Entrepreneurship in Emerging Markets: An Argentine Boot ... · Página 2 de 6 Entrepreneurship in Emerging Markets: An Argentine Boot Camp for Startups Summer Intensive Program 2017

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Entrepreneurship in Emerging Markets: An Argentine Boot Camp for Startups

Summer Intensive Program 2017

Universidad de San Andrés

Sede Centro: 25 de Mayo 586, CABA, Argentina Tel: (54 11) 4312-9499 (ext. 13)

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Entrepreneurship in Emerging Markets:

An Argentine Boot Camp for Startups

Summer 2017

Professor:

Luis Castiella

[email protected]

Bachelor in Business Administration from University of

Buenos Aires and MBA from Universidad de San Andrés.

Professor in Operations Management at Universidad de

San Andrés.

Luis has more than 15 years of experience in the

insurance industry working as Operations Manager and

as Claims Manager. He was part of the Executive

Committee of the group BBVA Consolidar.

He currently works at the Modernization Ministry for the

government of the City of Buenos Aires as a Controlling

Manager. He also teaches a course in Project

Management at Instituto Superior de la Carrera (City of

Buenos Aires Government). His current research focuses

on Smart Cities. As an expert in this area, he has given

numerous presentations at various conferences and

activities.

mailto:[email protected]

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Content Overview

This course provides an immersion into the subject of business design and development

from a local perspective, adopting an agile design methodology applied to a real

product. Participants will experience first-hand the development of a startup with the

support and help of local entrepreneurs.

The goal of the course is to provide students with tools and basic training in developing

and implementing innovative ideas under the Lean Startup methodology in an

emerging ecosystem.

Objectives

This course is designed for business graduate students interested in furthering their

learning and experience in entrepreneurial activities. Theoretical aspects related to

innovation and entrepreneurship in emerging markets are addressed throughout the

course. A broad view on reality at local a level is developed, taking into consideration

the economic, social and cultural contexts. Successful and unsuccessful local case

studies are examined and complemented with lectures by local entrepreneurs and

experts.

This course combines theory and practice and is delivered under the flipped classroom

model. The practical part includes the development of a business project that enables

students to put into practice the different techniques learned throughout the course.

The presentation and analysis of each individual project triggers group discussion,

analysis and peer feedback.

Methodology

During the course, students will define a product and develop a business model for its

effective launch.

The course comprises ten classes. Each class is divided into three sections: (1)theoretical

aspects, (2) lectures by experts and (3) practice focused on business development.

Classwork will take place in groups. Students will work in teams to develop the projects

at the beginning of the course.

Creating the teams is an important task, especially considering that this course is

intended for international students. We will seek to ensure a good balance of

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experience, knowledge and interests as well as cultural diversity within each team in

order to enrich the work and experience of each member.

Learning is developed in a collaborative environment through the analysis and

contributions of the entire group to the cases presented during the course.

Evaluation

To pass the course, each team is required to make a final presentation, in which team

members will illustrate their experience, learning and conclusions using the

methodology applied to their project. The evaluation will be based on the quality of the

content of the presentation, the participation of every team member, the observations

and conclusions, and presenters’ dynamism and public speaking skills (.

Those teams which succeed in implementing and testing a prototype will obtain an

outstanding grade.

Participation:

Our course philosophy is to acquire a common knowledge built upon the contribution

of each and every participant. In addition, we seek to provide valuable training in

posing different problems and perspectives, in becoming acquainted with and using

technical terms, as well as in discovering valid alternative approaches to a specific

problem.

Course Contents

1. Innovation and change: incentives and restrictions. Disruptive innovation vs.

incremental change: Why do large companies fail? Concept and relevance of

Value Networks. Assessment of disruptive ideas. Managing disruptive change.

Organizational schemes that favor innovation. Discovering new markets. Inverse

innovation.

2. Design Thinking. The Knowledge Funnel. Innovation vs. Execution. The prejudice of

reliability. Thinking like a designer. Innovation and design capability: the new

competitive advantage. Ideation; Empathy maps; Prototyping; Scenarios.

3. Lean Startup: The concepts of Startup and Lean Manufacturing. Lean thinking. The

Customer Development Model. Stages of a Lean Startup: Vision; Leadership.

