MFA MBA OMG
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A reaction and analysis of the 2004 Danial Pink Statement, The MFA is the New MBA. Given at a Career Issues in Art and Design Conference at Massachusetts College of Art in 2015.
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MFA MBA OMG
- 1. MFA, MBA, OMG MFA MBA OMG Brynna Tucker Associate Director Center for Career and Professional Development Pratt Institute 1
- 2. MFA, MBA, OMG IMAGINE IT’S 2004 Times were tough… 2
- 3. MFA, MBA, OMG the mfa is the new mba. 3
- 10. MFA, MBA, OMG
- 11. MFA, MBA, OMG 11
- 12. MFA, MBA, OMG Comparing the attributes Creative Minds Right Brain Functions: 1. Creativity 2. Imagination 3. Intuition 4. Rhythm 5. Non-verbal 6. Color 7. Feelings 8. Visualizations 9. Tune of songs 10. Daydreaming Business Minds Left Brain Functions: 1. Logic 2. Analysis 3. Sequencing 4. Linear 5. Language 6. Mathematics 7. Facts 8. Think in Words 9. Words of songs 10. Reasoning 12
- 13. MFA, MBA, OMG Comparing the Characteristics Creative Acumen • Abstraction • Connection • Perspective • Curiosity • Boldness • Paradox • Complexity • Persistence Business Acumen • Economics • Business Strategy • Accounting • Marketing • Information Technology • Employee Relations • International Business • Leadership 13
- 14. MFA, MBA, OMG
- 15. MFA, MBA, OMG
- 18. MFA, MBA, OMG Entrepreneurship Motivation
- 19. MFA, MBA, OMG PASSION, PROFIT, OR PAIN? What are they satisfying? 19 19
- 20. MFA, MBA, OMG SUCCESS AND FAILURE What keeps them going? 20 20
- 21. MFA, MBA, OMG What do they want to build? 21 Steve Blank’s 6 startup categories: 1. Lifestyle Startups 2. Small Business Startups 3. Scalable Startups 4. Buyable Startups 5. Social Startups 6. Large-Company Startups 21
- 22. MFA, MBA, OMG Entrepreneurship Identities
- 23. MFA, MBA, OMG HEART, SMARTS, GUTS, AND LUCK individual founders 23
- 24. MFA, MBA, OMG HIPSTERS, HACKERS, AND HUSTLERS the minimum viable team 24
- 25. MFA, MBA, OMG SUNBIRDS, ARCHITECTS, INTEGRATORS types of innovators 25
- 26. MFA, MBA, OMG Entrepreneurship Education
- 27. MFA, MBA, OMG Artist as Entrepreneur NYFA’s Artist as Entrepreneur Boot Camp • Goal Setting • Creating a Business Plan • Budgets • Financial Management • Strengthening Grant or Project Applications • Improving Writing and Presentation Skills • Identifying Career Opportunities The Profitable Artist • Techniques for planning your career • Innovative fundraising for artists • Marketing and selling your work to new audiences • Networking strategies for a digital world • Budgeting and financial basics made clear • Legal requirements and terminology in plain English 27
- 28. MFA, MBA, OMG The Lean Launch Pad 28 28
- 29. MFA, MBA, OMG 29
- 30. MFA, MBA, OMG The Disciplined Entrepreneur 30
- 31. MFA, MBA, OMG • Who is your customer? • What can you do for your customer? • How does your customer Acquire your product? • How do you make money off your product? • How do you design and build your product? • How do you scale your business? 31
- 32. MFA, MBA, OMG Entrepreneurship Ecosystem
- 33. MFA, MBA, OMG The rise of Entrepreneurship • 1975 – 100 formal majors, minors, and certificates in entrepreneurship • 1985 – about 250 courses in entrepreneurship • 2000s – Colleges and Universities receive major endowments for entrepreneurship education • 2008 – More than 5,000 entrepreneurship courses with more than 400,000 students taking them and 9,000 faculty teaching them. 33
- 34. MFA, MBA, OMG Ecosystem indicators Density Fluidity Connectivity Diversity 34
- 35. MFA, MBA, OMG Key Success Factors 1. Senior leadership engagement and sponsorship 2. Strong programmatic and faculty leadership 3. Sustained commitment over a long period of time 4. Commitment of substantial financial resources 5. Commitment to continuing innovation in curriculum and programming 6. An appropriate organizational infrastructure 7. Commitment to building extended enterprise and achieving critical mass 35
- 36. MFA, MBA, OMG 36
- 37. MFA, MBA, OMG What we can do. • Locate and support student clubs. • Find ways to champion what students are doing. • Use the Socratic Method to educate • Get alumni involved. • Encourage experiential approaches • Join the monthly discussion for CIAD/AICAD. • Centralize information. • Seek support – aim for a whole community 37
