Creating a new business is an exciting and passionate process that, from the beginning, should not miss two factors: innovation and agility.
In fact, a new company is to implement a good idea in the economic and / or social field, to generate profits and endure over time. And it’d better be an innovative idea and implemented swiftly.
Innovation is difficult in our environment. Good ideas are scarce and there are often significant barriers to both innovation and new projects.
A new company is willing to grow and endure over time. Therefore, we are not talking only about a form of self-employment or an entity for speculation.
The 12 themes presented here as a whole, can be used not only for the adventure of creating a new company, but also for defining a new business model or for redirecting and strengthening an existing company.
These topics presented in sessions are about transmitting internationally recognized knowledge and practices to help the entrepreneur or a team of them:
- At the beginning the idea. Something to link: External needs with our abilities. Discovering the client.
- Voice of Client. ‘It matters little what you invent, what matters is what your customers expect’.
- Defining our vision and strategy.
- The value creation. Customer Value Proposition.
- Forecasts: The best tool to compete. Sales forecasts, projections and resource needs.
- Capital, resources and organization. Tangible and intangible. Formal beginning.
- Basic concepts in finances. Balance sheet, income statement and cash flow. Profitability. Funding. Costs.
- ” Lean startup” . Find a business model instead of running a business model .
- Agile Innovation. Innovation and agility from the beginning.
- Design. What are the expectations of our clients? Extract customer expectations for quality design.
- The basic processes. The integrated and harmonic management.
- Organisation. From the functional to a learning organisation.
Each of the modules or sessions can be done according to prior agreement. The content of each topic represents one or more sessions of between 4 and 12 hours.
1. At the beginning the idea. Something to link: External needs with our abilities. Discovering the client.
- Relate an ability, capacity, expertise, knowledge etc. to an outdoor necessity.
- The beginning of a business idea.
- What do we do? What needs have detected? Who are the potential customers?
- Market segments. Segmentation. A global look: where there is something similar?
- Build a model.
- Principles of ideas generation.
- Analysis and filtering ideas. Generate a project.
2. Voice of Client. ‘It matters little what you invent, what matters is what your customers expect’.
- Identifying our profitable market segment. To highlight subsets of market with common needs and expectations; by geography, applications, perceived benefits etc.
- Who is the customer? Asking and listening to the customer. Sampling systems and surveys.
- How to understand voice of customer? Root analysis, explicit and implicit needs and expectations.
- Methods of extracting information. Methodology of interpretation.
- The test value / customers.
- The Kano model.
- Design: Differentiation questionnaires and Quality for design. (QFD) .
3. Defining our vision and strategy.
- Describe the future: where we are going. A clear picture painted in words. Based on values and realities .
- Current and future to create reality: Analyze the “gap” .
- The strategy: how to get to fulfil the vision.
- Communicate the vision , define the strategy, objectives and milestones .
- The strategic axes. Strategy in one page.
- Share and contrast strategy.
- How do we measure?
- Risks. Alternative pathways. Competition.
4. The value creation. Customer Value Proposition
- Define the value for our client. How are we going to meet?
- What will be our value proposition to the customer? Types of value propositions.
- Methodology for creating the value proposition.
- Life cycles of products or services.
- Analysis of portfolios. Mature markets and segments.
- Analysis of margins and profitability.
- Our positioning vs.. the value proposition .
- Consistency and follow-up. Forecasting horizons.
5. Forecasts: The best tool to compete. Sales forecasts, projections and resource needs.
- The best estimates are a competitive advantage.
- Companies working to make their increasingly reliable forecasts better meet the needs of your customers and gain greater margin.
- In an environment of change forecasts are more important.
- Forecasts are always wrong. How do we reduce the margin of error : Historical and filters. Statistics and trends. Simulations.
- Agree inputs. Check accuracy. Records and biases.
- Define responsibilities. Agree Inputs. Place premises.
- Collaborative Planning.
- Supply chain. Exceptional demand .
- Consensus forecast .
- Defining Performance Indicators and Improvement. Monitoring and action.
6. Capital, resources and organization. Tangible and intangible. Formal beginning.
- The formal beginning. Resources that we need. Assets: Tangible and intangible.
- The vocation of survival and growth.
- Requirements: People skills, experience, motivation. Resources. Initial Capital. Organization, values , leadership.
- The parties involved, “stakeholders”.
- The cost of resources and capital.
- Financial projections. The development of intangibles: human capital, structural capital and relational capital.
- The balance sheet and the hidden balance .
- Estimation of resources and funding.
7. Basic concepts in finances. Balance sheet, income statement and cash flow. Profitability. Funding. Costs.
- The financial balance or “balance sheet” : A still image to a date.
- Concepts: assets and liabilities, current , current or fixed assets. Inventories. Reserves. Liquidity and indexes.
- Operating account or results. Concepts: Direct and indirect costs. Margins. Amortization . Finance costs , provisions .
- EBIT and EBITDA. Gross and net profit.
- Cash flow or cash . Concepts . Projections of cash .
- Financial measures , ratios. ROCE.
8. ” Lean startup” . Find a business model instead of running a business model .
- Lean + startup = speed.
- Speed is the elimination of non-value tasks and iteration.
- Simultaneous activity of linked processes.
- Development cycles and learning cycles .
- Build, measure and learn. Iterate cycles . Persevere or pivot .
- Create a business model from the true minimum ( MVP ) .
- The “Canvas” Model as a facilitator of startup.
- Designing a business model.
9. Agile Innovation. Innovation and agility from the beginning.
- Innovation as a process. The process of “future” vs. the operating process .
- Agile processes and innovation. Integration. Kaizen and innovation. Barriers to innovation and agility .
- Create habits and innovative culture.
- The process of innovation and support.
- Exploration and generating ideas and opportunities. Concepts and prototypes. Selection and validation. Business filters.
- Reviews by phases. Ability to perform and generate profits. Ability to review and learn. Structured decision making .
- Appropriate tools and techniques.
- Surveillance technology and technology management .
- Portfolio Management. Cycles of products and platforms.
10. Design. What are the expectations of our clients? Extract customer expectations for quality design.
- The design and ease of design . Design according to expectations.
- Affinity diagrams. The explicit, expected and tacit. What is exciting or decisive?
- Design methodologies. Design skills: QFD (Quality Function Deployment) in the 70 ‘s. DFE Design for Excellence, for Assembly, for Manufacturing ( DFM ) CPK ‘s testability, for Service ( Serviceability ). Green design. User orientated design. Concurrent design.
- How to involve the client. Alliances and partnership projects.
- Assessment and measures.
11. The basic processes. The integrated and harmonic management.
- What is a process? Organization processes. Vision and values.
- Strategy applied to everyday life. What is the holistic management process ?
- How to integrate basic processes: Market and customers. Operations and supply chain. Innovation. Supporting processes.
- How to reduce stress? Integrated and harmonic processes. The plan continued .
- Skyline and Skyline plan decisions.
- Incorporate change and relevant information in decision -making.
- Integrate the intangibles. Education and training.
- The integrated management: an ongoing process with monthly review cycles.
12. Organisation. From the functional to a learning organisation.
- Organising the company. Transmission of values and creating habits. Best practices.
- Functional organization and division of labour. Organization by processes.
- Matrix organizations. Organization by projects.
- Concept of “Lean”. Simplifying processes. The “startup” and the lean startup.
- Working in teams. High performance teams .
- Organizational maturity. The learning organization
- Change and cultural change.