I've been teaching entrepreneurship to designers for just over a year now, but I've been amazed at swift and powerful the results are. Designers feel able to participate in hard product discussions, uncover and promote insights to improve the business model and even make better decisions about their personal life, from salary negotiation to budget making. That's bc entrepreneurship is a microcosm of business, simple yet complete. Along with technology and user research, business must be a common core in design education. Entrepreneurship is the best way to do it.
10 reasons to teach entrepreneurship to kidsSlideSupply
Entrepreneurship is an essential, but often neglected part of education on any level. Whether it's primary school or university, kids need to be entrepreneurial in order to make things happen.
Are you ready to teach entrepreneurship to your kids?
SearchLove San Diego 2015 | Jose Caballer & Chris Do, 'Continuous Alignment o...Distilled
Learn how you can create the ultimate marketing team culture, with this unique and interactive micro-workshop. Creative process hackers Chris Do and Jose Caballer will share with you their proven tools to effectively define customer segments and powerful marketing tactics in a collaborative fashion.
Bootstrap Business Seminar 5: Creating an Awesome BrandCityStarters
The 5th Seminar in our Bootstrap Business Seminar series looks at how to create an awesome brand with Creative Director at Branding Agency One Ltd, Ben Mumby-Croft.
Top 20 tips for entrepreneurship and small businessAhmed Samy
Are you an entrepreneur? or willing to be? Do you have a small business? or willing to have?
A must read presentation containing selected top 20 tips for entrepreneurship and small business
Provided by Eureka Digital
10 reasons to teach entrepreneurship to kidsSlideSupply
Entrepreneurship is an essential, but often neglected part of education on any level. Whether it's primary school or university, kids need to be entrepreneurial in order to make things happen.
Are you ready to teach entrepreneurship to your kids?
SearchLove San Diego 2015 | Jose Caballer & Chris Do, 'Continuous Alignment o...Distilled
Learn how you can create the ultimate marketing team culture, with this unique and interactive micro-workshop. Creative process hackers Chris Do and Jose Caballer will share with you their proven tools to effectively define customer segments and powerful marketing tactics in a collaborative fashion.
Bootstrap Business Seminar 5: Creating an Awesome BrandCityStarters
The 5th Seminar in our Bootstrap Business Seminar series looks at how to create an awesome brand with Creative Director at Branding Agency One Ltd, Ben Mumby-Croft.
Top 20 tips for entrepreneurship and small businessAhmed Samy
Are you an entrepreneur? or willing to be? Do you have a small business? or willing to have?
A must read presentation containing selected top 20 tips for entrepreneurship and small business
Provided by Eureka Digital
How to Create a Killer Creative Brief with Wild AlchemyUnited Adworkers
United Adworkers had the honor of hosting Lynette Xanders with Wild Alchemy to share her incredible knowledge and insights on "How to Create a Killer Creative Brief". For more information about Wild Alchemy and Lynette Xanders, visit WildAlchemy.com.
Entrepreneur's guide to building a memorable startup brandIryna Nezhynska
This guide is my contribution to the global startup community.
The goal: to change the overall early business’s mindset that branding is “always a long and expensive process that is available for big companies only”. It used to be, but it is no longer a truth. Moreover I wanted to remind startups that in the era of product overload, your success depends on how people will perceive you and what emotions will turn them into your customers.
That is why I created this step-by-step guide to building a Minimum Viable Brand for startups. It will help you to create product that people will love.
My personal project.
Please, visit my portfolio: behance.net/eirena
And don't forget to click "Appreciate this", if you really like my work :)
All copy is written by my own. And all
If the notion of brand seems a bit abstract to you, this book by https://www.andcards.com/ will fill all the knowledge gaps. You will learn the definition of brand, study examples of bad and good brand positioning and get the right directions to build a powerful brand for your business, be it a coworking space or any other industry.
When you network, you communicate a brand whether you intend to or not. By identifying a positive, accurate and compelling personal brand, you can guide that impression.
We're on a mission to democratize entrepreneurial education.
This the foundr culture deck where we showcase what we believe at foundr and the values that are important to us.
For more information about us go to foundr.com
Welcome To The Future Of Work - Hybrid Work Danny Denhard
2021 is going to reshape business more than any other year in history, here are predictions of what the future of work will look like, why work from anywhere is going to the major trend for years to come and why brands need to connect physical and mental health. Be inspired by the future work co and their approach to work & find out the software of the future
A Planner's Playbook - Everything I learned about planning at Miami Ad School...Sytse Kooistra
After being in advertising for 4 years, I needed some new guidance and inspiration as a strategist. And that is exactly what I found: I spent the summer of 2013 with 17 other (soon to be) planners from all over the world attending the Account Planning Bootcamp at Miami Ad School New York.
Thanks to the 38 industry heroes and instructors that shared their knowledge and coached us in those 3 months, I learned more than I ever could imagine about planning.
'A Planner's Playbook' is my attempt to summarize all that wisdom in 30 short nuggets (or plays, to stick with the metaphor of a playbook) and share it with you. I left out all the difficult frameworks and models and kept in simple by just stating, in my opinion (and in that of my instructors), what a planner should be and do.
Enjoy reading.
If people are an organization’s greatest asset, why do so many businesses still treat them as a liability? When faced with business downturn or disruption, workforce cuts are wide, deep, and often feel indiscriminate to those left to deal with collateral damage. No wonder the term “Human Capital” is associated with an interchangeable cog in a profit-making machine. But what if organizations treated Human Capital with the same respect assigned other financial assets? Could the emerging Knowledge Age economy demand we reInvent how we value our workforce?
How to Create a Killer Creative Brief with Wild AlchemyUnited Adworkers
United Adworkers had the honor of hosting Lynette Xanders with Wild Alchemy to share her incredible knowledge and insights on "How to Create a Killer Creative Brief". For more information about Wild Alchemy and Lynette Xanders, visit WildAlchemy.com.
Entrepreneur's guide to building a memorable startup brandIryna Nezhynska
This guide is my contribution to the global startup community.
The goal: to change the overall early business’s mindset that branding is “always a long and expensive process that is available for big companies only”. It used to be, but it is no longer a truth. Moreover I wanted to remind startups that in the era of product overload, your success depends on how people will perceive you and what emotions will turn them into your customers.
That is why I created this step-by-step guide to building a Minimum Viable Brand for startups. It will help you to create product that people will love.
