Entrepreneurship community

1. Dr. Robert McNamee
Managing Director / Assistant Professor,
Innovation & Entrepreneur Institute
Fox School of Business, Temple University
Dr. Andrew Maxwell
Director / Assistant Professor
Bergeron Entrepreneurs in Science & Technology,
Lassonde School of Engineering
Creating a Shared Online Course in
Creativity & Innovation
“To cease to think creatively is to cease to live”
– Benjamin Franklin

2. PDW Agenda / Goals for Today
• Introductions and Our Motivation
• PDW Goals and Objectives
• Group Knowledge Creation Activity – 5 Whys
• Progress to Date / Examples
– History & Trajectory
– Example Course: SGM 0827. Creativity & Organizational Innovation
• Platform & Existing Content Examples
– Platform, Example Journeys, Example Building Blocks (Modules / Videos)
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3. • Our Background and Research
• How many of you have taught an entrepreneurship course?
• How many of you have taught an innovation course?
• How many of you have taught a creativity course?
Getting to know us…
Getting to know you…
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4. • We asked some fundamental questions about university education
• What is the value of a university education?
• How can we create greater value?
• How do we compete with increasing interest in MOOCs?
• How do we make courses that are more relevant in the job market?
• How do we embrace online learning?
• How do we foster experiential learning?
• How do we embrace best practices in pedagogy ?
• How do we bring research results into the classroom?
• We decided that the solution lay in co-developed teaching resources
• A high level of expert driven online content
• Collaboration between content, module, and course creators as well as other faculty
• A flipped classroom approach, that fostered experiential learning activities
Our Motivation
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5. “Why aren't there more multi-university co-developed
courses that take this approach?”
This led us to ask:
We would like to explore this question with you using the
5 Whys Root Cause Analysis approach
• Quite a Simple Process
• Start with the question above
• Generate several answers as a group
• Select the most important and ask why again (digging deeper)
• Repeat 5 times (should get 5 levels deep)

6. RCA / 5 Whys General Format
Problem Statement – Why (1)?
 Sub Reason 1
 Sub Reason 2
 Sub Reason 3** - Why (3)?
 Sub Reason 4  Sub Sub Reason 1
 Sub Sub Reason 2
 Sub Sub Reason 3
 Sub Sub Reason 4** - Why (4)?
 Reason 1
 Reason 2** - Why (2)?
 Reason 3
 Reason 4
 Sub Sub Sub Sub Reason 1
 Sub Sub Sub Sub Reason 2**
 Sub Sub Sub Sub Reason 3
At each level pick the most important /
actionable reason(s) and ask why again
 Sub Sub Sub Reason 1
 Sub Sub Sub Reason 2 ** - Why (5)?
 Sub Sub Sub Reason 3
 Sub Sub Sub Reason 4
This is a fundamental mess / challenge
exploration and problem formulation tool
that we use in our creativity courses

7. Our approach
• Developing a platform to encourage collaboration and co-creation
• Content to be co-created and delivered by faculty
• Not a MOOC, more like a modern alternative to a text book
• Brings thought-leadership & best practices together in the classroom
• Embrace experiential learning, flipped classroom, team-teaching, hybrid/online delivery
• Building Blocks, Courses/Journeys, Platform
• Content and Modules (integrated lessons) make up the building blocks
• Building blocks include theory/perspectives, examples, and tools/techniques
• Courses designed as structured innovation processes to address specific real-world innovation
challenges (specific to audiences / problems / journeys needed)
• Platform provides the community engagement and development environment
• Content Domain: Creativity & Innovation
• Domain developing at rapid pace
• Critical skills for students
• Experts in creativity & innovation more likely to embrace new approaches (we hope)

8. Our History / Trajectory
Date Activity Impact
2011 Reposition “Intro. To Entrepreneurship” as
“Entrepreneurial & Innovative Thinking”
40% increase in demand
2013 Launch SGM 0827 “Creativity & Organizational
Innovation” GenEd course
2x enrollment across UG E-ship courses
2012-2014 New Portfolio of Graduate Creativity &
Innovation courses
9x enrollment in SGM graduate electives
‘11/’12 to ‘16/’17
2014 Implement Hybrid Team Teaching Model in 0827 Scale / standardize / Train-the-trainer
2016 Pilot creativity & innovation courses at York Enhanced quality of video / online content
2017 Pilot creativity & innovation courses at Flinders Enhanced experiential learning
2016/17 Pilot Creativity & Innovation Collaboration
Platforms (Innovation Cartography)
Engaged broad range of university partners
for feedback / co-creation
2017-18 Social-Impact creativity module in GenEd course Reach 6000+ Incoming frosh at Temple
2017-18 Launch University-Wide Core Course Reach 2000+ Incoming frosh at York
2018+ Share with multiple universities globally Extend to 50 university partners

9. Why Creativity & Innovation?
• Critical Thinking & Creative Problem Solving – Two Sides of a Coin
• Critical Thinking: “objective analysis of facts to form a judgement” - Wikipedia
• Creative Problem Solving takes critical thinking to the next level:
• Explicit Divergence and Convergent Phases
• Highlights mess-finding / opportunity recognition / problem (re)formulation
• Deals with uncertainty and ambiguity
• Entrepreneurship can be a dirty word
• Term ‘entrepreneurship’ is misunderstood (particularly outside the business school) –
creativity & innovation are more broadly attractive/appreciated
• Entrepreneurship Requires Creativity & Innovation
• Particularly if you want new value creation, scale, impact, growth, funding, etc…
• Making Students “Real-World Ready”
• Relevant skills/perspectives to launch ventures OR be high-value employees
• Creativity & Innovation skills consistently highlighted as paramount by employers
• Practical implications of leading research

