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About the Course #1 Entrepreneurship Course on Coursera* #3 Overall Business Course on Coursera* *CourseTalk's "Top Rated" MOOCs (October, 2014) This course assists aspiring entrepreneurs in developing great ideas into great companies. Using proven content, methods, and models for new venture opportunity assessment and analysis, students will learn how to enhance their entrepreneurial mindset and develop their functional skill sets to see and act entrepreneurially. With this course, students experience a sampling of the ideas and techniques explored in the University of Maryland's Online Master of Technology Entrepreneurship. Course Syllabus Week One: Entrepreneurial Perspective What is entrepreneurship? Week Two: Entrepreneurial Mindset, Motivations and Behaviors Entrepreneurial mindsetEntrepreneurial motivationsEntrepreneurial behavoirsRisk taking in entrepreneurial decision-makingRisk, uncertainty, and stakeholder involvement Week Three: Industry Understanding Recommended Background Yes!

#Entrepreneur : Une victoire de la French theory : la psychologie entrepreneuriale L’analyse psychologique des forces-fragilités entrepreneuriales devient un sujet économique clé, voire même, le nouveau graal : les investisseurs et les entrepreneurs s’accordent sur le fait que la personnalité du dirigeant fait l’essentiel de la réussite d’un projet ! L’expression « psychologie entrepreneuriale », inconnue il y a encore six ans, cumule donc aujourd’hui 5 000 occurrences dans les moteurs de recherche internet, en français, et dans sa version anglaise. Naturellement, nous sommes leaders en la matière ! Le mot « entrepreneur », au succès mondial, est français. Entreprendre signifie « prendre entre » : assembler des éléments existants pour en faire quelques chose de nouveau. Il est donc logique que nous soyons aujourd’hui leaders dans l’intelligence de ses implications humaines. Voici les grandes lignes de la French theory, cette approche qui révolutionne le monde ! Les grandes découvertes du XXe siècle ont remis en cause l’approche scientifique moderne héritée des Lumières.

How To Build A Startup When does the course begin? This class is self paced. You can begin whenever you like and then follow your own pace. It’s a good idea to set goals for yourself to make sure you stick with the course. How long will the course be available? This class will always be available! How do I know if this course is for me? Take a look at the “Class Summary,” “What Should I Know,” and “What Will I Learn” sections above. Can I skip individual videos? Yes! What are the rules on collaboration? Collaboration is a great way to learn. Why are there so many questions? Udacity classes are a little different from traditional courses. What should I do while I’m watching the videos? Learn actively!

Un chercheur dénonce l’inutilité de nombreux travaux scientifiques Le chercheur américain John Ioannidis, professeur à Stanford, aime depuis quelques années lancer de bons gros pavés dans la mare de la science et en particulier dans celle de la biomédecine. En 2005, dans un article publié par PLoS Medicine et intitulé « Pourquoi la plupart des découvertes publiées sont fausses », il montrait que les bases statistiques sur lesquelles s’appuyaient bon nombre d’études n’étaient pas suffisamment rigoureuses pour que les résultats obtenus aient une véritable valeur et que les biais étaient légion dans la conception d’essais cliniques censés décider de la mise sur le marché de médicaments. Ce sans oublier les intérêts financiers qui faisaient pression pour l’obtention de résultats. Depuis 2005, ce texte, devenu un classique, a été consulté près de 1,2 million de fois en ligne, un record. On le comprend d’entrée de jeu, le but de John Ioannidis n’est pas de démolir la science ni ceux qui la font à grands coups de démonte-pneu.

Starting a Business: Advice from the Trenches If you’re like thousands of other designers, programmers and other creative professionals out there, at one point in time you’ve considered starting your own business. Unlike most, you’ve gone against common sense and decided to open shop for yourself. And not just freelance full-time, mind you, but file for the company name, get some stationery, and wade through the legal mumbo-jumbo. Maybe even get a real office with a water cooler. This article offers real-world advice from the trenches of a small start-up, and is applicable to designers, web developers, copywriters, usability experts and all manner of service providers. Write a Business Plan#section1 The most important thing you can do to prepare for starting and operating your own business. Beyond the mental exercises, a good business plan will give you a much better chance of getting a small business loan from a bank than walking in and saying, “I like Photoshop and maybe a can do some websites or something. Funding#section3 Good:

How to run a brainstorm for introverts (and extroverts too) Cocktail party trivia: Brainstorming was invented in the 1930s as a practical idea-generation technique for regular use by “creatives” within the ad agency BBDO. That all changed in 1942, when Alex Osborn — the “O” in BBDO — released a book called How to Think Up and excited the imaginations of his fellow Mad Men. Since 1942, the idea-generation technique that began life in a New York creative firm has grown into the happy kudzu of Silicon Valley startups. I’ve run a lot of brainstorms over the years: with designers at IDEO, with Tom and David Kelley (I co-authored the book Creative Confidence with them), and with TED’s editorial team. Below, 12 tips on how to run a killer brainstorm for (mostly) introverts: Circulate the question or topic before you start. Like other idea-generation tools, brainstorming was invented to make creative success easier, not more stressful — which is why creators are still using this technique 75 years after its invention.