My personal project.
Please, visit my portfolio: behance.net/eirena
And don't forget to click "Appreciate this", if you really like my work :)
All copy is written by my own. And all
If the notion of brand seems a bit abstract to you, this book by https://www.andcards.com/ will fill all the knowledge gaps. You will learn the definition of brand, study examples of bad and good brand positioning and get the right directions to build a powerful brand for your business, be it a coworking space or any other industry.
When you network, you communicate a brand whether you intend to or not. By identifying a positive, accurate and compelling personal brand, you can guide that impression.
We're on a mission to democratize entrepreneurial education.
This the foundr culture deck where we showcase what we believe at foundr and the values that are important to us.
For more information about us go to foundr.com
Welcome To The Future Of Work - Hybrid Work Danny Denhard
2021 is going to reshape business more than any other year in history, here are predictions of what the future of work will look like, why work from anywhere is going to the major trend for years to come and why brands need to connect physical and mental health. Be inspired by the future work co and their approach to work & find out the software of the future
A Planner's Playbook - Everything I learned about planning at Miami Ad School...Sytse Kooistra
After being in advertising for 4 years, I needed some new guidance and inspiration as a strategist. And that is exactly what I found: I spent the summer of 2013 with 17 other (soon to be) planners from all over the world attending the Account Planning Bootcamp at Miami Ad School New York.
Thanks to the 38 industry heroes and instructors that shared their knowledge and coached us in those 3 months, I learned more than I ever could imagine about planning.
'A Planner's Playbook' is my attempt to summarize all that wisdom in 30 short nuggets (or plays, to stick with the metaphor of a playbook) and share it with you. I left out all the difficult frameworks and models and kept in simple by just stating, in my opinion (and in that of my instructors), what a planner should be and do.
Enjoy reading.
If people are an organization’s greatest asset, why do so many businesses still treat them as a liability? When faced with business downturn or disruption, workforce cuts are wide, deep, and often feel indiscriminate to those left to deal with collateral damage. No wonder the term “Human Capital” is associated with an interchangeable cog in a profit-making machine. But what if organizations treated Human Capital with the same respect assigned other financial assets? Could the emerging Knowledge Age economy demand we reInvent how we value our workforce?
Rushworth (2009) has argued that the desired outcome of an entrepreneurship education program is not just that students show know things but they should be able to do things. This is another word for ‘capability’ (Stephenson, 1998) – ‘Capability depends much more on our confidence that we can effectively use and develop our skills in complex and changing cir-cumstances than on our mere possession of those skills. Our learners become capable people who have confidence in their ability to take action; explain what they are about; and continue to learn from their experiences.
Bloom's (1956) widely used Taxonomy classifies learning objectives into three 'domains': Cognitive, Affective and Psychomotor (sometimes loosely described as knowing/head, feel-ing/heart and doing/hands respectively). Within the domains, learning at the higher levels is dependent on having attained prerequisite knowledge and skills at lower levels.
How does this apply to teaching entrepreneurs? The problem is that Bloom does not distin-guish well between knowing how to and being able to. 'Knowledge . . . involves the recall of specifics and universals, the recall of methods and processes, or the recall of a pattern, structure or setting (Bloom, 1956, p. 201). Students may be able to compare, analyse, classify and categorise but this does not mean they have the confidence to act in the real world.
Rushworth (2011) believes that a more useful taxonomy for the teaching of capability is Fink’s taxonomy of significant learning (L. Dee Fink, 2003; L.D. Fink, 2003). Whereas Bloom’s taxonomy focuses on mastery of content, Fink’s focuses on application, relationships and on the process of learning.
We agree with Rushworth (2011), who says that entrepreneurship education should:
• be grounded in evidence-based theory (Fiet)
• aim at embedding capability rather than knowledge (Stephenson)
• teach through experiential learning (Kolb)
• teach in the form of significant learning experiences (Fink)
• apply theoretical concepts to problems students expect to encounter in practice (Fiet)
• ideally involving students in the design of these activities (Boyatzis, Cowen, & Kolb, 1995)
Bibliography
Bloom, B. S. (1956). Taxonomy of educational objectives; the classification of educational goals (1st ed.). New York,: Longmans, Green.
Boyatzis, R. E., Cowen, S. S., & Kolb, D. A. (1995). Innovation in professional education : steps on a journey from teaching to learning : the story of change and invention at the Weatherhead School of Management (1st ed.). San Francisco: Jossey-Bass Publishers.
Fink, L. D. (2003). Creating significant learning experiences : an integrated approach to de-signing college courses (1st ed.). San Francisco, Calif.: Jossey-Bass.
Fink, L. D. (2003). A self-directed guide to designing courses for significant learning, 28, from http://www.cccu.org/filefolder/A_Self-Directed_Guide_to_Designing_Courses_for_Significant_Learning.pdf
Rushwo
Have you heard this in your organization?
users hate change.
Usually it’s right before a major release, prepping for the coming storm, or right after a release when the customer service is screaming about all the screaming they are hearing. Or perhaps you are struggling to move customers off an old solution to a new one you've come up with, but adoption just won't happen. Users can’t hate change. If users hated change, Google would have failed, and we’d be happy with Altavista. Facebook would have failed, because Friendster was enough. Paypal would have failed, because, you know, credit cards.
There is a right way and a wrong way to introduce change to your userbase, and sadly the bully-tactics of facebook and Apple have become the norm. But if you are a small company, you can’t afford to impose change sloppily on your userbase. You need to get it right. In this workshop we will cover
The psychology of change, and why users resist it
Change strategies: band-aid removal systems.
Messaging change to emphasize value
Onboarding users to a changed experience
The power of progress to internalize value.
Design for change
This workshop will be highly interactive, with exercises and discussions so we can focus on your goals and needs as you introduce new products and revamp the old.
Intended Audience
Designers & Product Managers seeking to launch redesigns, new features, or new products into existing markets.
“When I became a man I put away childish things, including the fear of childishness and the desire to be very grown up.” C. S Lewis
When we become professionals in a modern world of specialization, we set aside many of the things that made us happy as children: play, drawing, storytelling. But is this the right decision? Paintings by Bruegel show adults playing games in the street. Behavioral evolutionists have discovered storytelling is a survival trait. Most great thinkers draw, from Einstein and theoretical mathematicians to composers and choreographers like Merce Cunningham. When we set aside these fundamental human activities, are we really being grownups? Or are we crippling our ability to excel in exchange for the semblance of adulthood?
