Past, Present, and Future of Entrepreneurship Education


The Presentation inside:

Slide 0

1 The Past, Present and Future of ENTREPRENEURSHIP EDUCATION January 10, 2016 Bill Aulet Managing Director, Martin Trust Center for MIT Entrepreneurship


Slide 1

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


Slide 2

3 What Is Entrepreneurship?


Slide 3

Definition of Innovation Innovation = Invention*Commercialization


Slide 4

5 What Is Entrepreneurship? Innovation Entrepreneurship * Technology essentials * Knowledge of science & engineering * Business essentials * Venture engineering * Skills to develop * Skills to build * Knowledge to frame decisions * Skills to start * Skills to grow


Slide 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?


Slide 6

7 Present Being an entrepreneur is the new “cool” thing. As a result, demand for entrepreneurship is blowing up!


Slide 7

8 Present 1. 2. 3. 4. 5. Demand sky rockets Overflows from academic institutions Gap filled predominantly with practitioners Shortage of academics Coming crisis in entrepreneurship education (Sept 2013)


Slide 8

9 Most Fundamental Questions for Entrepreneurship Education 1. Why 2. Can 3. How


Slide 9

10 Crisis in entrepreneurial education Demand Storytelling Supply of quality Time


Slide 10

11 Importance of Spirit


Slide 11

12 Successful Entrepreneurship Spirit + Skills


Slide 12

13 Successful Entrepreneurship = + Spirit Skills of a pirate of a Navy Seal


Slide 13

14 Future 1. Serious academic and professional field 2. Rigorous but practical 3. New type of product a) b) c) d) Segmentation of market Dynamic system to adjust Value-based as opposed to Credential-centric JIT delivery model 4. Need to differentiate from private models


Slide 14

15 Process Segmentation Personas •Start with market segmentation to identify different types of students in classes today •Real representative examples (MIT) •Significant shift in demand Needs •Identify needs by persona •Note common areas as well Design •Modular for flexibility & customization, as well as rigor & quality •What is our current set of offerings? Delivery Action •Multiple mechanisms for delivery •Giving options to customers (students) •Research best practices •Identify gaps and areas of weakness  Remediation plans developed & implemented


Slide 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


Slide 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


Slide 17

Needs Assessment: Business Essentials* Core Entrepreneurship Specific Skills : “Nucleation” “Product Definition” “Venture Development” (Phase 1) (Phase 2) (Phase 3) Ideation Team Building 1 Key Founders’ Decisions Sector Deep Dives Business Model & Pricing HR Basics of Finance Product Design Scaling Manufacturing Leadership & Culture Primary Market Research Legal Product Development Scaling: Process & Infrastructure Work-Life Balance Strategy Career Choice Customer Acquisition Product Management Financing Corporate Entreprnrship Defining & Refining Product  Market Fit Building Eship Systems Essential Skills for Entrepreneurs (Semi-Customized): Soft Skills Communications Dealing with Adversity Project Management Sales Corporate Strategy General Skills Valuable to Entrepreneurs: * - An open framework built for constant refinement Negotiations 18


Slide 18

Curious Entrepreneur Specific Needs Core Entrepreneurship Specific Skills : “Nucleation” “Product Definition” “Venture Development” (Phase 1) (Phase 2) (Phase 3) Ideation Team Building 1 Key Founders’ Decisions Sector Deep Dives Business Model & Pricing HR Basics of Finance Product Design Scaling Manufacturing Leadership & Culture Primary Market Research Legal Product Development Scaling: Process & Infrastructure Work-Life Balance Strategy Career Choice Customer Acquisition Product Management Financing Corporate Entreprnrship Defining & Refining Product  Market Fit Building Eship Systems Essential Skills for Entrepreneurs (Semi-Customized): Soft Skills Sales Communications Dealing with Adversity Project Management Corporate Strategy General Skills Valuable to Entrepreneurs: Negotiations 19


Slide 19

20 Ready to Go Entrepreneur Core Entrepreneurship Specific Skills : “Nucleation” “Product Definition” “Venture Development” (Phase 1) (Phase 2) (Phase 3) Ideation Team Building 1 Key Founders’ Decisions Sector Deep Dives Business Model & Pricing HR Basics of Finance Product Design Scaling Manufacturing Leadership & Culture Primary Market Research Legal Product Development Scaling: Process & Infrastructure Work-Life Balance Strategy Career Choice Customer Acquisition Product Management Financing Corporate Entreprnrship Defining & Refining Product  Market Fit Building Eship Systems Essential Skills for Entrepreneurs (Semi-Customized): Soft Skills Sales Communications Dealing with Adversity Project Management Corporate Strategy General Skills Valuable to Entrepreneurs: Negotiations


Slide 20

21 Corporate Entrepreneur Core Entrepreneurship Specific Skills : “Nucleation” “Product Definition” “Venture Development” (Phase 1) (Phase 2) (Phase 3) Ideation Team Building 1 Key Founders’ Decisions Sector Deep Dives Business Model & Pricing HR Basics of Finance Product Design Scaling Manufacturing Leadership & Culture Primary Market Research Legal Product Development Scaling: Process & Infrastructure Work-Life Balance Strategy Career Choice Customer Acquisition Product Management Financing Corporate Entreprnrship Defining & Refining Product  Market Fit Building Eship Systems Essential Skills for Entrepreneurs (Semi-Customized): Soft Skills Sales Communications Dealing with Adversity Project Management Corporate Strategy General Skills Valuable to Entrepreneurs: Negotiations


