The Top Ten IPO Candidates For 2010
Posted using ShareThis
Postagens
Imperativo da Inovação
Há 7 anos
27 de dez. de 2009
24 de nov. de 2009
TEDx São Paulo
Confesso que estava um pouco travado para fazer um post sobre o TEDxSP. Isso se dava pois estou sem tempo de parar o tempo necessário para fazer um post a altura do que foi o evento. Sem dúvida uma das coisas mais interessantes que fiz esse ano. Foram umas 12 horas de evento e em nenhum minuto vi ninguém de saco cheio ou desanimado. A organização foi impecável e tudo deu certo.
Hoje recebi um e-mail da organização avisando que o primeiro vídeo está disponível. Escolheram uma das falas mais emocionantes, a do Guti Fraga, que contou a história da vida dele, que é uma vida que se confunde com a vida do Nós do Morro, projeto que ele desenvolve. Essa palestra fez grande parte do público chorar. Ótima escolha para começar a série.
Até a próxima!
Hoje recebi um e-mail da organização avisando que o primeiro vídeo está disponível. Escolheram uma das falas mais emocionantes, a do Guti Fraga, que contou a história da vida dele, que é uma vida que se confunde com a vida do Nós do Morro, projeto que ele desenvolve. Essa palestra fez grande parte do público chorar. Ótima escolha para começar a série.
TEDxSP 2009 - Guti Fraga, do Nós do Morro: arte, transformação e possibilidade. from TEDxSP on Vimeo.
Até a próxima!
7 de nov. de 2009
TED São Paulo no próximo sábado!
No próximo sábado vai acontecer o TEDx São Paulo que é uma edição organizada de forma independente do TED, evento fantástico do qual já postei algumas palestras aqui no labINOVE.As inscrições já estão encerradas e eu estarei lá. Certamente várias pessoas vão transmitir em tempo real o evento pelo twitter e acredito que os videos também estarão disponíveis após o evento. Se quiser saber quem vai falar, tem um perfil de cada um no site.
Já aproveito para colocar grande expectativa na palestra do Paulo Saldiva. Tive a oportunidade de conhecê-lo e interagir com ele duas vezes nas últimas semanas. Posso afirmar que as idéias e perspectivas não usuais (daquelas tão interessantes que são óbvias e 99,9% das pessoas nunca pensou antes) são fantásticas. Tenho certeza que será um ponto forte do evento!
Obviamente depois do evento farei um post, ou uma série deles, para espalhar as idéias!
Até a próxima!
20 de out. de 2009
7 dicas de como pensam os Venture Capitalists
Eu gosto bastante deste tipo de reportagem que saiu na Entrepreneur. É um bom mecanismo para aprender como estes pensam.
7 Tips to Score VC Cash
Venture capitalists tell us what it takes to win funding in this environment.
By Carol Tice
In the past year, the venture capital funding pipeline has gone from a gusher to more of a trickle. In the first half of 2009, just over 1,200 venture investment deals were made nationwide, involving about $6.8 billion, according to the quarterly PricewaterhouseCoopers/National Venture Capital Association MoneyTree report. That’s compared to more than 2,000 deals in the first half of 2008, worth $15.2 billion.
With less venture money flowing--and fewer entrepreneurs scoring cash--what’s it take to make the cut? We asked three venture-capital investors to name the key factors that get them excited about a young company. Alex Ferrara of Bessemer Venture Partners, Maneesh Sagar of CT Innovations and Jon Elton of Inovia Capital identify their gotta-have factors for a successful VC pitch.
One important question to ask before you begin pitching: Are you really ready?
Elton says many entrepreneurs don’t understand the implications of taking on venture investors. These investors will have an equity stake in your business, have representatives on your board and influence company direction. VC investment also tends to drive the company toward either a sale or initial public offering within five years or so, in order to give the investors a substantial return on their money.
“Remember that VC dollars are very expensive and come with very high expectations of growth and outcomes,” Elton says.
Bearing that in mind, here are the factors these VC investors look for.
An Experienced Team
In today’s tough economic climate, experience counts for a lot. Many VCs consider a successful track record with at least one previous startup essential. If you have a great idea but no entrepreneurial experience, consider recruiting an executive to your team who would lend you some startup credibility.
“I want to fund people who’ve done startups before,” says Sagar flatly. “I met some great guys in their 50s recently from Cisco and Oracle, but they’ve never done startups before. Maybe they have a great idea, but I don’t think they have the wherewithal to deal with startup issues.
“You’ve got to find office space, do marketing--20 things you’ve never done. You have to motivate everyone, sell, deliver, raise money and keep investors happy, all at the same time. They haven’t developed an entrepreneurial mind-set. Good judgment in business comes from experience. I want to see people who’ve already made their mistakes and struggled.”
Beyond having experience building a business, the team’s communication skills are critical, says Elton. “I’m investing in people, and if they can’t effectively communicate their message to us, they’ll have trouble with investors and potential customers. It’s going to hurt the company. I look for someone who can get me excited, who has an infectious enthusiasm for what they’re doing.”
A Problem-Solving Product or Service
Be clear about the problem your company solves, Elton says. Do you save customers money? Time? Be specific about why customers will switch from whatever they’re using now to your offering. VCs often refer to this as solving a “pain point” or difficulty in the marketplace.
“Often, people fall in love with their technology,” he says, “and don’t necessarily do a good job extrapolating that into a business-use case, or a real pain point. Technology for technology’s sake, in my experience, doesn’t necessarily win in a real-world setting.”
Sagar offers an example of a problem-solving company CT Innovations funded last December: Retail Optimization, based in New Haven, Connecticut. The company’s software helps retailers set their stock levels more accurately, eliminating costly overstocks and lost sales due to out-of-stocks. Using the company’s product both reduced losses and increased sales for customers, a double-win on ROI that made the company an attractive investment.
Assets
Sure, your company needs money. But what does your company offer an investor? Right now, venture capitalists are looking for companies with tangible assets of some kind. If not an existing product, patent, manufacturing process, piece of software or service with an established customer base, perhaps a proven, high-powered management team.
“We like to invest in companies that have some asset,” Ferrara says. “The company knows what their asset is and can properly describe it and create excitement around it. Most VCs don’t invest in companies that are just ideas.”
Customers
With the economy iffy, one of the most concrete signs of success you can offer VCs is a customer list. They’ll expect you to have at least a few major customers already signed up.
“We want to hear from happy customers,” Ferrara says. “We will call them. We need to know--are the dogs eating the dog food? Will customers renew? The only way to find that out is to understand the product and then call the customers.”
If you don’t have customers yet, scoring funding right now may be tough. Ferrara notes that technology advances have made it possible to launch many products on the cheap, particularly in tech fields--so you shouldn’t need funding just to create a product prototype.
“If someone says to me, ‘I want $5 million to build an application and market it and get some customers,’” he says, “I think, ‘Why haven’t they done it a cheaper way?’”
Metrics
VCs expect entrepreneurs to know the hard numbers of their business. “I like data versus adjectives,” Elton says. “When somebody says, ‘We’ve grown tremendously,’ I expect them to follow up with ‘Here’s our traffic data, here’s the customers we’ve signed up.’ You should have some objective metrics to illustrate your point.”
One of the most important figures to know: customer acquisition cost. How much does your company spend on marketing, on average, to bring in a new customer? This figure is needed, Ferrara notes, because venture capital funding commonly is used to acquire more customers. So be ready to tell investors how much your company could grow from their cash infusion.
Aside from your own company metrics, venture capitalists are keenly interested in how your product or service improves customers’ return on investment. “We’re spending a lot of time with companies with demonstrable return on investment for their customers,” says Ferrara. “They can show how the customer’s purchase creates efficiency.”
A Demo
Often, entrepreneurs blather on about how exciting their product or idea is when it would be more effective to simply demonstrate, Elton says. To extrapolate on an old saying, a demo can be worth a thousand words. And a dynamic demo beats a static PowerPoint slide any day.
“Jump into the demo,” he says, “rather than showing me a screen shot of something. I find that not very helpful.”
A Plan
It may seem surprising, but the VCs report many of the startup managers who pitch them can’t present a clear plan outlining what they would do with the money they’re seeking. It doesn’t inspire confidence when execs have only a fuzzy idea of how they would use more money to build their business.
“How many new customers would you get?” Ferrara asks. “You need to paint a really good picture that it might be a small company today, but with $5 million or $10 million put toward customer acquisition, it could be ramped into a substantial business.”
Business writer Carol Tice is a regular contributor to Entrepreneur, The Seattle Times and other major publications.
Até a próxima!
7 Tips to Score VC Cash
Venture capitalists tell us what it takes to win funding in this environment.
By Carol Tice
In the past year, the venture capital funding pipeline has gone from a gusher to more of a trickle. In the first half of 2009, just over 1,200 venture investment deals were made nationwide, involving about $6.8 billion, according to the quarterly PricewaterhouseCoopers/National Venture Capital Association MoneyTree report. That’s compared to more than 2,000 deals in the first half of 2008, worth $15.2 billion.
With less venture money flowing--and fewer entrepreneurs scoring cash--what’s it take to make the cut? We asked three venture-capital investors to name the key factors that get them excited about a young company. Alex Ferrara of Bessemer Venture Partners, Maneesh Sagar of CT Innovations and Jon Elton of Inovia Capital identify their gotta-have factors for a successful VC pitch.
One important question to ask before you begin pitching: Are you really ready?
Elton says many entrepreneurs don’t understand the implications of taking on venture investors. These investors will have an equity stake in your business, have representatives on your board and influence company direction. VC investment also tends to drive the company toward either a sale or initial public offering within five years or so, in order to give the investors a substantial return on their money.
“Remember that VC dollars are very expensive and come with very high expectations of growth and outcomes,” Elton says.
Bearing that in mind, here are the factors these VC investors look for.
An Experienced Team
In today’s tough economic climate, experience counts for a lot. Many VCs consider a successful track record with at least one previous startup essential. If you have a great idea but no entrepreneurial experience, consider recruiting an executive to your team who would lend you some startup credibility.
“I want to fund people who’ve done startups before,” says Sagar flatly. “I met some great guys in their 50s recently from Cisco and Oracle, but they’ve never done startups before. Maybe they have a great idea, but I don’t think they have the wherewithal to deal with startup issues.
“You’ve got to find office space, do marketing--20 things you’ve never done. You have to motivate everyone, sell, deliver, raise money and keep investors happy, all at the same time. They haven’t developed an entrepreneurial mind-set. Good judgment in business comes from experience. I want to see people who’ve already made their mistakes and struggled.”
