Program Director Contact Details:
Entrepreneurship & Innovation
Name: Dr Gary Hancock
Email: gary.hancock@adelaide.edu.au


Teaching Staff:

Term 1 – Ngee Ann-Adelaide Campus
Name: Dr Anton Jordaan

Short Bio:
Anton Jordaan was originally trained as an accountant and tax specialist.  Five years after founding an accounting and tax consultancy, he sold his shares to his partners and set out to establish, grow and harvest a number of business ventures in the education and training space. In subsequent years, one of his businesses was acquired by a stock exchange listed company; and a few years later his business was involved in an IPO. Following the IPO he served as a director of this newly listed company for 2 years.

In addition to the strategic leadership and financial roles over the years, Anton has maintained an interest in education and training, and has 20 years teaching experience in tertiary, vocational and corporate education environments. He has delivered entrepreneurship and project management programs in Singapore, Malaysia, Brunei, Hong Kong, USA, UK, Netherlands, South Africa, Oman, Qatar, Russia, Canada and Australia.

After attaining a Bachelor of Commerce degree in Accounting, he completed an Honours degree in Accounting, a Master of Commerce degree in Business Management, a MBA degree with an Entrepreneurship focus, and a Master of Advanced Business Practice degree. He completed a PhD in Entrepreneurship at The University of Adelaide and is a member of CPA Australia.

Email: anton.jordaan@adelaide.edu.au

Opening intensive:
Friday 26th February 2016          7pm to 10pm
Saturday 27th February 2016     1pm to 8pm
Sunday 28th February 2016        9m to 4pm

Closing intensive:
Friday 1st April 2016                   7pm to 10pm
Saturday 2nd April 2016             1pm to 8pm
Sunday 3rd April 2016                 9m to 4pm

Exam: Saturday 23rd April 2016            9am

See Guide to Writing Learning Outcomes https://www.adelaide.edu.au/learning/teaching/curriculum/outcomes/

On successful completion of this course students will be able to:

1. Review and critique the approaches and models used to establish and operationalize entrepreneurial organisations with reference to applicable processes, regulations and systems.

2. Analyse and apply business models which underpin innovative and sustainable business ventures.

3. Access information and guidance relevant to people starting a new venture

4. Identify and apply considerations required to operationalize a business plan

Text book:
No textbook required.

The following list of readings replaces a prescribed textbook for this course. These readings are available for download on MyUni and you will be referred to further resources within class.

Facione, P.A. (2011) Critical Thinking: What it is and why it counts (adapted). Measured Reasons LLC, Hermosa Beach, CA

de Brabandere, L. & Iny, A. (2013) The Prepared Mind: The Road to Eureka is Paved With Doubt Case Study, HBR.

Dew, N., Read, S., Sarasvathy, S. D., & Wiltbank, R. (2009) Effectual versus predictive logics in entrepreneurial decision-making: Differences between experts and novices. Journal of Business Venturing, 24(4): 287-309.

Sarasvathy, S., & Dew, N. (2005) New market creation through transformation. Journal of Evolutionary Economics, 15(5): 533-565.

Dew, N., & Sarasvathy, S. D. (2002) What effectuation is not: Further development of an alternative to rational choice 2002 Academy of Management Conference. Denver.

Kirby, W., McFarlan, F. W., & Manty, T. Y. (2009) A Chinese Start-up’s Midlife Crisis: 99 Sushe.com, HBR

Alexander Osterwalder and Yves Pigneur (2010) Business Model Generation: A. Handbook for Visionaries, Game Changers, and Challengers, John Wiley & Sons, Inc., Hoboken. ISBN: 978-0-470-87641-1 (Preview)

Brown, Tim (2008) Design Thinking, HBR

Blank, Steve (2006) The Four Steps to the Epiphany: Successful Strategies for Products that Win, K&S Ranch; 2nd edition. pp.1-33

Blank, Steve (2013) Why the Lean Start-up Changes Everything, HBR

Reference books:

Read, S., Sarasvathy, S., Dew, N., Wiltbank, R. & Ohlsson, A. (2010) Effectual Entrepreneurship, Abingdon/New York: Routledge. ISBN 978-0-415-58644-3

Brown, Tim (2009) Change by Design: How Design Thinking Can Transform Organizations and Inspire Innovation. New York: HarperCollins. ISBN: 9780061766084

Ries, Eric (2011) The Lean Startup: How Constant Innovation Creates Radically Successful Businesses, Viking. ISBN: 9780670921607

Web links:

• Effectuationhttp://www.effectuation.org/
• Design Thinking: Thoughts by Tim Brown http://designthinking.ideo.com/
• Lean Startup: http://theleanstartup.com/

Library Resources
The University of Adelaide’s Barr Smith Library provides a range of learning resources including texts, journals, periodicals, magazines, and access to online databases and information services. It also offers a virtual library which is accessible via the University’s website. The University Library web page is: http://www.adelaide.edu.au/library/ 
From this link, you are able to access the Library's electronic resources.

