Please note! Course description is confirmed for two academic years, which means that in general, e.g. Learning outcomes, assessment methods and key content stays unchanged. However, via course syllabus, it is possible to specify or change the course execution in each realization of the course, such as how the contact sessions are organized, assessment methods weighted or materials used.


At the end of this course, students are expected to be able to

  1. Recognize and discuss key concepts in entrepreneurship, and
  2. Identify, create and evaluate entrepreneurial opportunities

Credits: 3

Schedule: 29.02.2024 - 11.04.2024

Teacher in charge (valid for whole curriculum period):

Teacher in charge (applies in this implementation): Apurva Ganoo

Contact information for the course (applies in this implementation): Responsible Teacher: Apurva Ganoo (
Teaching Assistant(s): Canan Keles (

CEFR level (valid for whole curriculum period):

Language of instruction and studies (applies in this implementation):

Teaching language: English. Languages of study attainment: English


  • valid for whole curriculum period:

    Launching an enterprise can have several advantages, such as being your own boss, realizing your own ideas and experiencing greater autonomy. However, entrepreneurship is more than founding an enterprise. It is a particular way of thinking and an approach of solving problems and can, therefore, also be practiced within large corporations. Accordingly, the course will equip students with useful entrepreneurship tools and prepare them to approach their future work with an entrepreneurial mindset.

  • applies in this implementation

    General themes: The course's overall structure is situated around the topic of “value." Value creation and capture is at the core of entrepreneurship, and thus, over the 6 sessions in this course, we will dive into the different aspects of value - in the context of entrepreneurship and, particularly, high-growth entrepreneurship.

    Each lecture (3h) will be split into 2 or 3 sections.

    • First part: Fundamentals
    • Second part: Interactive Element (Workshop, Q&As, etc.)
    • Third part: Guest Lecture / Industry Perspective

    Session 1: Team Values

    • How to create a team of shared values and purpose (connecting to the business itself)
    Session 2: Identifying Value Part I
    • Design Thinking & User Understanding
    Session 3: Identifying Value Part II
    • Design Thinking & Value Propositions
    Session 4: Creating Value ('Intra'preneurship & Corporate Innovation)
    • What is Innovation? Can we measure it? Fostering innovation within organizations.
    Session 5: Building Value
    • Prototyping and Experimentation.
    Session 6: Funding Value
    • Funding innovation, funding options, opportunities and reasons for obtaining funding as a startup.

Assessment Methods and Criteria
  • valid for whole curriculum period:

    Team and individual assignments 100%

  • applies in this implementation

    Assessment & Grading

    • 12% - Attendance (2% per lecture)

    • 53% - 4 x Individual Essays (7% from first two, 15% for 3rd essay, and 24% for final essay) (more details provided in the first lecture)

    • 15% - 3 x Lecture Notes (instructions provided in first lecture)

    • 20% - Team Presentation (15%) + Peer Evaluation (5%)

    Assessment for the essays will be done using the Biggs Solo Taxonomy:

  • valid for whole curriculum period:

    The course contains lecture as well as hands-on practice of entrepreneurial skills.

  • applies in this implementation

    3 ECTS = 81h

    Classroom hours: 18h

    Class preparations (pre-readings, etc.): 10h
    Assignments & Deliverables: 45h
    Teamwork & Team Assignments: 8h


    Study Material
    • valid for whole curriculum period:

      The required readings will be made available by the instructor via MyCourses.

    • applies in this implementation


      • Week 1: Edmondson, A. (2012). Teamwork on the fly. Harvard Business Review.
      • Week 2: Brown, T. (2008). Design thinking. Harvard business review, 86(6), 84.
      • Week 3: Christensen, C. M., Hall, T., Dillon, K., & Duncan, D. S. (2016). Know your customers’ jobs to be done. Harvard business review94(9), 54-62.
      • Week 4: Blank, S. (2018). Why the lean start-up changes everything. Harvard Business Review.
      • Week 5: Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard business review86(12), 50-59.
      • Week 6: Eisenmann, T. (2021). Why startups fail. Harvard Business Review.

    Substitutes for Courses
    SDG: Sustainable Development Goals

      4 Quality Education

      8 Decent Work and Economic Growth


    Further Information
    • valid for whole curriculum period:

      Registration via Sisu ends at the time when the first lecture starts.

      Teaching Language : English

      Teaching Period : 2022-2023 Spring IV
      2023-2024 Spring IV

      Enrollment :

      This course is targeted for students of ARTS, CHEM, ELEC, ENG and SCI as well as Open University students. Degree students of the School of Business take the corresponding course MNGT-A3001.

      The maximum number of students is 220.

    • applies in this implementation

      Attendance Policy: As there will only be six (6) lectures in total for this course, attendance is required in at least 3 out of the 6 sessions (50%). In total, attendance will be worth 12% of the grade, meaning that one (1) session is worth 2% of the course grade. 

      Please contact the teaching team as soon as possible (Apurva, Canan) in case of any issues with attendances.