Lecture1.pdf

Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Course introduction NOVEMBER 13, 2023 Prof. dr. ir. Marcel Bogers & Dr. Jef van den Hout Department of Industrial Engineering & Innovation Sciences (IE&IS) Innovation, Technology Entrepreneurship & Marketing (ITEM) group Topics for t...

Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Course introduction NOVEMBER 13, 2023 Prof. dr. ir. Marcel Bogers & Dr. Jef van den Hout Department of Industrial Engineering & Innovation Sciences (IE&IS) Innovation, Technology Entrepreneurship & Marketing (ITEM) group Topics for today Course structure & approach Introduction to entrepreneurship • Entrepreneurship & opportunities • Enterprising individuals & teams • Creative process & human-centered design Flow and team flow Briefing Workshop Teaming Up for Flow (Thursday) Guest lectures • Introduction TU/e Innovation Space • Introduction The Gate 2 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction People involved Lecturers: Prof. dr. ir. Marcel Bogers Dr. Jef van den Hout (course coordinator) Tutors: Assigned to groups Student Assistant (first point of contact for questions): Kjell Revenberg ([email protected]) à First check Canvas (discussion forum) for questions! 3 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Prof. dr. ir. Marcel Bogers MSc in Technology & Society from TU/e PhD in Management of Technology from EPFL Professor of Open & Collaborative Innovation Affiliated Professor at University of Copenhagen Garwood Research Fellow at UC Berkeley Open innovation & grand challenges Business models & ecosystems 4 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction @bogers Basic structure of the course Topics during the weeks Monday: Lecture • 10:45-12:30 • Gemini or Auditorium 1. 2. 3. Thursday: Workshop or tutoring • 13:30-17:15 (1 hour per group) • Matrix 4. 5. Throughout Q2: • Work in groups (assigned) • Self-study 5 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction 6. 7. 8. Introduction Effectuation & venture teams Design challenge & customer discovery Business model Resources & intellectual property Entrepreneurial marketing, finance & funding Closure of the course Group work & self study Course material Assessment Lecture slides (see Canvas) Videos & tools (see Canvas) Literature (see Canvas) • Sarasvathy (2001) on effectuation (pp. 243-252) • Blank (2013) on lean startup method • Osterwalder & Pigneur (2010) on business models (pp. 12-42) • Eftekhari & Bogers (2015) on open innovation advantage for startups à Field Guide to Human-Centered Design Assignment 1: • Group-based • December 6th, 23:59 • 25% of the final grade Assignment 2: • Group-based • January 18th, 23:59 • 25% of the final grade Exam: • Individual/written/multiple-choice • January 22nd, 13:30-15:30 • 50% of the final grade 6 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Practical note If you will not actually take this course, please deregister and let us know ASAP, so that we can assess the implications on the team formation. à SEE CANVAS FOR ALL DETAILS! ß 7 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction What entrepreneurship is (not) – debunking myths 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 8 Entrepreneurs are geniuses! Entrepreneurs have clear goals! Entrepreneurs have a single great idea! Entrepreneurs have a lot of money! Entrepreneurs have to keep their ideas secret! Entrepreneurs are strategic about profits! Entrepreneurs need a clear business plan! Entrepreneurs depend on luck to succeed! Entrepreneurs are born, not made! Entrepreneurs can predict the future! Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction • • • • Everyone can be an entrepreneur! Entrepreneurs learn to deal with uncertainty. Entrepreneurs (co-) create the future based on what and whom they know! Entrepreneurship is iterative! The 10 Myths of Entrepreneurship https://youtu.be/G8gRkJ9cnzo Entrepreneurial mindset “Entrepreneurship is the mindset and process to create and develop economic activity by blending risk-taking, creativity and/or innovation with sound management, within a new or an existing organisation.” European Commission. 2003. Green Paper: Entrepreneurship in Europe. Brussels: European Commission. Entrepreneurial mindset of habitual entrepreneurs: 1. 2. 3. 4. 5. Passionately seeking new opportunities. Pursuing opportunities with enormous discipline. Pursuing only the very best opportunities (and avoid chasing every opportunity). Focusing on adaptive execution. Engaging the energies of everyone in their domain. McGrath, R. G., & MacMillan, I. C. 2000. The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty. Boston, MA: Harvard Business Press. 9 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction What is “entrepreneurship”? The discovery, evaluation and exploitation of opportunities to create future goods and services. Entrepreneurship has to do with: • the sources of opportunities; • the process of discovery, evaluation, and exploitation of opportunities; • the individuals who discover, evaluate, and exploit opportunities. Shane, S., & Venkataraman, S. 2000. The promise of entrepreneurship as a field of research. Academy of Management Review, 25(1): 217-226. 