Finding product/market fit is the key to success for new ventures. But it’s often elusive, and understanding the needs and desires of your potential customers is harder than many of us expect. Christina Wodtke, of Wodtke Consulting, shares design techniques to help you glean meaningful insights about your target market.
The design thinking approach works great for creating effective pitches, speeches and others kinds of talks!
Form my Stanford Continuing Education Class, Creative Founder.
NOTE: this is NOT the slide deck I presented, rather it's a "extended dance remix version" where many things I cut out for time are put back in.
In 2013, Don Norman updated The Design Of Everyday Things. In 2015, references to "affodances" and "feedback" were everywhere at GDC. As games reacher broader audiences, it's critical that game designers make games accessible to players who are more familiar with Amazon than Fallout 4. A positive user experience can create the next Monument Valley or Clash of Clans.
Norman pointed out that a positive user experience begins with usability, but it doesn't end there. Great user experiences anticipate the user's needs and then go beyond that to delight. User experience designers have evolved a variety of approaches and tools to assure that the a product is "a joy to own, a joy to use."
In this talk, Christina will explore the core principles of user experience design, and how it can create games that are elegant and complete experiences that both serve and delight their players.
Takeaway
She will begin with relevant UXD approaches: Hick's Law, Concept Models, as well as affordances and feedback. She will present an introduction to useful techniques in UXD, from charrettes to journeymaps to usability. Finally, why user experience design is more than just good business, it's a moral prerogative.
Intended Audience
This talk is for game Designer, artists and anyone who has to make decisions about player-facing interfaces. A familiarity with popular games and software is needed, but no advanced knowledge is required. It will be an accessible talk.
How design techniques can shape more effective organizations
Designers fall in love with the things they design: flows, wireframes, journey maps and personas. But design is not a title or a set of deliverables. It is a way of interacting with the world purposefully, in order to make it a little bit better.
In this talk, Christina will explain how design thinking is a kind of cognition that is particularly useful when working on wicked problems. She will show how design techniques can shape more effective organizations, from creating the right products in the right markets to setting and making better goals. Design can even shape better negotiations and form more effective teams.
The things you don’t design often happen anyway, but rarely they way you hope they will. Design the future you wish to live in.
What you will learn
This talk will cover a design thinking approach to product design, business design and organizational design.
Who is this talk for
It is for anyone who needs to make the future look different from the past, from front line designers and product managers to CEOs and startup founders.
Radical Focus: Accomplish big goals with objectives and key resultsChristina Wodtke
Christina Wodtke demonstrates how to use objectives and key results to tackle and realize big goals in a methodical way, leaving nothing to chance. You’ll learn the beauty of a good fail and how regular check-ins can keep you on track to success.
Startup Now: A Guide from the Seedcamp 2011 participantscubesocial
What did you do in 2011?
Here’s what we did, and what we learned building, pitching and growing our own tech start-ups.
We hope it inspires you and others like you to follow your dreams and fulfil your goals in 2012, whatever they are.
Jeff Swystun presented these insights and observations at the International Design Symposium in China. Now in the form of a white paper from Swystun Communications, find out how you can design so each consumer believes what you produced had them specifically in mind.
Building a $100k and flexible design careeradambcarney
This book is a step-by-step overview to how to build a 100k and flexible career in graphic design. It was written by a group of people who actually do it, and is loaded with practical information.
A few of my top-of-mind takeaways from this year's Planningness event. Be sure to check out my original piece for more context and details: bit.ly/1sbEu6n
E book how to attract traffic, engage an audience, and convert fans into cust...Darja Boc
Free E Book
How to attract traffic, engage an audience, and convert fans into customers!Marketing Corner Blog by Darja Boc
http://www.internetiprofits.com
Lloyd irvin – martial arts entrepreneurLloyd Irvin
One of my core, fundamental, base principles is that once you have an idea you have to bring it to life. You have to get started on it within twenty-four to forty-eight hours.
Startup Selling: How to sell if you really, really have to and don't know how...SalesQualia
Are you a start-up CEO? A technical founder with a great product that you need to start selling now? An engineer at a start-up that's been asked to pitch in with the company's sales? Then this book is for you.
While you’re sitting at your desk coding or productizing, the phone might ring every so often or you receive occasional "request for information" emails from your website. Perhaps you’re lucky enough to gain an introduction from your venture capital partner or friends in the industry. What do you do with that new prospect? How do you move from product development to revenue?
This book teaches your about the basic aspects of the sales process, and provides everyday sales strategies you can utilize immediately in your business. It's practical advice that you can start using right now. In the next 20 minutes. Today. This book will make a difference in your business. You will immediately see how inbound callers respond differently and how you're able to decode the decision process. Before you know it, you might actually begin to like sales...
The author is a 10-year veteran in Silicon Valley with more than 15 years of sales experience. You'll love his candid writing style - loaded with specific questions to ask on sales calls and example conversations that you can implement immediately into your customer interactions.
Starting up a business has many challenges and demands. This paper from Swystun Communications provides ways and examples for how branding can better ensure success if the focus is there from the start.
Dunkin Donuts
My name
Institution
Course
Instructor
Date
Introduction
Consumer Reference
Feasibility Test
Market Scope
Testing and Customer Acceptance
Staffing
Roll Out Plan
CUSTOMER PREFERENCE
Market research and analysis
Competitor strategies
There is need to do market analysis so as to understand further what the customers want. Without market research, products and services offered will be null and void. Market research will also help understand what kind of product the customer and it is not being offered by competitors. It helps the business understand the strategies of competitors. The business will find ways of outperforming competitors based on what the customers prefer.
3
FEASIBILITY TEST
Costs of starting the business
Profit projections
It is important to perform a feasibility test so to find out how much the business will cost. This the point that determines whether it is worth investing in the business. This where a forecast will be made to see projections. How long will it take the business to realize profits.
4
MARKET SCOPE
Customers explore new brands
Implement new technologies
Make informed decisions
Undertaking market scope is to find the rational consumers who are keen on trying to explore new brands in the market. This phase helps in implementing new techniques of how to to do business. It will assist the company in making informed decisions hence reducing customer loss. It enables the company to meet customer demands effectively. Satisfied customers will ensure that the business keep growing.
5
CUSTOMER ACCEPTANCE
The ultimate goal for every study is to answer key questions and provide up-to-date and reliable information to support the client’s strategic business planning.