Beyond having experience building a business, the team’s communication skills are critical, says Elton. “I’m investing in people, and if they can’t effectively communicate their message to us, they’ll have trouble with investors and potential customers. It’s going to hurt the company. I look for someone who can get me excited, who has an infectious enthusiasm for what they’re doing.”
A Problem-Solving Product or Service
Be clear about the problem your company solves, Elton says. Do you save customers money? Time? Be specific about why customers will switch from whatever they’re using now to your offering. VCs often refer to this as solving a “pain point” or difficulty in the marketplace.
“Often, people fall in love with their technology,” he says, “and don’t necessarily do a good job extrapolating that into a business-use case, or a real pain point. Technology for technology’s sake, in my experience, doesn’t necessarily win in a real-world setting.”
Sagar offers an example of a problem-solving company CT Innovations funded last December: Retail Optimization, based in New Haven, Connecticut. The company’s software helps retailers set their stock levels more accurately, eliminating costly overstocks and lost sales due to out-of-stocks. Using the company’s product both reduced losses and increased sales for customers, a double-win on ROI that made the company an attractive investment.
Assets
Sure, your company needs money. But what does your company offer an investor? Right now, venture capitalists are looking for companies with tangible assets of some kind. If not an existing product, patent, manufacturing process, piece of software or service with an established customer base, perhaps a proven, high-powered management team.
“We like to invest in companies that have some asset,” Ferrara says. “The company knows what their asset is and can properly describe it and create excitement around it. Most VCs don’t invest in companies that are just ideas.”
Customers
With the economy iffy, one of the most concrete signs of success you can offer VCs is a customer list. They’ll expect you to have at least a few major customers already signed up.
“We want to hear from happy customers,” Ferrara says. “We will call them. We need to know--are the dogs eating the dog food? Will customers renew? The only way to find that out is to understand the product and then call the customers.”
If you don’t have customers yet, scoring funding right now may be tough. Ferrara notes that technology advances have made it possible to launch many products on the cheap, particularly in tech fields--so you shouldn’t need funding just to create a product prototype.
“If someone says to me, ‘I want $5 million to build an application and market it and get some customers,’” he says, “I think, ‘Why haven’t they done it a cheaper way?’”
Metrics
VCs expect entrepreneurs to know the hard numbers of their business. “I like data versus adjectives,” Elton says. “When somebody says, ‘We’ve grown tremendously,’ I expect them to follow up with ‘Here’s our traffic data, here’s the customers we’ve signed up.’ You should have some objective metrics to illustrate your point.”
One of the most important figures to know: customer acquisition cost. How much does your company spend on marketing, on average, to bring in a new customer? This figure is needed, Ferrara notes, because venture capital funding commonly is used to acquire more customers. So be ready to tell investors how much your company could grow from their cash infusion.
Aside from your own company metrics, venture capitalists are keenly interested in how your product or service improves customers’ return on investment. “We’re spending a lot of time with companies with demonstrable return on investment for their customers,” says Ferrara. “They can show how the customer’s purchase creates efficiency.”
A Demo
Often, entrepreneurs blather on about how exciting their product or idea is when it would be more effective to simply demonstrate, Elton says. To extrapolate on an old saying, a demo can be worth a thousand words. And a dynamic demo beats a static PowerPoint slide any day.
“Jump into the demo,” he says, “rather than showing me a screen shot of something. I find that not very helpful.”
A Plan
It may seem surprising, but the VCs report many of the startup managers who pitch them can’t present a clear plan outlining what they would do with the money they’re seeking. It doesn’t inspire confidence when execs have only a fuzzy idea of how they would use more money to build their business.
“How many new customers would you get?” Ferrara asks. “You need to paint a really good picture that it might be a small company today, but with $5 million or $10 million put toward customer acquisition, it could be ramped into a substantial business.”
Business writer Carol Tice is a regular contributor to Entrepreneur, The Seattle Times and other major publications.
Até a próxima!
30 de set. de 2009
World's Best Presentation Contest 2009
Não preciso nem comentar... as três apresentações que seguem foram as vencedoras do World's Best Presentation Contest promovido pelo slideshare.
O vencedor foi o Dan Roam, aquele que escreveu o livro "the back of the napkin", com uma apresentação sobre healthcare.
O segundo...
e o terceiro...
As apresentações falam por si...
Até a próxima!
O vencedor foi o Dan Roam, aquele que escreveu o livro "the back of the napkin", com uma apresentação sobre healthcare.
O segundo...
Sheltering Wings
View more presentations from Sarah Cullem.
e o terceiro...
Feels Bad On The Back
View more documents from mohamad faried.
As apresentações falam por si...
Até a próxima!
27 de set. de 2009
Empreendedorismo é para você?
Perguntinhas básicas para quem pensa em iniciar um próprio negócio. É de um artigo no The Wall Street Journal.
How to decide if entrepreneurship is right for you
by Colleen DeBaise
Adapted from the upcoming book THE WALL STREET JOURNAL COMPLETE SMALL BUSINESS GUIDEBOOK (Three Rivers Press, Dec. 29, 2009).
How to decide if entrepreneurship is right for you
by Colleen DeBaise
Adapted from the upcoming book THE WALL STREET JOURNAL COMPLETE SMALL BUSINESS GUIDEBOOK (Three Rivers Press, Dec. 29, 2009).
Starting a business is a lot like becoming a parent. Not only do you have to prepare for your start-up emotionally and financially, but you have to be committed to its constant needs until it's mature enough to hum along on its own. And even then (much like a child) it will always need you in some capacity, no matter how old it gets.
Here are five questions to ask before you start your own business:
1. Am I passionate about my product or service?
Let's face it: the start-up phase is stressful. You will find yourself questioning whether you've made the right decision, especially when the hours are long and the initial profits (if any) are lean. As the business owner, you're also chief salesperson for your company. Your enthusiasm for your product or service— whether it's hand-knit sweaters or top-notch tax preparation— is often the difference that hooks customers, lands deals and attracts investors. It's unwise to start down the path of entrepreneurship unless you've got a zeal that will get you through rough patches and keep you interested long after the initial enthusiasm has faded.
2. What is my tolerance for risk?
Whether it's quitting your day job or signing a lease on a new space, nothing about starting a business is for the faint of heart. Just ask Ina Garten, who bought a specialty-foods store called The Barefoot Contessa in East Hampton, New York, in 1978 and has since branched out into cookbooks, television and a line of products. Garten tells aspiring entrepreneurs that you have to "be willing to jump off the cliff and figure out how to fly on the way down." Even with enough passion to launch a thousand ventures, you could find any number of circumstances hastening your failure: a location that turns out to be less than ideal, a problem with city or state zoning boards or a kink in the supply chain that can't easily be ironed out. There's no guarantee of success, or even a steady paycheck. If you're risk-averse, entrepreneurship probably isn't the right path for you.
3. Am I good at making decisions?
No one else is going to make them for you when you own your own business. Consider how you might handle these early decisions: Do I work from home or do I lease office space? Do I hire employees? Do I pursue high-end clients or sell to the masses? Do I incorporate? Do I advertise? Do I borrow money from friends or family? Do I use my entire savings? Keep in mind that the decision-making process only gets more complicated as time goes on, once you have employees or clients depending on you. The choices you make can lead to success or downfall, so you must feel confident in your ability to make the right call.
4. Am I willing to take on numerous responsibilities?
While a corporate employee focuses on a special skill or role within the larger corporation, a business owner must contribute everything to the business. Solo entrepreneurs in particular must be versatile and play a number of roles, from chief salesperson and bookkeeper to head marketer and bill collector. If juggling many roles doesn't suit you, entrepreneurship probably won't, either. The recent economic downturn has made it more important than ever for business owners to have a good working knowledge of their companies' finances. While you will undoubtedly learn much on this topic from getting your hands dirty, the more knowledge you have in advance, the better prepared you'll be.
5. Will I be able to avoid burnout?
Working seven days a week, losing touch with friends, abandoning old hobbies and interests and not making time for loved ones can quickly lead to burnout in the midst of starting up— and ultimately to business failure. That's what happened to James Zimbardi, an entrepreneur in Orlando, Florida, who says he didn't know any better when he started his first company in 1997 and worked as hard as possible, for as long as possible, until his creativity, enthusiasm and energy were sapped. By 2002, he was a broken man— the business took a downturn, and so did his personal life. Now Zimbardi is at work on his second company, Allgen Financial Services, and sticking to better habits to maintain work/life balance, such as not working on Sundays, making time for hobbies such as sailing and salsa dancing, and building close ties with other business owners through a faith-based support network.
Take some time to mull over these questions, do some soul-searching, and then if you think you have what it takes, go for it.
Write to Colleen DeBaise at colleen.debaise@wsj.com
Até a próxima!
Here are five questions to ask before you start your own business:
1. Am I passionate about my product or service?
Let's face it: the start-up phase is stressful. You will find yourself questioning whether you've made the right decision, especially when the hours are long and the initial profits (if any) are lean. As the business owner, you're also chief salesperson for your company. Your enthusiasm for your product or service— whether it's hand-knit sweaters or top-notch tax preparation— is often the difference that hooks customers, lands deals and attracts investors. It's unwise to start down the path of entrepreneurship unless you've got a zeal that will get you through rough patches and keep you interested long after the initial enthusiasm has faded.
2. What is my tolerance for risk?
Whether it's quitting your day job or signing a lease on a new space, nothing about starting a business is for the faint of heart. Just ask Ina Garten, who bought a specialty-foods store called The Barefoot Contessa in East Hampton, New York, in 1978 and has since branched out into cookbooks, television and a line of products. Garten tells aspiring entrepreneurs that you have to "be willing to jump off the cliff and figure out how to fly on the way down." Even with enough passion to launch a thousand ventures, you could find any number of circumstances hastening your failure: a location that turns out to be less than ideal, a problem with city or state zoning boards or a kink in the supply chain that can't easily be ironed out. There's no guarantee of success, or even a steady paycheck. If you're risk-averse, entrepreneurship probably isn't the right path for you.
3. Am I good at making decisions?
No one else is going to make them for you when you own your own business. Consider how you might handle these early decisions: Do I work from home or do I lease office space? Do I hire employees? Do I pursue high-end clients or sell to the masses? Do I incorporate? Do I advertise? Do I borrow money from friends or family? Do I use my entire savings? Keep in mind that the decision-making process only gets more complicated as time goes on, once you have employees or clients depending on you. The choices you make can lead to success or downfall, so you must feel confident in your ability to make the right call.
