Bill Aulet presented on improving entrepreneurship education. He discussed segmenting students into personas based on their interests and needs. This would allow universities to design modular curriculum tiles tailored to different students. The goal is to make entrepreneurship education more rigorous, practical and customized through an open-source sharing of best practices. Aulet proposed an Entrepreneurship Educators Forum for collaboratively developing and discussing high-quality teaching materials.
How do *you* manage products? - Product anonymous April 16 2015Product Anonymous
Often it seems the product manager role is different depending on where you work, who you work with, what stage the company is in & the current understanding of the value of product management.
Three companies shared how they work and manage product - their structure, how they work with other teams, their challenges and how the team brings value to the business. Each company will gave a short presentation on their area before we threw to questions from the audience.
This document outlines Bill Aulet's presentation on improving entrepreneurship education. It discusses defining entrepreneurship, assessing student needs through personas, and designing a comprehensive curriculum with modular "tiles" addressing each persona's needs. The goal is to make entrepreneurship education more rigorous, practical, and tailored through open-source sharing of best practices. This will help address the increasing demand for high-quality entrepreneurship training.
How combining the methodology of PRINCE2 and the framework of ITIL can enable...ILX Group
A comprehensive understanding of the fundamental differences and cross-overs between ITIL and PRINCE2 and the implications of utilising both methodologies into a project.
Maximising and monitoring project management competenceILX Group
Introduce the ILX 3CAT – combined competence and capability assessment tool
Review the APM Competence Framework (2015) and to show how the 3CAT can help you to develop the competence of your teams by baselining capability
Review the impact of competence assessment on personal and organisational capability
Review of the ILX 3CAT tool.
PRINCE2 2017 has arrived! Earlier this year, AXELOS announced that the certification would be getting a 2017 update to keep pace with the constantly evolving project management industry. Watch the recording of our webinar on Youtube to find out what is changing.
This webinar provided an overview of the new ITIL Practitioner qualification. It discussed the structure of the ITIL Practitioner book, course, and exam. The book covers guiding principles, the CSI approach, metrics and measurement, communication, and organizational change management. The two-day course applies the book's content through exercises. The open book exam consists of 40 multiple choice questions based on a scenario. The qualification is intended for IT professionals looking to adopt and adapt ITIL in their work through skills like metrics and change management.
A webinar by Fabrizio Pellizzetti, a Master Black Belt in Lean Six Sigma. In the first half Fabrizio thoroughly discusses what Lean Six Sigma is and the evolution of the methodology. In the second half, he dispels some myths surrounding LSS & clarifies real challenges before ending with the Lean Six Sigma Applicability.
How do *you* manage products? - Product anonymous April 16 2015Product Anonymous
Often it seems the product manager role is different depending on where you work, who you work with, what stage the company is in & the current understanding of the value of product management.
Three companies shared how they work and manage product - their structure, how they work with other teams, their challenges and how the team brings value to the business. Each company will gave a short presentation on their area before we threw to questions from the audience.
This document outlines Bill Aulet's presentation on improving entrepreneurship education. It discusses defining entrepreneurship, assessing student needs through personas, and designing a comprehensive curriculum with modular "tiles" addressing each persona's needs. The goal is to make entrepreneurship education more rigorous, practical, and tailored through open-source sharing of best practices. This will help address the increasing demand for high-quality entrepreneurship training.
How combining the methodology of PRINCE2 and the framework of ITIL can enable...ILX Group
A comprehensive understanding of the fundamental differences and cross-overs between ITIL and PRINCE2 and the implications of utilising both methodologies into a project.
Maximising and monitoring project management competenceILX Group
Introduce the ILX 3CAT – combined competence and capability assessment tool
Review the APM Competence Framework (2015) and to show how the 3CAT can help you to develop the competence of your teams by baselining capability
Review the impact of competence assessment on personal and organisational capability
Review of the ILX 3CAT tool.
PRINCE2 2017 has arrived! Earlier this year, AXELOS announced that the certification would be getting a 2017 update to keep pace with the constantly evolving project management industry. Watch the recording of our webinar on Youtube to find out what is changing.
