Why Teaching Entrepreneurship Will Change Everything презентация

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1. Why Teaching Entrepreneurship Will Change Everything
2. A Note on these slides This talk
3. In my opinion, there are two conversations
4. The first is easy to answer. Architects learn to pour concrete.
5. Painters learn to stretch canvas. You
6. Getting a understanding of code and databases
7. Which it will.
8. The second question is harder, because it's
10. But business is as much a medium
11. So, if we ask this new question, “should designers learn business”, I'd say yes!
12. What do we mean by business?
13. When I was at Yahoo, back in
14. I'd find out later that didn't end
15. The thing was, all that studying of
16. Not once in my career has used
17. Flash forward a few years. I'm leaving
18. My cofounder is an engineer, and neither
19. We struggle along for awhile, raising money
20. And then a book comes out, Four
21. I have a history of emailing people
22. I called it, expecting to reach a
23. I explained who I was, and he
24. We spoke for two hours. It was
25. I realized I had no market for
26. But I hadn’t connected that to my
27. I shopped my company around, and me,
28. We informed our customers we were going
29. When I was offered a job at
30. I chose product. I turned my back
31. There were always a few individuals I
32. And once burned, twice shy. I liked
33. But after leaving my last job as
34. I knew what I'd teach. I'd teach
35. I went to CCA excited to share
36. Any teacher will tell you:
37. If you don't know the holy trinity,
38. Steve Blank said you should talk to
39. Eric Reis said you should build small
40. It all sounds like Experiential Learning and UCD, doesn’t it? From Ed Batista http://www.edbatista.com/2007/10/experiential.html
41. And that’s how I taught it; We
42. Alex Osterwalder said you should look at
43. While all three hold a distinctly user-centered
44. All three, at their hearts, are user-centered designers. They just happen to design business.
45. While it is true my designer students
46. First the first time for many, they
47. They had thought they knew what their
48. Job's 99 cent world didn't seem fair anymore. Advertising had similar problems.
49. And like Barbie, they said, math is
50. One thing I didn't expect is that
51. Once designers got over their prejudice against
52. In fact, I took many of the
53. It's not just being user centered that
54. It's how designers think not only with
55. When I teach business people to act
56. This matters because we all want a better
57. If we leave it to the MBAs
58. But if we choose to teach our
59. We need business and design to come together.
60. At the end of the Designer as
61. "I think about design differently in the
62. Thanks to all who make their work
63. Thank you! Follow me at @cwodtke

A Note on these slides This talk was given at Interactions 15 at the Education Summit. I have annotated these slides for reading but they were originally just images.

Слайд 1Why Teaching Entrepreneurship Will Change Everything
Christina Wodtke

Слайд 2A Note on these slides
This talk was given at Interactions 15

at the Education Summit.
I have annotated these slides for reading but they were originally just images.

Слайд 3In my opinion, there are two conversations that are a waste

of time. One is "should designers learn to code". The other is, "should designers learn the language of business."

Слайд 4The first is easy to answer. Architects learn to pour concrete.

Слайд 5 Painters learn to stretch canvas. You just have to know

your medium to design well for it.

Слайд 6Getting a understanding of code and databases will make you better

at interaction design. It’s your medium. Learn it, and then you do not need to do it again, until your medium shifts.

Слайд 7Which it will.

Слайд 8The second question is harder, because it's a poorly framed question.

Design rarely asks if it needs to understand business; there is an implicit feeling they know enough already.

Слайд 9

Слайд 10But business is as much a medium we work in as

code. This is not a linguistic issue. It’s not a culture issue. It’s a knowledge issue.

Слайд 11So, if we ask this new question, “should designers learn business”,

I'd say yes!

Слайд 12What do we mean by business?

Слайд 13When I was at Yahoo, back in 2001 (a cyberspace odyssey)

I was promoted into management. I took it very seriously, and subscribed to HBR, read Porter and Drucker and Mintzberg and tried to use excel.

Слайд 14I'd find out later that didn't end well because I have

dyscalculia. I had always thought the numbers danced around mocking me because I was a designer, but apparently it was neurological.

Слайд 15The thing was, all that studying of MBA-type syllabi did not

help me understand why my partners in business made the choices they made.

Слайд 16Not once in my career has used the term ROI, outside

of a "talking the language of design" talks I've attended.

Слайд 17Flash forward a few years. I'm leaving a struggling design agency

I helped found, pregnant with a child and a startup.

Слайд 18My cofounder is an engineer, and neither of us know enough

of the reality of running a startup, thought we think we can since we've both run our own consultancies.

Слайд 19We struggle along for awhile, raising money and signing important people

like Om Malik to our platform.

Слайд 20And then a book comes out, Four Steps to the Epiphany

and I read it and it blows my mind. It's a good book, but also it was a book I was ready to read. For the first time I had skin in the game.

Слайд 21I have a history of emailing people I find interesting, but

couldn't find Steve Blank's email, only a phone number at Hass where he taught.

Слайд 22I called it, expecting to reach a answering machine in his

offer. Instead I got his wife. She said, I think it's one of your students.

Слайд 23I explained who I was, and he invited me out to

his ranch in Pescadero, where he was staying with his wife. I made some ridiculous comment like I'd be out there anyway Wednesday to meet a potential client and I'd love to swing by and drove out there to talk to him.

Слайд 24We spoke for two hours. It was before Eric Reis was

his student, before he became the godfather of the startup surge. But it changed my life.

Слайд 25I realized I had no market for the product as it

was. I was a designer and I had been doing customer interviews all along. I had all the facts to tell me that the people I was targeting couldn't and wouldn't buy my product.

Слайд 26But I hadn’t connected that to my business health. Because I

didn’t really understand how business functioned. I'd have to pivot… a word we didn't use yet… in order to make money. Or close down.