Slide 21

22 Entrepreneurship Amplifier Core Entrepreneurship Specific Skills : “Nucleation” “Product Definition” “Venture Development” (Phase 1) (Phase 2) (Phase 3) Ideation Team Building 1 Key Founders’ Decisions Sector Deep Dives Business Model & Pricing HR Basics of Finance Product Design Scaling Manufacturing Leadership & Culture Primary Market Research Legal Product Development Scaling: Process & Infrastructure Work-Life Balance Strategy Career Choice Customer Acquisition Product Management Financing Corporate Entreprnrship Defining & Refining Product  Market Fit Building Eship Systems Essential Skills for Entrepreneurs (Semi-Customized): Soft Skills Sales Communications Dealing with Adversity Project Management Corporate Strategy General Skills Valuable to Entrepreneurs: Negotiations


Slide 22

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)


Slide 23

24 Offerings Mapping to Needs Ideation Core Entrepreneurship Specific Skills : Classes: “Nucleation” (Phase 1) Career Choice Ideation • 6.933: Founders’ Journey (1 class) • “Product15.390: New Enterprises (2 classes) Definition” • (Phase 2) Also included in 2.75: Medical Device Design, 3.042: Materials Project Lab, 2.009: Prod Engineering Process, Key Founders’ & Design DefiningESD.051J: Eng InnovationDecisions & Refining • IAP class: “Figuring Out the Next Big ProductThing” IAP.123  Market edX: Team Building 1 Fit • Watch this space … Extra-Curricular & Clubs: Basics of Finance • Sloan Design Primary Market Club • Hackathons Legal Research (e.g MIT Hacking Medicine) • $100K Brainstorming sessions SnackPacs • • t=0 Brainstorming Sessions Customer Strategy (at least every 2 months) Lecture series Acquisition Online/Library: • • • “Venture Development” (Phase 3) Sector Deep Dives Business Model & Pricing HR Product Design Scaling Manufacturing Leadership & Culture Product Development Scaling: Process & Infrastructure Work-Life Balance Product Management Financing Corporate Entreprnrship Videos (IDEO, Improv, plus others) Tina Seelig online class Add books Building Eship Systems Essential Skills for Entrepreneurs (Semi-Customized): Professional Advisor Network Contacts Soft Skills • • • • Main contact: Sam Breen Specialist: Elaine Chen* Gordon Contact: Blade Kotelly Sales VMS Contact: Roman Lubensky Communications Dealing with Adversity Project Management Corporate Strategy General Skills Valuable to Entrepreneurs: Negotiations


Slide 24

25 Most Fundamental Questions for Entrepreneurship Education 1. Why 2. Can 3. How


Slide 25

26


Slide 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)


Slide 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 cofounder, 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


Slide 28

Comprehensive Curriculum Tile Approach Core Entrepreneurship Specific Skills : “Nucleation” “Product Definition” “Venture Development” (Phase 1) (Phase 2) (Phase 3) Ideation Team Building 1 Key Founders’ Decisions Sector Deep Dives Business Model & Pricing HR Basics of Finance Product Design Scaling Manufacturing Leadership & Culture Primary Market Research Legal Product Development Scaling: Process & Infrastructure Work-Life Balance Strategy Career Choice Customer Acquisition Product Management Financing Corporate Entreprnrship Defining & Refining Product  Market Fit Building Eship Systems Essential Skills for Entrepreneurs (Semi-Customized): Soft Skills Communications Dealing with Adversity Project Management Sales Corporate Strategy General Skills Valuable to Entrepreneurs: * - An open framework built for constant refinement Negotiations 29


Slide 29

How 24 Steps Was Put Together 30


Slide 30

31


Slide 31

32


Slide 32

33


Slide 33

34


Slide 34

35


Slide 35

36


Slide 36

37


Slide 37

Action • Entrepreneurship Educators Forum


Slide 38

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


Slide 39

40 Michal Gilon-Yanai


Slide 40

41 Future 1. Serious academic and professional field 2. Rigorous but practical 3. New type of product a) b) c) d) Segmentation of market Dynamic system to adjust Value-based as opposed to Credential-centric JIT delivery model 4. Need to differentiate from private models


Slide 41

42 What Differentiates Us? We help create entrepreneurs not companies.


Slide 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


Slide 43

44 Follow Up • Workshop today from 3:15 to 4:45 pm in Grand Ballroom • www.EEF.io • [email protected]


Slide 44

45 More info The book Progress Dashboard www.disciplinedentrepreneurship.com www.detoolbox.com


Slide 45

Free* Online Courses 46


Slide 46

Other Relevant Material I


Slide 47

Other Relevant Material II


Slide 48


Slide 49

50 End Questions?


Slide 50

51 Appendices


Slide 51

Story of Reo, Rita, Natalie, Chuan & Gavin Start IAP Jan 2015 15.390 Feb – May 2015 GFSA June – Aug 2015 Sumo Logic IDEO BCG GSD Sept – Jan 2015 TA 6.933 PowderWave Hacking Arts


Slide 52

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!


Slide 53

Designing Team Building Check Points on the Entrepreneurship Education Ramp Key Points to Form/Reform Team: V1, V2, V3, V4, … Inspiration, Idea, Technology Validation Classroom Extra-Curricular Accelerator


Slide 54


×

HTML:





Ссылка: