innovation legend Alex Osterwalder - 5x best-selling author, inventor of the widely known Business Model Canvas (BMC), and Founder & CEO at Strategyzer.We covered a lot of ground here. Everything from unpacking the transformation of Strategizer from a consulting firm to a scalable SaaS platform, to Alex's hard-won lessons from his journey navigating the tension between exploration and execution, the power of innovation scorecards, why CEOs must own innovation if they want their organizations to survive, where founders and teams go wrong - and a lot more.This is a masterclass on turning vision into systems, managing risk, and learning how (and when) to kill your own ideas.We discussed:* Why business cases are just fantasies - until tested* How to balance Explore and Exploit* Why CEOs should spend 40% of their time on innovation* How to design a system to manage risk and kill ideas quickly* Why strategic clarity enables innovation autonomy - and how to get there* Running multiple ideas in parallel, testing different business models* Team set up and traits & skills you need* Examples of successful companiesCheck out Strategyzer's platform and guided programs here: https://strategyzer.com/scandinavian-product-podcastBrought to you by:Gnist - Gnist is a leading boutique consulting company in Norway that helps companies reach their full digital potential. Whether you are a developer, product lead, tech lead, or business leader - Gnist can help you with the tools and practices you may need.UX Signals - Don't let your busy schedule stop you from talking to users.Automatically recruit interviews and user tests with people who are using your product. Talk to them while their user experience is still fresh in their mind. Used by big companies like DNB Bank, Vipps MobilePay, NAV, and many more.Tell them Afonso sent you, and get 50% off your trial.Know more here This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit afonsofranco.substack.com

Chuyện “chốt deal” không bắt đầu ở bàn đàm phán.Tui tin ai kinh doanh cũng 1-2 lần gặp trường hợp này: Bạn đi cà phê với bạn thân, chợt 2 đứa phát hiện một "cơ hội ngon lành" tiềm năng sắp tới. Một deal kinh doanh rất sáng, lương duyên tốt, ý tưởng hay. Đối tác sẽ là anh em thân thiết – hiểu ý, cùng chí hướng, cùng máu lửa như nhau.Ngồi xuống cái bàn đàm phán đầu tiên, mọi thứ đều ổn.Tới buổi thứ hai, bắt đầu có vài chuyện chưa rõ.Buổi thứ ba, tự nhiên... lấn cấn.Tui không biết gọi cái cảm giác đó là gì, chỉ biết rằng nó không ổn. Và đúng y định luật Murphy– cái gì có thể sai, nó sẽ sai. Deal đó tan. Mối quan hệ cũng mất. Mà quan trọng hơn: bài học thì… nhớ đời.Sau nhiều pha như vậy, tui ngộ ra một chuyện:Chuyện “chốt deal” không bắt đầu ở bàn đàm phán - mà bắt đầu ở việc soi rõ chính mình. Đúng là vậy đó!!Soi để biết: - Biết mình đang có gì: Nguồn lực, nhân lực, dòng tiền, uy tín, khả năng vận hành.- Biết mình cần gì ở deal này: Lợi nhuận, tầm ảnh hưởng, bài học… hay chỉ là cảm xúc hào hứng nhất thời?- Biết mình có chịu nổi không nếu mọi thứ đổ bể: Cả về vật chất lẫn tinh thần.- Và nhất là, biết rõ người trước mặt là bạn kinh doanh hay chỉ là bạn đi nhậu?Có nhiều công cụ để làm chuyện đó như SWOT, Business Model Canvas, Bảng dự báo tài chính,… miễn là mình chuẩn bị đủ kỹ: về con số, về tâm thế, và nhất là – về sự trung thực với chính mình từ đó mới đến chuyện bàn là mình có đi với nhau được hay không. Nhiều khi suy nghĩ, tính toán xong thấy mình lệch vai quá, “giẫm chân” nhau quá thì thôi. Nhiều khi một lựa chọn đúng – đôi khi không phải là bước tiếp. Mà là biết dừng lại cho kịp.Podcast kỳ này không nói chuyện “kỹ thuật đàm phán” mà là một buổi mổ xẻ mindset trước khi bạn đặt bút ký bất kỳ hợp đồng nào.Nếu bạn đang chuẩn bị khởi nghiệp, sắp bắt tay một ai đó, hay đứng trước một cơ hội tưởng như “ngon ăn”… thì xin mời bạn nghe và chia sẻ quan điểm cùng Tùng BT nhé!

Wie findet man die nächsten großen Innovationen? Und was macht ein erfolgreiches Investment aus? In dieser Sonderfolge der Ideencouch taucht ihr ein in die Welt eines der erfolgreichsten Venture Capitalisten Europas: Florian Schweitzer und seine Investmentfirma b2venture. Ihr kennt DeepL, das bessere Google Translate? Oder die weißen SumUp-Kartenlesegeräte beim Bäcker oder im Taxi? Hinter diesen und vielen weiteren wegweisenden Unternehmen steht b2venture als früher Investor. Doch was macht Florian Schweitzer und sein Team anders? In einem spannenden Gespräch mit Patrick erfahrt ihr nicht nur, wie b2venture mit einem Netzwerk von über 300 Business Angels vielversprechende Gründer*innen aufspürt. Florian gibt auch tiefe Einblicke in seinen eigenen Weg: Wie er 1996 als Student an der Uni St. Gallen erste Konferenzen zum Thema Unternehmertum organisierte - zu einer Zeit, als das Internet gerade erst in den Kinderschuhen steckte. Wie er durch das Platzen der Dotcom-Blase lernte, was wirklich wichtig ist beim Aufbau von Unternehmen. Und wie b2venture heute Gründer*innen dabei unterstützt, ihre Visionen Wirklichkeit werden zu lassen. Besonders spannend sind Florians Erkenntnisse zum Thema Vertrieb und Innovation: Warum war DeepL seiner Zeit so weit voraus? Wie hat SumUp den Vertrieb seiner Payment-Lösung von der Straße aus getestet? Und was macht eigentlich den Unterschied zwischen einem guten und einem herausragenden Gründer aus? Diese Sonderfolge beginnt mit einem kurzen Vorgespräch zwischen Jan und Patrick, bevor ihr das komplette Interview aus Patricks eigenem Podcast hört. Eine Folge voller wertvoller Insights für alle, die verstehen wollen, wie aus innovativen Ideen erfolgreiche Unternehmen werden.Ein besonderer Dank geht an Michael vom Tonstudio Hello Robin in Hamburg, der mit viel Expertise und zahlreichen Tricks die Tonqualität dieser Podcast-Folge optimiert hat.Über die Personen: [Gäste] Florian Schweitzer ist Gründungspartner von b2venture, einer einzigartigen Venture-Capital-Firma, die Gründer*innen mit einem Netzwerk aus Business Angels unterstützt. Zuvor gründete er START Global an der Universität St. Gallen. Unter seiner Führung hat B2Venture erfolgreiche Startups wie DeepL und SumUp unterstützt.Dr. Patrick Stähler beschäftigt sich tagtäglich mit dem Thema Geschäftsmodelle. Von ihm stammt die Idee der Business Model Canvas, er ist Autor und Speaker. Sein Buch „Das Richtige Gründen“ geht in die 6. Auflage und bringt uns bei, wie wir Erfolg haben, indem wir Nutzen schaffen und das passende Geschäftsmodell drum herum stricken. [Gastgeber] Dr. Jan Evers ist erfahrenerGründungsberater und selbst Unternehmer. Jan berät seit fast 20 Jahren Banken und Ministerien sowie wachstumsstarke Gründer*innen und Mittelständler –als Aufsichtsrat, Business Angel und Miteigentümer. Mehr Infos zu Jan: https://everest-x.de/profil/ [Redaktion] Gesa Holz [Technische Bearbeitung] Erik UhlendorfWeitere Themen: ⁠⁠LaborX Hamburg⁠⁠ – ⁠⁠Ideencouch #66 Geschäftsmodellarbeit⁠⁠ – ⁠⁠Ideencouch #106: Jobrad⁠⁠ – ⁠⁠Ideencouch #113: Tante Enso Landen⁠⁠ -- ⁠⁠Ideencouch #100: Das Geschäftsmodell von 1KOMMA5°⁠⁠ - ⁠⁠Ideencouch #71 – Digitale Geschäftsmodelle⁠⁠ -- Ideencouch #103 Kapitalbeschaffung für Gründer*innen – Ideencouch #64 Company Builder Über die Ideencouch: Die Ideencouch ist ein Podcast von EVEREST. Wenn du Gründer*in bist, dich Startups faszinieren oder du als Unternehmer*in an deinem eigenen Unternehmen arbeitest, ist dieser Podcast genau der richtige für dich. Aus den Gesprächen zwischen Jan und seinen Gästen wirst du praktisches Wissen, anwendbare Erkenntnisse und kreative Anregungen für deinen Unternehmer*innen-Alltag mitnehmen. -- Du möchtest uns Feedback geben oder selbst Gast im Podcast sein? Schreib uns eine E-Mail an an info@laborx-hamburg.de Wir freuen uns auf deine Nachricht!  -- Partner -- LaborX -- Gründerplattform -- Firmenhilfe   -- SmartBusinessPlan

Welcome to the WealthBuilders Podcast as Karen Conrad Metcalfe and Ray Patterson discuss how to know when your business needs a change.This episode takes a deep dive into the Business Model Canvas (BMC), exploring how this powerful tool can help you understand, grow, and pivot your businesses for success. Learn how successful businesses benefit by remaining flexible, documenting processes, and focusing on the delivery of value to your customers. Tune in to learn the key components of the BMC to refine your business strategies. Pivoting for Success: Insights From the Business Model CanvasMore Resources:April Real Estate Workshophttps://billyepperhart.lpages.co/april-2025-real-estate-workshop/Financial Breakthrough Free e-Booklethttps://www.wealthbuilders.org/break-through

Send us a textStruggling to make your construction business consistently profitable? In this episode, Wade and Stephen introduce the Business Model Canvas, a strategic tool that can redefine how you manage and grow your construction company. Discover how to identify your ideal customers, clarify your unique value proposition, streamline value delivery, and uncover growth opportunities. Learn the nine key segments of this powerful model and how to apply them to your contracting business for sustained success.Subscribe to get notified as soon as new episodes go live!Topics we cover in this episode include:01:31 The Power of the Business Model Canvas05:15 Customer Segments: Identifying Your Ideal Client08:08 Value Proposition: What Makes You Unique?11:17 Channels: Reaching Your Clients12:24 Customer Relationships: Building and Maintaining Connections13:51 Revenue Streams: How Your Business Makes Money15:37 Key Resources: Critical Assets for Success17:24 Key Activities: Essential Business Processes18:41 Key Partnerships: Working With Others20:43 Cost Structure: Where Does the Money Go?LINKSDownload your free Business Model CanvasVisit the episode page for more details and a transcript of the showTake the FREE Construction Company Health EvaluationJoin the Profit First for Construction community!Find all episodes and related links at ContractorSuccessForum.com.Join the conversation on our LinkedIn page: https://www.linkedin.com/company/CarpenterCPAs FIND US ONLINEWade Carpenter, CPA, CGMA | CarpenterCPAs.comStephen Brown, Bonding Expert | SuretyAnswers.com

Send us a textStruggling to make your construction business consistently profitable? In this episode, Wade and Stephen introduce the Business Model Canvas, a strategic tool that can redefine how you manage and grow your construction company. Discover how to identify your ideal customers, clarify your unique value proposition, streamline value delivery, and uncover growth opportunities. Learn the nine key segments of this powerful model and how to apply them to your contracting business for sustained success.Subscribe to get notified as soon as new episodes go live!Topics we cover in this episode include:01:31 The Power of the Business Model Canvas05:15 Customer Segments: Identifying Your Ideal Client08:08 Value Proposition: What Makes You Unique?11:17 Channels: Reaching Your Clients12:24 Customer Relationships: Building and Maintaining Connections13:51 Revenue Streams: How Your Business Makes Money15:37 Key Resources: Critical Assets for Success17:24 Key Activities: Essential Business Processes18:41 Key Partnerships: Working With Others20:43 Cost Structure: Where Does the Money Go?LINKSDownload your free Business Model CanvasVisit the episode page for more details and a transcript of the showTake the FREE Construction Company Health EvaluationJoin the Profit First for Construction community!Find all episodes and related links at ContractorSuccessForum.com.Join the conversation on our LinkedIn page: https://www.linkedin.com/company/CarpenterCPAs FIND US ONLINEWade Carpenter, CPA, CGMA | CarpenterCPAs.comStephen Brown, Bonding Expert | SuretyAnswers.com

Send me a Text Message. The Business Model Canvas is a creative, visual tool that helps makers and indie business owners gain clarity and structure in their business. In this episode, I explore how yarn dyers, pattern designers, and shop owners can use it to grow sustainably. Tune in now and start crafting your business with confidence!

