Program             onEducational Entrepreneurship       Dr. Rajiv Tandon           New Delhi         August 7, 2010
Agenda       I. Introduction                  II. Entrepreneurial Journey• Personal Background               • Theory of E...
Personal Background:            Technology Based Opportunities in Education-TrainingYear                Corporation       ...
Global Initiative in Ed Reform
Technology in Classroom: Innovations                                                                    Initial           ...
Technology in Classroom: Trends Technology is transforming education• Stable and emerging technologies can:    • Provide ...
Technologies: for LearningLearning Content           Mobile            SocialManagement Systems         Learning          ...
Global Opportunities   Phenomenal Growth Continues: Global Students (UNESCO),        1970:29 M        2007:153 M while ...
Scene in India:   Population 1.2 B (<25 yrs: 540 M, increasing)   Economic growth of 8-10% p.a. is scraping the bottom f...
Opportunity:                   Scalable, Employability, Almost Free   Employability:        Learning is for earning    ...
Employability Model INSTITUTION                          GENERAL                                             SPECIFIC     ...
Myriad of Opportunities-1               Every Stage of Employability Process   Assessment          Interests/Aptitudes l...
Myriad of Opportunities-2              Areas of Entrepreneurial Potential• Educational-Training Institutions• e-Learning  ...
Vision:      India: Centre of Education-Training Transformation-Disruptive Technologies                                   ...
• The Parijaath Flowers: Nyctanthes arbor-  tristis, from the wish-granting tree which  perfumes the entire universe.
Pilot 1:       Employability                               WorkSkills        Students               Program:         Emplo...
Pilot 2: Certificate Programs                                                         Advanced Courses               Induc...
Pilot 3: Action Learning College• Premiere Institute for personnel in Education-Training Industry• Certificate Curricula: ...
MS in Learning Facilitation & Management
Discussion• There are generations of children whose very  lives will be transformed by the moves and  actions we take toda...
Our Vantage Point"There is nothing more powerful than an ideawhose time has come.”                                  Victor...
Everything you Wanted to know about…1.  Entrepreneurs are born, not made (T)(F)2.  Entrepreneurship is an are and cannot b...
The Premise•   Hyper-change•   Status Quo and its implications•   Non-stop Innovation•   Lessons from Recent Innovators•  ...
Managing Entrepreneurial EnvironmentNeeds Transformational Leadership  –   Vision  –   Bold Plans  –   Decisive  –   Prude...
Entrepreneurial Dream“Dream is not what you see in sleep, Dream is      the thing which does not let you sleep”           ...
Process of Success Creation   STEP                  PROBABILITY1. Person with an idea   1%2. Opportunity           5%     ...
Entrepreneurial: Key Competencies             I.             OPPORTUNITYIII.PLANS                      IV.& STRATEGY      ...
Growth: Evolution/ Revolution
Entrepreneur, Manager, Inventor                Inventor         EntrepreneurCreativity              Bureaucrat          Ma...
Similarities to Traditional Management•   Core Skills•   Desired Behavior•   Situational Leadership:•   Achieve specific r...
The Difference• Traditional Management:  – I’ll believe it when I see it.• Entrepreneurial Management:  – I’ll see it when...
Entrepreneur: The Leader• Leadership:  – Doing the right thing  – Effectiveness• Manager:  – Doing things right  – Efficie...
Insights• Success :   – Doing a little bit better in a number of things• Failure :   – Doing any one of a number of things...
Definition(s): Entrepreneur•   Wide range of meanings: From High aptitude who pioneers change to anyone who works for    h...
Knowledge Elements for an Entrepreneur*                                                 *ScopeI. Academic Foundation• Busi...
Entrepreneurial Alternatives•   HPV•   IRB•   Consulting•   Buy existing company•   Franchisee•   Team Member in new Ventu...
Domain•   Education/Training•   Finance/Financial Services•   Food & Beverage/Restaurant/Retail•   Health/Medical Services...