- 38. MFA, MBA, OMG Educating Creativity Educating Management Educating Chaos Productive Disequilibrium*
- 39. MFA, MBA, OMG Attributes and Characteristics • Persuasion • Imagination • Flexibility • Resourcefulness • Scrappiness • Empathy • Perseverance • Optimism
- 40. MFA, MBA, OMG THANK YOU Brynna Tucker Associate Director Center for Career and Professional Development Pratt Institute 40
Editor's Notes
- Down in the left hand corner is a number – I have a coinciding footnote list that details all of brilliant people I’ve stolen this information from, where to learn more, and general footnotes about my presentation.
- 2004 was a leap year (so happy birthday anyone born on feb. 29th) Click Times were tough. If you need help remembering: this was the coolest new year’s eve look and these glasses still made sense. Click (click to get rid of that guy…) “tweet” was a rarely used word to describe the noise that birds made until twitter came along in 2006 You listened to music on your ipod because “Project purple” is still just an idea that would become the iphone in 2007 Any preoccupation with angry birds was sourced to Alfred Hitchcock fans and you probably looked up walking down the street instead of down at a game of candy crush. Everyone had a hotmail, aol, or yahoo account (some of you still do- but gmail didn’t come out until 2007) You couldn’t Uber a car Most of our photographs were of other people. A stranger sleeping on your couch would be terrifying – where as now you could charge them $200 a night through airbnb There was no meaningful outlet for your cat videos until youtube came about in 2005 Buying handmade stuff from makers all over the world would require travel because Etsy didn’t launch until 2005 It was also the year that Harvard Business Review published
- How many of you were excited when you first heard this statement? It was originially Daniel Pink’s statement in the HBR Breakthrough Ideas for 2004: Published in February it was #9 on the list of 20 Breakthrough Ideas that the HBR staff compiled as the big ideas for the year to come. Daniel H. Pink introduced this term saying that “businesses have come to realize that the only way to differentiate their offerings is to make them beautiful and emotionally compelling” It was so exciting… I remember thinking that it was going to lead to a never before level of collaboration between creative people and business people. I thought that artists were going to be hired into top tier corporations to just be these token brilliant and wacky creatives…
- These 2 seemingly different worlds… The MFA. (click) And The MBA (click)
- These were now going to come together and really change everything. This new space of overlap could mean anything. It held so much potential.
- I thought this would open the floodgate of new ideas. I remember thinking that it was going to lead to a never before level of collaboration between creative people and business people.
- A meeting of the minds. Where the corporate world would embrace the creative geniuses I worked with every day and there would instantly be this new sense of empathy and compassion for creativity… and it would be a highly compensated.
- I thought idea lightbulbs would literally explode. And new initiatives and concepts and programs certainly did emerge, don’t get me wrong, but in terms of being a career counselor at an art and design school on the edge of my seat waiting for students to come in and be ready to rethink how their creativity could be part of the economic engine… But 2004 was also the year I started working at Pratt, and it felt a little more like this…
- It kind of felt more like this. I certainly don’t want to imply that nothing happened from that statement. A lot happened. The most exciting work was making something entirely new, but I didn’t feel the shift I had expected. Granted my expectations were artists would turn the corporate world on its head. In some cases – the door didn’t even open and in some – it opened but artists were becoming way to hipster to go in. Which led to a lot of this happening…
- The arts have certainly borrowed from business but business has really borrowed from the arts. What I really want to focus on, though, is the skills necessary for that in between space – that I argue is where entrepreneurship lies and why it’s very difficult to pin down.
