This document provides an overview of an entrepreneurship course for computer science students. It includes definitions of key terms, an explanation of the types of entrepreneurship, and factors that contribute to startup success and failure. The course objectives are to increase students' ability to start, execute, and grow companies. Topics will include developing strategy, conducting market research, product development, and financial and operational aspects of startups. Assessments will include projects, exams, problem sets and quizzes. The target audience is CMU-Q students with no prerequisites. References for further reading are provided but no single textbook is required. The next class will focus on forming teams, generating ideas, and conducting initial market research.
This document provides an overview of key concepts for startups such as market validation, customer development, lean startups, and business models. It discusses how market validation is used to determine if a target market is real and worthwhile. Customer development is presented as a process for achieving product-market fit. Lean startups are described as organizations that seek to discover working business models through continuous learning and validation. Business models are defined as how organizations create, deliver, and capture value. Practical frameworks are also introduced, such as the business model canvas, AARRR metrics, and data-driven philosophies.
The document provides an overview of what constitutes a startup business versus a small business. It explains that startups require significant funding to achieve high growth rates and add value through generating jobs and wealth. The key aspects of a startup that it outlines are the need for a team-driven approach, appetite for risk-taking, and focusing business plans for investors on the team and market opportunity rather than extensive details. It also summarizes how venture capital firms operate by collecting funds from investors to invest in startups.
Starting a new business is not the same as running an operating business. Over the last decade, several management practices have emerged that recognize the particular challenges new ventures face. Steve Blank’s Customer Development Model and the related “Lean” movement are increasingly popular. This session introduces and defines the key concepts of these entrepreneurial management practices and explores how startups can use them at any step of their development.
This document provides an overview of a 6-part startup school program aimed at helping entrepreneurs learn the fundamentals of entrepreneurship. The program will teach participants how to craft an elevator pitch, complete a business model canvas, conduct customer discovery, build a minimum viable product, understand costs and revenue, and develop a business plan. By the end of the program, participants will have iterated their business model canvas, developed a successful 30-second elevator pitch, conducted customer discovery analysis, created a profitable company, and developed the tools to grow their business. The document outlines the goals and topics that will be covered in each of the 6 parts of the startup school program.
Ideation, business models; and how and where to startSaberi Marais
Presentation promotes the Lean Startup principles and includes Steve Blank's cusotmer development process and Osterwalder Business Model generation canvas as recommended by the authors
Johns hopkins innovation factory entrepreneur development program #3Glenn Alpert
- The document summarizes key topics from an entrepreneur development seminar, including getting organized, creating a business plan skeleton, strategic management, accounting, legal considerations, and developing a strategic vision presentation.
- It emphasizes the importance of organization and documentation for startups, as well as developing a business plan, understanding strategic management, and creating a strategic vision presentation to share progress with advisors.
- The seminar covers a range of important early stage company topics to help entrepreneurs effectively organize and manage their growing business.
Investors historically sit through pitches and evaluate early stage startups on three primary metrics: 1) great looking product demos, 2) compelling presentations, and 3) a strong team. Steve Blank, the Godfather of the Lean Startup movement said in his Customer Development Manifesto: “There’s no formal way for an investor to assess project maturity or quantify risks. Other than measuring engineering progress, there’s no standard language to communicate progress.”
What has been missing is a common language to communicate objectives and data that investors and entrepreneurs can use to communicate startup readiness.
Fortunately, the principles developed in the Lean Startup movement can be utilized to help entrepreneurs assess their Investor Readiness Level in a way that allows them to demonstrate “evidence” of their readiness. In this session, Max Green and Heath Naquin, both of the IC2 Institute, will share this new method for entrepreneurs to gauge their own investor readiness using the principles of Steve Blank's Investment Readiness Level and LeanLaunchpad.
Entrepreneurs attending this session will learn a valuable approach helping their start-up team prove their competence and validate their ideas by showing investors “evidence” that there’s a repeatable and scalable business model.
Heath Naquin serves as Executive Director for the SW I-Corps Node at The University of Texas at Austin. He also serves as the Managing Director for a multi-university NSF Industry University Cooperative Research Center (I/UCRC) the Center for Next Generation Photovoltaics. Heath was a founding member of three different start-up business initiatives across sectors. He has helped companies raise more than $30 Million in funding from private and government sources.
Heath actively works on international commercialization initiatives and efforts focusing on industry collaboration, new project development and deployment along with building linkages between industry, government, academia and the venture capital community. Heath has worked in more than 20 countries on international commercialization and entrepreneurship initiatives in countries such as Colombia, Jordan, Iraq, Korea, Mexico, Portugal, Armenia, and Turkey. Heath has extensive experience with the NSF, EPA and NIH SBIR programs as an active commercial reviewer for many years. Heath also currently serves as Faculty for the Concordia University Executive MBA program.