4. Am I willing to take on numerous responsibilities?
While a corporate employee focuses on a special skill or role within the larger corporation, a business owner must contribute everything to the business. Solo entrepreneurs in particular must be versatile and play a number of roles, from chief salesperson and bookkeeper to head marketer and bill collector. If juggling many roles doesn't suit you, entrepreneurship probably won't, either. The recent economic downturn has made it more important than ever for business owners to have a good working knowledge of their companies' finances. While you will undoubtedly learn much on this topic from getting your hands dirty, the more knowledge you have in advance, the better prepared you'll be.
5. Will I be able to avoid burnout?
Working seven days a week, losing touch with friends, abandoning old hobbies and interests and not making time for loved ones can quickly lead to burnout in the midst of starting up— and ultimately to business failure. That's what happened to James Zimbardi, an entrepreneur in Orlando, Florida, who says he didn't know any better when he started his first company in 1997 and worked as hard as possible, for as long as possible, until his creativity, enthusiasm and energy were sapped. By 2002, he was a broken man— the business took a downturn, and so did his personal life. Now Zimbardi is at work on his second company, Allgen Financial Services, and sticking to better habits to maintain work/life balance, such as not working on Sundays, making time for hobbies such as sailing and salsa dancing, and building close ties with other business owners through a faith-based support network.
Take some time to mull over these questions, do some soul-searching, and then if you think you have what it takes, go for it.
Write to Colleen DeBaise at colleen.debaise@wsj.com
Até a próxima!
6 de set. de 2009
Colaboração e música!
Nas últimas semanas tenho me deparado com diversas iniciativas muito interessantes relacionadas a música e colaboração. Trago neste post duas iniciativas muito interessantes. A primeira, "Playing for Change", é um movimento que começou com um ideal, usar a música para unir os homens em uma única raça humana. Os músicos que cantam no vídeo nunca se conheceram... abaixo um vídeo com o idealizador do projeto explicando o que é o playing for change e em seguida mais dois vídeos com músicas.
A segunda é de um cara chamado Kutiman que a partir de diversos vídeos no youtube, faz uma mixagem e gera um novo vídeo com uma música muito interessante. Diferentemente do playing for change, onde todos os músicos cantam a mesma letra, aqui o cara simplesmente pega qualquer vídeo, sem nenhuma relação ou coordenação prévia e monta uma música nova. É muito impressionante! Para quem quiser ver os vídeos originais que ele usou para a composição, basta ir no site dele.
Ele já lançou um CD e se vocês procurarem no youtube vão achar vários vídeos dele.
Abaixo segue o primeiro.
Ele já lançou um CD e se vocês procurarem no youtube vão achar vários vídeos dele.
Abaixo segue o primeiro.
Até a próxima!
7 de jul. de 2009
Word cloud from my twitter!
24 de jun. de 2009
The Future of Innovation!
Já postei aqui no labINOVE informações sobre uma iniciativa internacional que tem como objetivo a produção de um livro que agregue diversas visões de especialistas sobre o que será o futuro da inovação. Fomos convidados a dar nossa visão e além disso demos um apoio na coleta e organização das contribuições brasileiras. O livro ainda não está pronto, mas já está no ar o
site, que tem todas as contribuições.
Eu já postei isso aqui, mas para quem quiser ver o que eu escrevi, basta seguir este link.
Até a próxima!
site, que tem todas as contribuições.
Eu já postei isso aqui, mas para quem quiser ver o que eu escrevi, basta seguir este link.
15 de jun. de 2009
Ótima apresentação sobre redes sociais!
Esta apresentação é ótima tanto para explicar o que é uma rede social e o seu poder de transformação, quanto pelo design utilizado. Muito bem feita e muito agradável de se assistir.
What The F**K is Social Media?
View more Microsoft Word documents from Marta Kagan.
Até a próxima!
6 de jun. de 2009
Bons livros
Essa semana li dois livros muito bons. O primeiro é o livro do Christensen sobre Health Care, "The Innovator's Prescription: A Disruptive Solution for Health Care". O livro é fantástico e cheio de idéias. Fiquei um tempão lendo pois a cada capítulo eu fazia várias buscas na internet, visitava vários sites e escrevia um monte de idéias em meu caderno. Outro ponto muito interessante é que apesar de parecer um livro específico para um determinado setor, os insights podem ser facilmente transportados para outras situações e temáticas. Constatei isso não apenas neste livro, mas também no livro anterior sobre educação.Vale também destacar que a discussão de tipologia de modelos de negócio, que já havia sido introduzida no livro sobre educação, nitidamente evoluiu muito neste livro e é uma das principais bases de toda a argumentação do livro.
Recomendo fortemente a leitura!
Outro livro que li essa semana foi o livro novo da Rita Gunther McGrath e do Ian C. Macmillan Discovery- Driven Growth: A Breakthrough Process to Reduce Risk and Seize Opportunity. Eu já gostava bastante do artigo original de 1995, "Discovery Driven Planning", e achei o livro bem interessante. Com um modelo bem simples de ler e entender, eles apresentam um toolkit de como aplicar esta lógica não só em um iniciativa individual, mas em todo o protfólio de crescimento da empresa. As idéias, como as do artigo original, são muito boas para lidar com ambientes de alta incerteza, onde o aprendizado é o ponto chave de evolução. Também recomendo que todos olhem esse livro!
Até a próxima!
3 de jun. de 2009
Outra grande palestra do TED!
Outra palestra incrível do TED. Muito bacana a transição do papo de serviços para a idéia de experiência. Ok, um monte de gente já fala disso, mas tem uma mensagem muito importante e sutil em que pela primeira vez a centralidade de toda a lógica não está mais na empresa e passa a estar efetivamente no cliente.
Para quem gostar de um papo mais cabeça, isso me lembra uma conversa que tive com o Meirelles (Prof. da UFRJ) sobre um livro do Darcy Ribeiro, "O Processo Civilizatório", e uma das idéias que o Meira me colocou foi que pela primeira vez estamos passando por um processo civilizatório em que o problema não está mais na produção, mas no consumo. Mas tem muita coisa a ser discutida sobre isso...
Esse é um tipo de assunto que eu adoro... evolução das civilizações e evolução das organizações... certamente é o assunto que eu vou querer estudar quando tirar um período sabático.
Até a próxima!
27 de mai. de 2009
Percebendo Oportunidades!
Algumas pessoas que viram estes slides, me pediram que fosse disponibilizado aqui. Utilizei originalmente em uma palestra no Encontro Fluminense de Empresários Juniores que aconteceu no Rio de Janeiro nos dias 28, 29, 30 e 31 de março de 2009. O tema do evento era "A transformação do universitário em empreendedor" e o título da minha palestra era "inovação: novos modelos e tendências".
Eu tinha que terminar motivando o pessoal de alguma maneira e optei por usar estes slides.
Eu tinha que terminar motivando o pessoal de alguma maneira e optei por usar estes slides.
13 de mai. de 2009
Sabedoria prática!
Esse vídeo é fantástico. Isso dá uma discussão muito interessante da importância das pessoas para a inovação e execução do negócio no dia a dia. Como fazer isso? Esse é o desafio!
Até a próxima!
10 de mai. de 2009
Lançamento do livro Gestão de Processos em São Paulo e no Rio de Janeiro
Nos dias 15 e 21 de maio ocorrerá o lançamento do livro Gestão de Processos, escrito por mim, Rafael Paim, Vinicius Cardoso e Heitor Caulliraux. No dia 15 será o lançamento em São Paulo, na Livraria Cultura e no dia 21 será aqui no Rio, na Livraria da Travessa. Abaixo os convites para os dois eventos. Esperamos que todos compareçam!
Até a próxima!
Até a próxima!
2 de mai. de 2009
Índice da atividade empreendedora nos EUA
Reproduzo abaixo uma reportagem que saiu em um dos blogs do The Wall Street Journal que mostra os resultados de um estudo sobre o start-ups fundados em 2008 nos EUA. Um ponto interessante é que o número de start-ups cresceu com a piora da economia em 2008, mas que estes novos empreendimentos mudaram de perfil, tendo ocorrido uma redução do número de empresas de alta tecnologia e serviços de maior agregado. O estudo foi realizado pela Ewing Marion Kauffman Foundation e o relatório "Kauffman Index of Entrepreneurial Activity 1996-2008" pode ser baixado gratuitamente do site deles.
Entrepreneurial Activity Climbed As Economy Worsened in 2008
Last year’s deepening recession churned out more entrepreneurs, but not necessarily ones who will produce high levels of income, according to a new report.
The Kauffman Foundation today released its annual “Index of Entrepreneurial Activity,” a comprehensive report that tracks U.S. entrepreneurship rates and trends. It shows entrepreneurship rates rose to .32% in 2008 – meaning that an average of 32 of every 100,000 Americans started new ventures each month. That’s a slight increase over 2007’s 0.3% rate–and the highest rate since Kauffman started tracking new business formation rates in 1996.
An interesting revelation in the new data is that the percentage of new entrepreneurs starting businesses deemed as having “high income potential”—such as accounting, real estate or high-tech firms –decreased slightly last year, while those with low- or medium-income-producing potential rose. That suggests that more people are turning to entrepreneurship out of necessity in today’s bad economy, meaning they have limited job opportunities and start businesses to generate income rather than to chase a hot opportunity. In recessions, the numbers of “necessity entrepreneurs” tend to rise given lagging job markets.
“The total business creation rate increased over the past year, but this masks diverging underlying trends,” said the report’s author, Robert Fairlie, a University of California - Santa Cruz economics professor. “Entrepreneurship rates increased only for low-income types of businesses and not for high-income types, which may be early signs of how the recession is impacting firm formation. The continuing effects of the recession on business creation are important because entrepreneurs contribute to economic growth, innovation and job creation in the United States.”
The construction industry, which was among those that shed the most jobs last year given the sector’s woes, saw the highest level of entrepreneurial activity, the report said. The services industry saw the second highest number of new entrepreneurs.
The report also explores the educational achievement and demographics of new entrepreneurs and finds that immigrants continue to form new businesses at significantly higher rates than the U.S.-born. Latinos showed the biggest increase in entrepreneurship rates of any racial group, a trend that started in 2005. By contrast, African Americans’ business creation rate fell slightly in 2008.
Entrepreneurship among both men and women continued to increase, though women’s entrepreneurship levels returned to their 2005 levels of 0.24% after declining the past few years. Men continue to have a much higher entrepreneurial rate – 0.42% — than women.
Older adults surveyed, ages 55 to 64, saw the biggest increase in new entrepreneurship rates in 2008, climbing to 0.36% from 0.31% in 2007.
Another interesting finding: Americans who never graduated from high school were far more likely to start new businesses in 2008, compared with those with a college degree. Business formation rates for those without high-school diplomas rose to 0.48% from 0.42%, while they dropped to 0.30% from 0.31% for college graduates.
