Archivo | julio, 2012

Workshop on Professional Profiles Design

24 Jul



When the CV is not enough, it is time to design your professional profile.

We invite you to our workshop on how to create your professional profile, in a practical way.

This profile will be attached to your curriculum so that it is more  attractive and interesting

When: September, the 7th, from 16:00 to 20:00

Where: CIBALL (Centro de Innovación Ballesta) – Corredera Baja de San Pablo nº 41 · 28004 · Madrid

Objective: learn how to design a professional profile based on the value proposition and knowledge of the recipient.

Methodology: The methodology proposed is designed specifically for the acquisition of skills and competencies through active participation and inference through practice and collaboration.

Target audience: small enterprises, entrepreneurs and job seekers who need to address their value from a different perspective.

Our trainers are qualified to lead the workshop.

Soon we will give further details.

For more information:

Taller Diseño de Perfiles Profesionales

24 Jul



Cuando el CV no es suficiente es el momento de diseñar tu perfil profesional.

Te invitamos a nuestro taller para aprender a crear tu perfil profesional, de una manera práctica.

Este perfil acompañará a tu curriculum para que su lectura resulte atractiva e interesante.

Cuándo: el 7 de Septiembre, de 16:00 a 20:00

Dónde: CIBALL (Centro de Innovación Ballesta) – Corredera Baja de San Pablo nº 41 · 28004 · Madrid

Objetivo: aprender a diseñar un perfil profesional basado en la propuesta de valor y el conocimiento del destinatario.

Metodología: la metodología propuesta está pensada especialmente para la adquisición de habilidades y competencias  mediante la participación activa y su inferencia a través de la práctica y la colaboración.

A quién va dirigido: a pequeñas empresas, a emprendedores y a buscadores activos de trabajo que necesitan abordar su valor desde una perspectiva diferente.

Entrada gratuita

Plazas limitadas

Nuestros formadores están capacitados para impartir formación.

Para más información:

Formulario de Inscripción: COMONOComunicacion/Formulario

Opportunity for SME and Entrepreneurs in LLabs and Social Spaces of Research and Innovation

17 Jul

Social Spaces for research and Innovation (SSRI)

By Ignacio Pérez Alcázar


For those familiar with the Social Spaces of Research and Innovation (SSRI), they are spaces where testing initial business hypotheses on the market, and even gathering real needs, which can become opportunities –in reality a need doesn’t become into an opportunity until it is expressed as a value proposition in the context of a business model.

The SSRI provides relevant information on the market a small business owner or entrepreneur can tap on to define its value proposition, pivoting on the client-user. Thus, the entity that manages an SSRI may provide the information you really need the entrepreneur to transform it into an opportunity. By analogy, in Social Innovation Spaces are rough diamonds, polished-the entrepreneur with the right tools to turn it into a diamond, which is the business opportunity.

As an entrepreneur, what I really need (1) is to know the customer and competition, hence, the market. I need to know what are the market needs and to state them in terms of outcomes for my client: work you they need to be done, outcomes they have to get, or limitations that must be overcome (What Customers Want, A.W. Ulwick, 2005)

Once I have got this information (2) I wonder, among other things, Who am I, what can I contribute with my experience / with my product to meet those needs, what do I provide that do not add others, How can I do it with the resources I have got, Who can I take into account with –collaborators.

Adapting my skills, my experience and my product to the real needs, the opportunities appear. (3) My value proposition is I, and how I can help answer those needs.

“Test, test and fail as soon as possible”

Now I have stated my first business hypothesis –a series of conjectures that have got relevance because they come from the market. (4) However, I have to test these business hypotheses, learn and re-state the hypothesis until the business model design has sufficient market evidences to allow me to write, now, a business plan, which I feel comfortable with and capable to communicate.

A cover of the “generation of business models” (A. Osterwalder, 2010) to the Social Spaces of Research and Innovation pivots on the customer instead of pivoting on the value proposition. Now the value proposition becomes a “How I can help the customer to solve or satisfy a need, with my product / my service / or my Know How.”

The model helps to match the value proposition to the customer needs, focusing on jobs that need to be made, outcomes and constraints, with my product or my skills, rather than focus it on my product or my skills.

To realize how I, the entrepreneur, can provide an answer to these needs and design a model on a real opportunity, I must not forget to ask about who and how “others” are giving a solution to this need.

Now, the value proposition that I, the Entrepreneur, can offer to customers is supported on real evidences. I can now generate a business model prototype including what resources I have got around me to do it (we cannot forget that, in these times, we just can count with few resources apart of my own resources) and finally, what our revenue streams model will be.

This will be our first hypothesis, which we’ll test in the social space of research and innovation with “customers”. We have to know that our customers understand what we provide –the value proposition, which actually comply a mission (work, outcome, constraint) and whether the customer is willing to pay for that value, as we have stated.

Once we have tested the basis of our model, we can proceed with the following assumptions about the service –the service design, so that we can write the production/operations model, concluding finally with the business plan –to get the approval of private investors or funding agencies.

The missing link of the business model

16 Jul

What comes first, the chicken or the egg?

 What is first when designing a business? The business model and then the service model, or the service model and then the business model. No, it is not a mess.

 On one hand, we have the service design and on the other hand, the design of business model. Both lead us to design the business for our idea.

 When is a tangible product, design seems simple; but what happens when it is an intangible service, and what happens when the model is intangible and B2B2C. This” gilds the lily”, and it ends up being a 3D design.

 Let’s begin

 Starting from the beginning, if we only used a business model design (Osterwalder’s Canvas or MW Johnson’s Canvas), many questions arise, especially about channels, or about key resources, processes or key activities. But it’s a good start that helps us define our value proposition, our target market, how we earn money and a first approach to “What do I have to do, to do this”

 The Missing Link

 However, there is a missing link of the business model: the service design. Tools such as use cases, user’s journey, and above all, the service blueprint design, are very useful. These tools help us clarify who our client and / or customer of our client is, how they use our service and how they interacts with us and with our product or service. This leads us to define the “what and how”: the key activities, key resources and, partners and providers.

 Thus we get something very important: to show the business idea as a realistic opportunity and thoughtful, with tools that help us think, reflect, reduce risk and shed light on the uncertainty, and a link to the production plan.

 There is no necessary order in which to start. The rule is “as we are inspired to start designing” because it inevitably lead us to jump from one to another quite naturally once we master the tools.

 But there is still something remaining

 There is still something that is often overlooked: the development of market and channel, which starts with the communication model design. Do you really know where does the market look to find you? What is your message to the client? What communication tools should we use?

 Then, we learn to tell the story of our business, what helps a lot to write the business plan.

The last,

 But not the least, paraphrasing A. Osterwalder, the ultimate judge of our business is the customer. So, we should test with the client and “fail” as soon as possible. To do this, there are specialists that can help us and escape from sentences like “that people are not going to like that”.

This helps to define the message and value proposition what answers a need (focus on outcomes, of course).

Therefore, as in any design, there are redesigns. We can test, research the market with our hypothesis of business (this is what they are until they are put into production: business hypothesis), until we get one that pleases the actors involved in our “business”, including us.