In this course we will focus on the viability of a social impact venture. We follow an iterative stakeholder validation method to address a systemic social inequity and/or environmental challenge through the creation of a new organization. We augment this structure with exercises, experiments, and self-inquiry to build strong teams, and to strengthen the students’ connection to networks and communities. Most student learning happens outside of the classroom through customer discovery inquiry and experiments. Within the classroom, students build an understanding of the interrelationships between key community stakeholders, potential economic buyers, funders, and resource holders. Within the frame of social impact, students will learn how to sequence their narrative to address the near-term practicality of launching a venture with the long-range design of future goals that have the capacity to shift resources and opportunities for better human and environmental outcomes. Students identify the necessary resources for their interventions and the associated costs and determine how their venture would explore generating revenue or seeking other paths to sustainable funding. Considerations include forming a for-profit entity, cooperative structure, revenue-generating non-profit organization, hybrid structure, or other emerging organizational design for their venture.

In this course we will focus on the viability of a social impact venture. We follow an iterative stakeholder validation method to address a systemic social inequity and/or environmental challenge through the creation of a new organization. We augment this structure with exercises, experiments, and self-inquiry to build strong teams, and to strengthen the students’ connection to networks and communities. Most student learning happens outside of the classroom through customer discovery inquiry and experiments. Within the classroom, students build an understanding of the interrelationships between key community stakeholders, potential economic buyers, funders, and resource holders. Within the frame of social impact, students will learn how to sequence their narrative to address the near-term practicality of launching a venture with the long-range design of future goals that have the capacity to shift resources and opportunities for better human and environmental outcomes. Students identify the necessary resources for their interventions and the associated costs and determine how their venture would explore generating revenue or seeking other paths to sustainable funding. Considerations include forming a for-profit entity, cooperative structure, revenue-generating non-profit organization, hybrid structure, or other emerging organizational design for their venture.

In this course we will focus on the viability of a social impact venture. We follow an iterative stakeholder validation method to address a systemic social inequity and/or environmental challenge through the creation of a new organization. We augment this structure with exercises, experiments, and self-inquiry to build strong teams, and to strengthen the students’ connection to networks and communities. Most student learning happens outside of the classroom through customer discovery inquiry and experiments. Within the classroom, students build an understanding of the interrelationships between key community stakeholders, potential economic buyers, funders, and resource holders. Within the frame of social impact, students will learn how to sequence their narrative to address the near-term practicality of launching a venture with the long-range design of future goals that have the capacity to shift resources and opportunities for better human and environmental outcomes. Students identify the necessary resources for their interventions and the associated costs and determine how their venture would explore generating revenue or seeking other paths to sustainable funding. Considerations include forming a for-profit entity, cooperative structure, revenue-generating non-profit organization, hybrid structure, or other emerging organizational design for their venture.

In this course we will focus on the viability of a social impact venture. We follow an iterative stakeholder validation method to address a systemic social inequity and/or environmental challenge through the creation of a new organization. We augment this structure with exercises, experiments, and self-inquiry to build strong teams, and to strengthen the students’ connection to networks and communities. Most student learning happens outside of the classroom through customer discovery inquiry and experiments. Within the classroom, students build an understanding of the interrelationships between key community stakeholders, potential economic buyers, funders, and resource holders. Within the frame of social impact, students will learn how to sequence their narrative to address the near-term practicality of launching a venture with the long-range design of future goals that have the capacity to shift resources and opportunities for better human and environmental outcomes. Students identify the necessary resources for their interventions and the associated costs and determine how their venture would explore generating revenue or seeking other paths to sustainable funding. Considerations include forming a for-profit entity, cooperative structure, revenue-generating non-profit organization, hybrid structure, or other emerging organizational design for their venture.