Overall, Kauffman’s data suggests the recession is helping spur entrepreneurship, but not necessarily for the best reasons. Necessity entrepreneurs often face an uphill battle, since they don’t always have the financial resources and risk tolerance or innate entrepreneurial drive of self-selected “opportunity” entrepreneurs. Still, some of the best ideas can be bred out of necessity.
Given that the economy only really started to nosedive in late 2008, next year’s Kauffman index should be even more interesting.
Readers, ever started a business out of necessity? Do you expect entrepreneurship rates will continue to climb this year?
Até a próxima!
Entrepreneurial Activity Climbed As Economy Worsened in 2008
Last year’s deepening recession churned out more entrepreneurs, but not necessarily ones who will produce high levels of income, according to a new report.
The Kauffman Foundation today released its annual “Index of Entrepreneurial Activity,” a comprehensive report that tracks U.S. entrepreneurship rates and trends. It shows entrepreneurship rates rose to .32% in 2008 – meaning that an average of 32 of every 100,000 Americans started new ventures each month. That’s a slight increase over 2007’s 0.3% rate–and the highest rate since Kauffman started tracking new business formation rates in 1996.
An interesting revelation in the new data is that the percentage of new entrepreneurs starting businesses deemed as having “high income potential”—such as accounting, real estate or high-tech firms –decreased slightly last year, while those with low- or medium-income-producing potential rose. That suggests that more people are turning to entrepreneurship out of necessity in today’s bad economy, meaning they have limited job opportunities and start businesses to generate income rather than to chase a hot opportunity. In recessions, the numbers of “necessity entrepreneurs” tend to rise given lagging job markets.
“The total business creation rate increased over the past year, but this masks diverging underlying trends,” said the report’s author, Robert Fairlie, a University of California - Santa Cruz economics professor. “Entrepreneurship rates increased only for low-income types of businesses and not for high-income types, which may be early signs of how the recession is impacting firm formation. The continuing effects of the recession on business creation are important because entrepreneurs contribute to economic growth, innovation and job creation in the United States.”
The construction industry, which was among those that shed the most jobs last year given the sector’s woes, saw the highest level of entrepreneurial activity, the report said. The services industry saw the second highest number of new entrepreneurs.
The report also explores the educational achievement and demographics of new entrepreneurs and finds that immigrants continue to form new businesses at significantly higher rates than the U.S.-born. Latinos showed the biggest increase in entrepreneurship rates of any racial group, a trend that started in 2005. By contrast, African Americans’ business creation rate fell slightly in 2008.
Entrepreneurship among both men and women continued to increase, though women’s entrepreneurship levels returned to their 2005 levels of 0.24% after declining the past few years. Men continue to have a much higher entrepreneurial rate – 0.42% — than women.
Older adults surveyed, ages 55 to 64, saw the biggest increase in new entrepreneurship rates in 2008, climbing to 0.36% from 0.31% in 2007.
Another interesting finding: Americans who never graduated from high school were far more likely to start new businesses in 2008, compared with those with a college degree. Business formation rates for those without high-school diplomas rose to 0.48% from 0.42%, while they dropped to 0.30% from 0.31% for college graduates.
Overall, Kauffman’s data suggests the recession is helping spur entrepreneurship, but not necessarily for the best reasons. Necessity entrepreneurs often face an uphill battle, since they don’t always have the financial resources and risk tolerance or innate entrepreneurial drive of self-selected “opportunity” entrepreneurs. Still, some of the best ideas can be bred out of necessity.
Given that the economy only really started to nosedive in late 2008, next year’s Kauffman index should be even more interesting.
Readers, ever started a business out of necessity? Do you expect entrepreneurship rates will continue to climb this year?
Até a próxima!
24 de abr. de 2009
Livro sobre a cadeia de telecom no Rio de Janeiro!
Por um grande furo meu, não divulguei o lançamento do livro aqui no labINOVE. O livro é resultado de um estudo sobre a estrutura e as dinâmicas que estão ocorrendo no setor, com foco especial no estado do Rio de Janeiro. Obviamente a questão da inovação é central nesta dinâmica e eu escrevi o capítulo sobre o tema.
Aproveito para fazer um post tardio, mas já inserindo uma das fotos do evento e logo após o convite para o evento.
Aproveito para fazer um post tardio, mas já inserindo uma das fotos do evento e logo após o convite para o evento.
André Ribeiro, Renato Cameira, Adriano, Heitor, Eliza, Armando, Ana Paula e Rafael Clemente
Quem quiser mais informações, vale olhar a página do Grupo de Produção Integrada ou entrar em contato com o Renato Cameira, que foi o grande responsável por fazer a obra sair.
Até a próxima!
4 de abr. de 2009
Um escritório para estimular a criatividade!
Ultimamente tenho estudado bastante sobre design de apresentações e visual thinking, coisas que eu acho fundamental para qualquer pessoa. Não só aquelas que trabalham com coisas criativas, mas também aquelas que precisam apresentar idéias e garantir que estas sejam realmente absorvidas. Um dos blogs que comecei a seguir foi o da Nancy Duarte, da Duarte Design, uma empresa especializada em design de apresentações. O trabalho deles é fantástico, mas vou deixar isso para outro post. Ela postou um video em que apresenta o QG da Duarte Design e o lugar é espetacular. Um dia terei um escritório que nem esse.
Até a próxima!
30 de mar. de 2009
Este vídeo me foi enviado por e-mail pelo Pedro, @pedroteixeira, um dos sócios da Intelie. O áudio no início não está muito bom, mas depois melhora.
Algumas idéias são muito importantes. A primeira é a do "FUCK THE REAL WORLD", ou seja, o mundo está cheio de pessimistas que o tempo todo vão te falar que no "mundo real" a sua idéia não é viável, que ninguem se interessará por isso etc.. Esta será exatamente a diferença entre você e essas pessoas que vão passar a vida toda sem realizar nada realmente inovador. Isso me lembra uma frase que eu adorei mas não lembro mais onde li e nem de quem é..
Algumas idéias são muito importantes. A primeira é a do "FUCK THE REAL WORLD", ou seja, o mundo está cheio de pessimistas que o tempo todo vão te falar que no "mundo real" a sua idéia não é viável, que ninguem se interessará por isso etc.. Esta será exatamente a diferença entre você e essas pessoas que vão passar a vida toda sem realizar nada realmente inovador. Isso me lembra uma frase que eu adorei mas não lembro mais onde li e nem de quem é..
"Devil advocates are abundant. Problem solvers are scarce."
A segunda grande lição é que a idéia, o plano de negócio, o roadmap e todos estes instrumentos iniciais não são NADA perto da EXECUÇÃO. A persistência e capacidade de adptação é que vão determinar o sucesso do seu negócio. Não existe caminho fácil, existe SIM é muito esforço e trabalho por trás de um empreendimento de sucesso!
David Heinemeier Hansson - FOWA Dublin 2009 from Carsonified on Vimeo.
Eu gostei bastante do vídeo!
Até a próxima!
David Heinemeier Hansson - FOWA Dublin 2009 from Carsonified on Vimeo.
Eu gostei bastante do vídeo!
Até a próxima!
21 de mar. de 2009
Isto é empreendedorismo!
Vou me permitir um post um pouco mais descontraído, até porque essa é uma linha que quero passar a seguir aqui no labINOVE.
Recebi a foto abaixo em um e-mail enviado pelo Armindo e achei simplesmente genial. Vou passar a adotar isso em palestras sobre empreendedorismo... isso é que é exemplo de identificar uma oportunidade e efetivamente se aproveitar disso. A imagem é auto-explicativa, mas... o brilhante empreendedor colocou uma barraquinha sobre um ralo e cobrou R$0,50 pelo xixi. Reparem a fila que se formou!!
Recebi a foto abaixo em um e-mail enviado pelo Armindo e achei simplesmente genial. Vou passar a adotar isso em palestras sobre empreendedorismo... isso é que é exemplo de identificar uma oportunidade e efetivamente se aproveitar disso. A imagem é auto-explicativa, mas... o brilhante empreendedor colocou uma barraquinha sobre um ralo e cobrou R$0,50 pelo xixi. Reparem a fila que se formou!!
Até a próxima!
19 de mar. de 2009
Twitter e modelos de negócio
Artigo interessante sobre a lógica de modelo de negócios de primeiro criar uma rede de usuários muito grande e depois pensar em como monetizar o negócio. O foco da discussão está, obviamente no twitter, o fenômeno da vez, mas vale para casos de aquisições como o youtube. O link leva a reportagem no New York Times e não esqueçam de olhar os comentários. Ainda nesta mesma discussão, ontem li também algumas coisas (neste ponto o iPhone mudou minha vida. Não existe mais tempo inútil com a quantidade de feeds rss e tweets que eu recebo) que passam por esta mesma discussão. A primeira é a entrevista do Chris Anderson (Editor-in-Chief da Wired) pelo Guy Kawasaki (Venture Captalist, que tenho acompanhado no twitter) na palestra de fechamento do SXSWi'09. Muito interessantes as perguntas feitas pelo Guy e um pouco frouxas as respostas do Chris, mas é uma ótima leitura. O smartblog publicou parte da entrevista e o guardian publicou outra parte, vale a pena a leitura.
Ultimamente nenho postado com menor frequência aqui no labINOVE, mas para quem já é usuário, pode acompanhar meus tweets em www.twitter.com/rafclem.
Até a próxima!
Ultimamente nenho postado com menor frequência aqui no labINOVE, mas para quem já é usuário, pode acompanhar meus tweets em www.twitter.com/rafclem.
Até a próxima!
9 de mar. de 2009
Droga para se tornar empreendedor ?
Hoje recebi uma mensagem via twitter que me chamou muita atenção. Diga-se de passagem o twitter já merece há algum tempo um post aqui no labINOVE, mas isso vai ficar para depois (enquanto isso para quem quiser saber o que ando postando lá é só seguir).
Pesquisadores estão trabalhando em uma droga que aumente a sua capacidade cognitiva e sua propensão a tomar riscos ao tomar decisões, características que são muito peculiares aos empreendedores.
Impressionante, não?
Brain-boosting drugs: 'Entrepreneur' pill
Better business ... through chemistry?
By Jessica Bruder
Last Updated: March 5, 2009: 4:35 PM ET
(Fortune Small Business) -- So you want to be an entrepreneur? Today the first step is a solid business plan. Tomorrow it could be a bottle of pills. Cambridge University scientists made headlines last November by suggesting that an "entrepreneur drug" might someday replicate the brain chemistry seen in successful small business owners. Fortune Small Business checked in with Barbara Sahakian, Ph.D., who led the research, to hear her vision of the future.