Pricing strategies
The best way for a business to penetrate the market is if the customers accept the products and services that are being offered by the business. Here the business will set prices that are favorable to the customers. Not too high to push away consumers and not too low to avoid making losses.
6
DUNKIN’S STAFFING
Employ qualified employees
Employees who share the visions of the business
Clearly state roles of each employee
Services will not perform themselves. A business needs employees to attend to customers. A business needs qualified employees who relate easily to customers and work faster to meet the requests of customers. Good employees will the reason customers keep coming to buy from the business. If the area is full youths, the business needs youths who can easily understand the demands of customers.
7
ROLL OUT
Identify your niche and make sure the uniqueness of your product stands out.
Brand the product well in order to attract new customers as well.
Perform a SWOT analysis and monitor your products’ life cycle.
After all factors have been considered and observed, it is time to roll out the business. The best to win customers when the business becomes operational is to .
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Signature content of MTBiz is its Article of the Month (AoM), as depicted on Cover Page of each issue, with featured focus on different issues that fall into the wide definition of Market, Business, Organization and Leadership. The AoM also covers areas on Innovation, Central Banking, Monetary Policy, National Budget, Economic Depression or Growth and Capital Market. Scale of coverage of the AoM both, global and local subject to each issue.
MTBiz is a monthly Market Review produced and distributed by Group R&D, MTB since 2009.
This is the presentation I gave to the assembled May 14 at North, hosted by 52ltd. It does not include the fabulous animations, which frankly were integral to the experience. But it gets the gist across.
Design Thinking Guide for Successful Professionals- Chapter 1archholy
Design thinking is a powerful thinking tool which could drive a brand, business or an individual forward positively. It is also a part and parcel way of thinking that designers go through in their minds in every single design project. Thinking like a designer can transform the way organizations develop products and services on the front end, while improving processes and strategy to the backend. It is a way of simply thinking and ideating on a solution to address a problem or better meet a customer need. It is a process focused on solutions and not the problem.
This is a 182-page power packed book that will provide insights on how to solve problems creatively using proven design thinking tools
Download PDF Book here: https://payhip.com/b/hM4U
Download iTunes eBook here: https://itunes.apple.com/us/book/complete-design-thinking-guide/id1022432207?ls=1&mt=11
Preview Book here: http://www.emerge-creatives.com/#!design-thinking-guide-for-success/c5jg
Twitter: @designthinkbook
Facebook: https://www.facebook.com/designthinkingbook/
The Accidental Instructional Designer #ASTD2014Cammy Bean
Did you get into the field of eLearning and Instructional Design by accident? You're not alone! Check out some ideas and strategies for putting more intention in your practice.
This papers tells the story of becoming an entrepreneur. It is meant to help people who want to take the entrepreneurship path by telling my history. It is a positive story that show how ordinary people can become business owners.
Lessons Learned From Five of Marketing's Top Minds - starring Robert Rose, An...Workfront
Marketing is a Learning Experience
Great marketing has always been about trial and error and knowing when things are working and when they’re not. This has never been truer than it is now.
Now long ago, the most prominent voices in marketing were fresh out of school, just starting their careers, and making their own share of mistakes. Between then and now, what experiences turned them into the thought leaders they are today?
We asked five of these thought leaders to share with us their most transformative job experiences and what they learned. We hope you enjoy what they shared with us.
As always, fellow marketers, keep experimenting, keep learning, and keep improving!
- Joe Staples, CMO, Workfront
Comunication & Storytelling for Product Managers (and anyone else)Christina Wodtke
Half-Day Interactive Workshop
“Get ready to actively participate in your transformation from product manager to product leader”
A product manager rarely has any authority beyond what they can talk people into, thus we need to become really strong communicators. In this half-day interactive workshop, we’ll look at the three kinds of communication: managing up, team communications, and the very important roadshow for getting other groups onboard with your vision. We will use the power of story for formal communication and a combination of techniques from NVC (Harvard’s negotiation project) and the GSB’s “touchy feely” class to make sure your message gets through, and that we are listening effectively.
This special half-day training workshop, with product author and lecturer, Christina Wodtke, is specifically designed for product managers who are looking to really level up their communications skills and who want to use story-telling to effectively communicate with others.
The problem with unexpected consequences is that they are unexpected. The time of "move fast and break things" is over, as we have broken everything from hearts to democracy.
It's time for designers, along with their partners - engineers and business - to embrace a new long term approach to bringing change into the world, that focuses less on disruption and more on evolution. In this talk, Christina will explore various approaches to designing more robust and compassionate change.
Given at Lean Startup 2017.
Using Lean to Create High-Velocity Teams (Until 2:00pm)
Great products come from great teams, yet very few companies try their hand at at team design. Too often we rip job descriptions off the web, throw people together without preamble, then simmer in passive-aggressive discontent until someone eventually fires the person we’ve all been rolling our eyes at. Or worse, we avoid firing him until everyone good quits. Can Lean show us a better way to get things done?
Christina Wodtke teaches Lean Entrepreneurship at the university level and coaches executives how to create high-performing organizations. From this intersection she has helped a new kind of team emerge: the Lean Team.
What is the Lean Team?
-Hypothesizes about how we do our work, not just what work we’ll do.
-Holds no ao assumptions about the best way to get things done.
-Is constantly iterating.
-Commits to peer-to-peer accountability and coaching.
-Embraces diversity in experience and culture.
-Engages in formal reflection to increase learning velocity.
The best teams don’t just use Lean Startup methods to create breakthrough products. They use the learning cycle to reduce interpersonal conflict, communicate effectively, and get more done. In this breakout session, we’ll look at the best practices that high velocity, high-learning teams use, and how you can bring them back to your company.
#enterprise #startup #leanteams
This was given as a 1.5 hour lecture to the MDES students at CCA, removing the opening game play and the later exercise. It's better at 2-3 one hour lectures, plus game play.
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
http://creativecommons.org/licenses/by-nc-sa/4.0/
In school we learn to write as a fundamental building block for communication, and drawing is shunted away to “art class.” But scientists like Darwin and Marie Curie, presidents from Jefferson to Obama, and mathematicians, choreographers, and composers all have used sketching to give form to their ideas. Words are abstract and ambiguous, and can lead to miscommunication. We say a picture is worth a thousand words, so why do we discard this critical tool?
