CIE_Slides.pdf

Essentials of Innovation & Entrepreneurship (EIE) - I Module (M0): Orientation EIE - I CIE Reel EIE - I Interactive Poll (Mentimeter) Joint at www.menti.com use the code: 1784 4848 EIE - I Welcome to CIE (video here) EIE - I CIE Startup Journey December 2017 January 2018 ( CIE starts in a small office ) ( Student team helped in the Design of CIE! ) EIE - I Now ( New space operational since May 2018 ) EIE - I EIE - I Prof. Sathya Prasad Prof. Lakshmeesha Mr. Madhukar Narasimha Lead Instructor, CIE@RR Lead Instructor, CIE@EC CIE Program Manager ([email protected]) ([email protected]) ([email protected]) (RR campus) E-Cell Department Coordinators Student body (Your respective Department) (EC & RR campus) Engineer, Entrepreneur, Educator Intel (20 yrs US/India; R&D, Strategy, Prod Mgmt) New Product Innovation: Intel® Xeon D Founding President: SEMI India Founding Director: CIE Fun Fact: Train Travel (US, Europe, Asia) EIE - I EIE - Teaching Assistants (TA) Chirag C Shekar Anirudh H A Dhruv Tandon Ajay Rao Adithya R EIE - I EIE - Teaching Assistants (TA) Chinmay D Pranav Nair Kaveri Lalith G EIE - I CIE Social Media Community @cie.pesu Center for Innovation and Entrepreneurship @ PES University @CIECommunity EIE - I Course Objectives Embrace I&E Mindset Kick Start Your I&E Journey Understanding Transformative Tech-led Changes Business Acumen Prepare for Your Post-University Journey EIE - I Learning Outcomes I&E Mindset Awareness Idea-to-Market Process Familiarity Technology Transformation Awareness Business Fundamentals Understanding (Hopefully) Find like-minded fellow students & build a network EIE - I Course Outline M1 Introduction to Innovation and Entrepreneurship M2 Cultivating an Entrepreneurial Mindset M3 Human-Centred Innovation M4 Idea to Market, Opportunity Identification and Ethics M5 Building/Leading Teams in Startups M6 Value Proposition and Protecting your IP M7 Business Model Canvas M8 AI : Reimagining How We Innovate M9 Selling your Idea/Product and Pitching M10 Finance for Startups M11 Developing your Entrepreneurial Action Plan EIE - I Course Mechanics Credits: 2 Credits (Weekly 2hr) Engagement: Online (recommend you use all other resources: PESU, Dept & CIE) Will include talks by Startup Founders, Industry Experts, PESU Faculty, etc Grading*: S: 90 –100 A: 80 –89 B: 70.-79 C: 60 –69D: 50 –59 E: 40 –49 F: 39 & below Assessment*: 2 ISAs (25% each) and 1 ESA (50%) References: Technology Ventures: From Idea to Enterprise, McGraw Hill PES University ‘CIE Level 1’ Course - Getting Started With Entrepreneurship VentureLab (Entrepreneurial Skillset and Mindset) European Union (EU) Entrepreneurship Competencies EIE - I How to Get the Best Out of this Course? Discipline, Perseverance & Commitment (key ingredients of a successful entrepreneur!) Practice the framework/tools you learn (develop skills to use the ‘tools’ ; not formulaic, find out what works best for you) Lots of ‘doing’ in a Team setting (if Team succeeds, you succeed ) (develop skills to use the ‘tools’ ; not formulaic, find out what works best for you/team) Digital Collaboration : -> MS Team (chat/discussion, file sharing etc.) -> Info/articles/relevant news/etc: LinkedIn (CIE), Instagram (@cie.pesu) EIE - I Student Engagement / Facilitation Online Q/A on MS Teams (Moderated by CIE TAs) Polls Session Quiz on PESU Academy: Important! Offline Department Coordinator (DC) in your respective Department Essentials of Innovation & Entrepreneurship (EIE) - I Module (M1): Introduction to Innovation & Entrepreneurship EIE - I CIE Reel (video) EIE - I Icebreaker!! Interactive Poll (Mentimeter) Join at www.menti.com use the code: 2182 5259 EIE - I CIE Startup Journey December 2017 January 2018 ( CIE starts in a small office ) ( Student team helped in the Design of CIE! ) EIE - I Now ( New space operational since May 2018 ) EIE - I Welcome to CIE! (video) EIE - I EIE - I Prof. Sathya Prasad Prof. Lakshmeesha Mr. Madhukar Narasimha Lead Instructor, CIE@RR Lead Instructor, CIE@EC CIE Program Manager ([email protected]) ([email protected]) ([email protected]) E-Cell Department Coordinators Student body (Respective Departments) (EC & RR campus) EIE - I EIE Teaching Assistants (TA) Chirag C Shekar Anirudh H A Dhruv Tandon Ajay Rao Adithya R EIE - I CIE Teaching Assistants (TA) Chinmay D Pranav Nair Kaveri Lalith G EIE - I CIE Social Media Community @cie.pesu Center for Innovation and Entrepreneurship @ PES University @CIECommunity EIE - I Course Objectives Embrace I&E Mindset Kick Start Your I&E Journey Understanding Transformative Tech-led Changes Developing Business Acumen Prepare for Your Post-University Journey EIE - I Learning Outcomes I&E Mindset Awareness Idea-to-Market Process Familiarity Technology Transformation Awareness Business Fundamentals Understanding Find like-minded fellow students & build a network EIE - I Course Outline* M1 Introduction to Innovation and Entrepreneurship M2 Cultivating an Entrepreneurial Mindset M3 Human-Centred Innovation M4 Idea to Market, Opportunity Identification and Ethics M5 Building/Leading Teams in Startups M6 Value Proposition and Protecting your IP M7 Business Model Canvas M8 AI : Reimagining How We Innovate M9 Selling your Idea/Product and Pitching M10 Finance for Startups M11 Developing your Entrepreneurial Action Plan EIE - I Course Mechanics Credits: 2 Credits (Weekly 2hr) Engagement: Online (recommend you use all other resources: PESU, Dept & CIE) Will include talks by Startup Founders, Industry Experts, PESU Faculty, etc Grading*: S: 90 –100 A: 80 –89 B: 70.