Q: What could drugs do for small business owners?
Answer: We have some evidence that two areas could be affected by cognition-enhancing drugs: risky behavior in a decision-making context and cognitive flexibility.
Entrepreneurs must be able to tolerate risk. At some stage you have to take that little leap of faith and say, "This is going to work, and I'm doing this." And cognitive flexibility is important because an entrepreneur has to solve problems, and sometimes your first idea for a solution doesn't work.
Q: What about aspiring entrepreneurs?
Answer: Could you change a manager and make him more like an entrepreneur by enhancing his cognitive flexibility? That might be possible. Obviously you would have to be careful about stimulating risk-taking behavior.
Q: What would it take to make an entrepreneur pill widely available?
Answer: It would be very helpful if the regulatory bodies allowed the pharmaceutical industry to market cognition-enhancing drugs, provided that clinical trials demonstrate their long-term safety and efficacy in healthy adults.
Especially in this economy, any nation stands to gain by encouraging successful entrepreneurship. Because of the global economy, the whole world could be improved. I think it's really exciting.
Até a próxima!
Pesquisadores estão trabalhando em uma droga que aumente a sua capacidade cognitiva e sua propensão a tomar riscos ao tomar decisões, características que são muito peculiares aos empreendedores.
Impressionante, não?
Brain-boosting drugs: 'Entrepreneur' pill
Better business ... through chemistry?
By Jessica Bruder
Last Updated: March 5, 2009: 4:35 PM ET
(Fortune Small Business) -- So you want to be an entrepreneur? Today the first step is a solid business plan. Tomorrow it could be a bottle of pills. Cambridge University scientists made headlines last November by suggesting that an "entrepreneur drug" might someday replicate the brain chemistry seen in successful small business owners. Fortune Small Business checked in with Barbara Sahakian, Ph.D., who led the research, to hear her vision of the future.
Q: What could drugs do for small business owners?
Answer: We have some evidence that two areas could be affected by cognition-enhancing drugs: risky behavior in a decision-making context and cognitive flexibility.
Entrepreneurs must be able to tolerate risk. At some stage you have to take that little leap of faith and say, "This is going to work, and I'm doing this." And cognitive flexibility is important because an entrepreneur has to solve problems, and sometimes your first idea for a solution doesn't work.
Q: What about aspiring entrepreneurs?
Answer: Could you change a manager and make him more like an entrepreneur by enhancing his cognitive flexibility? That might be possible. Obviously you would have to be careful about stimulating risk-taking behavior.
Q: What would it take to make an entrepreneur pill widely available?
Answer: It would be very helpful if the regulatory bodies allowed the pharmaceutical industry to market cognition-enhancing drugs, provided that clinical trials demonstrate their long-term safety and efficacy in healthy adults.
Especially in this economy, any nation stands to gain by encouraging successful entrepreneurship. Because of the global economy, the whole world could be improved. I think it's really exciting.
Até a próxima!
4 de mar. de 2009
Algumas ECO-tendências pelo trendwatching.com
Fantástico este briefing que recebi na newsletter do trendwaching.com. Queria poder ficar horas explorando cada link para cada um dos produtos que ele apresenta. No fim de semana que se aproxima vou tentar tirar um tempinho. Recomento a todos que leiam o briefing
ou faça o dowload do pdf, mas evite imprimir!!
Nos próximos posts vou comentar um pouco dos produtos que são mostrados no texto.
ou faça o dowload do pdf, mas evite imprimir!!
Nos próximos posts vou comentar um pouco dos produtos que são mostrados no texto.
Até a próxima!
6 de fev. de 2009
Atualizações sobre a iniciativa - Future of Innovation
Vou divulgar aqui no LabINOVE a última atualização sobre a iniciativa Future of Innovation. Está ficando bem interessante o "pacote" que será criado e a comunidade que se formará ao redor disso. Vamos ver se dá certo.
Abaixo o último e-mail enviado pela Anna.
Até a próxima!
Dear all,
We are here with the next update on the Future of Innovation: the book, the website, the community..
Firstly, we would like to thank you all for your interest, support, understanding, care, patience, courage, enthusiasm, believe, trust, collaboration, and the open heart. Are you aware that you are pretty tough, as well? We received nearly 350 contributions from 57 countries and it was quite a challenge to read, re-read, review, re-review, structure, re-structure, before the vision of the book finally emerged. You made us think with and about your thinking on the Future of Innovation!!!
This is a letter of congratulations to ALL of us, we did a great thing we started the global thinking on the Future of Innovation!!! All contributions are unique and full of vigour, sense, essence, novelty, and, of course, a bit of your heart you shared!
We remember our promise to stick to the general rules of editorial events of the call for papers, selection, notification of acceptance, etc. But now we realise we should choose a different way. Please read a passage from the Introduction to our Book to understand what we mean.
“When we started reading through the contributions we were awed. Awed about the thoughtfulness and honesty, and the level and depth of insights people shared, at the passion and desire to contribute, to this book, towards the future, towards change. Not just any change but change for a better world, change towards a better future. It was also the belief that it is in our hands to create that better future that warmed our hearts and gave us hope. Particularly in times where every news brings announcements of more redundancies, a well established reaction to crisis, and, in our view, not a particularly effective one as it demotivates even those left behind, and fundamentally disabilitates the ability to innovate.
There would have been many ways to structure the book and to organise a flow. When we received the more than 350 contributions, we were happy and… overwhelmed. Having had a first glance through the contributions we felt ourselves faced with a complicated and intriguing jigsaw puzzle, a picture that had been cut up into strangely shaped pieces. It was our challenge to find a way to put the pieces back together again into a whole. Depending on how we were going to put those pieces together the resulting picture would be different. Then, after re-reading, discussing, speculating, we came to realize that the future of innovation contributions were like three-dimensional scenes, like those pictures full of random dots, known as ‘autostereograms’. Autostereograms are 3D scenes at which you have to look for some considerable time and with concentrate before the hidden picture starts to emerge. What a challenging, thoroughly pleasurable task it has been to see the whole scene of the future of innovation in random statements! Once we had “decoded” it, we decided to tell a story, to take you on a journey, to surround you with contributions on its necessity, its power, and its beauty”.
This is a small part of the Introduction. We set our hearts that you have to read the whole book and decode the Future of Innovation together with us. We want to give you that pleasure of discovering. Read this book to find consolation, read this book to find inspiration, and read this book to find out how you can embrace innovation to help shape a wonderful, exciting and worthwhile future. And we don’t want to spoil the wonderful journey with the selected/not-selected rules of the present state-of-the-art in editorship.
You see, having read all your 350 contributions, we already touched the future and we think differently, apart from the pre-reading outlook. Your contributions, your global thinking on the Future of Innovation, have a miracle effect, wait for it till the book published and the website started.
Meanwhile, ALL contributions are accepted for the website. We are putting a lot of efforts for that, too. For now, we want you to feel and realize that the Book as it is, is only a start; the book is rather static, while the future is always dynamic. We consider this book to be a root, giving life to a growing tree. And this tree is the website, the community and the continuing journey to the Future of Innovation. Please feel yourself a part of community, first.
In order to continue our journey successfully we rely on your enthusiasm once more. As we pack our suitcase for the next step of the journey we need to ensure that we have from all of you the following:
A high quality picture for the book and / or website. It would really help us if you could take responsibility for that. Thank you.
A web-link where each innovation-relevant book that you have written or co-authored can be purchased. For our website (www.thefutureofinnovation.org) we are planning a page with innovation-relevant books written by our contributors – of course it is just an offer. It would be great if you could provide us with a link to amazon as our wonderful technical guys will aim to develop a form that then pulls all relevant information from the amazon website automatically.
Let us know if you do not want to be contacted via the website. On the website we are planning a ‘contact the author’ button for each contribution (rather than showing the email itself on the website which would probably lead to a lot of unwanted SPAM). The important thing is to let us know if you do NOT want such ‘contact the author’ facility for your contribution.
Some guidance for our journey
For interactions: We will have a function whereby people can leave comments/ feedback for individual contributions. If someone comments you will be notified. Please note that we will not monitor these contributions; instead we will have a function through which people can report inappropriate content.
For spreading the word: You are integral part of the Future of Innovation. It would be marvellous if you could promote the book and the website at any speaking engagements and other suitable occasions! Below some facts & figures that will help you with this.
For the community: Please keep on going passionate about the innovation and its future. For that let your colleagues join our wonderful journey via yahoo until the website is done (innovation.future@yahoo.co.uk).
For feedback to us: We also invite you and challenge to explicitly comment on what you think about the Future of the book, the website, the community! It will help us with promoting the book and the idea. Of course we would be happy to reference you by name. Are you pretty tough for this, too? We bet you are!
The Idea – investigating and creating the future of innovation
It is about leading thinkers and those with interesting views on the future of innovation to share their thoughts in 500 words – straight from the heart, as we continue to emphasize.
The book
For the book we received over 350 contributions from 57 countries, from industry, academia, non-profit and government sectors.
Gary Hamel has confirmed that he will write the foreword.
In addition to the official sponsorship the book is / has been already being mentioned in blogs, networks, and at the UN
The Launch
It is planned to launch the book at the ISPIM (International Society for Professional Innovation Management) Conference of the same title, The Future of Innovation, which will be help 21-24 June 2009 in Vienna (http://conference.ispim.org/); recently it has been decided that the R&D Management Conference (www.RnDManagement.info)will be held at the same time so around 500 participants are expected for the joint event. It is anticipated that the website will be up and running 4-6 weeks prior to the conference.
Reasons to buy
The times we are living in are posing more and more challenging and complex questions. Different ways, different approaches, and different ways of thinking are required if we want to tackle these challenges. As Einstein said, “We cannot solve our problems with the same thinking we used when we created them.” in short: we need innovation.
People are looking for inspiration and understanding, for insight that provide them with starting points of how and where to look for solutions, for new insights on problems, and new points of departure for start addressing the challenges.
For academics the book will provide insights into where to concentrate future research agendas.
For consultancies is describes the field in which to develop expertise.
For industry it provides starting points for their innovation agenda.
For the public sector it raises awareness of leading edge developments and thinking that they might want to take into consideration for the development of policies, infrastructure and support.
