University Innovation Fellows - User contributions [en]

Priorities:North Dakota State University Student Priorities

2013-10-25T06:25:06Z

Adalman:

== Overview ==

The Innovation and Entrepreneurship ecosystem at North Dakota State University could best be described as being in an incubation state. A workable amount of resources are present, with a number of key resources, tools, and programs at various stages of planning and implementation that will allow the campus environment to flourish.

There are a number of positive aspects to the campus that students can make use of. NDSU maintains the following services that one would generally expect to find as ‘standard’ at a research/innovation university:

*Tech Transfer Office; formal Intellectual Property management
*Business Incubator; space, place, and people for startups to make their mark
*Student-industry collaboration as part of the standard educational experience (senior design, engineering)

These services work together to allow an innovation culture to exist on campus.

Upon deep analysis of the Innovation and Entrepreneurship ecosystem on NDSU’s campus using the landscape canvas, select gaps in the ecosystem were identified. While a number of concerns, big and small, were noted, two gaps in particular have been chosen as critical areas of work to be focused on.

[MORE TO COME]

Link to Prezi overview of campus ecosystem:

http://prezi.com/8xzmdf4l2mf-/the-journey/ (until I figure out how to embed it)

== Calling all students ==

'''Informational Session''' (come hear plans, offer feedback and help expand opportunities for all students)

*'''Where''': Presented to NDSU Bison Microventure research group
*'''When''': 10-24-13
*'''RSVP''': N/A
*'''Attendance:''' 8 students, 1 faculty
*'''Duration''': 40 minutes, incl. Q+A

'''Second Informational Session''' (come hear plans, offer feedback and help expand opportunities for all students)

*'''Where''': NDSU Student Union
*'''When''': TBD
*'''RSVP:''' TBD, andrew.dalman@ndsu.edu

Third Informational Session (presentation to faculty and community innovation focus group)

*'''Where''': TBD
*'''When''': TBD
*'''RSVP:''' TBD, andrew.dalman@ndsu.edu

== Strategy #1: Realization ==

The first area of focus, or ‘strategy,’ is based off of the Realized section of the landscape canvas. This section deals with the ability of students to commit to an opportunity, eg; licensing a technology, forming a venture, and/or attaining legal status. A review of this section reveals that while there exist a few spaces for venture startup/incubation and a TTO for protecting intellectual property, a stark lack of funding, grant, or investment assistance presents itself.

Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

'''Tactic #1: Acquire an innovation space'''

*'''Description:'''

Andy's research has shown that no small number of innovation cultures have started with a simple place for like minds to gather and discuss ideas in an informal setting- even something as simple as an old closet filled with whiteboards has done the trick! NDSU does not currently have anywhere that students can identify as such a space. Finding a random empty classroom is not an uncommon practice for students looking to work on a project, typically with a few group members, but this comes with its own complications... a class could come in and take the space, students aren't surrounded by any other fresh minds, and the work done in such a space is almost guaranteed to be gone in the morning.

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

*'''Team Leader:''': Andrew Dalman - championoning the idea of a student innovation space & currently in discussion for a few potential locations. So exciting!

*'''Milestones:'''

# Scouting of open (or offered) spaces to determine size, condition, and work required to make it usable. Schedule: Early-Mid November 2013
# Creation of a shopping/salvage/'stealing'/donation list for required items such as whiteboards, tables, at least one pc, etc. Schedule: Mid-late November 2013. Prerequisite: Scouting
# Movement of first equipment into room. Putting a formal sign on the room to give it purpose! Schedule: Early December 2013, but heavily dependant on date we'll be able to move in. This part isn't too much up to us.  Prerequisite: acquisition of  required materials.
#Hold first meeting! Campuswide announcement about grand opening of NDSU's first student innovation space. Bring in a few speakers, makerspace veterans, etc to get things started. Schedule: previous milestone completion + 1-2 weeks; Est mid Dec 2013-early Jan 2014.
#Designate student leader to organize regular events promoting and encouraging I&E, to be held at this location. UI fellow may take a backstage role at this point, if desired. Schedule: mid Jan 2014-mid Feb 2014. Author note: this time flows quite nicely with the tail end NDSU's Innovation Challenge. The facility will ideally be up and running for the stressful last few weeks, and will additionally provide the only innovation events on campus during off-year of Innovation Challenge.

'''Tactic #2: Acquire resources'''

*'''Description:''' While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.
*'''Team Leader::'''  Andrew Dalman pending response from a few mentors who may be able to champion this instead; TBD. I'm leaving the TBD tacked on here as I'd like to delegate this one off as soon as possible but do not currently have an alternative champion.
*'''Milestones:'''

#Perform an interest survey of what students would like to see or have access to. This will allow me/us to focus our resources on acquiring what we need....without cluttering up the space with tools that won't be used. Schedule: acquisition of space +1 week; Mid December 2013 but dependant on move-in date.
#See what's there... and see what ''isn't'' there. What can we add to the space in order to bring in demographics of students we notice are lacking? Schedule: inauguration of I-space+1-4 weeks; Early January 2014.
#Keep in contact with staff who operate labs, department chairs, etc... to keep well informed of any 'juicy' equipment or programs that are being underutilized. No schedule.
#Recruit a pool of staff/volunteers/leaders/students willing to 'exist' in the space for a few hours every week, helping studentsas necessary. Schedule: inauguration of I-space -2 weeks or so to allow for recruitment. Early December 2013.

'''Tactic #3: Putting it all together'''

*'''Description''': There does not currently exist any record of I&E resources on campus- when interviewing faculty and students for the Landscape Canvas, only occasionally did the same resource get mentioned twice. During creation of the canvas, I learned that while NDSU has plenty of cool people doing cool things, very few of them actually know about each other. Fewer still actually talk with each other or attempt to cooperate. We're going to fix that by compiling the most comprehensive single resource index that NDSU has ever seen- a distillation of the Landscape Canvas, with a few tweaks for organization, etc. This will truly allow anyone interested to find out what is going on around campus, the level/scale of the work, and most importantly, who to contact for more information. Think of this: an entire wiki dedicated explicitly to categorizing and displaying all of the innovative activities on campus, editable and accesible by those doing the innovation!
**'''Team Leader:''': Andrew Dalman. I'm going to take lead on the initial formation of this, as I've already done some of the work for the Landscape Canvas. This project may best be set up as an NDSU innovation wiki, requiring very little oversight.
*'''Milestones''':

#Fleshing out of the Landscape Canvas & reformatting it. The canvas, while 'done' (and never will be), is still being tweaked and added to as busy faculty get around to finding time to meet. The Canvas also requires a total reformat in order to be presentible in wiki form, at leasy in the way Andy envisions it. Schedule: Early November 2013
#Launch of wiki. A wiki is expected to be a constantly evolving creature, so aside from risk of a 'premature' launch with no content, the wiki can be launched early. Schedule: Mid December 2013; Give 1 month to create and populate pages for all of the Landscape Canvas entries.
#Notification of all entries of their presence in the wiki. It's now their responsibility to keep their pages up to date. The objective is for the wiki to be THE resource amongst the NDSU I&E community, so groups will have motivation to keep their page up-to-date. Schedule: Launch of Wiki - 1 week, if possible. This is to allow groups to make changes to their preset pages.

== Strategy #2: Provide financial and legal assistance for I&E teams ==

It was noted upon review of the landscape canvas that NDSU I&E resources in grant, legal, and financial assistance were found sorely wanting. The ability for teams/individuals to understand how to receive funding is of paramount importance as, much as we hate to admit it, innovation generally isn't free....patents ''definitely'' aren't free, and turning an idea into a marketable product is something that can kill a project if the financials are not planned for.

Following are an array of strategies that will fully address Gap #2 over a 2-3 year period:

'''Tactic #1: Distillation of grants'''

*'''Description''': Grants like SBIRs, Venture grants, NSF grants, etc... aren't the easiest thing to just jump right into, especially considering that your main competition is established professors and businesses- heck, some of them even write grants exclusively for a living! We're going to find a diverse pool of grant recipients in and around NDSU and interview them. If possible, we'd like to review their grant as well. The objective? Distilling as much information as possible into a 'how to' guide for writing grants. Generalized, of course, but I foresee the document having a basic template of succesful grants along with at least a 'what works, what doesn't' section. With it, students will have a much better understanding of how money flows in a research environment- and how to get some for themselves.
*'''Team Leader:''': TBD. This will require sifting through large amounts of literature. This may be a good time to take advantage of non-engineer I&E supporters who want to assist but don't have technical expertise.
*'''Milestones:'''

#Start searching for succesful grant recipients- compile a list. Additionally, see who is willing to allow us to see their grant proposal(s). Schedule: now until August 2014.
#Compile data and distill what works/what doesn't, any patterns, etc. Delegate, delegate, delegate! This can be started as soon as a few grants/interviews are received. Schedule: Projected early March 2014 at the earliest; Andy won't have time to pursue team building until I-challenge is done in February.
#Create a rough guide, posted in PDF form on the wiki and sent to all interviewed persons for review and comment. Schedule: Unknown; Likely August 2014 at the earliest. Let's say 'fall semester 2014'.
#Finalize document. Andy is realizing, as he writes this, that a document control scheme may have to be developed in order to ensure things are kept in order and up to date. Schedule: TBD

'''Tactic #2: Intellectual property management'''

*'''Description''': The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to ''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.
*'''Team Leader''':: TBD
*'''Milestones:'''

#Meetings with the TTO to review the NDSU IP policy in detail. Schedule: Early December '13.
#Suggested ideas for revision, focusing on transparency and clarity in wording. Schedule: Early January '14.
#Distill as much knowledge as possible into a pamphlet form- chosen because it is simple to both distribute and process as a reader. Schedule: TBD- Spring semester '14
#Arrange for seminars, bootcamps, etc... to be held educating students on IP, focusing on the relationship between them, their work, and NDSU. Schedule: TBD- Fall semester '14 (no time to organize until then)

'''Tactic #3: Creation of a streamlined program to START BUSINESSES!'''

*'''Description''' With this tactic, we're going to work closely with the NDSU research park and Tech Transfer Office to establish as best we can a formal step-by-step process for entreprenuers looking to start a business and/or license their own IP back from the university. Note that the point here is not to ''constrain'' but to ''assist''. The purpose of the formal system is to allow rails for the students to follow along their journey- right now there is nothing in place to assist students in the early or middle stages of planning, for example. Late stage business-founding can be handled by the Research Incubator... but how do you know to contact them? That's precisely what we're going to fix. ''At the very least,'' this tactic will produce a flow chart of steps, people, and processes that have been succesful in the past for starting businesses at NDSU.
*'''Team Leader:''' TBD
*'''Milestones:'''

#Meeting with boots on the ground at as many levels of business development as possible- as they relate to students on campus. Schedule: now-August 2014.
#Establishing a rough chart for 'how and who' an idea progresses through the pipeline and who can assist with each step. Schedule: summer '14-January 2015.
#Formally launching a 'fast track to business creation' (name definitely not final!) program, or at least being able to feature it as one of the services of the I-space. Schedule: Spring semester 2015. Reason: The fulfillment of this tactic requires that almost every other tactic listed thus far be fairly well completed before it can be done. This is also one of the more ambitious tactics in play, banking on the success of the I-space and cooperation between multiple departments.

== Other ==

Priorities:North Dakota State University Student Priorities

2013-10-25T06:24:27Z

Adalman:

== Overview ==

The Innovation and Entrepreneurship ecosystem at North Dakota State University could best be described as being in an incubation state. A workable amount of resources are present, with a number of key resources, tools, and programs at various stages of planning and implementation that will allow the campus environment to flourish.

There are a number of positive aspects to the campus that students can make use of. NDSU maintains the following services that one would generally expect to find as ‘standard’ at a research/innovation university:

*Tech Transfer Office; formal Intellectual Property management
*Business Incubator; space, place, and people for startups to make their mark
*Student-industry collaboration as part of the standard educational experience (senior design, engineering)

These services work together to allow an innovation culture to exist on campus.

Upon deep analysis of the Innovation and Entrepreneurship ecosystem on NDSU’s campus using the landscape canvas, select gaps in the ecosystem were identified. While a number of concerns, big and small, were noted, two gaps in particular have been chosen as critical areas of work to be focused on.

[MORE TO COME]

Link to Prezi overview of campus ecosystem:

http://prezi.com/8xzmdf4l2mf-/the-journey/ (until I figure out how to embed it)

== Calling all students ==

'''Informational Session''' (come hear plans, offer feedback and help expand opportunities for all students)

*'''Where''': Presented to NDSU Bison Microventure research group
*'''When''': 10-24-13
*'''RSVP''': N/A
*'''Attendance:''' 8 students, 1 faculty
*'''Duration''': 40 minutes, incl. Q+A

'''Second Informational Session''' (come hear plans, offer feedback and help expand opportunities for all students)

*'''Where''': NDSU Student Union
*'''When''': TBD
*'''RSVP:''' TBD, andrew.dalman@ndsu.edu

Third Informational Session (presentation to faculty and community innovation focus group)

*'''Where''': TBD
*'''When''': TBD
*'''RSVP:''' TBD, andrew.dalman@ndsu.edu

== Strategy #1: Realization ==

The first area of focus, or ‘strategy,’ is based off of the Realized section of the landscape canvas. This section deals with the ability of students to commit to an opportunity, eg; licensing a technology, forming a venture, and/or attaining legal status. A review of this section reveals that while there exist a few spaces for venture startup/incubation and a TTO for protecting intellectual property, a stark lack of funding, grant, or investment assistance presents itself.

Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

'''Tactic #1: Acquire an innovation space'''

*'''Description:'''

Andy's research has shown that no small number of innovation cultures have started with a simple place for like minds to gather and discuss ideas in an informal setting- even something as simple as an old closet filled with whiteboards has done the trick! NDSU does not currently have anywhere that students can identify as such a space. Finding a random empty classroom is not an uncommon practice for students looking to work on a project, typically with a few group members, but this comes with its own complications... a class could come in and take the space, students aren't surrounded by any other fresh minds, and the work done in such a space is almost guaranteed to be gone in the morning.

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

*'''Team Leader:''': Andrew Dalman - championoning the idea of a student innovation space & currently in discussion for a few potential locations. So exciting!

*'''Milestones:'''

# Scouting of open (or offered) spaces to determine size, condition, and work required to make it usable. Schedule: Early-Mid November 2013
# Creation of a shopping/salvage/'stealing'/donation list for required items such as whiteboards, tables, at least one pc, etc. Schedule: Mid-late November 2013. Prerequisite: Scouting
# Movement of first equipment into room. Putting a formal sign on the room to give it purpose! Schedule: Early December 2013, but heavily dependant on date we'll be able to move in. This part isn't too much up to us.  Prerequisite: acquisition of  required materials.
#Hold first meeting! Campuswide announcement about grand opening of NDSU's first student innovation space. Bring in a few speakers, makerspace veterans, etc to get things started. Schedule: previous milestone completion + 1-2 weeks; Est mid Dec 2013-early Jan 2014.
#Designate student leader to organize regular events promoting and encouraging I&E, to be held at this location. UI fellow may take a backstage role at this point, if desired. Schedule: mid Jan 2014-mid Feb 2014. Author note: this time flows quite nicely with the tail end NDSU's Innovation Challenge. The facility will ideally be up and running for the stressful last few weeks, and will additionally provide the only innovation events on campus during off-year of Innovation Challenge.

'''Tactic #2: Acquire resources'''

*'''Description:''' While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.
*'''Team Leader::'''  Andrew Dalman pending response from a few mentors who may be able to champion this instead; TBD. I'm leaving the TBD tacked on here as I'd like to delegate this one off as soon as possible but do not currently have an alternative champion.
*'''Milestones:'''

#Perform an interest survey of what students would like to see or have access to. This will allow me/us to focus our resources on acquiring what we need....without cluttering up the space with tools that won't be used. Schedule: acquisition of space +1 week; Mid December 2013 but dependant on move-in date.
#See what's there... and see what ''isn't'' there. What can we add to the space in order to bring in demographics of students we notice are lacking? Schedule: inauguration of I-space+1-4 weeks; Early January 2014.
#Keep in contact with staff who operate labs, department chairs, etc... to keep well informed of any 'juicy' equipment or programs that are being underutilized. No schedule.
#Recruit a pool of staff/volunteers/leaders/students willing to 'exist' in the space for a few hours every week, helping studentsas necessary. Schedule: inauguration of I-space -2 weeks or so to allow for recruitment. Early December 2013.

'''Tactic #3: Putting it all together'''

*'''Description''': There does not currently exist any record of I&E resources on campus- when interviewing faculty and students for the Landscape Canvas, only occasionally did the same resource get mentioned twice. During creation of the canvas, I learned that while NDSU has plenty of cool people doing cool things, very few of them actually know about each other. Fewer still actually talk with each other or attempt to cooperate. We're going to fix that by compiling the most comprehensive single resource index that NDSU has ever seen- a distillation of the Landscape Canvas, with a few tweaks for organization, etc. This will truly allow anyone interested to find out what is going on around campus, the level/scale of the work, and most importantly, who to contact for more information. Think of this: an entire wiki dedicated explicitly to categorizing and displaying all of the innovative activities on campus, editable and accesible by those doing the innovation!
**'''Team Leader:''': Andrew Dalman. I'm going to take lead on the initial formation of this, as I've already done some of the work for the Landscape Canvas. This project may best be set up as an NDSU innovation wiki, requiring very little oversight.
*'''Milestones''':

#Fleshing out of the Landscape Canvas & reformatting it. The canvas, while 'done' (and never will be), is still being tweaked and added to as busy faculty get around to finding time to meet. The Canvas also requires a total reformat in order to be presentible in wiki form, at leasy in the way Andy envisions it. Schedule: Early November 2013
#Launch of wiki. A wiki is expected to be a constantly evolving creature, so aside from risk of a 'premature' launch with no content, the wiki can be launched early. Schedule: Mid December 2013; Give 1 month to create and populate pages for all of the Landscape Canvas entries.
#Notification of all entries of their presence in the wiki. It's now their responsibility to keep their pages up to date. The objective is for the wiki to be THE resource amongst the NDSU I&E community, so groups will have motivation to keep their page up-to-date. Schedule: Launch of Wiki - 1 week, if possible. This is to allow groups to make changes to their preset pages.

== Strategy #2: Financial and legal assistance for I&E teams ==

It was noted upon review of the landscape canvas that NDSU I&E resources in grant, legal, and financial assistance were found sorely wanting. The ability for teams/individuals to understand how to receive funding is of paramount importance as, much as we hate to admit it, innovation generally isn't free....patents ''definitely'' aren't free, and turning an idea into a marketable product is something that can kill a project if the financials are not planned for.

Following are an array of strategies that will fully address Gap #2 over a 2-3 year period:

'''Tactic #1: Distillation of grants'''

*'''Description''': Grants like SBIRs, Venture grants, NSF grants, etc... aren't the easiest thing to just jump right into, especially considering that your main competition is established professors and businesses- heck, some of them even write grants exclusively for a living! We're going to find a diverse pool of grant recipients in and around NDSU and interview them. If possible, we'd like to review their grant as well. The objective? Distilling as much information as possible into a 'how to' guide for writing grants. Generalized, of course, but I foresee the document having a basic template of succesful grants along with at least a 'what works, what doesn't' section. With it, students will have a much better understanding of how money flows in a research environment- and how to get some for themselves.
*'''Team Leader:''': TBD. This will require sifting through large amounts of literature. This may be a good time to take advantage of non-engineer I&E supporters who want to assist but don't have technical expertise.
*'''Milestones:'''

#Start searching for succesful grant recipients- compile a list. Additionally, see who is willing to allow us to see their grant proposal(s). Schedule: now until August 2014.
#Compile data and distill what works/what doesn't, any patterns, etc. Delegate, delegate, delegate! This can be started as soon as a few grants/interviews are received. Schedule: Projected early March 2014 at the earliest; Andy won't have time to pursue team building until I-challenge is done in February.
#Create a rough guide, posted in PDF form on the wiki and sent to all interviewed persons for review and comment. Schedule: Unknown; Likely August 2014 at the earliest. Let's say 'fall semester 2014'.
#Finalize document. Andy is realizing, as he writes this, that a document control scheme may have to be developed in order to ensure things are kept in order and up to date. Schedule: TBD

'''Tactic #2: Intellectual property management'''

*'''Description''': The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to ''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.
*'''Team Leader''':: TBD
*'''Milestones:'''

#Meetings with the TTO to review the NDSU IP policy in detail. Schedule: Early December '13.
#Suggested ideas for revision, focusing on transparency and clarity in wording. Schedule: Early January '14.
#Distill as much knowledge as possible into a pamphlet form- chosen because it is simple to both distribute and process as a reader. Schedule: TBD- Spring semester '14
#Arrange for seminars, bootcamps, etc... to be held educating students on IP, focusing on the relationship between them, their work, and NDSU. Schedule: TBD- Fall semester '14 (no time to organize until then)

'''Tactic #3: Creation of a streamlined program to START BUSINESSES!'''

