1. Chuck Norris doesn't do push-ups, he pushes the earth down.
Some say he is a killing machine…
…perhaps…

2. Velociraptor…the real killing machine!!
Success based on disruptive anatomy…sickle-shaped claws, razor-sharp teeth, advanced sensory capabilities…all fit for purpose.

3. Let’s become THE Veloci-disruptors
Train others to become as well…
…and make a profit on the way…

4. IdeaSquare Business Masterclass: The first step towards Disruptive Thinking Organizations

5. Presentation Content General Business Plan for new IS Masterclasses
Why this Value Proposition
Is there a business opportunity?
How the Value Proposition materialises into products?
Costs estimation
Fee Structure
Next Steps

6. General Business Plan for a New IS Masterclass Program for Business

7. Fee structure based on the duration of the master classes.
Key Partners
Options in order of preference:
Business School(s).
Strategic management consulting companies.
Individual enterprises.
Key Activities
Mindset-changing master classes of variable duration depending on customer requirements.
Value Proposition
Helping to transform Organizations into disruptive innovators.
Through disruptive thinking master classes towards:
a) Innovation and risk acceptance.
b) Disruptive organizational structures.
c) “Learn to think like CERN”.
Etc…
Customer
Relationships
Through the master classes.
PR materials.
Customer Segments
Large corporations of CERN MS.
Large public institutions (UN type).
Incubators across CERN MS.
SMES in CERN MS.
Workshops targeting middle management (bigger customer segment than large corporation-level).
Key Resources
CERN brand.
Talent and know-how of people at IdeaSquare.
Elaboration of materials for the master classes (i.e. booklets).
Channels
Elaboration of PR material to be sent to customer segments.
Channels can be: IdeaSquare website, Science Business website, key partners.
Cost Structure
Initial investment in generation of PR material and workshop sessions.
Investments linked to costs associated to the master classes (i.e. handouts, hours spent, IdeaSquare building costs, catering).
Revenue Streams
Fee structure based on the duration of the master classes.
Calculation of fees and number of workshops based on IdeaSquare budget needs.
Social Cost for CERN
No damage.
Social Benefit for CERN
Enhancing the image of CERN as a top class institution.

8. Why this value proposition?

9. Customer Profile … applied to IdeaSquare target customers
Generic Canvas …
Many organizations struggle to disrupt for surviving.
In many cases they are not able to start thinking and/or strategically organising differently than competitors.
They would like to “get a differentiating way of thinking and structuring”.
What customers are trying to get done in their work and in their lives.
What customers want to achieve or concrete benefits they are seeking for.
ACTIVITIES
ACTIVITIES
Bad outcomes, risks, and obstacles related to
customer jobs.
They don’t know how to “really think disruptively”.
They don’t know how to accept risk entailed to innovation.
They don’t know how to organise “disruptive teams”.

10. Value Map Generic Canvas IdeaSquare value map
Our disruptive thinking master classes will offer participants the seed for “getting a differentiating way of thinking and structuring”.
How
products and services
create customer gains.
All the products and services a value proposition is built around.
Disruptive thinking master classes around the underlying theme “think like CERN”.
Our disruptive thinking master classes will focus on key issues difficult to accept for organizations like “risk acceptance”, “option generation”, “value of options’, etc.
How
products and services
alleviate customer pains.

11. Fitting (generic canvas)
ACTIVITIES
A fit is achieved when supplier value map meets the customer profile.
Supplier products and services produce pain relievers and gain creators that match one or more of the customer activities, pains and gains that are important to the customer.

12. IdeaSquare fitting ACTIVITIES
Our Disruptive Thinking Masterclasses will offer the participants the seed for “getting a differentiating way of thinking and structuring”.
Participants would like to “get a differentiating way of thinking and structuring”.
ACTIVITIES
Disruptive Thinking Master classes around the underlying theme “think like CERN”.
Many organizations struggle to disrupt for surviving.
In many cases they are not able to start thinking and/or strategically organising differently than competitors.
They don’t know how to “really think disruptively”. They
don’t know how to accept risk entailed to innovation. They
don’t know how to organise “disruptive teams”.
Our disruptive thinking master classes will focus on key issues difficult to accept for organizations like “risk acceptance”, “option generation”, “value of options’, etc.

13. Is there a business opportunity?

14. The current “market offering” is entirely based on:
Open Innovation workshops
Design thinking workshops
But this doesn’t help organizations to really transform themselves…
I think there is a “market gap” for showing companies how to start thinking in a disruptive way, inspired by CERN.

15. How this value proposition (Masterclasses in Disruptive Thinking ) materializes into products offered by IdeaSquare?

16. Two types of products
1. “Generic Disruptive Thinking Masterclass (101)”
(I think this will be our “cash cow”…our “core product”.)
2. “Tailored, customer-specific Disruptive Thinking Masterclass”
(I think this will be an “extra profit-maker” since it is a luxury product.)

