CQUniversity Unit Profile
MGMT20143 Think Big
Think Big
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The information will not be changed unless absolutely necessary and any change will be clearly indicated by an approved correction included in the profile.
General Information

Overview

Think Big is a unit about generating, developing, and evaluating ideas for the introduction of innovative and viable new ventures. Think Big entails a process of discovery designed to develop creation of dynamic and impactful enterprises. You will learn about innovative business concepts and the design of performance-differentiating business models. The unit will assist you to generate new marketable ideas and develop skills in innovative thinking, and market assessment in digital, commercial, service and social contexts. This unit will also introduce you to the concept of ideation and horizon thinking, and explore how creative and innovative ideas are generated through teamwork and by brainstorming or workshopping ideas. You will be able to apply the principles of lean entrepreneurship and appreciate what is involved when starting a business or a social enterprise, as well as how to pitch business ideas to potential investors as part of an entrepreneurial team. The unit has a strong practice and market disruption focus.

Details

Career Level: Postgraduate
Unit Level: Level 9
Credit Points: 6
Student Contribution Band: 10
Fraction of Full-Time Student Load: 0.125

Pre-requisites or Co-requisites

There are no requisites for this unit.

Important note: Students enrolled in a subsequent unit who failed their pre-requisite unit, should drop the subsequent unit before the census date or within 10 working days of Fail grade notification. Students who do not drop the unit in this timeframe cannot later drop the unit without academic and financial liability. See details in the Assessment Policy and Procedure (Higher Education Coursework).

Offerings For Term 2 - 2020

Brisbane
Melbourne
Online
Sydney

Attendance Requirements

All on-campus students are expected to attend scheduled classes – in some units, these classes are identified as a mandatory (pass/fail) component and attendance is compulsory. International students, on a student visa, must maintain a full time study load and meet both attendance and academic progress requirements in each study period (satisfactory attendance for International students is defined as maintaining at least an 80% attendance record).

Class and Assessment Overview

Recommended Student Time Commitment

Each 6-credit Postgraduate unit at CQUniversity requires an overall time commitment of an average of 12.5 hours of study per week, making a total of 150 hours for the unit.

Class Timetable

Bundaberg, Cairns, Emerald, Gladstone, Mackay, Rockhampton, Townsville
Adelaide, Brisbane, Melbourne, Perth, Sydney

Assessment Overview

1. Practical Assessment
Weighting: 30%
2. Practical Assessment
Weighting: 30%
3. Presentation and Written Assessment
Weighting: 40%

Assessment Grading

This is a graded unit: your overall grade will be calculated from the marks or grades for each assessment task, based on the relative weightings shown in the table above. You must obtain an overall mark for the unit of at least 50%, or an overall grade of ‘pass’ in order to pass the unit. If any ‘pass/fail’ tasks are shown in the table above they must also be completed successfully (‘pass’ grade). You must also meet any minimum mark requirements specified for a particular assessment task, as detailed in the ‘assessment task’ section (note that in some instances, the minimum mark for a task may be greater than 50%). Consult the University’s Grades and Results Policy for more details of interim results and final grades.

Previous Student Feedback

Feedback, Recommendations and Responses

Every unit is reviewed for enhancement each year. At the most recent review, the following staff and student feedback items were identified and recommendations were made.

Feedback from Have your say

Feedback

I learned so many things in this unit which is very useful in the real world.

Recommendation

A student centered and work-applied learning and teaching pedagogy furnishes the students skills and knowledge essential to solve real-world problems. Such teaching approach needs to be continued with more passion and enthusiasm.

Feedback from Have your say

Feedback

The lecture content and the workshop activities were amazing. It helped us get a better idea of how the world works. Our innovation capabilities became better and I could see the bigger picture using the knowledge I grasped from each lecture and workshop. The information in the ppt slides does really help us think big and out of the box and the assessment tasks were perfect to get the whole idea. Enjoyed this unit a lot and it was a necessary unit too.