*'''Description''' With this tactic, we're going to work closely with the NDSU research park and Tech Transfer Office to establish as best we can a formal step-by-step process for entreprenuers looking to start a business and/or license their own IP back from the university. Note that the point here is not to ''constrain'' but to ''assist''. The purpose of the formal system is to allow rails for the students to follow along their journey- right now there is nothing in place to assist students in the early or middle stages of planning, for example. Late stage business-founding can be handled by the Research Incubator... but how do you know to contact them? That's precisely what we're going to fix. ''At the very least,'' this tactic will produce a flow chart of steps, people, and processes that have been succesful in the past for starting businesses at NDSU.
*'''Team Leader:''' TBD
*'''Milestones:'''

#Meeting with boots on the ground at as many levels of business development as possible- as they relate to students on campus. Schedule: now-August 2014.
#Establishing a rough chart for 'how and who' an idea progresses through the pipeline and who can assist with each step. Schedule: summer '14-January 2015.
#Formally launching a 'fast track to business creation' (name definitely not final!) program, or at least being able to feature it as one of the services of the I-space. Schedule: Spring semester 2015. Reason: The fulfillment of this tactic requires that almost every other tactic listed thus far be fairly well completed before it can be done. This is also one of the more ambitious tactics in play, banking on the success of the I-space and cooperation between multiple departments.

== Other ==

Priorities:North Dakota State University Student Priorities

2013-10-25T06:24:13Z

Adalman:

== Overview ==

The Innovation and Entrepreneurship ecosystem at North Dakota State University could best be described as being in an incubation state. A workable amount of resources are present, with a number of key resources, tools, and programs at various stages of planning and implementation that will allow the campus environment to flourish.

There are a number of positive aspects to the campus that students can make use of. NDSU maintains the following services that one would generally expect to find as ‘standard’ at a research/innovation university:

*Tech Transfer Office; formal Intellectual Property management
*Business Incubator; space, place, and people for startups to make their mark
*Student-industry collaboration as part of the standard educational experience (senior design, engineering)

These services work together to allow an innovation culture to exist on campus.

Upon deep analysis of the Innovation and Entrepreneurship ecosystem on NDSU’s campus using the landscape canvas, select gaps in the ecosystem were identified. While a number of concerns, big and small, were noted, two gaps in particular have been chosen as critical areas of work to be focused on.

[MORE TO COME]

Link to Prezi overview of campus ecosystem:

http://prezi.com/8xzmdf4l2mf-/the-journey/ (until I figure out how to embed it)

== Calling all students ==

'''Informational Session''' (come hear plans, offer feedback and help expand opportunities for all students)

*'''Where''': Presented to NDSU Bison Microventure research group
*'''When''': 10-24-13
*'''RSVP''': N/A
*'''Attendance:''' 8 students, 1 faculty
*'''Duration''': 45 minutes, incl. Q+A

'''Second Informational Session''' (come hear plans, offer feedback and help expand opportunities for all students)

*'''Where''': NDSU Student Union
*'''When''': TBD
*'''RSVP:''' TBD, andrew.dalman@ndsu.edu

Third Informational Session (presentation to faculty and community innovation focus group)

*'''Where''': TBD
*'''When''': TBD
*'''RSVP:''' TBD, andrew.dalman@ndsu.edu

== Strategy #1: Realization ==

The first area of focus, or ‘strategy,’ is based off of the Realized section of the landscape canvas. This section deals with the ability of students to commit to an opportunity, eg; licensing a technology, forming a venture, and/or attaining legal status. A review of this section reveals that while there exist a few spaces for venture startup/incubation and a TTO for protecting intellectual property, a stark lack of funding, grant, or investment assistance presents itself.

Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

'''Tactic #1: Acquire an innovation space'''

*'''Description:'''

Andy's research has shown that no small number of innovation cultures have started with a simple place for like minds to gather and discuss ideas in an informal setting- even something as simple as an old closet filled with whiteboards has done the trick! NDSU does not currently have anywhere that students can identify as such a space. Finding a random empty classroom is not an uncommon practice for students looking to work on a project, typically with a few group members, but this comes with its own complications... a class could come in and take the space, students aren't surrounded by any other fresh minds, and the work done in such a space is almost guaranteed to be gone in the morning.

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

*'''Team Leader:''': Andrew Dalman - championoning the idea of a student innovation space & currently in discussion for a few potential locations. So exciting!

*'''Milestones:'''

# Scouting of open (or offered) spaces to determine size, condition, and work required to make it usable. Schedule: Early-Mid November 2013
# Creation of a shopping/salvage/'stealing'/donation list for required items such as whiteboards, tables, at least one pc, etc. Schedule: Mid-late November 2013. Prerequisite: Scouting
# Movement of first equipment into room. Putting a formal sign on the room to give it purpose! Schedule: Early December 2013, but heavily dependant on date we'll be able to move in. This part isn't too much up to us.  Prerequisite: acquisition of  required materials.
#Hold first meeting! Campuswide announcement about grand opening of NDSU's first student innovation space. Bring in a few speakers, makerspace veterans, etc to get things started. Schedule: previous milestone completion + 1-2 weeks; Est mid Dec 2013-early Jan 2014.
#Designate student leader to organize regular events promoting and encouraging I&E, to be held at this location. UI fellow may take a backstage role at this point, if desired. Schedule: mid Jan 2014-mid Feb 2014. Author note: this time flows quite nicely with the tail end NDSU's Innovation Challenge. The facility will ideally be up and running for the stressful last few weeks, and will additionally provide the only innovation events on campus during off-year of Innovation Challenge.

'''Tactic #2: Acquire resources'''

*'''Description:''' While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.
*'''Team Leader::'''  Andrew Dalman pending response from a few mentors who may be able to champion this instead; TBD. I'm leaving the TBD tacked on here as I'd like to delegate this one off as soon as possible but do not currently have an alternative champion.
*'''Milestones:'''

#Perform an interest survey of what students would like to see or have access to. This will allow me/us to focus our resources on acquiring what we need....without cluttering up the space with tools that won't be used. Schedule: acquisition of space +1 week; Mid December 2013 but dependant on move-in date.
#See what's there... and see what ''isn't'' there. What can we add to the space in order to bring in demographics of students we notice are lacking? Schedule: inauguration of I-space+1-4 weeks; Early January 2014.
#Keep in contact with staff who operate labs, department chairs, etc... to keep well informed of any 'juicy' equipment or programs that are being underutilized. No schedule.
#Recruit a pool of staff/volunteers/leaders/students willing to 'exist' in the space for a few hours every week, helping studentsas necessary. Schedule: inauguration of I-space -2 weeks or so to allow for recruitment. Early December 2013.

'''Tactic #3: Putting it all together'''

*'''Description''': There does not currently exist any record of I&E resources on campus- when interviewing faculty and students for the Landscape Canvas, only occasionally did the same resource get mentioned twice. During creation of the canvas, I learned that while NDSU has plenty of cool people doing cool things, very few of them actually know about each other. Fewer still actually talk with each other or attempt to cooperate. We're going to fix that by compiling the most comprehensive single resource index that NDSU has ever seen- a distillation of the Landscape Canvas, with a few tweaks for organization, etc. This will truly allow anyone interested to find out what is going on around campus, the level/scale of the work, and most importantly, who to contact for more information. Think of this: an entire wiki dedicated explicitly to categorizing and displaying all of the innovative activities on campus, editable and accesible by those doing the innovation!
**'''Team Leader:''': Andrew Dalman. I'm going to take lead on the initial formation of this, as I've already done some of the work for the Landscape Canvas. This project may best be set up as an NDSU innovation wiki, requiring very little oversight.
*'''Milestones''':

#Fleshing out of the Landscape Canvas & reformatting it. The canvas, while 'done' (and never will be), is still being tweaked and added to as busy faculty get around to finding time to meet. The Canvas also requires a total reformat in order to be presentible in wiki form, at leasy in the way Andy envisions it. Schedule: Early November 2013
#Launch of wiki. A wiki is expected to be a constantly evolving creature, so aside from risk of a 'premature' launch with no content, the wiki can be launched early. Schedule: Mid December 2013; Give 1 month to create and populate pages for all of the Landscape Canvas entries.
#Notification of all entries of their presence in the wiki. It's now their responsibility to keep their pages up to date. The objective is for the wiki to be THE resource amongst the NDSU I&E community, so groups will have motivation to keep their page up-to-date. Schedule: Launch of Wiki - 1 week, if possible. This is to allow groups to make changes to their preset pages.

== Strategy #2: Financial and legal assistance for I&E teams ==

It was noted upon review of the landscape canvas that NDSU I&E resources in grant, legal, and financial assistance were found sorely wanting. The ability for teams/individuals to understand how to receive funding is of paramount importance as, much as we hate to admit it, innovation generally isn't free....patents ''definitely'' aren't free, and turning an idea into a marketable product is something that can kill a project if the financials are not planned for.

Following are an array of strategies that will fully address Gap #2 over a 2-3 year period:

'''Tactic #1: Distillation of grants'''

*'''Description''': Grants like SBIRs, Venture grants, NSF grants, etc... aren't the easiest thing to just jump right into, especially considering that your main competition is established professors and businesses- heck, some of them even write grants exclusively for a living! We're going to find a diverse pool of grant recipients in and around NDSU and interview them. If possible, we'd like to review their grant as well. The objective? Distilling as much information as possible into a 'how to' guide for writing grants. Generalized, of course, but I foresee the document having a basic template of succesful grants along with at least a 'what works, what doesn't' section. With it, students will have a much better understanding of how money flows in a research environment- and how to get some for themselves.
*'''Team Leader:''': TBD. This will require sifting through large amounts of literature. This may be a good time to take advantage of non-engineer I&E supporters who want to assist but don't have technical expertise.
*'''Milestones:'''

#Start searching for succesful grant recipients- compile a list. Additionally, see who is willing to allow us to see their grant proposal(s). Schedule: now until August 2014.
#Compile data and distill what works/what doesn't, any patterns, etc. Delegate, delegate, delegate! This can be started as soon as a few grants/interviews are received. Schedule: Projected early March 2014 at the earliest; Andy won't have time to pursue team building until I-challenge is done in February.
#Create a rough guide, posted in PDF form on the wiki and sent to all interviewed persons for review and comment. Schedule: Unknown; Likely August 2014 at the earliest. Let's say 'fall semester 2014'.
#Finalize document. Andy is realizing, as he writes this, that a document control scheme may have to be developed in order to ensure things are kept in order and up to date. Schedule: TBD

'''Tactic #2: Intellectual property management'''

*'''Description''': The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to ''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.
*'''Team Leader''':: TBD
*'''Milestones:'''

#Meetings with the TTO to review the NDSU IP policy in detail. Schedule: Early December '13.
#Suggested ideas for revision, focusing on transparency and clarity in wording. Schedule: Early January '14.
#Distill as much knowledge as possible into a pamphlet form- chosen because it is simple to both distribute and process as a reader. Schedule: TBD- Spring semester '14
#Arrange for seminars, bootcamps, etc... to be held educating students on IP, focusing on the relationship between them, their work, and NDSU. Schedule: TBD- Fall semester '14 (no time to organize until then)

'''Tactic #3: Creation of a streamlined program to START BUSINESSES!'''

*'''Description''' With this tactic, we're going to work closely with the NDSU research park and Tech Transfer Office to establish as best we can a formal step-by-step process for entreprenuers looking to start a business and/or license their own IP back from the university. Note that the point here is not to ''constrain'' but to ''assist''. The purpose of the formal system is to allow rails for the students to follow along their journey- right now there is nothing in place to assist students in the early or middle stages of planning, for example. Late stage business-founding can be handled by the Research Incubator... but how do you know to contact them? That's precisely what we're going to fix. ''At the very least,'' this tactic will produce a flow chart of steps, people, and processes that have been succesful in the past for starting businesses at NDSU.
*'''Team Leader:''' TBD
*'''Milestones:'''

#Meeting with boots on the ground at as many levels of business development as possible- as they relate to students on campus. Schedule: now-August 2014.
#Establishing a rough chart for 'how and who' an idea progresses through the pipeline and who can assist with each step. Schedule: summer '14-January 2015.
#Formally launching a 'fast track to business creation' (name definitely not final!) program, or at least being able to feature it as one of the services of the I-space. Schedule: Spring semester 2015. Reason: The fulfillment of this tactic requires that almost every other tactic listed thus far be fairly well completed before it can be done. This is also one of the more ambitious tactics in play, banking on the success of the I-space and cooperation between multiple departments.

== Other ==

Priorities:North Dakota State University Student Priorities

2013-10-25T06:23:20Z

Adalman:

== Overview ==

The Innovation and Entrepreneurship ecosystem at North Dakota State University could best be described as being in an incubation state. A workable amount of resources are present, with a number of key resources, tools, and programs at various stages of planning and implementation that will allow the campus environment to flourish.

There are a number of positive aspects to the campus that students can make use of. NDSU maintains the following services that one would generally expect to find as ‘standard’ at a research/innovation university:

*Tech Transfer Office; formal Intellectual Property management
*Business Incubator; space, place, and people for startups to make their mark
*Student-industry collaboration as part of the standard educational experience (senior design, engineering)

These services work together to allow an innovation culture to exist on campus.

Upon deep analysis of the Innovation and Entrepreneurship ecosystem on NDSU’s campus using the landscape canvas, select gaps in the ecosystem were identified. While a number of concerns, big and small, were noted, two gaps in particular have been chosen as critical areas of work to be focused on.

[MORE TO COME]

Link to Prezi overview of campus ecosystem:

http://prezi.com/8xzmdf4l2mf-/the-journey/ (until I figure out how to embed it)

== Calling all students ==

Informational Session (come hear plans, offer feedback and help expand opportunities for all students)

*Where: Presented to NDSU Bison Microventure research group
*When: 10-24-13
*RSVP: N/A
*Attendance: 8 students, 1 faculty

Second Informational Session (come hear plans, offer feedback and help expand opportunities for all students)

*Where: NDSU Student Union
*When: TBD
*RSVP: TBD, andrew.dalman@ndsu.edu

Third Informational Session (presentation to faculty and community innovation focus group)

*Where: TBD
*When: TBD
*RSVP: TBD, andrew.dalman@ndsu.edu

== Strategy #1: Realization ==

The first area of focus, or ‘strategy,’ is based off of the Realized section of the landscape canvas. This section deals with the ability of students to commit to an opportunity, eg; licensing a technology, forming a venture, and/or attaining legal status. A review of this section reveals that while there exist a few spaces for venture startup/incubation and a TTO for protecting intellectual property, a stark lack of funding, grant, or investment assistance presents itself.

Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

'''Tactic #1: Acquire an innovation space'''

*'''Description:'''

Andy's research has shown that no small number of innovation cultures have started with a simple place for like minds to gather and discuss ideas in an informal setting- even something as simple as an old closet filled with whiteboards has done the trick! NDSU does not currently have anywhere that students can identify as such a space. Finding a random empty classroom is not an uncommon practice for students looking to work on a project, typically with a few group members, but this comes with its own complications... a class could come in and take the space, students aren't surrounded by any other fresh minds, and the work done in such a space is almost guaranteed to be gone in the morning.

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

*'''Team Leader:''': Andrew Dalman - championoning the idea of a student innovation space & currently in discussion for a few potential locations. So exciting!

*'''Milestones:'''

# Scouting of open (or offered) spaces to determine size, condition, and work required to make it usable. Schedule: Early-Mid November 2013
# Creation of a shopping/salvage/'stealing'/donation list for required items such as whiteboards, tables, at least one pc, etc. Schedule: Mid-late November 2013. Prerequisite: Scouting
# Movement of first equipment into room. Putting a formal sign on the room to give it purpose! Schedule: Early December 2013, but heavily dependant on date we'll be able to move in. This part isn't too much up to us.  Prerequisite: acquisition of  required materials.
#Hold first meeting! Campuswide announcement about grand opening of NDSU's first student innovation space. Bring in a few speakers, makerspace veterans, etc to get things started. Schedule: previous milestone completion + 1-2 weeks; Est mid Dec 2013-early Jan 2014.
#Designate student leader to organize regular events promoting and encouraging I&E, to be held at this location. UI fellow may take a backstage role at this point, if desired. Schedule: mid Jan 2014-mid Feb 2014. Author note: this time flows quite nicely with the tail end NDSU's Innovation Challenge. The facility will ideally be up and running for the stressful last few weeks, and will additionally provide the only innovation events on campus during off-year of Innovation Challenge.

'''Tactic #2: Acquire resources'''

*'''Description:''' While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.
*'''Team Leader::'''  Andrew Dalman pending response from a few mentors who may be able to champion this instead; TBD. I'm leaving the TBD tacked on here as I'd like to delegate this one off as soon as possible but do not currently have an alternative champion.
*'''Milestones:'''

#Perform an interest survey of what students would like to see or have access to. This will allow me/us to focus our resources on acquiring what we need....without cluttering up the space with tools that won't be used. Schedule: acquisition of space +1 week; Mid December 2013 but dependant on move-in date.
#See what's there... and see what ''isn't'' there. What can we add to the space in order to bring in demographics of students we notice are lacking? Schedule: inauguration of I-space+1-4 weeks; Early January 2014.
#Keep in contact with staff who operate labs, department chairs, etc... to keep well informed of any 'juicy' equipment or programs that are being underutilized. No schedule.
#Recruit a pool of staff/volunteers/leaders/students willing to 'exist' in the space for a few hours every week, helping studentsas necessary. Schedule: inauguration of I-space -2 weeks or so to allow for recruitment. Early December 2013.

'''Tactic #3: Putting it all together'''

*'''Description''': There does not currently exist any record of I&E resources on campus- when interviewing faculty and students for the Landscape Canvas, only occasionally did the same resource get mentioned twice. During creation of the canvas, I learned that while NDSU has plenty of cool people doing cool things, very few of them actually know about each other. Fewer still actually talk with each other or attempt to cooperate. We're going to fix that by compiling the most comprehensive single resource index that NDSU has ever seen- a distillation of the Landscape Canvas, with a few tweaks for organization, etc. This will truly allow anyone interested to find out what is going on around campus, the level/scale of the work, and most importantly, who to contact for more information. Think of this: an entire wiki dedicated explicitly to categorizing and displaying all of the innovative activities on campus, editable and accesible by those doing the innovation!
**'''Team Leader:''': Andrew Dalman. I'm going to take lead on the initial formation of this, as I've already done some of the work for the Landscape Canvas. This project may best be set up as an NDSU innovation wiki, requiring very little oversight.
*'''Milestones''':

#Fleshing out of the Landscape Canvas & reformatting it. The canvas, while 'done' (and never will be), is still being tweaked and added to as busy faculty get around to finding time to meet. The Canvas also requires a total reformat in order to be presentible in wiki form, at leasy in the way Andy envisions it. Schedule: Early November 2013
#Launch of wiki. A wiki is expected to be a constantly evolving creature, so aside from risk of a 'premature' launch with no content, the wiki can be launched early. Schedule: Mid December 2013; Give 1 month to create and populate pages for all of the Landscape Canvas entries.
#Notification of all entries of their presence in the wiki. It's now their responsibility to keep their pages up to date. The objective is for the wiki to be THE resource amongst the NDSU I&E community, so groups will have motivation to keep their page up-to-date. Schedule: Launch of Wiki - 1 week, if possible. This is to allow groups to make changes to their preset pages.

== Strategy #2: Financial and legal assistance for I&E teams ==

It was noted upon review of the landscape canvas that NDSU I&E resources in grant, legal, and financial assistance were found sorely wanting. The ability for teams/individuals to understand how to receive funding is of paramount importance as, much as we hate to admit it, innovation generally isn't free....patents ''definitely'' aren't free, and turning an idea into a marketable product is something that can kill a project if the financials are not planned for.

