Entrepreneurship
The Practice and Mindset
Second Edition
Heidi M. Neck
Babson College
Christopher P. Neck
Arizona State University
Emma L. Murray
Los Angeles
London
New Delhi
Singapore
Washington DC
Melbourne
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Library of Congress Cataloging-in-Publication Data
Names: Neck, Heidi M , author | Neck, Christopher P , author | Murray, Emma L , author
Title: Entrepreneurship : the practice and mindset / Heidi M. Neck, Babson College, Christopher P. Neck, Arizona State University, Emma L. Murray.
Description: Second Edition. | Thousand Oaks : SAGE Publishing, 2020. | Revised edition of the authors’ Entrepreneurship, [2018] | Includes bibliographical references and index.
Identifiers: LCCN 2019031105 | ISBN 9781544354620 (paperback) | ISBN 9781544354637 (epub) | ISBN 9781544354644 (epub) | ISBN 9781544354651 (pdf)
Subjects: LCSH: Entrepreneurship.
Classification: LCC HB615 .N43297 2020 | DDC 658.4/21 dc23 LC record available at https://lccn.loc.gov/2019031105
This book is printed on acid-free paper.
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Brief Contents
1. Preface
2. Acknowledgments
3. About the Authors
4. Part I. Entrepreneurship Is a Life Skill
1. Chapter 1: Practicing Entrepreneurship
2. Chapter 2: Activating an Entrepreneurial Mindset
5. Part II. Creating and Developing Opportunities
1. Chapter 3: Creating and Recognizing New Opportunities
2. Chapter 4: Using Design Thinking
3. Chapter 5: Building Business Models
4. Chapter 6: Developing Your Customers
5. Chapter 7: Testing and Experimenting With New Ideas
6. Chapter 8: Developing Networks and Building Teams
6. Part III. Evaluating and Acting on Opportunities
1. Chapter 9: Creating Revenue Models
2. Chapter 10: Planning for Entrepreneurs
3. Chapter 11: Anticipating Failure
7. Part IV. Supporting New Opportunities
1. Chapter 12: Bootstrapping and Crowdfunding for Resources
2. Chapter 13: Financing for Startups
3. Supplement A: Financial Statements and Projections for Startups
4. Chapter 14: Navigating Legal and IP Issues
5. Chapter 15: Engaging Customers Through Marketing
6. Supplement B: The Pitch Deck
7. Chapter 16: Supporting Social Entrepreneurship
8. Glossary
9. Notes
10. Name Index
11. Subject Index
Detailed Contents
Preface
Acknowledgments
About the Authors
Part I. Entrepreneurship Is a Life Skill
Chapter 1: Practicing Entrepreneurship
1.1 Entrepreneurship Requires Action and Practice
1.2 Entrepreneurship May Be Different From What You Think
Media Images of Entrepreneurs
Debunking the Myths of Entrepreneurship
• Entrepreneurship in Action: Juan Giraldo, Waku
Truth 1: Entrepreneurship Is Not Reserved for Startups
Truth 2: Entrepreneurs Do Not Have a Special Set of Personality Traits
Truth 3: Entrepreneurship Can Be Taught (It’s a Method That Requires Practice)
Truth 4: Entrepreneurs Are Not Extreme Risk Takers
Truth 5: Entrepreneurs Collaborate More Than They Compete
Truth 6: Entrepreneurs Act More Than They Plan
Truth 7: Entrepreneurship Is a Life Skill
• Mindshift: Tell Me Your Story
1.3 Types of Entrepreneurship
Corporate Entrepreneurship
Entrepreneurship Inside Franchising
Buying a Small Business
Social Entrepreneurship
Family Enterprising
Serial Entrepreneurship
1.4 Entrepreneurship Is a Method, Not a Process
1.5 The Method Involves Creating the Future, Not Predicting It
Managerial Versus Entrepreneurial Thinking
Entrepreneurial and Managerial Thinking in Action
1.6 The Key Components of the Entrepreneurship Method Eight Components of the Entrepreneurship Method
1.7 Entrepreneurship Requires Deliberate Practice
• Mindshift: The 3-Hour Challenge
Deliberate Practice Shapes the Brain
Deliberate Practice and Entrepreneurs
• Research at Work: How Entrepreneurs Think
1.8 How This Book Will Help You Practice Entrepreneurship
• Entrepreneurship Meets Ethics: When to Practice
Entrepreneurship
Summary
Key Terms
Case Study: Saurbh Gupta, founder, Gyan-I Inc.
