Alexandra Marks reports on the challenges faced by minority businesses in Boston. She notes that Jet-A-Way is multi-million dollar company that recycles trash, industrial waste, and construction debris. Marks interviews Jesse Jeter (marketing director, Jet-A-Way) and company founders Ed Jeter and Darlene Jeter about the challenges they have faced as a minority business. Jesse Jeter says that racism is still a problem. Ed Jeter says that the business benefited minority quotas in the early years. Marks reports that the NAACP Leadership Development Training Conference was recently held in Boston. Marks's report includes footage from a luncheon held during the conference. Marks interviews William Singleton (president, Quest Publishing Company) about his experiences as an African American entrepreneur. Marks notes that minority-owned businesses often have trouble finding financing. Marks' report includes footage of operations at the Jet-A-Way recycling facility. This tape includes additional footage of operations at the Jet-A-Way recycling facility. This edition of the Ten O'Clock News also included the following item: Carmen Fields interviews Richard Taylor about the Republican Party and affirmative action.

An applied business question is presented with the suggested solution encompassing entrepreneurship, management and the implementation of technology and change.

"Auto presentación al final del semestre" es parte de la colección de módulos que se diseñó y se puso en práctica para ayudar en la enseñanza de creatividad e innovación empresarial.

La colección destaca doce temas empresariales. Para ver una descripción breve de los temas presione el link "Temas Principales Relacionados a la Creatividad e Innovación Empresarial".

Los catorce módulos de esta colección trata uno o varios de los doce “temas empresariales”. Para ver cuáles temas inciden en cada módulo presione el link "Tabla Matriz".

El trasfondo de esta colección se consigue presionando el link "Introducción".

"Auto presentación inicial" es parte de la colección de módulos que se diseñó y se puso en práctica para ayudar en la enseñanza de creatividad e innovación empresarial.

La colección destaca doce temas empresariales. Para ver una descripción breve de los temas presione el link "Temas Principales Relacionados a la Creatividad e Innovación Empresarial".

Los catorce módulos de esta colección tratan uno o varios de los doce “temas empresariales”. Para ver cuáles temas inciden en cada módulo presione el link "Tabla Matriz".

El trasfondo de esta colección se consigue presionando el link "Introducción".

The owner of a computer technology business works long hours, as many as 80 hours per week. He describes his career path and explains that he worked for others and became an expert in computer technology before he began his own company. The pay can be very high and the work schedule can be flexible.

This course has been designed to provide students with an overall understanding of entrepreneurship and to prepare them for developing a mindset for thinking creatively. Targeted at students who would like to create their own businesses, it is meant to teach students how to live and work outside of the bureaucracy, to learn to dream about new ideas and new ventures, to push the edges of the envelope, and to see entrepreneurship as reality. The focus of the course is to start small and grow big--the American Dream. Thus, hopefully, regardless of your future plans and hopes, this class can benefit you greatly in how you think and act, in the future, from an entrepreneurial viewpoint.

The subject of this course is the historical process by which the meaning of "technology" has been constructed. Although the word itself is traceable to the ancient Greek root teckhne (meaning art), it did not enter the English language until the 17th century, and did not acquire its current meaning until after World War I. The aim of the course, then, is to explore various sectors of industrializing 19th and 20th century Western society and culture with a view to explaining and assessing the emergence of technology as a pivotal word (and concept) in contemporary (especially Anglo-American) thought and expression.

"Dead Poets Society" es parte de la colección de módulos que se diseñó y se puso en práctica para ayudar en la enseñanza de creatividad e innovación empresarial.

La colección destaca doce temas empresariales. Para ver una descripción breve de los temas presione el link "Temas Principales Relacionados a la Creatividad e Innovación Empresarial".

Los catorce módulos de esta colección trata uno o varios de los doce “temas empresariales”. Para ver cuáles temas inciden en cada módulo presione el link "Tabla Matriz".