- So – let’s take a look at what these 2 categories really are. Wikipedia excerpt: Click The MFA is a creative degree that centers around the practice in a particular field (visual arts, creative writing, graphic design, photography, filmmaking, dance theater, performing arts). Admission is granted based on portfolio or performance. Click The MBA originated when the country industrialized and companies sought a scientific approach to management. Admission is based on undergraduate GPA, Transcripts, entrance exams, a resume, essays, letters of recommendation, and personal interviews. It was interesting to note that the wikipedia entry for an MBA is downloadable as a 12.5 page document. The one for fine arts – is 1.5 pages.
- Research has made the theory that one side of your brain is dominant outdated because the two sides actually work in a complex and cooperative manner. How many of you feel like you use some from each? How many of you feel like you could find people that are good at all of these? The reality is that if one “side” is weaker, using the other side to tap into that can help. For example – if a student has a difficult time following verbal instructions, they may benefit from writing them down.
- Abstraction The ability to abstract concepts from ideas Connection The ability to make connections between things that don't initially have an apparent connection Perspective The ability to shift ones perspective on a situation - in terms of space and time, and other people Curiosity The desire to change or improve things that everyone else accepts as the norm Boldness The confidence to push boundaries beyond accepted conventions. Also the ability to eliminate fear of what others think of you Paradox The ability to simultaneously accept and work with statements that are contradictory Complexity The ability to carry large quantities of information and be able to manipulate and manage the relationships between such information Persistence The ability to force oneself to keep trying to derive more and stronger solutions even when good ones have already been generated Economics, stock market patterns and consumer behavior Business strategy and decision-making skills Accounting, financial risk assessment and cost control Marketing, advertising and business-to-business sales Information technology Employee relations, workplace psychology and communication skills International business operations, including opening and expanding overseas businesses Leadership abilities and management techniques Test my creativity – I scored a 60.65, and the typical is 63.58. I was below in all categories except complexity and Perspective.
- The more I compare the two, the more I realize that creativity and business are really looked at as apples and oranges.
- And they are actually more like this.
- I believe this is where entrepreneurs fall, and that is within this strange space in between. It’s not where 2 disparate types cross over, but instead a separate space that uniquely combines both sides and actually offers an entirely new set of skills and has unique educational needs. Entrepreneurship is fascinating to me because it’s neither and it’s both.
- I’m going to go through 4 categories that I think need to be in place for entrepreneurship to flourish.
- What are the driving forces for our students? These are the 3 main reasons that students what to start a business. Either they want to turn something they love into their main source of income, they want to find a way to use their talents to make money that allows them autonomy, freedom, and be their own boss, or there is something painful or frustrating that they see in the world (or experience) that they see a solution for.
- Failure is arguable one of the most fetishized aspects of being an entrepreneur. There are articles that love it, and encourage it, and others that question it’s place in our economy and job market. However, what’s really at stake here – is the anxiety of failure. So, when working with students it’s important to recognize that what they are doing is often unique, fragile, and not yet tangible… small failures may not mean a failed business, so teaching them when to pivot or persevere can be crucial in turning those successes into failures. The trick is to recognize the difference between failing and being a failure. Anxiety, Freud is said to have explained, is when you irrationally react to a simple stick as if it were a dangerous snake. Fear is when you react to a dangerous snake as if it were, well, dangerous. Failure can’t be seen as a permanent issue – in a recent article in business insider – discussed the work of Mark Goulston, a psychiatrist, author and former FBI hostage-negotiator – who recognized that the best indicator for success is overcoming obstacles and sources this ability to self-reliance, good judgment and resourcefulness. So success isn’t as much about what you can do, it’s more about what you will do especially in the case where you’re tackling something difficult.