This course is focused on business models. Students will learn how to decode the business models that can be observed in everyday life. Students will also learn how to face uncertainty by simulating the creation of a startup venture that they will create during the course of the class. We follow an iterative customer validation method, building off of the Lean Startup / Lean LaunchPad curriculum as practiced in the startup community. We augment this structure with exercises, experiments, and self-inquiry to build strong teams, and to strengthen the students’ connection to local communities. Most student learning happens outside of the classroom through customer discovery inquiry and experiments. Within the classroom, students build an understanding of the interrelationships between business model assumptions and deep customer discovery research. Students specifically identify the necessary resources for their interventions and the associated costs, choose an operational configuration and develop market entry strategies and launching plans to actualize their projects as companies.

In this course we will focus on the viability of a social impact venture. We follow an iterative stakeholder validation method to address a systemic social inequity and/or environmental challenge through the creation of a new organization. We augment this structure with exercises, experiments, and self-inquiry to build strong teams, and to strengthen the students’ connection to networks and communities. Most student learning happens outside of the classroom through customer discovery inquiry and experiments. Within the classroom, students build an understanding of the interrelationships between key community stakeholders, potential economic buyers, funders, and resource holders. Within the frame of social impact, students will learn how to sequence their narrative to address the near-term practicality of launching a venture with the long-range design of future goals that have the capacity to shift resources and opportunities for better human and environmental outcomes. Students identify the necessary resources for their interventions and the associated costs and determine how their venture would explore generating revenue or seeking other paths to sustainable funding. Considerations include forming a for-profit entity, cooperative structure, revenue-generating non-profit organization, hybrid structure, or other emerging organizational design for their venture.

In this course we will focus on the viability of a social impact venture. We follow an iterative stakeholder validation method to address a systemic social inequity and/or environmental challenge through the creation of a new organization. We augment this structure with exercises, experiments, and self-inquiry to build strong teams, and to strengthen the students’ connection to networks and communities. Most student learning happens outside of the classroom through customer discovery inquiry and experiments. Within the classroom, students build an understanding of the interrelationships between key community stakeholders, potential economic buyers, funders, and resource holders. Within the frame of social impact, students will learn how to sequence their narrative to address the near-term practicality of launching a venture with the long-range design of future goals that have the capacity to shift resources and opportunities for better human and environmental outcomes. Students identify the necessary resources for their interventions and the associated costs and determine how their venture would explore generating revenue or seeking other paths to sustainable funding. Considerations include forming a for-profit entity, cooperative structure, revenue-generating non-profit organization, hybrid structure, or other emerging organizational design for their venture.

In this course we will focus on the viability of a social impact venture. We follow an iterative stakeholder validation method to address a systemic social inequity and/or environmental challenge through the creation of a new organization. We augment this structure with exercises, experiments, and self-inquiry to build strong teams, and to strengthen the students’ connection to networks and communities. Most student learning happens outside of the classroom through customer discovery inquiry and experiments. Within the classroom, students build an understanding of the interrelationships between key community stakeholders, potential economic buyers, funders, and resource holders. Within the frame of social impact, students will learn how to sequence their narrative to address the near-term practicality of launching a venture with the long-range design of future goals that have the capacity to shift resources and opportunities for better human and environmental outcomes. Students identify the necessary resources for their interventions and the associated costs and determine how their venture would explore generating revenue or seeking other paths to sustainable funding. Considerations include forming a for-profit entity, cooperative structure, revenue-generating non-profit organization, hybrid structure, or other emerging organizational design for their venture.

This course is focused on business models. Students will learn how to decode the business models that can be observed in everyday life. Students will also learn how to face uncertainty by simulating the creation of a startup venture that they will create during the course of the class. We follow an iterative customer validation method, building off of the Lean Startup / Lean LaunchPad curriculum as practiced in the startup community. We augment this structure with exercises, experiments, and self-inquiry to build strong teams, and to strengthen the students’ connection to local communities. Most student learning happens outside of the classroom through customer discovery inquiry and experiments. Within the classroom, students build an understanding of the interrelationships between business model assumptions and deep customer discovery research. Students specifically identify the necessary resources for their interventions and the associated costs, choose an operational configuration and develop market entry strategies and launching plans to actualize their projects as companies.

