WEBVTT 00:09.920 --> 00:11.240 OK, good. 00:11.260 --> 00:13.590 Now we come to bury a little bit of a special case here. 00:14.300 --> 00:18.950 This is not pointed to a situation where something went wrong. 00:19.220 --> 00:21.260 So this is kind of a success story. 00:21.320 --> 00:22.600 I'm going to talk about. 00:22.610 --> 00:26.420 And so this is my interpretation of this success story. 00:26.450 --> 00:27.670 I should be very clear about that. 00:27.680 --> 00:29.290 So it's not a crisis. 00:29.300 --> 00:30.670 I'm going to take as an example here. 00:30.680 --> 00:32.630 It's not his words in any way. 00:33.320 --> 00:35.480 However, here is a quote from Eric Resew. 00:35.480 --> 00:42.530 If you don't know your Greece or Greece is a very good author and entrepreneur as well, writing the 00:42.560 --> 00:44.840 Lean Startup Book, which is a great book. 00:44.840 --> 00:50.110 And I use it myself heavily when when I'm working, for example, as a graphic or an entrepreneur in 00:50.390 --> 00:52.010 in some Trappe dotcom. 00:53.310 --> 00:59.760 So I really like his thoughts here, so I stuck on this sentence in his book, which I think captures 00:59.760 --> 01:04.270 the essence of creative leaps and what creative thinking is about. 01:05.070 --> 01:10.530 So he says like that, I struggle to explain the practices to new employees, and that's the practices 01:10.530 --> 01:11.820 he started using. 01:11.820 --> 01:15.230 But he was actually struggling how to explain them. 01:15.660 --> 01:20.970 I struggled to explain the practices to new employees, investors and the founders of other companies. 01:21.270 --> 01:26.180 We lacked a common language for describing them and concrete principles for understanding them. 01:27.450 --> 01:33.780 I found that by applying ideas from lean manufacturing to my own entrepreneurial challenges with a few 01:33.780 --> 01:39.780 tweaks and changes, I had the beginnings of a framework for making sense of them on the practices. 01:41.190 --> 01:48.960 So if you've been with me now, the sessions, I think you can spot already here that this is all about 01:48.960 --> 01:49.920 what we have talked about. 01:50.340 --> 01:56.340 So what he has here is that he have some practices, systems like phenomenal things that he's doing. 01:56.700 --> 02:01.710 But he's he's not actually a conceptualisation and a common language for it. 02:01.710 --> 02:06.750 Yet he might have concepts for him internally, but he had hard actually finding a common language for 02:06.750 --> 02:11.010 them and even to to understand the practices properly. 02:11.010 --> 02:13.470 And understanding is about conceptualizations. 02:13.470 --> 02:13.760 Right. 02:14.340 --> 02:20.670 But he found then that ideas and ideas is the same thing as concepts of concepts used in lean manufacturing. 02:20.880 --> 02:27.180 When he was studying that, he saw a lot of pattern recognition between those different domains and 02:27.180 --> 02:30.840 started to do what I call creative leaps between the two dimensions. 02:31.590 --> 02:35.190 And then in that we gained knowledge about his concepts. 02:36.960 --> 02:42.000 So if I try to explain how one would like to analyze, let's say that we have a person here. 02:42.000 --> 02:47.150 And I'm not saying that this was the kind of very shallow conceptualisation there, arrogant. 02:47.550 --> 02:51.270 But let's say that we say that I'm an entrepreneur in a start up. 02:51.270 --> 02:52.380 Question mark, question mark. 02:52.380 --> 02:52.840 Question mark. 02:54.120 --> 02:59.130 So that's kind of the starting position with a lack of a common language as Lisa and conceptualizations. 03:00.030 --> 03:01.860 And then we do a study of another domain. 03:01.860 --> 03:07.320 And in doing that, we gain new knowledge and let's say the SEC, for this example, that we actually 03:07.320 --> 03:10.170 did this study using conceptual mapping. 03:12.030 --> 03:13.670 So let's say that we study lean. 03:13.680 --> 03:20.970 And this is a very simple I'm not saying that this is the almighty conceptual model of lean manufacturing. 