SlideShare una empresa de Scribd logo
1 de 54
Descargar para leer sin conexión
ENTREPRENEURSHIP
EDUCATION
1
January 10, 2016
Bill Aulet
Managing Director,
Martin Trust Center
for MIT Entrepreneurship
The Past, Present and Future of
Purpose of this Presentation
We are all entrepreneurship educators
The world needs us more than ever before
We can do better
How we can up our game
2
What Is Entrepreneurship?
3
Innovation = Invention*Commercialization
Definition of Innovation
What Is Entrepreneurship?
Innovation
* Technology
essentials
* Knowledge of
science &
engineering
* Skills to develop
* Skills to build
Entrepreneurship
* Business
essentials
* Venture
engineering
* Knowledge to
frame decisions
* Skills to start
* Skills to grow
5
Past
1. Practitioner or Academic
2. Little differentiation between types of
entrepreneurship
3. Demand was relatively small & field was seen
as a niche (orphan?)
4. Not perceived as a worthy academic pursuit
5. Can it be taught? Should it be taught?
6
7
Being an entrepreneur
is the new “cool” thing.
As a result,
demand for
entrepreneurship
is blowing up!
Present
Present
1. Demand sky rockets
2. Overflows from academic institutions
3. Gap filled predominantly with practitioners
4. Shortage of academics
5. Coming crisis in entrepreneurship education
(Sept 2013)
8
Most Fundamental Questions
for Entrepreneurship Education
1. Why
2. Can
3. How
9
10
Crisis in
entrepreneurial education
Demand
Supply of
quality
Time
Storytelling
Importance of Spirit
11
12
Spirit + Skills
Successful Entrepreneurship
Successful Entrepreneurship
=
Spirit
of a pirate
Skills
of a Navy Seal
13
+
Future
1. Serious academic and professional field
2. Rigorous but practical
3. New type of product
a) Segmentation of market
b) Dynamic system to adjust
c) Value-based as opposed to Credential-centric
d) JIT delivery model
4. Need to differentiate from private models
14
Process
•Start with market segmentation to identify different types of students in classes today
Segmentation
•Real representative examples (MIT)
•Significant shift in demandPersonas
•Identify needs by persona
•Note common areas as wellNeeds
•Modular for flexibility & customization, as well as rigor & quality
•What is our current set of offerings?Design
•Multiple mechanisms for delivery
•Giving options to customers (students)Delivery
•Research best practices
•Identify gaps and areas of weakness  Remediation plans developed & implementedAction
15
Example: Target Customer
Definition & Segmentation for MIT
• MIT students
• Undergraduate (UG)
• Graduate Student – MBAs (MBA)
• Graduate Student – other Masters or PhD (Grad)
• Post Doctoral Student* (PostDoc)
• Any of the five schools at MIT
• We will further distinguish between all of these
categories of students by their interests using the
persona methodology
• Again, we focus on IDE not SME entrepreneurship
16
Market Segmentation: Personas
Exploratory/
Curious
Ready-to-Go Entrepreneurship
Amplifier
Corporate
Entrepreneur
Description
of Persona
Interested but has no
driving idea or team; is in
exploratory mode; starts
here but will migrate to
another state or out of
entrepreneurship
Chomping at the bit &
just wants help to get
going – has idea, tech
&/or core of team
Interested in
understanding enough to
successfully promote in
their org (e.g., gov, corp,
family business) but is not
the entrepreneur
Wants to be an
entrepreneur in a large
organization
Needs at a
High Level
Need info on career
choice, soft skills,
ideation, team building
and then some first-hand
experience to get a
sense of the process
Wants specific skills and
lots of them, very
quickly; less on the
upfront things
emphasized for the
“curious” persona;
wants the deep,
immersive experience
of being an
entrepreneur on her
idea/technology
Interested in all steps in
some depth but even
more interested in
strategy, policy and
economic impact of the
field. Will want to have
the experience of being an
entrepreneur so can
empathize but more
interested in the process
than the idea or team
Wants depth in
executing the process
so comfortable doing it
again but less tied to
the idea or team; more
interested in
organizational issues
and environment
issues
17
Needs Assessment: Business Essentials* 18
Defining & Refining
Product  Market
Fit
Ideation
Team
Building 1
Career
Choice
Soft
Skills
Primary Market
Research
Key Founders’
Decisions
Sales
Basics of
Finance
Communications
Sector Deep
Dives
Customer
Acquisition
Strategy
Product
Design
Product
Development
Leadership &
Culture
Negotiations
Scaling -
Manufacturing
Work-Life
Balance
Financing
HR
Project
Management
Dealing with
Adversity
Core Entrepreneurship Specific Skills :
Corporate
Entreprnrship
Corporate
Strategy
“Nucleation”
(Phase 1)
“Product Definition”
(Phase 2)
“Venture Development”
(Phase 3)
Product
Management
Legal
Business Model
& Pricing
Scaling: Process
& Infrastructure
General Skills Valuable to Entrepreneurs:
Essential Skills for Entrepreneurs (Semi-Customized):
Building
Eship Systems
* - An open framework built for constant refinement
Curious Entrepreneur Specific Needs 19
Defining & Refining
Product  Market
Fit
Ideation
Team
Building 1
Career
Choice
Soft
Skills
Primary Market
Research
Key Founders’
Decisions
Sales
Basics of
Finance
Communications
Sector Deep
Dives
Customer
Acquisition
Strategy
Product
Design
Product
Development
Leadership &
Culture
Negotiations
Scaling -
Manufacturing
Work-Life
Balance
Financing
HR
Project
Management
Dealing with
Adversity
Core Entrepreneurship Specific Skills :
Corporate
Entreprnrship
Corporate
Strategy
“Nucleation”
(Phase 1)
“Product Definition”
(Phase 2)
“Venture Development”
(Phase 3)
Product
Management
Legal
Business Model
& Pricing
Scaling: Process
& Infrastructure
General Skills Valuable to Entrepreneurs:
Essential Skills for Entrepreneurs (Semi-Customized):
Building
Eship Systems
Ready to Go Entrepreneur 20
Defining & Refining
Product  Market
Fit
Ideation
Team
Building 1
Career
Choice
Soft
Skills
Primary Market
Research
Key Founders’
Decisions
Sales
Basics of
Finance
Communications
Sector Deep
Dives
Customer
Acquisition
Strategy
Product
Design
Product
Development
Leadership &
Culture
Negotiations
Scaling -
Manufacturing
Work-Life
Balance
Financing
HR
Project
Management
Dealing with
Adversity
Core Entrepreneurship Specific Skills :
Corporate
Entreprnrship
Corporate
Strategy
“Nucleation”
(Phase 1)
“Product Definition”
(Phase 2)
“Venture Development”
(Phase 3)
Product
Management
Legal
Business Model
& Pricing
Scaling: Process
& Infrastructure
General Skills Valuable to Entrepreneurs:
Essential Skills for Entrepreneurs (Semi-Customized):
Building
Eship Systems
Corporate Entrepreneur 21
Defining & Refining
Product  Market
Fit
Ideation
Team
Building 1
Career
Choice
Soft
Skills
Primary Market
Research
Key Founders’
Decisions
Sales
Basics of
Finance
Communications
Sector Deep
Dives
Customer
Acquisition
Strategy
Product
Design
Product
Development
Leadership &
Culture
Negotiations
Scaling -
Manufacturing
Work-Life
Balance
Financing
HR
Project
Management
Dealing with
Adversity
Core Entrepreneurship Specific Skills :
Corporate
Entreprnrship
Corporate
Strategy
“Nucleation”