In this engaging episode, we take a deep dive into strategy and leadership, exploring how businesses analyze, plan, and adapt in today's dynamic world. From the historical roots of strategy (did you know it comes from the Greek word strategos?) to modern applications in global corporations like Apple and Spotify, this episode breaks down the fundamentals of strategic success.

The Business of Meetings – Episode 250: Revolutionizing Business Models: Insights for the Meetings and Events Industry with Alex Osterwalder We are delighted to welcome Alex Osterwalder as our guest today. Alex is the visionary behind the groundbreaking Business Model Canvas and the founder and CEO of Strategyzer.  Join us as Alex takes us through his journey, from presenting his doctoral dissertation on business models to developing innovative tools, highlighting the power of simplicity and the value of rigorous testing. His Journey from PhD to Strategyzer Alex began his journey with a doctoral dissertation on business models, supervised by Eve Pina. Surprised by the interest his thesis received online, Alex decided to co-write a book with Eve. They self-published their book and crowdfunded the project before crowdfunding became mainstream. Their success laid the groundwork for Strategyzer. Special Offer Mentioned: https://strategyzer.com/business-of-meetings Connect with Eric Rozenberg LinkedIn Facebook Instagram Website Connect with Alex Osterwalder On LinkedIn Strategyzer  

Khởi nghiệp là một hành trình đầy thử thách, nhưng nếu bạn biết cách xác định mục tiêu tài chính, làm việc với niềm đam mê và cung cấp sản phẩm hữu ích, bạn sẽ dễ dàng vượt qua khó khăn và đạt thành công. Hãy áp dụng mô hình Business Model Canvas để xây dựng chiến lược kinh doanh bền vững ngay từ đầu. Cùng lắng nghe để khám phá bí quyết khởi nghiệp hiệu quả! Audio được trích từ chương trình Đánh Thức Sự Giàu Có 66 tại Hà Nội. Bạn có thể dăng ký tham gia để có thể trở nên giàu có - khỏe mạnh - hạnh phúc hơn tại đây: https://www.danhthucsugiauco.com/now?utm_source=Podcast&utm_medium=des&utm_content=o1ifqmyErF0&pke_mkter=90a404f3-ef18-4528-aeb6-5110621e6de5

Ever felt swamped by the myriad frameworks in product management? We get into all of the details on the pros, the cons (hello imposter syndrome), and how to use frameworks effectively. Our guest is Ed Walsh. Ed is the Head of Product at Zapmap - the UK's leading EV charging platform shares all of his views in this episode. Discover why frameworks aren't one-size-fits-all, when they're genuinely useful, and how they can sometimes hinder more than help. Ed spills the beans on his favourite tools like the Business Model Canvas and Jobs to be Done, and offers candid advice on avoiding common pitfalls. Whether you're a startup hustler or a corporate climber, this chat is packed with invaluable insights that'll help you lead your team more effectively. 00:00 Introduction and Guest Welcome 00:30 The Overwhelming World of Product Frameworks 01:51 The Role of Frameworks in Career Development 03:20 Advice for Using Frameworks Effectively 04:22 Understanding the Purpose of Frameworks 05:39 Identifying and Solving Problems with Frameworks 07:54 Transitioning Away from Framework Dependence 13:04 The Downsides of Over-Reliance on Frameworks 15:33 Principle-Based Leadership and Framework Flexibility 22:18 Favorite Frameworks and Their Applications 25:26 Frameworks in Startups vs. Big Corporates 27:15 Conclusion and Final Thoughts Ed is an incredible coach in the product world, if you'd love to see more of his views - you can connect with him here: https://www.linkedin.com/in/edmund-walsh-61223a47/

In this episode of Let's Talk Marketing with NDUB, Nathan A. Webster discusses his departure from the role of Executive Director at OAME, sharing the reasons behind his decision. He highlights the lack of a succession plan, ineffective decision-making processes, and feeling undervalued in his role. Nathan emphasizes the importance of having a clear strategy and valuing expertise in leadership positions. He reflects on his journey and expresses optimism for the future as he returns to his work as a marketing and organizational consultant. Business Model Canvas: https://www.strategyzer.com/library/the-business-model-canvas Watch the full podcast on YouTube. NDUB Brand | NW & Associates, LLC | Conference:  https://letsconnectpnw.com/  

James Cracknell James possesses a wealth of experience across diverse industries. With a 30-year tenure in finance and capital markets, he has consistently led change initiatives, adopted new business models to match the customers' needs and devised pioneering solutions to prevailing challenges. Since 2011, he has been actively investing in and nurturing businesses in Essex. He focuses on The Weave, a pioneering startup fostering an ecosystem business model to bolster the entrepreneurial community and arrest founder burnout. As a catalyst for innovation, James was instrumental in developing and delivering the iTeams challenge events for the University of Essex and has delivered and participated in multiple hackathons and sprints. He is an entrepreneur in residence, where he mentors students and facilitates workshops whilst supporting the startup team. Trained in utilising the Business Model Canvas, he holds an MSc in Systems Thinking with a specialisation in systemic innovation.www.wearetheweave.co.uk/Source: https://businessinnovatorsradio.com/james-cracknell-founder-mark-stephen-pooler

Today's WealthBuilders Podcast spotlights a new member of the Business Coaching team, Ray Patterson. He is the coordinator for Charis Business School and works closely with Director Billy Epperhart, and Karen Conrad Metcalfe, Assistant Director of Charis Business School.   The key focus of today's discussion is the Business Model Canvas, which is a core element in WealthBuilders and the Charis Business School. Ray initially struggled to understand the BMC until the Holy Spirit opened his eyes to its true value. This episode offers a wealth of wisdom from Ray's extensive experience, blending business acumen with a spiritual perspective on entrepreneurship and leadership.   Tune in for practical advice and encouragement to invest in resources that will help you succeed in business God's way. Get A Supernatural Understanding of the Business Model Canvas

Today's WealthBuilders Podcast spotlights a new member of the Business Coaching team, Ray Patterson. He is the coordinator for Charis Business School and works closely with Director Billy Epperhart, and Karen Conrad Metcalfe, Assistant Director of Charis Business School.   The key focus of today's discussion is the Business Model Canvas, which is a core element in WealthBuilders and the Charis Business School. Ray initially struggled to understand the BMC until the Holy Spirit opened his eyes to its true value. This episode offers a wealth of wisdom from Ray's extensive experience, blending business acumen with a spiritual perspective on entrepreneurship and leadership.   Tune in for practical advice and encouragement to invest in resources that will help you succeed in business God's way. Get A Supernatural Understanding of the Business Model Canvas

As Associate Dean & Chair of Business at Montreat College's School of Adult and Graduate Studies, Dr. Paul Gratton is in a perfect position to help coaches think about how to develop their business, as well as give their clients a template for designing the client's business. Paul takes us through all nine areas of the model: Key activities Key resources Key partners Value Propositions Customer segments Channels Customer relationships Cost Structure Revenue Streams Here is a link to a Business Model Canvas template. You can hear more from Paul on our previously released podcasts: 278 Thirteen Competencies Required for Starting Your Own Practice with Paul Gratton - Part 2 277 Thirteen Competencies Required for Starting Your Own Practice with Paul Gratton - Part 1 243 Complex Systems with Paul Gratton FOLLOW US: LinkedIn:http://www.linkedin.com/company/coach-approach-ministries Facebook: https://www.facebook.com/coach.approach.ministries Youtube: https://www.youtube.com/@coachapproachministries7538 Website: www.coachapproachministries.org

Model biznesowy soloprzedsiębiorcy to prosty sposób, żeby lepiej zrozumieć, jak działa twoja firma. Dzięki niemu zaplanujesz biznes, który zamierzasz zbudować , uporządkujesz działającą firmę i rozwiniesz swoją działalność. Dowiedz się, jak wykorzystać narzędzie Business Model Canvas w swojej firmie.Pełny opis odcinka MWF 472: https://l.malawielkafirma.pl/p-472Przydatne linki:- E-book „Jak zdobyć klienta” https://malawielkafirma.pl/jak-zdobyc-klienta-ebook/- Zamów reklamę w newsletterze Soloprzedsiebiorca.pl https://malawielkafirma.pl/reklama-w-newsletterze/Posłuchaj też:Jak zostać soloprzedsiębiorcą, zdobyć tysiące klientów i zarabiać także wtedy, gdy nie pracujesz https://l.malawielkafirma.pl/p-47110 rzeczy, których potrzebuje każdy soloprzedsiębiorca. Bez nich piekielnie trudno osiągnąć sukces https://l.malawielkafirma.pl/p-470251: Gdzie będzie twoja firma za pięć lat? | Paweł Tkaczyk https://l.malawielkafirma.pl/p-251Bądźmy w kontakcie:Newsletter: https://l.soloprzedsiebiorca.pl/p-472LinkedIn: https://malawielkafirma.pl/linkedinYouTube: https://l.malawielkafirma.pl/p-youtube

Dr. Alexander (Alex) Osterwalder is one of the world's most influential innovation experts, a leading author, entrepreneur and in-demand speaker whose work has changed the way established companies do business and how new ventures get started.Ranked No. 4 of the Thinkers50 list of the most influential management thinkers worldwide, Osterwalder is known for simplifying the strategy development process and turning complex concepts into digestible visual models. He invented the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map – practical tools that are trusted by millions of business practitioners from leading global companies.Strategyzer, Osterwalder's company, provides online courses, applications, and technology-enabled services to help organizations effectively and systematically manage strategy, growth, and transformation.His books include the international bestseller Business Model Generation, Value Proposition Design: How to Create Products and Services Customers Want, Testing Business Ideas and The Invincible Company. The Profitable NutritionistMore clients, more money, more impact and more freedom without relying on social mediaListen on: Apple Podcasts SpotifySupport the Show.