10 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Entrepreneurial opportunities “Entrepreneurial opportunities are those situations in which new goods, services, raw materials, and organizing methods [i.e., innovations] can be introduced and sold at greater than their cost of production” à Being able to sell at price > cost of making Shane, S., & Venkataraman, S. 2000. The promise of entrepreneurship as a field of research. Academy of Management Review, 25(1): 217-226. 11 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction The role of enterprising individuals Entrepreneurs are the set of individuals who discover, evaluate, and exploit opportunities. Shane, S., & Venkataraman, S. 2000. The promise of entrepreneurship as a field of research. Academy of Management Review, 25(1): 217-226. Opportunities 12 Inspiration Entrepreneurship Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Activation Enterprising individuals Role of the individual’s prior knowledge The same technology can lead to different opportunities (and business ideas). Based on in-depth case studies of eight sets of entrepreneurs who exploit a single MIT invention on 3D printing, Shane (2000) showed that entrepreneurs discover opportunities related to the information that they already possess. Individuals with different prior knowledge will identify different opportunities, and their entrepreneurial efforts will be organized differently. https://news.mit.edu/2011/3d-printing-0914 Shane, S. 2000. Prior knowledge and the discovery of entrepreneurial opportunities. Organization Science, 11(4): 448-469. 13 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Prior knowledge and the discovery of entrepreneurial opportunities Shane, S. 2000. Prior knowledge and the discovery of entrepreneurial opportunities. Organization Science, 11(4): 448-469. 14 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Escaping the prior knowledge corridor Gruber, M., MacMillan, I. C., & Thompson, J. D. 2013. Escaping the prior knowledge corridor: What shapes the number and variety of market opportunities identified before market entry of technology start-ups? Organization Science, 24(1): 280-300. 15 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Role of founding team in opportunity discovery Founding teams with a more diverse background* identify more and more varied (distant) market opportunities. * In terms of more diverse industry experience and more diverse external knowledge sourcing relationships. Gruber, M., MacMillan, I. C., & Thompson, J. D. 2013. Escaping the prior knowledge corridor: What shapes the number and variety of market opportunities identified before market entry of technology start-ups? Organization Science, 24(1): 280-300. In other words: Diversity in your team will really help you to identify more opportunities, and giving you more diverse options. A profit opportunity is not “all in the head” of an enterprising individual but involves joint action possibilities and team entrepreneurship. Harper, D. A. 2008. Towards a theory of entrepreneurial teams. Journal of Business Venturing, 23(6): 613-626. 16 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Where do opportunities come from? Search and discovery – “out there” Create and transform – “in here” 17 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Search and discovery – “out there” Where are new opportunities found? • Variations in type, amount, and availability of information • External changes in our environment • • • • • • • • • 18 Technological change e.g. inventions like telephone, elevator, microchip, ... Enable people to do things in new and more productive ways Political and regulatory change e.g. deregulation in airline industry, regulation of CO2 emissions More productive use of resources or redistribute wealth Social and demographic change e.g. trends and fashions, aging populations, migration, economic development Alter demand and generate new consumer groups Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Create and transform – “in here” How are new opportunities created? From who you are, what you know, and whom you know From new means and goals that stakeholders bring on board • • • • • • • • • • • 19 Start with your knowledge and networks e.g. background, education, experience, hobbies, friends, colleagues, etc Focus on the resources available to you Commit stakeholders e.g. get money for prototype or small batch production, make contracts with future customers, negotiate product specifications Enter stakeholder negotiations and reach commitments about new resources and new goals Iterative process of creation and transformation e.g. investor/customer feedback, experimentation, prototype evaluation Create new products, ventures, or even markets through action, interaction, and transformation Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Search and select – ”out there” Opportunity = Idea + Action Create and transform – ”in here” 20 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Finding the “right” idea • • Demand-pull idea: Responding to a customer need or problem Technology-push idea: Applying new solution to a problem The problem Your solution Your knowledge Clarysse, B., & Kiefer, S. 2011. The Smart Entrepreneur: How to Build for a Successful Business: Elliott & Thompson. 