Managing the flipped classroom llp educators course june 2013


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  • Managing the flipped classroom llp educators course june 2013

    1. Managing theLean LaunchPadClassroom
    2. Agenda• Philosophy• Logistics
    3. Class DecisionsStructural Issues• Type of startup you are teaching• Goal of the class• Level of student experience• Fit in overall curriculumComfort Issues• Level of demands on students• Comfort with failure as part of the process• Comfort with student uncertainty
    4. Class Philosophy
    5. Type of Startup:Who Are You Teaching?• Lifestyle Entrepreneurs?• Small Business Entrepreneurs?• Buyable startups?• Scalable (high-growth) startups?• Corporate intrapreneurs?• Social Entrepreneurs?• Incubators/Accelerators?• Domain specific – healthcare? Science?
    6. Goal of this Class• Experiential not theoretical• Not for Demo Day• A methodology for the rest of their lives– In all it’s uncertainty– In all it’s complexity– With all of it’s stress• Done by simulating a Lean StartupYou get what you design for
    7. Level of Student Experience• Undergraduate• Graduate• Existing Startup• Corporate• Engineering, Business, other• Prior startup experience?
    8. Fit in Overall Curriculum• Theory versus experience classes• Is class part of broader curriculum• Is this the only class• Bandwidth and resources needed for each
    9. Comfort Issues
    10. Level of Demand on Students• Experiential designed to stretch students• Don’t underestimate their ability• Needs to match your goal– “Happy” students with great reviews– Students who learn something that lasts a lifetime
    11. Comfort with Failure• Is it OK knowing that some students will fail?– Fail in finding the right answer each week– Fail by finding the class too demanding– Fail by discovering startups are not for them• What’s your/school comfort level
    12. Comfort with Uncertainty• Discovery process is uncertain by design– Makes engineers crazy– Want a step-by-step guide– We walk a fine line on how much we give– Watching them stumble is part of the process
    13. Class Logistics
    14. Class Framework• Class structure– 8 teams of 4– Admission is by team and by interview• Select for passion, commitment first• Emulate the real world– Boot camp by design – never good enough– Experiential and immersive• Quarter, Semester, 5-week and 5-day versions• Graduate, undergrad, corporate versions
    15. Team Formation• Info sessions– 6 weeks before class• Existing student ideas• Ideas from VC’s• Scalable startups vs Small Business
    16. Class ConceptsSearch versus execute• Business Model Canvas as scorecard• Customer Discovery heart of the class• Agile Engineering MVP iterating in class
    17. Class Organization• Flipped classroom – lectures on Udacity– Classroom more efficient, used for discussion• Teams stand and deliver weekly– Report on their customer discovery progress• You teach by critique• No guests, no lectures (discussion)
    18. Unique Aspects• Emphasis on number of interviews• Canvas as the scorecard• Discovery Narrative as the detail– This is how you keep track of their progress• Weekly presentations as the pressure
    19. Teaching Resources• Minimum Requirements– You– LaunchPad Central Software• Recommended– Co-instructors (investors, experienced Entrepreneurs, StartupWeekend instructors)– Mentors– Teaching Assistant
    20. Classroom Management• Don’t underestimate what they’re capable of– Push, push, push• Team dynamics are part of the process– Use them as teaching points• LaunchPad Central as “early warning”• 2 to 3 out of 10 will be clear failures• 2 to 3 will make you remember why you teach
    21. Lean LaunchPad Resources• Educators Guide•– Slides/Video tab -• Gateway to every syllabus, teaching guide,presentations, faculty handbook– Startup Tools tab -• Gateway to tools, startup advice, mkt research• Stanford eCorner - ecorner.stanford.ed
    22. Resources on
    23. Syllabi
    24. Video Lectures
    25. PowerPoint Presentations
    26. Student Presentations
    27. Where Does the Class Fit?
    28. Startups TransitionLargeCompanySearch Build Execute
    29. Startups TransitionLargeCompanySearch Build ExecuteBusiness School Curriculum• Finance Gov’t& Law• Leadership  Entrepreneurship• Org Behavior  Ethics• Operations  Global Business• Marketing  Accounting• Strategy  Global Mgmt• Supply Chain Small Business•Entrepreneurship
    30. Startups TransitionLargeCompanySearch Build ExecuteLean LaunchPadExperiential EntrepreneurshipENTR 200 (or ENTR 090 for 5-day)Lean LaunchPadCorporateENTR 202Business School Curriculum• Finance Gov’t& Law• Leadership  Supply Chain• Org Behavior  Ethics• Operations  Global Business• Marketing  Accounting• Strategy  Global Mgmt•EntrepreneurshipSmall BusinessLean LaunchPadExperiential EntrepreneurshipENTR 10 (or ENTR 090 for 5-day)
    31. Creativity &InnovationBusiness ModelDesignMetrics That MatterStartup FinanceCustomer DiscoveryMarkets/OpportunitiesBuilding the TeamStartup HR and CultureStartup Patent LawGet, Keep and GrowStartup MarketingFrom Founder toOperating ExecutiveIntroduction toStartupsStartups TransitionLargeCompanySearch Build ExecuteENTR 100 ENTR 101ENTR 102 ENTR 103ENTR 104 ENTR 105ENTR 106 ENTR 107ENTR 150Lean LaunchPadExperiential EntrepreneurshipENTR 200 (or ENTR 090 for 5-day)Agile DevelopmentLean EngineeringENTR 108New Ventures InCorporationsUser DesignWeb/Mobile U/IENTR 109ENTR 300Lean LaunchPadCorporateENTR 202Finding FuelFunding for StartupsENTR 110Business School Curriculum• Finance Gov’t& Law• Leadership  Supply Chain• Org Behavior  Ethics• Operations  Global Business• Marketing  Accounting• Strategy  Global Mgmt•EntrepreneurshipSmall Business
    32. Design Thinking vs. Lean• Customer discovery is not design thinking– design: Search the problem space– Lean: Test product/market fit• Both can lead to breakthrough ideas, justdifferent startup points & philosophy