SummaryThe conversation explores three main topics: business model resilience, AI, and environmental sustainability. The accessibility and democratisation of AI tools have made a significant impact on innovation and value creation. AI has the potential to propose better value propositions and even replace human managers. The integration of AI tools in consulting processes has resulted in faster results and improved efficiency. However, the development of better value propositions through the integration of different data sources is still a work in progress. In this conversation, Alex and Dominic discuss the potential of AI in innovation and business processes. They explore the idea of using AI to automate customer interviews and the impact it can have on the speed and efficiency of innovation. They also touch on the importance of environmental sustainability and the need for new business models that harmonize profit and impact. The conversation concludes with a discussion on the challenges and opportunities of AI and the importance of regulation.Keywordsbusiness model resilience, AI, environmental sustainability, accessibility, democratisation, innovation, value creation, value propositions, AI tools, consulting processes, data sources, AI, innovation, business processes, customer interviews, speed, efficiency, environmental sustainability, business models, profit, impact, regulationTakeawaysThe accessibility and democratization of AI tools have revolutionized innovation and value creation.AI has the potential to propose better value propositions and even replace human managers.The integration of AI tools in consulting processes has resulted in faster results and improved efficiency.The development of better value propositions through the integration of different data sources is still a work in progress. AI can greatly speed up the innovation process by automating tasks like customer interviews.Businesses need to embrace environmental sustainability and find new business models that harmonise profit and impact.Financial sustainability and resilient revenue models are crucial for the success of a business.Experimentation with pricing and revenue streams is essential for business growth.The rapid pace of change in AI presents both challenges and opportunities for entrepreneurs and innovators.Regulation is necessary to ensure the responsible and ethical use of AI.About Alex OsterwalderAlex Osterwalder is ranked in the top 10 on the Thinkers50 list of management thinkers worldwide. He is passionate about simplifying the complex challenges that today's leaders face. Along with Yves Pigneur, he invented the Business Model Canvas and other practical tools, which are now used by millions of practitioners around the globe.Strategyzer, the company Alex co-founded, provides technology-enabled innovation services to leading organisations, including Colgate-Palmolive, MasterCard and Merck. Alex spends most of his time advising leaders on how to scale their innovation efforts and get results. They already have the assets but lack the organisational design and innovation culture.His books include Business Model Generation, Value Proposition Design, Testing Business Ideas, The Invincible Company, and High-Impact Tools for Teams. Together with his children he created Biz4Kids, a comic book to promote entrepreneurship.Chapters02:22 The Impact of AI on Innovation and Value Creation05:10 The Potential of AI in Proposing Value Propositions10:42 Challenges in Developing Better Value Propositions with AI30:30 Harmonising Profit and Impact: The Future of Business...

In een snel veranderende wereld moet je als ondernemer of leider voortdurend je businessmodel aanpassen. Want alleen dan blijf je op lange termijn succesvol. Patrick van der Pijl is dé specialist in Business Model Innovatie. Hij schreef er diverse boeken over, is host van Baanbrekende Business Modellen op BNR en CEO van Business Models Inc. Patrick helpt organisaties om gaten in de markt te vinden en er een succesvol business model omheen te bouwen. We vroegen hem:Hoe innoveer je terwijl je ook nog een bedrijf te runnen hebt?Hoe ontwikkel je nieuwe ideeën op basis van de feedback van klanten? Wat moet je vooral wel en niet doen als je een idee wil ‘valideren'? Ook spreken we Patrick over de learning circles die hij samen met DenkProducties ontwikkelde voor Amsterdam Business Forum. Een slimme manier om extra veel te leren tijdens een seminar. Shownotes:Patrick van der Pijl: https://www.linkedin.com/in/ppijl/?originalSubdomain=nlPatricks bedrijf: https://www.businessmodelsinc.com/enBoeken van Patrick van der Pijl: https://www.managementboek.nl/auteur/19119/patrick-van-der-pijlPodcast Baanbrekende Businessmodellen: https://www.bnr.nl/podcast/baanbrekende-businessmodellen

