DOCSLIB.ORG

Development of Lean Startup and Global Entrepreneurship Program for Educational Institutions in Thailand

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Development of Lean Startup and Global Entrepreneurship Program for Educational Institutions in Thailand See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/319307115 Development of Lean Startup and Global Entrepreneurship Program for Educational Institutions in Thailand Conference Paper · August 2017 CITATIONS READS 0 2,425 4 authors, including: Siripong Jungthawan Vithaya Suharitdamrong King Mongkut's Institute of Technology Ladkrabang King Mongkut's Institute of Technology Ladkrabang 9 PUBLICATIONS 26 CITATIONS 2 PUBLICATIONS 1 CITATION SEE PROFILE SEE PROFILE Some of the authors of this publication are also working on these related projects: Lean Innovation and Global Entrepreneurship View project All content following this page was uploaded by Siripong Jungthawan on 27 August 2017. The user has requested enhancement of the downloaded file. Development of Lean Startup and Global Entrepreneurship Program for Educational Institutions in Thailand Siripong Jungthawan International College, King Mongkut's Institute of Technology Ladkrabang (KMITL), Thailand E-mail: [email protected] Chavayot Pomcum Lean Startup Thailand, Thailand [email protected] Natnawat Jiwattanakul Global Entrepreneurship Thailand (GET), Thailand [email protected] Vithaya Suharitdamrong International College, King Mongkut's Institute of Technology Ladkrabang (KMITL), Thailand E-mail: [email protected] Abstract This paper aims to investigate and design the lean startup and global entrepreneurship program between educational institutions and pioneer company in Thailand to develop the suitable program for new-entrepreneur and startup with lean thinking. Especially, Thailand government set the Thailand 4.0 policy in 2016 to transform and develop Thai economic system based on new-entrepreneur and startup driven. Thailand government policy will impact on economic in longtime, then we establish this lean startup and global entrepreneurship program, to produce for new-entrepreneur and startup. Expected result should be boots up GDP like a rocket launch as same as developed country. Key words: Global Entrepreneurship, Lean Startup, Education 1. Introduction Thailand government set the Thailand 4.0 policy in 2016 to transform and develop Thai economic system based on new-entrepreneur and startup driven. Dr. Pichet Durongkaveroj, Ministry of Digital Economy and Society (MDES) received the Startup Nations Award for National Policy Leadership 2016. For this leadership his policy in education to develop universities to global entrepreneurial university. And Thailand is being driven the new economic engine by the startups company to transform and develop Thai economic system, create more value-added by service industry and the five new S-curves are next-generation automotive and robotics; aviation and logistics; biofuels and biochemical; digital; affluent, medical and wellness tourism. Universities and pioneer company have set lean startup and global entrepreneurship program to modify all program to be global entrepreneurial course. This course provide an account of the teamwork and collaboration at King Mongkut's Institute of Technology Ladkrabang (KMITL), Lean Startup Thailand, and Global Entrepreneurship Thailand (GET). This course is required by almost all of the students in the Faculty of Engineer, introduces the concept of lean startup and global entrepreneurship, and brings innovation to business. Moreover, we plan to introduce lean startup and global entrepreneurship course in semester 1 academic year 2017. 2. Literature Review Lean thinking (Womack and Jones, 1996; Jungthawan 2017) provides a way to specify value in the ultimately customer perspective, line up value stream to create actions in the best sequence focus on value-added activities, and conduct these activities without interruption whenever someone requests product, and perform them more and more productivity, and continuous improvement in the all of life cycle. Lean startup (Blank, 2013; Ries, 2011) is a methodology that experiment overelaborate planning, customer feedback over intuition, and iterative design over traditional development. Lean startup is concept as "minimum viable product (MVP)" and "pivoting", it has quickly taken root in the startup and enterprise world, and business school in developed country adapting lean startup methodology in their curriculum to teach their staffs. Business model canvas (BMC) (Osterwalder, 2010) lets you understand your business on 9 blocks in the one page, each component contains details and hypotheses about your business in figure 1. Customer segments let you know your target customer; value propositions seeks to solve the customer problems; channels that are