21 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Problem space and solution space Problem space: • Where all customer needs are • What your product or service should address • Customers can’t always explain their problem space needs Solution space: • Product/service used by (or intended for use by) a customer • Needs to overlap with problem space to be desirable 22 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Problem space Solving the right thing Solution space Solving the thing right Olsen, D. 2015. Problem space versus solution space (Chapter 2), The Lean Product Playbook: How to Innovate with Minimum Viable Products and Rapid Customer Feedback. Hoboken, NJ: Wiley. Identifying today’s (and tomorrow’s) problems • • • • Exploring the problem space. Finding the “right” problem. What is the problem you are trying to solve? How does it fit with you/your team, and the potential solution? 23 https://commons.wikimedia.org/wiki/File:1._TIMES_17_UN_SDG1.png Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Megatrends Megatrends are the driving forces that define the world today and that of tomorrow. They are global, sustained and macro-economic forces of development that impact business, economy, society, cultures and personal lives, defining our future world and its increasing pace of change. Once in place, megatrends influence a wide range of activities, processes and perceptions, both in government and in society, possibly for decades. 24 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Why are megatrends important? • • • Megatrends have different meanings and impacts for different industries, companies and individuals. Implications for companies’ future strategy, development and innovation processes, service and product development. Implications for entrepreneurs: • • • 25 Megatrends can be used to identify relevant signals and drivers that might impact (potential) customers and markets. Megatrends can be used as a basis for strategic decision making. Megatrends can help to identify and focus on the “right” problems. Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction How to explore problems & solutions? Creative thinking refers to how people approach problems and solutions: • Their capacity to put existing ideas together in new combinations; • The skill itself depends on personality as well as on how a person thinks and works. 26 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Amabile. 1998. How to kill creativity. Harvard Business Review(September-October): 77-87. https://hbr.org/1998/09/how-to-kill-creativity Developing creative ideas Solving (complex) problems involves continuously defining and reframing problem, and exploring and designing many possible solutions à co-evolution of problem and solution 27 https://medium.com/@diegobiancosantos/how-companies-can-use-design-thinking-as-apath-to-innovation-6d97e329d7d6 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction With thanks to colleagues at University of Copenhagen for sharing some of the tools and slides (see also https://innovationenglish.sites.ku.dk/). Process of divergent and convergent thinking • • • • 28 Divergent thinking: creating multiple possible solutions to a (reframed) problem Convergent thinking: aiming for a single, correct solution Be conscious about it! The creative process requires multiple cycles of iteration! Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction With thanks to colleagues at University of Copenhagen for sharing some of the tools and slides (see also https://innovationenglish.sites.ku.dk/). Moving from problem space to solution space https://medium.com/from-the-exosphere/design-thinking-silver-bullet-or-white-whale-89b679db377d 29 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction “Embracing human-centered design means believing that all problems, even the seemingly intractable ones like poverty, gender equality, and clean water, are solvable. Moreover, it means believing that the people who face those problems every day are the ones who hold the key to their answer.” IDEO (2015) Field Guide to Human-Centered Design (https://www.designkit.org/resources/1) 30 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Human-centered process INSPIRATION • observe and understand people’ lives • understand their needs and desires • identify your problem IDEATION • make sense • generate ideas • test and refine ideas IMPLEMENTATION • idea to market • scale up IDEO (2015) The Field Guide to Human-Centered Design 31 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Trust the Process Even if It Feels Uncomfortable IDEO (2015) The Field Guide to Human-Centered Design 32 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Create Real Impact Creative Confidence Make It Learn from Failure Empathy Embrace Ambiguity Optimism Iterate, Iterate, Iterate IDEO (2015) The Field