This webinar provided an overview of the new ITIL Practitioner qualification. It discussed the structure of the ITIL Practitioner book, course, and exam. The book covers guiding principles, the CSI approach, metrics and measurement, communication, and organizational change management. The two-day course applies the book's content through exercises. The open book exam consists of 40 multiple choice questions based on a scenario. The qualification is intended for IT professionals looking to adopt and adapt ITIL in their work through skills like metrics and change management.
A webinar by Fabrizio Pellizzetti, a Master Black Belt in Lean Six Sigma. In the first half Fabrizio thoroughly discusses what Lean Six Sigma is and the evolution of the methodology. In the second half, he dispels some myths surrounding LSS & clarifies real challenges before ending with the Lean Six Sigma Applicability.
Startup Compete provides the leading management software for organizers to build and sustain engaging startup competitions. Spanning today’s ecosystems, Startup Compete’s competition management platform powers a set of breakthrough features to help leaders simplify how they organize and conduct innovation competitions. From the management and monitoring of application and judging activities, to the delivery of personalized feedback to foster meaningful entrepreneurial experiences, Startup Compete’s features are known for their ease-of-use.
Part of the GEC 2016 session: Tools To Catalyze Your Startup Communities
Link: http://www.slideshare.net/steverodrigz/tools-to-catalyze-your-startup-communities-59732713
GEN’s Steven Rodriguez will discuss pathways to entrepreneurship, illustrating how two new GEN programs will spark the catalyst for unleashing ideas and strengthening startups.
Buke Cuhadar, vice president at the Global Entrepreneurship Network, on the steps necessary to becoming a GEN country affiliate at the Global Entrepreneurship Congress in Medellin, Colombia.
This document discusses outcome-based education with soul. It addresses common questions around employment opportunities for graduates, teaching industry-specific skills, and engaging weak students. The responses emphasize that a CGPA of 3.0 shows mastery, graduates are trained with soft skills for private sector jobs or entrepreneurship, and teachers provide basic knowledge while cultivating lifelong learning. Weak students in higher education have their own commitments; teachers should use student-centered learning to engage them. Continuous quality improvement involves assessing course and program learning outcomes to ensure goals are met.
This document discusses portfolio management and innovation portfolio management. It outlines common issues with innovation portfolios such as a lack of visibility, inadequate prioritization of projects, and unclear strategic alignment. It proposes solutions like using a standardized format to collect project information, categorizing investments by type to align with objectives, and developing a risk/value matrix to prioritize projects. The document advocates developing strategy execution discipline through continuous monitoring and optimization of the portfolio. It also discusses how portfolio management can help a company called GX drive business innovation.
Digital Workplace Experience: Building a Collaborative Culture at GESIKM
The document discusses building a collaborative culture at GE through knowledge sharing and communities. It outlines GE's knowledge management program, which includes over 130,000 members across 170 communities. The program has led to over $35 million in savings for GE. The document also discusses doubling down on governance, methodology, expertise identification and the GE wiki to further improve collaboration and knowledge sharing across the company.
This document discusses the Spotify model of organizational structure and some of the challenges that can arise when implementing it. Some key points:
- The Spotify model involves organizing staff into cross-functional tribes and squads to encourage collaboration and autonomy.
- As tribes grow larger, it can become difficult to manage large numbers of product owners and business experts across many squads.
- The roles of chapter leads and product owners require clarification to avoid ambiguity and ensure career progression.
- Support units also need to be set up in an agile way while maintaining specialized functions.
Lumikha Presentation at ICT Education Forum in Bais, Negros OrientalHarry Fozzard
Atelier Lumikha is a small BPO provider located in Dumaguete City, Philippines. To differentiate itself in a commoditized industry, Lumikha aims to become a learning organization that provides free, open-source vocational eLearning to its employees and the wider BPO community. Lumikha believes eLearning can significantly improve employee performance through its flexibility, reusability and ability to track learning outcomes. Lumikha plans to develop, test and iterate its eLearning programs before deploying them to address skills gaps and help transition more Filipino youth from school to meaningful employment.
