Pensaernïaeth

Objective:

Effective engagement of Alumni seeks to support the students to become:

• be flexible and adaptable, seeing alternative perspectives and offering a choice of solutions
• review and evaluate multiple solutions in contexts that anticipate and accommodate change and contain elements of ambiguity, uncertainty and risk.

Overview:

With the pre-arranged (and prolonged) support of alumni (now professionals) this approach of continued access to external professionals (ideally programme/course Alumni) is designed to prepare students to be able to engage with real clients and better enable them to respond proactively to change.

Externals are invited to engage with the current student group as they undertake a task, using social media (facebook; twitter etc) an/or Skype. This creates either incremental weekly instruction that builds into an overall assignment or regular support or feedback on course work from externals.

Activity

This approach needs pre-agreement and commitment of externals (ideally Programme/course Alumni) who commit to short, but regular interaction through social media or Skype.

This activity can either be driven by a live brief or challenge identified by the external (higher level of engagement) or as comment and support to those undertaking the programme, through sharing expertise and current work experiences. If the students are working on a live brief or task given by the external, this high level of interactivity can mean that summative deadlines can changedand information updated, and the newsworthy or other high profile influences can be included throughout the module. (The assignment usually mirrors an actual assignment undertaken professionally by an Alumni professional).

This engagement can be “managed” by the tutor – to pre-plan some ambiguity or pre-agreed change of brief/scope with the Alumni contact, or left open to allow access to externals as an organic relationship, where advice may be sought by the students or experience/daily practice shared by the Professional as they see fit.

In addition, any presentation /show case or final assignment submission can be shared with the external and their input made part of the summative or formative feedback (assessment strategy).

Note that the choice of social media will impact on the type of engagement between alumni and students, but ideally something that the Alumni member uses regularly will ensure more regular engagement. Even small inputs (as typically seen in social media such as Twitter) can guide student approach and ensure that they are able to ask private questions, and that other students can also learn from the mentor/alumni generic comments or insights.

Skill Development:

Depending upon the level and type of engagement, students can benefit from insights from a ‘typical day/week’ of a professional working in their area, or be pushed to develop their tolerance to ambiguity (through changing deadlines, or unexpected changes to the brief or additional information). This can build resilience in the students but there needs to be clear expectations of this relationship, as well as additional tutor support.

Students typically respond well to changes and additional insights from professional Alumni and can develop their understanding and judgement, in their chosen field, whilst gaining further insight regarding professional practice.

Students should be bought together to share their experience of virtually engaging with their Alumni contact and explore their emotional responses to the changing briefs or additional information. They need to explore, and develop strategies, for coping with ‘real world’ brief/challenges and exploringthis together, and sharing how they dealt with it, and could deal with it in the future, builds their confidence and resilience to change. Using reflective practice to consider the learning across the group can draw out a range of key lessons for preparing for future challenges.

Resources:

Access to, and ongoing (committed) virtual engagement by appropriate alumni – determine brief/project or to commit to regular updating/comment for a pre-agreed period of time.

References:

Penaluna, A., Penaluna, K and Diego, I. (2014) The role of education in enterprising creativity. In Sternberg R and Krauss, G. (2014) Handbook of Research on Entrepreneurship and Creativity. Cheltenham / Massachusetts: Edward Elgar).

Scott, J., Penaluna, A., Thompson, J & Brooksbank, D. Experiential entrepreneurship education: Effectiveness and learning outcomes. International Journal of Entrepreneurial Behaviour and Research (Forthcoming)

Jones, C., Penaluna, A., Matlay, H., Penaluna, K. Discovering the Soul of Enterprise Education. Education +Training, Emerald Publishing (Forthcoming)

Penaluna, K., Penaluna, A., Jones, C. and Matlay, H. (2014) ‘When did you last predict a good idea?: Exploring the case of assessing creativity through learning outcomes’, Industry and Higher Education, Vol.8, No.6, December 2014: 399 - 410

Penaluna, A., Coates J. and Penaluna K., (2011) Creativity-Based Assessment and Neural Understandings: A Discussion and Case Study Analysis. Education + Training, Emerald Publishing, Volume 52, Issue 8/9, pp. 660 - 678

Objectives: 

• Ice breaker (which builds a connection between pairs)
• Participants will have to interact and adapt their communication skills to help their team member 
• Participants will reflect and evaluate their performance as a pair
• Improve communication and listening skills and to highlight the importance of trust when working in a team or pair

Overview: 

This physical task engages the whole person in supporting a colleague and ensuring their safety through good communication.  The activity can be used at any time during the session, however it is highly effective as and ice breaker.  It is a fun method to start participants communicating and is simple to deliver in an appropriate environment and can be adjusted depending upon group size, age etc. However health and safety is paramount and you must consider the appropriateness of the group and room for this challenge.

Activity:

You should initiative this activity by stressing the nature of the challenge and stressing that the safety of those involved is paramount.  You can also agree across the group that “stop” can be initiated by any member of the team by raising a hand if they don’t feel that it is safe to proceed.  This can be actioned by anyone and will not result in any penalties.

To run the task, gather the group outside the room and:

1. Scatter furniture that can be used as obstacles but ensuring that safety is not compromised. 
2. Put team members into pairs and should decide amongst them who is to be blindfolded first. 
3. The sighted and blindfolded member should stand at one end of the room. 
4. Aim of the task is for the sighted individual to guide their partner across the room and giving concise information to avoid the obstacles. 
5. Once each team reaches the other side, the pairs are to swap roles 

It could also be possible to create a preferred route or course (as seen in horse show jumping) which they need to accomplish (if you didn’t wish to use obstacles for safety or mobility reasons) which would lead the pair to particular numbers/letters indicated on the wall.