(Phase 1)
“Product Definition”
(Phase 2)
“Venture Development”
(Phase 3)
Product
Management
Legal
Business Model
& Pricing
Scaling: Process
& Infrastructure
General Skills Valuable to Entrepreneurs:
Essential Skills for Entrepreneurs (Semi-Customized):
Building
Eship Systems
Entrepreneurship Amplifier 22
Defining & Refining
Product  Market
Fit
Ideation
Team
Building 1
Career
Choice
Soft
Skills
Primary Market
Research
Key Founders’
Decisions
Sales
Basics of
Finance
Communications
Sector Deep
Dives
Customer
Acquisition
Strategy
Product
Design
Product
Development
Leadership &
Culture
Negotiations
Scaling -
Manufacturing
Work-Life
Balance
Financing
HR
Project
Management
Dealing with
Adversity
Core Entrepreneurship Specific Skills :
Corporate
Entreprnrship
Corporate
Strategy
“Nucleation”
(Phase 1)
“Product Definition”
(Phase 2)
“Venture Development”
(Phase 3)
Product
Management
Legal
Business Model
& Pricing
Scaling: Process
& Infrastructure
General Skills Valuable to Entrepreneurs:
Essential Skills for Entrepreneurs (Semi-Customized):
Building
Eship Systems
Fulfillment Mechanisms
1. Residential Classes (Full Semester, Half Semester, Short
Classes)
2. Online Classes (e.g., edX/MITx/OpenCourseWare)
3. Lecture Series and/or Workshops (“SnackPacks”)
4. Extra or Co-Curricular Clubs/Activities (e.g., Competitions,
Hackathons)
5. Resources Page (Supplementary materials, e.g., blog posts,
podcasts, video or other materials)
6. Advisory Network (Specialists, Coaches, Mentors)
Offerings Mapping to Needs 24
Defining & Refining
Product  Market
Fit
Ideation
Team
Building 1
Career
Choice
Soft
Skills
Primary Market
Research
Key Founders’
Decisions
Sales
Basics of
Finance
Communications
Sector Deep
Dives
Customer
Acquisition
Strategy
Product
Design
Product
Development
Leadership &
Culture
Negotiations
Scaling -
Manufacturing
Work-Life
Balance
Financing
HR
Project
Management
Dealing with
Adversity
Core Entrepreneurship Specific Skills :
Corporate
Entreprnrship
Corporate
Strategy
“Nucleation”
(Phase 1)
“Product Definition”
(Phase 2)
“Venture Development”
(Phase 3)
Product
Management
Legal
Business Model
& Pricing
Scaling: Process
& Infrastructure
General Skills Valuable to Entrepreneurs:
Essential Skills for Entrepreneurs (Semi-Customized):
Building
Eship Systems
Ideation
Classes:
• 6.933: Founders’ Journey (1 class)
• 15.390: New Enterprises (2 classes)
• Also included in 2.75: Medical Device
Design, 3.042: Materials Project Lab,
2.009: Prod Engineering Process,
ESD.051J: Eng Innovation & Design
• IAP class: “Figuring Out the Next Big
Thing” IAP.123
edX:
• Watch this space …
Extra-Curricular & Clubs:
• Sloan Design Club
• Hackathons (e.g MIT Hacking Medicine)
• $100K Brainstorming sessions
SnackPacs
• t=0 Brainstorming Sessions
• Lecture series (at least every 2 months)
Online/Library:
• Videos (IDEO, Improv, plus others)
• Tina Seelig online class
• Add books
Professional Advisor Network Contacts
• Main contact: Sam Breen
• Specialist: Elaine Chen*
• Gordon Contact: Blade Kotelly
• VMS Contact: Roman Lubensky
Most Fundamental Questions
for Entrepreneurship Education
1. Why
2. Can
3. How
25
26
How
How should entrepreneurship be taught?
1. Open (common language & best tools)
2. Systems Approach (integrated & prescriptive)
3. Rigorous but Practical (mens et manus)
27
Student Personas
“Ready to Go”
Chris had his business idea
even before the school year
began and the drive to start
his business ASAP. Chris is
already meeting other
students so he can find his co-
founder, securing mentors,
and building his network. He is
taking the course for some
guidance, but he would have
started his business even
without the class.
28
Comprehensive Curriculum Tile Approach 29
Defining & Refining
Product  Market
Fit
Ideation
Team
Building 1
Career
Choice
Soft
Skills
Primary Market
Research
Key Founders’
Decisions
Sales
Basics of
Finance
Communications
Sector Deep
Dives
Customer
Acquisition
Strategy
Product
Design
Product
Development
Leadership &
Culture
Negotiations
Scaling -
Manufacturing
Work-Life
Balance
Financing
HR
Project
Management
Dealing with
Adversity
Core Entrepreneurship Specific Skills :
Corporate
Entreprnrship
Corporate
Strategy
“Nucleation”
(Phase 1)
“Product Definition”
(Phase 2)
“Venture Development”
(Phase 3)
Product
Management
Legal
Business Model
& Pricing
Scaling: Process
& Infrastructure
General Skills Valuable to Entrepreneurs:
Essential Skills for Entrepreneurs (Semi-Customized):
Building
Eship Systems
* - An open framework built for constant refinement
How 24 Steps Was Put Together 30
31
32
33
34
35
36
37
Action
• Entrepreneurship Educators Forum
The mission: Improve entrepreneurship education,
and make it more rigorous and professional
How?
 An open-source, collaborative platform for curated high quality entrepreneurship
teaching materials
 A community to discuss challenges, share best practices and drive innovation in
entrepreneurship education
 Guidance and support from an advisory council – leaders of entrepreneurship
education in top institutions
What?
 An online platform (MVP launched @ www.eef.io)
 The MIT entrepreneurship programming roadmap as a base to get going
 A series of webinars focusing on the “tiles” in the framework, recorded and available
on the website – often including syllabi and other teaching materials
 All free and open to all
40
Michal Gilon-Yanai
Future
1. Serious academic and professional field
2. Rigorous but practical
3. New type of product
a) Segmentation of market
b) Dynamic system to adjust
c) Value-based as opposed to Credential-centric
d) JIT delivery model
4. Need to differentiate from private models
41
What Differentiates Us?
We help create entrepreneurs not companies.
42
What We Are Not …
o Economic development organizations
o It is a by product but not the focus
o This makes us unique in an entrepreneurial
ecosystem and we should be proud and steadfast in
our commitment to our mission and role
43
Follow Up
• Workshop today from 3:15 to 4:45 pm in Grand
Ballroom
• www.EEF.io
• aulet@mit.edu
44
More info
The book
www.disciplinedentrepreneurship.com
Progress Dashboard
www.detoolbox.com
45
46
Free* Online Courses
Other Relevant Material I
Other Relevant Material II
"Past Present and Future of Entrepreneurship Education" presentation at USASBE Conference Jan 10, 2016
End
Questions?
50
Appendices
51
Story of Reo, Rita, Natalie, Chuan & Gavin
Start IAP
Jan 2015
15.390
Feb – May 2015
GFSA
June – Aug 2015
BCG
Hacking Arts
PowderWave
GSD
Sept – Jan 2015
IDEOSumo Logic
TA
6.933
Key Take Aways
• Entrepreneurship can be taught and it is effectively
with a good process
• The students appreciate there is value in a
rigorous/disciplined process for entrepreneurship –
it is not just magic and mentorship
• Entrepreneurs and companies evolve over time in a
Darwinian manner – fluid teams are essential to
optimize the learning process (as well as success)
By the way, note the diversity in the teams!
53
Validation
Designing Team Building Check Points
on the Entrepreneurship Education Ramp
Inspiration,
Idea,
Technology
Classroom Extra-Curricular Accelerator
Key Points to Form/Reform Team:
V1, V2, V3, V4, …