Guide to Human-Centered Design 33 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Dr. Jef van den Hout PDEng Drs. in Industrial & Organizational Psychology from TiU PDEng in Architectural Design Management Systems from TU/e PhD in Positive Organizational Psychology from TU/e University Lecturer & Associate Researcher at TU/e Founder of Flow Concepts & TeamFlow 34 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction FLOW The concept of flow was first published widely in 1975 by psychologist Mihaly Csíkszentmihályi, who initially defined the construct as “a holistic sensation that people feel when they act in total involvement” (Csíkszentmihályi, 1975, p. 36). The flow experience can be viewed as an optimal experience of intense involvement, focus, and satisfaction in the present moment, and one that, according to research, is involved with higher levels of performance (Csíkszentmihályi, 1990). Flow is being completely involved in an activity for its own sake. The ego falls away. Time flies. Every action, movement, and thought follows inevitably from the previous one, like playing darts. J 35 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Csíkszentmihályi, M. (1975). Beyond boredom and anxiety. San Francisco, CA: Jossey-Bass Publishers. Csíkszentmihályi, M. (1990). Flow: The psychology of optimal experience. New York: Harper and Row. 36 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction ELEMENTS OF THE FLOW EXPERIENCE 1) Intrinsic motivation (autotelic) 2) Clear proximal goal(s) 3) Challenge-skill match 4) Clear and immediate feedback 5) Complete concentration (no distractions) 6) Sense of control over the situation (no fear of failure) 7) Merging of action and awareness (almost automatic) 8) Loss of reflective self-consciousness (being one with the task) 9) Distorted experience of time (inner time) 37 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Csíkszentmihályi, M. M. (1990). Flow: TheThe psychology of optimal experience. New York: Csíkszentmihályi, (1990). Flow: psychology of optimal experience. New Harper Row.and Row. York:and Harper VanVan denden Hout, J.J.J., Davis, O.C.O.C. (2021). Flow. In Glăveanu, V.P.V.P. TheThe Palgrave encyclopedia Hout, J.J.J., Davis, (2021). Flow. In Glăveanu, Palgrave of the possible. (pp 196-210). Cham: Palgrave Macmillan. https://doi.org/10.1007/978-3encyclopedia of the possible. (pp 196-210). Cham: Palgrave Macmillan. 319-98390-5 https://doi.org/10.1007/978-3-319-98390-5 FLOW CONDITIONS Autotelicity Loss of reflective selfconciousness The sense of control Clear proximal goals Complete concentration Challenge skill balance Constructive feedback 38 = + Merging of action and awareness Distortion of time Prerequisites for individual flow Experiential characteristics of individual flow Elements of flow that can be more readily influenced and need to be created, or at least present Elements of flow that are hard to create or promote, but indicative Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Individual flow experience Csíkszentmihályi, M. M. (1990). Flow: TheThe psychology of optimal experience. New York: Csíkszentmihályi, (1990). Flow: psychology of optimal experience. New Harper Row.and Row. York:and Harper VanVan denden Hout, J.J.J., Davis, O.C.O.C. (2021). Flow. In Glăveanu, V.P.V.P. TheThe Palgrave encyclopedia Hout, J.J.J., Davis, (2021). Flow. In Glăveanu, Palgrave of the possible. (pp 196-210). Cham: Palgrave Macmillan. https://doi.org/10.1007/978-3encyclopedia of the possible. (pp 196-210). Cham: Palgrave Macmillan. 319-98390-5 https://doi.org/10.1007/978-3-319-98390-5 CHALLENGE SKILL BALANCE 39 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Csíkszentmihályi, M. (1990). Flow: The psychology of optimal experience. New York: Harper and Row. Van den Hout, J.J.J., Davis, O.C. (2021). Flow. In Glăveanu, V.P. The Palgrave encyclopedia of the possible. (pp 196-210). Cham: Palgrave Macmillan. https://doi.org/10.1007/978-3319-98390-5 CHALLENGE SKILL BALANCE 40 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Csíkszentmihályi, M. (1990). Flow: The psychology of optimal experience. New York: Harper and Row. Van den Hout, J.J.J., Davis, O.C. (2021). Flow. In Glăveanu, V.P. The Palgrave encyclopedia of the possible. (pp 196-210). Cham: Palgrave Macmillan. https://doi.org/10.1007/978-3319-98390-5 41 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Csíkszentmihályi, M. (1975). Beyond boredom and anxiety. San Francisco, CA: Jossey-Bass Publishers. Csíkszentmihályi, M. (1990). Flow: The psychology of optimal experience. New York: Harper and Row. TEAM FLOW Team flow is the shared experience in which all team members are completely involved in a collaboration towards a gratifying and challenging common task. During this moment of optimal collaboration, they perceive adequate abilities to cope with the challenging situation and they have the feeling that their collaboration runs smoothly, effortlessly, and consistently makes progress (van den Hout & Davis, 2021) OurIntroduction conception to Technology of anEntrepreneurship “optimized” (1ZEUB0) team dynamic is ofone that is typified by seven encyclopedia the possible. (pp 196-210). Cham: Palgrave Macmillan. 