Subject specialisms could also be tested by placing knowledge based answers on the walls and asking the pairs to walk to their answer through the course (see QAARunaround for details of how to do a multiple choice but don’t mix the games in play for safety reasons).

Skill Development: 

This task requires listening and communication skills and also helps builds trust and connections across the pairings.  However the skill development and improved future practice comes from evaluating performance across the group and understanding how and when particular techniques were effective and what lessons that provides for the future.  It is important to acknowledge fears and concerns, or frustrations between the pairings but keep the discussion to the general learning, rather than focusing upon particular experiences of individual pairings as the depth of learning will come from the lessons that can be applied in future group work or communication challenges.  These lessons include clear communication; agreeing ground rules for working together; recognising the need of feedback or support; understanding the importance of clear short messages within these circumstances etc.

Resources:

• Blindfolds
• Large room  - large, safe, open space
• Items that can be used as obstacles which will act as safe barriers (not fall over; not hurt if walked into – no sharp edges)

Objective:

• Experience the difference between managerial and entrepreneurial thinking.
• Engage with conditions of uncertainty and ambiguity.
• Illustrate how entrepreneurs think.

Overview:

Given the unprecedented level of uncertainty in business and entrepreneurship, students must learn how to navigate effectively in an increasingly uncertain world. The exercise consists of students starting in one room with the task of completing a jigsaw puzzle. Students are systematically moved toanother room, where they are asked to create a quilt from a selection of fabric pieces. The debrief explores jigsaw puzzles as managerial thinking and quilt making as entrepreneurial thinking. There is an optional debrief that includes leadership.

Usage Suggestions

This exercise works for all audiences, undergraduate, graduate, or practitioner. Ideally the exercise should be done on day one of a general entrepreneurship course as a way to set up how entrepreneurs think and the difference between entrepreneurial and managerial thinking.

Activity:

Pre-Work Required by Students

None.

Time Plan (60–80 minutes)

The exercise begins in a room with tables for each team. Students are asked to clear their table in preparation. The second room required is a large empty space. A table (fairly long) is placed in front of this room or space, and fabric pieces are piled on the table. The piles should be messy, with all the fabrics mixed up (not sorted by size, colour, or any other dimension).

Puzzle time 0:00–0:05 (5 minutes)

Divide students into groups of five to seven and give them the following directions: “Your task is quite easy but you don’t have a lot of time. Your goal is to put together the puzzle that is sitting on the table as fast as you possibly can. It’s only 300 pieces! You can do it. Get started. You are being timed. Don’t worry; there are no cameras in the room!”

Random Pull - Out to Quilting Room 0:05–0:30 (25 minutes)

Pull students at random from the puzzle room, one at a time, asking for one volunteer from each group. The individual volunteered or selected from each group is taken to the empty room with the table of fabric.

At the fabric table the first group is told: “Your new task is quite easy but you don’t have a lot of time. You are now designated quilt leaders. Your goal is to construct a design for a quilt. Choose six pieces of fabric from the table – no more and no less. Select an area in the room and begin to construct a quilt. You may not come back to the table for more or different fabric. No sewing is required. Simply place your fabric on the ground as if you were going to sew patches of fabric together to create the quilt. The goal is to build the best quilt you possibly can. Others will join you a bit later. Have fun!”

Note: Each quilt leader should choose six pieces of fabric, and each will begin his or her own quilt in different areas of the room. Subsequent “volunteers” are taken out of the puzzle rooms at two to three minute intervals and instructed to take six pieces of fabric and join any quilt in progress that interests them. “Your new task is quite easy but you don’t have a lot of time. Join one of the groups in the room. You do not have to stay with the team members from your puzzle group. Your goal is to construct a design for a quilt. Choose six pieces of fabric from the table – no more and no less. Next, join a group to help them build the best quilt you can. You may not exchange fabric once you choose. No sewing is required. Simply place your fabric on the ground as if you were going to sew patches of fabric together to create the quilt. Have fun!” When all individuals are out of the puzzle room and in the quilt room, allow two more minutes to complete the quilts.

Debrief 0:30–1:00 (30 minutes)

The debrief may take place inside the quilt room or back in the classroom depending on group size. If debriefing inside the quilt room, have each quilt leader describe how the design of the quilt emerged. If debriefing outside the quilt room, give students time to walk through the quilt room to study all of the quilt designs before leaving the room. Begin with questions:

• How many preferred the puzzle? Why?
• How many preferred the quilt? Why?

Focus on quilts:

• Ask the leaders about how the design came to be.
• Ask team members why they joined one team versus another.
• How did it feel moving from puzzle to quilts?
• What type of thinking was required for each part of the exercise?

Summary

At this time, it’s important to introduce the concepts of puzzle as managerial thinking and quilts as entrepreneurial thinking. Puzzle as managerial thinking:

• The goal is well defined (the puzzle picture is typically on the outside of the box).
• Determine resources to achieve the goal (puzzle pieces).
• Create a plan (put pieces in piles by colour, and start with the edges).
• Execute the plan (edges first).
• Measure progress along the way.
• Goal achieved – the puzzle looks just like the picture on the front of the box! Well done!

Quilt as entrepreneurial thinking:

• Entrepreneurs start with what they have rather than what they need (fabric pieces).
• When entrepreneurs are not sure what to do their only choice is to act (pick a group and get to work)
• The design of the quilt emerges over time because it’s difficult to plan (the quilt keeps changing every time a new person enters the group and the environment and resources change).
• You never really know when it’s quite finished.
• Creating something new requires iteration rather than linear problem solving.