Following are an array of strategies that will fully address Gap #2 over a 2-3 year period:

'''Tactic #1: Distillation of grants'''

*'''Description''': Grants like SBIRs, Venture grants, NSF grants, etc... aren't the easiest thing to just jump right into, especially considering that your main competition is established professors and businesses- heck, some of them even write grants exclusively for a living! We're going to find a diverse pool of grant recipients in and around NDSU and interview them. If possible, we'd like to review their grant as well. The objective? Distilling as much information as possible into a 'how to' guide for writing grants. Generalized, of course, but I foresee the document having a basic template of succesful grants along with at least a 'what works, what doesn't' section. With it, students will have a much better understanding of how money flows in a research environment- and how to get some for themselves.
*'''Team Leader:''': TBD. This will require sifting through large amounts of literature. This may be a good time to take advantage of non-engineer I&E supporters who want to assist but don't have technical expertise.
*'''Milestones:'''

#Start searching for succesful grant recipients- compile a list. Additionally, see who is willing to allow us to see their grant proposal(s). Schedule: now until August 2014.
#Compile data and distill what works/what doesn't, any patterns, etc. Delegate, delegate, delegate! This can be started as soon as a few grants/interviews are received. Schedule: Projected early March 2014 at the earliest; Andy won't have time to pursue team building until I-challenge is done in February.
#Create a rough guide, posted in PDF form on the wiki and sent to all interviewed persons for review and comment. Schedule: Unknown; Likely August 2014 at the earliest. Let's say 'fall semester 2014'.
#Finalize document. Andy is realizing, as he writes this, that a document control scheme may have to be developed in order to ensure things are kept in order and up to date. Schedule: TBD

'''Tactic #2: Intellectual property management'''

*'''Description''': The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to ''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.
*'''Team Leader''':: TBD
*'''Milestones:'''

#Meetings with the TTO to review the NDSU IP policy in detail. Schedule: Early December '13.
#Suggested ideas for revision, focusing on transparency and clarity in wording. Schedule: Early January '14.
#Distill as much knowledge as possible into a pamphlet form- chosen because it is simple to both distribute and process as a reader. Schedule: TBD- Spring semester '14
#Arrange for seminars, bootcamps, etc... to be held educating students on IP, focusing on the relationship between them, their work, and NDSU. Schedule: TBD- Fall semester '14 (no time to organize until then)

'''Tactic #3: Creation of a streamlined program to START BUSINESSES!'''

*'''Description''' With this tactic, we're going to work closely with the NDSU research park and Tech Transfer Office to establish as best we can a formal step-by-step process for entreprenuers looking to start a business and/or license their own IP back from the university. Note that the point here is not to ''constrain'' but to ''assist''. The purpose of the formal system is to allow rails for the students to follow along their journey- right now there is nothing in place to assist students in the early or middle stages of planning, for example. Late stage business-founding can be handled by the Research Incubator... but how do you know to contact them? That's precisely what we're going to fix. ''At the very least,'' this tactic will produce a flow chart of steps, people, and processes that have been succesful in the past for starting businesses at NDSU.
*'''Team Leader:''' TBD
*'''Milestones:'''

#Meeting with boots on the ground at as many levels of business development as possible- as they relate to students on campus. Schedule: now-August 2014.
#Establishing a rough chart for 'how and who' an idea progresses through the pipeline and who can assist with each step. Schedule: summer '14-January 2015.
#Formally launching a 'fast track to business creation' (name definitely not final!) program, or at least being able to feature it as one of the services of the I-space. Schedule: Spring semester 2015. Reason: The fulfillment of this tactic requires that almost every other tactic listed thus far be fairly well completed before it can be done. This is also one of the more ambitious tactics in play, banking on the success of the I-space and cooperation between multiple departments.

== Other ==

Priorities:North Dakota State University Student Priorities

2013-10-25T06:15:28Z

Adalman:

== Overview ==

The Innovation and Entrepreneurship ecosystem at North Dakota State University could best be described as being in an incubation state. A workable amount of resources are present, with a number of key resources, tools, and programs at various stages of planning and implementation that will allow the campus environment to flourish.

There are a number of positive aspects to the campus that students can make use of. NDSU maintains the following services that one would generally expect to find as ‘standard’ at a research/innovation university:

*Tech Transfer Office; formal Intellectual Property management
*Business Incubator; space, place, and people for startups to make their mark
*Student-industry collaboration as part of the standard educational experience (senior design, engineering)

These services work together to allow an innovation culture to exist on campus.

Upon deep analysis of the Innovation and Entrepreneurship ecosystem on NDSU’s campus using the landscape canvas, select gaps in the ecosystem were identified. While a number of concerns, big and small, were noted, two gaps in particular have been chosen as critical areas of work to be focused on.

[MORE TO COME]

Link to Prezi overview of campus ecosystem:

http://prezi.com/8xzmdf4l2mf-/the-journey/ (until I figure out how to embed it)

== Calling all students ==

Informational Session (come hear plans, offer feedback and help expand opportunities for all students)

*Where: Presented to NDSU Bison Microventure research group
*When: 10-24-13
*RSVP: N/A
*Attendance: 8 students, 1 faculty

Second Informational Session (come hear plans, offer feedback and help expand opportunities for all students)

*Where: NDSU Student Union
*When: TBD
*RSVP: TBD, andrew.dalman@ndsu.edu

Third Informational Session (presentation to faculty and community innovation focus group)

*Where: TBD
*When: TBD
*RSVP: TBD, andrew.dalman@ndsu.edu

== Strategy #1: Realization ==

The first area of focus, or ‘strategy,’ is based off of the Realized section of the landscape canvas. This section deals with the ability of students to commit to an opportunity, eg; licensing a technology, forming a venture, and/or attaining legal status. A review of this section reveals that while there exist a few spaces for venture startup/incubation and a TTO for protecting intellectual property, a stark lack of funding, grant, or investment assistance presents itself.

Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

'''Tactic #1: Acquire an innovation space'''

*'''Description:'''

Andy's research has shown that no small number of innovation cultures have started with a simple place for like minds to gather and discuss ideas in an informal setting- even something as simple as an old closet filled with whiteboards has done the trick! NDSU does not currently have anywhere that students can identify as such a space. Finding a random empty classroom is not an uncommon practice for students looking to work on a project, typically with a few group members, but this comes with its own complications... a class could come in and take the space, students aren't surrounded by any other fresh minds, and the work done in such a space is almost guaranteed to be gone in the morning.

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

*'''Team Leader:''': Andrew Dalman - championoning the idea of a student innovation space & currently in discussion for a few potential locations. So exciting!

*'''Milestones:'''

# Scouting of open (or offered) spaces to determine size, condition, and work required to make it usable. Schedule: Early-Mid November 2013
# Creation of a shopping/salvage/'stealing'/donation list for required items such as whiteboards, tables, at least one pc, etc. Schedule: Mid-late November 2013. Prerequisite: Scouting
# Movement of first equipment into room. Putting a formal sign on the room to give it purpose! Schedule: Early December 2013, but heavily dependant on date we'll be able to move in. This part isn't too much up to us.  Prerequisite: acquisition of  required materials.
#Hold first meeting! Campuswide announcement about grand opening of NDSU's first student innovation space. Bring in a few speakers, makerspace veterans, etc to get things started. Schedule: previous milestone completion + 1-2 weeks; Est mid Dec 2013-early Jan 2014.
#Designate student leader to organize regular events promoting and encouraging I&E, to be held at this location. UI fellow may take a backstage role at this point, if desired. Schedule: mid Jan 2014-mid Feb 2014. Author note: this time flows quite nicely with the tail end NDSU's Innovation Challenge. The facility will ideally be up and running for the stressful last few weeks, and will additionally provide the only innovation events on campus during off-year of Innovation Challenge.

'''Tactic #2: Acquire resources'''

*'''Description:''' While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.
*'''Team Leader::'''  Andrew Dalman pending response from a few mentors who may be able to champion this instead; TBD. I'm leaving the TBD tacked on here as I'd like to delegate this one off as soon as possible but do not currently have an alternative champion.
*'''Milestones:'''

#Perform an interest survey of what students would like to see or have access to. This will allow me/us to focus our resources on acquiring what we need....without cluttering up the space with tools that won't be used. Schedule: acquisition of space +1 week; Mid December 2013 but dependant on move-in date.
#See what's there... and see what ''isn't'' there. What can we add to the space in order to bring in demographics of students we notice are lacking? Schedule: inauguration of I-space+1-4 weeks; Early January 2014.
#Keep in contact with staff who operate labs, department chairs, etc... to keep well informed of any 'juicy' equipment or programs that are being underutilized. No schedule.
#Recruit a pool of staff/volunteers/leaders/students willing to 'exist' in the space for a few hours every week, helping studentsas necessary. Schedule: inauguration of I-space -2 weeks or so to allow for recruitment. Early December 2013.

'''Tactic #3: Putting it all together'''

*'''Description''': There does not currently exist any record of I&E resources on campus- when interviewing faculty and students for the Landscape Canvas, only occasionally did the same resource get mentioned twice. During creation of the canvas, I learned that while NDSU has plenty of cool people doing cool things, very few of them actually know about each other. Fewer still actually talk with each other or attempt to cooperate. We're going to fix that by compiling the most comprehensive single resource index that NDSU has ever seen- a distillation of the Landscape Canvas, with a few tweaks for organization, etc. This will truly allow anyone interested to find out what is going on around campus, the level/scale of the work, and most importantly, who to contact for more information. Think of this: an entire wiki dedicated explicitly to categorizing and displaying all of the innovative activities on campus, editable and accesible by those doing the innovation!
**'''Team Leader:''': Andrew Dalman. I'm going to take lead on the initial formation of this, as I've already done some of the work for the Landscape Canvas. This project may best be set up as an NDSU innovation wiki, requiring very little oversight.
*'''Milestones''':

#Fleshing out of the Landscape Canvas & reformatting it. The canvas, while 'done' (and never will be), is still being tweaked and added to as busy faculty get around to finding time to meet. The Canvas also requires a total reformat in order to be presentible in wiki form, at leasy in the way Andy envisions it. Schedule: Early November 2013
#Launch of wiki. A wiki is expected to be a constantly evolving creature, so aside from risk of a 'premature' launch with no content, the wiki can be launched early. Schedule: Mid December 2013; Give 1 month to create and populate pages for all of the Landscape Canvas entries.
#Notification of all entries of their presence in the wiki. It's now their responsibility to keep their pages up to date. The objective is for the wiki to be THE resource amongst the NDSU I&E community, so groups will have motivation to keep their page up-to-date. Schedule: Launch of Wiki - 1 week, if possible. This is to allow groups to make changes to their preset pages.

== Strategy #2: Financial and legal assistance for I&E teams ==

It was noted upon review of the landscape canvas that NDSU I&E resources in grant, legal, and financial assistance were found sorely wanting. The ability for teams/individuals to understand how to receive funding is of paramount importance as, much as we hate to admit it, innovation generally isn't free....patents ''definitely'' aren't free, and turning an idea into a marketable product is something that can kill a project if the financials are not planned for.

Following are an array of strategies that will fully address Gap #2 over a 2-3 year period:

'''Tactic #1: Distillation of grants'''

*'''Description''': Grants like SBIRs, Venture grants, NSF grants, etc... aren't the easiest thing to just jump right into, especially considering that your main competition is established professors and businesses- heck, some of them even write grants exclusively for a living! We're going to find a diverse pool of grant recipients in and around NDSU and interview them. If possible, we'd like to review their grant as well. The objective? Distilling as much information as possible into a 'how to' guide for writing grants. Generalized, of course, but I foresee the document having a basic template of succesful grants along with at least a 'what works, what doesn't' section. With it, students will have a much better understanding of how money flows in a research environment- and how to get some for themselves.
*'''Team Leader:''': TBD. This will require sifting through large amounts of literature. This may be a good time to take advantage of non-engineer I&E supporters who want to assist but don't have technical expertise.
*'''Milestones:'''

#Start searching for succesful grant recipients- compile a list. Additionally, see who is willing to allow us to see their grant proposal(s). Schedule: now until August 2014.
#Compile data and distill what works/what doesn't, any patterns, etc. Delegate, delegate, delegate! This can be started as soon as a few grants/interviews are received. Schedule: Projected early March 2014 at the earliest; Andy won't have time to pursue team building until I-challenge is done in February.
#Create a rough guide, posted in PDF form on the wiki and sent to all interviewed persons for review and comment. Schedule: Unknown; Likely August 2014 at the earliest. Let's say 'fall semester 2014'.
#Finalize document. Andy is realizing, as he writes this, that a document control scheme may have to be developed in order to ensure things are kept in order and up to date. Schedule: TBD

'''Tactic #2: Intellectual property management'''

*'''Description''': The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to ''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.
*'''Team Leader''':: TBD
*'''Milestones:'''

#Meetings with the TTO to review the NDSU IP policy in detail. Schedule: Early December '13.
#Suggested ideas for revision, focusing on transparency and clarity in wording. Schedule: Early January '14.
#Distill as much knowledge as possible into a pamphlet form- chosen because it is simple to both distribute and process as a reader. Schedule: TBD- Spring semester '14
#Arrange for seminars, bootcamps, etc... to be held educating students on IP, focusing on the relationship between them, their work, and NDSU. Schedule: TBD- Fall semester '14 (no time to organize until then)

'''Tactic #3: [Name of tactic]'''

*Description [250 words on why this strategy will solve this gap on your campus]
*Team Leader: [Either your name, TBD or create a title assigned to the person who volunteers]
*Milestones: [A set of bullets that characterize the work that would likely need to be executed, along with mm/yy]

== Other ==

Priorities:North Dakota State University Student Priorities

2013-10-25T06:15:06Z

Adalman:

== Overview ==

The Innovation and Entrepreneurship ecosystem at North Dakota State University could best be described as being in an incubation state. A workable amount of resources are present, with a number of key resources, tools, and programs at various stages of planning and implementation that will allow the campus environment to flourish.

There are a number of positive aspects to the campus that students can make use of. NDSU maintains the following services that one would generally expect to find as ‘standard’ at a research/innovation university:

*Tech Transfer Office; formal Intellectual Property management
*Business Incubator; space, place, and people for startups to make their mark
*Student-industry collaboration as part of the standard educational experience (senior design, engineering)

These services work together to allow an innovation culture to exist on campus.

Upon deep analysis of the Innovation and Entrepreneurship ecosystem on NDSU’s campus using the landscape canvas, select gaps in the ecosystem were identified. While a number of concerns, big and small, were noted, two gaps in particular have been chosen as critical areas of work to be focused on.

[MORE TO COME]

Link to Prezi overview of campus ecosystem:

http://prezi.com/8xzmdf4l2mf-/the-journey/ (until I figure out how to embed it)

== Calling all students ==

Informational Session (come hear plans, offer feedback and help expand opportunities for all students)

*Where: Presented to NDSU Bison Microventure research group
*When: 10-24-13
*RSVP: N/A
*Attendance: 8 students, 1 faculty

Second Informational Session (come hear plans, offer feedback and help expand opportunities for all students)

*Where: NDSU Student Union
*When: TBD
*RSVP: TBD, andrew.dalman@ndsu.edu

Third Informational Session (presentation to faculty and community innovation focus group)

*Where: TBD
*When: TBD
*RSVP: TBD, andrew.dalman@ndsu.edu

== Strategy #1: Realization ==

The first area of focus, or ‘strategy,’ is based off of the Realized section of the landscape canvas. This section deals with the ability of students to commit to an opportunity, eg; licensing a technology, forming a venture, and/or attaining legal status. A review of this section reveals that while there exist a few spaces for venture startup/incubation and a TTO for protecting intellectual property, a stark lack of funding, grant, or investment assistance presents itself.

Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

'''Tactic #1: Acquire an innovation space'''

*'''Description:'''

Andy's research has shown that no small number of innovation cultures have started with a simple place for like minds to gather and discuss ideas in an informal setting- even something as simple as an old closet filled with whiteboards has done the trick! NDSU does not currently have anywhere that students can identify as such a space. Finding a random empty classroom is not an uncommon practice for students looking to work on a project, typically with a few group members, but this comes with its own complications... a class could come in and take the space, students aren't surrounded by any other fresh minds, and the work done in such a space is almost guaranteed to be gone in the morning.

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

*'''Team Leader:''': Andrew Dalman - championoning the idea of a student innovation space & currently in discussion for a few potential locations. So exciting!

*'''Milestones:'''

# Scouting of open (or offered) spaces to determine size, condition, and work required to make it usable. Schedule: Early-Mid November 2013
# Creation of a shopping/salvage/'stealing'/donation list for required items such as whiteboards, tables, at least one pc, etc. Schedule: Mid-late November 2013. Prerequisite: Scouting
# Movement of first equipment into room. Putting a formal sign on the room to give it purpose! Schedule: Early December 2013, but heavily dependant on date we'll be able to move in. This part isn't too much up to us.  Prerequisite: acquisition of  required materials.
#Hold first meeting! Campuswide announcement about grand opening of NDSU's first student innovation space. Bring in a few speakers, makerspace veterans, etc to get things started. Schedule: previous milestone completion + 1-2 weeks; Est mid Dec 2013-early Jan 2014.
#Designate student leader to organize regular events promoting and encouraging I&E, to be held at this location. UI fellow may take a backstage role at this point, if desired. Schedule: mid Jan 2014-mid Feb 2014. Author note: this time flows quite nicely with the tail end NDSU's Innovation Challenge. The facility will ideally be up and running for the stressful last few weeks, and will additionally provide the only innovation events on campus during off-year of Innovation Challenge.

'''Tactic #2: Acquire resources'''

*'''Description:''' While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.
*'''Team Leader::'''  Andrew Dalman pending response from a few mentors who may be able to champion this instead; TBD. I'm leaving the TBD tacked on here as I'd like to delegate this one off as soon as possible but do not currently have an alternative champion.
*'''Milestones:'''

#Perform an interest survey of what students would like to see or have access to. This will allow me/us to focus our resources on acquiring what we need....without cluttering up the space with tools that won't be used. Schedule: acquisition of space +1 week; Mid December 2013 but dependant on move-in date.
#See what's there... and see what ''isn't'' there. What can we add to the space in order to bring in demographics of students we notice are lacking? Schedule: inauguration of I-space+1-4 weeks; Early January 2014.
#Keep in contact with staff who operate labs, department chairs, etc... to keep well informed of any 'juicy' equipment or programs that are being underutilized. No schedule.
#Recruit a pool of staff/volunteers/leaders/students willing to 'exist' in the space for a few hours every week, helping studentsas necessary. Schedule: inauguration of I-space -2 weeks or so to allow for recruitment. Early December 2013.

'''Tactic #3: Putting it all together'''

*'''Description''': There does not currently exist any record of I&E resources on campus- when interviewing faculty and students for the Landscape Canvas, only occasionally did the same resource get mentioned twice. During creation of the canvas, I learned that while NDSU has plenty of cool people doing cool things, very few of them actually know about each other. Fewer still actually talk with each other or attempt to cooperate. We're going to fix that by compiling the most comprehensive single resource index that NDSU has ever seen- a distillation of the Landscape Canvas, with a few tweaks for organization, etc. This will truly allow anyone interested to find out what is going on around campus, the level/scale of the work, and most importantly, who to contact for more information. Think of this: an entire wiki dedicated explicitly to categorizing and displaying all of the innovative activities on campus, editable and accesible by those doing the innovation!
**'''Team Leader:''': Andrew Dalman. I'm going to take lead on the initial formation of this, as I've already done some of the work for the Landscape Canvas. This project may best be set up as an NDSU innovation wiki, requiring very little oversight.
*'''Milestones''':

#Fleshing out of the Landscape Canvas & reformatting it. The canvas, while 'done' (and never will be), is still being tweaked and added to as busy faculty get around to finding time to meet. The Canvas also requires a total reformat in order to be presentible in wiki form, at leasy in the way Andy envisions it. Schedule: Early November 2013
#Launch of wiki. A wiki is expected to be a constantly evolving creature, so aside from risk of a 'premature' launch with no content, the wiki can be launched early. Schedule: Mid December 2013; Give 1 month to create and populate pages for all of the Landscape Canvas entries.
#Notification of all entries of their presence in the wiki. It's now their responsibility to keep their pages up to date. The objective is for the wiki to be THE resource amongst the NDSU I&E community, so groups will have motivation to keep their page up-to-date. Schedule: Launch of Wiki - 1 week, if possible. This is to allow groups to make changes to their preset pages.

== Strategy #2: Financial and legal assistance for I&E teams ==

It was noted upon review of the landscape canvas that NDSU I&E resources in grant, legal, and financial assistance were found sorely wanting. The ability for teams/individuals to understand how to receive funding is of paramount importance as, much as we hate to admit it, innovation generally isn't free....patents ''definitely'' aren't free, and turning an idea into a marketable product is something that can kill a project if the financials are not planned for.