Acceleration. The scientific method applied to product development: the

Concept of

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4. Validated Learning; The Hypothesis of Value; The Hypothesis of Growth; Successive

implementations (Leap of Faith) and Testing; Measuring: Vanity Metrics and the

three A´s; Innovation Accounting; Minimum Viable Product; Engine of Growth; Pivot

or Persevere.

5. Business Generation Model: Canvas model; Segments of clients; Value proposition;

Channels; CRM; Income flows; Key Resources; Key Activities; Key Partnerships;

Costs; Business Models.

Session Schedule

Session Day Topics

1 Jan-06 Introduction: Innovation and Entrepreneurship. Agile development

methodologies. Business Generation Model.

Introduction to the course, learning methodology and evaluation.

✓ Activity 1: Setting up the project teams. Discussion of

project ideas.

✓ Activity 2: Creating the initial Canvas.

2 Jan-13 Design thinking. Tim Brown and the IDEO case. Concepts: Value

Networks and Managing Disruptive Change. Reverse Innovation.

✓ Activity 1: Applying Design Thinking to the design of the

selected business.

3 Jan-07 Project and Lean Management. Analysis and research methods.

The scientific method vs. the inductive method. Corporate

innovation. Innovation vs. execution. Disruptive innovation.

✓ Activity 1: Expert lecture: “Analysis of Argentine

economic, social and cultural context from an

entrepreneurial perspective”

4 Jan-14 Defining the problem to be solved or the need to be satisfied. Value

proposition. Product design. First hypothesis design. Designing the

method and the testing questionnaires.

✓ Activity 1: Visit to a local business incubator

5 Jan-20 Client and competition. Identifying segments. Determining volume.

Defining testing at segment level. Hypothesis and test.

✓ Activity 1: Designing questionnaires and samples.

6 Jan-21 Analysis of a successful local case.

✓ Activity 1: Lecture by a local entrepreneur

7 Jan-28 A local micro-entrepreneur case study

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Field Activity

✓ Activity 1: Survey “Detecting the needs and problems of

the common citizen”.

8 Jan-27 Detailed Canvas. Resources, activities and costs. Distribution

channels. Analysis of field survey results. Pivot or persevere

analysis.

✓ Activity: Execution of tests. Analysis and interpretation of

test results. Redesign of tests.

9 Feb-03 New hypothesis test. Final analysis and definition of the product.

✓ Activity 1: Website prototyping and design

✓ Activity 2: The Art of Pitching

10 Feb-04 Final teamwork presentations. Course closure.

Required reading

Business Model Generation, Alexander Osterwalder & Yves Pigneur (2010), John

Wiley & Sons Inc., pp. 1-59.

Case Studies

Design Thinking and Innovation at Apple, Harvard Business School, 2012.

Los Grobo: Farming´s Future?, Harvard Business School, 2011.

Mercadolibre, Stanford Business School, 2013.

The Dabbawala System: On-Time Delivery, Every Time, Harvard Business School,

2013.

Bibliography (optional)

The Lean Start Up: How Today´s Entrepreneurs Use Continuous Innovation to Create

Radically Successful Business, Eric Ries (2011), Crown Business.

The Innovator´s Dilemma: When New Technologies Cause Great Firms to Fail,

Clayton Christensen (1997), Harvard Business Review Press.

The Startup Owner´s Manual: The Step by Step Guide for Building a Great

Company, Steve Blank, Bob Dorf (2012), K&S Ranch Inc Publishing Division.

Design of Business: Why Design Thinking is the Next Competitive Advantage, Roger

Martin (2009). Harvard Business Press.

Reverse Innovation: Create Far From Home, Win Everywhere, Vijay Govindarajan,

Chris Trimble, Indra Nooyi (2012), Harvard Business Press.

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Innovation and Entrepreneurship, Peter Drucker, Routledge, 2014.

The 7 Day Startup: You dont´Learn Until You Launch, Amazon, 2014.

Entrepreneurship,William D. Bygrave and Andrew Zacharakis

The Oxford Handbook of Creativity, Innovation and Entrepreneurship, Oxford

Library of Psychology, 2015.

Documents

Entrepreneurship in Emerging Markets: An Argentine Boot ... · Página 2 de 6 Entrepreneurship in Emerging Markets: An Argentine Boot Camp for Startups Summer Intensive Program 2017