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I-Corps 2 min video: storyboard

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Leticia Britos Cavagnaro

on 21 August 2015

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Transcript of I-Corps 2 min video: storyboard

but that's not the end of the story... remember we had this big idea that....
we persevered, sent x more cold messages and got some warm leads...
VO: when we started the I-Corps journey...
VO: we KNEW we had something good...
add on screen: phone text bubble:
"This works!"
text window on phone:
Yes! let's run a triathlon!
VO: on the other hand, we still had our tribe behind us ... answering our calls, eager to talk with us
so we talked to a lot of current customers - students and faculty, as well as potential customers...
we spent time debating over the meaning of "transformative" and "legitimacy" and trying to make our VPs QRST (can insert reference to double here)
along the way, we realized there were important unmet needs for the faculty who supported the students participating in our program that we could address...
us doing some other sport or exercise, and/or looking at stuff at a gym/ sports store (rackets, dumbells, etc, fitbit)
so we started to look at ways in which to diversify our portfolio
we talked to those who provide services to faculty, like centers for teaching and learning...
and build and tested 2 MVPs
results of/learning from faculty offerings tests and we are going forward with those --> pilots with potential revenue of around 100K each)
started getting responses and talked to HR people in diverse companies (could add stats and/or logos)
and built 2 MVPs of offerings for industry
while we still need to learn more about this CS and how our VPs work, we feel there is a there there ($), and will continue to explore it
In sum, diversified portfolio...
for our current customers in academia
rolling credits including all interviewees
image of us asleep on the red couches after meetup
And entering a promising new market
UIF global
Faculty Fellows
DT workshop for faculty
different color and/or background (corporate)
perhaps background is an academic image (classroom, etc)
side by side TL of testing marathon
"we will sleep when I-Corps is over"
we started cold-calling calling industry professionals, and were hopeful about their response
VO: they are not returning our calls

Number of LinkedIn cold e-mails sent
And we had a big bold vision: let's get industry funding students starting their careers.... We believe that the skills we were equipping our Fellows with to navigate the world of academia, were very much like those needed by young graduates to navigate the corporate world
(one of) us looking up climbing wall in gym
also... foundations... bridging strategy
vision = hypothesis
side by side writing on computer, on LinkedIn
20 responses in 48 hs
2 responses in 48 hs
looking at dictionary
add animation with thought bubble "Let's double everything"
add text on screen:
FACULTY
Screenshots of CTLs
screenshots of two MVPs
pilots in Spring 2016
bug can jump
VO
1: When we started the I-Corps journey...
1: we KNEW we had something good and really wanted to scale it to many more institutions...
1: we also had a bold vision: what if corporate customers would pay to get students ready to hit the ground running when they are hired ... After all, the skills we are teaching our Fellows to use when they navigate the world of academia are very much like the skills needed by young graduates to navigate the corporate world.
2: We started cold-calling industry HR professionals, and were hopeful about their response
2: but, we weren't getting in front of enough people to gather sufficient data.
1: On the other hand, we still had our tribe behind us ... answering our calls, eager to talk with us
1: so we talked to a lot of current customers - students and faculty, as well as potential customers.
2: We spent time debating over the meaning of "transformative" and "legitimacy" and trying to make our value propositions QRST
2: along the way, we realized there were important unmet needs for the faculty who supported the students in our program.
1: So we started to look at ways to diversify our portfolio to meet those needs
1: we talked to more faculty and to staff who provide services to faculty at places like centers for teaching and learning
2: We built and tested 2 MVPs
2: Our faculty testers not only liked the offerings, they started to sign up right away.
2: We are planning pilots for Spring 2016 that will yield 200 thousand dollars of additional revenue.
1: But that's not the end of the story... remember we had this big idea about an industry offering?
1: we persevered, made more cold calls and got some warm leads...
1: we started getting responses and talked to HR people in diverse companies
1: and we built 2 MVPs for industry.
2: While we still need to learn more about this customer segment and how our value propositions work, we feel we're on to something, and will continue to investigate this opportunity
2: Finally, a number of conversations with foundations have revealed this segment may serve as a possible bridging strategy to sustainability.
1: In sum, we will pursue a diverse portfolio...
1: ...for our current customers in academia
1: And continue to test a promising new market with corporate hiring managers
1: towards our goal of providing a sustainable future for the University Innovation Fellows Program.
vo: but, we weren't getting in front of enough people to gather sufficient data
photo of Humera in UIF running attire
photo of Leticia in UIF running attire
photo of Jay (ideally in UIF t-shirt, from DC kickoff)
photo f Laurie filming Leticia
photo of Katie filming Humera
photo of Stacey