Franchisor• Plus    – Less Capital    – Rapid Expansion    – Local Strength• Minus    – Long Term Strategy*    – Lack of C...
Franchisee• Plus   –   Lower Risk   –   Fast Build Up   –   Known Costs   –   Known Formula/Process*   –   Spread Cost of ...
Entrepreneurial Alternatives -2•   Participate in an new Venture•   Intrapreneur•   Social Entrepreneur•   Services to an ...
Entrepreneurial Themes• Dedication   – Give up wholly towards a goal or purpose• Focus   – Knows what the central point of...
Entrepreneurial Themes-2• Activator   – Can make it happen• Opportunity   – Sees Opportunities where others see blocks• Cr...
Thematic Differences• Successful vs Failed Entrepreneurs   – Little Difference in Themes      • Jumped in vs On the side l...
Common Pitfalls• Unplanned Approach to Team formation    –   Balance    –   Complement Each Other    –   Fill Gaps    –   ...
Common Pitfalls- 2• Unresolved Resolution of Dispute Process• Incomplete Legal Work   –   Buy/Sell   –   Partnership Agree...
Adaptor-Innovator•   All People are Creative•   Creative Style is independent of Cognitive Level•   Styles are quite Diffe...
Characteristics          Adaptors                          Innovators• Problems                         • Problems   – Acc...
Characteristics -2          Adaptors                                   Innovators• Policies                               ...
Adaptor-Innovator (contd.)•   Both have capacity to solve problems    •   Capable of generating original, creative solutio...
When Persuading Adaptors•   Give details•   Show how the idea builds upon existing structure•   Be well-organized give pre...
When Persuading Innovators•   Give the “big picture”•   Show new directions and benefits•   Identify opportunities, , nove...
Communications 101• Speak the language of the other person• Impact on  –   Communications  –   Negotiations  –   Conflict ...
My “Preliminary” IdeaGetting Started   – Sit in a group   – Each person gets 1-2 minutes to address “Why I     want to be ...
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Education entrepreneurs Aug 7 by Rajiv Tandon

  1. 1. Program onEducational Entrepreneurship Dr. Rajiv Tandon New Delhi August 7, 2010
  2. 2. Agenda I. Introduction II. Entrepreneurial Journey• Personal Background • Theory of Entrepreneurship• Global Initiatives in – Myths and Facts Education Reform – Managing the Environment• Scene in India – Process of Success Creation – Core Elements of Opportunity – Key Competencies – Employability Model • Entrepreneurial Alternatives – Myriads of Opportunities • Entrepreneurial Themes • Themes • Who am I? • Areas • My “Preliminary” Plan• My Personal Vision – Some Pilots• Why Entrepreneurship?
  3. 3. Personal Background: Technology Based Opportunities in Education-TrainingYear Corporation Enduring Impact1971-1986 National Car Start & build1987-2001 University Entrepreneur Control Data Corp1971-1992 Androgogy Institute for Advanced Technology Interactivity for Learning1995- Lower Cost,1997-2001 LearningByte SCO Scale2001- Adayana Verticals Market focus Scale Cost2010- Parijaath Employability
  4. 4. Global Initiative in Ed Reform
  5. 5. Technology in Classroom: Innovations Initial EmergingLevel Focus Features Examples Trends Trends Crack Paradox Western Gov U Distance Assessment based Ashford U Lower cost and Time creditsU 2.0 Student Centric UN Open U Higher Quality Travel Free Academic Earth Emerging examples Innovation Peer Interaction Peer2peer Social Interaction Social Networking Open content Scarcity MIT from top schools Content IP IP protection Academic Earth Abundant- Free Proprietary Competency- based WGU Mass Customized L.A. College Parochial customization learning/degree Chancellor U Novel degrees Inter-disciplinary Career Education Professional DeVry, UTI Skills within Degrees Skills are essential Education Skills are for Votech for employability K12 K-12 School Specialty Industry Academia GMU Trade Schools Mandatory connection
  6. 6. Technology in Classroom: Trends Technology is transforming education• Stable and emerging technologies can: • Provide Scalability • Mitigate cost • Support learning, not the other way around • Design and facilitate versatility • Not drastically alter proven instructional methods • Provide Collaboration between Students and instructors • Accommodate the needs and preferences of each• Move from any to all parts of the globe 6 6
