Design Continuum

Design Thinking
Careful observation and dissection of consumer behavior

創業與創新--黃崇興老師

IDEO company...discipline of innovation
V Be Visual
V Defer Judgement
V Buiud on the ideas of others
V One conversation at a time
V Stay focused on the tast
V Encourage wild ideas
V Go for quantity

Lesson learning:
Customer needs->ideas->focus(observation, grouping)-> prototyping->vote/direction/decision->back to customer needs->reprototyping/reform->final/production

plus: discipline, moderator(leader) and culture.





如果你沒有龍捲風的過程，就代表你的創意/創新，沒有被(專家或市場)認定。

Conclusion of Nintendo case

A) Substainable v.s Disruptive Technologies
a. Innovators' dilemma
B) Blue ocean strategy

創新與創業管理 -- Day 2

Case Study: E-Ink

Isses:
- customers(Market), disrugtive, behavior change. application.
- Financial Funding, short term cash flow issue to substain long term finance issue.
- Technology
- Roadmap
- Partners.
- Supply chain (intergration)
- Contents, complementary
- Competition
- Knowledge, University

People:
Iuliano: CEO
Wilcox: VP of Business dev.(co-founder)
Jacobson: Board member, Prof. of MIT.
Albert, Comiskey: Senior.(co-founder)
Rubin.

Opportunity: (E-Ink)
Large Area Display:
- Capital:
- Market: 100 M, 2004.
Flat Panel:
- Capital:
- Market: 3 billion
Radio Paper:
- Capital: 50-100 M
- Market: >5-10,20 billion
學習曲線有real option的效果~

Do you like this 3-staged roadmap?

NO-- Market does not match technology.(Michael)
---- 1st stage application is not innovative. (Catherine)
---- Competition is strong in the 1st, 2 stage.(Daniel)
---- E-Ink should start with small area display.(Tommy)
Yes- Short-term success is important.Initial stage funding is small. Tech for LCD (back to 1995-2000) is not clear either. (Jacky,國樑)

In 2005, would you like to invest on E-Ink?

No. Uncertain about their BM.(昆典)
--- LCD's fast development. (Daniel)
--- Strong Competition (學龍學長)
Yes. 產品技術成熟, 有學習曲線, 飛利浦, Intel Support, BM(biz model) is changing...(Tommy)
--- 找到策略投資者 (肇宗)

BM in 2005,
- Pure Licensor
- Ink Suppler
- Subassembly
- End-user device. which one you want?

Guest speaker..Co-founder of E-Ink, Barrett Comiskey.

創新與創業管理 -- Day 1

Introduction:
如同鴨子過街，有些鴨子過不去，有些卻很順利過去了，一個大學教授訪問那些鴨子，就寫成了創業聖經。

創業家精神的定義：
利用機會，即使你現在可以掌握的資源有限。
對創業家的普片迷思：a. 迷思一:創業家是天生的; b. 迷思二:創業家是賭徒; c.迷思三:創業家最大動機是錢; 迷思四: 創業家必須年輕具有活力。為何要成為一位創業家? 主要動機: 擁有自身事業的渴望、追求自身理念的渴望、金錢上的報酬。

Tommy提到: 東西方的創業家方式與性格不同。

創業風險產生及管理概念架構: POCD. People, Opportunity, Context, Deal.

國煌提及...
The Elevator Speech...