Drawing is not just for so-called creatives. Drawing allows you to ideate, communicate, and collaborate with your team. Stop talking around your vision, and get it on the whiteboard where your team can see it! Whether you’re an entrepreneur, an engineer, or a product manager, drawing will make you better at your job. In this workshop, you will go from “can’t draw a straight line” to visually representing complex ideas. First, we’ll demystify the act of sketching. Through a series of activities and exercises, we’ll cover the fundamental building blocks of visual communication. You’ll learn easy ways to draw the most common images, from people to interfaces. Next, we’ll tackle making storyboards, product flows, and interfaces. We’ll finish by working with charts, mental models, and canvases. This is a hands-on workshop, so come with paper, pencils, and pens, and be ready to make your mark.
Given at UXDC
From Starchitects to Design Gurus, the lone designer-hero has been our model for creating impact. But it’s a complete lie. The complex software, smart devices and connected information environments we create require multidisciplinary teams. So we must spend a lot of time getting teamwork right, right?
Sadly, no.
Instead we rip job descriptions off the web, throw people together without preamble, simmer in passive-aggressive discontent until we eventually fire the person we’ve all been rolling our eyes at. Or worse, we avoid firing him until everyone good quits.
It’s time to give teams the same attention and craft we give our products. Christina will share the lessons from top companies in the Silicon Valley for you to take back to your teams. It doesn’t matter if you are a manager or a peer leader, these approaches will make your team thrive. Awesome products come from awesome teams, so it’s time to stop doing business as usual and design a team for impact.
Teaching Game Design to Teach Interaction DesignChristina Wodtke
All educators seek the magic trinity of attention, comprehension, and retention. For interaction design educators, the struggle to achieve these goals is even greater. Hopeful designers enter the field with lofty aspirations, yet they still need to learn the fundamental principles of design and build the core skills of an interaction designer. While keeping design students engaged is undoubtedly a challenge, there is a medium that allows students to internalize the fundamentals of design by experiencing them.
Games.
Games have become ubiquitous in our culture. They are inherently engaging. Some are good and some are… not. By teaching design students how to design games, educators expose their students to the basics of interaction design in ways that the students can experience themselves. Concepts like affordance, skill building, storytelling, and emotion become real rather than just conceptual. Altering the parameters of their games helps students feel the effect these concepts have on their games.
This method has the potential to improve interaction design education across the board by ensuring that design graduates have internalized the fundamentals by the time they are ready to enter the field. What’s more, any design educator can learn to teach interaction design by teaching their students how to design games. After all, it’s fun!
Explore Sarasota Collection's exquisite and long-lasting dining table sets and chairs in Sarasota. Elevate your dining experience with our high-quality collection!
What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
- How to SHUT DOWN the revolving door of Income Stagnation… you know, where new sales come into your magazine while at the same time existing sponsors exit.
- How to transform your magazine business by fixing the 4 “DON’Ts”...
#1 LEADS Don’t Book
#2 PROSPECTS Don’t Show
#3 PROSPECTS Don’t Buy
#4 CLIENTS Don’t Stay
- How to identify which leak to fix first so you get the biggest bang for your income.
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2. A Note on these slides
• This talk was given at Interactions 15 at the
Education Summit.
• I have annotated these slides for reading but
they were originally just images.
3. In my opinion, there are two
conversations that are a waste of
time. One is "should designers learn
to code". The other is, "should
designers learn the language of
business."
4. The first is easy to answer.
Architects learn to pour concrete.
5. Painters learn to stretch canvas.
You just have to know your medium
to design well for it.
6. Getting a understanding of code
and databases will make you better
at interaction design. It’s your
medium. Learn it, and then you do
not need to do it again, until your
medium shifts.
8. The second question is harder, because
it's a poorly framed question. Design
rarely asks if it needs to understand
business; there is an implicit feeling
they know enough already.
9.
10. But business is as much a medium
we work in as code. This is not a
linguistic issue. It’s not a culture
issue. It’s a knowledge issue.
11. So, if we ask this new question,
“should designers learn business”,
I'd say yes!
13. When I was at Yahoo, back in 2001 (a cyberspace
odyssey) I was promoted into management. I
took it very seriously, and subscribed to HBR,
read Porter and Drucker and Mintzberg and tried
to use excel.
14. I'd find out later that didn't end well because
I have dyscalculia. I had always thought the
numbers danced around mocking me
because I was a designer, but apparently it
was neurological.
15. The thing was, all that studying of
MBA-type syllabi did not help me
understand why my partners in
business made the choices they made.
?
16. Not once in my career has used the
term ROI, outside of a "talking the
language of design" talks I've attended.
17. Flash forward a few years. I'm
leaving a struggling design agency I
helped found, pregnant with a child
and a startup.
18. My cofounder is an engineer, and
neither of us know enough of the
reality of running a startup, thought
we think we can since we've both
run our own consultancies.
19. We struggle along for awhile, raising
money and signing important people
like Om Malik to our platform.
20. And then a book
comes out, Four
Steps to the
Epiphany and I read
it and it blows my
mind. It's a good
book, but also it was
a book I was ready
to read. For the first
time I had skin in
the game.
21. I have a history
of emailing
people I find
interesting, but
couldn't find
Steve Blank's
email, only a
phone number at
Hass where he
taught.
22. I called it, expecting to reach a
answering machine in his offer. Instead
I got his wife. She said, I think it's one
of your students.
23. I explained who I was, and he invited me out
to his ranch in Pescadero, where he was
staying with his wife. I made some
ridiculous comment like I'd be out there
anyway Wednesday to meet a potential
client and I'd love to swing by and drove out
there to talk to him.
24. We spoke for two hours. It was before
Eric Reis was his student, before he
became the godfather of the startup
surge. But it changed my life.
25. I realized I had no market for the
product as it was. I was a designer
and I had been doing customer
interviews all along. I had all the
facts to tell me that the people I
was targeting couldn't and wouldn't
buy my product.
26. But I hadn’t connected that to my
business health. Because I didn’t
really understand how business
functioned. I'd have to pivot… a
word we didn't use yet… in order to
make money. Or close down.
27. I shopped my company around, and
me, my CTO (my previous cofounder
had left to become a life coach, but
that's another story) and our code base
found a home at Linkedin.
Working for Jeff Weiner again!
28. We informed our customers we were
going away, and we were absorbed into
what would be one of the most
successful IPO's of 2011. Linkedin was
my finishing school, a smart and
nimble company that knew how to
marry mission and money.