WeWork provides small businesses, startups, and freelancers with beautiful workspace, inspiring community, and meaningful services. With weekly events, personalized support, flexibility, and access to thousands of like-minded entrepreneurs around the world - WeWork is the perfect place to grow your business in 2015.
The WeWork Congress location sits in the heart of downtown Austin at 6th St. and Congress Ave. To learn more about joining the community, email joinus@wework.com or call 855.593.9675.
This document provides an overview of key concepts for startups such as market validation, customer development, lean startups, and business models. It discusses how market validation is used to determine if a target market is real and worthwhile. Customer development is presented as a process for achieving product-market fit. Lean startups are described as organizations that seek to discover working business models through continuous learning and validation. Business models are defined as how organizations create, deliver, and capture value. Practical frameworks are also introduced, such as the business model canvas, AARRR metrics, and data-driven philosophies.
The document provides an overview of what constitutes a startup business versus a small business. It explains that startups require significant funding to achieve high growth rates and add value through generating jobs and wealth. The key aspects of a startup that it outlines are the need for a team-driven approach, appetite for risk-taking, and focusing business plans for investors on the team and market opportunity rather than extensive details. It also summarizes how venture capital firms operate by collecting funds from investors to invest in startups.
Starting a new business is not the same as running an operating business. Over the last decade, several management practices have emerged that recognize the particular challenges new ventures face. Steve Blank’s Customer Development Model and the related “Lean” movement are increasingly popular. This session introduces and defines the key concepts of these entrepreneurial management practices and explores how startups can use them at any step of their development.
This document provides an overview of a 6-part startup school program aimed at helping entrepreneurs learn the fundamentals of entrepreneurship. The program will teach participants how to craft an elevator pitch, complete a business model canvas, conduct customer discovery, build a minimum viable product, understand costs and revenue, and develop a business plan. By the end of the program, participants will have iterated their business model canvas, developed a successful 30-second elevator pitch, conducted customer discovery analysis, created a profitable company, and developed the tools to grow their business. The document outlines the goals and topics that will be covered in each of the 6 parts of the startup school program.
Ideation, business models; and how and where to startSaberi Marais
Presentation promotes the Lean Startup principles and includes Steve Blank's cusotmer development process and Osterwalder Business Model generation canvas as recommended by the authors
Johns hopkins innovation factory entrepreneur development program #3Glenn Alpert
- The document summarizes key topics from an entrepreneur development seminar, including getting organized, creating a business plan skeleton, strategic management, accounting, legal considerations, and developing a strategic vision presentation.
- It emphasizes the importance of organization and documentation for startups, as well as developing a business plan, understanding strategic management, and creating a strategic vision presentation to share progress with advisors.
- The seminar covers a range of important early stage company topics to help entrepreneurs effectively organize and manage their growing business.
Investors historically sit through pitches and evaluate early stage startups on three primary metrics: 1) great looking product demos, 2) compelling presentations, and 3) a strong team. Steve Blank, the Godfather of the Lean Startup movement said in his Customer Development Manifesto: “There’s no formal way for an investor to assess project maturity or quantify risks. Other than measuring engineering progress, there’s no standard language to communicate progress.”
What has been missing is a common language to communicate objectives and data that investors and entrepreneurs can use to communicate startup readiness.
Fortunately, the principles developed in the Lean Startup movement can be utilized to help entrepreneurs assess their Investor Readiness Level in a way that allows them to demonstrate “evidence” of their readiness. In this session, Max Green and Heath Naquin, both of the IC2 Institute, will share this new method for entrepreneurs to gauge their own investor readiness using the principles of Steve Blank's Investment Readiness Level and LeanLaunchpad.
Entrepreneurs attending this session will learn a valuable approach helping their start-up team prove their competence and validate their ideas by showing investors “evidence” that there’s a repeatable and scalable business model.
Heath Naquin serves as Executive Director for the SW I-Corps Node at The University of Texas at Austin. He also serves as the Managing Director for a multi-university NSF Industry University Cooperative Research Center (I/UCRC) the Center for Next Generation Photovoltaics. Heath was a founding member of three different start-up business initiatives across sectors. He has helped companies raise more than $30 Million in funding from private and government sources.
Heath actively works on international commercialization initiatives and efforts focusing on industry collaboration, new project development and deployment along with building linkages between industry, government, academia and the venture capital community. Heath has worked in more than 20 countries on international commercialization and entrepreneurship initiatives in countries such as Colombia, Jordan, Iraq, Korea, Mexico, Portugal, Armenia, and Turkey. Heath has extensive experience with the NSF, EPA and NIH SBIR programs as an active commercial reviewer for many years. Heath also currently serves as Faculty for the Concordia University Executive MBA program.
WeWork provides small businesses, startups, and freelancers with beautiful workspace, inspiring community, and meaningful services. With weekly events, personalized support, flexibility, and access to thousands of like-minded entrepreneurs around the world - WeWork is the perfect place to grow your business in 2015.