This document outlines the agenda for a workshop on teaching computer science fundamentals using Code.org's curriculum. The agenda includes: setting norms; discussing why computer science is important; learning about Code Studio, the teacher dashboard, and Code.org's K-5 courses; practicing computational thinking and debugging strategies; planning lessons; and discussing how to create an equitable learning environment. Participants will engage in hands-on activities modeling Code.org lessons and reflect on creating an inclusive classroom culture.
This exercise provides a qualitative review of the past year and
intends to prepare entrepreneurs and managers for the next.
The attached sector-agnostic framework creates a simplified reference point and
creates better results for compact projects. The exercise should
be extended and updated for complex organizations and teams.
Please get in touch with us to learn more.
The document discusses the potential for a startup studio model in Hong Kong. It outlines some of the challenges startups face in Hong Kong, such as lack of funding and support. It then provides an overview of what startup studios are, how they operate, and their benefits. Some key points are that startup studios build companies in a sustainable, repeatable way and provide resources like funding, teams, and networks. The document argues Hong Kong could support startup studios and lists 9 factors to consider, such as available founders and funding, focus areas, and exit strategies. It envisions studios helping address startup needs in Hong Kong.
Presentation delivered by Graeme Brewster, City of Glasgow College at the Still Game to Learn event organised by College Development Network, 9th December, 2016.
This document discusses the Spotify model of organizational structure and some of the challenges that can arise when implementing it. Some of the key challenges discussed include:
- Determining the optimal size of cross-functional tribes to avoid tribes becoming too large to manage effectively
- Defining the roles and responsibilities of product owners in a large tribe structure
- Figuring out how to organize chapters and define the chapter lead role
- Integrating support units into the agile structure while maintaining agile principles
The document uses examples from Spotify's own implementation and evolution to illustrate different approaches to addressing these challenges.
EK uses an agile approach in everything we do. In this presentation, Joe Hilger shares how we apply agile across all of our KM projects. Learn how EK uses agile to develop a KM Strategy. Once the strategy is in place, Joe explains how we design agile roadmaps that include a number of smaller projects to ensure rapid ROI and organizational buy-in. Joe also talks about how we use Agile to deliver the technical and business KM solutions in the roadmap. Finally, Joe shares how Agile supports change management on every initiative we deliver. Agile and KM are a natural combination that leads to successful KM initiatives.
2013 Bundle Case Competition - Cornell University - ILR SchoolNick Born
2013 Bundle Case Competition
Cornell University - ILR School
Presentation by:
Nicholas Born
Alex Caruso
Yin Jin
Sanjana Kishore
Levi Lundgreen
Sevana Melikian
1. Reinstitute a cross-functional leadership team to oversee the stage gate process and review projects at each gate. This provides accountability and ensures a portfolio view.
2. Reinstate clear gates with go/no-go criteria at ideation, concept, development, launch, and tracking stages. Gates prevent underdeveloped projects from advancing and focus resources.
3. Implement consistent project leadership from ideation through tracking to ensure proper execution. Leaders are accountable for success and have authority over cross-functional teams.
4. Conduct rigorous tollgate reviews that focus on challenging assumptions
Startup Compete provides the leading management software for organizers to build and sustain engaging startup competitions. Spanning today’s ecosystems, Startup Compete’s competition management platform powers a set of breakthrough features to help leaders simplify how they organize and conduct innovation competitions. From the management and monitoring of application and judging activities, to the delivery of personalized feedback to foster meaningful entrepreneurial experiences, Startup Compete’s features are known for their ease-of-use.
Part of the GEC 2016 session: Tools To Catalyze Your Startup Communities
Link: http://www.slideshare.net/steverodrigz/tools-to-catalyze-your-startup-communities-59732713
GEN’s Steven Rodriguez will discuss pathways to entrepreneurship, illustrating how two new GEN programs will spark the catalyst for unleashing ideas and strengthening startups.
Buke Cuhadar, vice president at the Global Entrepreneurship Network, on the steps necessary to becoming a GEN country affiliate at the Global Entrepreneurship Congress in Medellin, Colombia.
This document discusses outcome-based education with soul. It addresses common questions around employment opportunities for graduates, teaching industry-specific skills, and engaging weak students. The responses emphasize that a CGPA of 3.0 shows mastery, graduates are trained with soft skills for private sector jobs or entrepreneurship, and teachers provide basic knowledge while cultivating lifelong learning. Weak students in higher education have their own commitments; teachers should use student-centered learning to engage them. Continuous quality improvement involves assessing course and program learning outcomes to ensure goals are met.