  7. 7. Technologies: for LearningLearning Content Mobile SocialManagement Systems Learning NetworkingOutStart Apple mZingaBlackboard VCom3D Ning BlackberryLearning Management Synchronous Gaming &Systems Technologies SimulationPlateau Adobe RealmwareLearn.com Nacon Vcom3DSumTotal eSkillzMeridian WebExSaba 7
  8. 8. Global Opportunities Phenomenal Growth Continues: Global Students (UNESCO),  1970:29 M  2007:153 M while population grew: 200% “Students online performed better than those receiving face-to- face instruction.” Barbara Means, SRI International for the Department of Education Research from 1996 to 2008 Disruptive Climate: Internet disrupts anything where the core product can be reduced to 1 and 0’s. Education is a perfect spot for creative destruction. Breakthrough: The game changing breakthroughs will come from China or India. In the case of education it is likely to be India because of its youth density. 8 8
  9. 9. Scene in India: Population 1.2 B (<25 yrs: 540 M, increasing) Economic growth of 8-10% p.a. is scraping the bottom for employable youth Government Expenditure on Education: 11th Plan (2007-12) $54 B +400% % of GDP: 11th Plan 6% vs. 3.5% Higher Education: 30%, X8 over 10th plan Colleges: 20,677 Universities: 431 Enrollment: 14 M Graduation: 3.5M/year Gross Enrollment Ratio: 11% (vs. World 23.2%, Developed Countries 54.6%) India 75: Goal by 2022 (75th anniversary of independence)  GER Plan: 21%  1.4 B Workforce, 400 M Graduates Need for Funding in Higher Education: $50 B, Un-allocated $44 B Present Employment Rate of Graduates: Technical: 25%, Non-tech: 10% Overseas expenditure of Indian Students: $7 B /year 2022: Youth Surplus 56 M, World Deficit 46 M 9 9
  10. 10. Opportunity: Scalable, Employability, Almost Free Employability:  Learning is for earning  Skills within Education  Global Benchmarking  Localization for India Price:  Indian affordability  Demanding Conditions Technology :  Scale:  Solves the Paradox : Higher quality and lower cost  Appropriate: Leapfrog  Breakthrough: Nano Focus: 10 10
  11. 11. Employability Model INSTITUTION GENERAL SPECIFIC CORPORATION LEARNING LEARNING SELECTION INTERVENTION SORTING INTERVENTION PLACEMENTPUSH 1 2 3 4 5 PULL Interview Post-Assessment Induction training Placement Pre-assessment aptitude Foundation Skills Psychometric, domain knowledge with authentication Domain Skills Threshold assessment Work Specific Skills Local Regional Central Local Webworld II tier Univ. Regional Central Authentication Kiosks Directway Central
  12. 12. Myriad of Opportunities-1 Every Stage of Employability Process Assessment  Interests/Aptitudes lead to Job Fit  Very low cost per person  Validity Counseling  Without counselors Foundation skills  Scalable  Modular Content Domain specific Certification  Industry 101  Industry linked certification  Modularity  Extendable  Advanced Methods Induction Program Placement Repair programs Solutions to specific situations 12 12
  13. 13. Myriad of Opportunities-2 Areas of Entrepreneurial Potential• Educational-Training Institutions• e-Learning – MNC’s – Corporate, Associations, Government – Localization of Global Modules – Outsourcing of e-Learning development• Consulting and Research• Curricula – Design – Development• B to C – Tutoring – Library Development• Vocational Training• Technology & Tools – LMS, LCMS – Gap Technologies• UN Agencies – Diversity of language, culture & demanding infrastructure – Meet needs of other emerging and developed countries
  14. 14. Vision: India: Centre of Education-Training Transformation-Disruptive Technologies Passion- Emerging global best practices- Indian affordability & demanding conditions India – Center for Tested: Transformational Methodology Practice Experience: Entrepreneurship: Leading & Teaching & Vision Emerging Practice TechnologiesIndia presents a unique situation ofdiversity of language, culture, scaleand demanding infrastructure. Experience: Experience: GlobalSolution developed here will be Scalerobust and ready to meet the needs Implementationof many other emerging and Experience:developed countries. Development
  15. 15. • The Parijaath Flowers: Nyctanthes arbor- tristis, from the wish-granting tree which perfumes the entire universe.