Chapter 2: Activating an Entrepreneurial Mindset
2.1 The Power of Mindset
2.2 What Is Mindset?
• Entrepreneurship in Action: Franklin Yancey, WME
Entertainment andYancey Realty
• Research at Work: Study on Luck The Entrepreneurial Mindset
Passion and Entrepreneurship
• Mindshift: What Does Your Mindset Say About You?
Entrepreneurship as a Habit
2.3 The Self-Leadership Habit
2.4 The Creativity Habit The Fear Factor A Creative Mind
2.5 The Improvisation Habit
• Mindshift: Building Entrepreneurial Habits
2.6 The Mindset as the Pathway to Action
Self-Efficacy and Entrepreneurial Intentions
The Role of Mindset in Opportunity Recognition
• Entrepreneurship Meets Ethics: Family and Friends Along for the Ride
Summary
Key Terms
Case Study: Maliha Khalid, founder and CEO, Doctory
Part II. Creating and Developing Opportunities
Chapter 3: Creating and Recognizing New Opportunities
3.1 The Entrepreneurial Mindset and Opportunity Recognition What Is an Opportunity?
• Entrepreneurship in Action: Jazmine Valencia, JV Agency
Innovation, Invention, Improvement, or Irrelevant?
3.2 Opportunities Start With Thousands of Ideas
The Myth of the Isolated Inventor
• Entrepreneurship Meets Ethics: The Ethics of Taking Someone’s Idea
Seven Strategies for Idea Generation
3.3 Four Pathways to Opportunity Identification
• Mindshift: In Love With Your Idea?
3.4 Alertness, Prior Knowledge, and Pattern Recognition Alertness
Building Opportunities: Prior Knowledge and Pattern Recognition
3.5 From Idea Generation to Opportunity Recognition
• Mindshift: Practicing “Identify” in the IDEATE Model
• Research at Work: Testing IDEATE in the Entrepreneurial Classroom
Summary
Key Terms
Case Study: Jillian Lakritz, founder, Yoee Baby
Chapter 4: Using Design Thinking
4.1 What Is Design Thinking?
• Entrepreneurship in Action: Shaymaa Gaafar, Shay Jaffar
4.2 Design Thinking as a Human-Centered Process
• Research at Work: Design Thinking Is a Social Technology
4.3 Design Thinking Requires Empathy
• Entrepreneurship Meets Ethics: Empathy as an Ethical
Challenge
4.4 The Design-Thinking Process: Inspiration, Ideation, Implementation Inspiration
• Mindshift: Needs Are Verbs; Solutions Are Nouns Ideation
Implementation
The Three Phases of Design Thinking in Action
4.5 Pathways Toward Observation and Insights
Observation Techniques
4.6 Interviewing as a Useful Technique for Identifying Needs Preparing for an Interview
• Mindshift: Observations to Insights
Conducting the Interview
After the Interview
4.7 Variations of the Design-Thinking Process Summary
Key Terms
Case Study: Anton Yakushin, cofounder and CEO, VentureBlocks
Chapter 5: Building Business Models
5.1 What Is a Business Model?
• Entrepreneurship in Action: Brandon Steiner, Steiner Sports
5.2 The Four Parts of a Business Model The Offering The Customers The Infrastructure Financial Viability
• Entrepreneurship Meets Ethics: The Rights of Research Participants
5.3 The Customer Value Proposition (CVP) Jobs, Pain Points, and Needs
• Research at Work: Overt Benefit, Real Reason to Believe, and Dramatic Difference Four Problems Experienced by Customers
• Mindshift: Overt Benefit, Real Reason to Believe, and
Dramatic Difference
5.4 Different Types of CVPs and Customer Segments
Types of Value Propositions
Types of Customer Segments
5.5 The Business Model Canvas (BMC)
• Mindshift: Create Your Own BMC
The Lean Canvas: A Business Model Canvas Alternative
Summary
Key Terms
Case Study: Gautam Gupta, cofounder, NatureBox
Chapter 6: Developing Your Customers
6.1 Customers and Markets
6.2 Types of Customers
• Entrepreneurship in Action: Anthony Magaraci,
Trinity Packaging Supply
6.3 Customer Segmentation
Creating an End User Profile
6.4 Target Customer Group
Crossing the Chasm
6.5 Customer Personas
Exclusionary Personas
6.6 Customer Journey Mapping Process
• Mindshift: Build Your Buyer Personas
Confirming Your Findings
Six Steps to Creating Your Customer Journey Map
• Mindshift: Create a Customer Journey Map
• Research at Work: Connecting With Customers on an Emotional Level
6.7 Market Sizing
Launch Market
Calculating Market Size
• Entrepreneurship Meets Ethics: Can You Sell
Customer Information?