- Lifestyle Startups: Work to Live Their Passion lifestyle entrepreneurs are like surfers, teaching surfing lessons to pay the bills so they can surf some more. Lifestyle entrepreneurs live the life they love, work for no one but themselves and pursue their personal passion. Small-Business Startups: Work to Feed the Family The overwhelming number of entrepreneurs and startups in the U.S. today are still small businesses. This category consists of grocery stores, hairdressers, consultants, travel agents, Internet commerce storefronts, carpenters, plumbers, electricians, etc. They are anyone who runs their own business. They hire local employees or family. Most are barely profitable. Most small businesses are not designed for scale — the owners want to own their business and feed the family. Their only available capital is their own savings, what they can borrow from relatives and banks. Small-business entrepreneurs don’t become billionaires. But in sheer number, they are infinitely more representative of “entrepreneurship” than entrepreneurs in other categories—and their enterprises create local jobs. Scalable Startups: Born to Be Big Scalable startups are what Silicon Valley, Brooklyn Tech Triangle, and Silicon Alley entrepreneurs and their venture investors aspire to build. Google, Skype, Facebook and Twitter are just a few examples. From day one, the founders believe that their vision can change the world. Unlike small-business entrepreneurs, their interest is not in earning a living but rather in creating equity in a company that eventually will become publicly traded or acquired, generating a multi-million-dollar payoff. Scalable startups require risk capital to fund their search for a business model, and they attract investment from equally crazy financial investors – venture capitalists. They hire the best and the brightest. Their job is to search for a repeatable and scalable business model. When they find it, their focus on scale requires even more venture capital to fuel rapid expansion. Buyable Startups: Acquisition Targets In the past five years, the cost and time required to build Web and mobile apps has plummeted. You can get to product/market fit and a million users with $100,000 to $1 million. Many of these startups bypass traditional VCs by using crowd or angel funding This class of startup is likely to be sold to a larger company for $5 million to $50 million. The founders and investors walk away with millions but not billions. Social Startups: Driven to Make a Difference Social entrepreneurs are no less ambitious, passionate or driven to make an impact than any other type of founder. But unlike scalable startups, their goal is to make the world a better place, not to take market share or to create to wealth for the founders. Large-Company Startups: Innovate or Evaporate Large companies have finite life cycles. And over the past decade, those cycles have grown shorter. It’s already becoming clear that lean startup practices are not just for scalable and buyable startups. Corporations have spent the past 20 years increasing their efficiency by driving down costs. But simply focusing on improving existing business models is not enough anymore. Almost every large company understands that it also needs to deal with ever-increasing external threats by continually innovating. To ensure their survival and growth, corporations need to keep inventing new business models. This challenge requires entirely new organizational structures and skills.
- Heart Dominant: Purpose driven and Authentic Passionate about what you’re doing Sacrifice and work ethic Nuance, which separates a good entrepreneur from a brilliant one Long term value creation, not capture 60 % of entrepreneurs are Heart Driven Howard Schultz (Starbucks) Fictional: John Keating in Dead Poets Society Smarts Dominant: Able to recognize patterns Utilizes past experiences, observations, and other’s opinions Considers information before making critical decisions Great at prioritizing Not IQ smarts, this includes book, people, street and creative smarts Jeff Bezos (Amazon) Fictional – Frank Abagnale in Catch me if you can Guts Dominant: Known as the “doers” Initiate things from scratch Known for endurance Ability to evolve Tend to move on after success or failure 30% got right back to work after a failure Nelson Mandela Showcased in Harvey Milk in Milk Luck Dominant Humility conjoined with two other factors: Intellectual curiosity Optimism Vulnerable, authentic, generous, and open Belief that great things can happen Great at building relationships Li Lu Co-leader, Tianammen Square in 1989 Fictional: Forest Gump
- The Hipster: Usually working their way into the mix as the designer or creative genius, they’ll make sure the final product is cooler than anything else out there. But, not only that, they’ll ensure the shade of blue used to accent the font really brings out the subtle homage to an artist from the ’70′s you’ve probably never heard of. The Hacker: The one most likely to sit quietly through a board meeting until uttering the three sentences that answers the all important question of “how?” the new idea or initiative can be brought into reality. Resembling MacGyver with their ability to wield various lines of code or programing languages, you’ll get dizzy trying to keep up with their keystrokes. The Hustler: They have the tendency to be the most misunderstood member of this trio. The Hipster is likely to accuse the Hustler of having sold out to the man because of their constant question of “It’s cool, but is it something our partners and clients want?” The Hacker is likely to do their best to avoid one on one conversations with the Hustler as a result of jock vs. geek episode back in high school.