The WeWork Congress location sits in the heart of downtown Austin at 6th St. and Congress Ave. To learn more about joining the community, email joinus@wework.com or call 855.593.9675.
February 2017 entrepreneur talk at Ateneo de Manila UniversityLouAnn Conner
This document provides an overview of entrepreneurship from a Silicon Valley perspective. It discusses ideation, funding, ecosystems, teams, and risk. Regarding ideation, it emphasizes validating ideas by getting feedback, testing assumptions, and learning from failures. For funding, it outlines stages from bootstrapping to IPO and what investors look for like traction, management team, and risks. Ecosystems that support entrepreneurship have investors, businesses, universities, and a government that provides infrastructure. Strong teams are emphasized over individual founders, and common risks businesses face are discussed.
Startup Guide - Everything You Need To Know To Start & GrowAamir Qutub
Since the turn of the century, small startup ideas—Uber, Twitter, Instagram, Airbnb, to name a few—have been scaled into technology giants. Could you imagine a day without scrolling social media? Or jumping in an Uber to the airport? Startups have disrupted industries by focusing on cutting-edge technology, the sharing economy, and social media. Startups also have the potential to influence and transform industries of the future. So, leap into the start-up world with fresh ideas and a desire to change the world.
Learn more from the video on my Youtube Page:
https://www.youtube.com/watch?v=EmVlN3xei4w&t=80s
The document discusses various principles of entrepreneurship, including defining entrepreneurship, evaluating new business opportunities, and identifying the key components necessary for starting a successful new business. It explains that the three crucial components for a successful new business are having an excellent opportunity, identifying customers, and ensuring the entrepreneur and management team have the necessary experience and skills. The document provides guidance on developing new business ideas and evaluating whether an idea presents a true market opportunity.
The document provides advice on raising funding for a startup. It emphasizes that a company must be "fundable" by having three key elements: a large addressable market, a developed product, and a strong team. It describes characteristics of markets that appeal to investors and the roles needed in a founding team. Finally, it stresses that in addition to having a fundable company, founders must be able to present their story compellingly in a deck and through the fundraising process.
The document provides advice on raising funding for a startup. It emphasizes that a company must be "fundable" by having three key elements: a large addressable market, a developed product, and a strong team. It describes characteristics of markets that appeal to investors and the typical roles needed in a founding team. Finally, it stresses that in addition to having a fundable company, founders must be able to present their story compellingly in a deck and through the fundraising process.
Launching a New Product in Established Company by Microsoft PMProduct School
Main Takeaways:
-How you can identify and validate problems to solve and scope a market opportunity
-How to pitch to your internal investors (your GMs & VPs)
-How to take your idea to market and validate product market fit
Launching a New Product in Established Company by Microsoft PM DirProduct School
Main Takeaways:
- How you can identify and validate problems to solve and scope a market opportunity
- How to pitch to your internal investors (your GMs & VPs)
- How to take your idea to market and validate product-market fit
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
Startuplandia Unplugged - How to do a StartupNeal Dikeman
Thoughts in graphics from a 7x tech startup founder on how what makes a startup tick, what's needed to raise money, and how startups ecosystems evolve and thrive.
Build Tech Startup in Bangladesh in a Lean WayNascenia IT
Lean Startup, as coined by Eric Ries, has been adopted by many organizations from Dropbox, Intuit to US Government, and is taught in Harvard Business School. The idea is first proposed in 2011, but now it has taken the startup world by storm.
What is startup? Who can be considered an entrepreneur? What numbers should you look at when you are building something new for the customers? What if you do not even know who your customers are? When traditional business plans don't work, Lean Startup will show you a scientific way to create a successful business.
If you are an entrepreneur creating a new business in an extremely uncertain environment, or if you are building a product around a new idea and/or in a new market, Lean Startup is a concept that you will regret not knowing about before. How Lean Startup is relevant in Bangladesh? How is it relevant to tech business? The speaker will try to answers all these questions. And perhaps make you ask more.
Pivot your startup, fail early, fail fast, learn fastAmit Kumar
Presentation made by Amit Kumar Head of OLX Autos to 3000+ Startup entrepreneurs of I Hubx Gujarat. This presentation gives a methodology for building a startup and pivoting at appropriate times, while keeping the vision in mind.
1. What is a startup?
2. What is a lean startup?
3. How do lean startups operate?
4. What do lean startups believe?
Presented to the Asia Pacific Leadership Program at the East West Center, Octobe4, 2014.
How to bring products to market with efficiency? How to learn what customer values and buy product for? If you have these questions and this session will help you get started! In this session we will go over different product development methodologies which can be used to bring products to markets in time and on budget. We will look at different agile development methodologies including scrum, which is very popular. And then finally we will look at lean startup framework and methods, which is great way to look beyond just development of product i.e. developing right product or sell-able product which customer would buy.