delivered product through communication, distribution and sales channels; customer relationships how you keep your customer in your business, revenue streams will result from deliver value proposition to your customer, key resources are the assets required to offer and deliver the value proposition; key activities perform activities; cost structure is result in the business model. Figure 1: Business Model Canvas (BMC) and the 9 blocks (Osterwalder, 2010) 3. Research Methodology The basic of this study came from the hypothesis that how to establish startup and global entrepreneurship mindset from university which incubator and pre-accelerator to stable company. We design the course from context the technological university with research methodology in figure 2. Figure 2: Research methodology for lean startup and global entrepreneurship program Step 1 in the methodology aim at identify related work. We search in the research database of literature of KMITL with keywords; Lean Startup, Global Entrepreneurship, Education, Incubator, Thailand. Step 2 aim to design suitable program for graduate student in faculty of engineer. Step 3 we will open this course with 3 hours per week (3 credits) in semester 1 academic year 2017. And step 4 we will summary and analysis the result of the program. 4. Result Lean startup and global entrepreneurship program was developed for graduate student show in table 1, that include lean startup and global entrepreneurship mindset, business model canvas, value preposition mapping, and business plan, from zero to running business. Week Activity Detail 1 Lean startup and global - entrepreneurship and inspiration entrepreneurship mindset 2 Lean startup methodology - understand 5 lean startup principles 3 Lean Business model canvas - business model canvas relation 4 Value preposition design - how you map value preposition and customer pain point 5 Minimum viable product - prototype and mock-up 6 Channels and customer relationships - channels and how you know business is growing 7 Revenue streams - how you capture value from your customer 8 Midterm examination - test of your understanding 1-7 9 Key partner and activities - who key partner type are you looking for 10 Key resources and souring - resources and sourcing 11 Cost structure - cost of your business 12 Lean management - run your business leaner and faster 13 Business plan and pitching techniques - business plan for your investment 14 Seeder and fuel from investor - where is investor and how to get the capital 15 Lean scaling and group presentation - what your business story and next action plan 16 Final examination - test of your understanding 9-15 Table 1: course outline of lean startup and global entrepreneurship program We believe that this lean startup and global entrepreneurship program, to produce for new- entrepreneur and startup. The organizations should be boots up GDP like a rocket launch as same as developed country. Furthermore, we can expand this course to the other universities, secondary school, incubators, and accelerators in Thailand. Acknowledgements Authors would like to acknowledge all partners in PhD program in Logistics and Supply Chain Management (LSCM), International College, King Mongkut's Institute of Technology Ladkrabang (KMITL), Thailand for supporting the valuable knowledge and information sharing. Moreover, authors are grateful for International College, KMITL funding to carry out this research. References Alexander Osterwalder. (2010), Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Canada: Wiley. Alisa Salewski, and Victor Klein. (2015), How to Launch Lean in a University, US: ASQ. Chad E. Davis, Ronald E. Bolen. (2016), “Implementing Lean LaunchPad Methodology into an Engineering Professional Development Course”, US: Frontiers in Education Conference (FIE), IEEE, 12-15 Oct. 2016. Eric Ries. (2011), The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Business, NY: Crown Business. James P. Womack, and Daniel T. Jones. (1996), Lean Thinking: Banish Waste and Create Wealth in Your Corporation, New York: Free Press. Nathan Furr, and Jeff Dyer. (2014), The Innovator's Method Bringing The Lean Start-up into Your Organization, MA: Harvard Business Review Press. Siripong Jungthawan. (2017) LEAN: Cost down, faster deliver, profit growth, Bangkok: Dd. Steve Blank. (2013), Why the Lean Start-Up Changes Everything, MA: Harvard Business Review. Steve Blank. (2017), Why You Can’t Just Tell a Company “Be More Like a Startup”, MA: Harvard Business Review. Steve Blank and Jerry Engel. (2013), The Lean LaunchPad Educators Guide, US: ONCIIA. Researcher Siripong Jungthawan is a PhD student in Logistics and Supply Chain Management (LSCM), International College, King Mongkut's Institute of Technology Ladkrabang (KMITL), Thailand. He interests in
Load more

Recommended publications
  • Why Did “We” Not Work?