Recommendation

The materials on lecture and workshop need to be continually updated to reflect the latest evidence and most effective practices. The PowerPoint slides need to be revisited.

Feedback from Have your say

Feedback

The unit possesses a lot of material to learn and think big in the business you wish to do. Showed us some important concepts of business i.e., feasibility analysis, critical risk assessment, interrelationships of business model canvas. And the teaching staff is very supportive in learning these concepts.

Recommendation

The emphasis on portfolio careers reinforces the value of identifying opportunities that might be worth commercialising in the future.

Feedback from Have your say

Feedback

This is a very good unit and I would recommended to anyone who is interested in starting a new business venture.

Recommendation

This comment indicates that the unit is achieving learning objectives and and helping improve graduate qualities. As such, application of research and scholarship with profound real-world examples should be continued.

Unit Learning Outcomes
On successful completion of this unit, you will be able to:
  1. Develop, through independent research, an advanced and integrated understanding of the key concepts of innovation, business models, and new ventures in commercial, digital, service, and social contexts
  2. Critically analyse cases of disruptive innovation by applying lean entrepreneurship principles
  3. Generate, evaluate and communicate creative ideas for new ventures to a variety of audiences
  4. Research and apply established theories related to ideation processes, business model design principles, and forecasting
  5. Critically discuss and reflect on the technical, financial, and organisational constraints for innovative new ventures.

nil

Alignment of Learning Outcomes, Assessment and Graduate Attributes
N/A Level
Introductory Level
Intermediate Level
Graduate Level
Professional Level
Advanced Level

Alignment of Assessment Tasks to Learning Outcomes

Assessment Tasks Learning Outcomes
1 2 3 4 5
1 - Practical Assessment - 30%
2 - Practical Assessment - 30%
3 - Presentation and Written Assessment - 40%

Alignment of Graduate Attributes to Learning Outcomes

Graduate Attributes Learning Outcomes
1 2 3 4 5
1 - Knowledge
2 - Communication
3 - Cognitive, technical and creative skills
4 - Research
5 - Self-management
6 - Ethical and Professional Responsibility
7 - Leadership

Alignment of Assessment Tasks to Graduate Attributes

Assessment Tasks Graduate Attributes
1 2 3 4 5 6 7
1 - Practical Assessment - 30%
2 - Practical Assessment - 30%
3 - Presentation and Written Assessment - 40%
Textbooks and Resources

Textbooks

Prescribed

New Venture Creation: Entrepreneurship for the 21st Century 10th (2015)

Authors: Spinelli S & Adams R
McGraw Hill
United States of America
ISBN: 9781308851020
Binding: Paperback

Additional Textbook Information

If you prefer to study with a paper copy, they are available at the CQUni Bookshop here: http://bookshop.cqu.edu.au (search on the Unit code). eBooks are available at the publisher's website: https://www.mheducation.com.au/9781308851020-aus-ebook-new-venture-creation-entrepreneurship-for-the-21st-century-10th-edition

IT Resources

You will need access to the following IT resources:
  • CQUniversity Student Email
  • Internet
  • Unit Website (Moodle)
Referencing Style

All submissions for this unit must use the referencing style: American Psychological Association 7th Edition (APA 7th edition)

For further information, see the Assessment Tasks.

Teaching Contacts
Imran Ali Unit Coordinator
i.ali@cqu.edu.au
Schedule
Week 1- Introduction to Think Big Begin Date: 13 Jul 2020

Module/Topic

Introduction to Think Big- What is entrepreneurship?

Chapter

Spinelli, S. & Adams, R.(2017) New Venture Creation: Entrepreneurship for the 21st Century. McGraw Hill.

Chapters 1 & 2.

Cooper, B. & Vlaskovits, P.(2013) The lean Entrepreneur. Wiley: New Jersey.

Chapters 1 & 2.