Advice from Dean:
there are going to be big wigs from NSF: want to see scalability
2 elements:
1. we are onto sth
2. equally important: the TT looks at the process as much as the product, was team asking the right questions, had key insights (eye opening), even if it's a no go

Quantitative
Specific
Relevant
Testable
VO
When we started the I-Corps journey...
We KNEW we had something good and wanted to scale it
We also had a bold vision: what if corporate customers PAID US to prepare students to hit the ground running when they are hired ... After all, the skills our Fellows use to navigate the world of academia are very much like the skills needed by young graduates to navigate the corporate world.
We started cold-calling industry HR professionals
But, we weren't getting in front of enough people to gather sufficient data.
But our tribe of current customers - students and faculty - was eager to talk to us
And we spent time debating the meaning of "transformative" and "leGItimacy" and trying to make our value propositions QRST
We also talked to lots of POTENTIAL faculty customers and staff at places like Centers for Teaching and Learning
And we discovered unmet needs of the faculty who supported our students and looked for ways to diversify our portfolio
We built and tested 2 MVPs, and our faculty testers not only liked the offerings, they started to sign up right away.
So we are planning pilots for Spring 2016 that will yield 200 thousand dollars in additional revenue.
BUT... remember we had this big idea about an industry offering?
We persevered, made more calls, and FINALLY started getting responses from HR professionals
We built and tested 2 more MVPs for industry.
While we still need to learn more about this customer segment and our value propositions, we feel we're on to something, and will continue to investigate this opportunity
Finally, a number of conversations with foundations have revealed this segment may serve as a bridging strategy to a sustainable future for the University Innovation Fellows Program.
2:29 (OLD COPY)
1:40
but that's not the end of the story... remember we had this big idea that....
we persevered, sent x more cold messages and got some warm leads...
VO: when we started the I-Corps journey...
VO: we KNEW we had something good...
add on screen: phone text bubble:
"This works!"
text window on phone:
Yes! let's run a triathlon!
VO: on the other hand, we still had our tribe behind us ... answering our calls, eager to talk with us
so we talked to a lot of current customers - students and faculty, as well as potential customers...
we spent time debating over the meaning of "transformative" and "legitimacy" and trying to make our VPs QRST (can insert reference to double here)
along the way, we realized there were important unmet needs for the faculty who supported the students participating in our program that we could address...
us doing some other sport or exercise, and/or looking at stuff at a gym/ sports store (rackets, dumbells, etc, fitbit)
so we started to look at ways in which to diversify our portfolio
we talked to those who provide services to faculty, like centers for teaching and learning...
and build and tested 2 MVPs
results of/learning from faculty offerings tests and we are going forward with those --> pilots with potential revenue of around 100K each)
started getting responses and talked to HR people in diverse companies (could add stats and/or logos)
and built 2 MVPs of offerings for industry
while we still need to learn more about this CS and how our VPs work, we feel there is a there there ($), and will continue to explore it
In sum, diversified portfolio...
for our current customers in academia
rolling credits including all interviewees
image of us asleep on the red couches after meetup
And entering a promising new market
UIF global
Faculty Fellows
DT workshop for faculty
different color and/or background (corporate)
perhaps background is an academic image (classroom, etc)
side by side TL of testing marathon
"we will sleep when I-Corps is over"
we started cold-calling calling industry professionals, and were hopeful about their response
VO: they are not returning our calls