Optional Leadership Debrief 1:00–1:20 (20 minutes)

• What is leadership? (Ask them to write down their definition.)
• How did you “see” leadership around you? (Call on several different quilt groups.)
• How did you “see” followership?
• Who were the assigned leaders?
• Did the rest of you know there were assigned leaders?
• Pick an assigned leader and ask that person to describe his or her experience.
• When and how do you decide whether to lead or follow?
• What is the difference between leadership, management, and entrepreneurship?
• What is entrepreneurial leadership?

Key Takeaways

• Under conditions of extreme uncertainty the only choice is action.
• One form of thinking (entrepreneurial or managerial) is not necessarily better than the other, yet it is important to understand the environmental context. If the skills for completing a jigsaw puzzle (managerial thinking) are used to solve a complicated problem in an uncertain environment, students are likely to run into one roadblock after another. However, if students can get more comfortable with quilt making (entrepreneurial thinking), then they may be able to navigate the terrain of entrepreneurship with greater aptitude.
• Action trumps planning in uncertain environments.

Teaching Tips

It is preferable not to refer to the exercise as the “quilt exercise” prior to conducting the exercise, as it rather gives away the punch line. Pacing is very important. As soon as the quilt leaders have placed their fabric on the ground, volunteers should be pulled out of the puzzle room approximately every three minutes. Fast pace is much better than a slow pace.

Skill Development:

This exercise is an interactive challenge designed to help raise student awareness of the difference between managerial and entrepreneurial thinking. It also is a strong illustration of how to gain a better understanding of the impact of increasing degrees of uncertainty on the entrepreneurial process.

Resources:

Materials List

• Jigsaw puzzles (one per group, 300 pieces).
• Fabric remnants (approximately six pieces per person).
• Two rooms (one with tables equal to number of groups and one empty).

• The exercise is adapted from Saras Sarasvathy’s crazy quilt principle within her work on effectual entrepreneurship.

The full text ‘Teaching Entrepreneurship: A Practice-Based Approach’ can be purchased here > http://www.amazon.co.uk/Teaching-Entrepreneurship-A-Practice-Based-Approach/dp/1782540695

References:

This exercise is taken from;

• Heidi M. Neck, Patricia G. Greene and Candida G. Brush, 2014. Teaching Entrepreneurship: A Practice-Based Approach (pp.105 – 109). Edition. Edward Elgar Pub.

Theoretical Foundations

• Neck, H.M. 2011. Cognitive ambidexterity: The underlying mental model of the entrepreneurial leader. In D. Greenberg, K. McKone- Sweet, and H.J. Wilson (eds.)The New Entrepreneurial Leader: Developing Leaders Who Will Shape Social and Economic Opportunities (pp. 24–42). San Francisco: Berrett- Koehler.
• Sarasvathy, S. 2008. Effectuation: Elements of Entrepreneurial Expertise. Cheltenham, UK and Northampton, MA, USA: Edward Elgar Publishing.
• Schlesinger, L., and Kieffer, C. 2012. Just Start. Cambridge, MA: Harvard Business School Press.

Author:

• This exercise is taken from, Heidi M. Neck, Patricia G. Greene and Candida G. Brush, 2014. Teaching Entrepreneurship: A Practice-Based Approach (pp.105 – 109). Edition. Edward Elgar Pub. and is reprinted with the kind permission of the authors.,

Objective:

Engaging large groups of students in delivery and content interactively can be a challenge, often made more difficult by the lay-out of teaching spaces.  Using the potential of the mobile or smart phone for texting, voting, or twitter can engage all the individuals in the room, allowing them to ask questions that are unlikely to be raised as questions during a traditional lecture format.

Overview:

Engaging students in their learning, particularly in the static environment of large lecture theatres is a challenge.  However learners are likely to have smart phones available to them during class and rather than banning them from the room, it can be more engaging to encourage your students to use their phones to raise questions, vote and share their opinions or indicate their views on specific topics.  By developing your traditional‘lecture’ style to involve decision points, questions or votes, you can check understanding in the room, and if you wish to use specialised text apps or features (such as Twitter or voting apps) you can open your entire input to comment and reaction.

Activity:

This activity can be incorporated into your traditional large group teaching (particularly with large group or in lecture theatre) and although it doesn’t specifically take much time to set up and engage them, you need to ensure that you allocate time for discussion of any points within class to review and clarify the learning.  By creating point of engagement, or inviting students to comment you can change the dynamic of your lectures and develop a ‘conversation’ not only with the learners and yourself, but also across the learners together.

Note of caution: obviously this approach needs consideration relating to the age range and appropriateness of this type of engagement.  There are issues of privacy when using texts (phone numbers) and providing open communication, such as a full twitter ‘wall’ can lead to humour and irrelevant topics appearing on the screen which become distracting to your educational message. You however have the choice to open this screen fully to your students throughout the class, making all communications visible (if using twitter etc) either on a screen or through individual phones or lap tops, or you can keep this dialogue direct to you.  Ownership of accounts (such as in twitter) create a more direct link to individuals without disclosing personal contact details, but it is important to agree ground rules of respect to avoid any trolling of those actively engaging.  Typically students are responsible when engaging with this public forum, but it is important that you are clear about the need to respect contributions and those making them.