This document outlines the key concepts taught in a class on business models and customer development. It discusses moving from traditional functional organizations and waterfall development to having founders run customer development teams and use agile development. The business model canvas is used to articulate hypotheses about the business model and keep score of customer development progress. Customer development involves testing problems before solutions through building minimum viable products and pivoting if needed based on customer feedback.
TSH Masterclass - Business Plans: Don't Be A GnomeTechMeetups
The key points and highlights from Anastasia Kovaleva’s presentation “Business Plans: Don’t Be A Gnome!”
Internally, business plans develop and validate an idea. It is an essential tool to track progress of the business.
Your business plan also provides your shareholders (investors, debt providers, co-founders, and customers) an idea of how you intend to take care of their investment in your business.
The key components of your business plan are: Market Positioning (identification of an unsatisfied need), Product or Service (your solution to satisfy the need), Market Strategy (your competitive edge or unfair advantage), Operations (your business model), Team (your human capital / engine room), and Financials (your bottom line).
It is more than just writing a glossy book, the most important part is doing detailed research to convince your readers that your business is feasible.
Anastasia’s presentation was part of TechStartHub Startup Masterclass: How to make sure you’re investment and exit ready held last November 8 at University College London – Roberts Building. The next masterclass, Expert Advice on Website Content Strategy, Analytics, and Community Building, will be held on November 28 at the Innovation Warehouse.
This document discusses scalable startup entrepreneurship. Some key points:
- Scalable startup entrepreneurship involves starting a business based on a unique idea, creating a plan, and launching the business with the goal of finding a repeatable and scalable business model.
- Capital and human resources are required for business growth. Experts are needed for complex tasks while common workers can perform basic tasks.
- Tactics for establishing a scalable startup include creating a strong business plan, investing in human resources, and adopting the right technology.
- Examples of scalable startups include Amazon, Facebook, and companies that have scaled operations through locations or technology.
The document provides an overview of the AC12 program for new participants. It outlines the weekly schedule which includes mentor sessions, weekly lunches and pitch practices. It discusses the program goals of helping startups validate their business model, achieve product/market fit, improve their positioning and investor readiness. The document emphasizes the importance of getting out of the building to conduct customer development and testing assumptions through minimum viable products and customer feedback.
The document provides an overview of the AngelCube accelerator program. It discusses the program agenda, mentors, weekly schedule, demo days, budgeting, and survival tips for startups. The objectives of the program are to help teams discover and validate their business model, expand their network, test assumptions, improve traction, and prepare for investment. It emphasizes the importance of customer development, pivoting based on feedback, and achieving product/market fit.
This document provides an agenda and instructions for a class activity to critique portfolio websites and create professional CVs. The class will open their portfolio websites on desktops for critique by classmates. Ten key features of good portfolio websites are outlined. Students will critique websites in their rows and select the best one. Selected websites will then present to the class for further critique. Next, examples of professional CVs are shown and a CV demo is provided. As an assignment, students must modify their portfolio websites based on feedback and submit the URL. They must also create a professional CV in PDF format and send it to a randomly selected classmate for comments.
This document discusses digital portfolios and provides guidance on creating them using Google Sites. It defines a digital portfolio as organized electronic documents and artifacts stored online that represent a person's work and achievements. Digital portfolios allow for lifelong learning by facilitating reflection, collection of work over time, and presentation of one's best work. Google Sites is recommended as a free and easy-to-use tool for creating digital portfolios that can be automatically stored and shared online. Steps are provided for developing portfolios at different levels, from a basic collection to a more advanced showcase, along with sample portfolio examples.
February 2017 entrepreneur talk at Ateneo de Manila UniversityLouAnn Conner
This document provides an overview of entrepreneurship from a Silicon Valley perspective. It discusses ideation, funding, ecosystems, teams, and risk. Regarding ideation, it emphasizes validating ideas by getting feedback, testing assumptions, and learning from failures. For funding, it outlines stages from bootstrapping to IPO and what investors look for like traction, management team, and risks. Ecosystems that support entrepreneurship have investors, businesses, universities, and a government that provides infrastructure. Strong teams are emphasized over individual founders, and common risks businesses face are discussed.
Startup Guide - Everything You Need To Know To Start & GrowAamir Qutub
Since the turn of the century, small startup ideas—Uber, Twitter, Instagram, Airbnb, to name a few—have been scaled into technology giants. Could you imagine a day without scrolling social media? Or jumping in an Uber to the airport? Startups have disrupted industries by focusing on cutting-edge technology, the sharing economy, and social media. Startups also have the potential to influence and transform industries of the future. So, leap into the start-up world with fresh ideas and a desire to change the world.
Learn more from the video on my Youtube Page:
https://www.youtube.com/watch?v=EmVlN3xei4w&t=80s
The document discusses various principles of entrepreneurship, including defining entrepreneurship, evaluating new business opportunities, and identifying the key components necessary for starting a successful new business. It explains that the three crucial components for a successful new business are having an excellent opportunity, identifying customers, and ensuring the entrepreneur and management team have the necessary experience and skills. The document provides guidance on developing new business ideas and evaluating whether an idea presents a true market opportunity.