10. Creative Problem
Solving Process (CPS)
[Generalized Process]
Design Thinking
StageGate
Real Options &
Portfolio Approaches
Jobs-to-be-Done
Innovation Adoption-
Diffusion
Lean Startup
Epicenters of
Business Model
Innovation
10-Types of
Innovation

11. Some Definitions
• Creativity
• “interplay between ability and
process by which an individual or
group produce an outcome that is
both novel and useful as defined
within some social context”.
• Entrepreneurs
• Creative problem solvers that are
driven to identify and grab-hold of
opportunities…
• Leverage entrepreneurial,
organizational, and business
approaches to turn their ideas
into reality
(Min Basadur, 2017)

12. Design / Delivery Model
• Hybrid Format
• 50% of content online, 50% in-person during ‘Creativity Labs’
• Student meet 1x per week for 1 hour 20 minutes (instead of 2x)
• 45 min to 1.5 hours online videos + other activities each week
• Team Teaching
• Each section assigned two instructors (RCM + Adjunct)
• Instructor guide and all materials provided to faculty
• Weekly WebEx session to coordinate / share best practices
• Great onboarding for new faculty
• Flipped Classroom / Experiential Learning
• Lectures done as online videos
• In-Person sessions incorporate discussion and group exercises
• Homework designed to create more engaged in-class experience
• Want all students to work on something personally relevant

13. A structured creative / innovation process can be designed to
get you from a specific point A to another specific point B (going
through some other key points on the way)
Designing Innovation Processes/Courses
• We use the analogy of “innovation journeys”
• Start point is where our target audience is now
• Ending point is destination want to guide them to
• We break down the overall journey into digestible pieces
• Perspectives/Tools are delivered as needed in journey
• Assignments/Deliverables are anchor points along journey as
well as evidence of reaching destination
Scoping the
Journey is
Step 1

14. Clear
Steps
Clear
Goal
Routine Process
Innovation Journeys
Creative Process
Fuzzy
GoalFuzzy
Path to
Goal
(Gamestorming, 2010)

15. 0827 Course = Structured Innovation Journey
Passion
Exploring
Passions
SCAMPER
Trend Analysis
Photo
Immersion
Type of User in
Context
Opportunity
Brainstorming
Quick Screen
Idea Explore /
Evaluate
Forced
Association
Job Mapping
Empathy
Interviewing
Informal JAM
Reviews
Assumption ID
/ Busting
Draft Idea for
Product/Service
‘Final’ Idea for
Product/Service
Impact x
Feasibility
Matrix
Idea
Presentations
/ Discussion
Idea Competition
Submission
Official Peer
Reviews

16. Innovation courses (journeys)
Sample courses Start Finish Author
Excelerate Technology business
idea
Equity Funding Maxwell/Graham
Creativity & Org.
Innovation (Temple)
Passion Innovative Idea for
Product / Service
McNamee
Innovation and
creativity (York)
Innovation imperative Innovation plan McNamee/Maxwell
TechConnect Technology / Core
Competency
Commercialization plan McNamee/Maxwell
Market Opp. Navigator Technology Market segment Gruber/Tal-Itzkovitch
Idea Maker Initial Idea Improved idea Bruton
Cracking Creativity Code Concept Initial idea Maital

17. Example of a Module
Video: What is a Trend?
Video: Examples of
Trends (Trendhunter)?
Video: PEST Analysis
(uncover opportunities)
HW: PEST (trends,
underlying trends,
opportunities)
Video: Related &
Underlying Trends
Online Q&A
Video: Humans Need
Not Apply
Discussion: Humans
Need Not Apply
Online Quiz
Online
Content
Online Engagement
/ Assessment
In-Class Discussion
Exercise: Underlying
Trends & Opportunities
Exercise: Trend Forced
Association
1. Professor Example
2. Practice as Class
3. Group Exercise
In-Class
Activities

18. Tools and approaches (sample)
• Six thinking hats
• Assumption busting
• Challenge mapping
• Brainstorming
• The eight wastes:
• Value Chain analysis
• Root cause analysis
• Failure Mode Effect
Analysis
• Pareto Analysis
• Business model canvas
• Jobs to be done
• Six Sigma
• 5 whys
• Risk assessment matrix
• Lateral thinking
• SCAMPER
• TRIZ: Theory of inventive
problem solving
• Value proposition canvas
• Boston Matrix
• SWOT
• Stage-Gate
• Real Options
• Trends (PEST)
• Force Field
• Customer Journey
Mapping
• Activity Systems Map
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19. Data Gathering / Discussion
• What tools / techniques / approaches or resources have you used
successfully in the past?
• What are some ideas that can help us move forward (platform
consideration, pilots, business models, other key elements needed)?
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20. Creating a Community of Entrepreneurship Educators
https://www.facebook.com/Ent.educators
What features would you like to see added?

21. • Who is interested in content we have?
• Who wants to contribute?
• What business models may be viable?
• How can we best connect with you / get you engaged?
Data Gathering / Discussion