Skill Development:

In allowing the learners to voice their concerns, vote on their views and share their feelings or confusion you are opening up their learning experience and showing that other students, as well as themselves as individuals, can develop and deepen their understanding through discussion and clarification.  The skill of concise and effective communication is displayed in the voting and within the precision of short texts or 140 characters in twitter.  This task builds confidence if you, as the tutor, welcome comment and develop the “conversation” with your learners.  It is important to acknowledge questions and areas of concern and respond within the class, or specifically state when you will review this topic further, to create a legitimate feedback loop between yourself and students.

Resources:

Note: Check that students have access to mobile or smart phones and that they are happy to engage in learning by sending text messages (many phone packages allow for free texts but it is important to understand the group perception/position on undertaking this task before starting as it may involve expense).  If wifi is available, then many of the features of apps will be free to use and typically university students have access to institutional wifi in order to engage. However you need to check that your particular teaching room will support your proposed activity without students incurring costs to engage.
A little preparation can be needed (either for individuals to prepare (or establish an account) and/or  the tutor to  establish twitter accounts or to familiarise yourself as the tutor with specific apps, such as Poll Everywhere http://www.polleverywhere.com/ or a twitter wall to display (such as https://tweetwall.com/ or similar).   There are lots of different applications available which will display tweets, or visually display votes or words from students, many free to use, so consider the constraints of your teaching room (such as wifi enabled etc) and encourage your learners to be prepared in advance by making any downloads required.

References:

• http://www.brilliant-insane.com/2015/07/5-reasons-to-allow-texting-in-class.html

Objective:

• The learner will be able to explore an idea or concept as openly as possible to gather a wide range of solutions
• To evidence the power of group work as more ideas are created through team work
• To explore the potential of networks and social connections

Overview

This group task challenges the teams to generate ideas within constraints. This task engages students by allowing them to draw upon their knowledge, connections, hobbies, subject experience, social networks etc. The open brief allows them to be creative but the constraints of time and “no spend” heighten their creativity.

Activity

There is an abundant supply of free-to-use resources which are not readily considered by those addressing a task. This challenge asks “How can you use one or more of these to provide an innovative product, service or experience which creates value for its users?” and seeks to engage the learners to consider the multiple forms of value creation - financial, economic, social, cultural, environmental, aesthetic.

Process – By placing your students into small working groups, suggest the following challenges to them:

1. BRAINSTORM: Identify by listing or brainstorming all the ‘freely available resources’ you can think of. These must be resources you can use for free, without being challenged or acting illegally or irresponsibly. They may include physical, virtual, human, financial and knowledge resources, for example. (Note: you are asking them to draw together resources that will not ‘cost’ so whilst it is recognised that their time ought to be valued and compensated, for the purposes of this task, we are seeking access to resources that they can reach for free at this moment).
2. COMBINATION: Using this “brain stormed” list, ask the group to combine selected resources to provide products, services or experiences which create new value? Aim to identify at least 3 innovative combinations.
3. EVALUATION: ask the groups to select the best option. Who will the innovation be of value to? Whose problem does it solve?
4. REFLECTION and REVIEW: What forms of value are you creating from the list above.
5. REFLECTION: How can you ‘make it happen’ to implement the innovation?
6. COMMUNICATE: Communicate your idea as effectively you can, using available resources, to the group, outlining the need they are addressing.

Depending upon time and the skills that you wish to develop, you can run this task within 1 session or extend the communication and reflection stages to create a half day task or a task that runs over 2 weeks. This allows the groups to access their resources and showcase their ideas in the presentation the following week.

Skill Development:

Within the group work, a range of skills are developed and as the tutor, you can place the emphasis on different areas, depending upon the time you have available. The core skills being developed are around idea generation and evaluation, however it is possible to extend this task to include deeper reflection and communication skills where the groups are required to analyse the challenge and their response to it, as well as present their idea. This reflection can either form part of the presentation brief so that the teams are both presenting their ideas and exploring their experience of the challenge, or you can draw the group together after the presentation-showcase to reflect collectively on:

• How the groups worked?
• What frustrations were caused by the constraints and open brief – and how were they handled?
• How did you address the stages of the challenge?
• How did the stages of the brain-storming/problem solving process help you meet the challenge?
• How would you address such a challenge in the future?
• Which group was most creative in their solution? Why is that your view? How do you assess creativity? 

And you can finally explore issues of cost with the group by recognising that some of these resources could be accessed once for free, but not repeatedly. Ask them to consider how they could achieve the same output/outcome regularly and attempt to cost this.

Resources:

(if available – flip chart or post its for brain storming; pens etc)
Resources to assist with presentation – access to powerpoint; flip charts etc

References:

http://www.palgrave.com/page/detail/opportunity-centred-entrepreneurship-david-rae/?sf1=barcode&st1=9781137474100
Rae, D (2015) “Opportunity-Centred Entrepreneurship” Palgrave

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Objective:

To develop attributes in, and offer experience of, the following to students;

• Authentic problem enquiry and response
• Innovation and Creativity
• Risk-taking
• Taking action
• True collaboration

Introduction:

Module Title: ARC552 Live Projects

This module is a core module for students on the Masters in Architecture. Students work together in groups over six weeks to complete a community design project. Live Projects were born out of a desire to open up opportunities for students to work with community groups out in the city and further afield while still being supported by the School of Architecture. Students are encouraged to explore how people can effectively participate in the designand construction of the buildings that affect them. Students leave the course with an unusual blend of design skills. Being able to talk to clients, work collaboratively, develop briefs, and work with people in a real project, helps students to stand out.