This document discusses portfolio management and innovation portfolio management. It outlines common issues with innovation portfolios such as a lack of visibility, inadequate prioritization of projects, and unclear strategic alignment. It proposes solutions like using a standardized format to collect project information, categorizing investments by type to align with objectives, and developing a risk/value matrix to prioritize projects. The document advocates developing strategy execution discipline through continuous monitoring and optimization of the portfolio. It also discusses how portfolio management can help a company called GX drive business innovation.
Digital Workplace Experience: Building a Collaborative Culture at GESIKM
The document discusses building a collaborative culture at GE through knowledge sharing and communities. It outlines GE's knowledge management program, which includes over 130,000 members across 170 communities. The program has led to over $35 million in savings for GE. The document also discusses doubling down on governance, methodology, expertise identification and the GE wiki to further improve collaboration and knowledge sharing across the company.
This document discusses the Spotify model of organizational structure and some of the challenges that can arise when implementing it. Some key points:
- The Spotify model involves organizing staff into cross-functional tribes and squads to encourage collaboration and autonomy.
- As tribes grow larger, it can become difficult to manage large numbers of product owners and business experts across many squads.
- The roles of chapter leads and product owners require clarification to avoid ambiguity and ensure career progression.
- Support units also need to be set up in an agile way while maintaining specialized functions.
Lumikha Presentation at ICT Education Forum in Bais, Negros OrientalHarry Fozzard
Atelier Lumikha is a small BPO provider located in Dumaguete City, Philippines. To differentiate itself in a commoditized industry, Lumikha aims to become a learning organization that provides free, open-source vocational eLearning to its employees and the wider BPO community. Lumikha believes eLearning can significantly improve employee performance through its flexibility, reusability and ability to track learning outcomes. Lumikha plans to develop, test and iterate its eLearning programs before deploying them to address skills gaps and help transition more Filipino youth from school to meaningful employment.
This document outlines the agenda for a workshop on teaching computer science fundamentals using Code.org's curriculum. The agenda includes: setting norms; discussing why computer science is important; learning about Code Studio, the teacher dashboard, and Code.org's K-5 courses; practicing computational thinking and debugging strategies; planning lessons; and discussing how to create an equitable learning environment. Participants will engage in hands-on activities modeling Code.org lessons and reflect on creating an inclusive classroom culture.
This exercise provides a qualitative review of the past year and
intends to prepare entrepreneurs and managers for the next.
The attached sector-agnostic framework creates a simplified reference point and
creates better results for compact projects. The exercise should
be extended and updated for complex organizations and teams.
Please get in touch with us to learn more.
The document discusses the potential for a startup studio model in Hong Kong. It outlines some of the challenges startups face in Hong Kong, such as lack of funding and support. It then provides an overview of what startup studios are, how they operate, and their benefits. Some key points are that startup studios build companies in a sustainable, repeatable way and provide resources like funding, teams, and networks. The document argues Hong Kong could support startup studios and lists 9 factors to consider, such as available founders and funding, focus areas, and exit strategies. It envisions studios helping address startup needs in Hong Kong.
Presentation delivered by Graeme Brewster, City of Glasgow College at the Still Game to Learn event organised by College Development Network, 9th December, 2016.
This document discusses the Spotify model of organizational structure and some of the challenges that can arise when implementing it. Some of the key challenges discussed include:
- Determining the optimal size of cross-functional tribes to avoid tribes becoming too large to manage effectively
- Defining the roles and responsibilities of product owners in a large tribe structure
- Figuring out how to organize chapters and define the chapter lead role
- Integrating support units into the agile structure while maintaining agile principles
The document uses examples from Spotify's own implementation and evolution to illustrate different approaches to addressing these challenges.
