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- All Subjects: Consulting
- Creators: Department of Economics
Esports is a rapidly growing virtual competitive space that is projected to surpass physical sports in the near future. Given that Esports is considered to be in its infancy, it has only been recently introduced at the high school level. Our group connected with local high school Esports teams in order to evaluate its efficiency. We found that players at this level are lacking a connection to other competitive teams and consistent practice. In the Esports world, practice with another team of equal level is called a “scrim”. In an effort to combat this issue, we created a platform named Clear Scrims to connect high school and collegiate Esport teams across the country with other teams of equivalent level. This platform will allow individuals to sign up, register with their competitive team, and provide available times to scrim. The platform then would be able to use their self-reported ingame rank to match them with worthy opponents for the most quality scrim experience. Teams playing into the growing sector of Esports need a structure like Clear Scrims to increase skill level and communication. In addition, our platform has a review component where teams and individuals score their opponent to see if they played as advertised. This component will help specify our matchmaking program but also work to dismantle the culture of bad manners or toxicity in Esports. Our site, Clear Scrims, will engender more competition and thus more opportunities for players to practice and hone in their skills.
Esports is a rapidly growing virtual competitive space that is projected to surpass physical sports in the near future. Given that Esports is considered to be in its infancy, it has only been recently introduced at the high school level. Our group connected with local high school Esports teams in order to evaluate its efficiency. We found that players at this level are lacking a connection to other competitive teams and consistent practice. In the Esports world, practice with another team of equal level is called a “scrim”. In an effort to combat this issue, we created a platform named Clear Scrims to connect high school and collegiate Esport teams across the country with other teams of equivalent level. This platform will allow individuals to sign up, register with their competitive team, and provide available times to scrim. The platform then would be able to use their self-reported ingame rank to match them with worthy opponents for the most quality scrim experience. Teams playing into the growing sector of Esports need a structure like Clear Scrims to increase skill level and communication. In addition, our platform has a review component where teams and individuals score their opponent to see if they played as advertised. This component will help specify our matchmaking program but also work to dismantle the culture of bad manners or toxicity in Esports. Our site, Clear Scrims, will engender more competition and thus more opportunities for players to practice and hone in their skills.
Chandler Unified School District (CUSD), a large school system in Arizona that serves 45,000 students from preschool through high school, has been unable to escape similar structural and frictional inequities within its schools. One instance of a racially charged student performance at Santan Middle School motivated CUSD to take a more immediate look at equity in the district. It is during this response that our team of New Venture Group consultants engaged with Matt Strom, Assistant Superintendent of CUSD, in analyzing the important question of “how CUSD can take steps towards closing equity gaps within the district?”
CUSD defines an equity gap as any difference in student opportunity, achievement, discipline, attendance, etc. contributable to a student’s ethnicity, gender, or socioeconomic status. Currently, certain student populations in CUSD perform vastly different academically and receive different opportunities within schools, but as was our problem statement, CUSD is aiming to reduce (and eventually close) these gaps.
Our team approached this problem in three phases: (1) diagnosis, (2) solution creation, and (3) prevention. In phase one, we created a dashboard to help principals easily and visually identify gaps by toggling parameters on the dashboard. Phase two focused on the generation of recommendations for closing gaps. To achieve this goal, a knowledge of successful gap-closing strategies will be paired with the dashboard. In our final phase, the team of consultants created a principal scorecard to ensure equity remains a priority for principals.