29. When I was offered a job at Linkedin, I was
asked a critical question: join design or join
product management.
30. I chose product. I turned my back on
design. After struggling so hard and
long to have my dream come true,
design seemed frivolous and
wrongheaded. They continued to seem
so as I moved through my next few
companies.
31. There were always a few individuals I
loved working with, but most designers
seemed to always be advocating choices
that would break the business model,
destroy revenue or erode competitive
advantage.
32. And once burned, twice shy. I liked
working with engineers, I loved
working with analytics folks, but
designers made me nervous now. Their
choices seemed whimsical and
dangerous.
33. But after leaving
my last job as a
General Manager, I
found myself slowly
returning to my
roots and my early
love. I met with
Kristian Simsarian
to talk about
teaching at CCA.
34. I knew what I'd teach. I'd teach
entrepreneurship. The Designer
Fund had started, AirBnB was the
poster boy for entrepreneurial
designers, and 500 startups kicked
off Warm Gun, declaring design as
the next silver bullet
35. I went to CCA excited to share my hard
earned learning at the newly minted
topic studio, Designer as Founder.
36. Any teacher will tell you: to learn anything well,
teach it. I taught them Steve Blank, Joined by
Eric Reis's Lean Startup and the newly released
Business Model Canvas from Alex Osterwalder.
37. If you don't know the holy trinity, let me give you
the 10000 foot bird eye's view.
38. Steve Blank said you should
talk to your customers as you
develop your offering. He said
there were no answers in the
building, you must go out into
the world if you want to make
something people want.
39. Eric Reis said you should build small things, test them,
learn, then build the next thing until you find successes.
40. It all sounds like Experiential
Learning and UCD, doesn’t it?
From Ed Batista http://www.edbatista.com/2007/10/experiential.html
41. And that’s how I taught it; We
spend 16 weeks in teams trying to
make an business that can fly.
42. Alex Osterwalder said you should
look at all aspects of the business
and design them collectively to
assure a successful ecosystem.
43. While all three hold a distinctly
user-centered design approach,
Osterwalder is the first to state it
unambiguously, using design tools
and innovation games throughout
his book and calling them that. It is
a designed book, in every sense of
the world, and it was written in
collaboration with a group of beta
readers.
44. All three, at their hearts, are user-
centered designers. They just
happen to design business.
45. While it is true my designer students
still balked at doing market sizing, they
were terrific at customer development
and rapid iteration. That said, their
relationship with math changed when I
gave them one key assignment: Map
out their personal burn rate. They had
to, in order to determine how much
money to raise, and how much to
charge for their product.
46. First the first time for many, they
added up their rent and food and
transportation. They went on
salary.com to find out how much an
engineer would cost them (and boy,
were they mad about their major
when they found out.)
47. They had thought they knew what
their business model was. But the
math told them otherwise. If they
were making an ap, they found out
they'd have to sell to everyone on
earth to break even.
48. Job's 99 cent world didn't seem fair
anymore. Advertising had similar
problems.
49. And like Barbie, they said, math is
hard. But for them, it meant the
math of survival is hard.
50. One thing I didn't
expect is that design
students made better
entrepreneurs than
most of the startups
I advised.
Like most senior
people in the Valley,
I had a handful of
startups I spent time
with. Most struggled
to get traction with
their target market.
51. Once designers got
over their prejudice
against business and
fear of spreadsheets
they were fearsome
entrepreneurs.
52. In fact, I took many of
the techniques
developed in that class
as well as a summer
version of it I taught in
Copenhagen at CIID,
and brought them to
the Lean Startup
Conference and to my
Stanford class in the
Leadership program.
High demand at Lean
53. It's not just being user centered that
makes designers great. It's they way
they work. It's the post-its, and the
walls covered with research and photos,
and the drawings and the paper
prototypes.
It's the way we play, and are wrong and
try again.
54. It's how designers think not only with
their minds but with their bodies and
with the world. Call it design thinking,
distributed cognition, or just call it
plain design, but it matters.
55. When I teach business people to act like
designers, they think like
designers. They put the end user in the
center of their thinking. They playfully
experiment, and test their hypothesis
with real people. They develop
empathy, and refine their businesses.
They make better things. Sometimes
they make truly good things.
56. This matters because
we all want a better
world, and right now
entrepreneurship is
the way to accelerate
progress.
57. If we leave it to the
MBAs who should be on
Wall Street pushing
around pretend money,
we abdicate an
opportunity to make
real and lasting change
for the better in the
world, in favor for those
who want to turn
change into another
profit game.
58. But if we choose to teach our
students what a healthy business
ecosystem really can be, they will be
make the next B-corp, or healthy
sustainable nonprofit or maybe
even a business that actually
respects the people it profits form,
rather productizes them.
60. At the end of the Designer as Founder
class I asked my students to write 500
words of a lessons learned for the
class. This sums it up for me:
61. "I think about design differently
in the sense that our design
work doesn't exist inside of a
bubble.
…we influence many aspects of
a business with our work but
they also have huge influence
on what we design...
Whether we like it or not.”