EK uses an agile approach in everything we do. In this presentation, Joe Hilger shares how we apply agile across all of our KM projects. Learn how EK uses agile to develop a KM Strategy. Once the strategy is in place, Joe explains how we design agile roadmaps that include a number of smaller projects to ensure rapid ROI and organizational buy-in. Joe also talks about how we use Agile to deliver the technical and business KM solutions in the roadmap. Finally, Joe shares how Agile supports change management on every initiative we deliver. Agile and KM are a natural combination that leads to successful KM initiatives.
2013 Bundle Case Competition - Cornell University - ILR SchoolNick Born
2013 Bundle Case Competition
Cornell University - ILR School
Presentation by:
Nicholas Born
Alex Caruso
Yin Jin
Sanjana Kishore
Levi Lundgreen
Sevana Melikian
1. Reinstitute a cross-functional leadership team to oversee the stage gate process and review projects at each gate. This provides accountability and ensures a portfolio view.
2. Reinstate clear gates with go/no-go criteria at ideation, concept, development, launch, and tracking stages. Gates prevent underdeveloped projects from advancing and focus resources.
3. Implement consistent project leadership from ideation through tracking to ensure proper execution. Leaders are accountable for success and have authority over cross-functional teams.
4. Conduct rigorous tollgate reviews that focus on challenging assumptions
Welcome to ASP Cranes, your trusted partner for crane solutions in Raipur, Chhattisgarh! With years of experience and a commitment to excellence, we offer a comprehensive range of crane services tailored to meet your lifting and material handling needs.
At ASP Cranes, we understand the importance of reliable and efficient crane operations in various industries, from construction and manufacturing to logistics and infrastructure development. That's why we strive to deliver top-notch solutions that enhance productivity, safety, and cost-effectiveness for our clients.
Our services include:
Crane Rental: Whether you need a crawler crane for heavy lifting or a hydraulic crane for versatile operations, we have a diverse fleet of well-maintained cranes available for rent. Our rental options are flexible and can be customized to suit your project requirements.
Crane Sales: Looking to invest in a crane for your business? We offer a wide selection of new and used cranes from leading manufacturers, ensuring you find the perfect equipment to match your needs and budget.
Crane Maintenance and Repair: To ensure optimal performance and safety, regular maintenance and timely repairs are essential for cranes. Our team of skilled technicians provides comprehensive maintenance and repair services to keep your equipment running smoothly and minimize downtime.
Crane Operator Training: Proper training is crucial for safe and efficient crane operation. We offer specialized training programs conducted by certified instructors to equip operators with the skills and knowledge they need to handle cranes effectively.
Custom Solutions: We understand that every project is unique, which is why we offer custom crane solutions tailored to your specific requirements. Whether you need modifications, attachments, or specialized equipment, we can design and implement solutions that meet your needs.
At ASP Cranes, customer satisfaction is our top priority. We are dedicated to delivering reliable, cost-effective, and innovative crane solutions that exceed expectations. Contact us today to learn more about our services and how we can support your project in Raipur, Chhattisgarh, and beyond. Let ASP Cranes be your trusted partner for all your crane needs!
Understanding Catalytic Converter Theft:
What is a Catalytic Converter?: Learn about the function of catalytic converters in vehicles and why they are targeted by thieves.
Why are They Stolen?: Discover the valuable metals inside catalytic converters (such as platinum, palladium, and rhodium) that make them attractive to criminals.
Steps to Prevent Catalytic Converter Theft:
Parking Strategies: Tips on where and how to park your vehicle to reduce the risk of theft, such as parking in well-lit areas or secure garages.
Protective Devices: Overview of various anti-theft devices available, including catalytic converter locks, shields, and alarms.
Etching and Marking: The benefits of etching your vehicle’s VIN on the catalytic converter or using a catalytic converter marking kit to make it traceable and less appealing to thieves.
Surveillance and Monitoring: Recommendations for using security cameras and motion-sensor lights to deter thieves.
Statistics and Insights:
Theft Rates by Borough: Analysis of data to determine which borough in NYC experiences the highest rate of catalytic converter thefts.
Recent Trends: Current trends and patterns in catalytic converter thefts to help you stay aware of emerging hotspots and tactics used by thieves.
Benefits of This Presentation:
Awareness: Increase your awareness about catalytic converter theft and its impact on vehicle owners.
Practical Tips: Gain actionable insights and tips to effectively prevent catalytic converter theft.