Following are an array of strategies that will fully address Gap #2 over a 2-3 year period:

'''Tactic #1: Distillation of grants'''

*'''Description''': Grants like SBIRs, Venture grants, NSF grants, etc... aren't the easiest thing to just jump right into, especially considering that your main competition is established professors and businesses- heck, some of them even write grants exclusively for a living! We're going to find a diverse pool of grant recipients in and around NDSU and interview them. If possible, we'd like to review their grant as well. The objective? Distilling as much information as possible into a 'how to' guide for writing grants. Generalized, of course, but I foresee the document having a basic template of succesful grants along with at least a 'what works, what doesn't' section. With it, students will have a much better understanding of how money flows in a research environment- and how to get some for themselves.
*'''Team Leader:''': TBD. This will require sifting through large amounts of literature. This may be a good time to take advantage of non-engineer I&E supporters who want to assist but don't have technical expertise.
*'''Milestones:'''

#Start searching for succesful grant recipients- compile a list. Additionally, see who is willing to allow us to see their grant proposal(s). Schedule: now until August 2014.
#Compile data and distill what works/what doesn't, any patterns, etc. Delegate, delegate, delegate! This can be started as soon as a few grants/interviews are received. Schedule: Projected early March 2014 at the earliest; Andy won't have time to pursue team building until I-challenge is done in February.
#Create a rough guide, posted in PDF form on the wiki and sent to all interviewed persons for review and comment. Schedule: Unknown; Likely August 2014 at the earliest. Let's say 'fall semester 2014'.
#Finalize document. Andy is realizing, as he writes this, that a document control scheme may have to be developed in order to ensure things are kept in order and up to date. Schedule: TBD

'''Tactic #2: Intellectual property management'''

*Description: The author requests that you note the use of 'management' vs. 'protection.' Currently, there is little understanding amongst students that work they do that utilizes 'significant university resources' qualifies as university property. The native stance of the IP management system here is to ''protect'' all IP generated, not to''manage and distribute'' it. We hope that, by working with the Tech Transfer Office and university higher-ups, a more transparent system can be developed... one that can be explained to students quickly and efficiently. Most importantly, the delivery system for getting the knowledge to students has to be structured in such a manner that it doesn't scare them off!  Barring the ability to get the TTO more involved in proactively assisting with student IP, we at least hope to provide students with a seminar, guide, etc... on what exactly the relationship between them, their work, and the university actually is.
*Team Leader:: TBD
*Milestones:

#Meetings with the TTO to review the NDSU IP policy in detail. Schedule: Early December '13.
#Suggested ideas for revision, focusing on transparency and clarity in wording. Schedule: Early January '14.
#Distill as much knowledge as possible into a pamphlet form- chosen because it is simple to both distribute and process as a reader. Schedule: TBD- Spring semester '14
#Arrange for seminars, bootcamps, etc... to be held educating students on IP, focusing on the relationship between them, their work, and NDSU. Schedule: TBD- Fall semester '14 (no time to organize until then)

'''Tactic #3: [Name of tactic]'''

*Description [250 words on why this strategy will solve this gap on your campus]
*Team Leader: [Either your name, TBD or create a title assigned to the person who volunteers]
*Milestones: [A set of bullets that characterize the work that would likely need to be executed, along with mm/yy]

== Other ==

Priorities:North Dakota State University Student Priorities

2013-10-25T06:06:44Z

Adalman:

== Overview ==

The Innovation and Entrepreneurship ecosystem at North Dakota State University could best be described as being in an incubation state. A workable amount of resources are present, with a number of key resources, tools, and programs at various stages of planning and implementation that will allow the campus environment to flourish.

There are a number of positive aspects to the campus that students can make use of. NDSU maintains the following services that one would generally expect to find as ‘standard’ at a research/innovation university:

*Tech Transfer Office; formal Intellectual Property management
*Business Incubator; space, place, and people for startups to make their mark
*Student-industry collaboration as part of the standard educational experience (senior design, engineering)

These services work together to allow an innovation culture to exist on campus.

Upon deep analysis of the Innovation and Entrepreneurship ecosystem on NDSU’s campus using the landscape canvas, select gaps in the ecosystem were identified. While a number of concerns, big and small, were noted, two gaps in particular have been chosen as critical areas of work to be focused on.

[MORE TO COME]

Link to Prezi overview of campus ecosystem:

http://prezi.com/8xzmdf4l2mf-/the-journey/ (until I figure out how to embed it)

== Calling all students ==

Informational Session (come hear plans, offer feedback and help expand opportunities for all students)

*Where: Presented to NDSU Bison Microventure research group
*When: 10-24-13
*RSVP: N/A
*Attendance: 8 students, 1 faculty

Second Informational Session (come hear plans, offer feedback and help expand opportunities for all students)

*Where: NDSU Student Union
*When: TBD
*RSVP: TBD, andrew.dalman@ndsu.edu

Third Informational Session (presentation to faculty and community innovation focus group)

*Where: TBD
*When: TBD
*RSVP: TBD, andrew.dalman@ndsu.edu

== Strategy #1: Realization ==

The first area of focus, or ‘strategy,’ is based off of the Realized section of the landscape canvas. This section deals with the ability of students to commit to an opportunity, eg; licensing a technology, forming a venture, and/or attaining legal status. A review of this section reveals that while there exist a few spaces for venture startup/incubation and a TTO for protecting intellectual property, a stark lack of funding, grant, or investment assistance presents itself.

Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

'''Tactic #1: Acquire an innovation space'''

*'''Description:'''

Andy's research has shown that no small number of innovation cultures have started with a simple place for like minds to gather and discuss ideas in an informal setting- even something as simple as an old closet filled with whiteboards has done the trick! NDSU does not currently have anywhere that students can identify as such a space. Finding a random empty classroom is not an uncommon practice for students looking to work on a project, typically with a few group members, but this comes with its own complications... a class could come in and take the space, students aren't surrounded by any other fresh minds, and the work done in such a space is almost guaranteed to be gone in the morning.

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

*'''Team Leader:''': Andrew Dalman - championoning the idea of a student innovation space & currently in discussion for a few potential locations. So exciting!

*'''Milestones:'''

# Scouting of open (or offered) spaces to determine size, condition, and work required to make it usable. Schedule: Early-Mid November 2013
# Creation of a shopping/salvage/'stealing'/donation list for required items such as whiteboards, tables, at least one pc, etc. Schedule: Mid-late November 2013. Prerequisite: Scouting
# Movement of first equipment into room. Putting a formal sign on the room to give it purpose! Schedule: Early December 2013, but heavily dependant on date we'll be able to move in. This part isn't too much up to us.  Prerequisite: acquisition of  required materials.
#Hold first meeting! Campuswide announcement about grand opening of NDSU's first student innovation space. Bring in a few speakers, makerspace veterans, etc to get things started. Schedule: previous milestone completion + 1-2 weeks; Est mid Dec 2013-early Jan 2014.
#Designate student leader to organize regular events promoting and encouraging I&E, to be held at this location. UI fellow may take a backstage role at this point, if desired. Schedule: mid Jan 2014-mid Feb 2014. Author note: this time flows quite nicely with the tail end NDSU's Innovation Challenge. The facility will ideally be up and running for the stressful last few weeks, and will additionally provide the only innovation events on campus during off-year of Innovation Challenge.

'''Tactic #2: Acquire resources'''

*'''Description:''' While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.
*'''Team Leader::'''  Andrew Dalman pending response from a few mentors who may be able to champion this instead; TBD. I'm leaving the TBD tacked on here as I'd like to delegate this one off as soon as possible but do not currently have an alternative champion.
*'''Milestones:'''

#Perform an interest survey of what students would like to see or have access to. This will allow me/us to focus our resources on acquiring what we need....without cluttering up the space with tools that won't be used. Schedule: acquisition of space +1 week; Mid December 2013 but dependant on move-in date.
#See what's there... and see what ''isn't'' there. What can we add to the space in order to bring in demographics of students we notice are lacking? Schedule: inauguration of I-space+1-4 weeks; Early January 2014.
#Keep in contact with staff who operate labs, department chairs, etc... to keep well informed of any 'juicy' equipment or programs that are being underutilized. No schedule.
#Recruit a pool of staff/volunteers/leaders/students willing to 'exist' in the space for a few hours every week, helping studentsas necessary. Schedule: inauguration of I-space -2 weeks or so to allow for recruitment. Early December 2013.

'''Tactic #3: Putting it all together'''

*'''Description''': There does not currently exist any record of I&E resources on campus- when interviewing faculty and students for the Landscape Canvas, only occasionally did the same resource get mentioned twice. During creation of the canvas, I learned that while NDSU has plenty of cool people doing cool things, very few of them actually know about each other. Fewer still actually talk with each other or attempt to cooperate. We're going to fix that by compiling the most comprehensive single resource index that NDSU has ever seen- a distillation of the Landscape Canvas, with a few tweaks for organization, etc. This will truly allow anyone interested to find out what is going on around campus, the level/scale of the work, and most importantly, who to contact for more information. Think of this: an entire wiki dedicated explicitly to categorizing and displaying all of the innovative activities on campus, editable and accesible by those doing the innovation!
**'''Team Leader:''': Andrew Dalman. I'm going to take lead on the initial formation of this, as I've already done some of the work for the Landscape Canvas. This project may best be set up as an NDSU innovation wiki, requiring very little oversight.
*'''Milestones''':

#Fleshing out of the Landscape Canvas & reformatting it. The canvas, while 'done' (and never will be), is still being tweaked and added to as busy faculty get around to finding time to meet. The Canvas also requires a total reformat in order to be presentible in wiki form, at leasy in the way Andy envisions it. Schedule: Early November 2013
#Launch of wiki. A wiki is expected to be a constantly evolving creature, so aside from risk of a 'premature' launch with no content, the wiki can be launched early. Schedule: Mid December 2013; Give 1 month to create and populate pages for all of the Landscape Canvas entries.
#Notification of all entries of their presence in the wiki. It's now their responsibility to keep their pages up to date. The objective is for the wiki to be THE resource amongst the NDSU I&E community, so groups will have motivation to keep their page up-to-date. Schedule: Launch of Wiki - 1 week, if possible. This is to allow groups to make changes to their preset pages.

== Strategy #2: Financial and legal assistance for I&E teams ==

It was noted upon review of the landscape canvas that NDSU I&E resources in grant, legal, and financial assistance were found sorely wanting. The ability for teams/individuals to understand how to receive funding is of paramount importance as, much as we hate to admit it, innovation generally isn't free....patents ''definitely'' aren't free, and turning an idea into a marketable product is something that can kill a project if the financials are not planned for.

Following are an array of strategies that will fully address Gap #2 over a 2-3 year period:

'''Tactic #1: Distillation of grants'''

*'''Description''': Grants like SBIRs, Venture grants, NSF grants, etc... aren't the easiest thing to just jump right into, especially considering that your main competition is established professors and businesses- heck, some of them even write grants exclusively for a living! We're going to find a diverse pool of grant recipients in and around NDSU and interview them. If possible, we'd like to review their grant as well. The objective? Distilling as much information as possible into a 'how to' guide for writing grants. Generalized, of course, but I foresee the document having a basic template of succesful grants along with at least a 'what works, what doesn't' section. With it, students will have a much better understanding of how money flows in a research environment- and how to get some for themselves.
*'''Team Leader:''': TBD. This will require sifting through large amounts of literature. This may be a good time to take advantage of non-engineer I&E supporters who want to assist but don't have technical expertise.
*'''Milestones:'''

#Start searching for succesful grant recipients- compile a list. Additionally, see who is willing to allow us to see their grant proposal(s). Schedule: now until August 2014.
#Compile data and distill what works/what doesn't, any patterns, etc. Delegate, delegate, delegate! This can be started as soon as a few grants/interviews are received. Schedule: Projected early March 2014 at the earliest; Andy won't have time to pursue team building until I-challenge is done in February.
#Create a rough guide, posted in PDF form on the wiki and sent to all interviewed persons for review and comment. Schedule: Unknown; Likely August 2014 at the earliest. Let's say 'fall semester 2014'.
#Finalize document. Andy is realizing, as he writes this, that a document control scheme may have to be developed in order to ensure things are kept in order and up to date. Schedule: TBD

'''Tactic #2: [Name of tactic]'''

*Description [250 words on why this strategy will solve this gap on your campus]
*Team Leader:: [Either your name, TBD or create a title assigned to the person who volunteers]
*Milestones: [A set of bullets that characterize the work that would likely need to be executed, along with mm/yy]

'''Tactic #3: [Name of tactic]'''

*Description [250 words on why this strategy will solve this gap on your campus]
*Team Leader: [Either your name, TBD or create a title assigned to the person who volunteers]
*Milestones: [A set of bullets that characterize the work that would likely need to be executed, along with mm/yy]

== Other ==

Priorities:North Dakota State University Student Priorities

2013-10-25T06:05:18Z

Adalman:

== Overview ==

The Innovation and Entrepreneurship ecosystem at North Dakota State University could best be described as being in an incubation state. A workable amount of resources are present, with a number of key resources, tools, and programs at various stages of planning and implementation that will allow the campus environment to flourish.

There are a number of positive aspects to the campus that students can make use of. NDSU maintains the following services that one would generally expect to find as ‘standard’ at a research/innovation university:

*Tech Transfer Office; formal Intellectual Property management
*Business Incubator; space, place, and people for startups to make their mark
*Student-industry collaboration as part of the standard educational experience (senior design, engineering)

These services work together to allow an innovation culture to exist on campus.

Upon deep analysis of the Innovation and Entrepreneurship ecosystem on NDSU’s campus using the landscape canvas, select gaps in the ecosystem were identified. While a number of concerns, big and small, were noted, two gaps in particular have been chosen as critical areas of work to be focused on.

[MORE TO COME]

Link to Prezi overview of campus ecosystem:

http://prezi.com/8xzmdf4l2mf-/the-journey/ (until I figure out how to embed it)

== Calling all students ==

Informational Session (come hear plans, offer feedback and help expand opportunities for all students)

*Where: Presented to NDSU Bison Microventure research group
*When: 10-24-13
*RSVP: N/A
*Attendance: 8 students, 1 faculty

Second Informational Session (come hear plans, offer feedback and help expand opportunities for all students)

*Where: NDSU Student Union
*When: TBD
*RSVP: TBD, andrew.dalman@ndsu.edu

Third Informational Session (presentation to faculty and community innovation focus group)

*Where: TBD
*When: TBD
*RSVP: TBD, andrew.dalman@ndsu.edu

== Strategy #1: Realization ==

The first area of focus, or ‘strategy,’ is based off of the Realized section of the landscape canvas. This section deals with the ability of students to commit to an opportunity, eg; licensing a technology, forming a venture, and/or attaining legal status. A review of this section reveals that while there exist a few spaces for venture startup/incubation and a TTO for protecting intellectual property, a stark lack of funding, grant, or investment assistance presents itself.

Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

'''Tactic #1: Acquire an innovation space'''

*'''Description:'''

Andy's research has shown that no small number of innovation cultures have started with a simple place for like minds to gather and discuss ideas in an informal setting- even something as simple as an old closet filled with whiteboards has done the trick! NDSU does not currently have anywhere that students can identify as such a space. Finding a random empty classroom is not an uncommon practice for students looking to work on a project, typically with a few group members, but this comes with its own complications... a class could come in and take the space, students aren't surrounded by any other fresh minds, and the work done in such a space is almost guaranteed to be gone in the morning.

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

*'''Team Leader:''': Andrew Dalman - championoning the idea of a student innovation space & currently in discussion for a few potential locations. So exciting!

*'''Milestones:'''

# Scouting of open (or offered) spaces to determine size, condition, and work required to make it usable. Schedule: Early-Mid November 2013
# Creation of a shopping/salvage/'stealing'/donation list for required items such as whiteboards, tables, at least one pc, etc. Schedule: Mid-late November 2013. Prerequisite: Scouting
# Movement of first equipment into room. Putting a formal sign on the room to give it purpose! Schedule: Early December 2013, but heavily dependant on date we'll be able to move in. This part isn't too much up to us.  Prerequisite: acquisition of  required materials.
#Hold first meeting! Campuswide announcement about grand opening of NDSU's first student innovation space. Bring in a few speakers, makerspace veterans, etc to get things started. Schedule: previous milestone completion + 1-2 weeks; Est mid Dec 2013-early Jan 2014.
#Designate student leader to organize regular events promoting and encouraging I&E, to be held at this location. UI fellow may take a backstage role at this point, if desired. Schedule: mid Jan 2014-mid Feb 2014. Author note: this time flows quite nicely with the tail end NDSU's Innovation Challenge. The facility will ideally be up and running for the stressful last few weeks, and will additionally provide the only innovation events on campus during off-year of Innovation Challenge.

'''Tactic #2: Acquire resources'''

*'''Description:''' While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.
*'''Team Leader::'''  Andrew Dalman pending response from a few mentors who may be able to champion this instead; TBD. I'm leaving the TBD tacked on here as I'd like to delegate this one off as soon as possible but do not currently have an alternative champion.
*'''Milestones:'''

#Perform an interest survey of what students would like to see or have access to. This will allow me/us to focus our resources on acquiring what we need....without cluttering up the space with tools that won't be used. Schedule: acquisition of space +1 week; Mid December 2013 but dependant on move-in date.
#See what's there... and see what ''isn't'' there. What can we add to the space in order to bring in demographics of students we notice are lacking? Schedule: inauguration of I-space+1-4 weeks; Early January 2014.
#Keep in contact with staff who operate labs, department chairs, etc... to keep well informed of any 'juicy' equipment or programs that are being underutilized. No schedule.
#Recruit a pool of staff/volunteers/leaders/students willing to 'exist' in the space for a few hours every week, helping studentsas necessary. Schedule: inauguration of I-space -2 weeks or so to allow for recruitment. Early December 2013.

'''Tactic #3: Putting it all together'''

*'''Description''': There does not currently exist any record of I&E resources on campus- when interviewing faculty and students for the Landscape Canvas, only occasionally did the same resource get mentioned twice. During creation of the canvas, I learned that while NDSU has plenty of cool people doing cool things, very few of them actually know about each other. Fewer still actually talk with each other or attempt to cooperate. We're going to fix that by compiling the most comprehensive single resource index that NDSU has ever seen- a distillation of the Landscape Canvas, with a few tweaks for organization, etc. This will truly allow anyone interested to find out what is going on around campus, the level/scale of the work, and most importantly, who to contact for more information. Think of this: an entire wiki dedicated explicitly to categorizing and displaying all of the innovative activities on campus, editable and accesible by those doing the innovation!
**'''Team Leader:''': Andrew Dalman. I'm going to take lead on the initial formation of this, as I've already done some of the work for the Landscape Canvas. This project may best be set up as an NDSU innovation wiki, requiring very little oversight.
*'''Milestones''':

#Fleshing out of the Landscape Canvas & reformatting it. The canvas, while 'done' (and never will be), is still being tweaked and added to as busy faculty get around to finding time to meet. The Canvas also requires a total reformat in order to be presentible in wiki form, at leasy in the way Andy envisions it. Schedule: Early November 2013
#Launch of wiki. A wiki is expected to be a constantly evolving creature, so aside from risk of a 'premature' launch with no content, the wiki can be launched early. Schedule: Mid December 2013; Give 1 month to create and populate pages for all of the Landscape Canvas entries.
#Notification of all entries of their presence in the wiki. It's now their responsibility to keep their pages up to date. The objective is for the wiki to be THE resource amongst the NDSU I&E community, so groups will have motivation to keep their page up-to-date. Schedule: Launch of Wiki - 1 week, if possible. This is to allow groups to make changes to their preset pages.

== Strategy #2: Financial and legal assistance for I&E teams ==

It was noted upon review of the landscape canvas that NDSU I&E resources in grant, legal, and financial assistance were found sorely wanting. The ability for teams/individuals to understand how to receive funding is of paramount importance as, much as we hate to admit it, innovation generally isn't free....patents ''definitely'' aren't free, and turning an idea into a marketable product is something that can kill a project if the financials are not planned for.