    LANGEVOORT.PRINTER.UPDATED (DO NOT DELETE) 7/18/2021 5:50 PM Corporate Adolescence: Why Did “We” Not Work? * Donald C. Langevoort and Hillary A. Sale In academic and public commentary, entrepreneurial finance is usually portrayed as a quintessential American success story, an institutional structure whereby expert venture capitalists with strong reputational incentives channel much-needed equity to deserving entrepreneurs, then subject them to intense monitoring to assure they stay on the path to hoped- for success in the form of an initial public offering or public company acquisition.1 Thus, it is jarring that in recent years there have been so many troubles, from gross embarrassments to allegations of outright criminality, at companies like Uber, Theranos, and our subject here, WeWork. These dramas are often portrayed in terms of the predictable sins of youthfulness: reckless, disruptive, risk-taking behaviors that come from the volatile interaction of a charismatic young leader and a cult(ure) of STEM-smart followers who buy into the dream.2 * The authors thank Craig Lewis, Sharon Nellis, and Elizabeth Pollman for their helpful comments and Olivia Brown, Samantha Glazer, Hollie Chenault, Claire Creighton, Jing Xu, and Michael Marcus for their research, insights, and good humor. 1. E.g., Bernard S. Black & Ronald J. Gilson, Venture Capital and the Structure of Capital Markets, 47 J. FIN. ECON. 243 (1998). 2. See generally JOHN CARREYROU, BAD BLOOD: SECRETS AND LIES IN A SILICON VALLEY STARTUP (2018) (discussing the Theranos scandal
    [Show full text]
  • Entrepreneurs in Residence Program
    Entrepreneurs in Residence Program The Entrepreneurs in Residence Program engages successful business school alumni and other accomplished practitioners who can provide entrepreneurial advice and guidance to students, faculty and staff of Columbia University. Visit gsb.columbia.edu/entrepreneurship to request an appointment. Please contact Chris Bustamante, Program Coordinator at [email protected] or call 212-854-9894 with any questions regarding the program. Professor Clifford Schorer Director, Entrepreneur in Residence Program Following a successful business career as an entrepreneur in 2001 Cliff joined the Columbia Business School faculty as the Entrepreneur in Residence. In addition to teaching “Launching New Ventures,” he serves as faculty advisor to the Eugene M. Lang Investment Fund and in 1999 initiated the Greenhouse Business Incubator Program. In the spring of 2005, he was awarded the Distinguished Service Award for his contribution to the study of Innovation and Entrepreneurship at Columbia Business School. He is sincerely committed to the development and nurturing the spirit of innovation and the fre+e enterprise process. In 2007 he was awarded the Dean’s award for teaching excellence. In 2012 the Business School named a fund in his honor for his support the Greenhouse program for launching new ventures from. Throughout his business career, Cliff specialized in launching high tech companies. His focus is on businesses with unique ideas or technologies that require energy and guidance during their initial growth phases. His companies include a variety of enterprises ranging from medical electronics to video production. The companies include the first Sharp Electronics distributorship in the US, Micromedia Applied Technologies, and Real Estate Development Corporation.