62. Thanks to all who make their work
available via creative commons on Flickr
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https://www.flickr.com/photos/smithsonian/3117400517/sizes/l
https://www.flickr.com/photos/nasacommons/9467782468/in/photolist-cuFRoE-bEhPPQ-owmMJe-oeZ3va-do5U5H-owhQ3j-ovFMPS-odqb65-ovfwKJ-ownxZA-of226U-odr1ku-ouVy5g-do5DUE-oeqZku-oeNNDx-ount2d-oeNmY4-dtveb4-owk5sr-cDWGus-oy7Pjx-
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https://www.flickr.com/photos/internetarchivebookimages/14580588519/in/photolist-odrjZe-ow22aZ-owFHBX-odsdWi-owFKJn-p97vHq-osTVuN-ow662G-odaZot-owi7p8-owgm2Q-owgkzY-owhufn-owhx1x-oeNcyA-ouni2F-osBDiw-owhw6g-od9Wh2-ouni9e-
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https://www.flickr.com/photos/smithsonian/3246654751/in/photolist-5WTXm4-hnj7rS-6ZrKFq-5z38dd-dHzvag-5HnhhU-oREaxj-eiSoi5-eiSmJb-eiSoq9-aBL7eV-9EjY4F-oeHMEu-drUiDP-oREfe2-oRDF5E-owoWMt-ouBqAb-odrjAi-oREeiV-odrn6C-odrnKe-odrj4X-
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https://www.flickr.com/photos/library_of_congress/2636492106/in/photolist-51YHfs-5g9w6n-5e89XX-5kSQ1Z-4AMk6r-apx1UP-4EviYF-oybgQx-owoHPd-oeVzLC-owdsny-owdqTw-oybhLa-owdrvU-oeVPyM-ow9pJx-owquWZ-i2dhNZ-ow9pjp-5ez9Co-5eRLLj-
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https://www.flickr.com/photos/smithsonian/2536801872/in/photolist-bxXqXq-d1ri73-4SaLPj-arMXZf-arMY29-9JqPKS-aiCpQX-fuCS3S-n1cf6R-aiFdeC-eR3aQA-do6KcK-aiFbdQ-7Xksmk-bv8CYD-ds1rm5-ds1hnZ-bxXqoY-arMXYN-cmjn99-4TndGr-djL8wx-9Q2qSc-
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https://www.flickr.com/photos/anmm_thecommons/8045774277/in/photolist-b36qoP-7pKUVr-7ffaJX-dfYGoa-9iQKbt-i6Che8-6AMxSw-8CBsvA-c53PQu-jYZtJs-8go2wX-78X5Qn-5XPabL-5THmER-9hY2We-5ZrfaE-5Zri7E-9PVriB-9XitUg-5uxhzB-5xWyAz-6Bk8w2-
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63. Thank you!
Follow me at @cwodtke
I can’t be bought, but I can be rented.
www.eleganthack.com
Editor's Notes
In my opinion, there are two conversations that are a waste of time. One is "should designers learn to code". The other is, "should designers learn the language of business."
The first is easy to answer. Architects learn to pour concrete.
Painters learn to stretch canvas. You just have to know your medium to design well for it.
Getting a understanding of code and databases will make you better at interaction design. It’s our medium. And then you do not need to do it again, until your medium shifts. Which it does.
Getting a understanding of code and databases will make you better at interaction design. It’s our medium. And then you do not need to do it again, until your medium shifts. Which it does.
The second question is harder, because it's a poorly framed question. Design rarely asks if it needs to understand business; there is an implicit feeling they know enough already.
But business is as much a medium we work in as code. This is not a linguistic issue. It’s not a culture issue. It’s a knowledge issue.
So, if we ask this new question, “should designers learn business”, I'd say yes!
When I was at Yahoo, back in 2001 (a cyberspace odyssey) I was promoted into management. I took it very seriously, and subscribed to HBR, read Porter and Drucker and Mintzberg and tried to use excel.
I'd find out later that didn't end well because I have dyscalculia. I had always thought the numbers danced around mocking me because I was a designer, but apparently it was neurological.
The thing was, all that studying of MBA-type syllabi did not help me understand why my partners in business made the choices they made.
Not once in my career has used the term ROI, outside of a "talking the language of design" talks I've attended.
Flash forward a few years. I'm leaving a struggling design agency I helped found, pregnant with a child and a startup. My cofounder is an engineer, and neither of us know enough of the reality of running a startup, thought we think we can since we've both run our own consultancies. We struggle along for awhile, raising money and signing important people like Om Malik to our platform.
Flash forward a few years. I'm leaving a struggling design agency I helped found, pregnant with a child and a startup. My cofounder is an engineer, and neither of us know enough of the reality of running a startup, thought we think we can since we've both run our own consultancies. We struggle along for awhile, raising money and signing important people like Om Malik to our platform.
Flash forward a few years. I'm leaving a struggling design agency I helped found, pregnant with a child and a startup. My cofounder is an engineer, and neither of us know enough of the reality of running a startup, thought we think we can since we've both run our own consultancies. We struggle along for awhile, raising money and signing important people like Om Malik to our platform.
And then a book comes out, Four Steps to the Epiphany and I read it and it blows my mind. It's a good book, but also it was a book I was ready to read. For the first time I had skin in the game. These words weren't theory, they mattered. I have a history of emailing people I find interesting, but couldn't find Steve Blank's email, only a phone number at Hass where he taught. I called it, expecting to reach a answering machine in his offer. Instead I got his wife. She said, I think it's one of your students.
And then a book comes out, Four Steps to the Epiphany and I read it and it blows my mind. It's a good book, but also it was a book I was ready to read. For the first time I had skin in the game. These words weren't theory, they mattered. I have a history of emailing people I find interesting, but couldn't find Steve Blank's email, only a phone number at Hass where he taught. I called it, expecting to reach a answering machine in his offer. Instead I got his wife. She said, I think it's one of your students.
And then a book comes out, Four Steps to the Epiphany and I read it and it blows my mind. It's a good book, but also it was a book I was ready to read. For the first time I had skin in the game. These words weren't theory, they mattered. I have a history of emailing people I find interesting, but couldn't find Steve Blank's email, only a phone number at Hass where he taught. I called it, expecting to reach a answering machine in his offer. Instead I got his wife. She said, I think it's one of your students.
I explained who I was, and he invited me out to his ranch in pescadero, where he was staying with his wife. I made some ridiculous comment like I'd be out there anyway wednesday to meet a potential client and I'd love to swing by and drove out there to talk to him.
We spoke for two hours. It was before Eric Reis was his student, before he became the godfather of the startup surge. But it changed my life.
I realized I had no market for the product as it was. I was a designer and I had been doing customer interviews all along. I had all the facts to tell me that the people I was targeting couldn't and wouldn't buy my product. But I hadn’t connected that to my business health. Because I didn’t really understand how business functioned. I'd have to pivot… a word we didn't use yet… in order to make money. Or close down.
I realized I had no market for the product as it was. I was a designer and I had been doing customer interviews all along. I had all the facts to tell me that the people I was targeting couldn't and wouldn't buy my product. But I hadn’t connected that to my business health. Because I didn’t really understand how business functioned. I'd have to pivot… a word we didn't use yet… in order to make money. Or close down.
I shopped my company around, and me, my CTO (my previous cofounder had left to become a life coach, but that's another story) and our code base found a home at Linkedin. We informed our customers we were going away, and we were absorbed into what would be one of the most successful IPO's of 2011. Linkedin was my finishing school, a smart and nimble company that knew how to marry mission and money.