-79 C: 60 –69D: 50 –59 E: 40 –49 F: 39 & below Assessment*: CBT - 2 ISAs (25% each) & 1 ESA (50%) References: Technology Ventures: From Idea to Enterprise, McGraw Hill PES University ‘CIE Level 1’ Course - Getting Started With Entrepreneurship VentureLab (Entrepreneurial Skillset and Mindset) European Union (EU) Entrepreneurship Competencies * Proposed, may be tweaked EIE - I How to Get the Best Out of this Course? Discipline, Perseverance & Commitment (key ingredients of a successful entrepreneur!) Practice the framework/tools you learn (develop skills to use the ‘tools’ ; not formulaic, find out what works best for you) Lots of ‘doing’ in a Team setting (if Team succeeds, you succeed ) (develop skills to use the ‘tools’ ; not formulaic, find out what works best for you/team) Digital Collaboration : -> MS Team (chat/discussion, file sharing etc.) -> Info/articles/relevant news/etc: LinkedIn (CIE), Instagram (@cie.pesu) EIE - I Student Engagement / Facilitation Online Q/A on MS Teams (Moderated by CIE TAs) Polls Session Quiz on PESU Academy: Important! Offline Department Coordinator (DC) in your respective Department PES EIE PART 1 How to Get the Best From This Course? Discipline, Perseverance & Commitment Key ingredients of a successful entrepreneur! Find like-minded peers to work with You may find your co-founders for your startup! Practice the framework/tools you learn Develop the skills to use the ‘tools’ ; find out what works best for you Digital Collaboration : Master the different tools/platforms to interact, engage and learn 11 Essentials of Innovation & Entrepreneurship: M1 Introduction to Entrepreneurship PES EIE PART 1 What is Entrepreneurship? The capacity and willingness to develop, organize and manage a business venture along with any of its risks in order to make a profit. Entrepreneurs do much more than imaginable with much less than seems possible* “Entrepreneurship is when you act upon opportunities and ideas and transform them into value for others. Value created can be financial, cultural, or social”** * Source: Stanford University ** Source: EU Entrepreneur Competence Framework 13 PES EIE PART 1 Entrepreneurial vs Entrepreneurship Industry Employment Join Startup Higher Studies Education Self-Employed Family-Biz (Start) Startup 14 PES EIE PART 1 Entrepreneurial vs Entrepreneurship: Example Alex and Sarah work at a company as Project Managers. Alex uses creativity to look for new solutions, helps build new ideas, and takes risks to help build the company Sarah follows her passion for fitness, quits the job, starts a new company to build fitness products Alex is Entrepreneurial, whereas Sarah is an Entrepreneur 15 PES EIE PART 1 Types of Entrepreneurship* Entrepreneurship SME OR MSME IDE Small Medium Enterprises, Innovation Driven Enterprise Micro/Small/Medium Entrep Reach / Location Local Global Cash flow Less cash flow More cash flow Risk Less risk More risk Getting profitable Less time to get profitable More time to get profitable Less Clustered More Clustered Cluster 16 * This is one of many ways to classify Credit: Bill Aulet, MIT PES EIE PART 1 Buildling Blocks of Entrepreneurship Imagination: envisioning things that do not exist Entrepreneurship: Creativity: applying innovation, applying imagination creating value, to address a challenge thereby inspiring others’ imagination Innovation: applying creativity to generate novel solution(s) 17 Source: Tina Seelig, Stanford Technology Ventures Program PES EIE PART 1 Imagination Elon Musk Elon Musk's imagination has been at the forefront of Tesla's success. He envisioned a future where electric vehicles would be both practical and desirable 20 PES EIE PART 1 Imagination Meta Smart Glasses: 20 PES EIE PART 1 Imagination Examples from your life where you were most ‘Imaginative’ 19 PES EIE PART 1 Creativity 22 PES EIE PART 1 Innovation Innovation = Invention m u l t i p l i e d b y Commercialization 23 Credit: Bill Aulet, MIT PES EIE PART 1 Innovation Elements Internal External Attributes Attributes Attitude Culture Imagination Environment Knowledge Resources Source: Tina Seelig, Stanford University 24 Essentials of Innovation & Entrepreneurship: M1 Entrepreneurial Myths and Traits PES EIE PART 1 Myths of Entrepreneurship Smartest and High Achieving Individualists Born not made High risk takers Charismatic Not disciplined 26 PES EIE PART 1 Common Entrepreneurial Traits 27 PES EIE PART 1 Common Entrepreneurial Traits Ideas and Drive People Skills Workstyle Creativity Leadership Self-challenging Vision Influence Goal oriented Network Building Comfortable with uncertainty Identify opportunities Ability to excite Rarely satisfied Passion others by your vision Entrepreneurial background Exposure: Family biz, working in a startup, know friends doing startups Finance knowledge/exposure Financial savviness 28 Source: Harvard Business Review Entrepreneur’s Handbook Essentials of Innovation & Entrepreneurship: M1 Startup Definition and Overview PES EIE PART 1 Startup – A Working definition “A startup is a temporary organization designed to search for a repeatable and scalable business model” VIDEO: ‘What we know about Startups’ by Kauffman Founders School Link (first 2 mins) 31 PES EIE PART 1 Startup definition - India Perspective “An entity working towards innovation, development, and commercialization of new products, processes, or services driven by technology or intellectual property” [For latest Startup India [DIPP definition], pls see https://startupindia.gov.in 32 PES EIE PART 1 Gamechanger: Innovation & Entrepreneurship & Technology How will you combine Tech AND Innovation AND Entrepreneurship ? http://epicenter.stanford.edu/page/abou 33 t Essentials of Innovation & Entrepreneurship: M1 India Startup Landscape PES EIE PART 1 Overview of the Indian Startup Landscape Highlights from Weathering The Challenges – The Indian Tech Startup Landscape Report 2023 (2023 NASSCOM/Zinnov Report) Indian Startup Ecosystem Key Trends Sectors/Market Deep-Tech areas And a lot more! 36 CIE | PES University PES EIE PART 1 India: 3rd Largest Startup Ecosystem 37 PES EIE PART 1 Indian Startups 40 Top 3 Sectors (2023): EdTech, Enterprise Tech, BFSI (Banking, Financial Systems, Insurance) PES EIE PART 1 Deep-Tech in startups Top 5 Tech focus areas for Startups: AI, Big Data & Analytics, IoT hardware, AR/VR/MR, Blockchain 41 PES EIE PART 1 Success of Women-Led startups 42 PES EIE PART 1 Foundation for long term success 43 PES EIE PART 1 What 3 ingredients can be useful if you are starting the I&E journey? Join at www.menti.com use the code: 3380 5216 45 PES EIE PART 1 45 PES EIE PART 1 Post Session Activity Your Name Your Photo ’COP’ Canvas Date What are your interests? List 3 of your interests/passions 1. Passion What ‘moves’ you to make 2. the world a better place? 