 Bio: Pete Newell Pete Newell is a nationally recognized innovation expert whose work is transforming how the  government and other large organizations compete and drive growth.  He is the CEO of BMNT, an internationally recognized innovation consultancy and early-stage tech accelerator that helps solve some of the hardest real-world problems in national security, state and local governments, and beyond. Founded in Silicon Valley, BMNT has offices in Palo Alto, Washington DC, Austin, London, and Canberra. BMNT uses a framework, called H4X®, to drive innovation at speed. H4X® is an adaptation of the problem curation techniques honed on the battlefields of Iraq and Afghanistan combined with the best practices employed by successful Silicon Valley startups. The result is a disciplined, evidence-based, data-driven process for connecting innovation activities into an accountable system that delivers solutions and overcome obstacles to innovation. Pete is a founder and co-author, with Lean Startup founder Steve Blank, of Hacking for Defense (H4D)®, an academic program taught at 47+ universities in the U.S., as well as universities in the UK and Australia. H4D® focuses on solving national security problems. It has in turned created a series of sister courses – Hacking for Diplomacy, Hacking for Oceans, Hacking for Sustainability, Hacking for Local and others – that use the H4X® framework to solve critical real-world problems while providing students with a platform to gain crucial problem-solving experience while performing a national service. Pete continues to advise and teach the original H4D® course at Stanford University with Steve Blank. In addition, Pete is Co-Founder and Board Director of The Common Mission Project, the 501c3 non-profit responsible for creating an international network of mission-driven entrepreneurs, including through programs like H4D®. Prior to joining BMNT, Pete served as the Director of the US Army's Rapid Equipping Force (REF).  Reporting directly to the senior leadership of the Army, he was charged with rapidly finding, integrating, and employing solutions to emerging problems faced by Soldiers on the battlefield. From 2010 to 2013 Pete led the REF in the investment of over $1.4B in efforts designed to counter the effects of improvised explosive devices, reduce small units exposure to suicide bombers and rocket attacks and to reduce their reliance on long resupply chains. He was responsible for the Army's first deployment of mobile manufacturing labs as well as the use of smart phones merged with tactical radio networks. Pete retired from the US Army as a Colonel in 2013. During his 32 years in uniform he served as both an enlisted national guardsman and as an active duty officer. He commanded Infantry units at the platoon through brigade level, while performing special operations, combat, and peace support operations in Panama, Kosovo, Egypt, Kuwait, Iraq and Afghanistan. He is an Army Ranger who has received numerous awards to include the Silver Star and Presidential Unit Citation. Pete holds a BS from Kansas State University, an MS from the US Army Command & General Staff College, an MS from the National Defense University and advanced certificates from the MIT Sloan School and the Stanford Graduate School of Business. Bio: Dr Alison Hawks Dr. Alison Hawks is one of the leading experts advancing public sector innovation. A researcher and academic-turned-entrepreneur, she is the co-founder and CEO of BMNT, Ltd., the innovation company that is changing how public sector innovation happens; and Chair of the Common Mission Project UK, BMNT's charitable partner that guides mission-driven entrepreneurial education in the UK. Dr. Hawks co-founded BMNT Ltd with (Ret) Col Pete Newell, the CEO of BMNT, Inc., in 2019 to bring BMNT's proven innovation approach to the UK market. Under her leadership BMNT has become a trusted innovation partner across all single Services of Defence, the Cabinet Office, and the national security community. She has also helped change how real-world government challenges are addressed in the UK, launching the “Hacking for” academic programmes created in the U.S. These courses that teach university students how to use modern entrepreneurial tools and techniques to solve problems alongside government at startup speed. As a result of her efforts, 14 UK universities are offering Hacking for the Ministry of Defence, Hacking for Sustainability and Hacking for Police. More than 480 students have taken these courses, addressing 103 real-world challenges. Dr. Hawks teaches mission-driven entrepreneurship at King's College London, Department of War Studies and at Imperial College London's Institute of Security Science and Technology. She was named the Woman of the Year for Innovation and Creativity at the Women in Defence Awards in 2022. She serves on the Board of Directors of BMNT, leading development of BMNT's innovation education programs while also guiding the integration of BMNT's rapidly expanding international presence. She was previously Director of Research at the Section 809 Panel, a U.S. Congressionally mandated commission tasked with streamlining and codifying defense acquisition. She was also an Assistant Professor at the School of Foreign Service, Georgetown University, as well as King's College London, Department of Defence Studies where she taught strategy, policy and operations in professional military education. Dr. Hawks' doctoral thesis was in military sociology. She received her Ph.D from the Department of War Studies at King's College London, and her MA in Strategic Studies from the University of Leeds. She holds a BA in Political Science from the University of California, San Diego. She has multiple peer reviewed publications on her research. Interview Highlights 03:50 BMNT 06:20 Serendipity 10:00 Saying yes to the uncomfortable 11:20 Leadership 15:00 Developing a thick skin 20:00 Lessons of an entrepreneur 22:00 Stakeholder success 25:00 Solving problems at speed and at scale 28:00 The innovation pipeline 29:30 Resistance is rational 34:00 Problem curation 38:00 Dual use investments 43:00 Accelerating change 47:00 AUKUS 52:20 AI   Contact Information   ·         LinkedIn: Ali Hawks on LinkedIn ·         LinkedIn Peter Newell on LinkedIn ·         Website:  The Common Mission Project UK ·         Website: BMNT US ·         Website: BMNT UK   Books & Resources ·         Scaling Up Excellence: Getting to More Without Settling for Less: Robert Sutton, Robert , Huggy Rao ·         Value Proposition Canvas ·         Business Model Canvas ·         Hacking for Defense ·         Hacking for Allies ·         AUKUS DIN ·         Impromptu : Amplifying Our Humanity Through AI, Reid Hoffman ·         Huberman Lab Podcast ·         Allie K. Miller ·         Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification: Gene Kim, Steven Spear ·         The Friction Project - Bob Sutton, Huggy Rao Episode Transcript  Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku My guests for this episode are Pete Newell and Ali Hawks. Pete Newell is the CEO and Co-founder of BMNT, an innovation consultancy and early stage technology incubator that helps solve some of the hardest problems facing the Department of Defense and Intelligence community. Ali Hawks is CEO of BMNT in the UK and also a Co-founder of BMNT in the UK. In addition to this, she is the Chair of the Board of Trustees at the Common Mission Project, and she Co-founded the Common Mission Project in 2019 and drove its growth as a Startup charity in the UK. Without further ado, ladies and gentlemen, my conversation with Pete and Ali, I found it very insightful and I'm sure you would as well. Pete, thank you Ali, thank you so much for being with us on the Agile Innovation Leaders Podcast. It's a great pleasure to have you here.  Pete Newell  Thanks so much for the invite.  Ali Hawks  Yeah. Thank you for having us.  Ula Ojiaku Right, this is the second time ever in the history of my podcast that I'm having two people, two guests. The first time was fun, and I know this one would be as well, and informative. I always start with asking my guests to tell us a bit about themselves. So your background, any memorable happenings that shaped you into the person you are today?  Pete Newell  So I'm a retired army officer. I enlisted when I was 18 and was commissioned when I left college in the mid 80s. I spent most of my career as an Infantryman in tactical units. I spent a great bit of time in the Middle East and other war zones. Towards the end of my career, I ended up as the Director of the Army's Rapid Equipment Force, which is essentially the Skunk Works that was stood up at the start of the Iraq and Afghanistan wars to accelerate technology to solve problems that were emerging on the battlefield, that weren't part of something else, somewhere else. And in that three-year journey, it probably exposed me to first and foremost, the speed at which new problems are presenting themselves, not just on the battlefield, but in the rest of the world. It exposed me to the speed at which technology is changing, being adopted and then being adapted for other purposes. So it's almost like chasing technology as it changes is a whole new sport, and it exposed me to  the challenges of large bureaucratic organisations and their inability to keep up with the speed of the changes in order to remain competitive, whether it was on the battlefield or in the commercial markets or something like that. Those epiphanies really drove, first, my decision to retire from the military, because I became addicted to solving that problem, and second, drove the impetus to launch BMNT in 2013. And in fact, you are right square in the middle of our 10th anniversary of being a company. So it really is, I think, a big deal because we started with four people on a driveway in Palo Alto, California, now we're a global company with multiple companies and are grateful, but that's the history of how we got started.  Ula Ojiaku  Congratulations on your 10th anniversary, and it's an impressive background and story. Ali, what about you?  Ali Hawks  So, my background, a little bit different than Pete's, by training I was an academic, so my training and my PhD was in military sociology. I was really interested in understanding people's experiences in the armed forces, both in the US and the UK. That is what my PhD was focused around, my thesis, and I went on to be an academic at King's College London here in the UK. I've also been an Assistant Professor at Georgetown University in the School of Foreign Service. But it wasn't until I then took a job with the US DoD, in something called a Congressional Advisory Panel called the Section 809 Panel, which was tasked with overhauling all of defense acquisition, and that's where Pete and I met. I think one of those formative experiences in my career was meeting Pete and going to the non-profit that Pete started and spun out of BMNT, it's called the Common Mission Project with a really big program, Hacking for Defense, and Steve Blank also Co-founded that as you know, and Joe Felter. I went to an educator course for this program in Fort Belvoir as a part of my job to understand, could we take these types of methods and put them into congressional legislation or DoD regulation as a way to change how people think about problems? And when I met Pete, it was the intersection of all of the things that I really love, academia, entrepreneurship, defense and national security. I went up to Pete and pitched him and said, I want to take this back to the UK and launch it. That was the start of what has been thousands of conversations about the value that we can add both in the US and the UK.  I worked in some law firms before I did my Master's and my PhD, but mainly my career has been in academia.  Ula Ojiaku  Wow. Thanks for sharing. And would you say it was serendipity that made your paths to cross and how are you finding the journey so far?  Ali Hawks  I think, yes, I think it's serendipity. I have a really different life journey than Pete. And I think in my career at the time when I met Pete, I hadn't really found what it is, what I felt like my purpose should be, or hadn't really found passion or joy in my work to that day. I found things I loved, I loved academia and I love teaching, but it just still didn't hit all of those things that you kind of get up every day and are like, this is what I'm meant to do. And I had done a lot of work on reflecting of what that would feel like and what that would look like and the elements it had to have. So by the time I met Pete, it was almost as if someone was flashing a huge sign at me saying, don't miss your turn, this is your turn. So I think serendipity, but also really understanding what it is that I wanted to do and the type of people I wanted to work with and the journey so far. I'll hand over to Pete in a second, but it's been nothing short of incredible. Pete has an amazing reputation, but as a business partner and as a leader, he allows people to truly learn, experiment, make mistakes, and he pulls everyone along by building confidence and empowering people that work for him. So in terms of kind of coming from academia and becoming a researcher turned entrepreneur, it's been the most formative experience of my career. Being able to work along Pete is like being able to work alongside that kind of guide or that guru, and you're like, wow, I can't believe I get to talk to this person every week and learn from them and be in business with them. So that's how it's going for me. Pete, how's it going for you?  Pete Newell You know, Steve Blank and I had a long conversation about serendipity when he and I met 2015 and here's my advice in serendipity. It really is if you have an active curiosity and a willingness to say yes to things that you wouldn't normally, and you're not adverse to taking risk, the chances of serendipity smacking like lightning greatly go up. And then I go back to my first trip to Stanford University in 2011. Well, I was still a military officer and saying yes to a number of things that people asked me to do, and just one conversation after another led to a meeting with two guys who were Stanford graduate school instructors who were writing a book. Those two decided to write a chapter in that book about the work I was doing at the Rapid Equipment Force. Now, when Huggy Rao and Bob Sutton decided to write a book and hire a case study writer who spent six months digging into your life, you learn all kinds of things about yourself and about the world, and when that's followed by a chance coffee with Steve Blank, who had no idea who I was, and I had no idea who he was, that 15-minute coffee turned into a four-hour discussion between the two of us. I typically would not have been at the Fort Belvoir thing that Ali was at, and I think our meeting was very brief, but it was, I think, six months later when I found her in the library at Georgetown University at some social event and we both decided that we wanted her to do something, and we wanted to do something in the UK, and we wanted to see something between allied countries come together. There was no strategy or grand business development, there was nothing that drove those conversations. It was simply in the spur of the moment, the curiosity takes over and you start to say I can see where this might work. Now, Ali will be the first to tell you, it has not been easy, but it has been a privilege to work with her and to continue to work between the two governments and the countries to see absolutely brilliant things done. And so I just say, I come back to, it's that curiosity connected with the desire to, the willingness to accept a little bit of risk, but learning how to say yes to things that you're uncomfortable with and digging just a little bit more. That opens up that opportunity so much more.  Ula Ojiaku I could see, it's evident to me the way Ali was talking about working with you, Pete, and your leadership, I'm wondering, could there have been anything about your military background that has influenced your leadership style as a whole? Pete Newell Yeah, everything in my background does. I can tell you, even growing up as a kid that the way my parents raised me influenced me positively, and negatively in some cases. My military background, I have been fortunate to work for a group of fantastic military leaders, I spent time in the Special Operations community, I spent time working for Stan McChrystal, I spent time in the Pentagon working for brilliant people. I also worked for some of the absolute worst bosses in the entire world, and I rarely say this about people, they were just bad human beings, and I will tell you in many cases what I learned watching a leader in a just really horrible environment influenced me more than watching the really brilliant guys out there. If you think about it, it's really hard to pattern yourself after somebody who is brilliant and driven and successful and kind and they do all that, but I'll tell you what, you can look at somebody who is really a bad boss and say, I don't want to be like them, and it happens in an instant, that I do not ever want to be like that person. That teaches you a lot about the environment that you want to create that people are going to work in. I have some hard areas, and Ali will acknowledge some of them, in the way people are treated in the workplace. Also as a graduate of the Special Operations community, I have strong feelings about how high performing people should be allowed to perform, and also expectations of how they work. I think the military left me with a high degree of not just respect, but you want to hire people, there's a certain degree of dedication to their success, whether they stay in your company or whether they leave, or they go someplace else, whether they're challenged or something else. And I'll tell you, if there was something hard about transitioning from the military to the business world is, in the military, you're given people and you're told to make them successful no matter what. In the business world, you tend to just fire people who are unsuccessful and not invest time and energy in them. I have never been able to make that change, and it's a bit of a struggle sometimes, because in the business world, you can't afford to hang on to people who are subpar performers, if you want to run a high-performance organisation. So if there's one of the things that I have learned is I am challenged in letting somebody go because I see it as a personal failure if somebody fails to thrive in my organisation, that has been built and imprinted by my past. I think Ali has a very different opinion, because she comes from such a great different place. Here's the beauty of it, the work with people like Ali and some of the others, we can argue and disagree and fight like cats and dogs sometimes, but we still love each other, and it is still an absolutely amazing environment to work in. That's really what, if you get it right, that's what life's like.  Ula Ojiaku What's your view, Ali?  Ali Hawks So we clearly have different backgrounds, I think that I was a bit of a late bloomer in terms of leadership style. Being in academia, you're not really in a leadership position because you're responsible for yourself, and in a way, it's a really good test bed for being an entrepreneur, because in academia you have to have such thick skin, because you turn in your peer reviewed journal publications, you turn in your papers and people write back and slash, and no one's trying to make you feel good. In fact, they want to help you, but also they're quite competitive. So that was a really good proving ground for being able to develop the thick skin for critical feedback or any feedback and really all of the knocks that come with being an entrepreneur. What I took into starting BMNT here four years ago was, things that I took from Pete and from the U.S. was really allowing people and high performers to work in the way that they feel best. One of the things I hated when I was younger in certain jobs, and working in law firms is punching your time card at 8 am, and you punch out at 5, and an hour for lunch, and it never felt right that that was the way to measure someone's productivity or to really enhance or empower people. And so the way that I approach it is we consider everyone to be an adult and to do their job, and also to be as curious as possible. So on our Standup this morning, with two new team members coming back into BMNT, one of the things that we agreed on is if no one's asking for time off to be creative or to have a day or two days to read a book that will enhance their knowledge or make them a better BMNTer, then we're failing. If no one has asked for that time by the end of this calendar year. So the way that I really approach leadership is how can I empower, but also invest in every single person, because it's not me delivering the everyday work, it's the people in my company, so they're building it alongside of me. I hire smart young people who will give feedback and we action that feedback. So we change things based on what we get from a 23-year-old, so everyone in the company feels really valued. And I think, learning from Pete, is also being really honest and transparent with everyone in the company when your chips are down and you have to say, guys, this is what's going on, and I found it has built such a strong cohesion in the team that we have now, that this year going into it is the most excited I've ever been about running BMNT. So taking a lot of what I learned from Pete and also my own experiences of feeling really caged, actually, in most of my jobs, and being able to understand that people work in very different ways, and if you allow them to work in the ways that are best for them, you really do get the best of everyone.  Ula Ojiaku That's very inspiring and insightful. Now, there was something Pete said earlier on about you, Ali, walking up to him and sharing the vision that you wanted to take back what BMNT is doing to the UK and so what made you go for it, what pushed you towards that? Ali Hawks Again, it was a lot of work on my part of really understanding what I wanted to do, and when I approached Pete that day, I was really excited and exuberant and I said, I want to take this back to the UK and I want to run it. And Pete is, as you get to know him, he's very calm and he's quiet, and he kind of looked at me and he said, you should talk to some people. And I thought, okay, I'll go talk to people. So I went out and I talked to people and I got Pete on the phone a few weeks later and I said, Pete, this is my dream job, this is what I want to do. And Pete said, prove it, do a Business Model Canvas. So I then hung up the phone, I googled Business Model Canvas, I watched YouTube videos on how to complete it. I was still working at the 809 Panel, so I was getting up really early to talk to people back in the UK, make phone calls, pulling on all of my contacts because I've been in defense and national security for gosh, since 2009, and I was canvassing everyone I knew, I filled out the Business Model Canvas, I sent it to Pete, he was going to be in DC about a week later, and he wrote back saying we should meet. So we then met and had an initial conversation around what it could look like, but it really wasn't until as Pete said in that library at Georgetown for a reception that we came together and having had both time to think and think about what I put down in the Business Model Canvas, but also how we got along, I think, and gelled as business partners, we decided, let's do it. So when we said we didn't have a plan, I had an idea of what we could do, and I have unfailing determination to make things work, and so I just knew, and I think we both knew if we tried it, that something would come of it, and if not, we would learn a lot from it. So we went from there and it took a while before we got a plan, to be honest, but we got there. Ula Ojiaku Well, here you are. Ali Hawks Exactly. Pete Newell You know, if there's one thing I have learned as an entrepreneur is that the plan you thought you were going to have, is never the one you actually execute. So the faster you begin to test it, usually by talking to people and doing things, the faster you will get rid of bad ideas. And it's not about finding the good idea, but it's about creating all the ideas you could possibly have and then killing them off quickly so that you understand the core of the value that you think you're going to deliver. Everything after that is the mechanics of how to build a business. I mean, that's not easy stuff, when you're launching a company, more importantly when you're launching one in a country you haven't been in in a while, but getting there is really about getting the thought process moving and getting people to disabuse you of the notion that every idea you have is brilliant. Ula Ojiaku I mean, I agree setting up a business isn't easy. I can't imagine the additional challenge of setting it up in the defense sector, the Department of Defense in the US, Ministry of Defence here in the UK. What sort of things would you say would be the additional? Do you have to go through hurdles to go through approvals, clearances and all that? Ali Hawks From the MOD experience, it's less about clearances and those types of things, it's more about understanding, winding your way through what feels like a maze, to find the right stakeholders that you can bring together at the right time to make a decision. So while there are individuals that hold budgets and can make decisions, there's a constellation of people around them that need to be aligned in concert with that decision. If you went to a business, of course, you'll have to have a couple of people on board, but the time to sale or the cost to sale is relatively straightforward. When you go into the government, you have a group of highly motivated people, highly mission-driven people who experience the pain of their problems every day, and they are trying to fight just as hard as you are in order to change something for the better. So in the first instance, you have great allyship with your customers, because you have a shared mission, and you're both working towards it, which is fantastic. The second is really trying to understand if that person has the budget and they need to sign off on it, how much do they need to care about it, or is it their chief of staff that needs to really care about it? Or is it their engineer? So I would say the difference is the amount of discovery that you do and doing that stakeholder mapping, is fundamental to success, but also knowing that people change jobs in the civil service and the Armed Forces every few years, that is a critical skill as a business working with the government, that stakeholder mapping and that discovery with your customers, customer development never ends. So I think that that is the longest pole in the tent in terms of finding the right people, and sometimes people say that's the person that has authority, you go talk to them and they say, no, I don't have any authority, so it's really trying to wind your way through the maze to align those key stakeholders. Pete Newell I would add to what Ali said, is that it's like climbing into a very complicated Swiss watch and you need to understand not just how things work, but you need to understand why they work the way they do, and how they work with other things, and then you need to understand who's responsible for making them work and who the beneficiary of the work is, and who possibly might want to make them not work. So, Ali's comment on stakeholder development, it's at the heart of everything you do -- you talk about more sociology and anthropology than it is anything, it truly is understanding why things work the way they do and what drives people to behave one way versus another. Once you figure that out, then you can figure out how to motivate them to behave one way or another, and where you might fit to help them in their daily job or whatever else. But that stakeholder development and understanding who's in charge, who benefits, who doesn't benefit, why something might be counter to something else is so critical in any consulting business, but in particular, if you are trying to get something done inside a government organisation. It, in many cases, it's archaic, but it still operates underneath a very definitive culture that you can map if you've been at it long. Ula Ojiaku So BMNT, you help government organisations to solve hard problems at speed and at scale. Can you expand on this? Pete Newell It's both I think. I go back to my experience, way back in the Rapid Equipping Force and 2010 is first and foremost, there are tens of thousands of problems that prevent the government from doing what it wants to do. The government is challenged, first, in being able to identify those problems; second, in translating those problems into plain English that other people might understand; third, in using that translated thing to find ever bigger groups of people, to then redefine the problem one more time, so that it makes sense for the rest of the world; and fourth, creating the policies and process that will attract people to come to them and work with them to solve those problems fast enough to build a solution before the problem changes so much that the calculus is completely out of whack again. And in all this there's a complicated long answer, but the impedance difference between the speed at which you develop and acknowledge a problem and your ability to get people to work on it, if it's out of sync with the speed at which technology is being adopted and adapted, you will constantly be perfectly solving the wrong problem, and you'll be constantly delivering things that are antiquated before the day they land in somebody's hands, so that's really the speed issue. I go back to what I said about sociology. This is the speed of your ability to get people to come together to work on something, and then the scale is determining, scale how fast, and scale how big. The scale how fast is, I can start to deliver a solution to this, but I know the solution is going to change every 6 months. So I don't need to commit to building tens of thousands of these over a 5-year contract, but I do need to commit to changing what I deliver every 6 months, or this is going to scale to some big end and it goes into a much different system, you have to be ambidextrous about your approach to scale, and unfortunately most procurement laws, both the United States and in the UK are not built to be ambidextrous. They're built to do one thing and one thing very efficiently only. Unfortunately, that's not the way the world works anymore. Ula Ojiaku Any thoughts, Ali? Ali Hawks As Pete said, and as a sociologist, the most often thing, and I think Pete said this a long time ago when we first met, is the government doesn't have a tech adoption problem, it has a people problem, and a lot of our work, a lot of our customers will come and say they have a tech problem, and they have a huge degree of urgency, but the things that get in their way are they have no common language, and they have no repeatable and scalable process in which to think about and work on their problems. And the framework that we developed, the innovation pipeline, is that process for them to do it. It's not complicated, it's methodology agnostic, and so it allows you to develop an entire workforce around a common language of innovating, mission acceleration, agile transformation, whatever you want to do, recognising that people are at the heart of it. The Head of Innovation at UC Berkeley and during one of our Lean Innovators Summit, said something that has stuck with me for several years now, ad he said, and it really hit home with our customers, because sometimes when I first started BMNT here, I was such an evangelist that I forgot to listen to the customer. I was just so convinced that they needed what we had, and I think the customer was telling me something else and I would get frustrated, and when I heard this, it was resistance is rational. When we go into a room with a group of people, we usually have a customer who is an evangelist of ours, or an early adopter, a huge supporter, and they have a couple of other people who feel the same way they do about change and innovation and moving rapidly, and then 70 percent of the team don't feel that same way. So approaching it and really empathising with the customers and understanding resistance is rational, why would they want to change? Things for them work, the way that they have always done, it works, and that is a rational response. So being able to then develop a service where you're connecting with them and saying, I understand that, and that's a rational response, and then using tools, like one of my favourite tools, the Value Proposition Canvas, to really understand, what are the jobs to be done, and the pains and the gains, and when you speak in that type of language, there are so many times that I have seen this kind of aha moment of like, oh, so if I did that, then I wouldn't have to do this anymore, or I would be able to do this different thing. And this is not complicated, these are not complicated tools or processes we're talking about, but the common denominators of it are discipline, consistency, and hard work. And I think, coming off what Pete said, when you want to get pace and speed, you have to be consistent and you have to be disciplined, and people have to understand what you're saying in order to get over that resistance is rational piece. Pete Newell I think Ali's spot on in terms of the problem with the problem. Oftentimes is, we can put a problem in a room and 10 people work on it and get 10 different versions of the problem, and so part of the art that's involved in the process is to get a group of people to agree to a common definition of a problem and use the same words, because many times we're inventing new words. It's new technology, new problem, but the first thing we do is get everybody to say the same thing the same way, and then start to talk to other people about it, because part two of that is you learn that your problem is probably not the right problem, it's a symptom of something else, and that whole process of discovery is a very disciplined, I would say it's a scientific methodology applied to how we communicate with people. You have to get out and test your theory by talking to the right people in a big enough diverse crowd to truly understand that whether you're on the right track or the wrong track. That's hard work, it really is hard work, and it's even harder to get what I would say critical feedback from people in the process who will challenge your assumptions and will challenge your test, who will challenge the outcomes of that. That's what our team does such a great job of, working with customers to teach them how to do that, but listening to them and helping them come together. At the same time, we're looking at the quality of the work and because we're a third party, we can look over the shoulder and say I see the test, and I see the outcome, but I don't think your test was adequate, or I don't think you tested this in an environment that was diverse enough, that you may be headed down the wrong path. The customer can still decide to go with what they learn, but in most cases, at least they're getting honest feedback that should allow them to pause and relook something. Ali Hawks I think for this particular reason, this is why BMNT is a leader in this space, is because the kind of jurisdiction around that front end of the pipeline, of are we making sure that we're choosing from enough problems and we're not stuck with a couple of investments that might be bad, so to speak, really validating that problem to decide, is it worth working on, is this even progressible, does anyone care about it, can it technically be done, does the organisation care about it, before spending any money on investment. Now that front end of the pipeline is gradually becoming a stronger muscle, and I'll speak for the UK, is gradually becoming a stronger muscle because of the work that BMNT has done, and both in the US and the UK, there is incredibly strong muscle memory around experimentation and incubation, which is fantastic. There's a lot of structure around that and frameworks and a lot of common language, which is amazing, because when you have that developed, going back to the beginning to refine before you put into the machine, so to speak, that's where what we call curation, really validating that problem, that's a single most determining factor on whether a problem will transition to an adopted solution. Most of government starts in experimentation and incubation, so they don't get the benefit of de-risking investment in a solution, and they don't necessarily get the benefit of all the learning to expedite that into incubation and experimentation. So I think where BMNT comes out and really owns that area is in that front end of the pipeline, and when you do that front end, you would be amazed at how fast the other part of the pipeline goes through discover incubation experimentation, because you've increased confidence and really de-risked investment in the solution. Ula Ojiaku Thanks for sharing that Ali, would you say you're applying lean innovation amongst other things to the framework you're referring to, or would that be something else? Pete Newell No, I think that it's all part of the process. We use a variety of tools to get to the data we want, and then it's a matter of doing analysis, and this is why Ali's background as an academic is so critical, because she's keen on analysis, and looking at the data and not skewing the data one way or another, and that's an incredibly important skill in this process. Again, this is really the application of a scientific methodology, and you need to be able to do that, but you need to understand how to get the data. So whether it's Lean or it's Scrum or it's some Google tool or something else. We have become really adaptive in the use of the tools and a mixture of the tools to drive a community of people to create the data we need to make an assessment of whether something's going the right direction or not. And that's the beauty of being involved with the Lean Innovation Educators Forum, the beauty of the time we spend with folks like Alex Osterwalder or with Steve Blank or with the folks from the d.school at Stanford or any of those places that are developing tools. It is understanding how to use and adopt the tool to fit the circumstances, but at the end of the day, it's all about creating the data you need to use the analysis that will drive an insight, that will allow you to make a decision. Too often I find people who are just overly enamoured with the tool and they forget that the tool is just a tool. It's about data, insight, and decisions, and you have to get to a decision at some point. Ula Ojiaku Data, insight, decisions. Amazing. So, if we shift gears a little bit and go into your Strategic Innovation Project, SIP, I understand that one of the shifts you're driving in the DoD and MoD respectively is about their approach to involving private investment in defence technology. Could you share a bit more about that? Pete Newell As part of the innovation pipeline, you have to eventually transition out of the discovery phase and at the end of discovery, you should know that you have the right problem. You have a potential solution and you have a potential pathway that will allow you to deliver that solution in time to actually have an impact on the problem. At that point, you start incubating that solution, and if it's a tech or a product, then you're talking about either helping a company build the right thing, or you're talking about starting a new company, and that new company will have to do the thing. Our work in terms of early-stage tech acceleration is really now focused on what we call dual-use technologies. Those technologies that are required to solve a problem in the military, but also have a digital twin in the commercial world. There has to be a commercial reason for the company being built that's actually going to solve the problem, and so as we looked at that, we found really interesting conversations with investors in the United States and then eventually overseas who were looking for a way to help defense get the technologies it wanted, but have portfolios that don't allow them to just invest in a defense technology, and they were looking for an opportunity to engage one, with like-minded investors, but two, in honest conversations about problems that existed in the military and in the commercial world so they can make better decisions about the deployment of their capital to create the right companies. I think it's probably been five years now we've been working on the hypothesis around this. we started to develop a very strong language around dual-use investments in early-stage tech acceleration and adoption, and we started to build new tools inside government programs, as well as new groups of investors and other folks who wanted to be involved. All that was fine in the United States, but then we found it was a slightly different application outside the United States, particularly in Europe, which is not necessarily the most Startup friendly environment in the world in terms of investment, but at the same time, understanding that the United States has an unequalled appetite for technology to the point where that technology doesn't necessarily exist within the United States, nor do the best opportunities to test that technology exist for the United States, so we had to come up with a way that would allow us to do the same type of investigation with our allies, which turns into this incredible opportunity amongst allied nations and companies and vendors and things like that. And I know that from Ali's standpoint, watching NATO DIANA and other programs start, that it is more challenging, it's a different environment in Europe than it is in the United States. Ali Hawks Picking up there and in terms of the way that we think about investment, and what Pete is talking about is a program we run called Hacking 4 Allies. We currently work with Norway and take dual-use Norwegian Startups into our incubator and accelerator called H4XLabs in the US and we help them enter the US defense market and the commercial market, and one of the things that we're starting to see over here is it is a pathway that doesn't really exist in Europe. So when we think about NATO's DIANA, what DIANA is focused on, which is dual-use and deep tech and what they are overly focused on, and I think is correct, is how do you raise investment in the countries themselves to help booster a whole range of effects around being able to raise money within the country? Ultimately, though, and a lot of what DIANA was doing, in terms of the concept and its focus on dual-use and deep tech, was before the invasion of Ukraine, and so at that time before that, I think in terms of the NATO Innovation Fund and thinking about investment and NATO, it wasn't as comfortable with dual-use and investing in dual-use as the US is, not only is the US comfortable, but you have things like we helped a private capital fund, where people feel a great deal of patriotism, or that it's a part of their service to be able to contribute in that way. That feeling doesn't exist, it exists here, but it manifests itself in a different way, and it doesn't manifest itself as let's invest in dual-use technologies to help our defense and national security. So there's different understandings and cultural feelings towards those things. Now, having had the invasion of Ukraine and now the war in Israel and Gaza and now in Yemen, I think that the change is accelerating, insofar as what are the capabilities that we need to rapidly develop within NATO to be able to feel secure on our borders, and what type of investment does that take? Now, US investment in Europe has dropped about 22 percent in 2023, and so they're a little bit nervous about investing in these companies, and so the strength that being able to change the investment paradigm, which is ultimately, the companies that are going to receive the investment from the NATO Innovation Fund and NATO DIANA, they want to develop in the country, but ultimately all of those companies and their investors want them to get to a bigger market, and that bigger market is the US. So, what we are able to do is to connect real dollars, government dollars and commercial dollars, to those companies. We are one of the only pathways outside of export regimes for the Department of International Trade here in the UK. We are one of the only private pathways that has not only been tested and proved, but that we are able to take more companies year on year, take them to the US and prove that model. Now that's really exciting, especially as we see some of the investment declining, because we're able to identify those companies, we're able to connect them to problems that matter that people are trying to solve, develop the use cases, and then help them on the commercialisation side of things in terms of going into a new market. I think that the way that we think about investment in the US from a BMNT perspective, and the US is a little bit different from Europe and the UK, but the exciting thing is now that we have this proven pathway to enhance and accelerate concepts like DIANA and the NATO Innovation Fund. Ula Ojiaku So it sounds to me like it's not just about the localised investment into the innovation, it's also about BMNT building pathways, so European Startups, for example, that want an inroad into the US, maybe vice versa. Pete Newell I think the AUKUS DIN, the Defense Investor Network really is the collection of the US Investor Network, the UK and Australia. All three countries had Defense Investor Networks that had been set up over the last several years and primarily focused on, one, allowing investors to engage other investors about topics that are of common interest when it comes to this dual-use paradigm; and two, being able to engage with people in the government about things the investors were concerned about. I'm very clear when I talk about the Defense Investor Network, it is about defense investors, not about the government's problem. I've had to redefine that multiple times, as this is about enabling investors to be more proactive and participate in building the right kinds of companies, not about the government telling investors what they need to do, or the government telling the investors how they need to do it. It really, it was built from the investor perspective, and then we found is that the investors were prolifically honest about their feedback to senior people in the government, which I think has been hard for people in the government to get that kind of feedback, but when an investor with a portfolio of 30 and 40 companies looks at the government and says, I will never do it the way you just described, and here's why. Until you change that quantity, it makes no sense for us to participate, invest in, do, you'd be amazed. Sometimes it is the first time somebody's been able to articulate why something isn't going to happen, and then people nod their heads, well, I'll quit asking for that, or I'll go back and change something to see what it is we can do. So, we went from Hacking 4 Allies, which started out as a BMNT program with the Norwegians, to Hacking 4 Allies with the UK, Australia, Norway. At the same time, we had set up the Defense Investor Network, but as soon as we started the Allies program in the UK, the UK-based investors raised their hands and said, what you're doing in the United States, we want to do here, and then the same thing happened in Australia. When they made the AUKUS announcement, it just made too much sense to be able to look at, if we really want a free flow of technology and problems across the AUKUS governments, then surely we should be building ecosystems of like-minded people who can help drive those conversations. So it was super, super easy to bring the AUKUS Investor Network together, it was just too easy. The part that I think is not so easy, but we need to do work on is we, those investors need to be fed problems that are of an AUKUS nature, and at the same time, the governments need to listen to the investors when they tell them they have problems investing in companies that aren't allowed to participate in exercise or training or contracting or acquisitions in a different country, and if you really want to make AUKUS a real thing, there are a lot of policies that have to change. There's been a lot of progress made, but I think there's a lot more left to do to, to really get the opportunity to happen. Ula Ojiaku And would you say some of the problems would be related to what government officials would call national security, because if it's a dual-use spec, whilst it has its secular or commercial use, in the military, you wouldn't want other people knowing how you're deploying that technology and the ins and outs of it. So could that be one of the issues here? Pete Newell My definition of national security really touches public safety all the way up to military, so it's both. I think if you dig into it, it touches everything from supply chain, to access, to raw materials, to manufacturing, to education and workforce development, and you name it. There's a paradigm shift that has to happen if we're going to build more things, more often rather than long term ships and things like that, that as allied nations, we have to be able to attack all of the underlying foundational problems, and that's my supply chain, raw materials, manufacturing, and workforce that's necessary for the future. No one country is going to get that fixed all by themselves, and I think, to me, that's the absolute brilliance of what AUKUS should be able to focus on. Ali Hawks I agree, and I think that to being able to co-invest as well, the opportunity for investors to come around and understand what are the opportunities to, not only co-invest and coordinate, but to be able to scan their companies and their deal flow to see where their companies can partner and secure greater work and contracts and scale. So I think that it's a really important initiative in terms of being a steward of an extremely important ecosystem, not only being a steward, but being able to build that ecosystem of support and development. How we look at national security in the UK is really no different than what Pete talked about, and when we think about working with companies and the willingness to work with big tech companies or small tech companies or whatever it is, it's not just simply one transaction where, here's the money and here's your software. So obviously the kind of employment and the skills, but what is the ecosystem around that technology that is necessary? Does it require sensors and chips, and what is it that it requires that's going to bring in multiple different industries to support it, and that's really what the agenda here around prosperity is. How do we invest in these types of technologies and their ecosystems around it to have a more prosperous Britain? So you have a wider spread of skills as opposed to just investing in one thing. I think that's where AUKUS brings three very important allies together to be able to do that individually, but then the option to do it across in terms of the broader strategy and the policy around AUKUS, is a once in a lifetime chance that I think has come up. Ula Ojiaku So I think the key thing here is, this is a space to be watched, there's lots of opportunity and the potential of having the sum being greater than the parts is really huge here. One last question on this topic. So you said deep tech, and with Open AI's launch of ChatGPT earlier on last year, the world seems to have woken up to, generative AI. Do you see any influence this trend would have, or is having, in the military space in the Defense Innovation space. Pete Newell I think the world has woken up and is staring into the sun and is blinded. The challenge with AI in general, and I would say that it's not the challenge, AI has a long way to go, and by and large, folks are really focused on the high end of what AI can do, but people have to learn how to use AI and AI has to learn. What we're not doing is using AI to solve the mundane, boring, time wasting problems that are preventing our workforce from doing the high end work that only a human being can do, and I don't care how many billions of dollars we're pouring into building robots and other things, it's all great, but we still have government people managing spreadsheets of data that, they become data janitors, not analysts, and it is particularly bad in the intelligence world. I quote the Chief Information Officer of a large logistics agency who said data is not a problem, we have tons of data, it's just crappy, it's not tagged, it's not usable, we have data going back to the 1950s, we have no means of getting that data tagged so it's useful. Now, if we put time and energy into building AI products that would correctly tag old data, it'd be amazing what we can do. In the cases that we have helped develop tools with our clients, they'll save anywhere from a million to 300 million dollars a year in finding discrepancies in supply chain stuff, or finding other issues. So imagine if we put that kind of work in place for other people, but free people up to do more, better, smarter things, how much more efficient the use of the government's time and money would be, so that that money and that time could be invested in better things. So when I say, yeah, the AI is out there and people's eyes are open, but they're staring into the sun. They're not looking at the ground in front of them and solving the things that they could be solving at the speed they should be doing it, and unfortunately, I think they're creating a gap where legacy systems are being left further and further behind, but those legacy systems, whether it's finance, personnel, supply chain, discipline, things like that, aren't going to be able to make the transition to actually be useful later on. So I would describe it as an impending train wreck. Ula Ojiaku And what would be, in your view, something that could avert this oncoming train wreck. Pete Newell I think a concerted effort, really just to have the government say we're going to use AI to get rid of as much of the legacy brute force work that our populations are doing so that we can free them up to do other things. Part of this is we're then going to take the money we save and channel that money back into investment in those organisations. Right now, the money just goes away, that's great, you did better, therefore, your budget's reduced. There's no incentive to get better that way, but if you look at an organisation and say, you know, if you can save 10 million dollars a year, we'll give you that 10 million dollars to reinvest back into your organisation to do better and something else. Now, you have some incentive to actually make change happen. Ula Ojiaku Any thoughts, Ali? Ali Hawks I think the exciting thing for us, the way that I look at it in terms of government is that that government enablement to be able to use AI, here they are building large language models for the government based on the data that they have, and there's a lot of excitement around it and there should be. It's a pretty exciting thing to do. I think where we're in a really strong position and what I find really exciting is being able to do what we do best, which is help them understand what is the query and how do you validate that query? So what are the basic skills that you need to be able to interact, and then to be able to retain the skills of critical analysis, so when the answer comes back, you do not take that as the end all be all. It is a tool. So within your decision-making process, it's decreasing the amount of time it takes you to gather a certain amount of information, but just as you would if you were doing a book report, you still have to validate the sources and understanding, and you have to apply your own judgment and your own experience to that packet of information, which is what we all do every day, but it's not really thought about that way. So I think that the way that people are looking at it here is it will be able give us the decision and it will be able to kind of do our job for us, and for some tools, yes, and I completely agree that we need to free up all of the mundane work that hoovers up the time of civil servants here, because it's extraordinary how they're bogged down, and it completely disempowers them and it contributes to low retention rates and recruitment rates. But I think also it's developing the muscle to be able to do that critical thinking in order to leverage human intelligence to engage with artificial intelligence. And I think that's where we are uniquely positioned to do that because that is the bulk of our work on the front end of the pipeline, which is how are you going to validate what you know, how are you going to get the problem statement in order to query what you need to query and then having the judgment and the analysis to be able to look at that answer and make a decision, based on your own human intellect. That's where I see it playing here. I completely agree with Pete, we have people looking into the sun being like LLMs and they're going to solve everything, but you sit, let's say a hundred people down in front of an LLM and tell me how many people know what to ask it, or how to use it and integrate it into their everyday workflow. There's a long way to go, but I feel really excited about it because I feel like we have something so incredible to offer them to be able to enhance their engagement with AI. Ula Ojiaku That sounds excellent, thank you. Just to go to the rapid fire questions. So, Ali, what books have you found yourself recommending to people the most? Ali Hawks So I don't read a lot of work books, in terms of like how to run a company or anything like that, sorry, Pete, but, and I have a 4-year-old and three stepchildren, so I don't actually read as much as I used to, but I have read over in the last few weeks, the book Impromptu by Reid Hoffman about AI, which is great, and I listen to a lot of podcasts on my commute into London, so the Huberman Lab podcast I listen to a lot, but if you're looking for workplace inspiration, I'm afraid I look at Instagram, listen to podcasts, and then I follow Allie K. Miller, who writes a lot about AI, came out of Amazon, and she is fantastic for breaking things down into really bite sized chunks if you're trying to learn about AI, if you don't come from a technical background. Ula Ojiaku Thanks, Ali, we'll put these in the show notes. And Pete, what about you? Pete Newell I will give you two new books. One of them is a fun one, Wiring the Winning Organization written by Gene Kim and Steven Spear. Steve Spear is a good friend of ours, he's been a great mentor and advisor inside BMNT for a long time, I've known Steve since way back in my early days. The other one is by Huggy Rao and Bob Sutton, and it's called The Friction Project, and it's just like you say, it's all about friction in the workplace. I think both of those books tend to lend themselves to how to drive performance in organisations, and I think, knowing all of the authors, that they are phenomenal books, but I think the experience the four of them bring to the dialogue and the discussion of what the future workplace needs to look like and the things we need to solve will all be buried in those books. In terms of podcasts, I'm all over the map, I chase all kinds of things that I don't know. I listen to podcasts about subjects that I'm clueless about that just spark my interest, so I wouldn't venture to pick any one of them except yours, and to make sure that people listen to yours. Ula Ojiaku You're very kind, Pete. Well, because you're on it, they definitely would. Would you both be thinking about writing a book sometime, because I think your story has been fascinating and there are lots of lessons Pete Newell Only if Ali would lead it. So I have picked up and put down multiple proposals to write books around the innovation process within the government and other places, and part of the reason I keep stopping is it keeps changing. I don't think we're done learning yet, and I think the problem writing a book is you're taking a snapshot in time. One of the things that we are very focused on for the military, we talk about doctrine, what is the language of innovation inside the government workplace? It's the thing that we keep picking up, we've helped at least one government organisation write their very first innovation doctrine, the Transportation Security Administration of all places, the very first federal agency to produce a doctrine for innovation that explains what it is, why it is connected to the mission of the organisation, and describes a process by which they'll do it. I think within the Ministry of Defence, Department of Defense, there needs to be a concerted effort to produce a document that connects the outcome of innovation to the mission of the organisation. We call that mission acceleration. We look at innovation as a process, not an end state. The end state is actually mission acceleration. There's probably a really interesting book just to be written about Ali's journey, and I say more Ali's journey than mine because I think as a woman founder of a defence company in the UK, all of the characters in the book are completely unlikely. So somewhere down the road, maybe. Ula Ojiaku Well, I'm on the queue waiting for it, I will definitely buy it. So where can the listeners and viewers find you if, if they want to get in touch? Ali Hawks We're both on LinkedIn, so Pete Newell, Ali Hawks, our emails too are on our various websites, bmnt.com, bmnt.co.uk. Ula Ojiaku Awesome. Any final words for the audience? Pete Newell I'll say thank you again for one, having us. Like I said, it's the first opportunity Ali and I have had to be on a podcast together. Any opportunity I get to engage with the folks and have this conversation is a gift. So thank you for giving us the time. Ula Ojiaku My pleasure. Ali Hawks Yes, Ula, thanks very much for having us on together. It's been great. Ula Ojiaku I've enjoyed this conversation and listening to you both. So thank you so much. The pleasure and the honour is mine. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless! 