Más contenido relacionado

La actualidad más candente

Core Competency & Competitive Advantage
Core Competency & Competitive AdvantageCore Competency & Competitive Advantage
Core Competency & Competitive AdvantageAli Sadhik Shaik
 
competitive advantage
competitive advantagecompetitive advantage
competitive advantageSaurabh Verma
 
Ls06 innovation and entrepreneurship
Ls06 innovation and entrepreneurshipLs06 innovation and entrepreneurship
Ls06 innovation and entrepreneurshipM Junaid Mushtaq
 
Innovation process & models
Innovation process & modelsInnovation process & models
Innovation process & modelsVijayKrKhurana
 
Disruptive Technologies - an introduction
Disruptive Technologies - an introductionDisruptive Technologies - an introduction
Disruptive Technologies - an introductionChris Sandström
 
Introduction of entrepreneurship
Introduction of entrepreneurshipIntroduction of entrepreneurship
Introduction of entrepreneurshipRoslinaAhmad
 
Innovation And Entrepreneurship
Innovation And EntrepreneurshipInnovation And Entrepreneurship
Innovation And EntrepreneurshipAndre Kearns
 
Corporate entrepreneurship
Corporate entrepreneurshipCorporate entrepreneurship
Corporate entrepreneurshipTufail Ahmed
 
Module 1 the entrepreneurial perspective
Module  1 the entrepreneurial perspectiveModule  1 the entrepreneurial perspective
Module 1 the entrepreneurial perspectivePriya Srinivas
 
The discipline of innovation by Peter F. Drucker
The discipline of innovation by Peter F. DruckerThe discipline of innovation by Peter F. Drucker
The discipline of innovation by Peter F. DruckerTaimur Khan
 
5 Examples Of Disruptive Innovation
5 Examples Of Disruptive Innovation5 Examples Of Disruptive Innovation
5 Examples Of Disruptive InnovationChris Sandström
 
Introduction Entrepreneurship
Introduction EntrepreneurshipIntroduction Entrepreneurship
Introduction EntrepreneurshipMohammed Umair
 
Innovation Process Management
Innovation Process ManagementInnovation Process Management
Innovation Process ManagementDr. Arturo Perez
 
Innovation and Entrepreneurship
Innovation and EntrepreneurshipInnovation and Entrepreneurship
Innovation and EntrepreneurshipManojkumar Parmar
 

La actualidad más candente (20)

Dynamic Capabilities and Strategic Management
Dynamic Capabilities and Strategic ManagementDynamic Capabilities and Strategic Management
Dynamic Capabilities and Strategic Management
 
Innovation
InnovationInnovation
Innovation
 
Core Competency & Competitive Advantage
Core Competency & Competitive AdvantageCore Competency & Competitive Advantage
Core Competency & Competitive Advantage
 
competitive advantage
competitive advantagecompetitive advantage
competitive advantage
 
Ls06 innovation and entrepreneurship
Ls06 innovation and entrepreneurshipLs06 innovation and entrepreneurship
Ls06 innovation and entrepreneurship
 
Innovation
InnovationInnovation
Innovation
 
Managing Innovation
Managing InnovationManaging Innovation
Managing Innovation
 
Innovation process & models
Innovation process & modelsInnovation process & models
Innovation process & models
 
Innovation management
Innovation managementInnovation management
Innovation management
 
Disruptive Technologies - an introduction
Disruptive Technologies - an introductionDisruptive Technologies - an introduction
Disruptive Technologies - an introduction
 
Introduction of entrepreneurship
Introduction of entrepreneurshipIntroduction of entrepreneurship
Introduction of entrepreneurship
 
Innovation
Innovation Innovation
Innovation
 
Innovation And Entrepreneurship
Innovation And EntrepreneurshipInnovation And Entrepreneurship
Innovation And Entrepreneurship
 
Corporate entrepreneurship
Corporate entrepreneurshipCorporate entrepreneurship
Corporate entrepreneurship
 
Module 1 the entrepreneurial perspective
Module  1 the entrepreneurial perspectiveModule  1 the entrepreneurial perspective
Module 1 the entrepreneurial perspective
 
The discipline of innovation by Peter F. Drucker
The discipline of innovation by Peter F. DruckerThe discipline of innovation by Peter F. Drucker
The discipline of innovation by Peter F. Drucker
 
5 Examples Of Disruptive Innovation
5 Examples Of Disruptive Innovation5 Examples Of Disruptive Innovation
5 Examples Of Disruptive Innovation
 
Introduction Entrepreneurship
Introduction EntrepreneurshipIntroduction Entrepreneurship
Introduction Entrepreneurship
 
Innovation Process Management
Innovation Process ManagementInnovation Process Management
Innovation Process Management
 
Innovation and Entrepreneurship
Innovation and EntrepreneurshipInnovation and Entrepreneurship
Innovation and Entrepreneurship
 

