Comprehensive course analysis
Who should attend
This program is designed for managers to directors tasked with oversight, management, and implementation of business initiatives. The program is also relevant for professionals across functions who want to rise to the challenges of a rapidly changing social and economic business environment.
About the course
Innovating for Social Change: From Plan to Roadmap
As our social and business environments converge, it’s become clear that business leaders must focus their efforts on realizing social change. To be effective, however, requires more than just a good idea or the willingness to contribute – it requires a particular skill set. In this four-week online course, leading faculty and experts will work with participants on their own concrete ideas – giving them the tools to take it from concept through elevator pitch and plan, all the way to acquiring the necessary resources and bringing it to market.
While this course will address the core innovation process needed to be successful – highlighting Carnegie Mellon’s proven tools and best practices – it is also applicable to those seeking change within their existing organizations, by leveraging the research of Carnegie Mellon’s Corporate Startup Lab. And while participants may wish to develop ideas related to the current conversations, these skills are equally applicable to all pressing and relevant social issues. With increased understanding of effective skills and established processes, you’ll leave this course with greater understanding and the ability to accomplish real and lasting change.
- Master principles, processes, and tools required for social innovation as both standalone efforts and within larger organizations.
- Learn to critically evaluate key ideas early in the project development cycle.
- Hone your pitch to successfully acquire necessary resources.
- Understand how to organize and formulate an effective roadmap, bringing concepts to fruition.
Module 1 - First Principles
- Lean innovation thinking
- Thinking big/founder’s vision
- Timing - why now?
- Elevator pitch
- Intro to storytelling: digital applications
- Social justice movements
- Elevator pitch
- Group work
- Clarify vision and push to think bigger
Module 2 - Stakeholder Discovery and Other Key Hypotheses
- Customer discovery
- Other key innovation assumptions/hypothesis
- Storytelling part two
- CPS statement
- Updated CPS statement
- What did they really validate from interviews?
Module 3 - Thinking Through Business Model
- Business model canvas
- Share nonprofit canvas to synch on vocab
- Corporate startup canvas
- Canvas(es) filled out with what assumptions are validated, need validated next and are still hypothesis
- Discuss canvas deliverable
Module 4 - Roadmap and Pitch
- Examples of MAPs
- How to fit MAPs into plan
- Developing financial milestones and projections
- Pitching innovation to C-suite canvas
- Investment pitches
- Storytelling, part three
- Social justice, part two
- Investment pitch
- Next steps and critique pitch
PHONE 412-268-4177 OFFICE GSIA - Tepper School of Business - Room 102 AREA OF EXPERTISE Entrepreneurship EDUCATION Grove City College - BS (Computer Information Systems) - 2002 BIOGRAPHY Sean Ammirati joined Birchmere Ventures in 2012 to as the partner leading Birchmere Labs, a seed and stu...
Education: University of Kentucky Degree NameDoctor of Philosophy (Ph.D.)Field Of StudyCommunication Dates attended or expected graduation2001 – 2011 Activities and Societies: Graduate Student Association (Treasurer) Communication Research Assistant Communication Teaching Assistant CELT Fellow ...
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Because of COVID-19, many providers are cancelling or postponing in-person programs or providing online participation options.
We are happy to help you find a suitable online alternative.