  16. 16. Pilot 1: Employability WorkSkills Students Program: Employersdesperately search for a searching for job with their Bridging employable learning the gap person Learning is for earning. Employability is the goal. WSP Program is a short-term 150 Hours course that transforms graduates into ‘right candidates’.
  17. 17. Pilot 2: Certificate Programs Advanced Courses InducementEnrolment Domain Courses Exam 2 WorkSkills Program Certification (WSP) Program (CeP)Baselining Exam 1 Certification Courses
  18. 18. Pilot 3: Action Learning College• Premiere Institute for personnel in Education-Training Industry• Certificate Curricula: – Foundation Skills for Life: – Foundation Courses (BET) • Business curricula: Business models, Global benchmarking • Education curricula: Emerging Concepts in Education/Training, Content modularity, Delivery methods, Curricula design/new curricula • Technology curricula: Trends in technology• Outcomes: – Teachers: – Service Providers (Trainers, Facilitators, Counselors) – Specialists – Curricula Specialist: – Entrepreneur: – Others: 18 18
  19. 19. MS in Learning Facilitation & Management
  20. 20. Discussion• There are generations of children whose very lives will be transformed by the moves and actions we take today.. …. and tomorrow …. and the next day• Importance of spirit of enterprise and Entrepreneurship for nation, society and you
  21. 21. Our Vantage Point"There is nothing more powerful than an ideawhose time has come.” Victor Hugo
  22. 22. Everything you Wanted to know about…1. Entrepreneurs are born, not made (T)(F)2. Entrepreneurship is an are and cannot be taught (T)(F)3. Entrepreneurs are gamblers. You have to be lucky to succeed (T)(F)4. Entrepreneurs are independent, loners (T)(F)5. Starting your own company is risky, hazardous that often ends in failure (T)(F)6. The key to success is (a) Money, (b) Person, (c) Idea (d) Fit (T)(F)7. Entrepreneurship is for the young and energetic (T)(F)8. Entrepreneurs are driven by the desire to make $$$$ (T)(F)9. Entrepreneurial small companies outperform Fortune 500 (T)(F)10. Immigrants make a higher percentage of entrepreneurs (T)(F) (T)(F)11. Entrepreneurship is an unique US phenomenon (T)(F)12. India is one of the best places for entrepreneurship
  23. 23. The Premise• Hyper-change• Status Quo and its implications• Non-stop Innovation• Lessons from Recent Innovators• Is an entirely different model required to lead businesses in the future?
  24. 24. Managing Entrepreneurial EnvironmentNeeds Transformational Leadership – Vision – Bold Plans – Decisive – Prudent Risk Taking – Plans into Action – Hardball Decisions – Substance vs. Style – Focus on Results
  25. 25. Entrepreneurial Dream“Dream is not what you see in sleep, Dream is the thing which does not let you sleep” A.P.J. Abdul Kalam.