Local Insights: Understand the specific risks in different NYC boroughs, helping you take targeted preventive measures.
This presentation aims to equip you with the knowledge and tools needed to protect your vehicle from catalytic converter theft, ensuring you are prepared and proactive in safeguarding your property.
Ever been troubled by the blinking sign and didn’t know what to do?
Here’s a handy guide to dashboard symbols so that you’ll never be confused again!
Save them for later and save the trouble!
Expanding Access to Affordable At-Home EV Charging by Vanessa WarheitForth
Vanessa Warheit, Co-Founder of EV Charging for All, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
EV Charging at MFH Properties by Whitaker JamiesonForth
Whitaker Jamieson, Senior Specialist at Forth, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
Implementing ELDs or Electronic Logging Devices is slowly but surely becoming the norm in fleet management. Why? Well, integrating ELDs and associated connected vehicle solutions like fleet tracking devices lets businesses and their in-house fleet managers reap several benefits. Check out the post below to learn more.
What Could Be Behind Your Mercedes Sprinter's Power Loss on Uphill RoadsSprinter Gurus
Unlock the secrets behind your Mercedes Sprinter's uphill power loss with our comprehensive presentation. From fuel filter blockages to turbocharger troubles, we uncover the culprits and empower you to reclaim your vehicle's peak performance. Conquer every ascent with confidence and ensure a thrilling journey every time.
1. # G E C 2 0 1 6 | @ G E C G L O B A L | G E C .
C O
#GEC2016
@GECGLOBAL
GEC.CO
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Bill Aulet
Managing Director, Martin Trust Center for MIT Entrepreneurship & Author of
“Disciplined Entrepreneurship”
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Purpose of this Presentation
• We are all interested in entrepreneurship
• The world needs entrepreneurs more than ever before
• To have more entrepreneurs, we need to educate/train more
and higher quality
• We can do better
• How we can improve entrepreneurship education
3
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What Is Entrepreneurship?
4
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Innovation = Invention*Commercialization
Definition of Innovation
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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
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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?
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• Being an entrepreneur
is the new “cool” thing.
As a result,
demand for
entrepreneurship
is blowing up!
Present
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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)
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Most Fundamental Questions for
Entrepreneurship Education
1. Why
2. Can
3. How
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Crisis in Entrepreneurial Education
Demand
Supply of
quality
Time
Storytelling
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Importance of Spirit
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Spirit + Skills
Successful Entrepreneurship
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Successful Entrepreneurship =
Spirit
of a pirate
Skills
of a Navy Seal
14
+
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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
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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
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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
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Market Segmentation: Personas
Exploratory/
Curious
Ready-to-Go Entrepreneurshi
p 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
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* - An open framework built for constant refinement
Aggregate Needs Assessment: Business Essentials*
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* - An open framework built for constant refinement
General Road Map for Needs of Curious Entrep*
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* - An open framework built for constant refinement
General Road Map for Ready To Go Entrep*
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* - An open framework built for constant refinement
General Road Map for Entrepreneurship Amplifier*
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* - An open framework built for constant refinement
General Road Map for Corporate Entrep*
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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)
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* - An open framework built for constant refinement
Full Suite of Offerings Within Each Tile
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Most Fundamental Questions for
Entrepreneurship Education
1. Why
2. Can
3. How
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How
• How should entrepreneurship be
taught?
1. Open (common language & best tools)
2. Systems Approach (integrated & prescriptive)
3. Rigorous but Practical (mens et manus)
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Student Personas
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Comprehensive Curriculum Tile Approach
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* - An open framework built for constant refinement
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How 24 Steps Was Put Together
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Action
• Entrepreneurship Educators Forum
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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
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Michal Gilon-Yanai
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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
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What Differentiates Us?
• We help create entrepreneurs not
companies.
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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
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More Info
The Book
www.disciplinedentrepreneurship.com
Progress Dashboard
www.detoolbox.com
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Also Available in Spanish
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Free* Online Courses
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Other Relevant Material I
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Other Relevant Material II
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End
Questions?
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Twitter: @billaulet
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Appendices
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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
6.93
3
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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!
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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, …
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#GEC2016
@GECGLOBAL
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