Welcome to the latest episode of "The Pin Tool Podcast," where art meets entrepreneurship. I'm your host, Al Wayman, from Creek Road Pottery LLC, guiding you through the multifaceted world of pottery and business. In this episode, Alford has a discussion with his virtual assistant, Amelia, an Artificial Intelligence Chatbot. They explore how Key Partnerships are crucial for crafting a successful business model in the creative industry.  Today, we're diving into Key Partnerships, as outlined in the book "Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers." Whether you're a seasoned artist or just starting out, learning to compose the right Key Partnerships can transform your art into a thriving business.  The Business Model Canvas:  https://www.strategyzer.com/library/the-business-model-canvas How To Build a Start-up. By Steve Blank: https://www.udacity.com/course/how-to-build-a-startup--ep245 Startup Owner's Manual. by Steve Blank: https://www.amazon.com/Startup-Owners-Manual-Step-Step/dp/1119690684/ My Pottery Journal. By Al Wayman https://creekroadpottery.com/product/my-pottery-journal/ The Cost Analysis Spread sheet: https://creekroadpottery.com/pottery-cost-analysis-spread-sheet/ The Pottery Dailies: https://creekroadpottery.com/the-pottery-dailies/ The Creek Road Pottery LLC Blog: https://creekroadpottery.com/blog/