Activity:

Authentic problem enquiry and response: Students are given a brief which comes from a real client – usually from the public sector or from non-profit organisations that otherwise wouldn’t be able to afford to fund an architectural project. Students have to investigate and incorporate the experiences and needs of a real group of people. They also work with real constraints – they have a tight deadline, and have to consider the resources available both to themselves and the client.

This is fundamentally a design project, and the challenge for students is to come up with an innovative design that still meets the needs of their clients.

With this challenge, there is no ‘right’ answer. Students may produce iterations of their design that then receive poor feedback from the client. They have to learn from this feedback and continue to develop their ideas. Students also need to consider the potential impact their project would have on real communities and stakeholders.

Students work as self-directed groups, and have to show initiative in their interactions with the client, with communities, and with each other.

Students to interact professionally and productively with the client. They also have to work together as strong, professional teams.

Impact:

See ‘Learner Outcome’ section.

Learner Outcome:

Student feedback included;

“My experience of the Live Projects was invaluable. The Live Projects demand ideas which contain depth, creativity and logic and most importantly a confidence to present ideas to real life clients – this kind of experience is often hard to acquire even after years of being in practice. Even now, it is still proving to be something of an ace card during interviews.”

Resources:

• More information can be found via the following link > http://www.sheffield.ac.uk/enterprise-education/resources/case-arc552 

References:

• Case Study: ARC552 Live Projects - Resources - Enterprise Education - The University of Sheffield. 2015. [ONLINE]. Available at: http://www.sheffield.ac.uk/enterprise-education/resources/case-arc552. [Accessed 01 August 2015].

Author/Contact Details:

• Alexandra Jones, School of Architecture, The University of Sheffield 
• With thanks to The University of Sheffield Enterprise Academy (USEA) - http://www.sheffield.ac.uk/enterprise-education

Objective:

• Establish relevance of enterprise 
• Introduce enterprise skills with presentation on leadership (identified as a particularly important enterprise skill) and innovation/creativity exercise (including Q&A on accidental discoveries) 
• Introduce start up facts 
• Review an new start up case study 
• Use the business model canvas to consider the planning of an idea 
• Develop a capacity to be creative though the ‘Silly Cow’ exercise 

Introduction:

During the summer of 2014 the Cardiff University Enterprise team worked in partnership with Dr Vicki Stevenson of the Welsh School of Architecture and Welsh Energy Sector Training to create an enterprise education intervention for professional architects.   

The intervention aligns with QAA (2010, p14) Architecture Subject benchmark statement that states, “besides a range of practical and academic skills, architecture graduates are expected to display commitment, artistry, personal expression, imagination and creativity”.  The overall aim was to consider the relationship between enterprise and architecture, leading towards future developments within the School.   

Activity:

Key Points

• Built environment professionals engaged in one day workshop about entrepreneurship 
• Intervention developed in partnership with Welsh Energy Sector Training  
• Innovations from the low carbon environment discussed 
• Business Model Canvas used for business planning

The day long workshop was delivered 16th September 2014 by Dr Vicki Stevenson herself to qualified built environment professionals.  The concept was to trial material as a taster session for a proposed ‘Continuing Professional Development’ module on Enterprise in a Low Carbon Economy.   

Impact:

Feedback received was positive and opportunities are being considered for further delivery.  

Learner Outcome:

(The examples of curriculum development for enterprise related outcomes were originally outlined by Neil Coles at the International Enterprise Educators Conference under the heading 'From Archaeology to Zoology; an A-Z of enterprise in the curriculum'.  For his work in contextualising enterprise for any subject, Neil won the 2013 National Enterprise Educator Award). 

Resources:

N/A

References:

• Cardiff University Enterprise | Be Enterprising | Make Things Happen. 2015. [ONLINE] Available at: http://sites.cardiff.ac.uk/cuenterprise/ . [Accessed 03 August 2015].
• Welsh Energy Sector Training (WEST). 2015. [ONLINE] Available at: https://www.westproject.org.uk. [Accessed 03 August 2015]. 
• Welsh School of Architecture. 2015. [ONLINE] Available at: http://www.cardiff.ac.uk/archi/. [Accessed 03 August 2015].

Author/Contact Details:

• Neil Coles, Senior Enterprise Learning Officer, Cardiff University (enterprise@cardiff.ac.uk)

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Objective:

• Practice pitching new concepts.
• Critique pitches for new concepts.
• Understand the importance of pitch versus idea. 
• Simulate prototype development and feasibility testing.

Overview:

Rocket pitches or elevator pitches are often the first opportunity for an entrepreneur to convince potential investors that they have an idea that represents a profitable opportunity. These are often only one to five minute presentations, but they can have a significant impact on the entrepreneur’s ability to attract investors as well as other potential stakeholders. This can be particularly true in the early stages of a venture before the entrepreneur has a viable product, and he or she has to quickly convince potential stakeholders of his or her vision and the potential of the idea. Entrepreneurs often think that their idea is the most important aspect of the pitch, but studies have shown that U.S. venture capitalists consider personal characteristics such as the entrepreneur’s ability to articulate his or her venture to be critical in determining whether or not they will reject an entrepreneur’s plan.

In this exercise, students design a paper airplane that must be capable of carrying a predetermined amount of currency in the form of coins. The airplanes will compete in two categories – time that the plane can stay aloft and the distance it can travel. However, students pitch their design to their classmates (the investors) in an effort to convince them their design is the best before the contest takes place. 

The exercise has worked well for illustrating the importance of a good pitch and helps students to better understand what constitutes a good pitch from an investor’s perspective.