The document provides advice on raising funding for a startup. It emphasizes that a company must be "fundable" by having three key elements: a large addressable market, a developed product, and a strong team. It describes characteristics of markets that appeal to investors and the roles needed in a founding team. Finally, it stresses that in addition to having a fundable company, founders must be able to present their story compellingly in a deck and through the fundraising process.
The document provides advice on raising funding for a startup. It emphasizes that a company must be "fundable" by having three key elements: a large addressable market, a developed product, and a strong team. It describes characteristics of markets that appeal to investors and the typical roles needed in a founding team. Finally, it stresses that in addition to having a fundable company, founders must be able to present their story compellingly in a deck and through the fundraising process.
Launching a New Product in Established Company by Microsoft PMProduct School
Main Takeaways:
-How you can identify and validate problems to solve and scope a market opportunity
-How to pitch to your internal investors (your GMs & VPs)
-How to take your idea to market and validate product market fit
Launching a New Product in Established Company by Microsoft PM DirProduct School
Main Takeaways:
- How you can identify and validate problems to solve and scope a market opportunity
- How to pitch to your internal investors (your GMs & VPs)
- How to take your idea to market and validate product-market fit
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
Startuplandia Unplugged - How to do a StartupNeal Dikeman
Thoughts in graphics from a 7x tech startup founder on how what makes a startup tick, what's needed to raise money, and how startups ecosystems evolve and thrive.
Build Tech Startup in Bangladesh in a Lean WayNascenia IT
Lean Startup, as coined by Eric Ries, has been adopted by many organizations from Dropbox, Intuit to US Government, and is taught in Harvard Business School. The idea is first proposed in 2011, but now it has taken the startup world by storm.
What is startup? Who can be considered an entrepreneur? What numbers should you look at when you are building something new for the customers? What if you do not even know who your customers are? When traditional business plans don't work, Lean Startup will show you a scientific way to create a successful business.
If you are an entrepreneur creating a new business in an extremely uncertain environment, or if you are building a product around a new idea and/or in a new market, Lean Startup is a concept that you will regret not knowing about before. How Lean Startup is relevant in Bangladesh? How is it relevant to tech business? The speaker will try to answers all these questions. And perhaps make you ask more.
Pivot your startup, fail early, fail fast, learn fastAmit Kumar
Presentation made by Amit Kumar Head of OLX Autos to 3000+ Startup entrepreneurs of I Hubx Gujarat. This presentation gives a methodology for building a startup and pivoting at appropriate times, while keeping the vision in mind.
1. What is a startup?
2. What is a lean startup?
3. How do lean startups operate?
4. What do lean startups believe?
Presented to the Asia Pacific Leadership Program at the East West Center, Octobe4, 2014.
How to bring products to market with efficiency? How to learn what customer values and buy product for? If you have these questions and this session will help you get started! In this session we will go over different product development methodologies which can be used to bring products to markets in time and on budget. We will look at different agile development methodologies including scrum, which is very popular. And then finally we will look at lean startup framework and methods, which is great way to look beyond just development of product i.e. developing right product or sell-able product which customer would buy.
This document outlines the key concepts taught in a class on business models and customer development. It discusses moving from traditional functional organizations and waterfall development to having founders run customer development teams and use agile development. The business model canvas is used to articulate hypotheses about the business model and keep score of customer development progress. Customer development involves testing problems before solutions through building minimum viable products and pivoting if needed based on customer feedback.
TSH Masterclass - Business Plans: Don't Be A GnomeTechMeetups
The key points and highlights from Anastasia Kovaleva’s presentation “Business Plans: Don’t Be A Gnome!”
Internally, business plans develop and validate an idea. It is an essential tool to track progress of the business.
Your business plan also provides your shareholders (investors, debt providers, co-founders, and customers) an idea of how you intend to take care of their investment in your business.
The key components of your business plan are: Market Positioning (identification of an unsatisfied need), Product or Service (your solution to satisfy the need), Market Strategy (your competitive edge or unfair advantage), Operations (your business model), Team (your human capital / engine room), and Financials (your bottom line).
It is more than just writing a glossy book, the most important part is doing detailed research to convince your readers that your business is feasible.
Anastasia’s presentation was part of TechStartHub Startup Masterclass: How to make sure you’re investment and exit ready held last November 8 at University College London – Roberts Building. The next masterclass, Expert Advice on Website Content Strategy, Analytics, and Community Building, will be held on November 28 at the Innovation Warehouse.
This document discusses scalable startup entrepreneurship. Some key points:
- Scalable startup entrepreneurship involves starting a business based on a unique idea, creating a plan, and launching the business with the goal of finding a repeatable and scalable business model.
- Capital and human resources are required for business growth. Experts are needed for complex tasks while common workers can perform basic tasks.