Destacado

Research data collection methods and tools
Research data collection methods and toolsResearch data collection methods and tools
Research data collection methods and toolsLikhila Abraham
 
Entrepreneurship Lecture Notes Part 1
Entrepreneurship Lecture Notes Part 1Entrepreneurship Lecture Notes Part 1
Entrepreneurship Lecture Notes Part 1Odofin Caleb
 
Selection of research problem
Selection of research problemSelection of research problem
Selection of research problembiniyapatel
 
Entrepreneurship, introduction to entrepreneurship, definition of entrepreneu...
Entrepreneurship, introduction to entrepreneurship, definition of entrepreneu...Entrepreneurship, introduction to entrepreneurship, definition of entrepreneu...
Entrepreneurship, introduction to entrepreneurship, definition of entrepreneu...Jorge Saguinsin
 
Basics of entrepreneurship
Basics of entrepreneurshipBasics of entrepreneurship
Basics of entrepreneurshipDivya Pandey
 
Tools of data collection
Tools of data collectionTools of data collection
Tools of data collectionDr.Suresh Isave
 
Entrepreneurship powerpoint slide
Entrepreneurship powerpoint slideEntrepreneurship powerpoint slide
Entrepreneurship powerpoint slideMahlatsi Lerato
 
Research Methods: Basic Concepts and Methods
Research Methods: Basic Concepts and MethodsResearch Methods: Basic Concepts and Methods
Research Methods: Basic Concepts and MethodsAhmed-Refat Refat
 
Chapter 1 on Entrepreneurship
Chapter 1 on EntrepreneurshipChapter 1 on Entrepreneurship
Chapter 1 on EntrepreneurshipJaisiimman Sam
 

Destacado (10)

Research data collection methods and tools
Research data collection methods and toolsResearch data collection methods and tools
Research data collection methods and tools
 
Entrepreneurship Lecture Notes Part 1
Entrepreneurship Lecture Notes Part 1Entrepreneurship Lecture Notes Part 1
Entrepreneurship Lecture Notes Part 1
 
Selection of research problem
Selection of research problemSelection of research problem
Selection of research problem
 
Entrepreneurship, introduction to entrepreneurship, definition of entrepreneu...
Entrepreneurship, introduction to entrepreneurship, definition of entrepreneu...Entrepreneurship, introduction to entrepreneurship, definition of entrepreneu...
Entrepreneurship, introduction to entrepreneurship, definition of entrepreneu...
 
Basics of entrepreneurship
Basics of entrepreneurshipBasics of entrepreneurship
Basics of entrepreneurship
 
Tools of data collection
Tools of data collectionTools of data collection
Tools of data collection
 
Entrepreneurship powerpoint slide
Entrepreneurship powerpoint slideEntrepreneurship powerpoint slide
Entrepreneurship powerpoint slide
 
Chapter 9-METHODS OF DATA COLLECTION
Chapter 9-METHODS OF DATA COLLECTIONChapter 9-METHODS OF DATA COLLECTION
Chapter 9-METHODS OF DATA COLLECTION
 
Research Methods: Basic Concepts and Methods
Research Methods: Basic Concepts and MethodsResearch Methods: Basic Concepts and Methods
Research Methods: Basic Concepts and Methods
 
Chapter 1 on Entrepreneurship
Chapter 1 on EntrepreneurshipChapter 1 on Entrepreneurship
Chapter 1 on Entrepreneurship
 

Similar a "Past Present and Future of Entrepreneurship Education" presentation at USASBE Conference Jan 10, 2016

Women in Innovation - My Innovation: describing what I am applying for
Women in Innovation - My Innovation: describing what I am applying forWomen in Innovation - My Innovation: describing what I am applying for
Women in Innovation - My Innovation: describing what I am applying forKTN
 
Session 1_Career Exploration and the Job Search Strategy_15.02.2023.pdf
Session 1_Career Exploration and the Job Search Strategy_15.02.2023.pdfSession 1_Career Exploration and the Job Search Strategy_15.02.2023.pdf
Session 1_Career Exploration and the Job Search Strategy_15.02.2023.pdfElioAsero
 
TSS 2011 David Maher Roberts Responsive Strategy Bath 1 Dec 2011
TSS 2011 David Maher Roberts Responsive Strategy Bath 1 Dec 2011TSS 2011 David Maher Roberts Responsive Strategy Bath 1 Dec 2011
TSS 2011 David Maher Roberts Responsive Strategy Bath 1 Dec 2011Science City Bristol
 
Spring 2011 mba 295 f syllalbus rev 3
Spring 2011 mba 295 f syllalbus rev 3Spring 2011 mba 295 f syllalbus rev 3
Spring 2011 mba 295 f syllalbus rev 3Stanford University
 
EIS-PM-Devt-Services-Boot Camp_Combined (1)
EIS-PM-Devt-Services-Boot Camp_Combined (1)EIS-PM-Devt-Services-Boot Camp_Combined (1)
EIS-PM-Devt-Services-Boot Camp_Combined (1)Thomas Squeo
 
Idea To Funding & The Valuation Game--Journey of Sparsha Learning Technologies
Idea To Funding & The Valuation Game--Journey of Sparsha Learning Technologies Idea To Funding & The Valuation Game--Journey of Sparsha Learning Technologies
Idea To Funding & The Valuation Game--Journey of Sparsha Learning Technologies Dr. Shivananda Koteshwar
 
Entrepreneurship class 2
Entrepreneurship class 2Entrepreneurship class 2
Entrepreneurship class 2andrewmaxwell
 
Jd ea to executive director
Jd   ea to executive directorJd   ea to executive director
Jd ea to executive directorVikalp Bachchan
 
Innovation - how to get the ball rolling
Innovation  - how to get the ball rollingInnovation  - how to get the ball rolling
Innovation - how to get the ball rollingMichael de Paauw
 
—Introduction to ManagementWEEK TEN THE EXCEPTIONAL MANAGER.docx
—Introduction to ManagementWEEK TEN THE EXCEPTIONAL MANAGER.docx—Introduction to ManagementWEEK TEN THE EXCEPTIONAL MANAGER.docx
—Introduction to ManagementWEEK TEN THE EXCEPTIONAL MANAGER.docxanhlodge
 
Kaa corporate innovation_services_en
Kaa corporate innovation_services_enKaa corporate innovation_services_en
Kaa corporate innovation_services_enFerran Sesplugues
 
2-Opportunity Identification And Trend Identificatio; Factors affecting entre...
2-Opportunity Identification And Trend Identificatio; Factors affecting entre...2-Opportunity Identification And Trend Identificatio; Factors affecting entre...
2-Opportunity Identification And Trend Identificatio; Factors affecting entre...BinitKumar67
 
How To Develop Value Propositions, for CIOs
How To Develop Value Propositions, for CIOsHow To Develop Value Propositions, for CIOs
How To Develop Value Propositions, for CIOsWalter Adamson
 