The 2024 NovaUCD Student Enterprise Competition, an intensive 4-week accelerator programme for student entrepreneurs, which is now in its 10th year, has commenced at University College Dublin (UCD) with 14 early-stage ventures and 27 participating students. The participating ventures are focused on a wide range of business ideas ranging from aircraft maintenance to sustainable fashion to digital health, and legal services. A €3k Tech Sustainability Prize sponsored by Terra Solar and a €3k NovaUCD One to Watch Prize are available to the winners of this year's competition. The accelerator programme is run by NovaUCD, the innovation and start-up hub at UCD, as a framework to support undergraduate and postgraduate students who want to work together to develop and grow start-up companies. The aim of the competition is to assist the participating students in refining their start-up ideas through a series of structured workshops, including taught content from industry experts, interactive workshops, regular mentoring and pitching sessions. Tom Flanagan, Director of Enterprise and Commercialisation, NovaUCD said, "Over the next few weeks we will be supporting the participating student entrepreneurs as they begin the process of accelerating the translation of their business ideas and concepts into start-ups. A key objective of this annual competition is to provide students with the skills, the confidence and the opportunity to further develop their ideas and to hopefully in time launch their start-ups on a national and even an international stage." The 4-week programme, which uses the Lean Startup and Business Model Canvas approach, includes a series of structured workshops and interactive workshops delivered by Raomal Perera, Caitlin Hafer and Nirisha Manandhar from Lean Disruptor. Topics such as, customer development; value proposition; working in teams; design thinking; prototyping, environment mapping; financial planning and effective fundraising and pitching, will be covered. This year two new components have been introduced to the programme. The first is focused on supporting the students to think about how they can create AI powered start-ups, what are the tools and opportunities to leverage generative AI, not only in their products or services, but also in their business operations. The second is to provide 'checkpoints' as the students develop their business ideas where they can reflect on the UN's Sustainable Development Goals (SDGs) and how best to align their emerging start-ups with these goals. At a final workshop, to be held in late-June, the participating ventures will pitch to a judging panel. Based on the evaluation of the presentations two winners will be selected, one will be awarded the €3k Tech Sustainability Prize sponsored by Terra Solar and other will be awarded the €3k NovaUCD One to Watch Prize. Over 70 early-stage ventures and some 170 students have completed the NovaUCD Student Enterprise Competition to date. Among the entrepreneurs who previously took part in the competition is Charlie Gleeson, who completed the competition in 2019 with an e-scooter business idea, which became Zipp Mobility. The company which he grew to launch e-scooter and e-bike services in locations across Ireland, the UK and Poland was acquired by ZEUS Scooters in 2023. Charlie is currently General Manager, FreeNow, Ireland. Seventeen (17) postgraduate and ten (10) undergraduate students are participating on this year's programme. Many of the students completed NovaUCD's new entrepreneurship initiative, called Nova Vision, which took place earlier this year. The key goal of Nova Vision is to nurture sustainability and technology, in alignment with the UN's SDGs, and to empower students to contribute to positive global change through entrepreneurial activities.