3. Your skills/talents? List 3 capabilities that you are proud of 1. Capabilities Stuff (studies and beyond) 2. that you are good at 3. List 3 problems/challenges that you are Opportunities: problems / motivated to solve Opportunities challenges in disguise 1. 2. 3. 45 PES EIE PART 1 Ikigai (denotes ‘passion that gives value and joy to life’ in Japanese; book) 45 PES EIE PART 1 Post-Session Activity Work up your appetite for the upcoming weeks 1. Take a shot at the ‘COP’ canvas 2. Bonus: Can you reflect on your Ikigai? btw this feeds into #1 (optional but recommend it) 3. Give your session feedback 🡪 Mentimeter 45 PES EIE PART 1 Session Quiz Please take the Session Quiz on PESU Academy now 45 Essentials of Innovation & Entrepreneurship (EIE) - I Module [M2]: Cultivating an Entrepreneurial Mindset + Seeking Opportunities EIE - I EIE M1 Session – Poll/Mentimeter Results EIE - I EIE M1 Session Quiz - Discussion EIE - I Today’s Topics Entrepreneurial Mindset Overview Growth vs. Fixed Mindset Creativity, Teamwork, Adaptability, Dealing with Failure Why Problems are an Entrepreneur’s Best Friend! And what to do about it? ‘NABC’ Approach EIE - I Mastering the Entrepreneurial Mindset Entrepreneurial Mindset (EM) is learnable You can condition your attitude How: Get Started x Practice x Time PES University | April 2024 EIE - I Your entrepreneurial journey begins here! PES University | April 2024 EIE - I The Heart of Entrepreneurship: The Entrepreneurial Mindset Common thread across all types of entrepreneurship - Startup, Non-profit, Corporate, Government, etc Applies to extra-entrepreneurial context as well! Cultivate a mindset that will guide you in your entrepreneurial and innovation journey PES University | April 2024 EIE - I Video: Why Entrepreneurial Mindset Matters (3 mins) EIE - I Growth vs. Fixed Mindset Source: Internet Also watch Video: Developing a Growth Mindset with Carol Dweck (10m) EIE - I Entrepreneurial Mindset Cards: A Catalog with Prompt Questions Self-Activity: Respond to the prompt questions: What Actions will *you* take? Test yourself again after some time to see the change EIE - I EIE - I EIE - I EIE - I Deep Dive: Let’s Pick a Few… Creativity Adaptability Dealing with Failure Teamwork PES University | April 2024 EIE - I Creativity lies at the intersection of projects that bring new ideas and value addition together. Example: A new feature makes things easier A service that meets a need better Improving what users already have Video: The Art and Science of Creativity - Tom Kelley at TEDxTokyo (13m) PES University | May 2024 EIE - I Teamwork A collaborative effort of a group of individuals working together towards a common goal. PES University | May 2024 EIE - I Video: Teamwork related Simon Sinek: Steve Jobs: NBA: What Makes a Team Great? (2:30m) Managing people (2:30m) Teamwork San Antonio Spurs (2:30m) EIE - I Adaptability It is the capacity to adjust and change in response to new circumstances, challenges, or opportunities (can be personal, startup, career, etc in nature) PES University | May 2024 EIE - I Video: Adaptability related 3 ways to measure your adaptability HBR Explainer: and how to improve it | Natalie Fratto Balancing Execution and Adaptation How to Adapt to Changing Times Andrew Grove, "Strategic Inflection Points" - Simon Sinek 1996 MIT Industry Leaders Program Lecture EIE - I Dealing with Failure Failure, the unexpected teacher that guides entrepreneurs through the maze of innovation. It's the catalyst for growth, the spark that ignites resilience and adaptability. PES University | April 2024 “Failure is an option here. If things are not failing, you are not innovating enough.” - Elon Musk PES University | April 2024 EIE - I Video: Dealing with Failure Elon Musk on Failure How to Overcome your Mistakes "The Fringe Benefits of Failure" J.K. Rowling Tesla (0:25m) Ted-Ed (4:51m) Harvard Commencement speech (21m) PES University | April 2024 EIE - I What do all these people have in common? PES University | April 2024 EIE - I What do all these people have in common? They overcame crushing failures before becoming extremely successful! PES University | April 2024 EIE - I Elon Musk’s ‘Failure Resume’ Source: Internet PES University | April 2024 EIE - I Dealing with Failure PES University | April 2024 EIE - I Post-Session Activity – Failure Resume Can you come up with your own ‘Failure Resume’? Capture 3 (total) of your biggest failures across: School/Education Sports Competition(s) Personal Goals For each of your failures, capture your response to below questions: My Biggest Failure Taught Me... And Changed My Behavior By…. I Will Reflect On My Next Failure By … EIE - I "Ask the Founders” (live interview) EIE - I Best way to Generate Ideas? Don’t Look for Ideas, Look for Problems!! EIE - I Most of the time, we overlook many problems… EIE - I Memo at Western Union (1878) EIE - I Business Week (1968) EIE - I Leo DeForest Radio Pioneer & Inventor of the Vacuum Tube (1926) EIE - I Charles Duell, Commissioner, U. S. Office of Patents (1899) EIE - I So, What Can you Do? EIE - I Post-Session Activity: Before Dismissing a Problem Next time you come across a problem and want to dismiss it, can you try: Is there some aspect of the problem/idea you like? Are there other problems you think worth solving that are similar to this problem? What are some assumptions that made you dismiss the problem? Can you test those assumptions? 