- Tactics for establishing a scalable startup include creating a strong business plan, investing in human resources, and adopting the right technology.
- Examples of scalable startups include Amazon, Facebook, and companies that have scaled operations through locations or technology.
The document provides an overview of the AC12 program for new participants. It outlines the weekly schedule which includes mentor sessions, weekly lunches and pitch practices. It discusses the program goals of helping startups validate their business model, achieve product/market fit, improve their positioning and investor readiness. The document emphasizes the importance of getting out of the building to conduct customer development and testing assumptions through minimum viable products and customer feedback.
The document provides an overview of the AngelCube accelerator program. It discusses the program agenda, mentors, weekly schedule, demo days, budgeting, and survival tips for startups. The objectives of the program are to help teams discover and validate their business model, expand their network, test assumptions, improve traction, and prepare for investment. It emphasizes the importance of customer development, pivoting based on feedback, and achieving product/market fit.
Similar to Lecture1-Introduction-Jan7-2017.pptx (20)
This document provides an agenda and instructions for a class activity to critique portfolio websites and create professional CVs. The class will open their portfolio websites on desktops for critique by classmates. Ten key features of good portfolio websites are outlined. Students will critique websites in their rows and select the best one. Selected websites will then present to the class for further critique. Next, examples of professional CVs are shown and a CV demo is provided. As an assignment, students must modify their portfolio websites based on feedback and submit the URL. They must also create a professional CV in PDF format and send it to a randomly selected classmate for comments.
This document discusses digital portfolios and provides guidance on creating them using Google Sites. It defines a digital portfolio as organized electronic documents and artifacts stored online that represent a person's work and achievements. Digital portfolios allow for lifelong learning by facilitating reflection, collection of work over time, and presentation of one's best work. Google Sites is recommended as a free and easy-to-use tool for creating digital portfolios that can be automatically stored and shared online. Steps are provided for developing portfolios at different levels, from a basic collection to a more advanced showcase, along with sample portfolio examples.
The document outlines several programs to internationalize existing integration activities in a sustainable way:
1. The i-Buddy program pairs Thai and international students to facilitate language and cultural exchange.
2. The i-Oriental Medicine program shares Thai traditional medical knowledge and practices with international students through a health class.
3. The i-International Language Center improves English skills by pairing students of different proficiencies.
4. The i-Community Services program engages Thai and international students in community service projects to identify needs and design sustainable solutions.
The overall aims are to work smarter, create less burden, maximize resources, focus on student needs, and iteratively improve activities so that everyone is happy
This document contains a proposal for medical equipment including a smart base unit, help trigger, BP monitor, ear thermometer, and oximeter. It lists the items, their original prices, discounted prices showing percentage discounts from 25-35%, and a total price of 24,107.50 baht after discounts for the package.
This document discusses multimedia technology and standards. It provides an overview of topics covered in the MIT 628 course, including MPEG standards, image and video compression, multimedia hardware and software, and mobile multimedia. Key standards discussed are MPEG-1, MPEG-2, MPEG-4, and HDTV resolutions and technologies.
This document provides an overview of data warehousing and OLAP concepts. It defines a data warehouse as a subject-oriented database used for analysis and decision making rather than transactions. Key concepts discussed include dimensional modeling using star schemas, snowflake schemas, and fact constellations. It also describes data cubes and cuboids as multidimensional views of data and how OLAP enables interactive analysis of consolidated data.
This document provides an introduction and overview of the DBM630: Data Mining and Data Warehousing course. It outlines the course syllabus, textbooks, assessment tasks, schedule, prerequisites, and introduces concepts related to data mining and data warehousing including definitions, processes, applications, and evolution of database technology. The goal of the course is to teach students about data warehousing, data mining techniques such as association rule mining, classification, clustering, and current trends in the field.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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[To download this presentation, visit:
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
2. Today…
• Introduction:
• Definitions of startup, entrepreneurship, and entrepreneur
• Types of entrepreneurship
• Why startups usually fail?
• Course overview:
• Objectives, topics, and learning outcomes
• Announcements:
• Classes take place every Sunday and Tuesday from 4:30 to 5:50PM at room 1030
• All course material can be found at:
http://www.qatar.cmu.edu/~mhhammou/15390-s18/index.html
4. Why are you Interested in Entrepreneurship?
• You may have an idea that can change the world or improve an
existing process you are familiar with
• You may have a technological breakthrough and want to capitalize on
it (perhaps, by founding a startup)
• You may have a passion and want to learn about entrepreneurship
while looking for a good idea, technology, and/or a partner
5. Why are you Interested in Entrepreneurship?
In any of these cases, at this stage you may want simply to uncover the world of
startups and entrepreneurship. If so, let us get started!