Welcome to the latest episode of "The Pin Tool Podcast," where art meets entrepreneurship. I'm your host, Al Wayman, from Creek Road Pottery LLC, guiding you through the multifaceted world of pottery and business. In this episode, Alford has a discussion with his virtual assistant, Amelia, an Artificial Intelligence Chatbot. They explore how understanding your Key Activities is crucial for crafting a successful business model in the creative industry.  Today, we're diving into Key Activities, as outlined in the book "Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers." Whether you're a seasoned artist or just starting out, learning to compose the right mix of Key Activities can transform your art into a thriving business.  The Business Model Canvas:  https://www.strategyzer.com/library/the-business-model-canvas How To Build a Start-up. By Steve Blank: https://www.udacity.com/course/how-to-build-a-startup--ep245 Startup Owner's Manual. by Steve Blank: https://www.amazon.com/Startup-Owners-Manual-Step-Step/dp/1119690684/ My Pottery Journal. By Al Wayman https://creekroadpottery.com/product/my-pottery-journal/ The Cost Analysis Spread sheet: https://creekroadpottery.com/pottery-cost-analysis-spread-sheet/ The Pottery Dailies: https://creekroadpottery.com/the-pottery-dailies/ The Creek Road Pottery LLC Blog: https://creekroadpottery.com/blog/

Send us a Text Message.In this episode of the Grow Clinton Podcast, Andy & Matt sit down with Conor of the Small Business Development Center (SBDC) to learn more about the small business services offered to Grow Clinton members through the Entrefuel program. Conor reveals the tools available to small businesses to help them catapult sales. The SBDC leverages the Business Model Canvas to aid entrepreneurs in identifying their target market and offers a variety of workshops.Thank you to Conor for being a guest on the podcast!Access the SBDC at www.IowaSBDC.org. To learn more about Grow Clinton membership, contact the Grow Clinton office at 563.242.5702 or visit us online at www.GrowClinton.com. Grow Clinton's mission is to promote business growth, build community, and advocate for the sustainable economic success of the Greater Clinton Region.

Welcome to the latest episode of "The Pin Tool Podcast," where art meets entrepreneurship. I'm your host, Al Wayman, from Creek Road Pottery LLC, guiding you through the multifaceted world of pottery and business. In this episode, Alford has a discussion with his virtual assistant, Amelia, an Artificial Intelligence Chatbot. They explore how understanding your Key Resources is crucial for crafting a successful business model in the creative industry.  Today, we're diving into Key Resources, as outlined in the book "Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers." Whether you're a seasoned artist or just starting out, learning to compose the right mix of Key Resources can transform your art into a thriving business.  The Business Model Canvas:  https://www.strategyzer.com/library/the-business-model-canvas How To Build a Start-up. By Steve Blank: https://www.udacity.com/course/how-to-build-a-startup--ep245 Startup Owner's Manual. by Steve Blank: https://www.amazon.com/Startup-Owners-Manual-Step-Step/dp/1119690684/ My Pottery Journal. By Al Wayman https://creekroadpottery.com/product/my-pottery-journal/ The Cost Analysis Spread sheet: https://creekroadpottery.com/pottery-cost-analysis-spread-sheet/ The Pottery Dailies: https://creekroadpottery.com/the-pottery-dailies/ The Creek Road Pottery LLC Blog: https://creekroadpottery.com/blog/ Creek Road Pottery Pen Pal Program: https://creekroadpottery.com/pottery-pen-pal-program/ 

Have an idea or tip? Send us a text!Embark on exploring the corporate world's natural progression with tech industry veteran Ben Gibson as he and host Gary Pageau navigate the "EMFL" model together. Gibson sheds light on how companies are born out of innovation and mature through marketing, financial acumen, and sometimes, legal restructuring. Anchored by Gibson's rich experiences at large companies like GE, Eastman Kodak Co., and Logitech, the discussion offers an analytical lens to predict where a business stands and foresees its trajectory; it's a deep dive into the corporate lifeline not to be missed.Are market disruptions the secret ingredient for corporate longevity? Gibson unravels this conundrum as he recounts the phenomenal pivot of Apple and how defying the status quo propelled them to new heights. He discusses the Business Model Canvas to dissect the alignment (or misalignment) of innovative products with market needs, spotlighting the successes and pitfalls of giants like Nike. The conflict between short-sighted stock analyses and visionary long-term planning takes center stage. Gibson shows the contrast between the outcomes of companies like Fujifilm andEnergize your sales with Shareme.chat, the proven texting platform. ShareMe.Chat ShareMe.Chat platform uses chat-to-text on your website to keep your customers connected and buying!The Influence Factor by The Influencer Marketing FactoryTop 1% Podcast About Influencer Marketing, Creator Economy, Social Commerce and more.Listen on: Apple Podcasts SpotifyMediaclipMediaclip strives to continuously enhance the user experience while dramatically increasing revenue.Buzzsprout - Let's get your podcast launched!Start for FREEVisual 1stVisual 1st is the premier global conference focused on the photo and video ecosystem. Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the Show.Sign up for the Dead Pixels Society newsletter at http://bit.ly/DeadPixelsSignUp.Contact us at gary@thedeadpixelssociety.comVisit our LinkedIn group, Photo/Digital Imaging Network, and Facebook group, The Dead Pixels Society. Leave a review on Apple and Podchaser. Are you interested in being a guest? Click here for details.Hosted and produced by Gary PageauEdited by Olivia PageauAnnouncer: Erin Manning