3 powerful words “How Might We ….” “How might we design a reusable rocket to reduce cost of the space program? “How might we enable people without credit card to buy using e-commerce? How might we build a foundational Indic LLM model at a fraction of the cost? Can you guess the companies that may have asked the above questions? EIE - I Capturing a Problem/Idea/Opportunity Statement: NABC* Approach An important client or market need addressed by a unique approach with compelling benefits when compared against the competition or alternatives. * Created by Stanford Research Institute (SRI) – Read the 2-pager here EIE - I Post-Session Activity: NABC Framework For a problem capture the proposed problem & solution using the NABC framework (internet offers many more/other templates as well) PES EIE PART 1 Session Quiz Please take the Session Quiz on PESU Academy now 45 why is everyone talking about design? August 2024 Chitra Viswanathan because we are all surrounded by design and are products of it. and nature being the most profound designer of all! what is design thinking? The process of creating solutions using creative problem solving techniques a human centred approach – through a deeper understanding of people we can identify and create more successful solutions. The starting point for any innovation is to truly understand people – this is the foundation of design thinking. This five-phase model proposed by the Hasso-Plattner Institute of Design at Stanford and is at the forefront of applying and teaching Design Thinking. The five phases of Design Thinking, according to D.school Stanford, are as follows: empathise – with your users define – your users’ needs, their problem, and your insights ideate – by challenging assumptions and creating ideas for innovative solutions prototype – to start creating solutions test – solutions What qualities should a good designer have? The spirit of enquiry GK + Curiosity entertainer imagination + risk visual mind Every iconic design that we know, arose from someone’s need, and more importantly someone noticing and addressing this need! and to get here is a constant exercise in empathy! the ‘bendy’ straw-1937 Magic MRI- GE 2014 sometimes whimsical. sometimes romantic sometimes a happy accident but the creation of a new product/ design, always fulfils a need design art has to work / does not and designs will work only because... #1-thinking outside of the box # 2- the power of the narrative the power of storytelling! stories are remembered up to 22 times more than facts facts and numbers don’t trigger or create emotional resonance, nor do they remind, relate to, or connect times, places, and objects to its audience. But, phenomenal and innovative stories do! This means humans, consumers, your customers, everyone is hard wired to listen to a strong story that resonates with them. When brand stories are compelling enough they embed in the mind of its listeners — they are then shared and re- shared. the power of storytelling! - let your product tell a story - let your packaging tell a story - let your branding tell a story - lets your idea tell a story the most successful packaging story of all time This iconic contour fluted lines of the Coca-Cola bottle has been celebrated in art, music, and advertising globally for over 100 years now and has become one of the most recognized objects of the the curvy hobble twentieth century. skirt, 1915 the sweetest story ever the luckiest accident in graphic design history A tape recorder that does not record Thirty years ago, the idea of people walking around with headphones A defining on whilst listening to music seemed accessory insane. Now, it's of the something we barely notice, but ‘ME’ what piece of decade design created this change in behaviour? shoot, pull, shake design polaroid camera Why has this iconic paper pad stuck around for almost 40 years? The classic 'Canary Yellow' colour of the paper was actually chosen by accident! When creators Dr. Spencer Silver and Art Fry were testing the Post-it, they only had scrap yellow paper available from the lab next door. You could say that the iconic colour just Post-it stuck! Which is a great began life thing because yellow is eye-catching and makes as a dark ink stand out, this solution makes it the perfect canvas for an important message without a that can't be missed! problem. Dieter Rams “Indifference towards people and the reality in which they live is actually the one and only cardinal sin in design.” Dieter Rams Dieter Rams Dieter Rams Good design is innovative Good design makes a product useful Good design is aesthetic Good design makes a product understandable Good design is unobtrusive Dieter Rams Good design is honest Good design is long-lasting Good design is thorough down to the last detail Good design is environmentally- friendly Good design is as little design as possible “I'm dating my iPhone.” i phone “The best ideas start as conversations.” The chief icon of a new religion ‘It is modest but monumental: nothing needs to be added, nothing needs to be taken away. It is the perfect thing’ The unboxing of a new religion with this in mind, it may be more correct to say that “design thinking is not about thinking outside of the box, but on its edge, its corner, its flap, and under its barcode.” -Clint Runge thank you:) Essentials of Innovation & Entrepreneurship (EIE) - I Module [M3]: Human-Centered Innovation EIE - I Today’s Topics Human-Centered Innovation Design Thinking Effectuation Credit: Image Creator (Microsoft Bing) EIE - I EIE M2 Session – Previous Session Recap Join at www.menti.com Use the code: 1223 1463 EIE - I EIE M2 Session Quiz - Discussion Essentials of Innovation & Entrepreneurship (EIE) - I Module [M3]: Design Thinking EIE - I EIE M3 Session – Participant Opinion Join at www.menti.com Use the code: 1223 1463 EIE - I Guest Lecture by: Prof. Chitra Vishwanathan Director of the B.Design Program @ PES University 25+ years of professional experience: Design, Advertising, Entrepreneurship and Teaching EIE - I EIE - I Source: Harvard Business Review EIE - I Design Thinking: Overview Design thinking: A process for creative problem solving IDEO Founder David Kelley, coined the term Design Thinking David Kelley founded d.school (@ Stanford Univ) Helped develop Apple’s 1ˢᵗ mouse, Palm V PDA, etc. Not just Tech, but for Space, Medical, etc (see here more details) EIE - I Design Thinking Desirability → User Feasibility → Tech Viability → Business EIE - I Why Design Thinking is Important for Innovation & Startups? Help you/team surface unmet needs of the people you are creating for Generates solutions that are revolutionary, not just incremental Reduces the risk associated with launching new ideas 3 Key Principles: (EIE ☺) Empathy Ideation Experimentation EIE - I Design Thinking in 90 Seconds (The Strategy Group) Link (first 1 min) EIE - I Design Thinking (HBR Explainer) Link (2:17 mins) EIE - I TED Talk: Human Centric Innovation: Mileha Soneji Link (7mins) EIE - I Design Thinking Framework EIE - I IDEO Case Study (Video) IDEO did the ‘Shopping