Usage Suggestions

This exercise works with both undergraduate and graduate students. It is appropriate for new venture creation courses, entrepreneurship boot-camps, or workshops. The session is best positioned after students have identified a venture concept, project, or family or corporate initiative to pursue and are preparing for an elevator speech or rocket pitch type presentation. Technology entrepreneurship or innovation classes are also appropriate.

Activity:

Pre- Work Required by Students

Students are to be given the following instructions in the class period prior to running the exercise: “You are to design and create a new paper airplane capable of keeping one U.S. dollar of coins aloft for as long (time) as possible while simultaneously transporting the coins as far (distance) as possible. The assignment is as follows:

1. You may work individually or in a group of up to four students; the only group-related implication is that your airplane design must use the same number of standard size sheets as the number of people in the group (for example, a group of four must create an airplane that uses four sheets of paper in its design). 
2. Your plane must be designed to transport one U.S. dollar of coinage (or other local currency). You may choose the number and denominations of coins used; your only constraint is that their total value be exactly one dollar. 
3. You may not simply crumple the paper into a ball, as this would constitute a projectile rather than an aerodynamically sensitive aircraft- based design.

You will be required to pitch your design to your classmates. You will have two minutes to convince your classmates that your design will perform the best. Performance on the exercise will be based on a combination of actual performance of your airplane and the number of votes your design gets from your classmates in each category (time and distance).”

Time Plan (80 minutes)

Because each team will pitch their idea, the time required for the exercise will vary with class and team size. The timing outlined here is based on a class size of 30 students and ten teams.

Step 1 0:00–0:02 (2 minutes) 

Begin the exercise by explaining the voting rules to the students. Students are allowed to vote for only one team (excluding their own) in each of the two categories (distance and time). They are not required to vote for the same design in each category. It helps to provide a sheet for each of the students to record their votes, or, if your students have computers and internet access, you can use an online voting system (this will require you to set it up before the class).

Step 2 0:02–0:27 (25 minutes) 

Next, have each team pitch their idea to their classmates. Teams should be strictly limited to two minutes each.

Step 3 0:27–0:32 (5 minutes) 

Have the students record their votes for the design they think will perform best in each category. Remind them that they cannot vote for their own design.

Step 4 0:32–0:52 (20 minutes)

Take the class to an open area in which to conduct the actual flights. An indoor area such as a gymnasium works best, but you can run it outdoors as well (which can introduce additional uncertainty into the performance for the students). Each team gets one throw. You should have a line that they cannot cross for throwing, and you should record the time that their plane stays aloft. After the plane has landed, measure and record the distance. It helps if you assign this task to one or more of the students.

Step 5 0:52–1:00 (8 minutes) 

Return to the classroom. Record the votes and the actual performance for each team on the board.

Step 6 (exercise debrief) 1:00–1:20 (20 minutes) 

If time allows, you can have a short discussion about their process with regard to creating their design. This can help to illustrate how an entrepreneur can take a constraint and turn it into an opportunity. Additionally, this can highlight the importance of prototyping and learning from failure, and many of the teams that perform well often trial several different designs. Some possible questions include:

• How did they view the issue of the coins? 
• Did they see it as a negative constraint? Why? 
• Did they see it as an opportunity to incorporate it into the design and improve its performance? 
• How did they try to differentiate their design? 
• Did they try to optimize for time or distance or try both? 
• Did they prototype and test designs?

Next, discuss the aspect of effective pitching. The idea here is to get them to appreciate the importance of the entrepreneur and his or her pitch to investors. Owing to the uncertainty inherent in many early- stage entrepreneurial ventures, investors will typically put more emphasis on the entrepreneur and his or her ability to “sell” the idea, as well as their confidence in the entrepreneur’s ability to execute on his or her pitch – one has to be careful not to oversell the concept.

• How did it feel to try to “sell” your classmates on your design?
• What were the biggest challenges? 
• How did you decide to invest? 
• How important was the way in which they presented the concept? 
• Confidence? 
• What was compelling about the pitch or the entrepreneur? 
• Why do you think people did or did not vote for your design?
• What would you do to improve your pitch?

Wrap the discussion up with a summary of the importance of clearly articulating your idea and convincing the audience of your ability to execute on your idea.

Post- Work

Have the students read the following articles (this can be done beforehand if you prefer):

• Elsbach, K.D. 2003. How to pitch a brilliant idea. Harvard Business Review, 81(9), 117–23. 
• Santinelli, A., and Brush, C. 2013. Designing and Delivering the Perfect Pitch. Wellesley, MA: Babson College Case Collection.

Teaching Tips

Students will often try to game the system (depending on how much freedom you give them). For example, they may choose to use different weights of paper or design a flying disc as opposed to a traditional airplane. You can decide how vague you want to be. If you want to have more discussion on the creative process and pushing the boundaries, then being more vague in the instructions can lead to a good discussion on how entrepreneurs try to push the rules and boundaries. Some students will feel “cheated,” but this can still provide a good learning point.

Skill Development: 

Key Takeaways

• Ability to quickly and clearly articulate an idea is often more important than the idea itself. 
• Investors often focus on their belief in the entrepreneur’s ability to execute on the idea rather than the idea itself – particularly under conditions of uncertainty. 
• Prototyping can be an effective way to deal with an unknown environment and develop your product or service.

Resources: 

Materials List

Provide students with paper for their airplanes in order to maintain a standard paper type and weight. Alternatively, you can leave this open to interpretation as a means of encouraging greater creativity among the teams. You will need a tape measure and a stopwatch for the actual competition.