Following are an array of strategies that will fully address Gap #2 over a 2-3 year period:

'''Tactic #1: Distillation of grants'''

*'''Description''': Grants like SBIRs, Venture grants, NSF grants, etc... aren't the easiest thing to just jump right into, especially considering that your main competition is established professors and businesses- heck, some of them even write grants exclusively for a living! We're going to find a diverse pool of grant recipients in and around NDSU and interview them. If possible, we'd like to review their grant as well. The objective? Distilling as much information as possible into a 'how to' guide for writing grants. Generalized, of course, but I foresee the document having a basic template of succesful grants along with at least a 'what works, what doesn't' section.
*'''Team Leader:''': TBD. This will require sifting through large amounts of literature. This may be a good time to take advantage of non-engineer I&E supporters who want to assist but don't have technical expertise.
*'''Milestones:'''

#Start searching for succesful grant recipients- compile a list. Additionally, see who is willing to allow us to see their grant proposal(s). Schedule: now until August 2014.
#Compile data and distill what works/what doesn't, any patterns, etc. Delegate, delegate, delegate! This can be started as soon as a few grants/interviews are received. Schedule: Projected early March 2014 at the earliest; Andy won't have time to pursue team building until I-challenge is done in February.
#Create a rough guide, posted in PDF form on the wiki and sent to all interviewed persons for review and comment. Schedule: Unknown; Likely August 2014 at the earliest. Let's say 'fall semester 2014'.
#Finalize document. Andy is realizing, as he writes this, that a document control scheme may have to be developed in order to ensure things are kept in order and up to date. Schedule: TBD

'''Tactic #2: [Name of tactic]'''

*Description [250 words on why this strategy will solve this gap on your campus]
*Team Leader:: [Either your name, TBD or create a title assigned to the person who volunteers]
*Milestones: [A set of bullets that characterize the work that would likely need to be executed, along with mm/yy]

'''Tactic #3: [Name of tactic]'''

*Description [250 words on why this strategy will solve this gap on your campus]
*Team Leader: [Either your name, TBD or create a title assigned to the person who volunteers]
*Milestones: [A set of bullets that characterize the work that would likely need to be executed, along with mm/yy]

== Other ==

Priorities:North Dakota State University Student Priorities

2013-10-25T06:02:36Z

Adalman:

== Overview ==

The Innovation and Entrepreneurship ecosystem at North Dakota State University could best be described as being in an incubation state. A workable amount of resources are present, with a number of key resources, tools, and programs at various stages of planning and implementation that will allow the campus environment to flourish.

There are a number of positive aspects to the campus that students can make use of. NDSU maintains the following services that one would generally expect to find as ‘standard’ at a research/innovation university:

*Tech Transfer Office; formal Intellectual Property management
*Business Incubator; space, place, and people for startups to make their mark
*Student-industry collaboration as part of the standard educational experience (senior design, engineering)

These services work together to allow an innovation culture to exist on campus.

Upon deep analysis of the Innovation and Entrepreneurship ecosystem on NDSU’s campus using the landscape canvas, select gaps in the ecosystem were identified. While a number of concerns, big and small, were noted, two gaps in particular have been chosen as critical areas of work to be focused on.

[MORE TO COME]

Link to Prezi overview of campus ecosystem:

http://prezi.com/8xzmdf4l2mf-/the-journey/ (until I figure out how to embed it)

== Calling all students ==

Informational Session (come hear plans, offer feedback and help expand opportunities for all students)

*Where: Presented to NDSU Bison Microventure research group
*When: 10-24-13
*RSVP: N/A
*Attendance: 8 students, 1 faculty

Second Informational Session (come hear plans, offer feedback and help expand opportunities for all students)

*Where: NDSU Student Union
*When: TBD
*RSVP: TBD, andrew.dalman@ndsu.edu

Third Informational Session (presentation to faculty and community innovation focus group)

*Where: TBD
*When: TBD
*RSVP: TBD, andrew.dalman@ndsu.edu

== Strategy #1: Realization ==

The first area of focus, or ‘strategy,’ is based off of the Realized section of the landscape canvas. This section deals with the ability of students to commit to an opportunity, eg; licensing a technology, forming a venture, and/or attaining legal status. A review of this section reveals that while there exist a few spaces for venture startup/incubation and a TTO for protecting intellectual property, a stark lack of funding, grant, or investment assistance presents itself.

Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

'''Tactic #1: Acquire an innovation space'''

*'''Description:'''

Andy's research has shown that no small number of innovation cultures have started with a simple place for like minds to gather and discuss ideas in an informal setting- even something as simple as an old closet filled with whiteboards has done the trick! NDSU does not currently have anywhere that students can identify as such a space. Finding a random empty classroom is not an uncommon practice for students looking to work on a project, typically with a few group members, but this comes with its own complications... a class could come in and take the space, students aren't surrounded by any other fresh minds, and the work done in such a space is almost guaranteed to be gone in the morning.

Providing students with a place 'with a sign on the door' designating it as purely a space for students to meet and hang out with innovative and entreprenurial interests in mind will encourage and nourish the formation of ideas and student innovation teams/entrepreneurs, in no particular order. As rules can have a tendency to stifle innovation, the objective is to keep this space as free and open as possible, accessible to all majors and during as much of the day as is feasible.

*'''Team Leader:''': Andrew Dalman - championoning the idea of a student innovation space & currently in discussion for a few potential locations. So exciting!

*'''Milestones:'''

# Scouting of open (or offered) spaces to determine size, condition, and work required to make it usable. Schedule: Early-Mid November 2013
# Creation of a shopping/salvage/'stealing'/donation list for required items such as whiteboards, tables, at least one pc, etc. Schedule: Mid-late November 2013. Prerequisite: Scouting
# Movement of first equipment into room. Putting a formal sign on the room to give it purpose! Schedule: Early December 2013, but heavily dependant on date we'll be able to move in. This part isn't too much up to us.  Prerequisite: acquisition of  required materials.
#Hold first meeting! Campuswide announcement about grand opening of NDSU's first student innovation space. Bring in a few speakers, makerspace veterans, etc to get things started. Schedule: previous milestone completion + 1-2 weeks; Est mid Dec 2013-early Jan 2014.
#Designate student leader to organize regular events promoting and encouraging I&E, to be held at this location. UI fellow may take a backstage role at this point, if desired. Schedule: mid Jan 2014-mid Feb 2014. Author note: this time flows quite nicely with the tail end NDSU's Innovation Challenge. The facility will ideally be up and running for the stressful last few weeks, and will additionally provide the only innovation events on campus during off-year of Innovation Challenge.

'''Tactic #2: Acquire resources'''

*'''Description:''' While a room with a whiteboard is enough to get us started, I'd like to expand upon that as much as possible. I'm considering this a seperate tactic as it involves going through different channels and asking for entirely different things from different people. The goal here is to network with as many higher-ups who support the movement as possible (many of whom have already been interviewed for the landscape canvas) and see what kind of extra equipment their department might be willing to lend. We're talking computers, arduinos, soldering irons, scrap metal, hot glue guns.... anything not 'required' to run the I-space but would still contribute to its usefulness. More importantly, anything not nailed down! People resources are going in this tactic as well. The I-space will require a semi-regular pool of mentors, be they faculty, community leaders, or just motivate volunteers. The purpose of this group will be to offer more everyday advice and counsel than bringing in a speaker or holding an event.
*'''Team Leader::'''  Andrew Dalman pending response from a few mentors who may be able to champion this instead; TBD. I'm leaving the TBD tacked on here as I'd like to delegate this one off as soon as possible but do not currently have an alternative champion.
*'''Milestones:'''

#Perform an interest survey of what students would like to see or have access to. This will allow me/us to focus our resources on acquiring what we need....without cluttering up the space with tools that won't be used. Schedule: acquisition of space +1 week; Mid December 2013 but dependant on move-in date.
#See what's there... and see what ''isn't'' there. What can we add to the space in order to bring in demographics of students we notice are lacking? Schedule: inauguration of I-space+1-4 weeks; Early January 2014.
#Keep in contact with staff who operate labs, department chairs, etc... to keep well informed of any 'juicy' equipment or programs that are being underutilized. No schedule.
#Recruit a pool of staff/volunteers/leaders/students willing to 'exist' in the space for a few hours every week, helping studentsas necessary. Schedule: inauguration of I-space -2 weeks or so to allow for recruitment. Early December 2013.

'''Tactic #3: Putting it all together'''

*'''Description''': There does not currently exist any record of I&E resources on campus- when interviewing faculty and students for the Landscape Canvas, only occasionally did the same resource get mentioned twice. During creation of the canvas, I learned that while NDSU has plenty of cool people doing cool things, very few of them actually know about each other. Fewer still actually talk with each other or attempt to cooperate. We're going to fix that by compiling the most comprehensive single resource index that NDSU has ever seen- a distillation of the Landscape Canvas, with a few tweaks for organization, etc. This will truly allow anyone interested to find out what is going on around campus, the level/scale of the work, and most importantly, who to contact for more information. Think of this: an entire wiki dedicated explicitly to categorizing and displaying all of the innovative activities on campus, editable and accesible by those doing the innovation!
**'''Team Leader:''': Andrew Dalman. I'm going to take lead on the initial formation of this, as I've already done some of the work for the Landscape Canvas. This project may best be set up as an NDSU innovation wiki, requiring very little oversight.
*'''Milestones''':

#Fleshing out of the Landscape Canvas & reformatting it. The canvas, while 'done' (and never will be), is still being tweaked and added to as busy faculty get around to finding time to meet. The Canvas also requires a total reformat in order to be presentible in wiki form, at leasy in the way Andy envisions it. Schedule: Early November 2013
#Launch of wiki. A wiki is expected to be a constantly evolving creature, so aside from risk of a 'premature' launch with no content, the wiki can be launched early. Schedule: Mid December 2013; Give 1 month to create and populate pages for all of the Landscape Canvas entries.
#Notification of all entries of their presence in the wiki. It's now their responsibility to keep their pages up to date. The objective is for the wiki to be THE resource amongst the NDSU I&E community, so groups will have motivation to keep their page up-to-date. Schedule: Launch of Wiki - 1 week, if possible. This is to allow groups to make changes to their preset pages.

== Strategy #2: Financial and legal assistance for I&E teams ==

Following are an array of strategies that will fully address Gap #2 over a 2-3 year period:

Tactic #1: Distillation of grants

*Description: Grants like SBIRs, Venture grants, NSF grants, etc... aren't the easiest thing to just jump right into, especially considering that your main competition is established professors and businesses- heck, some of them even write grants exclusively for a living! We're going to find a diverse pool of grant recipients in and around NDSU and interview them. If possible, we'd like to review their grant as well. The objective? Distilling as much information as possible into a 'how to' guide for writing grants. Generalized, of course, but I foresee the document having a basic template of succesful grants along with at least a 'what works, what doesn't' section.
*Team Leader:: TBD. This will require sifting through large amounts of literature. This may be a good time to take advantage of non-engineer I&E supporters who want to assist but don't have technical expertise.
*Milestones:

#Start searching for succesful grant recipients- compile a list. Additionally, see who is willing to allow us to see their grant proposal(s). Schedule: now until August 2014.
#Compile data and distill what works/what doesn't, any patterns, etc. Delegate, delegate, delegate! This can be started as soon as a few grants/interviews are received. Schedule: Projected early March 2014 at the earliest; Andy won't have time to pursue team building until I-challenge is done in February.
#Create a rough guide, posted in PDF form on the wiki and sent to all interviewed persons for review and comment. Schedule: Unknown; Likely August 2014 at the earliest. Let's say 'fall semester 2014'.
#Finalize document. Andy is realizing, as he writes this, that a document control scheme may have to be developed in order to ensure things are kept in order and up to date. Schedule: TBD

Tactic #2: [Name of tactic]

*Description [250 words on why this strategy will solve this gap on your campus]
*Team Leader:: [Either your name, TBD or create a title assigned to the person who volunteers]
*Milestones: [A set of bullets that characterize the work that would likely need to be executed, along with mm/yy]

Tactic #3: [Name of tactic]

*Description [250 words on why this strategy will solve this gap on your campus]
*Team Leader: [Either your name, TBD or create a title assigned to the person who volunteers]
*Milestones: [A set of bullets that characterize the work that would likely need to be executed, along with mm/yy]

== Other ==

Priorities:North Dakota State University Student Priorities

2013-10-25T05:07:52Z

Adalman:

Priorities:North Dakota State University Student Priorities

2013-10-25T05:06:49Z

Adalman:

Priorities:North Dakota State University Student Priorities

2013-10-25T05:05:29Z

Adalman:

Priorities:North Dakota State University Student Priorities

2013-10-25T05:04:55Z

Adalman:

Priorities:North Dakota State University Student Priorities

2013-10-25T04:53:01Z

Adalman:

Priorities:North Dakota State University Student Priorities

2013-10-25T04:35:26Z

Adalman:

Priorities:North Dakota State University Student Priorities

2013-10-25T04:13:32Z

Adalman:

Priorities:North Dakota State University Student Priorities

2013-10-25T04:03:33Z

Adalman:

Priorities:North Dakota State University Student Priorities

2013-10-25T04:02:50Z

Adalman:

Priorities:North Dakota State University Student Priorities

2013-10-25T04:01:29Z

Adalman:

School:North Dakota State University

2013-10-18T16:23:00Z

Adalman:

<h2> Student innovation and entrepreneurship </h2>
NDSU'sInnovation Week and Innovation Challenge competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. Last year,  Dr. Randal Pinkett, a nationally recognized entrepreneur, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.
NDSU and UND have a collaborative program to offer students of any major an 'Entrepreneurship Certificate.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. As NDSU does not have a proper Entrepreneurship department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.
It is worth noting that NDSU currently markets itself as a research university.. particularly, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entrepreneurship' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform undergraduate research, should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question.
Amongst all of the student clubs and groups that perform innovative and entrepreneurial activities, the author is most intimately familiar with a program known as the Bison Microventure. BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own de facto mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

<h2> Faculty innovation and entrepreneurship </h2>
Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.
The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.
Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

<h2> University technology transfer function </h2>
NDSU maintains a Technology Transfer office through theNDSU Research Foundation. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.
In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.
NDSU IP Policies are available here: <a href="http://www.ndsu.edu/fileadmin/policy/190.pdf">http://www.ndsu.edu/fileadmin/policy/190.pdf</a>

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

<h2> University-Industry collaboration </h2>
All engineering majors complete what is known as a 'capstone' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.
Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.
The College of Business offers a program known as 'Student Consulting Teams.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.
 

<h2> Regional and local economic development efforts </h2>
InnovateND, put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is assisted and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.
Start-up Weekend, a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.
The Greater Fargo Moorhead Economic Development Corporation focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

<h2> Other </h2>
Take-Away message: NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future. A fair amount of opportunities exist but there is yet to be a good program to aggregate and advertise them to students.

School:North Dakota State University

2013-10-18T16:18:47Z

Adalman:

<h2> Student innovation and entrepreneurship </h2>
NDSU'sInnovation Week and Innovation Challenge competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. Last year,  Dr. Randal Pinkett, a nationally recognized entrepreneur, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.
NDSU and UND have a collaborative program to offer students of any major an 'Entrepreneurship Certificate.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. As NDSU does not have a proper Entrepreneurship department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.
It is worth noting that NDSU currently markets itself as a research university.. particularly, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entrepreneurship' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform undergraduate research, should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question.
Amongst all of the student clubs and groups that perform innovative and entrepreneurial activities, the author is most intimately familiar with a program known as the Bison Microventure. BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own de facto mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

<h2> Faculty innovation and entrepreneurship </h2>
Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.
The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.
Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

<h2> University technology transfer function </h2>
NDSU maintains a Technology Transfer office through theNDSU Research Foundation. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.
In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.
The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

<h2> University-Industry collaboration </h2>
All engineering majors complete what is known as a 'capstone' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.
Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.
The College of Business offers a program known as 'Student Consulting Teams.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.
 

<h2> Regional and local economic development efforts </h2>
InnovateND, put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is assisted and counseled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.
Start-up Weekend, a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.
The Greater Fargo Moorhead Economic Development Corporation focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

<h2> Other </h2>
Take-Away message: NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future. A fair amount of opportunities exist but there is yet to be a good program to aggregate and advertise them to students.

School:North Dakota State University

2013-10-18T14:50:10Z

Adalman:

<h2> Student innovation and entrepreneurship </h2>
NDSU'sInnovation Week and Innovation Challenge competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. Last year,  Dr. Randal Pinkett, a nationally recognized entrepreneur, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.
NDSU and UND have a collaborative program to offer students of any major an 'Entrepreneurship Certificate.' This certificate is earned upon completion of five 2 & 300 level entrepreneurship courses. As NDSU does not have a proper Entrepreneurship department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.
It is worth noting that NDSU currently markets itself as a research university.. particularly, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entrepreneurship' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform undergraduate research, should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entrepreneurial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question.
Amongst all of the student clubs and groups that perform innovative and entrepreneurial activities, the author is most intimately familiar with a program known as the Bison Microventure. BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 separate teams of 2-3 students each, provides students the opportunity to lead and manage their own de facto mini-research teams, complete with all of the resource, expertise, and intellectual property responsibilities that come with it. BµV has been successful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

<h2> Faculty innovation and entrepreneurship </h2>
Aside from tenure and contractual requirements, innovation and entrepreneurship is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.
The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.
Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

<h2> University technology transfer function </h2>
NDSU maintains a Technology Transfer office through theNDSU Research Foundation. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.
In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.
The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

<h2> University-Industry collaboration </h2>
All engineering majors complete what is known as a 'capstone' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.
Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.
The College of Business offers a program known as 'Student Consulting Teams.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be mitigated. While this program is not explicitly innovative or entrepreneurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.
 

<h2> Regional and local economic development efforts </h2>
InnovateND, put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is assisted and counciled by connections through InnovateND. It is, of course, still up to the entrepreneur to do the grunt work. In an effort to increase the utility and usefulness of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entrepreneurial experience.
Start-up Weekend, a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.
The Greater Fargo Moorhead Economic Development Corporation focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

<h2> Other </h2>
Take-Away message: NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future.

School:North Dakota State University

2013-10-18T14:49:07Z

Adalman:

<h2> Student innovation and entrepreneurship </h2>
NDSU'sInnovation Week and Innovation Challenge competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. Last year,  Dr. Randal Pinkett, a nationally recognized entreprenuer, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.
NDSU and UND have a collaborative program to offer students of any major an 'Entrepreneurship Certificate.' This certificate is earned upon completion of five 2 & 300 level entreprenuership courses. As NDSU does not have a proper Entreprenuership department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.
It is worth noting that NDSU currently markets itself as a research university.. particularally, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entreprenuership' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform undergraduate research, should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entreprenuial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question.
Amongst all of the student clubs and groups that perform innovative and entreprenurial activities, the author is most intimately familiar with a program known as the Bison Microventure. BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 seperate teams of 2-3 students each, provides students the opportunity to lead and manage their own de facto mini-research teams, complete with all of the resource, expertiese, and intellectual property responsibilities that come with it. BµV has been succesful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

<h2> Faculty innovation and entrepreneurship </h2>
Aside from tenure and contractual requirements, innovation and entreprenuership is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.
The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.
Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

<h2> University technology transfer function </h2>
NDSU maintains a Technology Transfer office through theNDSU Research Foundation. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.
In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.
The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

<h2> University-Industry collaboration </h2>
All engineering majors complete what is known as a 'capstone' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.
Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.
The College of Business offers a program known as 'Student Consulting Teams.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be midigated. While this program is not explicitly innovative or entreprenurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.
 

<h2> Regional and local economic development efforts </h2>
InnovateND, put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is assisted and counciled by connections through InnovateND. It is, of course, still up to the entreprenuer to do the grunt work. In an effort to increase the utility and usefulnes of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entreprenurial experience.
Start-up Weekend, a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.
The Greater Fargo Moorhead Economic Development Corporation focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

<h2> Other </h2>
Take-Away message: NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are falling in to place to make it happen in the near future.

School:North Dakota State University

2013-10-18T14:48:43Z

Adalman:

<h2> Student innovation and entrepreneurship </h2>
NDSU'sInnovation Week and Innovation Challenge competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. Last year,  Dr. Randal Pinkett, a nationally recognized entreprenuer, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.
NDSU and UND have a collaborative program to offer students of any major an 'Entrepreneurship Certificate.' This certificate is earned upon completion of five 2 & 300 level entreprenuership courses. As NDSU does not have a proper Entreprenuership department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.
It is worth noting that NDSU currently markets itself as a research university.. particularally, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entreprenuership' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform undergraduate research, should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entreprenuial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question.
Amongst all of the student clubs and groups that perform innovative and entreprenurial activities, the author is most intimately familiar with a program known as the Bison Microventure. BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 seperate teams of 2-3 students each, provides students the opportunity to lead and manage their own de facto mini-research teams, complete with all of the resource, expertiese, and intellectual property responsibilities that come with it. BµV has been succesful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

<h2> Faculty innovation and entrepreneurship </h2>
Aside from tenure and contractual requirements, innovation and entreprenuership is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.
The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.
Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

<h2> University technology transfer function </h2>
NDSU maintains a Technology Transfer office through theNDSU Research Foundation. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.
In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.
The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

<h2> University-Industry collaboration </h2>
All engineering majors complete what is known as a 'capstone' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.
Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.
The College of Business offers a program known as 'Student Consulting Teams.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be midigated. While this program is not explicitly innovative or entreprenurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.
 

