Quiero compartir con ustedes un extracto del libro “disciplined entrepreneurship” de Bill Aulet, Managing Director del Martin Trust Center for MIT Entrepreneurship.
En su libro, Aulet describe el éxito del MIT en generación de emprendimientos, y es evidente la similitud del contexto con la USM en el escenario regional, pero lamentablemente no con los mismo resultados.
Por lo tanto lo dejo como una invitación para pensar en el rol de la USM en la generación de emprendimientos, y como la Red de Ex Alumnos USM puede colaborar en esto.
“What Explains MIT’s Success in Entrepreneurship?
Why is MIT so successful at turning out entrepreneurs? The first response people often have is that the students at MIT are extremely intelligent. MIT’s students are no smarter than those at other top-flight institutions of higher learning throughout the world (Caltech, Harvard, and the like), but none of them, other than Stanford, come close to producing entrepreneurial alumni like MIT. So MIT’s success must be attributable to something else.
The second response is that this success comes about because MIT students have access to leading-edge technologies in the laboratories, and thus it is easy for them to start companies. Again, this is a measurable hypothesis. Because of the outstanding Technology Licensing Office (TLO) at MIT, there are numbers on how many companies are started each year with technology out of the labs because they have to be licensed through this office.
This number is 20 to 30 companies per year, which is very impressive when compared to the stats at other universities. Yet this number seems small when we consider that MIT alumni as a whole start 900 companies per year. While the companies started with MIT-licensed technology have great strategic importance and can be very impactful (e.g., Akamai), they are only a small part of why MIT is so successful at entrepreneurship.
Well over 90 percent of the companies started by MIT alumni are started without MIT laboratory– produced technology. The real reason why MIT is so successful at creating new companies is a combination of spirit and skills. At MIT there is a culture that encourages people to start companies all the time and everywhere, much like in Silicon Valley, Israel, Tech City in London, and Berlin today. Role models are everywhere, and they are not abstract icons, but rather very real people no different from you. An aura of possibility and collaboration so pervades the very air at MIT that students quickly adopt the mindset that “yes, I can start a company too.” They become infected with the “entrepreneurial virus,” believing in the benefits of launching a new venture.
Students are galvanized by the atmosphere of ambition and collaboration. The work of developing entrepreneurial skills comes from classes, competitions, extracurricular events, and networking programs, and the teachings available both in the classroom and outside are extremely relevant and immediately valuable to the students so that in this environment they attack the subjects with a greater level of interest and commitment. This is also amplified because every student in the class is fully engaged. A class taught in such an engaging environment is far more productive for students and instructors.
A major contributor to this virtuous cycle is the social herding mentality. As the students are learning and working on entrepreneurship, they are also collaborating with fellow students. They talk about their work when they are in social situations, and they naturally start to push one another with subtle or not-so-subtle competitiveness. Not only do they learn from one another, but that learning becomes part of their individual and group identity. These are the factors that create the environment where entrepreneurship is so successfully “taught” at MIT. It is a positive feedback loop.”
Francisco Martínez H.