Summary
Key Terms
Case Study: Haim Saban, The Mighty Morphin’ Power Rangers
Chapter 7: Testing and Experimenting With New Ideas
7.1 Experiments: What They Are and Why We Do Them
7.2 Types of Experiments
• Entrepreneurship in Action: Karima Mariama-Arthur, WordSmithRapport
Interview
Paper Testing
Advertising
Button to Nowhere
Landing Page
Task Completion
Prototype
Preselling
Concierge and Wizard of Oz
Live Product and Business
7.3 A Deeper Look at Prototypes
Different Types of Prototypes
The Power of Storyboarding
• Mindshift: Create a Storyboard and Take Action
7.4 Hypothesis Testing and the Scientific Method Applied to Entrepreneurship
The Six Steps of Scientific Experimentation in Action
7.5 The Experimentation Template
• Mindshift: Mockups
Low-Cost Customer Engagement
Generating Data and the Rules of Experimentation
• Entrepreneurship Meets Ethics: When Links Break
7.6 Interviewing for Customer Feedback
• Research at Work: Why Overconfident Entrepreneurs
Fail
The Case for Curiosity
How to Stay Curious
Summary
Key Terms
Case Study: Katrina Lake, CEO, Stitch Fix
Chapter 8: Developing Networks and Building Teams
8.1 The Power of Networks
• Entrepreneurship in Action: Markesia Akinbami, Ducere Construction Services
8.2 The Value of Networks
Advantages to Networks
Impression Management and Self-Confidence
• Research at Work: Don’t Pitch Like a Girl
Self-Selected Stakeholders
8.3 Building Networks
• Mindshift: Analyzing My Network
Incubators and Accelerators
Learning How to Network
Networking to Find Mentors
• Mindshift: Building My Network
8.4 Virtual Networking
Networking Through Social Media
Maintaining Your Network
8.5 Networking to Build the Founding Team
• Entrepreneurship Meets Ethics: When to Focus on Values
Characteristics of a Great Founding Team
The Value of Team Diversity
Summary
Key Terms
Case Study: Jeff Goudie, AmeriCan Packaging
Part III. Evaluating and Acting on Opportunities
Chapter 9: Creating Revenue Models
9.1 What Is a Revenue Model?
• Entrepreneurship in Action: Kathey Porter, Porter
Brown Associates
9.2 Different Types of Revenue Models
Unit Sales Revenue Model
Advertising Revenue Model
Data Revenue Model
Intermediation Revenue Model
Licensing Revenue Model
Franchising Revenue Model
Subscription Revenue Model
Professional Revenue Model
Utility and Usage Revenue Model
Freemium Revenue Model
• Mindshift: Revenue Model Pivot Practice
9.3 Generating Revenue From “Free”
• Entrepreneurship Meets Ethics: How to Make an Ad
Direct Cross-Subsidies
Multiparty Markets
9.4 Revenue and Cost Drivers
Revenue Drivers
Cost Drivers
Income Statement
• Research at Work: The Dark Side of Entrepreneurship
9.5 Pricing Strategies
Pricing Products and Services
Different Types of Pricing Strategies
9.6 Calculating Price
• Mindshift: Is Value the Same Thing as Price?
Cost-Led Pricing
Target-Return Pricing
Value-Based Pricing
Summary
Key Terms
Case Study: Balaji Viswanathan, founder, Invento Robotics
Chapter 10: Planning for Entrepreneurs
10.1 What Is Planning?
10.2 Planning Starts With a Vision
• Entrepreneurship in Action: Dr. Emmet C.(Tom)
Thompson II, AFC Management
• Mindshift: The Vivid Vision Checklist
10.3 Plans Take Many Forms
Business Model Canvas
The Business Brief
Feasibility Study
The Pitch Deck
The Business Plan
Summary of Different Types of Plans
• Entrepreneurship Meets Ethics: When to Be Transparent With Investors
10.4 Questions to Ask During Planning
What Is Your Business and How Does It Add Value?