MyUni is the University of Adelaide's online learning environment. It is used to support traditional face-to-face lectures, tutorials and workshops at the University. MyUni provides access to various features including announcements, course materials, discussion boards and assessments for each online course of study (see: https://myuni.adelaide.edu.au)

This course is offered in blended learning mode with the face-to-face component offered as intensives.

As a guide, a 3 unit course comprises a total of 156 hours work (this includes face-to-face contact, any online components, and self directed study).

This is a draft schedule and session dates are a guide only. The timetable may be changed during the course delivery if necessary.

Opening Intensive

Session	Content	Activities
1	Applied Entrepreneurship Overview Conceptual background Entrepreneurship defined Entrepreneurship behaviour Business concept Business plan Entrepreneurship process	Course Notes + Reading
2	Critical and Creative Thinking Critical and Creative Thinking defined Developing critical and creative thinking skills and creative problem solving	Facione, P.A. Critical Thinking: What it is and why it counts (adapted). Measured Reasons LLC, Hermosa Beach, CA de Brabandere, L. & Iny, A. The Prepared Mind: The Road to Eureka is Paved With Doubt Case Study, HBR. Group Project Presentation and Class Activities
3&4	Effectual Entrepreneurship Risk vs Uncertainty Effectuation No-predictive control Entrepreneurial thought & action	Dew, N. et al, Effectual versus predictive logics in entrepreneurial decision-making Sarasvathy, S. et al, New market creation through transformation Dew, N. et al, What effectuation is not Group Project Presentations and Case Study
5	Business Model Generation Understanding business model Business model canvas Business model designing & Strategy	Course Notes + Reading Osterwalder, A. & Pigneur, Y.: Business Model Generation Case study: BreadTalk / Airbnb Osterwalder, A. & Pigneur,Y.: Business Model Generation Case study: Kirby, W. et al. A Chinese Start-up’s Midlife Crisis: 99 Sushe.com Group Project Presentation
	Wrap up/summary Intensive 1

Closing Intensive

Session	Content	Activities
1	Design Thinking The myth of innovation The power of design thinking in entrepreneurship Applying design thinking in entrepreneurship	Course Notes + Reading Brown, T. Design Thinking, HBR Group Project Presentation and Workshop
2	Customer Development A new model for start-ups Building a customer development process	Course Notes + Reading Blank, S. The Four Steps to the Epiphany: Successful Strategies for Products that Win pp.1-33 Customer Development Workshop Group Project Presentation and Workshop
3&4	Lean Start-up Fallacy of the perfect BP Rethink your hypotheses Understand customers Do differently with lean start-up Applying lean thinking in practice	Course Notes + Reading Blank, S. Why the Lean Start-up Changes Everything, HBR Case Study: Rachleff, A., & Coates, B., IMVU Group Project Presentations
5	Your own business – how, what and where to start? Review of Course	Final Project Presentation Discussion of Exam

An overview of the course assessment appears in the following Table. Details appear in the following section:

#	Assessment	Length	Weighting	Due Date	Learning Outcomes
1	Class Participation	Variable	10%	See MyUni	1, 3, 4, 6, 7
2	Group Project Presentation	10-12 PPT slides	30%	See MyUni	2-7
3	Written Assignment	1500 words	25%	See MyUni	1, 4
4	Written Examination Closed Book	2 hours 2000 words	35%	See MyUni	2, 5, 7
	Total		100%

Students should attend all classes in order to pass the course. There is considerable experiential learning in workshops during the intensive classes that build your knowledge and thus enable you to be successful in this course.  

Course results are subject to moderation by the ECIC Board of Examiners

Assessment 1: Class Participation
Weighting: 10% Class discussions and other teams’ project evaluation
Submission Details: In class

Task:
Each student should actively participate in the class discussions and do evaluation and give constructive comments and feedback to other students and teams’ entrepreneurship and innovation ideas, concepts and project presentations. By doing so, each student can not only contibute to the conducive learning environment of the classroom, but further improve personal knowledge and skills in the resplective topics and fields.

Standard team project evaluation forms will be handed out when there are group presenations. Each student needs to evalute other students/teams’ presentation based on the criteria provided and wirte a brief report or comments in point form to substantiate the evaluation.

Scope:
This assignment will assess students’ knowledge on the related topics and their ability of Identifying business opportunities, evaluating a business plan, applying critical thinking, and communicating with project stakeholders in the entrepreneurship domain and process.

Length and Presentation:
While standard template of project evaluaiton will be provided, the length of comments and feedback provided in the evaluaiton reports will vary by indviduals.