    [Show full text]
  • 2.3 Venture Capital 16
    POLITECNICO DI TORINO Corso di Laurea Magistrale in Ingegneria Gestionale (Engineering and Management) Tesi di Laurea Magistrale The Startup journey through a case study: Amazon Relatore Candidato Prof.ssa Elisa Ughetto Nicole Maria Zanon Matricola: 262838 Anno accademico 2020/2021 “A mia mamma, grazie alla quale sono la persona che sono e alla quale posso dire solo un sincero grazie” 1 Index Page Abstract 3 Chapter 1 1.1 What is a startup? 4 1.2 Funding and evaluation method of a start up 5 1.3 Types of startups 8 1.4 Strategy of startups 10 Chapter 2 2.1 The role of investors 13 2.2 Business Angel 13 2.3 Venture Capital 16 Chapter 3 3.1 Startup in Italy 19 3.2 The Italian context 21 3.3 The business ecosystem in Italy 24 Chapter 4: The Amazon Case 4.1 The Amazon’s story 27 4.2 The success of Amazon 31 4.3 Amazon and its long-term strategy 32 4.4 Amazon in Italy 35 4.5 The achievements of Amazon 37 4.6 Amazon's failures 38 4.7 Amazon and strategies against COVID-19 40 Conclusions 42 References 43 2 Abstract That of Startup is a little-known topic, to which sometimes is not given enough importance. However, the study found that they are a first step in developing new businesses, with the aim of growing more and more. Precisely for this reason, the Amazon case was addressed in the dissertation, born just as a startup inside a garage, it shows how a firm born as start-up can grow over the years and achieve significant goals after years.
    [Show full text]
  • The Impact of Lean Startup Theory Upon Local Business Entrepreneurs
    University of the Incarnate Word The Athenaeum Theses & Dissertations 12-2017 The Impact of Lean Startup Theory Upon Local Business Entrepreneurs Gary Boyd University of the Incarnate Word, [email protected] Follow this and additional works at: https://athenaeum.uiw.edu/uiw_etds Part of the Business Commons Recommended Citation Boyd, Gary, "The Impact of Lean Startup Theory Upon Local Business Entrepreneurs" (2017). Theses & Dissertations. 322. https://athenaeum.uiw.edu/uiw_etds/322 This Dissertation is brought to you for free and open access by The Athenaeum. It has been accepted for inclusion in Theses & Dissertations by an authorized administrator of The Athenaeum. For more information, please contact [email protected]. THE IMPACT OF LEAN STARTUP THEORY UPON LOCAL BUSINESS ENTREPRENEURS by GARY W. BOYD A DISSERTATION Presented to the Faculty of the University of the Incarnate Word in partial fulfillment of the requirements for the degree of DOCTOR OF PHILOSOPHY UNIVERSITY OF THE INCARNATE WORD December 2017 ii Copyright by Gary W. Boyd 2017 iii ACKNOWLEDGMENTS I believe that personal accomplishment of any value happens in part because that lead person had a great many collaborators in success. It is certainly the case here. I wish to acknowledge a few of those helpers and sustainers here. First, to my dissertation committee, I express my heartfelt thanks for your input and guidance. My chair, Dr. Noah Kasraie, has been an unwavering guide, a strong support, and a great teacher to me all throughout this doctoral process. To Dr. Sarah Jackson and Dr. Robin Guerrero, I sincerely appreciate your insights, suggestions, and help as committee members.
    [Show full text]
  • News [email protected]
    Contact: Debbie Goldberg Director of Media Relations 215-9512718 News [email protected] Steve Blank, entrepreneur, educator and author, to speak at Philadelphia University’s Commencement on Sunday, May 15 at the Mann Center for the Performing Arts Tomio Taki, a leader in textile and apparel manufacturing, also will be awarded the honorary degree Doctor of Humane Letters PHILADELPHIA, April 13, 2011 – Steven G. Blank, an award-winning educator, author and entrepreneur, will speak at Philadelphia University’s Commencement on Sunday, May 15, at 11 a.m. at the Mann Center for the Performing Arts. He will be awarded the honorary degree Doctor of Humane Letters. Tomio Taki, a leader in textile and apparel manufacturing whose company at one time owned designer firms Anne Klein & Company and The Donna Karan Company, also will be honored with the honorary Doctor of Humane Letters. A serial entrepreneur, Blank has founded eight companies involving software development, workstation development, computer peripherals, military intelligence systems, semiconductors and video game development. The firms include E.piphany, MIPS Computers, Convergent Technologies, ESL and Rocket Science Games. Blank teaches at Stanford University’s School of Engineering, the University of California-Berkeley Haas School of Business and the UC-Berkeley/Columbia University Joint Executive MBA program. He recently authored Four Steps to the Epiphany, a comprehensive resource for new and seasoned entrepreneurs, and writes a widely read blog on topics ranging from education to entrepreneurship. ―Steve Blank’s success as an entrepreneur and educator makes him a perfect role model for Philadelphia University’s graduates, who are entering a world in which they will need to work across disciplines and apply their knowledge in creative and innovative ways to come up with solutions to complex problems,‖ said Philadelphia University President Stephen Spinelli Jr.
