As already observed, the course foresees a number of assignments. They all contribute to 40% of the final evaluation.
To pass the exam, students - organized in teams - have to present their entrepreneurial idea applying all the relevant concepts presented during the course. This activity will contribute to 60% of the final evaluation. Teams will be supported by tutors. More details on the expected material to be provided will be published later.
Individuals are encouraged to carry out this activity participating in the DOCK3 initiative. A foundational value of this initiative is multidisciplinarity, as a consequence DOCK3 teams are made by individuals with heterogeneous backgrounds (eg. engineering, law, economics, computer science, biology ...).
Students willing to participate to dock3 are going to:
Apply to the DOCK3 selection process. Access is not guaranteed.
Build a team with other students/graduates who have been selected to take part in DOCK3. Note that DOCK3 organizes specific sessions to facilitate the match between potential cofounders.
DOCK3 teams must respect two rules:
a. multidisciplinarity: each team must be composed by students/graduates from different background. In particular, each team can have a maximum of two components with the same academic background;
b. number of components: minimum 3, maximum 5 people
Don't forget: a good idea with a mediocre team (group) will likely fail, vice versa a simple idea with a great team will likely succeed!
A video pitch of about 3 minutes. Take inspiration form Y combinator pitches. The video should be uploaded to any video service you wish (e.g. youtube) . The slides used in the pitch have to be uploaded in the shared drive folder.
A short report of at most 3 pages with your business concept clearly stated, the lean canvas and a more detailed explanation of your pitch . All details on the MVP will be detailed in a separate document (see 3), here you have simply to show that your assumptions have been validated. The report should focus on
Problem
Customer Segments
Early Adopters
Existing Alternatives
Unique Value Proposition
Solution
Key Metrics
Channels
The other aspects of the canvas, such as unfair advantage, cost structure and revenue streams can be simply outlined. It is perfectly fine if the financial part, as well as other parts, are still preliminary, our focus is on the validation of the business concept
A documents detailing the evolution (a kind of journal) of your MVPs as a tool to validate the hypothesis made in your lean canvas by quantitative evidences. In other words: hypothesis, experiments, results, actions (e.g. pivot)
More than present to investors, here we focus on verifying that you applied the lean methodology to minimize the risks connect to a new startup. .. however the two things are clearly strongly related!