- Sunbirds take solutions that work in one way, and apply them to another completely different way ex) Dean Kamen – got the idea for the heart stent he developed by flying in a helicopter Architects recognize openings and furnish what’s missing from the ground up ex) Elon Musk got the idea for SpaceX when he was stuck in traffic and later solidified it by learning that NASA had not scheduled trip to Mars. Integrators build blended outcomes by combining existing elements to shape novel outcomes - they often assemble opposites ex) Steve Ells, who wanted to make a fast food chain that was the antithesis of fast-food by using quality ingredients – he’s the founder of Chipotle.
- Most artist as entrepreneur courses merely teach business management practices to artists. It really overlays the information without integrating it.
- Described as experiential: “Get out of the building”
- 24 steps, six categories
- There is no one best way to create an entrepreneurship ecosystem. It is a multi stage process where the stages are not clearly defined
- Kauffman Foundation – state of entrepreneurship
- Density New and young firms per 1000 people Share of employment in new and young firms Sector density especially high tech Fluidity Population Flux Labor Market Reallocation High Growth Firms Connectivity Program Connectivity Spinoff Rate Dealmaker networks Diversity Multiple Economies Mobility immigrants
- From a study that identified and analyzed exemplary University Based Entrepreneurship Ecosystems. It included Babson, University of Texas at Austin, EM Lyon Business School, University of Southern California, Technologico de Monterrey, and the National University of Singapore.
- Socratic Method - It is a form of inquiry and discussion between individuals, based on asking and answering questions to stimulate critical thinking and to illuminate ideas.
- The space entrepreneurs really operate in is chaos. They need the creativity and exploration side, and they need the structure and management side. The skills needed for this are very different than pursuing art and design or pursuing business. Productive disequilibrium (Eddie shiomi – from the New School) Mike Sciola – from Colgate – We house them for 4 years, then we lay them off.
- They are also the hardest to teach. Entrepreneurs need to be Persuasive: Their ideas don’t exist yet and they need to create the fear of missing out to funders, early users “earlyvangelists”, The term refers to the customers who commit to buying a company's product before there is a full product available and spread the news of the product to friends, family, or coworkers. Imagination: They have to be able to make something that isn’t real seem real. Flexibility: they need to make quick decisions, remain nimble, and be able to pivot fast and effectively. Resourcefulness: Entrepreneurs need to not only play of their strengths – but recognize their weaknesses and find ways to fill in the gaps. Scrappiness: They often have to fill in the gaps with extremely limited resources as well as a lot of opinions being fired at them. The best thing an entrepreneur can do is focus on their strengths rather than try to overcome their weaknesses. Empathy: Entrepreneurs need to understand user experience, and must create the story of why their business is needed in the world. I would also bundle listening into the category of empathy. Perseverance: they often fail. This can’t be a permanent roadblock. Optimism: This used to be where I put in courage, but I recently swapped that out for optimism. I think optimism is the most complex and difficult part about being an entrepreneur because there are just as many reasons not to start a business than not to. Optimism encompasses both courage and hope and if you get really good at it: it can be awesomely delusional.