Who Is Your Customer?
How Big Is the Market?
How Will You Enter the Market?
What Do You Know About the Industry?
• Mindshift: What Do You Know About Your Competition?
Who Is Your Competition? Why Are You Better?
Who Is on Your Team and What Do They Bring to the Table?
What Are Your Financial Projections?
10.5 The Business Plan Debate
• Research at Work: Can We Think Ourselves Into (and out of) Planning?
10.6 Tips for Writing Any Type of Plan
Remove the Fluff
Define Your Target Audience Be Realistic
Focus on Your Competition
Avoid the Hockey Stick Projection
Understand Your Distribution Channels
Avoid Typos, Grammatical Mistakes, and Inconsistencies Be Honest About Your Weaknesses Use Visuals
Summary
Key Terms
Case Study: Boyd Cohen, cofounder, IoMob
Chapter 11: Anticipating Failure
11.1 Failure and Entrepreneurship
• Entrepreneurship in Action: David James, K12 Landing
11.2 The Failure Spectrum Deviance Inattention
Lack of Ability
Process Inadequacy
Uncertainty
Exploratory Experimentation
11.3 Fear of Failure
• Entrepreneurship Meets Ethics: From Tech Hero to Zero Net Worth
Signs of Fear of Failure
• Research at Work: Overcoming the Stigma of Failure
Global Fear of Failure
11.4 Learning From Failure
Lessons Learned by Successful Entrepreneurs
Building a Blame-Free Environment
• Mindshift: Your Failure Résumé
11.5 Getting Gritty: Building a Tolerance for Failure
Building Grit
• Mindshift: Go Get Rejected
Removing the Stigma of Failure
Summary
Key Terms
Case Study: Emily Lagasse, founder, Petwell Supply Co.
Part IV. Supporting New Opportunities
Chapter 12: Bootstrapping and Crowdfunding for Resources
12.1 What Is Bootstrapping?
• Entrepreneurship in Action: Bryanne Leeming, Unruly Studios
Bootstrapping or External Financing?
The Bootstrapped Startup
12.2 Bootstrapping Strategies
12.3 Crowdfunding Versus Crowdsourcing
• Mindshift: Bootstrapping for Your Business
Crowdsourcing to Improve Medical Treatment
• Entrepreneurship Meets Ethics: When to Proclaim a Product Is Ready
Crowdsourcing to Reduce Labor Costs
Crowdsourcing Through Technology
12.4 Crowdfunding Startups and Entrepreneurships
Types of Crowdfunding Sites
Equity Crowdfunding
12.5 The Four Contexts for Crowdfunding
Patronage Model
• Research at Work: The Informational Value of Crowdfunding to Music Entrepreneurs
Lending Model
Reward-Based Crowdfunding
The Investor Model
The Advantages of Crowdfunding for Global Entrepreneurs
12.6 A Quick Guide to Successful Crowdfunding
• Mindshift: Kickstarter Assessment
1. Make Sure Your Product or Service Solves a Real Problem
2. Test and Refine Your Idea
3. Be Prepared
4. Seek and Accept Advice
5. Get Your Campaign Started Now!
6. Money Matters
7. Focus on the Pitch
8. Make the Most of Crowdfunding Opportunities
9. Commit to Your Campaign
10. Avoid the Crowdfunding Curse! Summary
Key Terms
Case Study: Daymond John, founder, FUBU
Chapter 13: Financing for Startups
13.1 What Is Equity Financing? Splitting the Ownership Pie
• Entrepreneurship in Action: Joel Barthelemy, GlobalMed
Stages of Equity Financing Forms of Equity Financing
13.2 The Basics of Valuation
How Can Entrepreneurs Value Their Companies?
How Do Investors Value Startups?
The Age of the Unicorn
Convertible Debt
13.3 Angel Investors
Finding an Angel Investor
Types of Angel Investors
Angel Groups
13.4 Venture Capitalists
A Brief History of Venture Capital
• Research at Work: Why Most Entrepreneurs Can’t
Access Capital
How Venture Capital Works
What About a Bank Loan?