  26. 26. Process of Success Creation STEP PROBABILITY1. Person with an idea 1%2. Opportunity 5% Hurdle 1: Attract Talent3. Founding Team 10 %4. Venture Plans 15 % Hurdle 2: Fatal Flaws?5. Funding 25 % Hurdle 3: Initial Sales6. Beginning Sales 40 %7. Sales Growth 60 % Hurdle 4: Transition8. Initial Success
  27. 27. Entrepreneurial: Key Competencies I. OPPORTUNITYIII.PLANS IV.& STRATEGY RESOURCES II. INDIVIDUAL & TEAM
  28. 28. Growth: Evolution/ Revolution
  29. 29. Entrepreneur, Manager, Inventor Inventor EntrepreneurCreativity Bureaucrat Manager Management Skills
  30. 30. Similarities to Traditional Management• Core Skills• Desired Behavior• Situational Leadership:• Achieve specific results: – Quantitative – Qualitative
  31. 31. The Difference• Traditional Management: – I’ll believe it when I see it.• Entrepreneurial Management: – I’ll see it when I believe it.
  32. 32. Entrepreneur: The Leader• Leadership: – Doing the right thing – Effectiveness• Manager: – Doing things right – Efficiency
  33. 33. Insights• Success : – Doing a little bit better in a number of things• Failure : – Doing any one of a number of things poorly• Process of Success Creation : – One by one reduction of areas of risk
  34. 34. Definition(s): Entrepreneur• Wide range of meanings: From High aptitude who pioneers change to anyone who works for himself, any small business owner• Origin: French: entreprendre “to undertake”• Common usage: Anyone who starts a business• Common Definition: Someone who assumes the financial risk of the initiation, operation and management of a business venture.• Procedural: An innovator of business enterprise who recognizes opportunities to introduce a new product, a new process or an improved organization, and who raises the necessary money, assembles the factors for production and organizes an operation to exploit the opportunity.• Joseph Schumpeter: placed an emphasis on Innovation with New Products, New production methods, New Markets, New Forms of Organization• Our Working Definition (Jeffery Timmons): “Entrepreneurship is the ability to create and build something from practically nothing. It is initiating doing, achieving, and building an enterprise …, sensing an opportunity …and the ability to build a founding team to complement your own skills and talents. It the know-how to find, marshal and control resources. …it is a willingness to take calculated risks, both personal and financial, and then do everything possible to get the odds in your favor.”
  35. 35. Knowledge Elements for an Entrepreneur* *ScopeI. Academic Foundation• Business Knowledge – Management – Sales/ Marketing – Operations – Finance/ Accounting• Entrepreneurial Process – Team Issues – Opportunity Recognition & Evaluation – Resources: Sources & Acquisition – PlansII. Domain• Knowledge/Experience – Customers – Personnel – Key Players• Critical Gaps• Opportunity Specific Knowledge/InformationIII. Personal/ Team Experience• Domain Specific Knowledge/Experience• Coverage of Gaps – Research Based – Innovative Solutions
  36. 36. Entrepreneurial Alternatives• HPV• IRB• Consulting• Buy existing company• Franchisee• Team Member in new Venture• Intrapreneur• Social Entrepreneur• Services Provider
  37. 37. Domain• Education/Training• Finance/Financial Services• Food & Beverage/Restaurant/Retail• Health/Medical Services/Med Tech• IT/Technology• Internet Related/.com/SAS• Music /Art/Non-Profit
  38. 38. Franchisor• Plus – Less Capital – Rapid Expansion – Local Strength• Minus – Long Term Strategy* – Lack of Control – Expensive Buy back* Strategy Alternatives • Children of Franchisees • Limited term Franchise • Own Location
  39. 39. Franchisee• Plus – Lower Risk – Fast Build Up – Known Costs – Known Formula/Process* – Spread Cost of Advertising• Minus – Control over all aspects – High risk (if new Franchisor)* – National vs. Local Advertising* Know the company
  40. 40. Entrepreneurial Alternatives -2• Participate in an new Venture• Intrapreneur• Social Entrepreneur• Services to an Entrepreneur – Legal – Accounting – Consulting – Investor – Other
  41. 41. Entrepreneurial Themes• Dedication – Give up wholly towards a goal or purpose• Focus – Knows what the central point of attention should be• Profit Orientation – Thinks constantly about the benefits of the transaction• Ego Drive – Craves a significant definition of oneself• Urgency – Impatient. Do it now• Courage – Increases determination in the face of resistance