Criteria by which your assignment will be marked:
The evaluation report: demonstration of knowledge of the subject matter, depth of the critical thinking and analysis, responsiveness to the instructions and guidance of the report, communication skills, clarity of expression, creativity, willingess to contribute to the learning of the class.



Assessment 2: Group Project Presentation
Weighting: 30%
Submission Details: In class

Task:
Helpful visuals should be used to illustrate or clarify the key points of the presentation.
An organized team approach is critical. The overall objective is to present the underlying entrepreneurship and/or innovation theories, concepts or methodologies clearly as a team, in an enthusiastic and positive manner. It is recommended that all team members address the class during the presentation.

Scope:
This assignment will assess students’ knowledge on the related topics and their ability to apply creative and critical thinking. It will also assess their ability to communicate with the potential investors or customers and effectively persuade or convince the stakeholders.

Length and Presentation:

• 10-12 slides for each group presenation
• Each presenation to be done within 10 mins, followed by 10 mins of Q&A.

Criteria by which your assignment will be marked:
Demonstration of knowledge of the subject concerned, responsiveness to the instructions and guidance required by the Lecturer, team work as well as individual contribution, presentation skills, clarity of expression, proper use of the English language (spelling, grammar, syntax), organization and neatness, creativity.



Assessment 3: Written Assignment
Weighting: 25%
Submission Details: Online through MyUni

Task:
Based on the business plan or business opportunity that you have been considering (or a business plan developed in an earlier course, such as TECHCOMM3001NA-New Venture Planning), use the business model canvas tool to effectively illustrate your existing business model (version 1), which is the core component of your business plan. In response to the 9 blocks (key components) depicted in the business model canvas:

• describe each component succinctly
• identify areas to improve the business concept (model)
• re-draw the business model (version 2) based on the identified improvements
• discuss how creative thinking, lean startup, and design thinking concept and methodologies can be applied in executing your business concept

Scope:
This assignment will assess students’ understanding of the course topics from the applied entrepreneurship lens, namely, a combination of related entrepreneurship theories/framework and the practical perspective of the real business environment and entrepreneurial operations.

Length and Presentation:
1500 words

Criteria by which your assignment will be marked:
Ability to identify and apply applied entrepreneurship theories/framework and materials presented in the course, coverage of issues presented, logical development of a convincing argument, clarity of expression, proper use of the English language (spelling, grammar, syntax).



Assessment 4: Written Examination
Weighting: 35%
Submission Details: Closed book examination

Task:

• 20 multiple choice questions covering all course topics and material
• Open-ended application style questions

Scope:
This assignment will assess students’ understanding of the course topics from the applied entrepreneurship lens and particularly, their creative and critical thinking ability, real problem solving skills as well as the depth of analysis.

Length and Presentation:
2 hour examination and 15 minutes preview time

Criteria by which your assignment will be marked:

• Correct answers to the multiple choice questions will score points
• Ability to identify and apply applied entrepreneurship theories/framework and materials presented in the course, coverage of issues presented, logical development of a convincing argument, clarity of expression, proper use of the English language (spelling, grammar, syntax).

All text based assignments must be submitted via MyUni.
Please refer to step by step instructions: http://www.adelaide.edu.au/myuni/tutorials/files/AssignmentStudentSubmission.pdf

There are a few points to note about the submission of assignments:

• Assignment Submission:  Assignments should not be emailed to the instructor; they must be lodged via the MyUni Course site (unless specified to do both). Note that assignments may be processed via TURNITIN, which is an online plagiarism prevention tool.
• Cover Sheet:  Please submit, separate to your assignment, the completed University of Adelaide Assessment Cover Sheet providing details of yourself and your team members (if applicable), your assignment, the course, date submitted, etc. as well as the declaration signed by you that this is your (your team’s) work.  Note that the declaration on any electronically submitted assignment will be deemed to have the same authority as a signed declaration.
• Backup Copy of Assignments:  You are advised to keep a copy of your assignments in case the submitted copy goes missing.  Please ensure that all assignment pages are numbered. If your assignment contains confidential information, you should discuss any concerns with the Course Lecturer prior to submission.
• Extensions of Time:  Any request for an extension of time for the submission of an assignment should be made well before the due date of the assignment to the Course Lecturer.  Normally, extensions will only be granted for a maximum of two weeks from the original assignment submission date.  Extensions will only be granted in cases of genuine extenuating circumstances and proof, such as a doctor’s certificate, may be required.
• Failure to submit: Failure to submit an assignment on time or by the agreed extension deadline may result in penalties and may incur a fail grade.  Note that a late penalty of 5% of the total available marks for that assessment item will be incurred each day an assignment is handed in late (Unless otherwise stated in 'Assessment Related Requirements' or 'Assessment Detail' above).  Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work.

Resubmission & Remarking
Resubmission of an assignment for remarking after reworking it to obtain a better mark will not normally be accepted.  Approval for resubmission will only be granted on medical or compassionate grounds.