Similar a "Past Present and Future of Entrepreneurship Education" presentation at USASBE Conference Jan 10, 2016 (20)

VentureWell Open conference presentation March 25 2017 v2 bill copy
VentureWell Open conference presentation March 25 2017 v2 bill copyVentureWell Open conference presentation March 25 2017 v2 bill copy
VentureWell Open conference presentation March 25 2017 v2 bill copy
 
Launch fishers what going on in entrepreneurship education v3
Launch fishers what going on in entrepreneurship education v3Launch fishers what going on in entrepreneurship education v3
Launch fishers what going on in entrepreneurship education v3
 
Women in Innovation - My Innovation: describing what I am applying for
Women in Innovation - My Innovation: describing what I am applying forWomen in Innovation - My Innovation: describing what I am applying for
Women in Innovation - My Innovation: describing what I am applying for
 
Session 1_Career Exploration and the Job Search Strategy_15.02.2023.pdf
Session 1_Career Exploration and the Job Search Strategy_15.02.2023.pdfSession 1_Career Exploration and the Job Search Strategy_15.02.2023.pdf
Session 1_Career Exploration and the Job Search Strategy_15.02.2023.pdf
 
Business presentation
Business presentationBusiness presentation
Business presentation
 
TSS 2011 David Maher Roberts Responsive Strategy Bath 1 Dec 2011
TSS 2011 David Maher Roberts Responsive Strategy Bath 1 Dec 2011TSS 2011 David Maher Roberts Responsive Strategy Bath 1 Dec 2011
TSS 2011 David Maher Roberts Responsive Strategy Bath 1 Dec 2011
 
Spring 2011 mba 295 f syllalbus rev 3
Spring 2011 mba 295 f syllalbus rev 3Spring 2011 mba 295 f syllalbus rev 3
Spring 2011 mba 295 f syllalbus rev 3
 
Technology commercialization overview
Technology commercialization overviewTechnology commercialization overview
Technology commercialization overview
 
teachers.ppt
teachers.pptteachers.ppt
teachers.ppt
 
EIS-PM-Devt-Services-Boot Camp_Combined (1)
EIS-PM-Devt-Services-Boot Camp_Combined (1)EIS-PM-Devt-Services-Boot Camp_Combined (1)
EIS-PM-Devt-Services-Boot Camp_Combined (1)
 
Market Studies.pdf
Market Studies.pdfMarket Studies.pdf
Market Studies.pdf
 
Idea To Funding & The Valuation Game--Journey of Sparsha Learning Technologies
Idea To Funding & The Valuation Game--Journey of Sparsha Learning Technologies Idea To Funding & The Valuation Game--Journey of Sparsha Learning Technologies
Idea To Funding & The Valuation Game--Journey of Sparsha Learning Technologies
 
Entrepreneurship class 2
Entrepreneurship class 2Entrepreneurship class 2
Entrepreneurship class 2
 
Jd ea to executive director
Jd   ea to executive directorJd   ea to executive director
Jd ea to executive director
 
Innovation - how to get the ball rolling
Innovation  - how to get the ball rollingInnovation  - how to get the ball rolling
Innovation - how to get the ball rolling
 
Vistage CEO Session
Vistage CEO SessionVistage CEO Session
Vistage CEO Session
 
—Introduction to ManagementWEEK TEN THE EXCEPTIONAL MANAGER.docx
—Introduction to ManagementWEEK TEN THE EXCEPTIONAL MANAGER.docx—Introduction to ManagementWEEK TEN THE EXCEPTIONAL MANAGER.docx
—Introduction to ManagementWEEK TEN THE EXCEPTIONAL MANAGER.docx
 
Kaa corporate innovation_services_en
Kaa corporate innovation_services_enKaa corporate innovation_services_en
Kaa corporate innovation_services_en
 
2-Opportunity Identification And Trend Identificatio; Factors affecting entre...
2-Opportunity Identification And Trend Identificatio; Factors affecting entre...2-Opportunity Identification And Trend Identificatio; Factors affecting entre...
2-Opportunity Identification And Trend Identificatio; Factors affecting entre...
 
How To Develop Value Propositions, for CIOs
How To Develop Value Propositions, for CIOsHow To Develop Value Propositions, for CIOs
How To Develop Value Propositions, for CIOs
 

Más de Massachusetts Institute of Technology

What is the Martin Trust Center for MIT Entrepreneurship & Why Is it So Awesome?
What is the Martin Trust Center for MIT Entrepreneurship & Why Is it So Awesome?What is the Martin Trust Center for MIT Entrepreneurship & Why Is it So Awesome?
What is the Martin Trust Center for MIT Entrepreneurship & Why Is it So Awesome?Massachusetts Institute of Technology
 
MIT Enterprise Forum Pan Arab Startup Competition Keynote Slides - Cairo, May...
MIT Enterprise Forum Pan Arab Startup Competition Keynote Slides - Cairo, May...MIT Enterprise Forum Pan Arab Startup Competition Keynote Slides - Cairo, May...
MIT Enterprise Forum Pan Arab Startup Competition Keynote Slides - Cairo, May...Massachusetts Institute of Technology
 
Overview of Disciplined Entrepreneurship & Relevance in an International Context
Overview of Disciplined Entrepreneurship & Relevance in an International ContextOverview of Disciplined Entrepreneurship & Relevance in an International Context
Overview of Disciplined Entrepreneurship & Relevance in an International ContextMassachusetts Institute of Technology
 

Más de Massachusetts Institute of Technology (11)

Introduction to Disciplined Entrepreneurship Workshop MGF Deck #2
Introduction to Disciplined Entrepreneurship Workshop MGF Deck #2Introduction to Disciplined Entrepreneurship Workshop MGF Deck #2
Introduction to Disciplined Entrepreneurship Workshop MGF Deck #2
 
Introduction to Disciplined Entrepreneurship Workshop MGF Deck #1
Introduction to Disciplined Entrepreneurship Workshop MGF Deck #1Introduction to Disciplined Entrepreneurship Workshop MGF Deck #1
Introduction to Disciplined Entrepreneurship Workshop MGF Deck #1
 
University of Colorado Boulder talk on July 26 2017
University of Colorado Boulder talk on July 26 2017University of Colorado Boulder talk on July 26 2017
University of Colorado Boulder talk on July 26 2017
 
Purdue Foundry april 28 2017 v2
Purdue Foundry april 28 2017 v2Purdue Foundry april 28 2017 v2
Purdue Foundry april 28 2017 v2
 
Bill Aulet GEC2016 keynote speech March 16 2016 Medellin Colombia
Bill Aulet GEC2016 keynote speech March 16 2016 Medellin ColombiaBill Aulet GEC2016 keynote speech March 16 2016 Medellin Colombia
Bill Aulet GEC2016 keynote speech March 16 2016 Medellin Colombia
 
What is the Martin Trust Center for MIT Entrepreneurship & Why Is it So Awesome?
What is the Martin Trust Center for MIT Entrepreneurship & Why Is it So Awesome?What is the Martin Trust Center for MIT Entrepreneurship & Why Is it So Awesome?
What is the Martin Trust Center for MIT Entrepreneurship & Why Is it So Awesome?
 