  42. 42. Entrepreneurial Themes-2• Activator – Can make it happen• Opportunity – Sees Opportunities where others see blocks• Creativity – Develops Ideas• Expertise Orientation – Recognizes needs for people with expertise• Individual Perception – Can recognize strengths of other individuals• Team – Get the right people and get them to help you
  43. 43. Thematic Differences• Successful vs Failed Entrepreneurs – Little Difference in Themes • Jumped in vs On the side lines• Entrepreneurs vs Rest – Differences in Themes
  44. 44. Common Pitfalls• Unplanned Approach to Team formation – Balance – Complement Each Other – Fill Gaps – Risk Orientation – Appropriate Themes – Chemistry• Leaderless Democracy• Unaware of Weakness(es)• Unresolved Contributed Performance• Tax Consequences
  45. 45. Common Pitfalls- 2• Unresolved Resolution of Dispute Process• Incomplete Legal Work – Buy/Sell – Partnership Agreement – Non-Compete – Earn Out Contracts – Stock Vesting Agreement – “No fault Divorce”• No Transition Plans• Full Time vs Part Time/ Trial
  46. 46. Adaptor-Innovator• All People are Creative• Creative Style is independent of Cognitive Level• Styles are quite Different• No one Style is better than another• Each Style has its Advantages and Disadvantages
  47. 47. Characteristics Adaptors Innovators• Problems • Problems – Accept as defined – Reject general perception – With generally agreed – Redefine them constraints – View hard to get accross – Focus on early resolution – Not concerned about efficiency • Limit disruption • Rattle • Immediate efficiency • Looking for LT gain• Solution Generation • Solution Generation – Few – Numerous – Incremental – Seminal • Relevant and acceptable • Unconcerned re: acceptance – Aim: Do things better – Aim: Do things differently
  48. 48. Characteristics -2 Adaptors Innovators• Policies • Policies – Prefer – Prefer • Well established • Unstructured • Structured situations – Incorporate new data or events – Incorporate new data or events • Into existing structure/policies • To set new structures/policies • Accept greater attendant risk• Organizational Fit • Organizational Fit – Essential for Ongoing functions – Essential during change/crisis – Under unexpected change – Under Ongoing org demands • Difficulty with moving out of • Difficulty in applying established role themselves
  49. 49. Adaptor-Innovator (contd.)• Both have capacity to solve problems • Capable of generating original, creative solutions • But reflect very different approaches• Collaboration • Do not readily get along • Especially extreme scores (Over 1 std.dev. (15)) • Adaptors (see Innovators): • Unsound, impractical, risky, abrasive, threatening, creating dissonance • Innovators (see Adaptors): • Conforming, safe, predictable, inflexible, wedded to the system, intolerant of ambiguity• Creative Styles • Adaptive (> B8) • Bridger (B8 to A8) can form consensus • Innovative (> A8)
  50. 50. When Persuading Adaptors• Give details• Show how the idea builds upon existing structure• Be well-organized give precise, concise presentation• Provide checkpoints, evaluation plans• Gradual/ incremental approach to implementation• Provide advance information ~ don’t “spring” ideas• Do your homework, make clear your preparation• Emphasize orderliness, efficiency, and “fitting in”
  51. 51. When Persuading Innovators• Give the “big picture”• Show new directions and benefits• Identify opportunities, , novelty, cutting edge• Identify future trends/directions• Provide broad structure, emphasize action possibilities• Recognize “breakthrough” aspects• Provide opportunities for continued idea generation• Relate idea to emerging unique and exciting issues
  52. 52. Communications 101• Speak the language of the other person• Impact on – Communications – Negotiations – Conflict Management – Responding to difficult questions
  53. 53. My “Preliminary” IdeaGetting Started – Sit in a group – Each person gets 1-2 minutes to address “Why I want to be an Edu-Entrepreneur”? What is my idea? • Domain • Type of Company • Distribution • TeamEtiquette – Listen, ask questions vs. giving advice or “the answer” – Speak only if you wish; you may pass anytime

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