Бакалавриат
2022/2023
Технологическое предпринимательство
Статус:
Курс по выбору (Бизнес-информатика)
Направление:
38.03.05. Бизнес-информатика
Кто читает:
Департамент бизнес-информатики
Где читается:
Высшая школа бизнеса
Когда читается:
4-й курс, 2 модуль
Формат изучения:
без онлайн-курса
Охват аудитории:
для своего кампуса
Преподаватели:
Текич Желько
Язык:
английский
Кредиты:
4
Контактные часы:
40
Course Syllabus
Abstract
Technological change is reshaping how entrepreneurial opportunities are identified, developed, and scaled. Advances in artificial intelligence, big data analytics, cloud computing, the Internet of Things, digital platforms, and other emerging technologies enable new products, services, infrastructures, and business models while reducing the cost and time required for experimentation. At the same time, technological entrepreneurship remains highly uncertain: promising technologies do not automatically become viable businesses, and entrepreneurs must make decisions about customer needs, value creation, business models, resources, partnerships, and scaling before outcomes are known.
This practice-oriented course introduces students to the key concepts, tools, and decisions involved in transforming technology-enabled opportunities into viable entrepreneurial initiatives. Particular attention is given to opportunity identification and validation, experimentation, business-model development, value creation and capture, resource mobilization, and the challenges of moving from an initial concept toward implementation and growth.
A central element of the course is an intensive week long Innovation Sprint, in which students work in teams on an authentic, context-rich challenge under significant time constraints. Rather than beginning with a predefined solution, teams first investigate and define a meaningful problem and then develop, test, and refine a proposed solution. Large language models (LLMs) and other digital tools may be used to support search, analysis, ideation, experimentation, and evaluation, while students remain responsible for validating assumptions and exercising entrepreneurial judgment.
The Sprint provides an immersive environment in which students apply course concepts while working with ambiguity, limited time, incomplete information, and competing alternatives. Through this combination of conceptual learning and intensive practice, the course develops the analytical, entrepreneurial, collaborative, and decision-making capabilities needed not only by startup founders, but also by intrapreneurs, analysts, and innovation professionals working across different organizational and industry contexts.
Learning Objectives
- The course is designed to help students develop the ability to recognize, evaluate, and shape technology-driven opportunities into viable business propositions. While grounded in research and theory, the course is practice-oriented and structured around a week-long innovation sprint. This format enables students to apply entrepreneurial frameworks in a high-pressure, time-bounded environment that mirrors real-world constraints. The sprint setting allows students to move rapidly from problem framing to ideation, prototyping, testing, and pitching, with technology serving as the pivotal enabler of new solutions. In doing so, the course develops the skills necessary to connect technology and business impact, preparing students not only to think like entrepreneurs but also to act as intrapreneurs, analysts, and innovators across diverse industries.
Expected Learning Outcomes
- Upon completion of this course, a student should be able to: • Understand entrepreneurship and the essential characteristics of tech-based ventures • Understand and apply innovation theories and concepts to the rigorous identification and development of new opportunities for societal and commercial impact. • Develop problem statement and communicate problem that has to be solved • Actively use customer development methodology
- • Analyze viable business models, develop an initial business model and test its feasibility • Co-create a minimum viable product (MVP) in a group • Shape technology-based ideas into workable business concepts and learn how to test them in the marketplace. • Differentiate and distinguish the different process activities associated with new product/process/service development, inside or outside an established firm.
- • Reconcile tools and methods learned in the context of business informatics education with the need to assess and design an opportunity that will bring them to use. • Critically assess and evaluate the resource assembly junctures in the development of new ventures (whether they be within established corporations or startups). • Effectively communicate entrepreneurial initiatives in oral and in written form • Productively work in groups
Course Contents
- Tech Entrepreneurship: Intro to the course and the topic
- Some theoretical foundations
- Entrepreneurial Ideas and Opportunities
- AI and Entrepreneurship
- How to Talk to Customers
- Problem Statement Canvas
- Business Model
- MVP and Hypothesis testing
- Intellectual Property (IP) Rights
- Money for startups
- Entrepreneurs and Negotiation
- The Lean Startup Methodology
Assessment Elements
- 3 Problems You Love and Hate (New Venture Project)Based on the problems students individually collected, each team should discuss and select the top three problems. One of these problems will serve as a starting point for your project work.
- Problem Statement (New Venture Project)Teams will present well digested problems (including customer interviews) in the form of a problem statement canvas in their seminar group. Full task description will be provided in the LMS at least a week before the assignment
- Business model (New Venture Project)Teams will present the first iteration of a business model canvas for their projects, in their seminar group. Full task description will be provided in the LMS at least a week before the assignment.
- MVP (New Venture Project)Teams will present MVPs and the second iteration of a business model canvas for their projects, in their seminar group. Full task description will be provided in the LMS at least a week before the assignment.
- Final presentation (New venture project)Final presentation. Presentations will be given in front of a class and instructor. The instructor will provide feedback during the presentations. To be submitted: presentation with 10 – 12 slides; Time available for presentation: 8 minutes per team (to be confirmed based on the final number of teams)
- In-Class Discussion and EngagementThis is not simply lecture attendance, it is ENGAGEMENT and PARTICIPATION in the lectures, with timely and relevant comments and discussion, comments linked to the previous lectures, assigned readings (including videos), personal experience, or other courses; opinion based on evidence, thinking, responding to the lecturer’s questions.
- ExamThe exam is taken in a written format based on a selection of open-ended questions with asynchronous proctoring.
Interim Assessment
- 2022/2023 2nd module0.05 * 3 Problems You Love and Hate (New Venture Project) + 0.06 * MVP (New Venture Project) + 0.1 * In-Class Discussion and Engagement + 0.05 * Business model (New Venture Project) + 0.29 * Final presentation (New venture project) + 0.05 * Problem Statement (New Venture Project) + 0.4 * Exam
Bibliography
Recommended Core Bibliography
- Osterwalder, A., Clark, T., & Pigneur, Y. (2010). Business Model Generation : A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=335366
- Osterwalder, A., Smith, A., Bernarda, G., & Pigneur, Y. (2014). Value Proposition Design : How to Create Products and Services Customers Want. Hoboken: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=945730
- Ries, E. (2011). The Lean Startup : How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. New York: Currency. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=733896
Recommended Additional Bibliography
- Sahlman, W. A., Hoffman, R., Andreessen, M., & Blank, S. G. (2018). HBR’s 10 Must Reads on Entrepreneurship and Startups (featuring Bonus Article “Why the Lean Startup Changes Everything” by Steve Blank). Boston, Massachusetts: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1798805