billauletgec2016keynotespeechmarch2016medellinv2-160317125523.pdf

8/19/2019 billauletgec2016keynotespeechmarch2016medellinv2-160317125523.pdf

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# G E C 2 0 1 6 | @ G E C G L O B A L | G E C .C O

#GEC@GECGL

GE


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Bill AuletManaging Director, Martin Trust Center for MIT Entrepreneurship & Au“Disciplined Entrepreneurship”


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Purpose of this Presentatio

• We are all interested in entrepreneurship

• The world needs entrepreneurs more than ever b

• To have more entrepreneurs, we need to educate/t

and higher quality

• We can do better

• How we can improve entrepreneurship educa


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What Is Entrepreneurship


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Innovation = Invention*Commercialization

Definition of Innovation


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What Is Entrepreneurship

Innovation

* Technologyessentials

* Knowledge ofscience &engineering

* Skills to develop

* Skills to build

Entrepreneurship

* Businessessentials

* Ventureengineering

* Knowledge to

frame decisions

* Skills to start

* Skills to grow


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Past

1. Practitioner or Academic

2. Little differentiation between types of entrepreneu

3. Demand was relatively small field was seen as a n

(orphan?)

4. Not perceived as a worthy academic pursuit

5. Can it be taught? Should it be taught?


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• Being an entrepreneur

is the new “cool” thing.

As a result,

demand forentrepreneursh

is blowing up!

Present


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Present

1. Demand sky rockets

2. Overflows from academic institutions

3. Gap filled predominantly with practitioners

4. Shortage of academics

5. Coming crisis in entrepreneurship education (Sept 2


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Most Fundamental Questions

Entrepreneurship Education

1. Why

2. Can

3. How


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Crisis in Entrepreneurial Educa

Demand

Supply of

quality

Time

Storytelling


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Importance of Spirit


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Spirit + Skills

Successful Entrepreneurshi


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Successful Entrepreneurship =

Spiritof a pirate

Skillsof a Navy Seal

+


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Future1. Serious academic and professional field

2. Rigorous but practical

3. New type of product

a) Segmentation of market

b) Dynamic system to adjust

c) Value-based as opposed to Credential-centric

d) JIT delivery model

4. Need to differentiate from private models


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l fi


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Example: Target Customer Defin

& Segmentation for MIT• MIT students

• Undergraduate (UG)

• Graduate Student – MBAs (MBA)

• Graduate Student – other Masters or PhD (Grad)

• Post Doctoral Student* (PostDoc)

• Any of the five schools at MIT

• We will further distinguish between all of these cate

students by their interests using the persona metho

• Again, we focus on IDE not SME entrepreneurship


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Market Segmentation: Person

Exploratory/

Curious

Ready-to-Go Entrepreneurshi

p Amplifier

Corporat

Entrepren

Description

of Persona

Interested but has no

driving idea or team; is in

exploratory mode; starts

here but will migrate to

another state or out of

entrepreneurship

Chomping at the bit &

just wants help to get

going – has idea, tech

&/or core of team

Interested in

understanding enough to

successfully promote in

their org (e.g., gov, corp,

family business) but is not

the entrepreneur

Wants to be an

entrepreneur in a

organization

Needs at a

High Level

Need info on career

choice, soft skills,

ideation, team building

and then some first-hand

experience to get a

sense of the process

Wants specific skills and

lots of them, very

quickly; less on the

upfront things

emphasized for the

“curious” persona;

wants the deep,

immersive experience

of being an

entrepreneur on her

idea/technology

Interested in all steps in

some depth but even

more interested in

strategy, policy and

economic impact of the

field. Will want to have

the experience of being an

entrepreneur so can

empathize but more

interested in the process

than the idea or team

Wants depth in

executing the pro

so comfortable do

again but less tied

the idea or team;

interested in

organizational iss

and environment

issues


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* - An open framework built for constant refinement

Aggregate Needs Assessment: Business Es


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General Road Map for Needs of Curious


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General Road Map for Ready To Go En


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# G E C 2 0 1 6 | @ G E C G L O B A L | G E C .