Selective overview of contributions
Our journey into the Future of Innovation has attracted many of us. Who are they, and where exactly do they come from? Here we can name but a very-very few – in the alphabetic order – to give you a flavour:
Companies: Aerospace, Fujifilm, IBM, InnoCentive, Jaguar and Land Rover, Kodak, Kraft Foods, Nokia, Nortel, Pfizer, Philips, Siemens, Smith and Nephew, Virgin Atlantic Airways, Unilever;
Consultancy: I-Nova, IDEO, Innovaro, McKinsey, PricewaterhouseCoopers, WhatIf;
Best-selling authors: B. Joseph Pine II, Joe Tidd, John Bessant, JT Lawrence, Rob Atkinson, Praveen Gupta;
Journal editors from: Creativity and Innovation Management, Manufacturing Technology Management, Product Innovation Management, R&D Management;
Representatives of foundations: Information Technology and Innovation Foundation; Grundfos Foundation, Technology Partners Foundation, The Arab Science and Technology Foundation, South African Creativity Foundation;
Public sector representatives: Danish Technological Institute, Government of India, Max Planck Institute of Economics, NHS Institute for Innovation and Improvement, The R&D Society of Iranian Industries and Mines;
Technical universities: Delft University of Technology, Karlsruhe Institute of Technology, Lappeenranta University of Technology, Tshwane University of Technology;
Countries from around the world: Australia, Austria, Belgium, Barbados, Bahrein, Brazil, Canada, Chile, China, Croatia, Cyprus, Denmark, Egypt, Estonia, Finland, France, Germany, Hong Kong, Hungary, Italy, India, Iran, Israel, Ireland, Japan, Jordan, Kazakhstan, Korea, Latvia, Lithuania, Luxembourg, Malaysia, Mauritius, Mexico, Netherlands, New Zealand, Nigeria, Norway, Occupied Palestinian Territories, Pakistan, Poland, Portugal, Philippines, Romania, Russia, Singapore, Slovakia, Slovenia, South Africa, Spain, Sweden, Switzerland, Taiwan, Turkey, UK, USA, Ukraine, Venezuela.
We hope you are happy to be a part of our Future of Innovation network. We will keep in touch, meanwhile, looking forward for hearing from you,
With very best wishes for a really innovative collaboration,
Bettina and Anna
Abaixo o último e-mail enviado pela Anna.
Até a próxima!
Dear all,
We are here with the next update on the Future of Innovation: the book, the website, the community..
Firstly, we would like to thank you all for your interest, support, understanding, care, patience, courage, enthusiasm, believe, trust, collaboration, and the open heart. Are you aware that you are pretty tough, as well? We received nearly 350 contributions from 57 countries and it was quite a challenge to read, re-read, review, re-review, structure, re-structure, before the vision of the book finally emerged. You made us think with and about your thinking on the Future of Innovation!!!
This is a letter of congratulations to ALL of us, we did a great thing we started the global thinking on the Future of Innovation!!! All contributions are unique and full of vigour, sense, essence, novelty, and, of course, a bit of your heart you shared!
We remember our promise to stick to the general rules of editorial events of the call for papers, selection, notification of acceptance, etc. But now we realise we should choose a different way. Please read a passage from the Introduction to our Book to understand what we mean.
“When we started reading through the contributions we were awed. Awed about the thoughtfulness and honesty, and the level and depth of insights people shared, at the passion and desire to contribute, to this book, towards the future, towards change. Not just any change but change for a better world, change towards a better future. It was also the belief that it is in our hands to create that better future that warmed our hearts and gave us hope. Particularly in times where every news brings announcements of more redundancies, a well established reaction to crisis, and, in our view, not a particularly effective one as it demotivates even those left behind, and fundamentally disabilitates the ability to innovate.
There would have been many ways to structure the book and to organise a flow. When we received the more than 350 contributions, we were happy and… overwhelmed. Having had a first glance through the contributions we felt ourselves faced with a complicated and intriguing jigsaw puzzle, a picture that had been cut up into strangely shaped pieces. It was our challenge to find a way to put the pieces back together again into a whole. Depending on how we were going to put those pieces together the resulting picture would be different. Then, after re-reading, discussing, speculating, we came to realize that the future of innovation contributions were like three-dimensional scenes, like those pictures full of random dots, known as ‘autostereograms’. Autostereograms are 3D scenes at which you have to look for some considerable time and with concentrate before the hidden picture starts to emerge. What a challenging, thoroughly pleasurable task it has been to see the whole scene of the future of innovation in random statements! Once we had “decoded” it, we decided to tell a story, to take you on a journey, to surround you with contributions on its necessity, its power, and its beauty”.
This is a small part of the Introduction. We set our hearts that you have to read the whole book and decode the Future of Innovation together with us. We want to give you that pleasure of discovering. Read this book to find consolation, read this book to find inspiration, and read this book to find out how you can embrace innovation to help shape a wonderful, exciting and worthwhile future. And we don’t want to spoil the wonderful journey with the selected/not-selected rules of the present state-of-the-art in editorship.
You see, having read all your 350 contributions, we already touched the future and we think differently, apart from the pre-reading outlook. Your contributions, your global thinking on the Future of Innovation, have a miracle effect, wait for it till the book published and the website started.
Meanwhile, ALL contributions are accepted for the website. We are putting a lot of efforts for that, too. For now, we want you to feel and realize that the Book as it is, is only a start; the book is rather static, while the future is always dynamic. We consider this book to be a root, giving life to a growing tree. And this tree is the website, the community and the continuing journey to the Future of Innovation. Please feel yourself a part of community, first.
In order to continue our journey successfully we rely on your enthusiasm once more. As we pack our suitcase for the next step of the journey we need to ensure that we have from all of you the following:
A high quality picture for the book and / or website. It would really help us if you could take responsibility for that. Thank you.
A web-link where each innovation-relevant book that you have written or co-authored can be purchased. For our website (www.thefutureofinnovation.org) we are planning a page with innovation-relevant books written by our contributors – of course it is just an offer. It would be great if you could provide us with a link to amazon as our wonderful technical guys will aim to develop a form that then pulls all relevant information from the amazon website automatically.
Let us know if you do not want to be contacted via the website. On the website we are planning a ‘contact the author’ button for each contribution (rather than showing the email itself on the website which would probably lead to a lot of unwanted SPAM). The important thing is to let us know if you do NOT want such ‘contact the author’ facility for your contribution.
Some guidance for our journey
For interactions: We will have a function whereby people can leave comments/ feedback for individual contributions. If someone comments you will be notified. Please note that we will not monitor these contributions; instead we will have a function through which people can report inappropriate content.
For spreading the word: You are integral part of the Future of Innovation. It would be marvellous if you could promote the book and the website at any speaking engagements and other suitable occasions! Below some facts & figures that will help you with this.
For the community: Please keep on going passionate about the innovation and its future. For that let your colleagues join our wonderful journey via yahoo until the website is done (innovation.future@yahoo.co.uk).
For feedback to us: We also invite you and challenge to explicitly comment on what you think about the Future of the book, the website, the community! It will help us with promoting the book and the idea. Of course we would be happy to reference you by name. Are you pretty tough for this, too? We bet you are!
The Idea – investigating and creating the future of innovation
It is about leading thinkers and those with interesting views on the future of innovation to share their thoughts in 500 words – straight from the heart, as we continue to emphasize.
The book
For the book we received over 350 contributions from 57 countries, from industry, academia, non-profit and government sectors.
Gary Hamel has confirmed that he will write the foreword.
In addition to the official sponsorship the book is / has been already being mentioned in blogs, networks, and at the UN
The Launch
It is planned to launch the book at the ISPIM (International Society for Professional Innovation Management) Conference of the same title, The Future of Innovation, which will be help 21-24 June 2009 in Vienna (http://conference.ispim.org/); recently it has been decided that the R&D Management Conference (www.RnDManagement.info)will be held at the same time so around 500 participants are expected for the joint event. It is anticipated that the website will be up and running 4-6 weeks prior to the conference.
Reasons to buy
The times we are living in are posing more and more challenging and complex questions. Different ways, different approaches, and different ways of thinking are required if we want to tackle these challenges. As Einstein said, “We cannot solve our problems with the same thinking we used when we created them.” in short: we need innovation.
People are looking for inspiration and understanding, for insight that provide them with starting points of how and where to look for solutions, for new insights on problems, and new points of departure for start addressing the challenges.
For academics the book will provide insights into where to concentrate future research agendas.
For consultancies is describes the field in which to develop expertise.
For industry it provides starting points for their innovation agenda.
For the public sector it raises awareness of leading edge developments and thinking that they might want to take into consideration for the development of policies, infrastructure and support.
Selective overview of contributions
Our journey into the Future of Innovation has attracted many of us. Who are they, and where exactly do they come from? Here we can name but a very-very few – in the alphabetic order – to give you a flavour:
Companies: Aerospace, Fujifilm, IBM, InnoCentive, Jaguar and Land Rover, Kodak, Kraft Foods, Nokia, Nortel, Pfizer, Philips, Siemens, Smith and Nephew, Virgin Atlantic Airways, Unilever;
Consultancy: I-Nova, IDEO, Innovaro, McKinsey, PricewaterhouseCoopers, WhatIf;
Best-selling authors: B. Joseph Pine II, Joe Tidd, John Bessant, JT Lawrence, Rob Atkinson, Praveen Gupta;
Journal editors from: Creativity and Innovation Management, Manufacturing Technology Management, Product Innovation Management, R&D Management;
Representatives of foundations: Information Technology and Innovation Foundation; Grundfos Foundation, Technology Partners Foundation, The Arab Science and Technology Foundation, South African Creativity Foundation;
Public sector representatives: Danish Technological Institute, Government of India, Max Planck Institute of Economics, NHS Institute for Innovation and Improvement, The R&D Society of Iranian Industries and Mines;
Technical universities: Delft University of Technology, Karlsruhe Institute of Technology, Lappeenranta University of Technology, Tshwane University of Technology;
Countries from around the world: Australia, Austria, Belgium, Barbados, Bahrein, Brazil, Canada, Chile, China, Croatia, Cyprus, Denmark, Egypt, Estonia, Finland, France, Germany, Hong Kong, Hungary, Italy, India, Iran, Israel, Ireland, Japan, Jordan, Kazakhstan, Korea, Latvia, Lithuania, Luxembourg, Malaysia, Mauritius, Mexico, Netherlands, New Zealand, Nigeria, Norway, Occupied Palestinian Territories, Pakistan, Poland, Portugal, Philippines, Romania, Russia, Singapore, Slovakia, Slovenia, South Africa, Spain, Sweden, Switzerland, Taiwan, Turkey, UK, USA, Ukraine, Venezuela.
We hope you are happy to be a part of our Future of Innovation network. We will keep in touch, meanwhile, looking forward for hearing from you,
With very best wishes for a really innovative collaboration,
Bettina and Anna
2 de fev. de 2009
The Success of Persistent Entrepreneurs!