    [Show full text]
  • The Global Startup Ecosystem Ranking 2015
    The Global* Startup Ecosystem with Foreword by Steve Blank from The Startup Ecosystem Report Series by Compass.co (formerly Startup Genome) Ranking 2015 with the support of Crunchbase *excluding China, South Korea and Japan August 2015 Version 1.2 2 Contents 3 Foreword 112 Torontoindings Mene, mene, tekel, upharsin - The Writing is On the Wall 117 Vancouverndings About Compass 122 Amsterdamngs Compass.co (formerly Startup Genome) 5 Startup Revolution Series 127 Montreal gs 6 The Great Transition: Industrial to Information Revolution 132 Feature: Hong Kong We came together for one reason: 8 The Decline of the Blue Chip 134 Feature: Kuala Lumpur To radically improve the success rate of businesses. 12 The Rise of the Startup 139 Feature: Ecosystem Canvas With 34,000 signups, Compass is the leading solution for 16 The Critical Role of the Startup Ecosystem cted Findings automated management reports and benchmarks for small and medium-sized online businesses. 19 Introduction 142 Methodology 143 Overview 22 The Global Startup Ecosystem Ranking Compass is made for executives who seek visibility on how 143 1. Stakeholder Objectives to improve their ROI without having to rely on analysts or 28 Top 20 Deep Dives 143 2. Data Sources consultants. Compass automatically prepares best- practice 143 3. Definitions Used reports and benchmarks for your weekly and monthly business 32 Silicon Valley 143 4. Ranking Methodology meetings. 37 New York lected Findings 144 5. Changes from 2012 42 Los Angeles Se #lected Findings 144 6. Index Details You get your first interactive report in less than 2 minutes after 47 Boston elected Findings 145 7.
    [Show full text]
  • Why Did “We” Not Work?
    Georgetown University Law Center Scholarship @ GEORGETOWN LAW 2021 Corporate Adolescence: Why Did “We” Not Work? Donald C. Langevoort Georgetown University Law Center, [email protected] Hillary A. Sale Georgetown University Law Center, [email protected] This paper can be downloaded free of charge from: https://scholarship.law.georgetown.edu/facpub/2343 https://ssrn.com/abstract=3762718 This open-access article is brought to you by the Georgetown Law Library. Posted with permission of the author. Follow this and additional works at: https://scholarship.law.georgetown.edu/facpub Part of the Business Organizations Law Commons Corporate Adolescence: Why Did “We” Not Work? Donald C. Langevoort & Hillary A. Sale* In academic and public commentary, entrepreneurial finance is usually portrayed as a quintessential American success story, an institutional structure whereby expert venture capitalists with strong reputational incentives channel much-needed equity to deserving entrepreneurs, then subject them to intense monitoring to assure they stay on the path to hoped-for success in the form of an initial public offering or public company acquisition.1 Thus, it is jarring that in recent years there have been so many troubles, from gross embarrassments to allegations of outright criminality, at companies like Uber, Theranos, and our subject here, WeWork. These dramas are often portrayed in terms of the predictable sins of youthfulness: reckless, disruptive, risk-taking behaviors that come from the volatile interaction of a charismatic young leader and a cult(ure) of STEM-smart followers who buy into the dream.2 * The authors thank Olivia Brown, Samantha Glazer, Hollie Chenault, Claire Creighton, Jing Xu, and Michael Marcus for their research, insights, and good humor.