5 Questions to Ask Yourself When Putting Together a Business Plan by Deborah Sweeney, CEO of MyCorporation | Featured Contributor It’s easy to get scattered whenever you start writing up a business plan outline. Maybe this is your first crack at it and you aren’t sure which way to begin so you start writing about your business and everything you have to offer. If you’re doing just that so far, then that’s good! The expectation here is that your business from the get-go should be neat and ordered, even in the earliest stages of planning, but going by the book, exactly by the book, can leave some much needed questions unanswered. 1. Keep calm and carry on, kiddos. 1) Executive Summary – typically this is placed at the end and is a quick summary of the plan as a whole. 2) Business Description – the history behind your business, what the product or service is and does, the development stage you’re in and much more can be found here. 3) Market Analysis – who your target audience is and what they need. 2) Do you know why you’re writing this?

Scientist Turns To Crowd-Funding To Continue Research The views expressed are those of the author and are not necessarily those of IFLScience. When I started my Ph.D. in 1973 as a recent zoology graduate, I never imagined that forty years later I’d still be working on the same project. On one level, I can imagine you thinking: "He should get out more." But let me explain. On Skomer Island, Wales—where I did my Ph.D. and where I still study guillemots—there were about 100,000 pairs of guillemots in the 1930s. I started a population study counting the birds, measuring their survival, the timing of breeding, their breeding success and what they feed their chicks. Credit: Tim Birkhead. Over the next 20 years or so, I followed the birds’ fortunes by looking at how the population functions, constructing a balance sheet between survival and breeding output against losses from oiling and natural mortality. Credit: TIm Ransom. You can support Professor Birkhead's research by donating here.

How to Start a Startup March 2005 (This essay is derived from a talk at the Harvard Computer Society.) You need three things to create a successful startup: to start with good people, to make something customers actually want, and to spend as little money as possible. Most startups that fail do it because they fail at one of these. A startup that does all three will probably succeed. And that's kind of exciting, when you think about it, because all three are doable. If there is one message I'd like to get across about startups, that's it. The Idea In particular, you don't need a brilliant idea to start a startup around. Google's plan, for example, was simply to create a search site that didn't suck. There are plenty of other areas that are just as backward as search was before Google. For example, dating sites currently suck far worse than search did before Google. An idea for a startup, however, is only a beginning. What matters is not ideas, but the people who have them. People What do I mean by good people?

Stimulez les talents pour accompagner votre croissance Frédéric Mazella, P-DG de Blablacar. ©Franck Beloncle pour Capital Les conseils de Frédéric Mazzella, président-fondateur de BlaBlacar La croissance annuelle du nombre d’utilisateurs du site de covoiturage BlaBlaCar a été de 100% ces quatre dernières années et devrait atteindre 200% en 2014. Effacer les frontières. BlaBlaCar a besoin de collaborateurs à fort potentiel – qu’ils sortent de grandes écoles ou soient autodidactes, comme les dévelop­peurs –, d’individus ambitieux, ayant l’envie d’appren­dre et doués d’un état d’esprit entrepreneurial. Favoriser les initiatives. Nous encourageons ainsi l’innovation et l’amélioration permanente de notre service. Pourquoi il est ­inspirant. par Gaëlle Ginibrière

How to Build an Incredibly Lazy (and Successful) Business Progress is made by lazy men looking for easier ways to do things.—Robert Heinlein I’ll be the first one to admit it: I don’t like working hard. I go out of my way to be as lazy as possible. And yet, I’ve still managed to build a pretty successful business, deliberately going out of my way to not put in too much effort. Sometimes I feel inspired to do a lot of connecting, writing or work on a big product launch. It’s one thing to be able to do something; it’s another to know how you do it. So, here’s how to build an incredibly lazy (and successful) business: 1. This is probably the biggest hurdle that you’ll struggle with, and it’s something I have trouble with as well. Once you stop working just because it’s a good idea, you’ll be able to develop a filter for the type of work that is essential, highest leverage and produces the best results. 2. The more original and remarkable your ideas, the more leverage they have. 3. What are the key activities that make you the most money? 4. 5. Share:

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