Events and Submissions/Topic

Lecture-Introduction to Think Big

Workshop-Perspectives on the lean entrepreneur (and intrapreneur)

Week 2- Business Model Deconstruction Begin Date: 20 Jul 2020

Module/Topic

Business Model Deconstruction- the business model building blocks

Chapter

Cooper, B. & Vlaskovits, P. (2013) The lean Entrepreneur. Wiley: New Jersey.

Chapters 3 & 5.

Osterwalder, A. & Pigneur, Y.(2010) Business Model Generation: A Handbook for Visionaries, game changers, and challengers. Hoboken, NJ: Wiley.

Chapters 1 & 2.

Events and Submissions/Topic

Lecture- Business Model Deconstruction

Workshop-Investigating the building blocks of a business model

Week 3-Advanced Manufacturing and Design Thinking Begin Date: 27 Jul 2020

Module/Topic

Advanced Manufacturing and Design Thinking- business model critical success factors

Chapter

Cooper, B. & Vlaskovits, P.(2013) The lean Entrepreneur. Wiley: New Jersey.

Chapters 4 & 6.

Osterwalder, A. & Pigneur,Y.(2010) Business Model Generation: A Handbook for Visionaries, game changers, and challengers. Hoboken,NJ: Wiley.

Chapter 3.

Events and Submissions/Topic

Lecture- Advanced Manufacturing and Design Thinking

Workshop- Investigating the critical success factors in a business model

Week 4-Disruptive Technologies Begin Date: 03 Aug 2020

Module/Topic

Disruptive Technologies- in the context of business model development

Chapter

Spinelli, S. & Adams, R.(2017) New Venture Creation: Entrepreneurship for the 21st Century. McGraw Hill.

Chapter 4.

Cooper, B. & Vlaskovits, P.(2013) The lean Entrepreneur. Wiley: New Jersey.

Chapter 2.

Osterwalder, A. & Pigneur, Y. (2010) Business Model Generation: A Handbook for Visionaries, game changers, and challengers. Hoboken, NJ: Wiley.

Chapters 4 & 5.

Events and Submissions/Topic

Lecture- Disruptive Technologies

Workshop- Developing alternative models of your selected idea

Week 5-Idea Generation Begin Date: 10 Aug 2020

Module/Topic

Idea Generation

Chapter

Spinelli, S. & Adams, R.(2017) New Venture Creation: Entrepreneurship for the 21st Century. McGraw Hill.

Chapters 5 & 6.

Cooper, B. & Vlaskovits, P. (2013) The lean Entrepreneur. Wiley: New Jersey.

Chapter 4.

Events and Submissions/Topic

Lecture- Idea Generation

Workshop- What will it take to develop a viable business idea



Assessment 1: Business Model Deconstruction Due: Week 5 Monday (10 Aug 2020) 5:00 pm AEST
Vacation Week Begin Date: 17 Aug 2020

Module/Topic

Chapter

Events and Submissions/Topic

Week 6-The Digital Age and Integration of Value Chains and People Networks- Greater Connectivity Begin Date: 24 Aug 2020

Module/Topic

The Digital Age and Integration of Value Chains and People's Networks- Greater Connectivity

Chapter

No readings- videos and podcasts are available on Moodle for this topic.

Events and Submissions/Topic

Lecture- The Digital Age and Integration of Value Chains and People's Networks- Greater Connectivity

Workshop- Are your business ideas solving a real need?

Week 7- Ideation and Feasibility Begin Date: 31 Aug 2020

Module/Topic

Ideation and Feasibility

Chapter

No readings- videos and podcasts are available on Moodle for this topic.

Events and Submissions/Topic

Lecture- Ideation and Feasibility

Workshop- Is your idea Feasible?

Week 8-Validation of Ideas Begin Date: 07 Sep 2020

Module/Topic

Validation of Idea

Chapter

No readings- videos and podcasts are available on Moodle for this topic.

Events and Submissions/Topic

Lecture- Validation of Ideas

Workshop- How do you select the 'best' idea?