El trasfondo de esta colección se consigue presionando el link "Introducción".

Innovation in global health practice requires leaders who are trained to think and act like entrepreneurs. Whether at a hospital bedside or in a remote village, global healthcare leaders must understand both the business of running a social venture as well as how to plan for and provide access to life saving medicines and essential health services. Each week, the course features a lecture and skills-based tutorial session led by industry, non-profit foundation, technology, and academic leaders to think outside the box in tackling and solving problems in innovation for global health practice through the rationale design of technology and service solutions. The lectures provide the foundation for faculty-mentored pilot project from MOH, students, or non-profit sponsors that may involve creation of a market or business plan, product development, or a research study design.

This class surveys developmental entrepreneurship via case examples of both successful and failed businesses and generally grapples with deploying and diffusing products and services through entrepreneurial action. By drawing on live and historical cases, especially from South Asia, Africa, Latin America as well as Eastern Europe, China, and other developing regions, we seek to cover the broad spectrum of challenges and opportunities facing developmental entrepreneurs. Finally, we explore a range of established and emerging business models as well as new business opportunities enabled by developmental technologies developed in MIT labs and beyond.

This is a course about dilemmas and debates. A dilemma is "an argument presenting two or more equally conclusive alternatives; a choice or a situation involving choice between equally unsatisfactory alternatives; a problem seemingly incapable of a satisfactory solution". The process of entrepreneurship involves the recognition of challenges and dilemmas, vigorous debate, and ultimately, solutions. No solution lasts long in an entrepreneurial milieu whose underpinning is "creative destruction". Yet, we will attempt to discuss a variety of contemporary dilemmas in entrepreneurship by interacting with prominent entrepreneurs and also through your own research and out of class activities. We believe that entrepreneurship is more than something one does at a point in time. It is a philosophy of life. The challenge to each student is to discover their own entrepreneurial potential and find ways to capitalize on that potential. The challenge is to build an entrepreneurial career that might include starting ventures, working for high growth ventures, taking over a family business, entrepreneuring in a large company, and/or pursuing social and non-profit entrepreneurship. The entrepreneurs you will meet in the coming weeks can help you in defining your path.

Barbara Barrow speaks with guests William Leong, Executive Director of the Chinese Economic Development Council, and Joseph Chow, Director of Program Development for the Chinese Economic Development Council, about getting the Chinese community into mainstream American business.

If you are an entrepreneur, one of your priorities, in addition to building your company, is ensuring you have enough money at the right times. Early Stage Capital will consider a broad range of questions that entrepreneurs deal with on this front, including the following: What should your strategy and your priorities be in raising early stage capital? What are the market norms and standards in structuring VC deals? What are the critical negotiating strategies and tactics? How will your company be valued? How can you obtain the optimal valuation for your new venture? What are the critical elements in the relationship between venture capitalists and entrepreneurs? How is the "venture model" evolving? Is it broken? What is the impact of Super Angels and micro VCs? These are key questions that face all entrepreneurs in 2010, particularly first-time entrepreneurs. This course aims to prepare you for these decisions, as either a potential entrepreneur or venture capitalist. Using live interactions with leading figures in the venture finance community, most of the class sessions will analyze fundamental strategies of the venture-capital investment process and the critical importance of the relationship between entrepreneur and investor. As well, we will have a tactical focus on demystifying the legalities and jargon of the term sheet and the "A round" financing process. Significantly for 2010, we will also frequently consider the rapid and arguably fundamental change in VC today as the "lean startup" model threatens much of the traditional role and value of the venture investor. Disclaimer: The websites for this course and the materials they offer are provided for educational use only. They are not a substitute for the advice of an attorney and no attorney-client relationship is created by using them. All materials are provided "as-is", without any express or implied warranties.