17. “Generic Disruptive Thinking Masterclass”
One day event (let us call it GDT)
Generic talks about different aspects of disruption (i.e. “Disruption-101 Course”).
Accompanying group exercises to illustrate the concepts explained.
So they will work as a teaser for…

18. “Tailored Disruptive Thinking Masterclass”
One or several days class(es). Let us call them TDTs
Tailored talks about different aspects of disruption based on specific customer issues.
Accompanying design-thinking exercises.
Quotation based (see further slides)

19. Potential Structure and example of a GDT Masterclass
“Intro to Disruptive Thinking”
Time
Item
9.00 h
Meeting CERN reception
9.30 h
Welcome IdeaSquare and brief tour.
10.00 h
Talk I: Why we are here?
10.30 h
Group exercise (I) and collective analysis
11.30 h
Sandwich IdeaSquare h
CERN Tour
13.30 h
Talk II: Exponential Thinking
14.00 h
Group exercise (II) and collective analysis h
Coffee IdeaSquare
15.30 h
Talk III: What means “prototyping”?
16.00 h
Group exercise (III) and collective analysis
17.00 h
Talk IV: “Even if it is big, it doesn’t mean it is disruptive”.
17.30 h
Group exercise (IV) and collective analysis
18.30 h
Wrap up
Sandwich Lunch and coffee breaks included in the offer (see further slides).
Travelling expenses of customers are not included (see further slides).

20. I do not provide a structure example for the “Tailored Disruptive Thinking Masterclass (TDT)” since it will be based on customer needs and quotation (see further slides).
But the structure on the previous slide can be used as a preliminary model.

21. Costs Estimation

22. Cost Estimates of a “GDT Masterclass” (for 20 participants, rough estimation)
Speakers preparation of materials:
4 speakers * 300 CHF/h * 4 hours
(considered as an initial investment to be reimbursed after profit
4 Speakers * 220 CHF/h * 8 hours
4 Group exercise leaders * 100 CHF/h * 8 hours
Overheads (i.e. electricity, etc.)
Materials (i.e. for group exercises)
Catering (lunch box + coffee breaks)
~ 5 kCHF
~ 7 kCHF
~ 3 kCHF
~ 300 CHF
~ 300 CHF
~ 800 CHF
TOTAL ~ 12 kCHF/Masterclass

23. Fee structure

24. IdeaSquare Profit/deal
Possible product options for “GDT Masterclass” targeting at Large Corporations and Large Public Organizations which I think should be our target customers.
The objective is to make a net of 200 kCHF in a year period (or max. 18 month period).
For example, 9 Bronze subscriptions alone would generate 200 kCHF over 18 month. => Work load of 27 days over 18 months
(= achievable)
Fees are suggested as a first approach and are cheap since we have not yet gained a reputation.
Product Options
IdeaSquare
Profit/deal
Customer perspective
Trial:
Includes one “GDT Masterclass” over a 12 month period for 20 people and total price of 30 kCHF.
Total Profit ~ 18 kCHF
For “curious” customers.
Bronze subscription:
Includes 3 “GDT Masterclasses” over an 18 month period for 20 people per class and a total price of 60 kCHF.
The customer sees two advantages:
Better deal than Trial option on price/class (20 kCHF/class).
Cost per person is 1kEuro lower than trial.
Total Profit ~ 24 kCHF
The customer sees one main advantage:
Room for more employees to benefit at the same deal conditions of Bronze wrt price/class and cost/person.
Silver subscription:
Includes 4 “GDT Masterclasses” over an 18 month period for 20 people per class and a total price of 80 kCHF.
Total Profit ~ 32 kCHF
For “large and risk-tolerant customers”
The customer sees one main advantage:
Room for more employees to benefit at the same deal conditions of Bronze wrt price/class and cost/person.
Gold subscription:
Includes 6 “GDT Masterclasses” over an 18 month period for 20 people per class and a total price of 120 kCHF.
Total Profit ~ 48 kCHF

25. Comments
I would expect most customers to choose between the “Trial” and “Bronze” subscription modes for the following reasons:
Fits within customer budget controls for this type of consultancy,
“Bronze” offers training for 60 employees which is a more appealing number.
We would still make a profit.
With this foreseen profit we could propose to our partners (i.e. business schools) that they get 5% of our total profit per deal. I find 5% a good deal for doing only PR for us. It works as an incentive to bring us more customers…the more they bring, the more they earn…and we have business based on economy of scale (which is good!).
This means our final profits (see slide before) are then 5% smaller.
If this fee scheme generates “TDT Masterclass(es)” then we work by quotation and charge a minimum of 30% more, depending on the customer needs (see further slides). But the deal with our partners remains at 5%.
The basic idea is to clone the offering into different formats and partners as we will basically be selling the same product over many times to different partners (ESADE, SAFM, LBS, SAFM etc.)

26. Observations about quotations for “Tailored Disruptive Thinking Masterclass”
The main cost items that I would expect to significantly increase to prepare for a TDT are:
Hours spent by the speakers and helpers for preparation of content (i.e. we will need to send the customers some questionnaires and/or templates to get to know what is relevant for them and what we will need to address and how).
Materials for group exercises (we may need to increase the complexity of the exercises with more elaborated prototypes for them to build).
Number of master classes (maybe the customer will ask for a dedicated series of classes addressing a number of specific problems).
In any case, our quotation should be done so that we have a total final profit per deal of at least 30 to 40 % higher than for the basic “GDT Masterclass”.

27. Next Steps

28. Provided we see this is a good (business) opportunity and a way to go, I would suggest:
Start talking with friendly Business Schools besides ESADE that they already know about high value potential (i.e. IMD, London BS, etc).
Pitch our value proposition and business model to them.
Start preparing and signing contractual agreements.
In parallel start preparing content and PR materials.
Maybe we should set ourselves the objective that by September we have the first agreement with a business school and have first customers by March, 2018.

29. Thanks a lot for your attention! Questions