    [Show full text]
  • Lean Launchpad Evidence-Based Entrepreneurship™ Educators Guide
    Lean LaunchPad Evidence-Based Entrepreneurship™ Educators Guide Steve Blank, Jerry Engel, Jim Hornthal November 2014 | 6th Edition Preface Purpose The goal of this document is to give you the theory of why we created the Lean LaunchPad class and the practice of how we have run it. However, it is neither a guide nor a cookbook for a class. As educators, we expect you to adapt the class to your own school and curriculum as appropriate. Scope The Lean LaunchPad class was developed primarily from graduate level experience at several of the nation’s leading universities. It’s been taught both in engineering and business schools, as well as to post-graduate teams under the National Science Foundation program. However, we believe the methodology has broader applicability, and it is being adapted for use in undergraduate programs. Focus The focus of the Lean LaunchPad class has primarily been on scalable startups, often tech- based; however, initial indications are that the approach is generalizable and can embrace the challenges faced by small and medium-sized businesses, as well as new ventures in large corporations. Acknowledgements The Lean LaunchPad was first taught at Stanford University as part of the Stanford Technology Ventures Program. Hats off to Kathy Eisenhardt and Tom Byers, who gave us the freedom to invent and teach the class. The class would not have been possible without the two VCs who volunteered their time to teach this Stanford class with me: Jon Feiber of Mohr Davidow Ventures and Ann Miura-Ko of Floodgate. Lisa Forssell taught the "how to present" class and Thomas Haymore was an indefatigable Teaching Assistant.
    [Show full text]
  • Spring 2009 MBA 295F Syllabus Rev 4
    University of California at Berkeley - Haas School of Business MBA 295F & EMBA 295F The Customer Development Process in High Tech: Sales, Marketing & Business Development in a Startup Instructor: Steve Blank Date: Tuesdays 6-8pm Room: C220 Haas Prerequisite(s): Passion, Creativity and Resilience Class Format: Lecture/Guests Units of Credit: 2 Purpose of the Course This course is about how to build a “Lean Startup” and successfully organize sales, marketing and business development, with particular emphasis on high technology companies, by using the “Customer Development” methodology. Its premise is that startups are not smaller versions of large companies. Instead early stage ventures require their own tools and techniques. For the purpose of this course, a “startup” can either be a new venture, or an existing company entering a new market. Both must solve a common set of issues: Where is our market? Who are our customers? How do we build the right team? How do we scale sales? The class will cover the four steps of Customer Development; Customer Discovery - understanding customer problems and needs, Customer Validation - developing a sales model that can be replicated, Customer Creation - creating and driving end user demand, and Company Building - transitioning the organization from learning and discovery to a well oiled machine engineered for execution. The key points of this Customer Development class are: 1. Get out of the building. Very few technology startups fail for lack of technology. They almost always fail for lack of customers. Yet surprisingly few companies take the basic step of attempting to learn about their customers (or potential customers) until it is too late - it's just so easy to focus on product and technology instead.
    [Show full text]
  • MGT 304 - Technology Entrepreneurship – Lean Startups
    MGT 304 - Technology Entrepreneurship – Lean Startups Class Meeting Information Meeting Times and Locations: TR 4:00-5:15pm in BEH 222 Credits: 3 Learning Outcomes Students will gain experiential learning opportunity designed to learn the Lean Startups methodology using Steve Blank’s Lean Startup Class (see http://steveblank.com/category/lean-launchpad/). This is NOT a business plan class. The following are the specific learning outcomes associated with the class. Students will: 1. Master the concepts from the business model canvas framework and apply it to several different businesses. 2. Practice making educated guesses on how a business would operate according to the business model canvas. 3. Become adept at customer development, which involves talking to a lot of customers, partners, competitors to validate whether a business model will really work. 4. Hone writing skills by several rounds of feedback on interim reports and reflective journal posts. 5. Practice entrepreneurial networking by participating in local entrepreneurship events. 6. Develop the ability to take action when there is no “correct answer” on what to do. 7. Practice giving helpful feedback to others regarding their business idea. This requires balancing being positive and recognizing that honest feedback can save the recipient valuable money and time! Course Prerequisites Business major/junior standing. Interest in learning how ideas can become a real company really helps. Course Materials We will follow Steve Blank’s Lean Startup class (https://www.udacity.com/course/ep245). I will also post readings, videos, and websites on http://www.launchlab.org/LeanStartup/. I use Launchlab.org to share what we do in class with the broader community.