Diversifying the job base in the Chinese American community. Program examines the financial resources, businesses and other economic goods necessary to Boston's Chinese community in the immediate future. Host Barbara Barrow speaks with guests William Leong, Executive Director of the Chinese Economic Development Council, and Joseph Chow, Director of Program Development for the Chinese Economic Development Council, about getting the Chinese community into mainstream American business, why the Chinese have 'typically' opened restaurants and laundries, what the CEDC does to ensure adequate help in developing new business ventures, how to create a better and larger community in Boston, and why people come to the CEDC for training. Additional segments include the 'Say Brother News' with reporters June Cross, Eric Sampedro, Justina Chu, and WNAC TV arts critic Tanya Hart, the 'Third World Connection' (in which the relationship between Anglo-Saxons and Africans during the Middle Ages is discussed), and the 'Community Calendar.' Produced by Barbara Barrow. Directed by Conrad White.

Course Objective: To give students: (a) An understanding of the concepts of and differences between entrepreneurship and capitalism; (b) An appreciation for how innovations occur and how they impact market capitalism.

"Ejercicio de la Vasija o del Barro" es parte de la colección de módulos que se diseñó y se puso en práctica para ayudar en la enseñanza de creatividad e innovación empresarial.

La colección destaca doce temas empresariales. Para ver una descripción breve de los temas presione el link "Temas Principales Relacionados a la Creatividad e Innovación Empresarial".

Los catorce módulos de esta colección trata uno o varios de los doce “temas empresariales”. Para ver cuáles temas inciden en cada módulo presione el link "Tabla Matriz".

El trasfondo de esta colección se consigue presionando el link "Introducción".

"Ejercicio de los Nueve (9) Puntos" es parte de la colección de módulos que se diseñó y se puso en práctica para ayudar en la enseñanza de creatividad e innovación empresarial.

La colección destaca doce temas empresariales. Para ver una descripción breve de los temas presione el link "Temas Principales Relacionados a la Creatividad e Innovación Empresarial".

Los catorce módulos de esta colección tratan uno o varios de los doce "temas empresariales". Para ver cuáles temas inciden en cada módulo presione el link "Tabla Matriz".

El trasfondo de esta colección se consigue presionando el link "Introducción".

"Elevator Pitch" es parte de la colección de módulos que se diseñó y se puso en práctica para ayudar en la enseñanza de creatividad e innovación empresarial.

La colección destaca doce temas empresariales. Para ver una descripción breve de los temas presione el link "Temas Principales Relacionados a la Creatividad e Innovación Empresarial".

Los catorce módulos de esta colección trata uno o varios de los doce “temas empresariales”. Para ver cuáles temas inciden en cada módulo presione el link "Tabla Matriz".

El trasfondo de esta colección se consigue presionando el link "Introducción".

Entrepreneurship is the key to the American dream. Sustainable growth and an enhanced standard of living for all Americans are dependent on a vibrant, growing entrepreneurial sector. There is a need for entrepreneurs with creative business concepts and the courage to turn these concepts into sustainable enterprises that create jobs for citizens and create value for customers. There is a key difference, however, between starting a business and growing one. The majority of small businesses fail to achieve meaningful growth, are marginally profitable, and operate as "mom and pop" or "hand to mouth" types of businesses. A smaller number are responsible for the vast majority of new jobs, new products and services, and net new wealth creation in society. It is this reality that lies at the heart of the Emerging Enterprises Consulting course. The themes of this course are innovation and sustainable growth. Our focus is to facilitate the survival and growth of existing small businesses that are owned and managed by local entrepreneurs. The course is actually organized into two major components, and these are pursued in parallel with one another. Students will be exposed to a series of modules that address various aspects of the consulting experience. These modules, and the entire course sequence, is designed around the SEE Model, which is a three-stage model intended to guide teams as they approach, decipher, and ultimately create value for the entrepreneurial enterprise. The second component involves actual consulting interventions. Students will be organised into teams of four, and each team will be assigned to one consulting client.