Assessment 2: Idea Generation and Business Model Development Due: Week 8 Monday (7 Sept 2020) 5:00 pm AEST
Week 9-Reaching Consensus on the idea to take forward Begin Date: 14 Sep 2020

Module/Topic

Reaching Consensus on the idea to take forward

Chapter

No readings- videos and podcasts are available on Moodle for this topic.

Events and Submissions/Topic

Lecture- Reaching consensus on the idea to take forward

Workshop- What is compelling about your groups idea?

Week 10- Structuring a Pitch Begin Date: 21 Sep 2020

Module/Topic

Structuring a Pitch

Chapter

No readings- videos and podcasts are available on Moodle for this topic.

Events and Submissions/Topic

Lecture- Structuring a Pitch

Workshop- What do you need to deliver a great Pitch?

Week 11- Pre-pitch checks Begin Date: 28 Sep 2020

Module/Topic

Pre-pitch checks

Chapter

No readings- videos and podcasts are available on Moodle for this topic.

Events and Submissions/Topic

Lecture- Pre-pitch checks

Workshop-

• What is your story?

• Where is the evidence?

• Why is your Idea compelling?

• "What is in it for you?" and "What is in it for me?"

Week 12- Reflection on the Unit and Concluding remarks Begin Date: 05 Oct 2020

Module/Topic

Reflection on the Unit and Concluding remarks

Chapter

No readings- videos and podcasts are available on Moodle for this topic.

Events and Submissions/Topic

Lecture- Reflection on the Unit and Concluding remarks.



Assessment 3: Idea Selection and Business Pitch Due: Week 12 Monday (5 Oct 2020) 5:00 pm AEST
Review/Exam Week Begin Date: 12 Oct 2020

Module/Topic

Chapter

Events and Submissions/Topic

Exam Week Begin Date: 19 Oct 2020

Module/Topic

Chapter

Events and Submissions/Topic

Assessment Tasks

1 Practical Assessment

Assessment Title
Assessment 1: Business Model Deconstruction

Task Description

This is an individual assessment. You are required to prepare a business report that deconstructs an organisation's business model and identifies the critical success factors that make the business sustainable. Your analysis will demonstrate your critical thinking skills and your ability to professionally articulate your findings.

Before commencing, you must seek your lecturer's approval to undertake an analysis of the business you have chosen.

The type of organisation that should be identified for study is one that is relatively new, innovative in how they operate, and will most likely have been established in the last five years.

Length: 1500-words

Format: Business Report

Business Model Canvas format: From Osterwalder & Pigneur (2010)

To achieve a result that meets your study objectives, please ensure the business report addresses each of the assessment criteria.


Assessment Due Date

Week 5 Monday (10 Aug 2020) 5:00 pm AEST


Return Date to Students

Week 6 Friday (28 Aug 2020)

Results and markers comments will be available in Moodle through Feedback studio


Weighting
30%

Assessment Criteria

1. Provide a succinct description of the business, the industry in which it operates, the markets and or markets it serves and the products and or services it provides (10%).

2. Deconstruct the business model of the selected business using the nine building blocks in Osterwalder & Pigneur (2010)'s business model canvas (20%).

3. Explain the key interrelationships that exist across the nine building blocks (20%).

4. Identify and discuss the critical success factors the business has to get right to achieve sustainable success (10%).

5. Evaluate what factors might impact the success of the business model (10%).

6. Discuss the changes you would make to the business model if this was your business (20%).

7. Quality of written submission, minimum of 6 peer reviewed academic journals, and APA referencing format (10%).


Referencing Style

Submission
Online

Submission Instructions
To be submitted via Turnitin on Moodle

Learning Outcomes Assessed
  • Develop, through independent research, an advanced and integrated understanding of the key concepts of innovation, business models, and new ventures in commercial, digital, service, and social contexts
  • Critically analyse cases of disruptive innovation by applying lean entrepreneurship principles
  • Critically discuss and reflect on the technical, financial, and organisational constraints for innovative new ventures.