cart project’ for ABC News to illustrate their process for coming up with innovative new products: IDEO shopping cart project (15 mins) IDEO shopping cart project (8 mins) Carefully watch to see Process (and steps) IDEO employs for new/innovative products How they brainstorm effectively and jot down observations Rapid prototyping and iterating to come up with a new/improved solution Essentials of Innovation & Entrepreneurship (EIE) - I Module [M3]: Effectuation EIE - I How Entrepreneurs Build Ventures: Causal logic (conventional wisdom) Come up with a brilliant idea Show there is a large market for it Write a winning business plan Raise money Build and grow the venture Go public or sell Go off to the Bahamas ☺ 4 EIE - I Effectuation: Another Approach to Getting Started Video: A Brief Guide to Effectuation (2:52) Essential Reading: What makes Entrepreneurs Entrepreneurial? Originator: Dr. Saras Sarasvathy (Darden School of Business, University of Virginia) 5 EIE - I Causal: Effectual: Expressing or indicating Producing or able to cause produce a desired effect relating to or showing the cause suggest the accomplishment of a desired of something result especially as viewed after the fact 3 From Merriam Webster Dictionary EIE - I Effectuation Let’s use an Analogy….. Preparing dinner When you go to cook dinner how do you cook? 1. Have a specific menu, shop for the ingredients, follow the recipe. 2. Have a look in the fridge, see what’s in there and make dinner accordingly 6 EIE - I Effectual Logic Effectual dining Effectual reasoning often requires… Imagination Risk-taking Spontaneity Salesmanship 7 EIE - I A Managerial Approach Causal reasoning to achieve a given goal: following pre-existing pathways M1 M2 M3 GOAL M4 M5 8 EIE - I A Strategic Approach Creative causal reasoning to achieve a given goal: may involve the creation of new pathways M1 M2 M3 GOAL M4 M5 9 EIE - I An Entrepreneurial approach Effectual reasoning: Using a given set of means, start imagining new possibilities GOAL1 M1 GOAL2 M5 M2 GOAL3 M4 M3 GOAL4 GOAL 5 10 EIE - I An Effectual Approach Effectuation considers entrepreneurship as a series of decisions. Decision-making can be applied in ambiguous or uncertain settings. Entrepreneurs reimagine outcomes and use means to move into action without elaborate planning. 11 EIE - I Non-Predictive Control High PREDICTION HIGH PLAN (Causal) VISIONARY Low CO-CREATE High LOW ADAPT (Effectuation) LOW HIGH CONTROL 13 EIE - I The Key Finding To the extent we can predict the future, we can control it Causal Logic Effectual Logic To an extent we can control the future, we don’t need to predict it 13 EIE - I Examples of Effectuation Work with what’s already within your control to co-create the future 12 EIE - I Effectuation Example 15 EIE - I Effectuation Example 16 PRINCIPLES OF EFFECTUATION Centre for Innovation and Entrepreneurship (CIE) EIE - I Bird-in-Hand Principle Start with your means Start with Who you are, What you know, & Whom you know When expert entrepreneurs set out to build a new venture, they start with their means: Who I am, what I know, and whom I know Then, the entrepreneurs imagine possibilities that originate from their means. 17 EIE - I Affordable Loss Principle Focus on the Downside Risk Invest what you can afford to lose – extreme case $0 Expert entrepreneurs limit risk by understanding what they can afford to lose at each step, instead of seeking large all-or-nothing opportunities. They choose goals and actions where there is an upside even if the downside ends up happening. 18 EIE - I Lemonade Principle Leverage Contingencies: Embrace and Leverage surprises Expert entrepreneurs invite the surprise factor Instead of making “what-if” scenarios to deal with the worst-case scenarios, experts interpret “bad” news & surprises as potential clues to create new markets. 19 EIE - I Crazy Quilt Principle Form partnerships: Build a network of self-selected stakeholders Expert entrepreneurs build partnerships with self-selecting stakeholders. By obtaining pre-commitments from these key partners early on in the venture, experts reduce uncertainty and co-create new market with its interested participants. 20 EIE - I Pilot-in-the-Plane Principle Pilot-in-the-plane principle: Co-create the future By focusing on activities within their control, expert entrepreneurs know their actions will result in the desired outcomes. An effectual worldview is rooted in the belief that the future is neither found nor predicted but rather CREATED 21 EIE - I Summary of Effectuation Process 22 EIE - I Recap: 5 Principles of Effectuation For details, see https://effectuation.org/the-five-principles-of-effectuation 22 EIE - I Summary Bird-in-hand principle: Start with Who you are, What you know, & Whom you know (Not pre-set goals/opps) Affordable loss principle: Invest what you can afford to lose –extreme case $0 (Not expected return) Crazy Quilt principle: Build a network of self-selected stakeholders (Not competitive analysis) Lemonade principle: Embrace and Leverage surprises (Not avoid them) Pilot-in-the-plane principle: Co-create the future (Not stick to a pre-determined path) 22 When to use Effectuation You need them to start your business but eventually you shift away from effectual logic 23 EIE - I Entrepreneurship Mindset → Effectuation Effectuation and Entrepreneurial Mindset Go Hand in Hand Effectuation Entrepreneurship Mindset Elements Bird-in-Hand Principle: Imaginative, Creative, Resourcefulness, Adaptability Affordable Loss Principle Calculated Risk-taking, Learning from Failures Crazy Quilt Principle Networking, Relationship-building, Collaborative Lemonade Principle Courage, Growth-mindset, Optimist Pilot-in-a-Plane Principle Flexibility, Agility, Adaptability Other Commonalities between Effectuation & Entrepreneurship Mindset: Action-oriented, Embracing Uncertainty, Leveraging existing Resources, Iterative Approach 22 EIE - I Post-Session Activity: Empathy Map For a given set of customers facing a given challenge/problem, create an empathy map EIE - I Post-Session Activity: Effectuation Effectuation Activity: The Lemonade Stand Challenge Objective: To apply the effectuation principles to create a small-scale entrepreneurial venture. Instructions: 1. Brainstorm a product or service: Consider your skills, interests, and resources. Think about a product or service you could create or offer with minimal investment. 