    [Show full text]
  • Investing in Academic Technology Innovation and Entrepreneurship: Moving Beyond Research Funding Through the Nsf I-Corps™ Program
    Technology and Innovation, Vol. 19, pp. 773-786, 2018 ISSN 1949-8241 • E-ISSN 1949-825X Printed in the USA. All rights reserved. http://dx.doi.org/10.21300/19.4.2018.773 Copyright © 2018 National Academy of Inventors. www.technologyandinnovation.org INVESTING IN ACADEMIC TECHNOLOGY INNOVATION AND ENTREPRENEURSHIP: MOVING BEYOND RESEARCH FUNDING THROUGH THE NSF I-CORPS™ PROGRAM Chinonye C. Nnakwe1, Nisha Cooch2, and Aileen Huang-Saad3 1Grove School of Engineering, City University of New York (CUNY), New York City, NY, USA 2CUREComms, Inc., Washington, DC, USA 3Department of Biomedical Engineering, College of Engineering, University of Michigan, Ann Arbor, MI, USA In 2012, the National Science Foundation (NSF) took ambitious steps to revisit how they invest in academic innovation and entrepreneurship. Rather than increasing financial investments in technology development, it created NSF I-Corps™, an innovation education program and nationwide innovation network for NSF-funded faculty and trainees. Since its launch, NSF I-Corps has trained over 3,000 researchers and has been adopted by nine federal agencies. This paper provides a brief history of government investment in academic innovation, including the conceptualization of the I-Corps program, as well as its goals, growth, and influence on other agencies. The primary data for the paper includes interviews from 13 key individuals involved in the launch of the program and publicly available program data. We conclude with a discussion of challenges and opportunities as I-Corps-related programs look to scale and sustain their efforts going forward. This paper offers government, university administrators, and faculty insight into alternative methods of promoting academic innovation and explores future research areas for entrepreneurial ecosystems and education.
    [Show full text]
  • Talking to Humans
    TALKING TO HUMANS Success starts with understanding your customers GIFF CONSTABLE with Frank Rimalovski illustrations by Tom Fishburne and foreword by Steve Blank Copyright ©2014 Giff Constable First edition, v1.71 All rights reserved. Book design: Giff Constable Illustrations by Tom Fishburne Cover design assistance: Jono Mallanyk Lean Startup is trademarked by Eric Ries Customer Discovery is a phrase coined by Steve Blank ISBN: 978-0-9908009-0-3 Special thanks to the NYU Entrepreneurial Institute for their collaboration and support in the creation of Talking to Humans Acclaim for Talking to Humans “If you are teaching entrepreneurship or running a startup accelerator, you need to make it required reading for your students and teams. I have.” Steve Blank, entrepreneur, educator and author of Four Steps to the Epiphany and The Startup Owner’s Manual “If entrepreneurship 101 is talking to customers, this is the syllabus. Talking to Humans is a thoughtful guide to the customer informed product development that lies at the foundation of successful start-ups.” Phin Barnes, Partner, First Round Capital “Getting started on your Customer Discovery journey is the most important step to becoming a successful entrepreneur and reading Talking To Humans is the smartest first step to finding and solving real problems for paying customers.” Andre Marquis, Executive Director, Lester Center for Entrepreneurship University of California Berkeley “A lot of entrepreneurs pay lip service to talking to customers but you have to know how. Talking to Humans
    [Show full text]