Graduate Attributes
  • Knowledge
  • Cognitive, technical and creative skills
  • Research
  • Ethical and Professional Responsibility

2 Practical Assessment

Assessment Title
Assessment 2: Idea Generation and Business Model Development

Task Description

This is an individual assessment. The objective of this assessment is to learn how to develop your own business idea,complemented by research and observational insights that detail why it is compelling. You are required to submit a report of your idea, a detailed business model canvas (BM), a discussion of the interrelationships among the BM components that are essential to its success, critical risks and assumptions, and overall feasibility. You must discuss the business model in the report and include the BM as an appendix.

Length: 1,500 words

Format: Business Report.

Business Model Canvas Format: Osterwalder & Pigneur (2010).

To achieve a result that meets your study objectives, please ensure the report meets the assessment criterion.


Assessment Due Date

Week 8 Monday (7 Sept 2020) 5:00 pm AEST


Return Date to Students

Week 10 Monday (21 Sept 2020)

Results and markers comments will be available in Moodle through Feedback studio


Weighting
30%

Assessment Criteria

1. Effective explanation of the customer/market problem that needs solving and or the reason the innovation is required (15%).

2. Persuasive argument of the customer/ client benefits generated by the idea (10%).

3. Discussion of the proposed business model (15%).

4. Identification and discussion of the key interrelationships in the BM that will support the success of the idea (15%).

5. Critical success factors to be managed during the execution of the idea (15%).

6. Identification of critical risks and assumptions (10%).

7. Evaluation of the overall feasibility of the idea (15%).

8. Quality of written submission, minimum of 6 peer reviewed journals, and APA referencing format ( 10%).


Referencing Style

Submission
Online

Submission Instructions
To be submitted via Turnitin on Moodle

Learning Outcomes Assessed
  • Develop, through independent research, an advanced and integrated understanding of the key concepts of innovation, business models, and new ventures in commercial, digital, service, and social contexts
  • Critically analyse cases of disruptive innovation by applying lean entrepreneurship principles
  • Generate, evaluate and communicate creative ideas for new ventures to a variety of audiences
  • Research and apply established theories related to ideation processes, business model design principles, and forecasting


Graduate Attributes
  • Knowledge
  • Communication
  • Cognitive, technical and creative skills
  • Research
  • Ethical and Professional Responsibility

3 Presentation and Written Assessment

Assessment Title
Assessment 3: Idea Selection and Business Pitch

Task Description

This is a group assessment that builds on the work completed in Assessment 2. The objective of assessment 3 is to develop skills that enable you to evaluate which idea (from Assessment 2) has the highest chance of success, and then to prepare a pitch that presents a compelling business case to secure financial backing. This facilitates an appreciation of what potential investors will be evaluating before they commit to project investment. There are two parts to Assessment 3:

Part A- Group Report (15%):  1,500 word group report that compares and then selects which business idea to present from Assessment 2. The structure of the report should be set out as follows:

1. Idea Evaluation- Develop an evaluation framework to compare the ideas developed individually in Assessment 2.

2. Idea Selection- Describe and justify, with evidence, how the best idea was selected.

3. Improvements- identify any gaps that need to be addressed before the idea is pitched to an investor.

4. Revised business model canvas- Amend the business model canvas, from assessment 2, to incorporate the above revisions.

5. Cash flow projections- prepare 'best case' and 'worst case' cash flow projections (positive or negative) for the first two years. Remember to clearly state your assumptions about the key drivers of cash flow in each scenario.

Part B- Group Presentation The Pitch (25%):  Using zoom record a (maximum) 10-minute presentation that explains and sells the business idea to potential investors and customers. Each group member will be expected to present their aspects of the pitch in no more than 3-minutes. Your presentation must be delivered professionally (i.e., as though you are presenting to a professional investor) and should be both creative and persuasive. Evidence supporting your ideas must be included in the notes section of your PowerPoint document. The pitch and the PowerPoint slides should include the following:

1. Overview of the proposed venture idea and underlying business model.

2. More detailed explanation of- the problem solved, how the idea is monetised, financial feasibility (including key ratio's- break even points and ROI), operational feasibility and scope and scalability of idea for commercialisation.