Слайд 27I shopped my company around, and me, my CTO (my previous

cofounder had left to become a life coach, but that's another story) and our code base found a home at Linkedin.

Working for Jeff Weiner again!

Слайд 28We informed our customers we were going away, and we were

absorbed into what would be one of the most successful IPO's of 2011. Linkedin was my finishing school, a smart and nimble company that knew how to marry mission and money.

Слайд 29When I was offered a job at Linkedin, I was asked

a critical question: join design or join product management.

Слайд 30I chose product. I turned my back on design. After struggling

so hard and long to have my dream come true, design seemed frivolous and wrongheaded. They continued to seem so as I moved through my next few companies.

Слайд 31There were always a few individuals I loved working with, but

most designers seemed to always be advocating choices that would break the business model, destroy revenue or erode competitive advantage.

Слайд 32And once burned, twice shy. I liked working with engineers, I

loved working with analytics folks, but designers made me nervous now. Their choices seemed whimsical and dangerous.

Слайд 33But after leaving my last job as a General Manager, I

found myself slowly returning to my roots and my early love. I met with Kristian Simsarian to talk about teaching at CCA.

Слайд 34I knew what I'd teach. I'd teach entrepreneurship. The Designer Fund

had started, AirBnB was the poster boy for entrepreneurial designers, and 500 startups kicked off Warm Gun, declaring design as the next silver bullet

Слайд 35I went to CCA excited to share my hard earned learning

at the newly minted topic studio, Designer as Founder.

Слайд 36

Any teacher will tell you: to learn anything well, teach it.

I taught them Steve Blank, Joined by Eric Reis's Lean Startup and the newly released Business Model Canvas from Alex Osterwalder.

Слайд 37If you don't know the holy trinity, let me give you

the 10000 foot bird eye's view.

Слайд 38Steve Blank said you should talk to your customers as you

develop your offering. He said there were no answers in the building, you must go out into the world if you want to make something people want.

Слайд 39Eric Reis said you should build small things, test them, learn,

then build the next thing until you find successes.

Слайд 40It all sounds like Experiential Learning and UCD, doesn’t it?
From Ed

Batista http://www.edbatista.com/2007/10/experiential.html

Слайд 41And that’s how I taught it; We spend 16 weeks in

teams trying to make an business that can fly.

Слайд 42Alex Osterwalder said you should look at all aspects of the

business and design them collectively to assure a successful ecosystem.

Слайд 43While all three hold a distinctly user-centered design approach, Osterwalder is

the first to state it unambiguously, using design tools and innovation games throughout his book and calling them that. It is a designed book, in every sense of the world, and it was written in collaboration with a group of beta readers.

Слайд 44All three, at their hearts, are user-centered designers. They just happen

to design business.

Слайд 45While it is true my designer students still balked at doing

market sizing, they were terrific at customer development and rapid iteration. That said, their relationship with math changed when I gave them one key assignment: Map out their personal burn rate. They had to, in order to determine how much money to raise, and how much to charge for their product.

Слайд 46First the first time for many, they added up their rent

and food and transportation. They went on salary.com to find out how much an engineer would cost them (and boy, were they mad about their major when they found out.)

Слайд 47They had thought they knew what their business model was. But

the math told them otherwise. If they were making an ap, they found out they'd have to sell to everyone on earth to break even.

Слайд 48Job's 99 cent world didn't seem fair anymore. Advertising had similar

problems.

Слайд 49And like Barbie, they said, math is hard. But for them,

it meant the math of survival is hard.

Слайд 50One thing I didn't expect is that design students made better

entrepreneurs than most of the startups I advised. Like most senior people in the Valley, I had a handful of startups I spent time with. Most struggled to get traction with their target market.

Слайд 51Once designers got over their prejudice against business and fear of

spreadsheets they were fearsome entrepreneurs.

Слайд 52In fact, I took many of the techniques developed in that

class as well as a summer version of it I taught in Copenhagen at CIID, and brought them to the Lean Startup Conference and to my Stanford class in the Leadership program.

High demand at Lean

Слайд 53It's not just being user centered that makes designers great. It's

they way they work. It's the post-its, and the walls covered with research and photos, and the drawings and the paper prototypes. It's the way we play, and are wrong and try again.

Слайд 54It's how designers think not only with their minds but with

their bodies and with the world. Call it design thinking, distributed cognition, or just call it plain design, but it matters.

Слайд 55When I teach business people to act like designers, they think

like designers. They put the end user in the center of their thinking. They playfully experiment, and test their hypothesis with real people. They develop empathy, and refine their businesses. They make better things. Sometimes they make truly good things.

Слайд 56This matters because we all want a better world, and right now

entrepreneurship is the way to accelerate progress.

Слайд 57If we leave it to the MBAs who should be on

Wall Street pushing around pretend money, we abdicate an opportunity to make real and lasting change for the better in the world, in favor for those who want to turn change into another profit game.

Слайд 58But if we choose to teach our students what a healthy

business ecosystem really can be, they will be make the next B-corp, or healthy sustainable nonprofit or maybe even a business that actually respects the people it profits form, rather productizes them.

Слайд 59We need business and design to come together.

Слайд 60At the end of the Designer as Founder class I asked

my students to write 500 words of a lessons learned for the class. This sums it up for me:

Слайд 61"I think about design differently in the sense that our design

work doesn't exist inside of a bubble. …we influence many aspects of a business with our work but they also have huge influence on what we design... Whether we like it or not.”

Слайд 62Thanks to all who make their work available via creative commons

on Flickr

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Слайд 63Thank you!
Follow me at @cwodtke

I can’t be bought, but I can

be rented.
www.eleganthack.com

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