C O


General Road Map for Entrepreneurship A


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General Road Map for Corporate Entr


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Fulfillment Mechanisms

1. Residential Classes (Full Semester, Half Semester, Short

Classes)

2. Online Classes (e.g., edX/MITx/OpenCourseWare)

3. Lecture Series and/or Workshops “SnackPacks”)

4. Extra or Co-Curricular Clubs/Activities (e.g.,

Competitions, Hackathons)

5. Resources Page (Supplementary materials, e.g., blog posts

podcasts, video or other materials)

6. Advisory Network (Specialists, Coaches, Mentors)


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Full Suite of Offerings Within Each


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How

•

How should entrepreneurship be

taught?

1. Open (common language best tools)

2. Systems Approach (integrated prescriptive)

3. Rigorous but Practical (mens et manus)


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Student Personas

C h i C i l Til A h


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Comprehensive Curriculum Tile Approach


How 24 Steps Was Put Togethe


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How 24 Steps Was Put Togethe


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The mission: Improve entrepreneurship education,

and make it more rigorous and professional

• How? – An open-source, collaborative platform for curated high quality

entrepreneurship teaching materials – A community to discuss challenges, share best practices and drive innovat

in entrepreneurship education – Guidance and support from an advisory council – leaders of entrepreneurs

education in top institutions

•

What? – An online platform (MVP launched @ www.eef.io) – The MIT entrepreneurship programming roadmap as a base to get going – A series of webinars focusing on the “tiles” in the framework, recorded an

available on the website – often including syllabi and other teaching mate – All free and open to all

http://www.eef.io/http://www.eef.io/


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Michal Gilon-Yanai

F t


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Future1. Serious academic and professional field

2. Rigorous but practical

3. New type of product

a) Segmentation of market

b) Dynamic system to adjust

c) Value-based as opposed to Credential-centric

d) JIT delivery model

4. Need to differentiate from private models

Wh t Diff ti t U ?


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What Differentiates Us?

•

We help create entrepreneurs not

companies.

Wh t W A N t


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What We Are Not …

oEconomic development organizations

oIt is a by product but not the focus

oThis makes us unique in an entrepreneurial ecosystem and

be proud and steadfast in our commitment to our mission a

M I f


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More Info

The Bookwww.disciplinedentrepreneurship.com

Progress Dashboardwww.detoolbox.com

Also Available in Spanish

http://www.disciplinedentrepreneurship.com/http://www.detoolbox.com/http://www.detoolbox.com/http://www.disciplinedentrepreneurship.com/


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Also Available in Spanish


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Other Relevant Material II


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Other Relevant Material II


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End


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EndQuestions?

Twitter: @billaulet


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Appendices

Story of Reo, Rita, Natalie, Chuan & Gavin


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S

Fe

BCG

Hac

PowderWave

IDEOSumo Logic

TA6.93

3

Key Take Aways


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Key Take Aways

• Entrepreneurship can be taught and it is effectively with a

process• The students appreciate there is value in a rigorous/discipl

process for entrepreneurship – it is not just magic and men

• Entrepreneurs and companies evolve over time in a Darwinmanner – fluid teams are essential to optimize the learnin

(as well as success)• By the way, note the d iversity in the teams

Designing Team Building Check Points on the Entre

Ed ti R


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Validation

Education Ramp

Inspiration,

Idea,

Technology

Classroom Extra-

Curricular

Accelerator

Key Points to Form/Reform Team:

V1, V2, V3, V4, …

http://web.mit.edu/site/aboutsite.htmlhttp://web.mit.edu/site/aboutsite.html


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Documents

billauletgec2016keynotespeechmarch2016medellinv2-160317125523.pdf