13.5 Due Diligence
• Mindshift: Find an Investor–Entrepreneur Pair
The Due Diligence Process for VCs
Exits/Harvesting
Rich or King/Queen? The Trade-Off Entrepreneurs Make
• Entrepreneurship Meets Ethics: Replacing the Founder CEO
• Mindshift: Watch Shark Tank as an Investor
Summary
Key Terms
Case Study: Rich Palmer, founder, Gravyty
Supplement A: Financial Statements and Projections for Startups
Financial Projections for Startups
Three Essential Financial Statements
The Income Statement
The Balance Sheet
The Cash Flow Statement
Linkages Between the Three Financial Statements
The Journey of Cash: The Cash Conversion Cycle
Building Pro Forma Financial Statements
The Mechanics and Research
Research
Building Assumptions: Forecasting Sales
Building Assumptions: Cost of Goods and Operating Expenses
Labor Estimates
Building Assumptions: Operating Policies and Other Key Assumptions
Building Integrated Pro Forma Financial Statements
Sensitivity Analysis
Reasonableness Test
Summary
Key Terms
Chapter 14: Navigating Legal and IP Issues
14.1 Legal Considerations
• Entrepreneurship in Action: Cameron Herold, 1-800GOT Junk? and COO Alliance
14.2 Types of Legal Structures
Sole Proprietorship
General Partnership
C Corporation
S Corporation
Limited Liability Company
Limited Partnership and Limited Liability Partnership
Benefit Corporation
Not-for-Profit Entities
14.3 Legal Mistakes Made by Startups
The Founders’ Agreement
14.4 Intellectual Property (IP)
The Four Types of Intellectual Property
• Mindshift: Patent Search
Nondisclosure Agreement
14.5 Global IP Theft
• Research at Work: Patent Trolls
14.6 Common IP Traps
Publicly Disclosing Your Innovation
• Mindshift: Patent Battle
Failure to Protect Product and Processes
Inability to Determine Originality
Failure to Assign Ownership
Failure to Protect IP in Global Markets
14.7 Hiring Employees
Equal Employment Opportunity
Employer Identification Number
Unemployment and Workers’ Compensation
• Entrepreneurship Meets Ethics: The Danger of Going on Shark Tank
Withholding Taxes
Employee Forms
Benefits
Safety Measures
Hiring a Contractor or an Employee?
Compensating Employees
Summary
Key Terms
Case Study: Matthew Vega-Sanz, cofounder, Lula
Chapter 15: Engaging Customers Through Marketing
15.1 What Is Entrepreneurial Marketing?
How Entrepreneurial Marketing Is Different
• Entrepreneurship in Action: Charlie Regan, Nerds on Site
15.2 The Basic Principles of Marketing
15.3 Building a Brand
How to Build a Brand
• Mindshift: One Sentence, Clear Message
Marketing Trends
Reframing the 4 Ps
15.4 Entrepreneurial Marketing
Guerrilla Marketing
Marketing Through Social Media
Getting the Most From Social Media
Creating Content That Drives Sales
Building Your Website
Building a Fan Base
• Mindshift: What “About Us”?
• Entrepreneurship Meets Ethics: How Social Media
Can Provide Marketing Headaches
15.5 Creating Your Personal Brand
How to Build Your Personal Brand
• Research at Work: How a Pitch Can Help Build Your Brand
Summary
Key Terms
Case Study: Justin Real, founder, Realplay
Supplement B: The Pitch Deck
Types of Pitches
Overview of the Pitch Deck
The Pitch Deck
Slide 1: Title
Slide 2: Company Purpose/Description
Slide 3: The Problem/Need
Slide 4: The Solution
Slide 5: Why Now?