03:20.970 --> 03:22.590 This is just something I made up very quickly. 03:22.590 --> 03:25.770 But so let's say that the expenditure resources have a goal. 03:26.130 --> 03:29.670 And if that goal is not having a value, then it's waste. 03:29.670 --> 03:32.940 Right, because it should lead to a value for a customer. 03:33.360 --> 03:38.850 And then we use a number of different tools, like a value stream mapping, five kanban, et cetera. 03:39.150 --> 03:42.690 And all those tools are used to eliminate the waste. 03:44.010 --> 03:45.060 Very, very simple. 03:45.090 --> 03:53.700 That's one of the kind of the some of the key features of leave, OK, so then we have this starting 03:53.700 --> 03:54.270 position. 03:54.270 --> 03:58.500 So we have this personal of thinking about where to worship and start ups are. 04:00.730 --> 04:07.750 And then we are learning this new domain, like from Lynn, and then we're starting to actually connect 04:07.750 --> 04:08.300 the dots. 04:08.320 --> 04:10.420 So here is what I call a creative. 04:10.420 --> 04:15.190 Leaps are made between those two kind of from the beginning, very separate domains. 04:15.190 --> 04:19.870 We start to see patterns and we start to recognize patterns and we see that things that are going on 04:19.870 --> 04:25.750 in that are mean the place very well to the may not have up here and then actually start forming this 04:25.750 --> 04:28.050 new conceptualisation for the epitome. 04:29.350 --> 04:34.900 So then Eric kind of wrote this description down that a start startup is a human institution designed 04:34.900 --> 04:38.900 to create a new product or service under conditions of extreme uncertainty. 04:39.370 --> 04:47.140 Yeah, so he was starting to form a new conceptual model, a new conceptual domain for the lean startup 04:47.140 --> 04:52.140 approach, saying that a startup is a human institution and that you design startups. 04:52.150 --> 04:58.630 Go down to Panurge designing the startup and the startup is a product creation activity where you create 04:58.630 --> 05:06.490 products or services under extreme uncertainty, which is a condition where the condition could be a 05:06.490 --> 05:07.540 certain condition. 05:07.540 --> 05:10.750 If you're in the more of a normal business situation. 05:11.950 --> 05:17.590 We're saying that the lean startup approach includes a set of tools which are designed to eliminate 05:17.590 --> 05:25.060 waste in this product creation activity, and some of the tools are minimal, viable product and build 05:25.060 --> 05:27.370 measure, learn feedback loops. 05:28.390 --> 05:36.430 So here we actually what we do here is that we actually create new status function by using declarations. 05:37.300 --> 05:42.790 And then we hope that the crowd there are reading the books and are on our seminars about it and actually 05:42.790 --> 05:48.520 using it, applying it to our business, start accepting those status functions, and then they will 05:48.520 --> 05:50.050 start in some way to assist. 05:52.960 --> 05:57.730 So I will say more like not treating this creative process in the same way. 05:57.760 --> 05:59.330 So why are you starting from this domain? 05:59.350 --> 06:04.300 We're trying to develop you have a notion, you have a gut feeling that someone's needed something needs 06:04.300 --> 06:05.620 to be done in this domain. 06:05.980 --> 06:12.310 And then you start taking in knowledge from other types of domains and eventually you start seeing patterns 06:12.310 --> 06:16.450 and recognize how they actually could fit together and how we can learn from domains. 06:16.630 --> 06:22.570 And that will help you actually do creative leaps in the original domain that you started. 06:22.840 --> 06:27.070 Not doing that in creative thinking process is what I think. 06:27.070 --> 06:27.550 Waste. 06:31.100 --> 06:31.580 Very good. 06:31.760 --> 06:40.760 That was also a concrete example of how we can also apply conceptual mapping when as a catalyst for 06:40.760 --> 06:41.660 creative thinking.