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Techno CakeI started to build a Technocake community two years ago; still, I lost a lot of my enthusiasm half a year ago when Group Technocake had no more than 60 members on Facebook. So, I thought that I would quit the group.

However, I remain a fan of Steve Blanc’s movement, and his call to change entrepreneurial culture in every town in the world has inspired me to try to change things where I live. “Business Model Generation discussions in every pub” said Jure Čuhalov, and that I something I strongly endorse.  Consequently, I took the initiative when I met the Mayor of Slovenska Bistrica at the end of 2012. I explained my ideas, and the Technocake business model. I was encouraged by his support and decided to develop our Technocake community into an entrepreneurial ecosystem.

We will share a working space with the student club of Slovenska Bistrica, where there will be free access to a Wi-Fi internet connection, a place for meetings, pitches, presentations, and seed-camps. If anybody wants to help us and/or join the club, he or she will be most welcome. We believe that we can change our future with collaboration and cooperation in this new co-working space. We want to create a place where we can develop value propositions, build business models prototypes for unique ideas, help each other to find investors, and, through mutual input and support, be successful.

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I attended a conference on Open Innovation in Ljubljana last week where I listened to some very interesting lectures. I was particularly interested in a presentation which recounted the the story of a Slovenian entrepreneur in Silicon Valley. As I have previously worked in finance and therefore know well the difficulties and dangers involved in obtaining financial resources, a story about a business model combined with venture capitalism was one that held a particular attraction for me.

It was especially interesting since I got the feeling that because an asymmetrical access to information and combining business models had been utilized, all the stakeholders didn’t benefit. Venture capital stakeholders profited from the business not in a financial sense: they kept what they had invested. However, they gained a very valuable, intangible asset: knowledge.Those who came into the business with knowledge and money, invested that knowledge but lost out on all the profits, and, in addition, were saddled with heavy debts. The stakeholders who invested the venture capital took control of the story and ended it by their rules.

This cautionary tale has strengthened my belief that it is necessary to enter into transactions with a multidisciplinary team that has initiated clearly defined rules which prevent information asymmetry in business. Since forming a multidisciplinary group of specialists can be difficult to do within a single company’s business model, this can most often be best achieved by combining different business models in collaboration with other enterprises.The rules for the participation of multidisciplinary groups can be constructed on the basis of business model canvases.

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