MIT Enterprise Forum Pan Arab Startup Competition Keynote Slides - Cairo, May...
MIT Enterprise Forum Pan Arab Startup Competition Keynote Slides - Cairo, May...MIT Enterprise Forum Pan Arab Startup Competition Keynote Slides - Cairo, May...
MIT Enterprise Forum Pan Arab Startup Competition Keynote Slides - Cairo, May...
 
7 Harmful Myths of Entrepreneurship
7 Harmful Myths of Entrepreneurship7 Harmful Myths of Entrepreneurship
7 Harmful Myths of Entrepreneurship
 
1 Coffee Pot, Many Disciplines: Why Space Matters for Innovation
1 Coffee Pot, Many Disciplines: Why Space Matters for Innovation1 Coffee Pot, Many Disciplines: Why Space Matters for Innovation
1 Coffee Pot, Many Disciplines: Why Space Matters for Innovation
 
Overview of Disciplined Entrepreneurship & Relevance in an International Context
Overview of Disciplined Entrepreneurship & Relevance in an International ContextOverview of Disciplined Entrepreneurship & Relevance in an International Context
Overview of Disciplined Entrepreneurship & Relevance in an International Context
 
SXSW 2014 Accelerator vs Incubator Presentation
SXSW 2014 Accelerator vs Incubator PresentationSXSW 2014 Accelerator vs Incubator Presentation
SXSW 2014 Accelerator vs Incubator Presentation
 

Último

Expense Management Maximizing Efficiency for Business Success
Expense Management Maximizing Efficiency for Business SuccessExpense Management Maximizing Efficiency for Business Success
Expense Management Maximizing Efficiency for Business SuccessManagry
 
Establishing An Enterprise and Project Management.pptx
Establishing An Enterprise and Project Management.pptxEstablishing An Enterprise and Project Management.pptx
Establishing An Enterprise and Project Management.pptxshrinivas kulkarni
 
Analysis Of FaarmTech | BBA | Business Plan
Analysis Of FaarmTech | BBA | Business PlanAnalysis Of FaarmTech | BBA | Business Plan
Analysis Of FaarmTech | BBA | Business Planmohsinrai101
 
How to track billable hours - a step-by-step guide
How to track billable hours - a step-by-step guideHow to track billable hours - a step-by-step guide
How to track billable hours - a step-by-step guideManagry
 
Institutions Supporting Small Business Enterprises.pptx
Institutions Supporting Small Business Enterprises.pptxInstitutions Supporting Small Business Enterprises.pptx
Institutions Supporting Small Business Enterprises.pptxshrinivas kulkarni
 
Path to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdf
Path to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdfPath to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdf
Path to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdfContent Strategy Inc.
 
What is the Best Way to Track Employee Vacation Time?
What is the Best Way to Track Employee Vacation Time?What is the Best Way to Track Employee Vacation Time?
What is the Best Way to Track Employee Vacation Time?Managry
 
HDPE Pipe Fittings Manufacturer and Supplier
HDPE Pipe Fittings Manufacturer and SupplierHDPE Pipe Fittings Manufacturer and Supplier
HDPE Pipe Fittings Manufacturer and SupplierBhavin Kanani
 
How To Get Rich With Bitcoin Even If You Have No Clue About Technology
How To Get Rich With Bitcoin Even If You Have No Clue About TechnologyHow To Get Rich With Bitcoin Even If You Have No Clue About Technology
How To Get Rich With Bitcoin Even If You Have No Clue About Technologyzaidashadali00
 
Preventing Timesheet Fraud Strategies for Ensuring Accuracy and Compliance
Preventing Timesheet Fraud Strategies for Ensuring Accuracy and CompliancePreventing Timesheet Fraud Strategies for Ensuring Accuracy and Compliance
Preventing Timesheet Fraud Strategies for Ensuring Accuracy and ComplianceManagry
 

Último (10)

Expense Management Maximizing Efficiency for Business Success
Expense Management Maximizing Efficiency for Business SuccessExpense Management Maximizing Efficiency for Business Success
Expense Management Maximizing Efficiency for Business Success
 
Establishing An Enterprise and Project Management.pptx
Establishing An Enterprise and Project Management.pptxEstablishing An Enterprise and Project Management.pptx
Establishing An Enterprise and Project Management.pptx
 
Analysis Of FaarmTech | BBA | Business Plan
Analysis Of FaarmTech | BBA | Business PlanAnalysis Of FaarmTech | BBA | Business Plan
Analysis Of FaarmTech | BBA | Business Plan
 
How to track billable hours - a step-by-step guide
How to track billable hours - a step-by-step guideHow to track billable hours - a step-by-step guide
How to track billable hours - a step-by-step guide
 
Institutions Supporting Small Business Enterprises.pptx
Institutions Supporting Small Business Enterprises.pptxInstitutions Supporting Small Business Enterprises.pptx
Institutions Supporting Small Business Enterprises.pptx
 
Path to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdf
Path to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdfPath to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdf
Path to Traditional Pub - BookFest 2024 presentation - 03-23-2024.pdf
 
What is the Best Way to Track Employee Vacation Time?
What is the Best Way to Track Employee Vacation Time?What is the Best Way to Track Employee Vacation Time?
What is the Best Way to Track Employee Vacation Time?
 
HDPE Pipe Fittings Manufacturer and Supplier
HDPE Pipe Fittings Manufacturer and SupplierHDPE Pipe Fittings Manufacturer and Supplier
HDPE Pipe Fittings Manufacturer and Supplier
 
How To Get Rich With Bitcoin Even If You Have No Clue About Technology
How To Get Rich With Bitcoin Even If You Have No Clue About TechnologyHow To Get Rich With Bitcoin Even If You Have No Clue About Technology
How To Get Rich With Bitcoin Even If You Have No Clue About Technology
 
Preventing Timesheet Fraud Strategies for Ensuring Accuracy and Compliance
Preventing Timesheet Fraud Strategies for Ensuring Accuracy and CompliancePreventing Timesheet Fraud Strategies for Ensuring Accuracy and Compliance
Preventing Timesheet Fraud Strategies for Ensuring Accuracy and Compliance
 

"Past Present and Future of Entrepreneurship Education" presentation at USASBE Conference Jan 10, 2016