6. What is a Startup?
• A startup is an organization designed to innovate a new product or
service under conditions of extreme uncertainty (“The Lean Startup”
by Eric Ries)
• An organization encompasses mission, vision, strategy, hiring,
accounting, finance, operations, etc.,
• In this context, however, it operates under too much uncertainty,
following leap-of-faith assumptions concerning its invention
• Innovation = Invention × commercialization
• This implies that having a product does not mean you have a business
7. The Single Condition for a Business
• The single necessary and sufficient condition for a business is a
paying customer
• The day someone pays you money for your product or service, you
have a business, and NOT the day before
• But, having a paying customer does not mean you have a sustainable
business!
• To have a sustainable business, you need enough customers paying
enough money within a reasonable amount of time
8. Entrepreneurship
SME IDE
Market
Invention
Jobs
External Capital
Growth
• Entrepreneurship is the process of creating a sustainable business
• There are two types of entrepreneurship
• Small and Medium Enterprise (SME)
• Innovation-Driven Enterprise (IDE)
SME IDE
Market Local and/or Regional Regional/Global
Invention
Jobs
External Capital
Growth
SME IDE
Market Local and/or Regional Regional/Global
Invention Not Necessary Necessary
Jobs
External Capital
Growth
SME IDE
Market Local and/or Regional Regional/Global
Invention Not Necessary Necessary
Jobs Non-tradable Tradable
External Capital
Growth
SME IDE
Market Local and/or Regional Regional/Global
Invention Not Necessary Necessary
Jobs Non-tradable Tradable
External Capital Typically No Yes
Growth
SME IDE
Market Local and/or Regional Regional/Global
Invention Not Necessary Necessary
Jobs Non-tradable Tradable
External Capital Typically No Yes
Growth Linear Exponential
9. SME and IDE Expected Revenue & Job Trends
Revenue
&
Jobs
Time
SME
Revenue
&
Jobs
Time
IDE
: Usually Not Risky : Much Riskier, but
More Ambitious (Go Big
or Go Home!)
“Burning Area”
10. SME and IDE Expected Revenue & Job Trends
Revenue
&
Jobs
Time
SME
Revenue
&
Jobs
Time
IDE
: Usually Not Risky : Much Riskier, but
More Ambitious (Go Big
or Go Home!)
“Burning Area”
The Focus of this
Course!
11. Entrepreneurship vs. Management
• IDE entrepreneurship is a special kind of management
• Entrepreneurship is cool, innovative, and exciting
• Management is dull, serious, and bland
• What is actually exciting is to see a startup succeed and change
the world
• This cannot happen without managing it rightly
• The road to excitement passes through the (boring)
management stuff!
• Why IDE entrepreneurship is a special kind of management?
12. Entrepreneurship vs. Management
• Why special?
• Traditional business thinking suggests:
• Perfecting a product, even if takes a great deal of time; hence, long cycle times
• Large teams and hierarchical organizations
• Failures are unacceptable
• Modern business (or entrepreneurial) thinking suggests:
• Building a minimum viable product (MVP); hence, short cycle times
• Focusing on what customers want, thus experimenting tremendously
• Failing as a prerequisite for success
• Small teams and flat organizations
13. Schools of Thought in Entrepreneurship
• Three major schools of thought:
1. “Just Do It”
• Most entrepreneurs are wary of implementing traditional management
practices, afraid that this will invite bureaucracy or stifle creativity
• They assume management is the problem, hence, chaos is the answer
• Unfortunately, this approach leads to chaos more often than it does to success
2. “Launch a Rocket Ship”
• Specify every single step to take in excruciating details (typically by tapping into
a proven set of techniques used for managing big companies)
• Specify the expected result of every single step taken– what happens if a tiny
error occurs? Can you adapt or pivot?
14. Schools of Thought in Entrepreneurship
• Three major schools of thought:
3. “Drive a Car”
• Set a (hypothetical) path to reach a destination (you are not sure whether
this path will lead to the destination)
• Experiment with and validate your path
• Persevere, adapt, or even pivot if needed
• If you are driving to work, do you give up if there is a detour in the
road or you made a wrong turn?
• No, you remain thoroughly focused on getting to your destination
The third school of though is the recommended one!
15. Who is an Entrepreneur?
• Anyone who creates a startup is an entrepreneur
• This implies that an entrepreneur should have a (strong) appetite of risk taking
• But an entrepreneur needs not create a startup; she/he can operate
inside “established” organizations
• This entrepreneur is typically referred to as “intrapreneur”
• In addition, an entrepreneur does not need to invent!