2. Identify your existing resources: Make a list of the resources you already have, such as time, skills, contacts, and equipment. 3. Set a small, achievable goal: Instead of aiming for a grand vision, start with a modest goal. For example, if you're selling lemonade, aim to sell a certain number of cups per day. 4. Create a prototype or sample: Even if it's a simple version, having a tangible product or service will help you gather feedback. 5. Test your idea: Share your product or service with friends, family, or classmates. Ask for their feedback and suggestions. 6. Iterate and improve: Based on the feedback you receive, make adjustments to your product or service. 7. Leverage your network: Reach out to people you know to see if they can help you connect with potential customers or partners. 8. Start small and grow gradually: Avoid making large investments upfront. Instead, focus on generating revenue and reinvesting your profits to grow your business. Additional Considerations: Time constraints: Consider the amount of time you have available to dedicate to the project. Budget: Set a budget for your venture and stick to it. Legal and regulatory requirements: Ensure that your venture complies with any relevant laws and regulations. Reflection: Write a reflection on your experience. Discuss the challenges you faced, the lessons you learned, and how you applied the principles of effectuation. PES EIE PART 1 Session Feedback Please share your feedback on Mentimeter Join at www.menti.com Use code: xxxx xxxx 45 Essentials of Innovation & Entrepreneurship (EIE) - I Module [M4]: Opportunity Identification & Ethics EIE - I EIE M3 Session – Previous Session Recap Join at www.menti.com Use the code: 8936 6241 EIE - I EIE M3 Session Quiz - Discussion EIE - I Today’s Topics Opportunity Identification Ethics for Startups Credit: Image Creator (Microsoft Bing) EIE – Part I BIG PICTURE: STARTUP (VENTURE) Opportunity Identification Pursuit of Opportunity EIE – Part I BIG PICTURE: STARTUP (VENTURE) PRODUCT OR MARKET SERVICE PEOPLE & RESOURCES & ORGANIZATION CAPITAL Source: Thomas Byers, Stanford University EIE – Part I Idea → Market Process Formation Validation Growth EIE – Part I Idea → Market Process Source: www.startupcommons.org Opportunity Identification Centre for Innovation and Entrepreneurship (EIE) EIE – Part I Is an Idea the same as an Opportunity? Join at www.menti.com Use the code: 6392 5884 EIE – Part I Idea vs. Opportunity IDEA The lightbulb moment, a flash of inspiration that ignites the imagination Opportunity The open door, a chance waiting to be seized or a pathway to creating value EIE – Part I Opportunity Fundamentals Great opportunities are often disguised as difficult problems Potential to create significant value for the customer Customer’s pain → source for entrepreneur’s value creation New technology may or may not be a biz opportunity Shift/changes in regulatory policy can be an opportunity Serendipity (chance) can throw up opportunities 5 EIE – Part I 4 Simple Ways to Have a Great Idea (TED Talk, start 45s, total ~5min) Video 1 EIE – Part I “Every Problem is an Opportunity” - Vinod Khosla (Khosla Ventures & Founder Sun Microsystems) EIE – Part I Sources of Startup Opportunity Customers’ needs (or changing needs) Personal (experience of) need or problem Changes: Market-driven Study/Analyze Trends Changes: Technology-driven Discontinuities (social, technological, market) Role of Chance/Luck (“right place, right time”) 5 EIE – Part I Quiz: IDE* Startup (which quadrant?) High High Growth (scalable) D B Business Model Low Growth Low High C A (non-scalable) Business Model Unvalidated Mkt Validated Business Model Business Model * Innovation-driven entrepreneurship 5 EIE – Part I Quiz #1: IDE Startup (which quadrant?) High High Growth (scalable) Business Model D B A –> Small Business B –> Scaleup D –> Startup Low Growth Low High C –> No Go! C A (non-scalable) Business Model Unvalidated Mkt Validated Business Model Business Model 5 EIE – Part I What makes an Opportunity attractive? EIE – Part I Current Problem/Need is Customers’ Solvable Context Real Need Important willing to Pay in the near future Industry, Market, or Problem to the customer & is likely with resources Regulations, etc Profitable (present/acquired) are understood EIE – Part I 'Value’ of an Opportunity B: C: D: Number of Frequency Willingness to A: Value of the Target Customers X that the Solution is used X Payfor Current Solution Potential = Opportunity E: Level of Satisfaction with existing Customers/solutions 3 EIE – Part I Identifying a Good Opportunity Summary (Flowchart) Tech Trends Market Trends Personal Unmet needs in Analyze Challenges the market Analyze Existing solution can be Are there new needs? People want to spend more/less made cheaper, faster, better? on certain things? New solution can be built? What solutions are valued? In demand? Potential Opportunities Filter using ‘TIPSC’ Target Opportunities EIE – Part I Summary: Identifying a Good Opportunity Problem: Is this a ‘good’ & real problem (today, not in the distant future)? Need: Who needs this (customer) and what benefit is the customer seeking? Business: Is this viable from a ‘business’ Execution: Is there a path for you/team to get started on above? Your team would be an ideal founding team for this opportunity? Testable: Can this problem & solution be tested (from a customer dev perspective)? Use TIPSC to narrow down on opportunity: Timely, Important, Profitable, Solvable, Context 5 EIE – Part I Example: Opportunity identification Brian Chesky and Joe Gebbia, the founders of Airbnb, noticed a unique opportunity during a design conference in San Francisco. Hotel rooms (which were expensive) were in short supply, and they realized that people had spare rooms in their homes. This opportunity identification led to the creation of Airbnb, now a global marketplace for accommodations and experiences. Airbnb disrupted the traditional hotel industry by capitalizing on the sharing economy and offering unique and affordable lodging options. 