<h2> Regional and local economic development efforts </h2>
InnovateND, put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is assisted and counciled by connections through InnovateND. It is, of course, still up to the entreprenuer to do the grunt work. In an effort to increase the utility and usefulnes of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entreprenurial experience.
Start-up Weekend, a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.
The Greater Fargo Moorhead Economic Development Corporation focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

<h2> Other </h2>
Take-Away message: NDSU and Fargo Moorhead have yet to get huge innovation momentum going, but the environment, people, and resources are there to make it happen in the near future.

School:North Dakota State University

2013-10-18T14:48:28Z

Adalman:

<h2> Student innovation and entrepreneurship </h2>
NDSU'sInnovation Week and Innovation Challenge competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. Last year,  Dr. Randal Pinkett, a nationally recognized entreprenuer, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.
NDSU and UND have a collaborative program to offer students of any major an 'Entrepreneurship Certificate.' This certificate is earned upon completion of five 2 & 300 level entreprenuership courses. As NDSU does not have a proper Entreprenuership department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.
It is worth noting that NDSU currently markets itself as a research university.. particularally, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entreprenuership' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform undergraduate research, should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entreprenuial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question.
Amongst all of the student clubs and groups that perform innovative and entreprenurial activities, the author is most intimately familiar with a program known as the Bison Microventure. BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 seperate teams of 2-3 students each, provides students the opportunity to lead and manage their own de facto mini-research teams, complete with all of the resource, expertiese, and intellectual property responsibilities that come with it. BµV has been succesful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

<h2> Faculty innovation and entrepreneurship </h2>
Aside from tenure and contractual requirements, innovation and entreprenuership is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.
The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.
Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

<h2> University technology transfer function </h2>
NDSU maintains a Technology Transfer office through theNDSU Research Foundation. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.
In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.
The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

<h2> University-Industry collaboration </h2>
All engineering majors complete what is known as a 'capstone' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.
Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.
The College of Business offers a program known as 'Student Consulting Teams.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be midigated. While this program is not explicitly innovative or entreprenurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.
 

<h2> Regional and local economic development efforts </h2>
InnovateND, put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is assisted and counciled by connections through InnovateND. It is, of course, still up to the entreprenuer to do the grunt work. In an effort to increase the utility and usefulnes of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entreprenurial experience.
Start-up Weekend, a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.
The Greater Fargo Moorhead Economic Development Corporation focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

<h2> Other </h2>
Take-Away message: NDSU and Fargo Moorhead have yet to get true innovation momentum going, but the environment, people, and resources are there to make it happen in the near future.

School:North Dakota State University

2013-10-18T14:47:53Z

Adalman:

== Student innovation and entrepreneurship ==

NDSU's'''Innovation Week''' and '''Innovation Challenge''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. Last year,  Dr. Randal Pinkett, a nationally recognized entreprenuer, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entreprenuership courses. As NDSU does not have a proper Entreprenuership department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

It is worth noting that NDSU currently markets itself as a research university.. particularally, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entreprenuership' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entreprenuial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question.

Amongst all of the student clubs and groups that perform innovative and entreprenurial activities, the author is most intimately familiar with a program known as the '''Bison Microventure. '''BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 seperate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertiese, and intellectual property responsibilities that come with it. BµV has been succesful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

== Faculty innovation and entrepreneurship ==

Aside from tenure and contractual requirements, innovation and entreprenuership is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

== University technology transfer function ==

NDSU maintains a Technology Transfer office through the'''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

== University-Industry collaboration ==

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be midigated. While this program is not explicitly innovative or entreprenurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

== Regional and local economic development efforts ==

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counciled by connections through InnovateND. It is, of course, still up to the entreprenuer to do the grunt work. In an effort to increase the utility and usefulnes of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entreprenurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

<h2> Other </h2>

Take-Away message: NDSU and Fargo Moorhead have yet to get true innovation momentum going, but the environment, people, and resources are there to make it happen in the near future.

School:North Dakota State University

2013-10-18T02:34:39Z

Adalman:

School:North Dakota State University

2013-10-18T02:26:26Z

Adalman:

== Student innovation and entrepreneurship ==

NDSU's Innovation Week and Innovation Challenge competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. Last year,  Dr. Randal Pinkett, a nationally recognized entreprenuer, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entreprenuership courses. As NDSU does not have a proper Entreprenuership department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

It is worth noting that NDSU currently markets itself as a research university.. particularally, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entreprenuership' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entreprenuial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question.

Amongst all of the student clubs and groups that perform innovative and entreprenurial activities, the author is most intimately familiar with a program known as the '''Bison Microventure. '''BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 seperate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertiese, and intellectual property responsibilities that come with it. BµV has been succesful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

== Faculty innovation and entrepreneurship ==

Aside from tenure and contractual requirements, innovation and entreprenuership is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

== University technology transfer function ==

NDSU maintains a Technology Transfer office through the'''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

== University-Industry collaboration ==

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be midigated. While this program is not explicitly innovative or entreprenurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

== Regional and local economic development efforts ==

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counciled by connections through InnovateND. It is, of course, still up to the entreprenuer to do the grunt work. In an effort to increase the utility and usefulnes of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entreprenurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

== Other ==

School:North Dakota State University

2013-10-18T02:26:04Z

Adalman:

== Student innovation and entrepreneurship ==

NDSU's '''Innovation Week and '''''''Innovation Challenge'''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. Last year,  Dr. Randal Pinkett, a nationally recognized entreprenuer, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entreprenuership courses. As NDSU does not have a proper Entreprenuership department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

It is worth noting that NDSU currently markets itself as a research university.. particularally, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entreprenuership' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entreprenuial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question.

Amongst all of the student clubs and groups that perform innovative and entreprenurial activities, the author is most intimately familiar with a program known as the '''Bison Microventure. '''BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 seperate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertiese, and intellectual property responsibilities that come with it. BµV has been succesful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

== Faculty innovation and entrepreneurship ==

Aside from tenure and contractual requirements, innovation and entreprenuership is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

== University technology transfer function ==

NDSU maintains a Technology Transfer office through the'''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

== University-Industry collaboration ==

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be midigated. While this program is not explicitly innovative or entreprenurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

== Regional and local economic development efforts ==

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counciled by connections through InnovateND. It is, of course, still up to the entreprenuer to do the grunt work. In an effort to increase the utility and usefulnes of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entreprenurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

== Other ==

School:North Dakota State University

2013-10-18T02:25:08Z

Adalman:

== Student innovation and entrepreneurship ==

NDSU's '''Innovation Week and ''''''Innovation Challenge''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. Last year,  Dr. Randal Pinkett, a nationally recognized entreprenuer, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entreprenuership courses. As NDSU does not have a proper Entreprenuership department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

It is worth noting that NDSU currently markets itself as a research university.. particularally, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entreprenuership' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entreprenuial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question.

Amongst all of the student clubs and groups that perform innovative and entreprenurial activities, the author is most intimately familiar with a program known as the '''Bison Microventure. '''BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 seperate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertiese, and intellectual property responsibilities that come with it. BµV has been succesful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

== Faculty innovation and entrepreneurship ==

Aside from tenure and contractual requirements, innovation and entreprenuership is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

== University technology transfer function ==

NDSU maintains a Technology Transfer office through the'''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

== University-Industry collaboration ==

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be midigated. While this program is not explicitly innovative or entreprenurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

== Regional and local economic development efforts ==

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counciled by connections through InnovateND. It is, of course, still up to the entreprenuer to do the grunt work. In an effort to increase the utility and usefulnes of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entreprenurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

== Other ==

School:North Dakota State University

2013-10-18T02:22:34Z

Adalman:

== Student innovation and entrepreneurship ==

NDSU's '''Innovation Week and ''''''Innovation Challenge''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. Last year,  Dr. Randal Pinkett, a nationally recognized entreprenuer, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entreprenuership courses. As NDSU does not have a proper Entreprenuership department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

It is worth noting that NDSU currently markets itself as a research university.. particularally, a "Student Driven, Land Grant, Research University." Nowhere in the mission statement, core values, or vision of the university will one find the words 'innovation' or 'entreprenuership' - not explicitly a bad thing, but perhaps something that can be remedied nonetheless! Students at NDSU are provided opportunities to perform '''undergraduate research''', should they be proactive enough to seek out the correct resources. While this research is certainly innovative, the objective of much of the research is not explicitly to teach the students innovative or entreprenuial thinking- it is to perform research and generate data. How much the students learn to be innovative themselves in these environments depends on the student in question.

Amongst all of the student clubs and groups that perform innovative and entreprenurial activities, the author is most intimately familiar with a program known as the '''Bison Microventure'''BµV is a program that brings students from multiple disciplines- primarily Engineering and Biosciences but not exclusive of other majors- together to solve problems and develop a product. The group, structured into 8 seperate teams of 2-3 students each, provides students the opportunity to lead and manage their own ''de facto ''mini-research teams, complete with all of the resource, expertiese, and intellectual property responsibilities that come with it. BµV has been succesful in generating multiple patent disclosures, numerous presentations at national events, and victories in local innovation competitions.

== Faculty innovation and entrepreneurship ==

Aside from tenure and contractual requirements, innovation and entreprenuership is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

== University technology transfer function ==

NDSU maintains a Technology Transfer office through the'''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

== University-Industry collaboration ==

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be midigated. While this program is not explicitly innovative or entreprenurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

== Regional and local economic development efforts ==

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counciled by connections through InnovateND. It is, of course, still up to the entreprenuer to do the grunt work. In an effort to increase the utility and usefulnes of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entreprenurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

== Other ==

School:North Dakota State University

2013-10-18T02:08:46Z

Adalman:

== Student innovation and entrepreneurship ==

NDSU's '''Innovation Week and ''''''Innovation Challenge''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. At the end of the judging week, a keynote speaker is brought in to network and speak to students. Last year,  Dr. Randal Pinkett, a nationally recognized entreprenuer, scholar, and author agreed to speak to students. The author of this wiki page was fortunate enough to meet Dr. Pinkett in person and will attest that the ability to do so is a huge boost to inspiration for student innovation. From the ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entreprenuership courses. As NDSU does not have a proper Entreprenuership department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

== Faculty innovation and entrepreneurship ==

Aside from tenure and contractual requirements, innovation and entreprenuership is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

== University technology transfer function ==

NDSU maintains a Technology Transfer office through the'''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

== University-Industry collaboration ==

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be midigated. While this program is not explicitly innovative or entreprenurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

== Regional and local economic development efforts ==

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counciled by connections through InnovateND. It is, of course, still up to the entreprenuer to do the grunt work. In an effort to increase the utility and usefulnes of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entreprenurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

== Other ==

School:North Dakota State University

2013-10-18T02:03:14Z

Adalman:

== Student innovation and entrepreneurship ==

NDSU's '''Innovation Week and ''''''Innovation Challenge''' competition are the university's most advertized and popular innovation events. I-Week and I-Challenge are part of a 3-month annual program focusing on student innovation teams, culminating in a public exhibition and panel judging of ideas. Students form teams of their own volition and work on ideas wholly their own; the only faculty involvement is a required faculty mentor, the precise role of whom is up to the individual team. Seminars, brown-bag lunch presentations, and bootcamps are peppered in through the duration of the program, allowing students to learn from industry and startup veterans alike. From these ideas, $20,000 is distributed to the victor teams, to be spent however the students wish.

NDSU and UND have a collaborative program to offer students of any major an ''''Entrepreneurship Certificate'''.' This certificate is earned upon completion of five 2 & 300 level entreprenuership courses. As NDSU does not have a proper Entreprenuership department, the certificate is offered through the College of Business. In earning the certificate, students can expect to learn about intellectual property, management, marketing, accounting, design thinking, and venture capital- all with the twist of being specifically designed for providing students with the most important areas of those fields they'll need to thrive in a start-up.

== Faculty innovation and entrepreneurship ==

Aside from tenure and contractual requirements, innovation and entreprenuership is not, to the writer's knowledge, widely promoted to faculty. The writer wishes to note that there is a growing movement on campus within faculty and leadership that hopes to change the current mindset- a movement that will no doubt find immense value in the findings of the UI fellow program and the landscape canvas. This movement gained immense strength with a series of demonstrations of support, vocal and in action, by the University Present and Provost. NDSU's innovation atmosphere, I-Challenge, and select outstanding research teams have recently been mentioned consistently in the president's 'State of the University' addresses.

The writer is acquainted with two faculty members who are directly involved in startups at the NDSU Research & Technology park. These projects are not university driven- they're done on the faculty's own time.

Faculty are encouraged to document and file all intellectual property they generate, some of which is forwarded to the TTO and processed.

== University technology transfer function ==

NDSU maintains a Technology Transfer office through the'''NDSU Research Foundation'''. Through the Research Foundation, faculty staff and students may file invention disclosures. These disclosures are reviewed by staff and, if determined patentable, the foundation and inventors will move forward on patenting the device, idea, or innovation- it is of note that the NDSU TTO does not discriminate or target to a specific type of innovation or inventive idea. The TTO will then attempt to license the idea- revenue from this is split between the TTO, NDSU, the inventor's department, and the inventors themselves. No particular priority is given to staff or students, invidual revenue share is based solely on contribution to the project. Inventors can expect to split ~30% of the total licensed revenue between themselves.

In the event the TTO rejects the idea, NDSU releases ownership of the intellectual property to the inventors who are free to file patents on their own and thus own full share.

The NDSU TTO, to the knowledge of the UI fellow penning this, has not made any particular student-aware effort to promote the development of intellectual property on campus. It is not yet as proactive as certain other programs around the country- the inventors are expected to come to the TTO, not the other way around.

== University-Industry collaboration ==

All engineering majors complete what is known as a ''''capstone'''' or senior design project. This project is commonly backed financially by a local industry presence in the aim of solving a particular problem. Students form small group teams and are given two semesters to prepare and present a solution to the problem as best they can. The process is assisted by regular interaction (personal and digital) with the host company as well as reporting to the student's faculty capstone mentor. It is of note that while the program does not explicitly require an innovative solution to the given problem, the use of students to provide a new, fresh way of thinking is one of the value-added services of the program for the host company.

Occasionally, students will form capstone groups with the intent to develop and market their own project. In this case, funding and resources will be limited only to donations and grants that the students and mentor can acquire from donor companies and grant programs- generally a tight budget. NDSU's engineering program is not structured to prepare students to start and run their own firms and thus, while not completely unheard of, this practice is fairly uncommon.

The College of Business offers a program known as ''''Student Consulting Teams'''.' These teams offer small business in particular the opportunity to receive the aid of students to assist and council them in their journey- the students, of course, receive experience and knowledge in return. Students are chosen by application and are not automatically assigned to a team. Instead, the student is contacted when a project that suits their experience, interest, and expertise becomes available. Through this method, assigning students with irrelevant knowledge or lack of interest can be midigated. While this program is not explicitly innovative or entreprenurial in nature, it does provide valuable assistance to those looking to engage in those activities in the form of expertise they may not otherwise possess.

== Regional and local economic development efforts ==

'''InnovateND''', put on by the North Dakota Department of Commerce, is the largest and most public program for assisting in economic development via startups and innovation- it says so right in the name. The purpose of InnovateND is to provide a full kit of assistance to an idea- planning, investing, market research, etc... all of this is ''assisted'' and counciled by connections through InnovateND. It is, of course, still up to the entreprenuer to do the grunt work. In an effort to increase the utility and usefulnes of the program, InnovateND recently made a key change to their program, shifting from a 'venture competition' to an educational and entreprenurial experience.

'''Start-up Weekend''', a 72 hour event focused on rapid creation, maturation, and launching of business concepts. It targeted primarily at application/service development, as 'engineered' ideas generally require far more time and work to become market-viable.

The '''Greater Fargo Moorhead Economic Development Corporation''' focuses on the 50,000ft view of developing Fargo/Moorhead as a whole. While it may not get involved in nurturing any specific business, what it does do is work to provide a vibrant and growing environment ripe for business creation and expansion. While this may not sound quite as flashy to an entreprenuer-to-be, it is nonetheless extremely important to ensure startups have the ability to survive.

== Other ==

Resource:How to start a bioengineering club

2013-10-11T03:59:55Z

Adalman:

This article addresses the base steps for getting a bioengineering club up and running on campus. The article takes the group 'Engineers for Sustainable Medical Development' as an example and will attempt to outline the steps taken by the group in their journey to get going. A few special notes are included for those not on a campus as well-connected as the ESMD.

 '''    •    Introduction'''

Engineers for Sustainable Medical Development is a group started at the University of Pittsburgh by a small group of undergraduate students. Taken from the ESMD webpage, [http://pittengaged.wordpress.com/dompublihealth/engineers-for-sustainable-medical-development/ [1]]

 "Engineers for Sustainable Medical Development (ESMD) is a multi-disciplinary, multi-school, student-run organization comprised of students in the fields of engineering, pre-medicine, and business. ESMD is directed toward providing students with the skills and resources necessary to design and implement novel, low-cost healthcare technology and processes suitable for markets on a global scale. ESMD organizes multiple workshops on key engineering topics including Solidworx, Arduinos, circuits, and soldering. In addition, our design projects are really starting up, and one group recently took their prototype to a design competition at Rice University. Every week members are working to move forward to produce potential low-cost sustainable medical devices for developing countries. Currently, one of the design projects is working with the University of Pittsburgh Ear and Eye Institute to design an ocular microscope mount in order to reduce vibrations for ocular surgery. ESMD also has a regular volunteer program at Global Links refurbishing broken wheelchairs to be sent to countries in need. EMSD is working with Global Links to create an international immersion experience that would provide EMSD members with an opportunity to work directly with health care providers in developing countries."

 '''    •    Need and goal'''

ESMD was started because the founders wanted more real life experience for bioengineering students. The goal was (and still is) to provide industry esposure and real life work and connections for undergraduate students of any major, picking up a few skills and talents ahead of their course load along the way. Pittsburgh University happens to be located in an area already rich in biomedical research and practice, including hospitals, spin-off startups, and bioengineering-focused university programs. Pittsburgh was already conducive and ripe for such a program. The founders recognized this, made the right connections, and got off to a running start.

Note: It is quite apparent that ESMD is incredibly fortunate to be located in an area so rich in biomedical science. Difficulty of obtaining necessary starting resources and networking for a functional group will scale with the scarcity of local talent and interest in the subject- it may be up to you to generate that interest yourself!

 '''    •    Academic permission & Support'''

Clearance for starting ESMD was granted following Pittsburgh University's standard rules and procedures for starting up a club or ogranization on campus. The University of Pittsburgh requires a faculty advisor every group founded; ESMD was fortunate enough to have founding members in close contact with the head of the bioengineering department and secured their patronage through this.

 '''    •    Cost '''

Being an official university club, ESMD received startup funding and continually receives day-to-day operational funds from the university system. The group deals with project costs on a project-by-project basis. Because the group commonly recieves projects (or inspiration for projects) from its close cooperation with clinicians and medical industry, cost for expensive equipment is generally subsidized by the cooperating group. Being a student group, ESMD also receives donations and functional samples from companies.

Note: While not all campuses have access to local industry that will aid in project cost or a university to fund activities, many large companies are more than willing to assist student groups working in bioengineering fields- up to and sometimes including donations of otherwise prohibitively expensive equipment.

 '''    •    Leadership'''

Initial leadership was provided by the co-founders of the group. When the time came for succession, the leader was chosen by the co-founders. The student chosen gained the position based on his demonstrated capabilities and interest in the organization- by merit. The group operates with a formal leadership structure (President, VP, Tresurer, Public Relations Officer, etc...) with informal responsibilities- group members have leave to work on what takes their interest and are provided with the responsibilities that suit their position and capabilities.

 '''    •    Launch & Promotion'''

Launch aid and promotion of ESMD was achieved by networking with College of Engineering faculty & leadership. This allowed the group to receive large amounts of publicity through in-class promotion and presence at student involvement events.

Access to a large network of industry professionals allows the group to self-promote on a word of mouth basis, as well.