42 Van den Hout, J.J.J., Davis, O.C. (2021). Flow. In Glăveanu, V.P. The Palgrave Lecture 1: Introduction https://doi.org/10.1007/978-3-319-98390-5 HOW TO GET INTO THE ZONE AS A TEAM Team flow is a shared experience derived from an optimized team dynamic during the execution of interdependent personal tasks. In this definition, ‘shared’ means that individual team members are experiencing flow simultaneously and collectively while executing their tasks for the team's purpose(s). Seven prerequisites and four experiential characteristics typify our conception of an “optimized” team dynamic. 43 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Van den Hout, J.J.J., Davis, O.C. (2021). Flow. In Glăveanu, V.P. The Palgrave encyclopedia of the possible. (pp 196-210). Cham: Palgrave Macmillan. https://doi.org/10.1007/978-3-319-98390-5 44 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction ELEMENTS OF TEAM FLOW During experiences of team flow: a) Team members are part of a team dynamic that is characterized by the following seven prerequisites: 1) a collective ambition, 2) a clear proximal challenging team goal (derived from the collective ambition), 3) aligned proximal personal goals, all contributing to the team goal, 4) high-skill integration 5) open communication 6) safety (psychological, social, and physical) 7) mutual commitment b) These seven prerequisites enable individual team members to experience flow while executing their tasks for the team’s purpose. c) If everyone involved is experiencing task flow, they share the following four experiential characteristics: 1) a sense of unity 2) a sense of making progress together 3) mutual trust 4) a shared holistic focus. 45 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Van den Hout, J.J.J., Davis, O.C. (2021). Flow. In Glăveanu, V.P. The Palgrave encyclopedia of the possible. (pp 196-210). Cham: Palgrave Macmillan. https://doi.org/10.1007/978-3-319-98390-5 ELEMENTS OF TEAM FLOW 46 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Van den Hout, J.J.J., Davis, O.C. (2021). Flow. In Glăveanu, V.P. The Palgrave encyclopedia of the possible. (pp 196-210). Cham: Palgrave Macmillan. https://doi.org/10.1007/978-3-319-98390-5 TEAM FLOW MODEL Mutual Commitment Clear Challenging Common Goal Aligned Personal Goals Sense of Unity Holistic Focus Collective Ambition Sense of Joint Progress Mutual Trust Safe Climate 47 Open Communication Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction High Skill Integration Van den Hout, J.J.J., Davis, O.C. (2021). Flow. In Glăveanu, V.P. The Palgrave encyclopedia of the possible. (pp 196-210). Cham: Palgrave Macmillan. https://doi.org/10.1007/978-3-319-98390-5 TEAM FLOW MODEL DIRECTION Audacious Common Goal Aligned Personal Goals Sense of Unity Holistic Focus Collective Ambition Sense of Joint Progress Mutual Trust Safe Climate Open Communication High Skill Integration CLEAR AND CHALLENGING TASK DIVISION Mutual Commitment POSITIVE & SUPPORTIVE WORK ENVIRONMENT 48 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Van den Hout, J.J.J., Davis, O.C. (2021). Flow. In Glăveanu, V.P. The Palgrave encyclopedia of the possible. (pp 196-210). Cham: Palgrave Macmillan. https://doi.org/10.1007/978-3-319-98390-5 49 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Possible exam questions (Purely for illustrative purposes) 50 Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Which of the following is a characteristic of the entrepreneurial mindset of habitual entrepreneurs (according to McGrath & MacMillan, 2000): A. B. C. D. 51 Pursuing opportunities with enormous discipline. Focusing on adaptive execution. Engaging the energies of everyone in the domain. All of the above. Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Finding the right idea for a venture can happen in different ways. Please consider the following statements: I: Demand-pull idea implies Responding to a customer need or problem. II: Technology-push idea implies applying new solution to a problem. A. B. C. D. 52 I is correct; II is incorrect. I is incorrect; II is correct. I and II are both correct. I and II are both incorrect. Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction According to Amabile (1998), creativity within each individual is a function of three components. Which is the following is not one of these components? A. B. C. D. 53 Expertise Empathy Motivation Creative-thinking skills Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction Following the Field Guide for Human-Centered Design, what is not one of the Brainstorm Rules? A. B. C. D. 54 Build on the ideas of others Stay focused on the topic Multiple conversations at a time Go for quantity Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction What are the three phases of human-centered design (according to the Field Guide)? A. B. C. D. 55 Inspiration, Ideation, Implementation Inspiration, Iteration, Integration Iteration, Integration, Implementation Iteration, Ideation, Integration Introduction to Technology Entrepreneurship (1ZEUB0) Lecture 1: Introduction