Saiu no Working Knowledge da Harvard Business School de hoje um artigo interessante que reproduzo abaixo. Trata-se de uma discussão de que um empreendedor que tenha tido sucesso na montagem de um negócios, tem mais chances de ser bem sucedido no desenvolvimento do segundo do que aqueles que nunca o fizeram. Parece meio obvio, mas uma pesquisa que dê um pouco mais de credibilidade ao que "intuitivamente" já sabíamos sempre ajuda a reforçar o argumento. A seguir a reprodução do post no blog. Para quem quiser ir direto ao artigo, é só clicar.
Até a próxima!
When it comes to entrepreneurship, nothing says success like a track record of previous wins.
Entrepreneurs with a history of success are much more likely to succeed in new ventures than first-timers or those who failed previously, new research from Harvard Business School demonstrates in the working paper, "Performance Persistence in Entrepreneurship".
The news that successful experience, or performance persistence, pays off may not be news at all. But HBS researchers were surprised at just how much it does help. Successful entrepreneurs in the study had a 34 percent chance of succeeding in their next venture-backed firm, compared with 23 percent for those who previously failed and 22 percent for first-timers.
"The size of the effect more than anything was surprising," note HBS professors Paul A. Gompers and Josh Lerner in an e-mail interview. "We know that there was likely to be some degree of performance persistence, but the magnitude was quite striking."
Their research, conducted with HBS professor David S. Scharfstein and former doctoral student Anna Kovner (MBA '00, PhDBE '08), raises issues that could use further study. For example, do successful serial entrepreneurs receive higher valuations and less restrictive covenants when they raise capital?
Sarah Jane Gilbert: Can you explain the concept of "performance persistence" and what it entails?
Paul Gompers and Josh Lerner: Essentially, entrepreneurs who start venture-backed companies that are successful are more likely to be successful in their next venture-backed firm.
"There is support for the view that some component of performance persistence stems from 'success breeding success.'"
These effects are large and dramatic: All else equal, venture-capital-backed entrepreneurs who succeed in a venture (by our definition, starts a company that goes public) have a 34 percent chance of succeeding in their next venture. By contrast, first-time entrepreneurs have only a 22 percent chance of succeeding, and entrepreneurs who previously failed have a 23 percent chance of succeeding.
Q: How do contributing factors such as skill versus perception affect performance persistence?
A: While clearly skill is an important element, there is also support for the view that some component of performance persistence stems from "success breeding success." For instance, entrepreneurs whose first venture succeeded at least in part due to good timing seem to also do well in subsequent ventures. (By good timing we mean those entrepreneurs who founded a company in a given industry at a time when most new ventures did well: for example, microcomputer-related firms begun in 1981 or Internet firms started in 1996.) Of course, starting a company at an opportune time and place also displays a certain kind of skill as well.
Q: What are some of the more actively pursued industries by entrepreneurs?
A: Venture capitalists typically invest in industries that have substantial growth opportunities and a defensible intellectual property position. Within the study, the computer and Internet, telecommunications, and life sciences industries are disproportionately represented because they have those characteristics. When we look at the more recent years in our data, industries like cleantech have risen in importance.
Because we are focusing on venture-backed firms in this study, the industries are those that are most common for venture capitalists to fund: Internet and software, biotechnology, and telecommunications.
Q: Was there anything in your findings that surprised you?
A: The size of the effect more than anything was surprising. We know that there was likely to be some degree of performance persistence, but the magnitude was quite striking.
Q: Given the current economic conditions, do you have any advice for entrepreneurs who are considering launching a new venture at this time?
A: Certainly one lesson that emerges from our analysis is to find an experienced (and successful) partner! Given the very difficult investment conditions, venture investors are paring back their portfolios and are hesitant to make new commitments. To get serious consideration, the more that you can do to seem like a "sure thing," the better off you are.
More generally, being as careful as you can be with resources, and flexible in terms of the types of arrangements that you are willing to enter into, are particularly important in an environment such as this one.
Q: What are you working on now?
A: We are focused on further disentangling the underlying factors that impact the success of venture-capital-backed start-ups. The data that lies at the heart of our performance persistence papers was gathered from multiple sources over a three- or four-year period. It includes information on the company founders, the venture- capital firms, the boards of directors, and the outcomes of these start-ups.
"One lesson that emerges from our analysis is to find an experienced (and successful) partner!"
One current project examines the value of boards of directors in start-up firms. We are also examining issues related to the expansion of venture-capital firms. How and when do venture-capital firms open up new offices? How do the strategic choices related to opening up those offices affect the success of investments? Finally, we are also beginning to explore how the experience and background of the individual venture capitalists influences their investment success.
We are trying to understand the drivers of success in new ventures and venture firms more generally. On the first front, we are exploring questions such as what makes up an effective board of directors for an entrepreneurial firm. On a second dimension, we are exploring issues such as how venture organizations grow: Does it make sense to open an office in a faraway city, and if so, should one staff it with a "local" or a veteran of the firm's home office.
About the author
Sarah Jane Gilbert is a Web product manager at Harvard Business School.
Até a próxima!
When it comes to entrepreneurship, nothing says success like a track record of previous wins.
Entrepreneurs with a history of success are much more likely to succeed in new ventures than first-timers or those who failed previously, new research from Harvard Business School demonstrates in the working paper, "Performance Persistence in Entrepreneurship".
The news that successful experience, or performance persistence, pays off may not be news at all. But HBS researchers were surprised at just how much it does help. Successful entrepreneurs in the study had a 34 percent chance of succeeding in their next venture-backed firm, compared with 23 percent for those who previously failed and 22 percent for first-timers.
"The size of the effect more than anything was surprising," note HBS professors Paul A. Gompers and Josh Lerner in an e-mail interview. "We know that there was likely to be some degree of performance persistence, but the magnitude was quite striking."
Their research, conducted with HBS professor David S. Scharfstein and former doctoral student Anna Kovner (MBA '00, PhDBE '08), raises issues that could use further study. For example, do successful serial entrepreneurs receive higher valuations and less restrictive covenants when they raise capital?
Sarah Jane Gilbert: Can you explain the concept of "performance persistence" and what it entails?
Paul Gompers and Josh Lerner: Essentially, entrepreneurs who start venture-backed companies that are successful are more likely to be successful in their next venture-backed firm.
"There is support for the view that some component of performance persistence stems from 'success breeding success.'"
These effects are large and dramatic: All else equal, venture-capital-backed entrepreneurs who succeed in a venture (by our definition, starts a company that goes public) have a 34 percent chance of succeeding in their next venture. By contrast, first-time entrepreneurs have only a 22 percent chance of succeeding, and entrepreneurs who previously failed have a 23 percent chance of succeeding.
Q: How do contributing factors such as skill versus perception affect performance persistence?
A: While clearly skill is an important element, there is also support for the view that some component of performance persistence stems from "success breeding success." For instance, entrepreneurs whose first venture succeeded at least in part due to good timing seem to also do well in subsequent ventures. (By good timing we mean those entrepreneurs who founded a company in a given industry at a time when most new ventures did well: for example, microcomputer-related firms begun in 1981 or Internet firms started in 1996.) Of course, starting a company at an opportune time and place also displays a certain kind of skill as well.
Q: What are some of the more actively pursued industries by entrepreneurs?
A: Venture capitalists typically invest in industries that have substantial growth opportunities and a defensible intellectual property position. Within the study, the computer and Internet, telecommunications, and life sciences industries are disproportionately represented because they have those characteristics. When we look at the more recent years in our data, industries like cleantech have risen in importance.
Because we are focusing on venture-backed firms in this study, the industries are those that are most common for venture capitalists to fund: Internet and software, biotechnology, and telecommunications.
Q: Was there anything in your findings that surprised you?
A: The size of the effect more than anything was surprising. We know that there was likely to be some degree of performance persistence, but the magnitude was quite striking.
Q: Given the current economic conditions, do you have any advice for entrepreneurs who are considering launching a new venture at this time?
A: Certainly one lesson that emerges from our analysis is to find an experienced (and successful) partner! Given the very difficult investment conditions, venture investors are paring back their portfolios and are hesitant to make new commitments. To get serious consideration, the more that you can do to seem like a "sure thing," the better off you are.
More generally, being as careful as you can be with resources, and flexible in terms of the types of arrangements that you are willing to enter into, are particularly important in an environment such as this one.
Q: What are you working on now?
A: We are focused on further disentangling the underlying factors that impact the success of venture-capital-backed start-ups. The data that lies at the heart of our performance persistence papers was gathered from multiple sources over a three- or four-year period. It includes information on the company founders, the venture- capital firms, the boards of directors, and the outcomes of these start-ups.
"One lesson that emerges from our analysis is to find an experienced (and successful) partner!"
One current project examines the value of boards of directors in start-up firms. We are also examining issues related to the expansion of venture-capital firms. How and when do venture-capital firms open up new offices? How do the strategic choices related to opening up those offices affect the success of investments? Finally, we are also beginning to explore how the experience and background of the individual venture capitalists influences their investment success.
We are trying to understand the drivers of success in new ventures and venture firms more generally. On the first front, we are exploring questions such as what makes up an effective board of directors for an entrepreneurial firm. On a second dimension, we are exploring issues such as how venture organizations grow: Does it make sense to open an office in a faraway city, and if so, should one staff it with a "local" or a veteran of the firm's home office.
About the author
Sarah Jane Gilbert is a Web product manager at Harvard Business School.
26 de jan. de 2009
O futuro da inovação por Rafael Clemente!
O futuro da inovação é algo a ser moldado por diferentes forças. Atualmente inovação é palavra de moda em todos os discursos de líderes empresariais, é tema de capa de uma em cada três edições de revistas de negócios e tem sido considerada uma das principais alternativas para virar o jogo na atual conjuntura econômica. Um dado do presente, divulgado em uma pesquisa de uma grande consultoria, mostra que dos milhares de excutivos consultados, mais de 70% colocam a inovação como uma das três prioridades estratégicas de sua companhia, entretanto menos da metade desses executivos estão satisfeitos com as iniciativas que vêm empreendendo. O que se pode constatar aqui, é que apesar de existir um razoável consenso sobre a importância da inovação, as abordagens para desenvolve-la e gerí-la ainda estão muito aquém do aceitável, aspecto esse que me parece fundamental para moldarmos como o futuro da inovação se comportará. Neste sentido, buscarei aqui abordar algumas forças que, acredito eu, moldarão a agenda da inovação nos próximos anos.