Note: Again, not all campuses have access to as rich a variety of resources as ESMD's. An opportunistic founder-to-be may find immense value in attending city/state/regional biomedical, medical, or engineering development conferences. Networking, inspiration, recruitment, sponsorship... all of this may be found at such events. If in doubt, draw from ''all'' available resources, including friends, faculty, community leaders, etc.

 '''    •    Lessons learned and tips for others'''

-Ensure you use ''all'' available resources! Don't leave any stone, resource, college, or company unbothered in your quest for success!

-Reach outside of engineering & biosciences for talent that may not be applicable to research work but still wants to help- these folks are ''perfect'' for handling PR at events, promoting your group, etc... they may have more time than an engineer, as well.

-Ensure the right people are in the right places, and don't be afraid to ween out or relocate unproductive members. It may be difficult, especially at first, to confront such an individual or team, but it needs to be done in order for the group to progress at an efficient rate.

-Ensure all group members have the resources and motivation to get their tasks done, and encourage communication and accountability within groups to ensure the work gets done.

 '''References:'''

[1] [http://pittengaged.wordpress.com/dompublihealth/engineers-for-sustainable-medical-development/ http://pittengaged.wordpress.com/dompublihealth/engineers-for-sustainable-medical-development/]

Resource:How to start a bioengineering club

2013-10-11T03:46:53Z

Adalman:

This article addresses the base steps for getting a bioengineering club up and running on campus. The article takes the group 'Engineers for Sustainable Medical Development' as an example and will attempt to outline the steps taken by the group in their journey to get going. A few special notes are included for those not on a campus as well-connected as the ESMD.

 '''    •    Introduction'''

Engineers for Sustainable Medical Development is a group started at the University of Pittsburgh by a small group of undergraduate students. Taken from the ESMD webpage, [http://pittengaged.wordpress.com/dompublihealth/engineers-for-sustainable-medical-development/ [1]]

 "Engineers for Sustainable Medical Development (ESMD) is a multi-disciplinary, multi-school, student-run organization comprised of students in the fields of engineering, pre-medicine, and business. ESMD is directed toward providing students with the skills and resources necessary to design and implement novel, low-cost healthcare technology and processes suitable for markets on a global scale. ESMD organizes multiple workshops on key engineering topics including Solidworx, Arduinos, circuits, and soldering. In addition, our design projects are really starting up, and one group recently took their prototype to a design competition at Rice University. Every week members are working to move forward to produce potential low-cost sustainable medical devices for developing countries. Currently, one of the design projects is working with the University of Pittsburgh Ear and Eye Institute to design an ocular microscope mount in order to reduce vibrations for ocular surgery. ESMD also has a regular volunteer program at Global Links refurbishing broken wheelchairs to be sent to countries in need. EMSD is working with Global Links to create an international immersion experience that would provide EMSD members with an opportunity to work directly with health care providers in developing countries."

 '''    •    Need and goal'''

ESMD was started because the founders wanted more real life experience for bioengineering students. The goal was (and still is) to provide industry esposure and real life work and connections for undergraduate students of any major, picking up a few skills and talents ahead of their course load along the way. Pittsburgh University happens to be located in an area already rich in biomedical research and practice, including hospitals, spin-off startups, and bioengineering-focused university programs. Pittsburgh was already conducive and ripe for such a program. The founders recognized this, made the right connections, and got off to a running start.

Note: It is quite apparent that ESMD is incredibly fortunate to be located in an area so rich in biomedical science. Difficulty of obtaining necessary starting resources and networking for a functional group will scale with the scarcity of local talent and interest in the subject- it may be up to you to generate that interest yourself!

 '''    •    Academic permission & Support'''

Clearance for starting ESMD was granted following Pittsburgh University's standard rules and procedures for starting up a club or ogranization on campus. The University of Pittsburgh requires a faculty advisor every group founded; ESMD was fortunate enough to have founding members in close contact with the head of the bioengineering department and secured their patronage through this.

 '''    •    Cost '''

Being an official university club, ESMD received startup funding and continually receives day-to-day operational funds from the university system. The group deals with project costs on a project-by-project basis. Because the group commonly recieves projects (or inspiration for projects) from its close cooperation with clinicians and medical industry, cost for expensive equipment is generally subsidized by the cooperating group. Being a student group, ESMD also receives donations and functional samples from companies.

Note: While not all campuses have access to local industry that will aid in project cost or a university to fund activities, many large companies are more than willing to assist student groups working in bioengineering fields- up to and sometimes including donations of otherwise prohibitively expensive equipment.

 '''    •    Leadership'''

Initial leadership was provided by the co-founders of the group. When the time came for succession, the leader was chosen by the co-founders. The student chosen gained the position based on his demonstrated capabilities and interest in the organization- by merit. The group operates with a formal leadership structure (President, VP, Tresurer, Public Relations Officer, etc...) with informal responsibilities- group members have leave to work on what takes their interest and are provided with the responsibilities that suit their position and capabilities.

 '''    •    Launch & Promotion'''

Launch aid and promotion of ESMD was achieved by networking with College of Engineering faculty & leadership. This allowed the group to receive large amounts of publicity through in-class promotion and presence at student involvement events.

Access to a large network of industry professionals allows the group to self-promote on a word of mouth basis, as well.

Note: Again, not all campuses have access to as rich a variety of resources as ESMD's. An opportunistic founder-to-be may find immense value in attending city/state/regional biomedical, medical, or engineering development conferences. Networking, inspiration, recruitment, sponsorship... all of this may be found at such events. If in doubt, draw from ''all'' available resources, including friends, faculty, community leaders, etc.

 '''    •    Lessons learned and tips for others'''

 '''References:'''

[1] [http://pittengaged.wordpress.com/dompublihealth/engineers-for-sustainable-medical-development/ http://pittengaged.wordpress.com/dompublihealth/engineers-for-sustainable-medical-development/]

Resource:How to start a bioengineering club

2013-10-11T03:41:45Z

Adalman:

This article addresses the base steps for getting a bioengineering club up and running on campus. The article takes the group 'Engineers for Sustainable Medical Development' as an example and will attempt to outline the steps taken by the group in their journey to get going. A few special notes are included for those not on a campus as well-connected as the ESMD.

 '''    •    Introduction'''

Engineers for Sustainable Medical Development is a group started at the University of Pittsburgh by a small group of undergraduate students. Taken from the ESMD webpage, [http://pittengaged.wordpress.com/dompublihealth/engineers-for-sustainable-medical-development/ [1]]

 "Engineers for Sustainable Medical Development (ESMD) is a multi-disciplinary, multi-school, student-run organization comprised of students in the fields of engineering, pre-medicine, and business. ESMD is directed toward providing students with the skills and resources necessary to design and implement novel, low-cost healthcare technology and processes suitable for markets on a global scale. ESMD organizes multiple workshops on key engineering topics including Solidworx, Arduinos, circuits, and soldering. In addition, our design projects are really starting up, and one group recently took their prototype to a design competition at Rice University. Every week members are working to move forward to produce potential low-cost sustainable medical devices for developing countries. Currently, one of the design projects is working with the University of Pittsburgh Ear and Eye Institute to design an ocular microscope mount in order to reduce vibrations for ocular surgery. ESMD also has a regular volunteer program at Global Links refurbishing broken wheelchairs to be sent to countries in need. EMSD is working with Global Links to create an international immersion experience that would provide EMSD members with an opportunity to work directly with health care providers in developing countries."

 '''    •    Need and goal'''

ESMD was started because the founders wanted more real life experience for bioengineering students. The goal was (and still is) to provide industry esposure and real life work and connections for undergraduate students of any major. Pittsburgh University happens to be located in an area already rich in biomedical research and practice, including hospitals, spin-off startups, and bioengineering-focused university programs. Pittsbirgh was already conducive and ripe for such a program. The founders recognized this, made the right connections, and got off to a running start.

Note: It is quite apparent that ESMD is incredibly fortunate to be located in an area so rich in biomedical science. Difficulty of obtaining necessary starting resources and networking for a functional group will scale with the scarcity of local talent and interest in the subject- it may be up to you to generate that interest yourself!

 '''    •    Academic permission & Support'''

Clearance for starting ESMD was granted following Pittsburgh University's standard rules and procedures for starting up a club or ogranization on campus. The University of Pittsburgh requires a faculty advisor every group founded; ESMD was fortunate enough to have founding members in close contact with the head of the bioengineering department and secured their patronage through this.

 '''    •    Cost '''

Being an official university club, ESMD received startup funding and continually receives day-to-day operational funds from the university system. The group deals with project costs on a project-by-project basis. Because the group commonly recieves projects (or inspiration for projects) from its close cooperation with clinicians and medical industry, cost for expensive equipment is generally subsidized by the cooperating group. Being a student group, ESMD also receives donations and functional samples from companies.

Note: While not all campuses have access to local industry that will aid in project cost or a university to fund activities, many large companies are more than willing to assist student groups working in bioengineering fields- up to and sometimes including donations of otherwise prohibitively expensive equipment.

 '''    •    Leadership'''

Initial leadership was provided by the co-founders of the group. When the time came for succession, the leader was chosen by the co-founders. The student chosen gained the position based on his demonstrated capabilities and interest in the organization- by merit. The group operates with a formal leadership structure (President, VP, Tresurer, Public Relations Officer, etc...) with informal responsibilities- group members have leave to work on what takes their interest and are provided with the responsibilities that suit their position and capabilities.

 '''    •    Launch & Promotion'''

Launch aid and promotion of ESMD was achieved by networking with College of Engineering faculty & leadership. This allowed the group to receive large amounts of publicity through in-class promotion and presence at student involvement events.

Access to a large network of industry professionals allows the group to self-promote on a word of mouth basis, as well.

Note: Again, not all campuses have access to as rich a variety of resources as ESMD's. An opportunistic founder-to-be may find immense value in attending city/state/regional biomedical, medical, or engineering development conferences. Networking, inspiration, recruitment, sponsorship... all of this may be found at such events.

 '''    •    Lessons learned and tips for others'''

 '''References:'''

[1] [http://pittengaged.wordpress.com/dompublihealth/engineers-for-sustainable-medical-development/ http://pittengaged.wordpress.com/dompublihealth/engineers-for-sustainable-medical-development/]

Resource:How to start a bioengineering club

2013-10-11T03:40:50Z

Adalman:

This article addresses the base steps for getting a bioengineering club up and running on campus. The article takes the group 'Engineers for Sustainable Medical Development' as an example and will attempt to outline the steps taken by the group in their journey to get going. A few special notes are included for those not on a campus as well-connected as the ESMD.

 '''    •    Introduction'''

Engineers for Sustainable Medical Development is a group started at the University of Pittsburgh by a small group of undergraduate students. Taken from the ESMD webpage, [http://pittengaged.wordpress.com/dompublihealth/engineers-for-sustainable-medical-development/ [1]]

 "Engineers for Sustainable Medical Development (ESMD) is a multi-disciplinary, multi-school, student-run organization comprised of students in the fields of engineering, pre-medicine, and business. ESMD is directed toward providing students with the skills and resources necessary to design and implement novel, low-cost healthcare technology and processes suitable for markets on a global scale. ESMD organizes multiple workshops on key engineering topics including Solidworx, Arduinos, circuits, and soldering. In addition, our design projects are really starting up, and one group recently took their prototype to a design competition at Rice University. Every week members are working to move forward to produce potential low-cost sustainable medical devices for developing countries. Currently, one of the design projects is working with the University of Pittsburgh Ear and Eye Institute to design an ocular microscope mount in order to reduce vibrations for ocular surgery. ESMD also has a regular volunteer program at Global Links refurbishing broken wheelchairs to be sent to countries in need. EMSD is working with Global Links to create an international immersion experience that would provide EMSD members with an opportunity to work directly with health care providers in developing countries."

 '''    •    Need and goal'''

ESMD was started because the founders wanted more real life experience for bioengineering students. The goal was (and still is) to provide industry esposure and real life work and connections for undergraduate students of any major. Pittsburgh University happens to be located in an area already rich in biomedical research and practice, including hospitals, spin-off startups, and bioengineering-focused university programs. Pittsbirgh was already conducive and ripe for such a program. The founders recognized this, made the right connections, and got off to a running start.

Note: It is quite apparent that ESMD is incredibly fortunate to be located in an area so rich in biomedical science. Difficulty of obtaining necessary starting resources and networking for a functional group will scale with the scarcity of local talent and interest in the subject- it may be up to you to generate that interest yourself!

 '''    •    Academic permission & Support'''

Clearance for starting ESMD was granted following Pittsburgh University's standard rules and procedures for starting up a club or ogranization on campus. The University of Pittsburgh requires a faculty advisor every group founded; ESMD was fortunate enough to have founding members in close contact with the head of the bioengineering department and secured their patronage through this.

 '''    •    Cost '''

Being an official university club, ESMD received startup funding and continually receives day-to-day operational funds from the university system. The group deals with project costs on a project-by-project basis. Because the group commonly recieves projects (or inspiration for projects) from its close cooperation with clinicians and medical industry, cost for expensive equipment is generally subsidized by the cooperating group. Being a student group, ESMD also receives donations and functional samples from companies.

Note: While not all campuses have access to local industry that will aid in project cost or a university to fund activities, many large companies are more than willing to assist student groups working in bioengineering fields- up to and sometimes including donations of otherwise prohibitively expensive equipment.

 '''    •    Leadership'''

Initial leadership was provided by the co-founders of the group. When the time came for succession, the leader was chosen by the co-founders. The student chosen gained the position based on his demonstrated capabilities and interest in the organization- by merit. The group operates with a formal leadership structure (President, VP, Tresurer, Public Relations Officer, etc...) with informal responsibilities- group members have leave to work on what takes their interest and are provided with the responsibilities that suit their position and capabilities.

 '''    •    Launch & Promotion'''

Launch aid and promotion of ESMD was achieved by networking with College of Engineering faculty & leadership. This allowed the group to receive large amounts of publicity through in-class promotion and presence at student involvement events.

Access to a large network of industry professionals allows the group to self-promote on a word of mouth basis, as well.

Note: Again, not all campuses have access to as rich a variety of resources as ESMD's. An opportunistic founder-to-be may find immense value in attending city/state/regional biomedical, medical, or engineering development conferences. Networking, inspiration, recruitment, sponsorship... all of this may be found at such events. '''    •    Lessons learned and tips for others'''

 '''References:'''

[1] [http://pittengaged.wordpress.com/dompublihealth/engineers-for-sustainable-medical-development/ http://pittengaged.wordpress.com/dompublihealth/engineers-for-sustainable-medical-development/]

Resource:How to start a bioengineering club

2013-10-11T03:33:13Z

Adalman:

This article addresses the base steps for getting a bioengineering club up and running on campus. The article takes the group 'Engineers for Sustainable Medical Development' as an example and will attempt to outline the steps taken by the group in their journey to get going. A few special notes are included for those not on a campus as well-connected as the ESMD.

 '''    •    Introduction'''

Engineers for Sustainable Medical Development is a group started at the University of Pittsburgh by a small group of undergraduate students. Taken from the ESMD webpage, [http://pittengaged.wordpress.com/dompublihealth/engineers-for-sustainable-medical-development/ [1]]

 "Engineers for Sustainable Medical Development (ESMD) is a multi-disciplinary, multi-school, student-run organization comprised of students in the fields of engineering, pre-medicine, and business. ESMD is directed toward providing students with the skills and resources necessary to design and implement novel, low-cost healthcare technology and processes suitable for markets on a global scale. ESMD organizes multiple workshops on key engineering topics including Solidworx, Arduinos, circuits, and soldering. In addition, our design projects are really starting up, and one group recently took their prototype to a design competition at Rice University. Every week members are working to move forward to produce potential low-cost sustainable medical devices for developing countries. Currently, one of the design projects is working with the University of Pittsburgh Ear and Eye Institute to design an ocular microscope mount in order to reduce vibrations for ocular surgery. ESMD also has a regular volunteer program at Global Links refurbishing broken wheelchairs to be sent to countries in need. EMSD is working with Global Links to create an international immersion experience that would provide EMSD members with an opportunity to work directly with health care providers in developing countries."

 '''    •    Need and goal'''

ESMD was started because the founders wanted more real life experience for bioengineering students. The goal was (and still is) to provide industry esposure and real life work and connections for undergraduate students of any major. Pittsburgh University happens to be located in an area already rich in biomedical research and practice, including hospitals, spin-off startups, and bioengineering-focused university programs. Pittsbirgh was already conducive and ripe for such a program. The founders recognized this, made the right connections, and got off to a running start.

Note: It is quite apparent that ESMD is incredibly fortunate to be located in an area so rich in biomedical science. Difficulty of obtaining necessary starting resources and networking for a functional group will scale with the scarcity of local talent and interest in the subject- it may be up to you to generate that interest yourself!

 '''    •    Academic permission & Support'''

Clearance for starting ESMD was granted following Pittsburgh University's standard rules and procedures for starting up a club or ogranization on campus. The University of Pittsburgh requires a faculty advisor every group founded; ESMD was fortunate enough to have founding members in close contact with the head of the bioengineering department and secured their patronage through this.

 '''    •    Cost '''

Being an official university club, ESMD received startup funding and continually receives day-to-day operational funds from the university system. The group deals with project costs on a project-by-project basis. Because the group commonly recieves projects (or inspiration for projects) from its close cooperation with clinicians and medical industry, cost for expensive equipment is generally subsidized by the cooperating group. Being a student group, ESMD also receives donations and functional samples from companies.

Note: While not all campuses have access to local industry that will aid in project cost or a university to fund activities, many large companies are more than willing to assist student groups working in bioengineering fields- up to and sometimes including donations of otherwise prohibitively expensive equipment.

 '''    •    Leadership'''

Initial leadership was provided by the co-founders of the group. When the time came for succession, the leader was chosen by the co-founders. The student chosen gained the position based on his demonstrated capabilities and interest in the organization- by merit. The group operates with a formal leadership structure (President, VP, Tresurer, Public Relations Officer, etc...) with informal responsibilities- group members have leave to work on what takes their interest and are provided with the responsibilities that suit their position and capabilities.

 '''    •    Launch & Promotion'''

Launch aid and promotion of ESMD was achieved by networking with College of Engineering faculty & leadership. This allowed the group to receive large amounts of publicity through in-class promotion and presence at student involvement events.

 '''    •    Lessons learned and tips for others'''

 '''References:'''

[1] [http://pittengaged.wordpress.com/dompublihealth/engineers-for-sustainable-medical-development/ http://pittengaged.wordpress.com/dompublihealth/engineers-for-sustainable-medical-development/]

Resource:How to start a bioengineering club

2013-10-11T03:26:05Z

Adalman:

Resource:How to start a bioengineering club

2013-10-11T03:20:54Z

Adalman:

Resource:How to start a bioengineering club

2013-10-11T03:15:44Z

Adalman:

Resource:How to start a bioengineering club

2013-10-11T03:08:40Z

Adalman:

Resource:How to start a bioengineering club

2013-10-11T03:05:42Z

Adalman:

Organization:Startup Weekend / Up.co

2013-10-05T02:27:48Z

Adalman:

= [[File:Startup weekend logo.png|none|Startup weekend logo.png]] =

= Overview =

Startup weekend is a 54-hour event, typically held on weekends, where aspiring entrepreneurs meet to progress their ideas.

Each day of the event has a different focus; Friday is for pitching ideas and gathering a team, Saturday and part of Sunday is for building a viable product, and Sunday night is prototype demonstration and judging of ideas.

= Purpose =

The purpose of startup weekend is to enable attendees to get educated, network, and launch a product- all within a super tight time frame. 54 hours of people, pizza, and pop provide an environment not seen in many other seminar events.

It appears that most startup weekend events are focused primarily on launching web, mobile, or service products- they do not focus on engineered or material products. Understandable, as most products that require design research and physical prototyping are simply unfeasable to launch within such a short timeframe. A Fellow may be wise to take this into account when decidding if this resource is best for their purposes.

A notable exception to this include the Toronto startup weekend, which hosts a 'maker edition,' giving attendees access to the full suite of resources one would typically encounter at a hackerworks/makerworks.

= Distinct Differences From Other Offerings =

Startup Weekend provides a quick-and-dirty, hands on learning experience that is hard to replicate. Since attendees are focused solely on their products and ideas for the entire weekend, with access to resources the entire way, Startup Weekend can enable entrenrenuers to conceive and launch an idea in under three days.