In this course we will focus on the viability of a social impact venture. We follow an iterative stakeholder validation method to address a systemic social inequity and/or environmental challenge through the creation of a new organization. We augment this structure with exercises, experiments, and self-inquiry to build strong teams, and to strengthen the students’ connection to networks and communities. Most student learning happens outside of the classroom through customer discovery inquiry and experiments. Within the classroom, students build an understanding of the interrelationships between key community stakeholders, potential economic buyers, funders, and resource holders. Within the frame of social impact, students will learn how to sequence their narrative to address the near-term practicality of launching a venture with the long-range design of future goals that have the capacity to shift resources and opportunities for better human and environmental outcomes. Students identify the necessary resources for their interventions and the associated costs and determine how their venture would explore generating revenue or seeking other paths to sustainable funding. Considerations include forming a for-profit entity, cooperative structure, revenue-generating non-profit organization, hybrid structure, or other emerging organizational design for their venture.

In this course we will focus on the viability of a social impact venture. We follow an iterative stakeholder validation method to address a systemic social inequity and/or environmental challenge through the creation of a new organization. We augment this structure with exercises, experiments, and self-inquiry to build strong teams, and to strengthen the students’ connection to networks and communities. Most student learning happens outside of the classroom through customer discovery inquiry and experiments. Within the classroom, students build an understanding of the interrelationships between key community stakeholders, potential economic buyers, funders, and resource holders. Within the frame of social impact, students will learn how to sequence their narrative to address the near-term practicality of launching a venture with the long-range design of future goals that have the capacity to shift resources and opportunities for better human and environmental outcomes. Students identify the necessary resources for their interventions and the associated costs and determine how their venture would explore generating revenue or seeking other paths to sustainable funding. Considerations include forming a for-profit entity, cooperative structure, revenue-generating non-profit organization, hybrid structure, or other emerging organizational design for their venture.

In this course we will focus on the viability of a social impact venture. We follow an iterative stakeholder validation method to address a systemic social inequity and/or environmental challenge through the creation of a new organization. We augment this structure with exercises, experiments, and self-inquiry to build strong teams, and to strengthen the students’ connection to networks and communities. Most student learning happens outside of the classroom through customer discovery inquiry and experiments. Within the classroom, students build an understanding of the interrelationships between key community stakeholders, potential economic buyers, funders, and resource holders. Within the frame of social impact, students will learn how to sequence their narrative to address the near-term practicality of launching a venture with the long-range design of future goals that have the capacity to shift resources and opportunities for better human and environmental outcomes. Students identify the necessary resources for their interventions and the associated costs and determine how their venture would explore generating revenue or seeking other paths to sustainable funding. Considerations include forming a for-profit entity, cooperative structure, revenue-generating non-profit organization, hybrid structure, or other emerging organizational design for their venture.

In this course we will focus on the viability of a social impact venture. We follow an iterative stakeholder validation method to address a systemic social inequity and/or environmental challenge through the creation of a new organization. We augment this structure with exercises, experiments, and self-inquiry to build strong teams, and to strengthen the students’ connection to networks and communities. Most student learning happens outside of the classroom through customer discovery inquiry and experiments. Within the classroom, students build an understanding of the interrelationships between key community stakeholders, potential economic buyers, funders, and resource holders. Within the frame of social impact, students will learn how to sequence their narrative to address the near-term practicality of launching a venture with the long-range design of future goals that have the capacity to shift resources and opportunities for better human and environmental outcomes. Students identify the necessary resources for their interventions and the associated costs and determine how their venture would explore generating revenue or seeking other paths to sustainable funding. Considerations include forming a for-profit entity, cooperative structure, revenue-generating non-profit organization, hybrid structure, or other emerging organizational design for their venture.