The full text ‘Teaching Entrepreneurship: A Practice-Based Approach’ can be purchased here > http://www.amazon.co.uk/Teaching-Entrepreneurship-A-Practice-Based-Approach/dp/1782540695 

References:

This exercise is taken from;

• Heidi M. Neck, Patricia G. Greene and Candida G. Brush, 2014. Teaching Entrepreneurship: A Practice-Based Approach (pp.131 – 135). Edition. Edward Elgar Pub.

Attribution

• Reginald A. Litz, Dell McStay, Sergio Janczak, and Carolyn Birmingham, “Kitty hawk in the classroom: A simulation exercise for facilitating creative and entrepreneurial behavior,” United States Association for Small Business and Entrepreneurship (USASBE) 2011 conference – Entrepreneurship: Changing the Present, Creating the Future, South Carolina, United States, January 2011.

Theoretical Foundations

MacMillan, I.C., Siegel, R., and Subba Narisimha, P.N. 1985. Criteria used by venture capitalists to evaluate new venture proposals. Journal of Business Venturing, 1, 119–28. 

Ries, E. 2011. The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. New York: Crown Publishing.

Objective:

• To stimulate entrepreneurial effectiveness (QAA 2012) cross campus
• To demonstrate entrepreneurial practice across the region
• To promote creative thinking, problem solving and wider entrepreneurial skills

Introduction: 

Each year an institution and region wide Business Idea Competition is run as a broad tool to stimulate and support entrepreneurship in the Highlands and Islands of Scotland. The competition promotes creative thinking and problem solving for learners at all stages of the learning journey including upon graduation. Our institution comprises a network of tertiary colleges and research centres, spread across the Highlands and Islands of Scotland. The competition was devised and is organised by Create, an Enterprise and Innovation Learning centre based within Inverness College UHI and delivered across the university and all partner institutions including the surrounding Highlands and Islands community (subject to T&Cs).

Activity: 

The competition is supported across campus to significantly raise ‘Enterprise Awareness’ (via induction, workshops, talks, e-comms), develop ‘Entrepreneurial Mindset’ (through intensive engagement and support to submit entries to the competition with learners from all faculties) and for some students (who progress in the competition and beyond) to start to develop their ‘Entrepreneurial Capabilities’. We have examples of this being delivered as an extra curricula workshop/activity and within the curriculum as a tool to aid experiential learning.

The competition opens in August each year and is promoted widely across the university, all colleges and research centres and in the local community.  Lecture ‘shouts’ and workshops have proven to be the most effective technique to engage the broadest range of staff and learners.  Short films are included on our website to give tips on entering. 

Online entries seek information on an idea, inspiration, resources, next steps rather than a business plan. It was inspired by the culturally popular ‘Dragons Den’ but was dubbed the friendly ‘Highland Dragons Den’. Plenty of support is provided for developing application, pitching and presenting.  Independent and experienced judges are engaged each year and relevant follow-up support and advice is offered to all entrants. For winning entrants, start-up support is offered in addition to cash prizes.

Impact: 

CREATE has worked closely with regional partners and the business community to ensure the competition reaches the maximum potential budding entrepreneurs across the Highlands and Islands of Scotland.  The competition was launched in 2006 with 27 entrants and has grown significantly to 150 entrants in 2014 representing all industry sectors and parts of the region.  Subsequent business start-ups in both the commercial and social sector have proved to be a recognised economic benefit to the region.  

In addition to business start-up, it is considered that the competition also has two key impacts: it significantly enhances ‘Enterprise Awareness’ across curricula areas (both academic/careers staff and students); and helps to encourage stronger working relationships with local business and enterprise support organisations.

Learner outcome: 

This activity shows how education ‘for’ enterprise can successfully engage a wide range of students, staff and members of the community both within and outside the curriculum. Over the years, more teaching and career staff are building in this opportunity as an awareness raising and experiential tool for learners at all levels. Those who participate, are extremely positive about the experience and can articulate evidence of creative thinking, opportunity spotting, and business awareness and, for those who proceed in the competition, they are able to develop their presentation, commercial awareness and network building skills. They talk of an increase in confidence and greater awareness of ‘know who’ and ‘be known’. Through CPD sessions, more academic staff now have the confidence to introduce these concepts and encourage learners to try this opportunity ‘to make something happen’ which adds to a student’s experience of how it ‘feels’ to be enterprising, which is very much in tune with the philosophy of enterprise education.

For 2015/6, we are extending the competition to early stage start-ups as we find many entrepreneurs start to test their idea earlier each year and still benefit from this type of engagement and encouragement.

Resources: 

Partnership: A critical success factor for this type of region wide initiative is partnership working.  Within the institution, we engage with Deans, Faculty and Subject Leaders as well as Careers and Student Services areas. 

Externally, this initiative has helped to build strong working partnerships which have grown year on year with local enterprise support organisations (Business Gateway, Prince’s Trust Youth Business Scotland, HISEZ, FirstPort and SIE) together with an extensive range of regional businesses (large corporates and SMEs) who wish to be associated with helping to build a vibrant entrepreneurial culture.

Funding: The activity has been substantially funded by institutional funding with support in the early years from the local enterprise agency, latterly EU funding sources and local council funds. All prizes (£8,000 in 2015) are sourced via sponsorship from local business and enterprise support organisations which CREATE attracts each year.

References:

http://www.createhighland.com/

Objective:

• To provide students with an opportunity to identify and reflect on their own skills.
• To provide students with an opportunity to generate business ideas, and identify opportunities.
• To provide students with knowledge and understanding of how to write and structure a business plan.
• To provide students with an understanding of how to use a business plan effectively.
• To provide students with an awareness of the advice, resources and support available to them.

