Changes

Congratulations on prototyping and honing in on some potentially viable Strategic Priorities. Now, we are going to see whether the projects we've identified will be viable on campus. We'll do this by identifying the value proposition they hold and testing these value propositions with institutional stakeholders on campus.</div><br><div style="text-align:justify;">This week, you'll apply the Lean Startup approach as you develop the projects that you want to implement at your school. You will test some of your hypotheses about those projects and whether those projects will be embraced by the institution. This can be a combination of team and individual work.You will also meet with any previously trained and current Fellows (or student leaders) on at your campus institution to get feedback on your plan and join forces in support of one another.</div><br><br>

The Business Model Canvas (BMC) is a tool that can be applied to many different sectors. Steve Blank, a pivotal figure of the Lean Startup movement, created an adaptation of the BMC called the '''Mission Model Canvas''' (MMC) to apply similar principles to areas that are not business-oriented. Blank used the MMC to teach a new course called "[https://steveblank.com/category/hacking-for-defense/ Hacking for Defense]". Using this tool, the defense sector is able to test its hypotheses about defense-related (and often times oftentimes large-scale) projects before spending millions of dollars on a solution.<br><br>[[File:Hacking_for_defense.png|750px]]<br><br>

Just like this powerful tool has been adapted to be more applicable to the defense and other sectors, we have created a tool that is more relevant for you, as change agents who aspire to achieve lasting institutional change. We're calling it the [https://docs.google.com/drawings/d/1CyjuMF6PrbIzKD33Da2U25siEUGO7x2OzC5n5M5mvbo/copy Change Model Canvas] (you will be prompted to make a copy before you begin).<br><br>

To complete this assignment, complete the yellow post-it notes on the Change Model Canvases in Section 5 of the Training Mural. #Complete the [https://docs.google.com/drawings/d/1CyjuMF6PrbIzKD33Da2U25siEUGO7x2OzC5n5M5mvbo/copy Change Model Canvas] as you would the Business Model Canvas, from right to left concentrating first on the Population Segments and the Value Proposition you are offering to each one. Then, focus on the Pathways to identify the ways you are going to reach these individuals. {{note2|'''Note:'''}} Your Population Segments can be as broad as "All first year students" or as narrow as "Women engineering majors who don't reside on campus." The narrower your audience, the more targeted your offering.#Complete Rough out all the other boxes. Note, the Change Model Canvas is not meant to be completed like a class paper with 12 point type, but rather each section should have 2-3 bullet points. Post-it notes are helpful to match population segments to value propositions. For an example of the level of detail each box might have, [https://www.youtube.com/watch?v=13ZItq8r_g0 you can view the the first 1.5 minutes of this video which completes the BMC for the popular women's clothing store, Zara].