6 EIE – Part I Example: Opportunity identification Patrick and John Collison, founders of Stripe, noticed that the hardest part of starting an internet business at the time wasn't coming up with an idea, turning the idea into code or getting people to hear about it and pay for it. The hardest part was finding a way to accept customer's money. Stripe, now a multinational financial services company with a valuation of about $65 billion and over $1 trillion in payment volume processed in 2023. Its customers include the likes of Amazon, IBM, Lyft, NASDAQ and Google. 6 EIE – Part I Example: Opportunity Identification Reed Hastings & Marc Randolph, the co-founders of Netflix, recognized the opportunity to disrupt the video rental industry. They observed the inconvenience of late fees and the limitations of brick-and-mortar rental stores, and identified the potential of a subscription-based model for DVD rentals. Netflix initially started as a DVD-by-mail rental service (2007), offering subscribers unlimited rentals without late fees. As technology advanced, they shifted their focus to streaming media, recognizing the opportunity to provide on-demand entertainment to customers through the internet. 7 Post-Session Activity: Problem / Needs Brainstorm/Discuss & list 3-5 biggest (real) Problems/ Needs (per category) for 2-3 categories Sample categories: Personal Experience, Environment, Entertainment, etc An inspiration for categories: UN Sustainable Development Goals (SDG) Post-Session Activity: Napkin Pitch Select the top 2-3 problem/opportunity The Big Idea Needs/ Benefits statements (Oppty Stmt) (what your solution can deliver to Customers/Users) Capture this in ‘Napkin Pitch’ (on the right) for each problem/opportunity statement Execution Viable Business? (what does it take to (worth the effort? Use the Napkin pitch (per opportunity) as a implement this What are the top risks solution?) and key assumptions starting point to validate the opportunity behind this? ) 8 Post-Session Activity: Problem / Needs Inspiration: UN SDG Goals Ethics (for Startups) Centre for Innovation and Entrepreneurship (EIE) EIE What is Ethics? What is Business Ethics? Video (~3mins) 1 Ethics and Business Ethics is concerned with doing the right (moral) thing It is a solid foundation on which integrity and reputation can be built Integrity and reputation is a must for long-term business success While the above is true any enterprise, it is especially important for startups as this can bring down the entire effort if one is not mindful of ethics (Why?) 3 Why Ethics is Important in Entrepreneurship? Success depends on winning against competitors Competitive pressure sometimes tempts changing the ‘moral compass’ Leading to unethical decisions with big (negative) consequences A key task of Founders is to establish an ethical culture While profitability is important, ethical values are even more important 4 Redefining Entrepreneurship “Entrepreneurship is when you act [ethically] upon opportunities and ideas and transform them into value for others” 1 Ethical Leadership Mindset Integrity Fairness & Justice Ethical leader consistently Ethical leaders treat all demonstrate honesty, individuals with fairness and trustworthiness,and a strong impartially. moral compass. 1 EIE Ethical Leadership Mindset Decision Making Responsibility & Accountability Ethical leaders prioritize ethical Ethical leaders take responsibility considerations in their decision for their actions and the making process. outcomes of their decisions. 1 Overlooking Ethics Results in …. Scandals Corporate Examples, Global/Indian Enron, Volkswagen, Lehman Brothers, Facebook list Satyam Computers, IL&FS list Startup Examples, Global/Indian Theranos - A Fallen Unicorn GoMechanic Ethics-related Issues can arise in Small/Large & Local/Global enterprises 5 Obstacles to Ethical Decision-Making Complacency: We believe that “it can’t happen here.” Self-Delusion: We judge ourselves by our intentions, while others judge us by our actions Rationalizations: We make up justifications and excuses for ethical missteps Survival Mentality: We convince ourselves that ethical missteps are necessary 5 EIE How to Build a Ethical Startup Video (Stanford University ~2mins) 1 PES EIE PART 1 Session Feedback Please share your feedback on Mentimeter Join at www.menti.com Use code: xxxx xxxx 45 Essentials of Innovation & Entrepreneurship (EIE) - I Module [M5]: Building/Leading Teams in Startups EIE – Part I Announcements 1. Next week: Sep 18/Wed, shorter session: 1hr (on Value Proposition) 2. In-person/offline class: Targeting session on Oct 9/Wed, stay tuned for details 3. You have an opportunity to build a startup/team in this class! Showcase this in PESU E-Summit (Oct) and win cool prizes! 4. You/team can submit your idea to other startup hackathons as well; Practice makes it perfect! (see several emails/announcements from CIE) EIE - I EIE M4 Session Quiz - Discussion / Recap EIE - I Journey Till Now… EIE - I Journey Till Now Join at www.menti.com Use the code: 6922 3642 EIE - I Today’s Topics Building Teams Leading Teams Credit: Image Creator (Microsoft Bing) EIE – Part I 1 Credits: Peanuts by Charles Schulz EIE – Part I 1 EIE – Part I Top 20 Reasons Startups Fail #3: "Not the Right Team” 4 Source: CB Insights EIE – Part I Your Idea of a ‘Dream’ (Perfect) Startup Team? Join at www.menti.com Use the code: 6922 3642 EIE – Part I Effective Team Characteristics Trust Purpose Good Communication: Most decisions by Create & Maintain and shared beliefs disagreements handled well Consensus 12 Clear Roles/Responsibilities Collaborative Diversity Teams Learn & Share Team effort And Inclusion their learning 4 EIE – Part I What Makes a Good Team (Simon Sinek, ~2min) Video 1 EIE – Part I Building Your Startup: Building Your Team (Kauffman Foundation, ~1min) Video 1 EIE – Part I Build a Tower, Build a Team (MarshMallow Challenge) (TED Talk, ~7min) Video 1 EIE – Part I Diversity and Inclusion “Diversity is being invited to the party Inclusion is being asked to dance” Verna Myers 4 EIE – Part I The Power of Diverse Teams (Microsoft, ~1min) Video 1 EIE – Part I Different Types of Diversity in Teams