• E.g., Steve Jobs identified the computer mouse created by Xerox PARC and
commercialized it effectively through Apple
• E.g., Larry Page and Sergey Brin used AdWords (which was created by Overture
Services, Inc) on their search results pages
16. The Startup Realty
• The grim reality is that most startups fail
• There are five essential elements that lead to successful startups
IDEA
TEAM &
Execution
BUSINESS MODEL FUNDING TIMING
17. What Makes Startups Succeed?
10
Idea
9
Team
8
B M
6
Funding
10
Timing
8
Idea
9
Team
5
B M
4
Funding
9
Timing
8
Idea
10
Team
7
B M
7
Funding
10
Timing
Succeeded
Ranks over 10
[Based on a study by IdeaLab]
18. What Makes Startups Succeed?
8
Idea
5
Team
4
B M
6
Funding
6
Timing
4
Idea
5
Team
6
B M
10
Funding
4
Timing
4
Idea
5
Team
6
B M
10
Funding
4
Timing
Failed
[Based on a study by IdeaLab]
19. What Makes Startups Succeed?
[Based on a study by IdeaLab]
14%
24%
28%
32%
42%
Factors of
success
across
more than
200
companies
Time
Team &
Execution
Idea
Business
Model
Funding
20. What Makes Startups Succeed?
28%
32%
24%
14%
42%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Idea Team Bussiness
Model
Funding Timing
Factors In Success Across 200 Companies
[Based on a study by IdeaLab]
22. Course Objectives
• Starting a new venture is a serious undertaking with a great deal of
risk and sacrifice
• The objective of this course is to increase your odds of succeeding in
starting, executing, and growing a company
• The course will provide you with a scientific and practical end-to-end
framework, which will help you either succeed quickly or fail faster (if
failure was inevitable for the path that you were on)
23. List of Topics
Considered: a reasonably critical and
comprehensive understanding
Thoughtful: fluent, flexible and efficient
understanding
Masterful: a powerful and illuminating
understanding
.1.
Vision, Strategy, Team, and Culture
.2.
Market Segmentation and Research
.3.
Build-Measure-Learn Feedback Loop
.4.
Business Models and Pricing Frameworks
.5.
Startup Valuation
.6.
Finance
.7.
Venture Deals
.8.
Accounting
.9.
Exit Policies
24. Learning Outcomes
• After finishing this course, you should be able to:
1. Form a complementary team and create an innovative culture
2. Conduct in-depth primary and secondary market research, select a
beachhead market, and calculate its Total Addressable Market (TAM) size
3. Identify leap-of-faith assumptions, namely the value and growth
hypotheses of a startup
4. Appreciate the build-measure-learn feedback loop as a scientific method to
spiral towards testing and verifying leap-of-faith assumptions
5. Design and develop a Minimum Viable Product (MVP) to enter the build
phase of the build-measure-learn feedback loop as quickly as possible
25. Learning Outcomes
• After finishing this course, you should be able to:
6. Test MVP with early adopters, collect feedback, and apply actionable
analytics to steer MVP towards a Viable Product (VP)
7. Apply split-test (or A/B) experiments to evaluate different variations of a
MVP or VP feature
8. Identify different engines of growth (e.g., viral and paid engines of growth)
to determine product-market fit and achieve a sustainable business
9. Differentiate between various types of pivots (e.g., zoom in, zoom out,
customer segment, and engine of growth pivots)
10. Design a business model, set a pricing framework, calculate the Lifetime
Value (LTV) of an acquired customer, and compute the Cost of Customer
Acquisition (COCA)
26. Learning Outcomes
• After finishing this course, you should be able to:
11. Value pre-revenue and post-revenue companies
12. Differentiate between different corporate metrics (e.g., price-to-earnings
ratio and return-on-assets), stock types, bonds, equity, and debt
13. Understand the venture capital financing process and raise money for a
startup the right way
14. Apply accrual accounting and interpret the three core financial statements,
namely, the balance sheet, income statement, and cash flow statement
15. Recognize different exit policies (e.g., Initial Public Offering)
27. Assessment Methods
• How learning will be measured?
Type # Weight
Projects 1 30%
Exams 2 35%
Problem Sets 6 20%
Quizzes 2 10%
In-class Participation and Attendance 40 5%
28. Target Audience, Prerequisites, and Textbooks
• Target audience: all CMU-Q students
• Prerequisites: Nothing, except being a CMU-Q student
• No specific textbook, but here are some references:
• “Disciplined Entrepreneurship” by Bill Aulet
• “The Lean Startup” by Eric Ries
• “Venture Deals” by Brad Feld and Jason Mendelson
• “How Google Works” by Eric Schmidt and Jonathan Rosenberg
• “Work Rules!: Insights from Inside Google That Will Transform How You Live
and Lead” by Laszlo Bock
29. Target Audience, Prerequisites, and Textbooks
• No specific textbook, but here are some references (Cont’d):
• “Crossing the Chasm” by Geoffrey A. Moore
• “Blue Ocean Strategy” by W. Chan Kim and Renée Mauborgne
• “Inbound Marketing” by Brian Halligan and Dharmesh Shah
• “Business Model Generation” by Alexander Osterwalder and Yves Pigneur
• “The 7 Habits of Highly Effective People: Powerful Lessons in Personal
Change” by Stephen R. Covey
30. Next Class
• Forming teams and generating ideas
• Performing market segmentation and research (Part I)