3. What are you seeking from the investor.

4. What are you offering in return.

5. Cash flow projections (positive or negative) for the first two years.

To achieve a result that meets your study objectives, please ensure the report meets the assessment criterion.


Assessment Due Date

Week 12 Monday (5 Oct 2020) 5:00 pm AEST


Return Date to Students

Results and Feedback will be available in Moodle on the certification date


Weighting
40%

Assessment Criteria

Part A Group Report -

1. Develop an evaluation framework to compare the ideas that were developed individually in Assessment 2 (20%).

2. Describe and justify how the best idea was selected (20%).

3. Identify any gaps that need to be addressed before the idea is pitched to an investor (20%).

4. Revision of the business model canvas to incorporate the above (20%).

5. Prepare 'best case' and 'worst case' cash flow projections (positive or negative) for the first two years (20%).

Part B Group Presentation Pitch-

1. Overview of the proposed venture idea and underlying business model (10%).

2. More detailed explanation of:

a. the initial problem solved (5%);

b. how the idea is monetised (5%);

c. cash flow projections (positive or negative) for first two years (15%)

d. financial feasibility (Key ratio's: Break even point and ROI) (5%);

e. operational feasibility (5%);

f. scope and scalability of the idea for commercialisation (5%).

3. What are you seeking from the investor (10%).

4. What are you offering in return (10%).

5. Presentation was creative and persuasive (10%).

6. Presentation demonstrated commercial acumen (10%).

7. Evidence (references)- supporting the idea are provided in the Notes sections of the relevant PPT slides (10%).


Referencing Style

Submission
Online

Submission Instructions
To be Submitted via Turnitin on Moodle

Learning Outcomes Assessed
  • Generate, evaluate and communicate creative ideas for new ventures to a variety of audiences
  • Research and apply established theories related to ideation processes, business model design principles, and forecasting
  • Critically discuss and reflect on the technical, financial, and organisational constraints for innovative new ventures.


Graduate Attributes
  • Knowledge
  • Communication
  • Cognitive, technical and creative skills
  • Research
  • Ethical and Professional Responsibility

Academic Integrity Statement

As a CQUniversity student you are expected to act honestly in all aspects of your academic work.

Any assessable work undertaken or submitted for review or assessment must be your own work. Assessable work is any type of work you do to meet the assessment requirements in the unit, including draft work submitted for review and feedback and final work to be assessed.

When you use the ideas, words or data of others in your assessment, you must thoroughly and clearly acknowledge the source of this information by using the correct referencing style for your unit. Using others’ work without proper acknowledgement may be considered a form of intellectual dishonesty.

Participating honestly, respectfully, responsibly, and fairly in your university study ensures the CQUniversity qualification you earn will be valued as a true indication of your individual academic achievement and will continue to receive the respect and recognition it deserves.

As a student, you are responsible for reading and following CQUniversity’s policies, including the Student Academic Integrity Policy and Procedure. This policy sets out CQUniversity’s expectations of you to act with integrity, examples of academic integrity breaches to avoid, the processes used to address alleged breaches of academic integrity, and potential penalties.

What is a breach of academic integrity?

A breach of academic integrity includes but is not limited to plagiarism, self-plagiarism, collusion, cheating, contract cheating, and academic misconduct. The Student Academic Integrity Policy and Procedure defines what these terms mean and gives examples.

Why is academic integrity important?

A breach of academic integrity may result in one or more penalties, including suspension or even expulsion from the University. It can also have negative implications for student visas and future enrolment at CQUniversity or elsewhere. Students who engage in contract cheating also risk being blackmailed by contract cheating services.

Where can I get assistance?

For academic advice and guidance, the Academic Learning Centre (ALC) can support you in becoming confident in completing assessments with integrity and of high standard.

What can you do to act with integrity?