I shopped my company around, and me, my CTO (my previous cofounder had left to become a life coach, but that's another story) and our code base found a home at Linkedin. We informed our customers we were going away, and we were absorbed into what would be one of the most successful IPO's of 2011. Linkedin was my finishing school, a smart and nimble company that knew how to marry mission and money.
When I was offered a job at Linkedin, I was asked a critical question: join design or join product management.
I chose product. I turned my back on design. After struggling so hard and long to have my dream come true, design seemed frivolous and wrongheaded. They continued to seem so as I moved through my next few companies.
There were always a few individuals I loved working with, but most designers seemed to always be advocating choices that would break the business model, destroy revenue or erode competitive advantage.
And once burned, twice shy. I liked working with engineers, I loved working with analytics folks, but designers made me nervous now. Their choices seemed whimsical and dangerous.
But after leaving my last job as a General Manager, I found myself slowly returning to my roots and my early love. I met with Kristian Simsarian to talk about teaching at CCA.
I knew what I'd teach. I'd teach entrepreneurship. The Designer Fund had started, AirBnB was the poster boy for entrepreneurial designers, and 500 startups kicked off Warm Gun, declaring design as the next silver bullet. I went to CCA excited to share my hard earned learning at the newly minted topic studio, Designer as Founder.
I knew what I'd teach. I'd teach entrepreneurship. The Designer Fund had started, AirBnB was the poster boy for entrepreneurial designers, and 500 startups kicked off Warm Gun, declaring design as the next silver bullet. I went to CCA excited to share my hard earned learning at the newly minted topic studio, Designer as Founder.
Any teacher will tell you: to learn anything well, teach it. I taught them Steve Blank, Joined by Eric Reis's Lean Startup and the newly released Business Model Canvas from Alex Osterwalder.
If you don't know the holy trinity, let me give you the 10000 foot bird eye's view.
Steve Blank said you should talk to your customers as you develop your offering. He said there were no answers in the building, you must go out into the world if you want to make something people want.
Eric Reis said you should build small things, test them, learn, then build the next thing until you find successes.
And that’s how I taught it; We spend 16 weeks in teams trying to make an business that can fly.
Alex Osterwalder said you should look at all aspects of the business and design them collectively to assure a successful ecosystem. While all three hold a distinctly user-centered design approach, Osterwalder is the first to state it unambiguously, using design tools and innovation games throughout his book and calling them that. It is a designed book, in every sense of the world, and it was written in collaboration with a group of beta readers.
Alex Osterwalder said you should look at all aspects of the business and design them collectively to assure a successful ecosystem. While all three hold a distinctly user-centered design approach, Osterwalder is the first to state it unambiguously, using design tools and innovation games throughout his book and calling them that. It is a designed book, in every sense of the world, and it was written in collaboration with a group of beta readers.
All three, at their hearts, are user-centered designers. They just happen to design business.
While it is true my designer students still balked at doing market sizing, they were terrific at customer development and rapid iteration. That said, their relationship with math changed when I gave them one key assignment: Map out their personal burn rate. They had to, in order to determine how much money to raise, and how much to charge for their product.
First the first time for many, they added up their rent and food and transportation. They went on salary.com to find out how much an engineer would cost them (and boy, were they mad about their major when they found out.) They had thought they knew what their business model was. But the math told them otherwise. If they were making an ap, they found out they'd have to sell to everyone on earth to break even. Job's 99 cent world didn't seem fair anymore. Advertising had similar problems.
First the first time for many, they added up their rent and food and transportation. They went on salary.com to find out how much an engineer would cost them (and boy, were they mad about their major when they found out.) They had thought they knew what their business model was. But the math told them otherwise. If they were making an ap, they found out they'd have to sell to everyone on earth to break even. Job's 99 cent world didn't seem fair anymore. Advertising had similar problems.
First the first time for many, they added up their rent and food and transportation. They went on salary.com to find out how much an engineer would cost them (and boy, were they mad about their major when they found out.) They had thought they knew what their business model was. But the math told them otherwise. If they were making an ap, they found out they'd have to sell to everyone on earth to break even. Job's 99 cent world didn't seem fair anymore. Advertising had similar problems.
And like Barbie, they said, math is hard. But for them, it meant the math of survival is hard.
One thing I didn't expect is that they made better entrepreneurs than most of the startups I advised. Like most senior people in the Valley, I had a handful of startups I spent time with. Most struggled to get traction with their target market. Once designers got over their prejudice against business and fear of spreadsheets they were fearsome entrepreneurs.
One thing I didn't expect is that they made better entrepreneurs than most of the startups I advised. Like most senior people in the Valley, I had a handful of startups I spent time with. Most struggled to get traction with their target market. Once designers got over their prejudice against business and fear of spreadsheets they were fearsome entrepreneurs.
In fact, I took many of the techniques developed in that class as well as a summer version of it I taught in Copenhagen at CIID, and brought them to the Lean Startup Conference and to my Stanford class in the Leadership program.
It's not just being user centered that makes them so great. It's they way we work. It's the post-its, and the walls covered with research and photos, and the drawings and the paper prototypes. It's the way we play, and are wrong and try again.
It's how designers think not only with their minds but with their bodies and with the world. Call it design thinking or just call it design, but it matters.
When I teach business people to act like designers, they think like designers. They put the end user in the center of their thinking. They playfully experiment, and test their hypothesis with real people. They develop empathy, and refine their businesses. They make better things. Sometimes they make truly good things.
This matters because we all want a better world, and right now entrepreneurship is the way to accelerate progress. If we leave it to the MBAs who should be on Wall Street pushing around pretend money, we abdicate an opportunity to make real and lasting change for the better in the world, in favor for those who want to turn change into another profit game.
This matters because we all want a better world, and right now entrepreneurship is the way to accelerate progress. If we leave it to the MBAs who should be on Wall Street pushing around pretend money, we abdicate an opportunity to make real and lasting change for the better in the world, in favor for those who want to turn change into another profit game.
But if we choose to teach our students what a healthy business ecosystem really can be, they will be make the next B-corp, or healthy sustainable nonprofit or maybe even a business that actually respects the people it profits form, rather productizes them. We need business an design to come together.
But if we choose to teach our students what a healthy business ecosystem really can be, they will be make the next B-corp, or healthy sustainable nonprofit or maybe even a business that actually respects the people it profits form, rather productizes them. We need business an design to come together.
At the end of the Designer as Founder class I asked my students to write 500 words of a lessons learned for the class. This sums it up for me.