A primeira diz respeito as novas fontes de energia e a sustentabilidade ambiental. A pressão social por produtos mais amigáveis ao meio ambiente e as crescentes imposições legais aos produtos não ecológicos vão desencadear uma onda de inovações em todas as etapas da cadeia produtiva, com impactos desde a produção (e cada vez menos extração) dos insumos, até o reuso e descarte dos produtos. Isso, sem duvida exigirá novas formas de produção, novas lógicas de uso e uma abordagem completamente nova dos ciclos de vida dos produtos. As novas energias geram o mesmo tipo de efeito, em que não basta pensar nos mesmos sistemas sendo alimentados por fontes diferentes, e sim, em novos tipos de sistemas, novos motores, novas formas de produção, suprimento e consumo. Esse potencial efeito cascata trará implicações em inúmeros componentes, produtos, processos e setores.
A segunda grande força está na crescente participação dos consumidores no processo de criação e difusão. Crescentemente as empresas estão perdendo o monopólio no provimento de novos produtos para comunidades de usuários que se engajam no desenvolvimento e compartilhamento de inovações, como é o caso da wikipedia e do youtube. Muitas já passaram a adotar estratégias para envolver diretamente o consumidor no desenvolvimento de seus produtos, fenômeno este que, em suas várias nuances, ainda vem sendo chamado por diferentes nomes como: co-criação de valor, crowdsourcing, democratização da inovação, open-innovation etc.. Nos próximos anos, acredito que observaremos o surgimento de inúmeras empresas com novos modelos de negócio que não estarão baseados na produção e/ou venda de um produto ou serviço ao mercado, mas sim no provimento de uma infra-estrutura que habilite os diversos atores que queiram realizar suas transações no ambiente destas redes e comunidades.
A terceira força que gostaria de destacar é relacionada a gestão. Nos próximos anos nos depararemos com um conjunto de avanços necessários para que a inovação passe a ser incorporada nos modelos de gestão como uma atividade central, e natural, do negócio. Trata-se de uma mudança paradigmática em que os modelos tradicionais, focados na melhoria de eficiência e otimização, nos quais a inovação é tratada como uma atividade a parte, não natural do dia a dia, darão lugar a modelos de gestão em que a inovação estará intrínseca as ações e rotinas diárias, sem que nenhum esforço adicional precise ser feito para colocá-la em prática. Para tal, mudanças radicais ocorrerão nas políticas de definição da estratégia, monitoramento de mercado, relação com outras empresas, gestão de risco e, em especial, no processo de alocação de recursos, que será o coração de um modelo de gestão que incorpore a inovação. Certamente, neste caso o melhor indicador que podemos ter desta evolução é quando a inovação deixar de ser tão falada e imposta, e passar a acontecer de forma natural, sem que ninguém precise lembrar que a está fazendo.
Por fim, cabe ressaltar que do ponto de vista global, assistiremos a uma crescente importância dos países emergentes como atores centrais na definição dos rumos da inovação. Por um lado, as riquezas naturais e a biodiversidade proporcionam uma base riquíssima para o desenvolvimento de novas tecnologias e, por outro, os imensos mercados internos, com particularidades culturais, restrições de renda, mas em grande crescimento, são promissoras incubadoras para o desenvolvimento de tecnologias, produtos e modelos de negócio com alto potencial de disrupção quando direcionados aos países desenvolvidos.
O futuro é promissor, agora cabe a nós construí-lo.
A primeira diz respeito as novas fontes de energia e a sustentabilidade ambiental. A pressão social por produtos mais amigáveis ao meio ambiente e as crescentes imposições legais aos produtos não ecológicos vão desencadear uma onda de inovações em todas as etapas da cadeia produtiva, com impactos desde a produção (e cada vez menos extração) dos insumos, até o reuso e descarte dos produtos. Isso, sem duvida exigirá novas formas de produção, novas lógicas de uso e uma abordagem completamente nova dos ciclos de vida dos produtos. As novas energias geram o mesmo tipo de efeito, em que não basta pensar nos mesmos sistemas sendo alimentados por fontes diferentes, e sim, em novos tipos de sistemas, novos motores, novas formas de produção, suprimento e consumo. Esse potencial efeito cascata trará implicações em inúmeros componentes, produtos, processos e setores.
A segunda grande força está na crescente participação dos consumidores no processo de criação e difusão. Crescentemente as empresas estão perdendo o monopólio no provimento de novos produtos para comunidades de usuários que se engajam no desenvolvimento e compartilhamento de inovações, como é o caso da wikipedia e do youtube. Muitas já passaram a adotar estratégias para envolver diretamente o consumidor no desenvolvimento de seus produtos, fenômeno este que, em suas várias nuances, ainda vem sendo chamado por diferentes nomes como: co-criação de valor, crowdsourcing, democratização da inovação, open-innovation etc.. Nos próximos anos, acredito que observaremos o surgimento de inúmeras empresas com novos modelos de negócio que não estarão baseados na produção e/ou venda de um produto ou serviço ao mercado, mas sim no provimento de uma infra-estrutura que habilite os diversos atores que queiram realizar suas transações no ambiente destas redes e comunidades.
A terceira força que gostaria de destacar é relacionada a gestão. Nos próximos anos nos depararemos com um conjunto de avanços necessários para que a inovação passe a ser incorporada nos modelos de gestão como uma atividade central, e natural, do negócio. Trata-se de uma mudança paradigmática em que os modelos tradicionais, focados na melhoria de eficiência e otimização, nos quais a inovação é tratada como uma atividade a parte, não natural do dia a dia, darão lugar a modelos de gestão em que a inovação estará intrínseca as ações e rotinas diárias, sem que nenhum esforço adicional precise ser feito para colocá-la em prática. Para tal, mudanças radicais ocorrerão nas políticas de definição da estratégia, monitoramento de mercado, relação com outras empresas, gestão de risco e, em especial, no processo de alocação de recursos, que será o coração de um modelo de gestão que incorpore a inovação. Certamente, neste caso o melhor indicador que podemos ter desta evolução é quando a inovação deixar de ser tão falada e imposta, e passar a acontecer de forma natural, sem que ninguém precise lembrar que a está fazendo.
Por fim, cabe ressaltar que do ponto de vista global, assistiremos a uma crescente importância dos países emergentes como atores centrais na definição dos rumos da inovação. Por um lado, as riquezas naturais e a biodiversidade proporcionam uma base riquíssima para o desenvolvimento de novas tecnologias e, por outro, os imensos mercados internos, com particularidades culturais, restrições de renda, mas em grande crescimento, são promissoras incubadoras para o desenvolvimento de tecnologias, produtos e modelos de negócio com alto potencial de disrupção quando direcionados aos países desenvolvidos.
O futuro é promissor, agora cabe a nós construí-lo.
Até a próxima!
21 de jan. de 2009
The Story of Stuff! ou... A história das coisas!
Navegando por alguns sites de tecnologias sustentáveis me deparei com este vídeo no site The Story of Stuff. É bem interessante, tanto pelas críticas bem colocadas a nossa lógica de consumo e suas implicações no mundo, quanto pela lógica de apresentação. Esta lógica de desenhos com animação deixam qualquer apresentação muito didádica e estão bastante alinhados a algumas técnicas de "visual thinking" que venho estudando ultimamente.
Bom, como alguns reclamaram de alguns vídeos colocados aqui no labINOVE serem em inglês, achei no youtube o vídeo dublado. Seguem os dois aí abaixo! A qualidade do som do vídeo original no youtube não está tão boa, vale assistir direto no site. Lá também podem ser encontrados materiais de divulgação e a transcrição das falas.
Primeiro o original em inglês:
Agora o dublado:
Até a próxima!
14 de jan. de 2009
Globo Ciência produz série de programas sobre inovação!
O Globo Ciência produziu uma série de programas sobre inovação que irão ao ar no canal futura. São vinte programas no total e o mais interessante é que exploram casos de empresas brasileiras, o que eu acho muito interessante tanto para divulgar os nossos resultados quanto para fugir dos exemplos dos livros importados.
Em especial recomendo que assistam o programa "Reciclando Inovação" com o caso da CBPAK. Essa é uma empresa que tenho acompanhado de perto atualmente e a tecnologia que desenvolveram para produzir embalagens biodegradáveis a partir do amido de mandioca é algo fantástico. E o melhor é que substituem as embalagens de isopor, que ficam por um bom tempo na natureza após o descarte.
Até a próxima!
2 de jan. de 2009
Quanto vale um start-up? Quanto vale um prêmio Nobel?
Ao olhar o site da The Economist hoje, me prendeu a atenção a chamada para um dos blogs, que dizia: "The value of a Nobel Prize. It's more than you think". O post no blog mostra que as empresas start-ups de biotecnologia, quando avaliadas pelo mercado em função de um IPO, tinham um aumento da ordem de 30 milhões de dólares pelo fato de ter um cientista ganhador de um prêmio Nobel como um de seus quadros.
Resolvi dar uma olhada no artigo original publicado na NBER sobre o qual o post foi elaborado e, apesar de ter lido bem superficialmente, deu para ver que as coisas não são apenas como relatado no post.
Um ponto que é de grande interesse do LABINOVE é a questão de como realizar o valuation de uma start-up, questão essa que vem tomando várias formas e discussões bastante interessantes tanto nas vertentes mais ligadas às discussões de capital intelectual, ativos intangíveis etc. quanto nas vertentes mais financeiras, com as inúmeras críticas as ferramentas "tradicionais" como fluxos de caixa descontados e a crescente utilização de técnicas com base em opções reais, simulações, métodos de scoring etc.. É essa a questão central do artigo que avalia diversas empresas de biotecnologia em duas janelas de tempo e mostra que para indústrias novas, nas quais não existem disponíveis séries temporáis com informações que possam apoiar a identificação dos fatores que efetivamente contribuem para o valor da empresa, mecanismos que permitam sinalizar este valor são fortemente considerados pelo mercado. Neste artigo eles desenvolvem um modelo econométrico em que mostram como no primeiro período de tempo a sinalização de ter um ganhador do prêmio Nobel ligado à empresa gerava um aumento da percepção de valor e que este aumento não era totalmente apropriado por este cientísta, ou seja, era algo que gerava um saldo bastante positivo para para a empresa. Outro ponto a se notar é que a medida que a indústria evoluiu, o mercado passou a não mais perceber tanto valor neste fato, ou seja, o dinamismo da indústria e o aprendizado interferem diretamente em como os diferentes fatores são incorporados na valoração do start-up.
Vale a pena uma olhada mais detalhada no artigo, não apenas se prendendo nas perguntas de pesquisa que os autores se propõem a discutir mas na forma de pesquisa realizada, pois isso é um tema que temos que avançar bastante aqui no Brasil.
Até a próxima!
Assinar:
Postagens (Atom)