Overview:

A well-structured, well-research and well-written business plan is an invaluable asset to any new enterprise. Yet many students considering starting up report difficulty in developing business plans and in particular, plans which actively work for them and their business.

Business Planning is a workshop serving as an introduction to the subject, inclusive of opportunities to reflect on skills and generate ideas, and information regarding how to build a strong and cohesive plan around those ideas, and advice regarding using that plan, to turn those ideas into successful businesses.
 
The activity is designed to fit within a typical one hour lecture session, but inclusive of ample opportunities for extension, through practical activity, group discussion or independent research, and could easily form the basis of a more comprehensive scheme of work on the subject. It is designed to be appropriate for students of any level or programme of study. It was originally developed through the HEFCW funded pan-Wales Enterprise Support Programme.

Lesson plans and AV presentations for use in the delivery of the workshop can be downloaded via the link to the ‘ZONE Enterprise Hub’ webpages listed in ‘References’ and ‘Resources.’

Activity:

The activity follows the structure outlined in the ‘Business Planning’ PowerPoint presentation, inclusive of all links and examples.

_{Figure 1. PowerPoint presentation which accompanies this activity.}

Pre-Activity

Students are not required to prepare anything in advance of this workshop. For workshop leaders, preparation is minimal, other than ensuring supporting AV resources are displaying correctly.

Introduction

• Students are welcomed and introduced to the themes that will be covered during the workshop.
• The group may be invited to share their own business experience or business ideas.

Why Bother?

• Students are asked to discuss and share where they see their ideas and business endeavours 10 years from now.
• Students are provided with a basic definition of a business plan.
• Students discuss the purpose of a business plan. Points are suggested and debated.

What to think about?

• Students are asked to reflect on the skills which they possess.
• Students are asked to explore and identify the products and services they can offer, supported by their skill set.
• Students explore how, by reflecting on a particular product or service, they can consider pricing, branding, marketing and sales.
• An indicative example is offered within the PowerPoint presentation to illustrate this. If desired, you may wish to reinforce this by working through a real example offered by a member of the audience.
• (An activity allowing students to identify their skills, and explore opportunities in a greater degree of depth can be found in How To Guide ‘Workshop: Breaking Problems Down and Putting Solutions Together.’)

What to write down?

• The key elements of a basic business plan are covered step by step, with class discussion of the key points at each stage. Namely, the elements covered are; The Executive Summary, The Business Vision, Marketing, Running the Business, Finance.
• Students are introduced to SWOT analysis. If desired, a member of the audience may be invited to offer their own business idea as an example, which a SWOT analysis can be worked through for collectively.
• Students are introduced to cash flow forecast. Again if desired, an indicative example may be offered to demonstrate how the forecast works.

Help and support

Students are provided with links and information regarding the support, advice and assistance available to them as they develop their business plans.

Conclusion

The key themes covered in the workshop are re-capped, and students are invited to ask any outstanding questions which they may have.

Post-Activity

This workshop is intended only as an introduction to the subject of Business Planning. Following the activity, students may utilise the information provided to research and develop their plans independently, or each element of the workshop may be revisited and explored in more depth by the group.

Skill Development:

Students will leave the workshop with greater confidence in their ability, with a better understanding of their skills, and how these skills will support the development of their endeavours. They will have a better knowledge and understanding of business plans and how to develop them, and a greater awareness of how to use business plans to effectively support them in their endeavours.

Resources:

PowerPoint Slides accompanying this activity can be downloaded here > Business Planning [PDF]

References:

Zone Enterprise Hub, Topic: ZONE Resources. 2015. [ONLINE] Available at: https://moodle.glyndwr.ac.uk/course/view.php?id=37§ion=11 . [Accessed 05 August 2015].

Objective:

To develop an understanding of their capacity to undertake internationalisation as a way to grow their business.

Overview: 

Entering a foreign market could help your business reach new heights in terms of growth, revenue and longevity.  This evaluation of a small business’s capabilities will reveal its potential for growth.

Activity: 

Instructions

Invite the entrepreneur / small business owner to consider the business from 3 perspectives to analyse their business’s ability to seize opportunities in foreign markets.

Organisational Structure Assessment & Actions
Does the small business have the structure and capability to expand?
Do the internationalisation plans contribute to and fit with the business mission and objectives?
Does the business model take internationalisation into consideration?
Are marketing and sales activities / plans in place to reach international markets?
Are products and services suitable for the international market?
Do they introduce innovation to the international market?
Does the small business staff team have the skills, knowledge and commitment to implement the internationalisation plans?

What actions are needed to support the internationalisation plans?

Financial HealthAssessment and Actions
Does the small business have the financial resources needed to support its international goals?
How much will the internationalisation activities cost?
Does the business have the cash / working capital to meet these costs?
Have alternative / additional sources of finance to internationalisation been explored?
Can the business afford to repay any debt incurred with international activities?

What actions are needed to support the internationalisation plans?

Leadership Assessment and Actions
Does the entrepreneur and their team have the commitment and understanding of what’s involved?
Is the entrepreneur or small business owner committed to internationalisation?
Do they have the support of their team?
Does the team have knowledge and experience of the international market?
Has advice been sought from experts and others with experience of internationalisation?

What actions are needed to support the internationalisation plans?

Skill Development:

This activity draws together the key skills of an entrepreneur in terms of information handling and decision making.  By using research skills and entrepreneurial effectiveness, this task invites the learner to determine actions based upon their own judgement. 

Resources: 

• Post-its or similar sticky pads  
• Pens  

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• How to Guide Template
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