Join at www.menti.com Use the code: 6922 3642 EIE – Part I Diversity Entrepreneurial Diversity (Dimensions): Expertise, Opinion, Power Optimal Levels of Diversity: Expertise: High Opinion: Moderate Power: Low 4 EIE – Part I Secret of High-Performing Teams Energy, Engagement, Exploration “Just by looking at the sociometric data, we’ve been able to foretell which teams will win a business plan contest” ”The most valuable form of communication is face-to-face” How do you plan to overcome this? (especially if you are cross-campus/remote) 5 EIE – Part I Early Signs of Dysfunctional Team-Member Relationship Criticism Contempt Defensiveness Stonewalling (refusing to communicate) 4 Kevin Hale – How to Work Together, Y Combinator EIE – Part I Is there a Perfect Team? A better question to ask is ‘How Do We Work Together’? Everyone fights, so make a plan Figure out roles, goals, and a process before emotions get involved Start having hard conversations now Communicate to share honest feedback without criticism Pay down emotional debt regularly 4 Kevin Hale – How to Work Together, Y Combinator EIE – Part I Simplified View: ‘Balanced’ Founding Team Key driver to bring the idea to life; Inspires the Team Not defined by position/title but by Attitude; Build the product/solution & Helps sell the product/solution anything else needed along the way 6 EIE – Part I Team Roles Founder(s) Founding Team Founding CEO Has the Initial Idea. Complementary skills- Brings order and May or May not have Builds the early firm/org create ‘Comfort in a leadership role Chaos’; Leads the Company 6 EIE – Part I Know Thy Self 2 EIE – Part I Personalities (example: DISC) Sample DISC test (checkout others as well): https://www.tonyrobbins.com/disc, https://professionalleadershipinstitute.com/disc-assessment/ EIE - I Leading Teams Credit: Image Creator (Microsoft Bing) EIE – Part I Your idea of a Good Leader (startup context)? Join at www.menti.com Use the code: 6922 3642 EIE – Part I What It Takes to Be a Great Leader (Harvard Business Review Explainer, ~2 min) Video 1 EIE – Part I What Makes a Great Leader (Innovation Context) (Linda Hill, Harvard Business School, 1st 4 mins) Video 1 EIE – Part I Leadership – What You Don’t Need: Micro-manage (Movie clip: “Office Space”, 1 min) Video 1 EIE – Part I Leadership – What You Don’t Need: Unempathetic (clip from: “Parks and Recreation”, 1 min) Video 1 EIE – Part I Leadership: Vision (Steve Jobs, 45 sec) Video 1 EIE – Part I Leadership: Listen, Kindness, Respect (ex-President Barack Obama, ~2 min) Video 1 EIE – Part I Leadership: Trust vs. Performance (Simon Sinek, 2 min) Video 1 EIE – Part I Leadership – Taking Care of your Team Member (Simon Sinek, 1 min) Video 1 EIE – Part I Leadership: Empathy, Perspective (Simon Sinek, first 2.5 min) Video 1 EIE – Part I What's more important than IQ & Tech Savviness for a Leader? Join at www.menti.com Use the code: 6922 3642 EIE – Part I What Makes a (Great) Leader (Daniel Goleman, Harvard Business Review, 4 min) Video 1 EIE – Part I Elements of Emotional Intelligence 6 Harvard Business School: See here for an insightful article EIE – Part I Reading: ”The Real Leadership Lessons of Steve Jobs” 6 Source: Harvard Business Review: Apr 2012, link EIE – Part I Summary Top Reason Startups Fail: One of the top reasons for failure is "Not the Right Team." Ensuring the team has the right mix of skills, leadership, and collaboration is critical to success. What Makes a Good Team?: Essential components include mutual trust, respect, shared beliefs, and a focus on the organization's success over personal interests. Diversity in skills and perspectives is crucial, and members should approach differences maturely. High-Performing Teams: Teams with high energy, engagement, and exploration often perform better. Communication, particularly face-to-face, plays a key role in team success, even when members are remote. Team Roles: In a founding team, complementary skills are vital. The CEO often brings order, providing "comfort in chaos," while other founders may or may not take on leadership roles. Leadership behavior demonstrated by all team members in a startup can make all the difference between success and failure! EIE – Part I Announcements 1. Next week: Sep 18/Wed, shorter session: 1hr (on Value Proposition) 2. In-person/offline class: Targeting session on Oct 9/Wed, stay tuned for details 3. You have an opportunity to build a startup/team in this class! You can showcase this in the PESU E-Summit (Oct) and win cool prizes! 4. You/team can submit your idea to other startup hackathons as well; Practice makes it perfect! (see several emails/announcements from CIE) EIE – Part I Post-Session Activity: DISC Personality Test There are several (free) Personality Tests available online. DISC is one of them. Even DISC is offered (for free) by multiple agencies. Below are 2 examples (feel free to checkout others): https://www.tonyrobbins.com/disc https://professionalleadershipinstitute.com/disc-assessment/ Note: The accuracy of any psychometric test varies; consider results as 1 perspective, do not view result as definitive! Reflect on the following: 1. Do you agree with the results? Analyze what you agree and don’t agree 2. Are there areas that you wish to strengthen? Change? Keep it the same? EIE – Part I Post-Session Activity: Form a Team Based on self-reflection and inputs from a personality test 1. Which do you identify as the dominant type: Hacker, Hustler, Visionary? 2. What type of teammates do you seek? 3. What type of diversity are you looking for in your team? 4. What are the aspirations for yourself and as a team (for this course)? Form a Startup Team and Start your Entrepreneurial Journey 1. Form a Team comprising of 4-5 members & select an opportunity statement (use TIPSC, etc) 2. Apply the course principles (learned till now) and build out the idea/opportunity. 3. You/Team can submit your idea/opportunity and participate in PESU E-Summit!! EIE – Part I Session Feedback Please share your feedback on Mentimeter Join at www.menti.com Use code: xxxx xxxx 45 EIE – Part I Go Be an Entrepreneur: Teams and more (Kauffman Foundation, ~4min) Video 1

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