Hilightable differences include:

-Faster paced than other resources

-Focus primarily on mobile/web/it/service products- products that can be built and launched in a relatively short timeframe, without safety, design, or material concerns

-Focus primarily on early business lessons; what is required to start and run business at first

-Provides 'coaches,'  experienced business leaders to assist and advise the startup process

-Competition style event; not purely a seminar, offers judging by an organizer selected panel

Startup weekend is focused on fast paced, hands on learning with little time for theory or lecture.

= Impact Achieved For Students and Campus =

Startup Weekend's website cites that over 1/3 of startups founded at their events are still running smooth after three months of business, and that ~80% of participants are still working with those companies- perhaps an impressive feat considering their attendance record of over 45,000 alumni.

Startup weekend teaches attendees how to rapidly develop and mature an idea- it appears to focus more on the initial startup of the business than the long-term running. While valuable networking opportunities are sure to present themselves, this may not be the event for the seasoned entreprenuer looking for fine tweaks and coaching.

''Additional update pending interview with John Schneider, founder of Fargo MELD and Startup Weekend alum. Atempting to find additional 'hackerspace' style startup weekends as well.''

= Steps Required To Bring Resource to Campus =

The Startup Weekend homepage provides a handy step-by-step guide to bringing their event to your city! Attendance at a previous startup weekend is a requirement for any prospective 'Organizers,' as Startup Weekend calls them.

An Organizer is responsible for organizing nearly the entire event from the ground up, from venue and food logistics to securing judges and coaches.

The largest barrier that must be overcome in order to bring Startup Weekend to your campus or city is the requirement for an Organizer to be a Startup Weekend alumni- that is, they must have previously attended a startup weekend. Access to such an event depends on the proximity of your campus to startup events and your willingness to make the journey to attend one - or to convince an alumni to come to you!

Startup weekend presents itself as a simple, easy to deploy system- they host a variety of documentation on their webpage to assist in getting one set up.

Amongst the resources, a few highlights include:

-Leadership and team building advice

-Target audience & potential areas to look for budding entreprenuers

-Financial information (planning, acquiring sponsors, etc..)

-Day by day guides to suggested event planning

= Contact Information =

For general information regarding Startup Weekend, see the homepage at [http://startupweekend.org/ http://startupweekend.org/]

 For direct contact information, there is a form webpage at [http://startupweekend.org/contact/ http://startupweekend.org/contact/]

Mailing Address:

1700 7th Ave, Suite 116 #147 Seattle, WA 98101

Organization:Startup Weekend / Up.co

2013-10-04T15:49:08Z

Adalman:

= [[File:Startup weekend logo.png|none|Startup weekend logo.png]] =

= Overview =

Startup weekend is a 54-hour event, typically held on weekends, where aspiring entrepreneurs meet to progress their ideas.

Each day of the event has a different focus; Friday is for pitching ideas and gathering a team, Saturday and part of Sunday is for building a viable product, and Sunday night is prototype demonstration and judging of ideas.

= Purpose =

The purpose of startup weekend is to enable attendees to get educated, network, and launch a product- all within a super tight time frame. 54 hours of people, pizza, and pop provide an environment not seen in many other seminar events.

It appears that most startup weekend events are focused primarily on launching web, mobile, or service products- they do not focus on engineered or material products. Understandable, as most products that require design research and physical prototyping are simply unfeasable to launch within such a short timeframe. A Fellow may be wise to take this into account when decidding if this resource is best for their purposes.

A notable exception to this include the Toronto startup weekend, which hosts a 'maker edition,' giving attendees access to the full suite of resources one would typically encounter at a hackerworks/makerworks.

= Distinct Differences From Other Offerings =

Startup Weekend provides a quick-and-dirty, hands on learning experience that is hard to replicate. Since attendees are focused solely on their products and ideas for the entire weekend, with access to resources the entire way, Startup Weekend can enable entrenrenuers to conceive and launch an idea in under three days.

Hilightable differences include:

-Faster paced than other resources

-Focus primarily on mobile/web/it/service products- products that can be built and launched in a relatively short timeframe, without safety, design, or material concerns

-Focus primarily on early business lessons; what is required to start and run business at first

-Provides 'coaches,'  experienced business leaders to assist and advise the startup process

-Competition style event; not purely a seminar, offers judging by an organizer selected panel

Startup weekend is focused on fast paced, hands on learning with little time for theory or lecture.

= Impact Achieved For Students and Campus =

Startup Weekend's website cites that over 1/3 of startups founded at their events are still running smooth after three months of business, and that ~80% of participants are still working with those companies- perhaps an impressive feat considering their attendance record of over 45,000 alumni.

Startup weekend teaches attendees how to rapidly develop and mature an idea- it appears to focus more on the initial startup of the business than the long-term running. While valuable networking opportunities are sure to present themselves, this may not be the event for the seasoned entreprenuer looking for fine tweaks and coaching.

= Steps Required To Bring Resource to Campus =

The Startup Weekend homepage provides a handy step-by-step guide to bringing their event to your city! Attendance at a previous startup weekend is a requirement for any prospective 'Organizers,' as Startup Weekend calls them.

An Organizer is responsible for organizing nearly the entire event from the ground up, from venue and food logistics to securing judges and coaches.

The largest barrier that must be overcome in order to bring Startup Weekend to your campus or city is the requirement for an Organizer to be a Startup Weekend alumni- that is, they must have previously attended a startup weekend. Access to such an event depends on the proximity of your campus to startup events and your willingness to make the journey to attend one - or to convince an alumni to come to you!

Startup weekend presents itself as a simple, easy to deploy system- they host a variety of documentation on their webpage to assist in getting one set up.

Amongst the resources, a few highlights include:

-Leadership and team building advice

-Target audience & potential areas to look for budding entreprenuers

-Financial information (planning, acquiring sponsors, etc..)

-Day by day guides to suggested event planning

= Contact Information =

For general information regarding Startup Weekend, see the homepage at [http://startupweekend.org/ http://startupweekend.org/]

 For direct contact information, there is a form webpage at [http://startupweekend.org/contact/ http://startupweekend.org/contact/]

Mailing Address:

1700 7th Ave, Suite 116 #147 Seattle, WA 98101

Organization:Startup Weekend / Up.co

2013-10-04T15:33:52Z

Adalman:

= [[File:Startup weekend logo.png|none|Startup weekend logo.png]] =

= =

= Overview =

Startup weekend is a 54-hour event, typically held on weekends, where aspiring entrepreneurs meet to progress their ideas.

Each day of the event has a different focus; Friday is for pitching ideas and gathering a team, Saturday and part of Sunday is for building a viable product, and Sunday night is prototype demonstration and judging of ideas.

= Purpose =

The purpose of startup weekend is to enable attendees to get educated, network, and launch a product- all within a super tight time frame. 54 hours of people, pizza, and pop provide an environment not seen in many other seminar events.

It appears that most startup weekend events are focused primarily on launching web, mobile, or service products- they do not focus on engineered or material products. Understandable, as most products that require design research and physical prototyping are simply unfeasable to launch within such a short timeframe. A Fellow may be wise to take this into account when decidding if this resource is best for their purposes.

A notable exception to this include the Toronto startup weekend, which hosts a 'maker edition,' giving attendees access to the full suite of resources one would typically encounter at a hackerworks/makerworks.

= Distinct Differences From Other Offerings =

Startup Weekend provides a quick-and-dirty, hands on learning experience that is hard to replicate. Since attendees are focused solely on their products and ideas for the entire weekend, with access to resources the entire way, Startup Weekend can enable entrenrenuers to conceive and launch an idea in under three days.

Hilightable differences include:

-Faster paced than other resources

-Focus primarily on mobile/web/it/service products- products that can be built and launched in a relatively short timeframe, without safety, design, or material concerns

-Focus primarily on early business lessons; what is required to start and run business at first

-Provides 'coaches,'  experienced business leaders to assist and advise the startup process

-Competition style event; not purely a seminar, offers judging by an organizer selected panel

Startup weekend is focused on fast paced, hands on learning with little time for theory or lecture.

= Impact Achieved For Students and Campus =

Startup Weekend's website cites that over 1/3 of startups founded at their events are still running smooth after three months of business, and that ~80% of participants are still working with those companies- perhaps an impressive feat considering their attendance record of over 45,000 alumni.

Startup weekend teaches attendees how to rapidly develop and mature an idea- it appears to focus more on the initial startup of the business than the long-term running. While valuable networking opportunities are sure to present themselves, this may not be the event for the seasoned entreprenuer looking for fine tweaks and coaching.

= Steps Required To Bring Resource to Campus =

The Startup Weekend homepage provides a handy step-by-step guide to bringing their event to your city! Attendance at a previous startup weekend is a requirement for any prospective 'Organizers,' as Startup Weekend calls them.

An Organizer is responsible for organizing nearly the entire event from the ground up, from venue and food logistics to securing judges and coaches.

The largest barrier that must be overcome in order to bring Startup Weekend to your campus or city is the requirement for an Organizer to be a Startup Weekend alumni- that is, they must have previously attended a startup weekend. Access to such an event depends on the proximity of your campus to startup events and your willingness to make the journey to attend one - or to convince an alumni to come to you!

Startup weekend presents itself as a simple, easy to deploy system- they host a variety of documentation on their webpage to assist in getting one set up.

Amongst the resources, a few highlights include:

-Leadership and team building advice

-Target audience & potential areas to look for budding entreprenuers

-Financial information (planning, acquiring sponsors, etc..)

-Day by day guides to suggested event planning

= Contact Information =

For general information regarding Startup Weekend, see the homepage at [http://startupweekend.org/ http://startupweekend.org/]

 For direct contact information, there is a form webpage at [http://startupweekend.org/contact/ http://startupweekend.org/contact/]

Mailing Address:

1700 7th Ave, Suite 116 #147 Seattle, WA 98101

Organization:Startup Weekend / Up.co

2013-10-04T15:33:16Z

Adalman:

= [[File:Startup weekend logo.png|none|Startup weekend logo.png]] =

= =

= Overview =

Startup weekend is a 54-hour event, typically held on weekends, where aspiring entrepreneurs meet to progress their ideas.

Each day of the event has a different focus; Friday is for pitching ideas and gathering a team, Saturday and part of Sunday is for building a viable product, and Sunday night is prototype demonstration and judging of ideas.

= Purpose =

The purpose of startup weekend is to enable attendees to get educated, network, and launch a product- all within a super tight time frame. 54 hours of people, pizza, and pop provide an environment not seen in many other seminar events.

It appears that most startup weekend events are focused primarily on launching web, mobile, or service products- they do not focus on engineered or material products. Understandable, as most products that require design research and physical prototyping are simply unfeasable to launch within such a short timeframe. A Fellow may be wise to take this into account when decidding if this resource is best for their purposes.

A notable exception to this include the Toronto startup weekend, which hosts a 'maker edition,' giving attendees access to the full suite of resources one would typically encounter at a hackerworks/makerworks.

= Distinct Differences From Other Offerings =

Startup Weekend provides a quick-and-dirty, hands on learning experience that is hard to replicate. Since attendees are focused solely on their products and ideas for the entire weekend, with access to resources the entire way, Startup Weekend can enable entrenrenuers to conceive and launch an idea in under three days.

Hilightable differences include:

-Faster paced than other resources

-Focus primarily on mobile/web/it/service products- products that can be built and launched in a relatively short timeframe, without safety, design, or material concerns

-Focus primarily on early business lessons; what is required to start and run business at first

-Provides 'coaches,'  experienced business leaders to assist and advise the startup process

-Competition style event; not purely a seminar, offers judging by an organizer selected panel

Startup weekend is focused on fast paced, hands on learning with little time for theory or lecture.

= Impact Achieved For Students and Campus =

Startup Weekend's website cites that over 1/3 of startups founded at their events are still running smooth after three months of business, and that ~80% of participants are still working with those companies- perhaps an impressive feat considering their attendance record of over 45,000 alumni.

Startup weekend teaches attendees how to rapidly develop and mature an idea- it appears to focus more on the initial startup of the business than the long-term running. While valuable networking opportunities are sure to present themselves, this may not be the event for the seasoned entreprenuer looking for fine tweaks and coaching.

= Steps Required To Bring Resource to Campus =

The Startup Weekend homepage provides a handy step-by-step guide to bringing their event to your city! Attendance at a previous startup weekend is a requirement for any prospective 'Organizers,' as Startup Weekend calls them.

An Organizer is responsible for organizing nearly the entire event from the ground up, from venue and food logistics to securing judges and coaches.

The largest barrier that must be overcome in order to bring Startup Weekend to your campus or city is the requirement for an Organizer to be a Startup Weekend alumni- that is, they must have previously attended a startup weekend. Access to such an event depends on the proximity of your campus to startup events and your willingness to make the journey to attend one - or to convince an alumni to come to you!

Startup weekend presents itself as a simple, easy to deploy system- they host a variety of documentation on their webpage to assist in getting one set up.

Amongst the resources, a few highlights include:

-Leadership and team building advice

-Target audience & potential areas to look for budding entreprenuers

-Financial information (planning, acquiring sponsors, etc..)

-Day-by-day guides to suggested event planning

= Contact Information =

For general information regarding Startup Weekend, see the homepage at [http://startupweekend.org/ http://startupweekend.org/]

 For direct contact information, there is a form webpage at [http://startupweekend.org/contact/ http://startupweekend.org/contact/]

Mailing Address:

1700 7th Ave, Suite 116 #147 Seattle, WA 98101

File:Startup weekend logo.png

2013-10-04T15:32:26Z

Adalman: Taken from kauffman.org

Taken from kauffman.org

Organization:Startup Weekend / Up.co

2013-10-04T15:21:17Z

Adalman:

= Overview =

Startup weekend is a 54-hour event, typically held on weekends, where aspiring entrepreneurs meet to progress their ideas.

Each day of the event has a different focus; Friday is for pitching ideas and gathering a team, Saturday and part of Sunday is for building a viable product, and Sunday night is prototype demonstration and judging of ideas.

= Purpose =

The purpose of startup weekend is to enable attendees to get educated, network, and launch a product- all within a super tight time frame. 54 hours of people, pizza, and pop provide an environment not seen in many other seminar events.

It appears that most startup weekend events are focused primarily on launching web, mobile, or service products- they do not focus on engineered or material products. Understandable, as most products that require design research and physical prototyping are simply unfeasable to launch within such a short timeframe. A Fellow may be wise to take this into account when decidding if this resource is best for their purposes.

A notable exception to this include the Toronto startup weekend, which hosts a 'maker edition,' giving attendees access to the full suite of resources one would typically encounter at a hackerworks/makerworks.

= Distinct Differences From Other Offerings =

Startup Weekend provides a quick-and-dirty, hands on learning experience that is hard to replicate. Since attendees are focused solely on their products and ideas for the entire weekend, with access to resources the entire way, Startup Weekend can enable entrenrenuers to conceive and launch an idea in under three days.

Hilightable differences include:

-Faster paced than other resources

-Focus primarily on mobile/web/it/service products- products that can be built and launched in a relatively short timeframe, without safety, design, or material concerns

-Focus primarily on early business lessons; what is required to start and run business at first

-Provides 'coaches,'  experienced business leaders to assist and advise the startup process

-Competition style event; not purely a seminar, offers judging by an organizer selected panel

Startup weekend is focused on fast paced, hands on learning with little time for theory or lecture.

= Impact Achieved For Students and Campus =

Startup Weekend's website cites that over 1/3 of startups founded at their events are still running smooth after three months of business, and that ~80% of participants are still working with those companies- perhaps an impressive feat considering their attendance record of over 45,000 alumni.

Startup weekend teaches attendees how to rapidly develop and mature an idea- it appears to focus more on the initial startup of the business than the long-term running. While valuable networking opportunities are sure to present themselves, this may not be the event for the seasoned entreprenuer looking for fine tweaks and coaching.

= Steps Required To Bring Resource to Campus =

The Startup Weekend homepage provides a handy step-by-step guide to bringing their event to your city! Attendance at a previous startup weekend is a requirement for any prospective 'Organizers,' as Startup Weekend calls them.

An Organizer is responsible for organizing nearly the entire event from the ground up, from venue and food logistics to securing judges and coaches.

The largest barrier that must be overcome in order to bring Startup Weekend to your campus or city is the requirement for an Organizer to be a Startup Weekend alumni- that is, they must have previously attended a startup weekend. Access to such an event depends on the proximity of your campus to startup events and your willingness to make the journey to attend one - or to convince an alumni to come to you!

Startup weekend presents itself as a simple, easy to deploy system- they host a variety of documentation on their webpage to assist in getting one set up.

Amongst the resources, a few highlights include:

-Leadership and team building advice

-Target audience & potential areas to look for budding entreprenuers

-Financial information (planning, acquiring sponsors, etc..)

-Day-by-day guides to suggested event planning

= Contact Information =

For general information regarding Startup Weekend, see the homepage at [http://startupweekend.org/ http://startupweekend.org/]

 For direct contact information, there is a form webpage at [http://startupweekend.org/contact/ http://startupweekend.org/contact/]

Mailing Address:

1700 7th Ave, Suite 116 #147 Seattle, WA 98101

Organization:Startup Weekend / Up.co

2013-10-04T15:20:29Z

Adalman:

= Overview =

Startup weekend is a 54-hour event, typically held on weekends, where aspiring entrepreneurs meet to progress their ideas.

Each day of the event has a different focus; Friday is for pitching ideas and gathering a team, Saturday and part of Sunday is for building a viable product, and Sunday night is prototype demonstration and judging of ideas.

= Purpose =

The purpose of startup weekend is to enable attendees to get educated, network, and launch a product- all within a super tight time frame. 54 hours of people, pizza, and pop provide an environment not seen in many other seminar events.

It appears that most startup weekend events are focused primarily on launching web, mobile, or service products- they do not focus on engineered or material products. Understandable, as most products that require design research and physical prototyping are simply unfeasable to launch within such a short timeframe. A Fellow may be wise to take this into account when decidding if this resource is best for their purposes.

A notable exception to this include the Toronto startup weekend, which hosts a 'maker edition,' giving attendees access to the full suite of resources one would typically encounter at a hackerworks/makerworks.

= Distinct Differences From Other Offerings =

Startup Weekend provides a quick-and-dirty, hands on learning experience that is hard to replicate. Since attendees are focused solely on their products and ideas for the entire weekend, with access to resources the entire way, Startup Weekend can enable entrenrenuers to conceive and launch an idea in under three days.

Hilightable differences include:

-Faster paced than other resources

-Focus primarily on mobile/web/it/service products- products that can be built and launched in a relatively short timeframe, without safety, design, or material concerns

-Focus primarily on early business lessons; what is required to start and run business at first

-Provides 'coaches,'  experienced business leaders to assist and advise the startup process

-'competition' style event; not purely a seminar, offers judging by an organizer selected panel

Startup weekend is focused on fast paced, hands on learning with little time for theory or lecture.

= Impact Achieved For Students and Campus =

Startup Weekend's website cites that over 1/3 of startups founded at their events are still running smooth after three months of business, and that ~80% of participants are still working with those companies- perhaps an impressive feat considering their attendance record of over 45,000 alumni.

Startup weekend teaches attendees how to rapidly develop and mature an idea- it appears to focus more on the initial startup of the business than the long-term running. While valuable networking opportunities are sure to present themselves, this may not be the event for the seasoned entreprenuer looking for fine tweaks and coaching.

= Steps Required To Bring Resource to Campus =

The Startup Weekend homepage provides a handy step-by-step guide to bringing their event to your city! Attendance at a previous startup weekend is a requirement for any prospective 'Organizers,' as Startup Weekend calls them.

An Organizer is responsible for organizing nearly the entire event from the ground up, from venue and food logistics to securing judges and coaches.

The largest barrier that must be overcome in order to bring Startup Weekend to your campus or city is the requirement for an Organizer to be a Startup Weekend alumni- that is, they must have previously attended a startup weekend. Access to such an event depends on the proximity of your campus to startup events and your willingness to make the journey to attend one - or to convince an alumni to come to you!

Startup weekend presents itself as a simple, easy to deploy system- they host a variety of documentation on their webpage to assist in getting one set up.

Amongst the resources, a few highlights include:

-Leadership and team building advice

-Target audience & potential areas to look for budding entreprenuers

-Financial information (planning, acquiring sponsors, etc..)

-Day-by-day guides to suggested event planning

= Contact Information =

For general information regarding Startup Weekend, see the homepage at [http://startupweekend.org/ http://startupweekend.org/]

 For direct contact information, there is a form webpage at [http://startupweekend.org/contact/ http://startupweekend.org/contact/]

Mailing Address:

1700 7th Ave, Suite 116 #147 Seattle, WA 98101