Slide 6: Market Opportunity
Slide 7: Getting Customers
Slide 8: Competitor Analysis and Differentiation
Slide 9: Traction
Slide 10: Financials
Slide 11: Team
Slide 12: Call to Action
The Question and Answer Period
Team Questions
Product/Customer Questions
Competition Questions
Financial Questions
Growth Questions
Public Speaking Tips
Summary
Key Term
Chapter 16: Supporting Social Entrepreneurship
16.1 The Role of Social Entrepreneurship
• Entrepreneurship in Action: Organic Valley
16.2 Social Entrepreneurship and Wicked Problems
• Research at Work: United Nations Sustainable
Development Goals
• Mindshift: How Entrepreneurship Is Saving the Planet
Glossary
Notes
16.3 Types of Social Entrepreneurship
Social Purpose Ventures
Social Consequence Entrepreneurship
Enterprising Nonprofits
Hybrid Models of Social Entrepreneurship
16.4 Capital Markets for Social Entrepreneurs
• Entrepreneurship Meets Ethics: How Social Entrepreneurs Can Be Unethical
Microfinance as a Source of Social Financing
16.5 Social Entrepreneurs and Their Stakeholders Types of Stakeholders
• Mindshift: Practice Being “Other-Centered” Conclusions From the Mitchell Stakeholder Typology
16.6 Differences Between Social Entrepreneurship and Corporate Social Responsibility
16.7 Social Entrepreneurship and Audacious Ideas The Bail Project
Environmental Defense Fund GirlTrek Sightsavers One Acre Fund
16.8 Global Entrepreneurship
Gender and Entrepreneurship What Makes a Country Entrepreneurial?
Summary
Key Terms
Case Study: Brandale Randolph, founder and CEO, 1854 Cycling Company
Name Index
Subject Index
Preface
Entrepreneurship: The Practice and Mindset (2nd ed.) catapults students beyond the classroom to think and act more entrepreneurially in order to create opportunities and take action in uncertain environments. Based on the world-renowned Babson program, this text emphasizes practice and learning through action.
Entrepreneurship has historically and narrowly been defined as starting a new business, with little attention given to the individuals the entrepreneurs of all types who have the mindset, skillset, and toolset to create change, improve the world, and make a difference in their lives as well as the lives of others. The most current view of entrepreneurship is represented in this text. This is a view that entrepreneurship today is not reserved for the chosen few but is a life skill needed by all. The world will benefit not only from those who start new ventures but also from those who act entrepreneurially in all that they do. We are living in the entrepreneurial generation, and all students must get comfortable with creating and testing new ideas, navigating uncertain environments, and acting in order to learn rather than learning in order to act.
Entrepreneurship: The Practice and Mindset is a practice-based, realistic, and inclusive approach to entrepreneurship. It is a core textbook for collegelevel undergraduate and graduate students seeking methods for starting and running something new: a new business for-profit or nonprofit, inside a large corporation, or within a family business. Four points guide the philosophy of this book:
First, every student should be exposed to the practice of entrepreneurship regardless of major, discipline, or chosen career path. The life skill developed through the discipline of entrepreneurship is both necessary and differentiating. We have the innate ability to build, problem solve, lead, reflect, experiment, improvise, and empathize, but sometimes we lack the mindset (or have lost the mindset at some point) to do so in creative and ingenious ways. Our education system has deemphasized critical thinking in
favor of right and wrong. In short, we have educated the human race to be less entrepreneurial than ever before. It’s time to get those entrepreneurship skills back.
Second, students cannot simply read about entrepreneurship; they must do entrepreneurship. The text requires a lot of “doing” and, as a result, students develop courage to take action in highly ambiguous environments. Our vision in writing this book was to create a practice-based text that promotes active learning and engagement with the realities of entrepreneurship, encouraging students to think like entrepreneurs rather than passively learn about them.
Third, this textbook approaches learning entrepreneurship as a method that goes beyond simply understanding and knowing; it requires using, applying, and acting. We treat entrepreneurship as a method that demands practice. In fact we call it “the Entrepreneurship Method” throughout the book. Traditionally, entrepreneurship is taught as a process that typically involves traversing a linear pathway of identifying an opportunity, understanding resource requirements, acquiring resources, writing a business plan, implementing the plan, and then exiting the business at some point. In reality, entrepreneurship isn’t that clean or clear cut. Additionally, the word process assumes known inputs and known outputs, as in a manufacturing process; it implies you will get to a specific destination. For example, building a car on an assembly line is a manufacturing process. You have all the parts; you know how they fit together; and you know the type of car you will have at the end because it was planned that way. A process is quite predictable. Entrepreneurship is not predictable and, therefore, cannot adequately be taught as a process. It’s too messy for that and we need to embrace the messiness.
Fourth, students completing this text will be thinking and acting more entrepreneurially than when they started. Every action students take in this text will aid in building their entrepreneurial mindset. Every action is designed with intention so that students can experience and practice creative and nimble thinking, leading to a heightened level of experimentation where numerous iterations represent stages of learning rather than successes and failures or right and wrong answers. This text is a journey that encourages students to act their way into learning and knowing. It’s about getting