  • 1. ENTREPRENEURSHIP EDUCATION 1 January 10, 2016 Bill Aulet Managing Director, Martin Trust Center for MIT Entrepreneurship The Past, Present and Future of
  • 2. Purpose of this Presentation We are all entrepreneurship educators The world needs us more than ever before We can do better How we can up our game 2
  • 5. What Is Entrepreneurship? Innovation * Technology essentials * Knowledge of science & engineering * Skills to develop * Skills to build Entrepreneurship * Business essentials * Venture engineering * Knowledge to frame decisions * Skills to start * Skills to grow 5
  • 6. Past 1. Practitioner or Academic 2. Little differentiation between types of entrepreneurship 3. Demand was relatively small & field was seen as a niche (orphan?) 4. Not perceived as a worthy academic pursuit 5. Can it be taught? Should it be taught? 6
  • 7. 7 Being an entrepreneur is the new “cool” thing. As a result, demand for entrepreneurship is blowing up! Present
  • 8. Present 1. Demand sky rockets 2. Overflows from academic institutions 3. Gap filled predominantly with practitioners 4. Shortage of academics 5. Coming crisis in entrepreneurship education (Sept 2013) 8
  • 9. Most Fundamental Questions for Entrepreneurship Education 1. Why 2. Can 3. How 9
  • 12. 12 Spirit + Skills Successful Entrepreneurship
  • 13. Successful Entrepreneurship = Spirit of a pirate Skills of a Navy Seal 13 +
  • 14. Future 1. Serious academic and professional field 2. Rigorous but practical 3. New type of product a) Segmentation of market b) Dynamic system to adjust c) Value-based as opposed to Credential-centric d) JIT delivery model 4. Need to differentiate from private models 14
  • 15. Process •Start with market segmentation to identify different types of students in classes today Segmentation •Real representative examples (MIT) •Significant shift in demandPersonas •Identify needs by persona •Note common areas as wellNeeds •Modular for flexibility & customization, as well as rigor & quality •What is our current set of offerings?Design •Multiple mechanisms for delivery •Giving options to customers (students)Delivery •Research best practices •Identify gaps and areas of weakness  Remediation plans developed & implementedAction 15
  • 16. Example: Target Customer Definition & Segmentation for MIT • MIT students • Undergraduate (UG) • Graduate Student – MBAs (MBA) • Graduate Student – other Masters or PhD (Grad) • Post Doctoral Student* (PostDoc) • Any of the five schools at MIT • We will further distinguish between all of these categories of students by their interests using the persona methodology • Again, we focus on IDE not SME entrepreneurship 16
  • 17. Market Segmentation: Personas Exploratory/ Curious Ready-to-Go Entrepreneurship Amplifier Corporate Entrepreneur Description of Persona Interested but has no driving idea or team; is in exploratory mode; starts here but will migrate to another state or out of entrepreneurship Chomping at the bit & just wants help to get going – has idea, tech &/or core of team Interested in understanding enough to successfully promote in their org (e.g., gov, corp, family business) but is not the entrepreneur Wants to be an entrepreneur in a large organization Needs at a High Level Need info on career choice, soft skills, ideation, team building and then some first-hand experience to get a sense of the process Wants specific skills and lots of them, very quickly; less on the upfront things emphasized for the “curious” persona; wants the deep, immersive experience of being an entrepreneur on her idea/technology Interested in all steps in some depth but even more interested in strategy, policy and economic impact of the field. Will want to have the experience of being an entrepreneur so can empathize but more interested in the process than the idea or team Wants depth in executing the process so comfortable doing it again but less tied to the idea or team; more interested in organizational issues and environment issues 17
  • 18. Needs Assessment: Business Essentials* 18 Defining & Refining Product  Market Fit Ideation Team Building 1 Career Choice Soft Skills Primary Market Research Key Founders’ Decisions Sales Basics of Finance Communications Sector Deep Dives Customer Acquisition Strategy Product Design Product Development Leadership & Culture Negotiations Scaling - Manufacturing Work-Life Balance Financing HR Project Management Dealing with Adversity Core Entrepreneurship Specific Skills : Corporate Entreprnrship Corporate Strategy “Nucleation” (Phase 1) “Product Definition” (Phase 2) “Venture Development” (Phase 3) Product Management Legal Business Model & Pricing Scaling: Process & Infrastructure General Skills Valuable to Entrepreneurs: Essential Skills for Entrepreneurs (Semi-Customized): Building Eship Systems * - An open framework built for constant refinement
  • 19. Curious Entrepreneur Specific Needs 19 Defining & Refining Product  Market Fit Ideation Team Building 1 Career Choice Soft Skills Primary Market Research Key Founders’ Decisions Sales Basics of Finance Communications Sector Deep Dives Customer Acquisition Strategy Product Design Product Development Leadership & Culture Negotiations Scaling - Manufacturing Work-Life Balance Financing HR Project Management Dealing with Adversity Core Entrepreneurship Specific Skills : Corporate Entreprnrship Corporate Strategy “Nucleation” (Phase 1) “Product Definition” (Phase 2) “Venture Development” (Phase 3) Product Management Legal Business Model & Pricing Scaling: Process & Infrastructure General Skills Valuable to Entrepreneurs: Essential Skills for Entrepreneurs (Semi-Customized): Building Eship Systems
  • 20. Ready to Go Entrepreneur 20 Defining & Refining Product  Market Fit Ideation Team Building 1 Career Choice Soft Skills Primary Market Research Key Founders’ Decisions Sales Basics of Finance Communications Sector Deep Dives Customer Acquisition Strategy Product Design Product Development Leadership & Culture Negotiations Scaling - Manufacturing Work-Life Balance Financing HR Project Management Dealing with Adversity Core Entrepreneurship Specific Skills : Corporate Entreprnrship Corporate Strategy “Nucleation” (Phase 1) “Product Definition” (Phase 2) “Venture Development” (Phase 3) Product Management Legal Business Model & Pricing Scaling: Process & Infrastructure General Skills Valuable to Entrepreneurs: Essential Skills for Entrepreneurs (Semi-Customized): Building Eship Systems
  • 21. Corporate Entrepreneur 21 Defining & Refining Product  Market Fit Ideation Team Building 1 Career Choice Soft Skills Primary Market Research Key Founders’ Decisions Sales Basics of Finance Communications Sector Deep Dives Customer Acquisition Strategy Product Design Product Development Leadership & Culture Negotiations Scaling - Manufacturing Work-Life Balance Financing HR Project Management Dealing with Adversity Core Entrepreneurship Specific Skills : Corporate Entreprnrship Corporate Strategy “Nucleation” (Phase 1) “Product Definition” (Phase 2) “Venture Development” (Phase 3) Product Management Legal Business Model & Pricing Scaling: Process & Infrastructure General Skills Valuable to Entrepreneurs: Essential Skills for Entrepreneurs (Semi-Customized): Building Eship Systems