<u>'''Your assignment this week is to hold one-on-one interviews with institutional stakeholders.'''</u> Select Why one-on-one when you’re going to gather them into one room for the Stakeholder Meeting? Great question! The reason you want to take the time to meet with them one-on-one is to really spend time listening to them and understanding their individual needs. What keeps them up at night with respect to fulfilling their mission as it relates to supporting students? Then, test whether there is alignment with the needs they’ve articulated and the project you came to test. By paying special attention to their needs, you are much more likely to have aligned interests and earned their support when you have 12 people at a Stakeholder Meeting and the stakes are high. Conversely, without investing this time you could run the risk of one person - who feels you really don’t understand them - to be overly critical of your efforts in front of many stakeholders. Critique is helpful, but overly critical individuals could take away from the potential of your stakeholder meeting. So, be sure not to take short cuts. Meet these folks individually before you convince them in a group. <br>In Session 1, each person should have selected three or more administrative or faculty leaders who are on your invite list for the stakeholder meeting. If you uncovered new people during the Landscape Canvas, be sure to include them. This should could be your Faculty Champion and a other people such as your Career Placement Officer, Dean or Entrepreneurship Center Director. Pick institutional stakeholders who you think are most important to the future success of the project or might be direct beneficiaries of its potential impact.<br><Brbr><u>'''With each person you interviewfor a single idea, you will use the populate one Change Model Canvas to share and test your assumptions about four project ideas.'''</u> You That’s because each Canvas represents one test… a test to see if the value proposition for that single idea. And, interviewing that one person will populate four different copies of tell you if your assumptions are correct or incorrect about whether this stakeholder finds this value proposition compelling enough to fund, support, and generally champion. <br>So, when we ask you to conduct three tests for the first idea you should have three Change Model Canvas to test each of the Canvasses for that first idea. And, given that you’re testing four different project ideas with each person you interviewthree people, that’s 12 Change Model Canvases. You can attend these meetings as a team, or divide and conquer, but each member of the team must participate in an interview and in building out the Change Model Canvases.<br><br> * '''Step 1:''' Use the Change Model Canvas at the top of Session 5 in the Training Mural. Each copy you prepare to test should have a Problem Statement, Change Strategy and Metric of Success identified that is meaningful to the person you are interviewing (see above for definitions).<br><br>* '''Step 1:''' Print as many copies of the [https://docs.google.com/drawings/d/1CyjuMF6PrbIzKD33Da2U25siEUGO7x2OzC5n5M5mvbo/copy Change Model Canvas] as you need. One per project, per interviewee (if you are interviewing 5 people, you will need 20 copies -- 5 people x 4 projects).* '''Step 2:''' Jot down your rough ideas about each project as a bulleted list, or using post-it notes. See HOW TO COMPLETE THE CHANGE MODEL CANVAS above for more information. Do this in advance of the meeting in order to identify your hypothesis of why this project should matter to this stakeholder.* '''Step 3:''' Schedule or drop in to visit a zoom call with three or more institutional stakeholders. You would be surprised how few student walk-ins institutional stakeholders get. As a strategy to securing these meetings, it's worth a try to drop-in early this week. If they are unable to take a meeting at that time, they'll be more likely to squeeze you into their calendar before the assignment is due.* '''Step 4:''' Test your change model about for each of the four projects by interviewing the stakeholder face-to-faceby zoom, one at a time. YouAgain, you'll meet with them as a group during the stakeholder meeting, but this one-on-one time will get personal buy-in from the people who are most important to the success of this project. {{note2|'''Important:'''}} Just as in Design Thinking, the Lean Startup interviewing process is an art. Make sure not to sell your idea directly or put words in their mouth. Be sure to ask questions about their struggles serving the population segment you wish to serve. Listen carefully and probe for underlying beliefs and attitudes by asking "Tell us more?" or "Why?" You do not need to show or share your Change Model Canvas with your interviewee, but you do need to ask them questions that help you validate or invalidate your assumptions about the project. A useful interviewing resource for the Lean Startup Community is the free e-book, [http://www.talkingtohumans.com/ Talking to Humans]. You can also refer back to the [https[2020:Training//sucourses.novoed.com/#!/courses/stanford-uif-fall-2019/lecture_pages/991106 Toolkit (Interviewing Guidelines)|Toolkit: Interviewing Guidelines]], shared during our session on Design Thinking.* '''Step 5:''' Did your project assumptions pass the test? Did they fail miserably? Or, do you need to make slight modifications or ‘pivot’ in order to gain the support of this project with your interviewee? Factoring in this newfound information, fine-tune and prototype your UIF Project, or as they say in the Lean Startup Movement, "Test your MVP, or Minimum Viable Product" and learn more about your problem.* '''Step 6:''' Now, gather together and record all your Change Model Canvases. You can do this manually or digitally::*A. Manually: Take photos of each completed Change Model Canvas, one for each project tested with each Stakeholder (more than 12). Create one PDF of all photos and [https://drive.google.com/drive/folders/1BrL69LY4a-Pe1Cu4bQ6uaKcDbEH1n2JZ share them in your Google Drive folder]. Make sure we have permission to view the file.:*B. Alternatively, you may make a copy of the [https://drive.google.com/drive/folders/1BrL69LY4a-Pe1Cu4bQ6uaKcDbEH1n2JZ share them in your Google Drive]. Simply create and share your Google Drive folders containing the Change Model Canvas documents. Make sure we have permission to view the file.*'''Step 7:''' </u>For each interview complete the following summaryin Session 5 of the Training Mural:<br>

This is due Thursday, October 106. Submit one a google docs link containing either doc reflection about the PDF with photos process of using the 12+ [https://docsLean Startup approach of testing your project ideas with each stakeholder.Drop the google.com/drawings/d/1CyjuMF6PrbIzKD33Da2U25siEUGO7x2OzC5n5M5mvbo/edit?usp=sharing Change Model Canvases] or 12+ digital Change Model Canvases. Visit doc in your campus folder and share the link in Training Update (visit the [[2020:Training/Submitting Assignments|Submitting Assignments]] page for more on how to submit your assignment). It is very important that you show your work and complete all of Session 5 in the Training Mural so we can understand your progress.

|title=Join Forces with Fellows and Student Leaders on Campus|content=<br>Your biggest allies on campus at your instituion are current and previously trained University Innovation Fellows. No matter whether they were supported by your faculty sponsor or involved in your training to date, they know that 'it takes a village' and they will want to help and support you to be the best Fellow you can be. If you are the first year of Fellows, turn to current student leaders who will benefit from your work. We now need you to join forces with your previously trained Fellows (or other student leaders), no matter whether they have graduated or are still active in their roles. Within the next day, you will get an email introduction to these previously trained Fellows.

Start planning a video conference zoom meeting this week with previously-trained Fellows (or, on at first-time campusesUIF institutions, student leaders).<br><br>

Current UIF campuses institutions should look in their email inbox for an introduction to previously-trained Fellows by September 14October 1st. Stay tuned. If you don't believe you have received that email, contact humera@universityinnovation.org. Reply all to that email (keeping us copied on the thread).<br><br>

* Indicate Decide in advance, or one of you quickly take the lead, and indicate how excited you are to meet them (if you haven't met them already) and how eager you are to connect with them.

* Schedule a meeting with them before the stakeholder meeting, using your Zoom link so that any Fellows who have graduated can patch in.<br><br>

* Present your plans to the Fellows. Listen deeply to their feedback without interrupting or getting defensive. Remember, their perspectives are valuable and they, too, want what's best for the campusschool.* Ask them about the history of the your school's I&E movement on your campus?* Ask them about the current power dynamics, alliances and any strained relationships on campusat your institution?* Make plans to stay connected using BlueJeansZoom, email, Facebook and any other means that makes communication easy. The ideal ongoing relationship is one where this team continues to advise you, helping you overcome obstacles and triage the challenges you may face.<br><br>