Ever wonder how to turn your entrepreneurial dreams into reality? Tune into our latest episode of Passive Income Pilots as we soar into the world of angel investing and marketplace innovation with Nick Huzar, the CEO and founder of OfferUp! Discover how Nick's room full of unwanted items sparked the vision for a multi-billion-dollar company that revolutionized the way we sell online. Whether you're a passive income beginner or a seasoned investor, this episode is packed with insights on startup growth, the spirit of innovation, and practical tips for investing. Join us as Nick shares his journey through successes, setbacks, and the continuous quest for environmental sustainability through circularity. Gear up for a flight that could change your financial trajectory forever! #OfferUp #AngelInvesting #PassiveIncome #StartupSuccess #EnvironmentalSustainabilityTimestamped Show Notes:(00:00) - Introduction to the episode with Tait Duryea and Ryan Gibson(02:15) - Meet Nick Huzar, the co-founder of OfferUp(04:30) - The conception of OfferUp and Nick's vision for a better marketplace(08:00) - Nick's entrepreneurial mindset and why he chooses innovation over a 9-5(12:25) - The early challenges and bootstrap days of OfferUp(16:45) - The transition from angel investing to VC funding explained(21:10) - How to identify and support potentially groundbreaking startups(26:00) - The intersection of environmental sustainability and technology(30:35) - The anatomy of angel, VC, and private equity investing(34:50) - Real-world stories of investment hits and misses(39:15) - Nick's fresh take on tackling environmental challenges(43:00) - How listeners can get involved in alternative investments(48:00) - Closing remarks and takeaways from Nick's experiences(53:30) - Outro and invitation to connect with Passive Income PilotsRemember to subscribe for more insights at PassiveIncomePilots.com!Join our growing community on FacebookCheck us out on Instagram @PassiveIncomePilotsFollow us on X @IncomePilotsGet our updates on LinkedInBe sure to follow Nick @nhuzar on Instagram or on X @nickhuzar for more insights!Have questions or want to discuss this episode? Contact us at ask@passiveincomepilots.com or record your question to be featured on the show HERE! Fly high with us next time on Passive Income Pilots!

At Rev: Ithaca Startup Works, part of the Center for Regional Economic Advancement at Cornell (CREA), Ken Rother helps entrepreneurs launch physical product startups through his role as director and hardware programs lead. He joins host Chris Wofford in this episode of the Cornell Keynotes podcast from eCornell to offer guidance on bringing a physical product to market – from developing a prototype to securing investors.  Listen and learn how to:Understand whether you are solving a real customer problemUse the Business Model CanvasFind maker spaces and incubatorsPlan and build “looks like” and “works like” prototypesSeparate the processes of prototyping and manufacturingIdentify the best partners for product reproducibilityStrategize for product distribution and marketingSeek funding and de-risk your product for investorsRev: Ithaca Startup Works supports every kind of startup, including those focused on hardware and physical products. Explore Rev's programs and services to help you launch and grow your product startup, including this summer's Prototyping Hardware Accelerator.Bookmark these resources on entrepreneurship, product development and product management curated by Ken Rother and learn more in his Product Development certificate program from eCornell.CREA is a division of Research & Innovation at Cornell. Follow eCornell on Facebook, Instagram, LinkedIn, TikTok, and X.

What makes a company invincible? How do you know if a company takes innovation seriously? Alexander Osterwalder has the answers.  Alex is an entrepreneur, leading author, and in-demand speaker, and one of the world's most influential strategy and innovation experts. Ranked no. 4 of the top 50 management thinkers worldwide, his work has changed how established companies do business and how new ventures get started. His books include the international bestsellers «Business Model Generation», «Value Proposition Design», and «The Invincible Company.» Together with Yves Pigneur, he invented the Business Model Canvas and the Value Proposition Canvas – practical tools that are trusted by millions.  He explains what makes a company invincible, what companies get right and wrong about innovation, how you can create a value proposition for your business that customers love.  We also discuss how storytelling helps your businesses suspend disbelief in the unfamiliar.  Enjoy this episode with one of the world's foremost strategy and innovation thinkers! Would you like to receive weekly tips from me on how you can join the top 1% of business communicators? Try the Speak Like a CEO newsletter. It is highly actionable and provides a ton of insights that you can immediately apply to your own career or business.  https://www.eoipsocommunications.com/newsletter/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/likeaceo/message

Welcome to the latest episode of "The Pin Tool Podcast," where art meets entrepreneurship. I'm your host, Al Wayman, from Creek Road Pottery LLC, guiding you through the multifaceted world of pottery and business. Today, we're diving into the concept of Channels, as outlined in the book "Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers." This episode will explore how understanding your Channels are crucial for crafting a successful business model in the creative industry. Whether you're a seasoned artist or just starting out, learning to compose the right mix of channels can transform your art into a thriving business.  The Business Model Canvas:  https://www.strategyzer.com/library/the-business-model-canvas How To Build a Start-up. By Steve Blank: https://www.udacity.com/course/how-to-build-a-startup--ep245 Startup Owner's Manual. by Steve Blank: https://www.amazon.com/Startup-Owners-Manual-Step-Step/dp/1119690684/ My Pottery Journal. By Al Wayman https://creekroadpottery.com/product/my-pottery-journal/ The Cost Analysis Spread sheet: https://creekroadpottery.com/pottery-cost-analysis-spread-sheet/ The Pottery Dailies: https://creekroadpottery.com/the-pottery-dailies/ The Creek Road Pottery LLC Blog: https://creekroadpottery.com/blog/ Creek Road Pottery Pen Pal Program: https://creekroadpottery.com/pottery-pen-pal-program/ The Cry Pots: https://www.facebook.com/alford.wayman/videos/441678594958937 The Good Pots: https://www.facebook.com/alford.wayman/videos/7259756667440015

Welcome to the latest episode of "The Pin Tool Podcast," where art meets entrepreneurship. I'm your host, Al Wayman, from Creek Road Pottery LLC, guiding you through the multifaceted world of pottery and business. Today, we're diving into the concept of Value Propositions, as outlined in the book "Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers." This episode will explore how understanding your Value Propositions are crucial for crafting a successful business model in the creative industry. Whether you're a seasoned artist or just starting out, learning to identify your unique Value Propositions can transform your art into a thriving business.  The Business Model Canvas:  https://www.strategyzer.com/library/the-business-model-canvas How To Build a Start-up. By Steve Blank: https://www.udacity.com/course/how-to-build-a-startup--ep245 Startup Owner's Manual. by Steve Blank: https://www.amazon.com/Startup-Owners-Manual-Step-Step/dp/1119690684/ My Pottery Journal. By Al Wayman https://creekroadpottery.com/product/my-pottery-journal/ The Cost Analysis Spread sheet: https://creekroadpottery.com/pottery-cost-analysis-spread-sheet/ The Pottery Dailies: https://creekroadpottery.com/the-pottery-dailies/ The Creek Road Pottery LLC Blog: https://creekroadpottery.com/blog/ Creek Road Pottery Pen Pal Program: https://creekroadpottery.com/pottery-pen-pal-program/

Join Troy in a riveting conversation with James Baker, co-founder of Varicon, as they unveil the secrets behind growing a small business. Discover how James navigated challenges, scaled his team to 25, and achieved unparalleled success, exceeding revenue targets. Gain insights into strategic leadership and elevate your small business journey. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here.   Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice.   And a snapshot of the final five Grow A Small Business Questions:   One of the toughest challenges in growing a small business is navigating the delicate balance between heeding valuable advice and trusting your own instincts. Entrepreneurs often face the dilemma of discerning when to follow conventional wisdom and when to rely on their unique insights. This challenge requires a blend of humility to learn from others and the confidence to make bold decisions based on your entrepreneurial vision. The favorite business book mentioned by James Baker is "No Rules Rules" by Reed Hastings, a co-founder and co-CEO of Netflix. This book delves into the unorthodox and innovative culture at Netflix, providing valuable insights into building and managing successful businesses. James Baker suggests exploring "The Duran Podcast" for geopolitical insights relevant to the venture-backed tech sector, the Lex Fridman Podcast for in-depth interviews on technology, and the "Jordan Peterson Podcast" for a profound exploration of cultural conflicts. Additionally, he suggests the "Entrepreneurial Operating System Program" for business strategy and development.    James Baker recommends "Strategizer," a toolkit that includes the Business Model Canvas, Value Proposition Canvas, and the Testing Business Ideas toolkit for small business growth. This tool helps clarify business direction and prevents unnecessary spending, making it valuable for businesses starting out or undergoing major changes. James Baker would tell himself on day one of starting out five years ago to be exceptionally curious. He emphasizes that curiosity enables one to figure things out, surround themselves with the right people, discover opportunities, and navigate the entrepreneurial journey successfully. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: Investing in yourself and your team with professional development is one of the highest leverage things you can do – James Baker   Values are not something you aspire to; they are part of your DNA – James Baker   If you're curious, you can figure everything out as you go – James Baker      

Welcome to "The Pin Tool Podcast," hosted by Al Wayman, artist and owner of Creek Road Pottery LLC. This latest episode delves into the intricacies of the Business Model Canvas, a strategic tool essential for any artist who wants to become an entrepreneur. Join us as I try to unravel the complexities of this model, making it accessible and actionable for potters and creatives alike. Whether you're forming your business or your next mug, this episode will guide you in blending art with entrepreneurship. Let's get started! Recourses Mentioned: The Business Model Canvas:  https://www.strategyzer.com/library/the-business-model-canvas How To Build a Start-up. By Steve Blank: https://www.udacity.com/course/how-to-build-a-startup--ep245 Startup Owner's Manual. by Steve Blank: https://www.amazon.com/Startup-Owners-Manual-Step-Step/dp/1119690684/ My Pottery Journal. By Al Wayman https://creekroadpottery.com/product/my-pottery-journal/ The Cost Analysis Spread sheet: https://creekroadpottery.com/pottery-cost-analysis-spread-sheet/ The Pottery Dailies: https://creekroadpottery.com/the-pottery-dailies/ The Creek Road Pottery LLC Blog: https://creekroadpottery.com/blog/ Creek Road Pottery Pen Pal Program: https://creekroadpottery.com/pottery-pen-pal-program/  

As the executive director for the Center for Regional Economic Advancement at Cornell (CREA) and a visiting lecturer at the Cornell Johnson Graduate School of Management, Tom Schryver helps entrepreneurs launch and scale new ventures—by starting with a solid idea.In this episode of the Cornell Keynotes podcast from eCornell, Schryver and host Chris Wofford discuss the components of good product concepts and more.Tune in to learn how to:Align with a five-point rubric for a good business ideaStart with a solution or start with a problemTake an experimentalist approachTest assumptions about product ideasCreate a business thesis and elevator pitchValidate ideas and use the Business Model CanvasUnderstand a minimum viable productFind an entrepreneurial communityTime outreach to investorsHandle setbacksLearn more about building successful ventures in eCornell's business and finance certificate programs, including Startup Funding and Finance and Business Management in STEM from Tom Schryver.CREA is a division of Research & Innovation at Cornell. Follow eCornell on Facebook, Instagram, LinkedIn, TikTok, and X.