Number of LinkedIn cold e-mails sent
And we had a big bold vision: let's get industry funding students starting their careers.... We believe that the skills we were equipping our Fellows with to navigate the world of academia, were very much like those needed by young graduates to navigate the corporate world
(one of) us looking up climbing wall in gym
also... foundations... bridging strategy
vision = hypothesis
side by side writing on computer, on LinkedIn
20 responses in 48 hs
2 responses in 48 hs
looking at dictionary
add animation with thought bubble "Let's double everything"
add text on screen:
FACULTY
Screenshots of CTLs
screenshots of two MVPs
pilots in Spring 2016
bug can jump
VO
1: When we started the I-Corps journey...
1: we KNEW we had something good and really wanted to scale it to many more institutions...
1: we also had a bold vision: what if corporate customers would pay to get students ready to hit the ground running when they are hired ... After all, the skills we are teaching our Fellows to use when they navigate the world of academia are very much like the skills needed by young graduates to navigate the corporate world.
2: We started cold-calling industry HR professionals, and were hopeful about their response
2: but, we weren't getting in front of enough people to gather sufficient data.
1: On the other hand, we still had our tribe behind us ... answering our calls, eager to talk with us
1: so we talked to a lot of current customers - students and faculty, as well as potential customers.
2: We spent time debating over the meaning of "transformative" and "legitimacy" and trying to make our value propositions QRST
2: along the way, we realized there were important unmet needs for the faculty who supported the students in our program.
1: So we started to look at ways to diversify our portfolio to meet those needs
1: we talked to more faculty and to staff who provide services to faculty at places like centers for teaching and learning
2: We built and tested 2 MVPs
2: Our faculty testers not only liked the offerings, they started to sign up right away.
2: We are planning pilots for Spring 2016 that will yield 200 thousand dollars of additional revenue.
1: But that's not the end of the story... remember we had this big idea about an industry offering?
1: we persevered, made more cold calls and got some warm leads...
1: we started getting responses and talked to HR people in diverse companies
1: and we built 2 MVPs for industry.
2: While we still need to learn more about this customer segment and how our value propositions work, we feel we're on to something, and will continue to investigate this opportunity
2: Finally, a number of conversations with foundations have revealed this segment may serve as a possible bridging strategy to sustainability.
1: In sum, we will pursue a diverse portfolio...
1: ...for our current customers in academia
1: And continue to test a promising new market with corporate hiring managers
1: towards our goal of providing a sustainable future for the University Innovation Fellows Program.
vo: but, we weren't getting in front of enough people to gather sufficient data
photo of Humera in UIF running attire
photo of Leticia in UIF running attire
photo of Jay (ideally in UIF t-shirt, from DC kickoff)
photo f Laurie filming Leticia
photo of Katie filming Humera
photo of Stacey

Advice from Dean:
there are going to be big wigs from NSF: want to see scalability
2 elements:
1. we are onto sth
2. equally important: the TT looks at the process as much as the product, was team asking the right questions, had key insights (eye opening), even if it's a no go

Quantitative
Specific
Relevant
Testable
VO
When we started the I-Corps journey...
We KNEW we had something good and wanted to scale it
We also had a bold vision: what if corporate customers PAID US to prepare students to hit the ground running when they are hired ... After all, the skills our Fellows use to navigate the world of academia are very much like the skills needed by young graduates to navigate the corporate world.
We started cold-calling industry HR professionals
But, we weren't getting in front of enough people to gather sufficient data.
We also talked to a lot of current customers - students and faculty-, as well as POTENTIAL customers.
We spent time debating over the meaning of "transformative" and legitimacy" and trying to make our value propositions QRST
We talked to more faculty and staff at places like centers for teaching and learning
We discovered unmet needs of the faculty who supported our students.
We built and tested 2 MVPs, and our faculty testers not only liked the offerings, they started to sign up right away.
We are planning pilots for Spring 2016 that will yield 200 thousand dollars of revenue.
BUT... remember we had this big idea about an industry offering?
We persevered, made more calls, and FINALLY started getting responses from HR professionals
We built and tested 2 more MVPs for industry.
While we still need to learn more about this customer segment and our value propositions, we feel we're on to something, and will continue to investigate this opportunity
Finally, a number of conversations with foundations have revealed this segment may serve as a bridging strategy to a sustainable future for the University Innovation Fellows Program.
2:29
1:40
backup copy - do not make changes here
Full transcript