  • 22. Entrepreneurship Amplifier 22 Defining & Refining Product  Market Fit Ideation Team Building 1 Career Choice Soft Skills Primary Market Research Key Founders’ Decisions Sales Basics of Finance Communications Sector Deep Dives Customer Acquisition Strategy Product Design Product Development Leadership & Culture Negotiations Scaling - Manufacturing Work-Life Balance Financing HR Project Management Dealing with Adversity Core Entrepreneurship Specific Skills : Corporate Entreprnrship Corporate Strategy “Nucleation” (Phase 1) “Product Definition” (Phase 2) “Venture Development” (Phase 3) Product Management Legal Business Model & Pricing Scaling: Process & Infrastructure General Skills Valuable to Entrepreneurs: Essential Skills for Entrepreneurs (Semi-Customized): Building Eship Systems
  • 23. Fulfillment Mechanisms 1. Residential Classes (Full Semester, Half Semester, Short Classes) 2. Online Classes (e.g., edX/MITx/OpenCourseWare) 3. Lecture Series and/or Workshops (“SnackPacks”) 4. Extra or Co-Curricular Clubs/Activities (e.g., Competitions, Hackathons) 5. Resources Page (Supplementary materials, e.g., blog posts, podcasts, video or other materials) 6. Advisory Network (Specialists, Coaches, Mentors)
  • 24. Offerings Mapping to Needs 24 Defining & Refining Product  Market Fit Ideation Team Building 1 Career Choice Soft Skills Primary Market Research Key Founders’ Decisions Sales Basics of Finance Communications Sector Deep Dives Customer Acquisition Strategy Product Design Product Development Leadership & Culture Negotiations Scaling - Manufacturing Work-Life Balance Financing HR Project Management Dealing with Adversity Core Entrepreneurship Specific Skills : Corporate Entreprnrship Corporate Strategy “Nucleation” (Phase 1) “Product Definition” (Phase 2) “Venture Development” (Phase 3) Product Management Legal Business Model & Pricing Scaling: Process & Infrastructure General Skills Valuable to Entrepreneurs: Essential Skills for Entrepreneurs (Semi-Customized): Building Eship Systems Ideation Classes: • 6.933: Founders’ Journey (1 class) • 15.390: New Enterprises (2 classes) • Also included in 2.75: Medical Device Design, 3.042: Materials Project Lab, 2.009: Prod Engineering Process, ESD.051J: Eng Innovation & Design • IAP class: “Figuring Out the Next Big Thing” IAP.123 edX: • Watch this space … Extra-Curricular & Clubs: • Sloan Design Club • Hackathons (e.g MIT Hacking Medicine) • $100K Brainstorming sessions SnackPacs • t=0 Brainstorming Sessions • Lecture series (at least every 2 months) Online/Library: • Videos (IDEO, Improv, plus others) • Tina Seelig online class • Add books Professional Advisor Network Contacts • Main contact: Sam Breen • Specialist: Elaine Chen* • Gordon Contact: Blade Kotelly • VMS Contact: Roman Lubensky
  • 25. Most Fundamental Questions for Entrepreneurship Education 1. Why 2. Can 3. How 25
  • 26. 26
  • 27. How How should entrepreneurship be taught? 1. Open (common language & best tools) 2. Systems Approach (integrated & prescriptive) 3. Rigorous but Practical (mens et manus) 27
  • 28. Student Personas “Ready to Go” Chris had his business idea even before the school year began and the drive to start his business ASAP. Chris is already meeting other students so he can find his co- founder, securing mentors, and building his network. He is taking the course for some guidance, but he would have started his business even without the class. 28
  • 29. Comprehensive Curriculum Tile Approach 29 Defining & Refining Product  Market Fit Ideation Team Building 1 Career Choice Soft Skills Primary Market Research Key Founders’ Decisions Sales Basics of Finance Communications Sector Deep Dives Customer Acquisition Strategy Product Design Product Development Leadership & Culture Negotiations Scaling - Manufacturing Work-Life Balance Financing HR Project Management Dealing with Adversity Core Entrepreneurship Specific Skills : Corporate Entreprnrship Corporate Strategy “Nucleation” (Phase 1) “Product Definition” (Phase 2) “Venture Development” (Phase 3) Product Management Legal Business Model & Pricing Scaling: Process & Infrastructure General Skills Valuable to Entrepreneurs: Essential Skills for Entrepreneurs (Semi-Customized): Building Eship Systems * - An open framework built for constant refinement
  • 30. How 24 Steps Was Put Together 30
  • 31. 31
  • 32. 32
  • 33. 33
  • 34. 34
  • 35. 35
  • 36. 36
  • 37. 37
  • 39. The mission: Improve entrepreneurship education, and make it more rigorous and professional How?  An open-source, collaborative platform for curated high quality entrepreneurship teaching materials  A community to discuss challenges, share best practices and drive innovation in entrepreneurship education  Guidance and support from an advisory council – leaders of entrepreneurship education in top institutions What?  An online platform (MVP launched @ www.eef.io)  The MIT entrepreneurship programming roadmap as a base to get going  A series of webinars focusing on the “tiles” in the framework, recorded and available on the website – often including syllabi and other teaching materials  All free and open to all
  • 41. Future 1. Serious academic and professional field 2. Rigorous but practical 3. New type of product a) Segmentation of market b) Dynamic system to adjust c) Value-based as opposed to Credential-centric d) JIT delivery model 4. Need to differentiate from private models 41
  • 42. What Differentiates Us? We help create entrepreneurs not companies. 42
  • 43. What We Are Not … o Economic development organizations o It is a by product but not the focus o This makes us unique in an entrepreneurial ecosystem and we should be proud and steadfast in our commitment to our mission and role 43
  • 44. Follow Up • Workshop today from 3:15 to 4:45 pm in Grand Ballroom • www.EEF.io • aulet@mit.edu 44
  • 52. Story of Reo, Rita, Natalie, Chuan & Gavin Start IAP Jan 2015 15.390 Feb – May 2015 GFSA June – Aug 2015 BCG Hacking Arts PowderWave GSD Sept – Jan 2015 IDEOSumo Logic TA 6.933
  • 53. Key Take Aways • Entrepreneurship can be taught and it is effectively with a good process • The students appreciate there is value in a rigorous/disciplined process for entrepreneurship – it is not just magic and mentorship • Entrepreneurs and companies evolve over time in a Darwinian manner – fluid teams are essential to optimize the learning process (as well as success) By the way, note the diversity in the teams! 53
  • 54. Validation Designing Team Building Check Points on the Entrepreneurship Education Ramp Inspiration, Idea, Technology Classroom Extra-Curricular Accelerator Key Points to Form/Reform Team: V1, V2, V3, V4, …