University Innovation Fellows - User contributions [en]

Fellow:Alejandro Ramirez de Arellano

2014-09-29T05:33:04Z

Arda001:

[[File:Alejandro Ramirez de Arellano.jpg|thumb]]

Alejandro Ramirez de Arellano is an Innovation Fellow at Bucknell University, working to expand the innovation and entrepreneurship ecosystem on campus. As a Junior at Bucknell University, Alejandro is currently pursuing a five-year dual degree program in Mechanical Engineering and Business Management.  Born and raised in Caracas, Venezuela, Alejandro uses his proficiency in English, Spanish, 

and French to attempt to tackle present-day issues from underrepresented points of view. At Bucknell, his passion for an all-encompassing education across disciplines has led him to co-found the Entrepreneurship and Innovation Affinity Housing Program (E&I) in 2013. As a residentially based program, E&I promotes multidisciplinary interaction that encourages students to discover and create beyond the walls of the classroom, helping them to develop an entrepreneurial mindset. Alejandro has also successfully started an automotive restyling company in Houston, Texas.

==  Contact Information ==

[https://www.linkedin.com/profile/view?id=215350636&trk=nav_responsive_tab_profile Alejandro's] Linked In Profile 

Please feel free to contact Alejandro via email at arda001@bucknell.edu 

== Related Links ==

[[Bucknell University|Bucknell University ]]

[[Bucknell University Student Priorities|Bucknell Student Priorities]]

Fellow:Alejandro Ramirez de Arellano

2014-09-29T05:32:52Z

Arda001:

[[File:Alejandro Ramirez de Arellano.jpg|thumb]]

Alejandro Ramirez de Arellano is an Innovation Fellow at Bucknell University, working to expand the innovation and entrepreneurship ecosystem on campus. As a Junior at Bucknell University, Alejandro is currently pursuing a five-year dual degree program in Mechanical Engineering and Business Management.  Born and raised in Caracas, Venezuela, Alejandro uses his proficiency in English, Spanish, 

and French to attempt to tackle present-day issues from underrepresented points of view. At Bucknell, his passion for an all-encompassing education across disciplines has led him to co-found the Entrepreneurship and Innovation Affinity Housing Program (E&I) in 2013. As a residentially based program, E&I promotes multidisciplinary interaction that encourages students to discover and create beyond the walls of the classroom, helping them to develop an entrepreneurial mindset. Alejandro has also successfully started an automotive restyling company in Houston, Texas.

==  Contact Information ==

[https://www.linkedin.com/profile/view?id=215350636&trk=nav_responsive_tab_profile Alejandro's] Linked In Profile 

Please feel free to contact Alejandro via email at arda001@bucknell.edu 

= Related Links =

[[Bucknell University|Bucknell University ]]

[[Bucknell University Student Priorities|Bucknell Student Priorities]]

Fellow:Alejandro Ramirez de Arellano

2014-09-29T05:32:00Z

Arda001:

[[File:Alejandro Ramirez de Arellano.jpg|thumb]]

Alejandro Ramirez de Arellano is an Innovation Fellow at Bucknell University, working to expand the innovation and entrepreneurship ecosystem on campus. As a Junior at Bucknell University, Alejandro is currently pursuing a five-year dual degree program in Mechanical Engineering and Business Management.  Born and raised in Caracas, Venezuela, Alejandro uses his proficiency in English, Spanish, 

and French to attempt to tackle present-day issues from underrepresented points of view. At Bucknell, his passion for an all-encompassing education across disciplines has led him to co-found the Entrepreneurship and Innovation Affinity Housing Program (E&I) in 2013. As a residentially based program, E&I promotes multidisciplinary interaction that encourages students to discover and create beyond the walls of the classroom, helping them to develop an entrepreneurial mindset. Alejandro has also successfully started an automotive restyling company in Houston, Texas.

=  Contact Information =

[https://www.linkedin.com/profile/view?id=215350636&trk=nav_responsive_tab_profile Alejandro's] Linked In Profile 

Please feel free to contact Alejandro via email at arda001@bucknell.edu 

= Related Links =

[[Bucknell University|Bucknell University ]]

[[Bucknell University Student Priorities|Bucknell Student Priorities]]

Fellow:Alejandro Ramirez de Arellano

2014-09-29T05:28:21Z

Arda001:

Alejandro Ramirez de Arellano is an Innovation Fellow at Bucknell University, working to expand the innovation and entrepreneurship ecosystem on campus. As a Junior at Bucknell University, Alejandro is currently pursuing a five-year dual degree program in Mechanical Engineering and Business Management.  Born and raised in Caracas, Venezuela, Alejandro uses his proficiency in English, Spanish, and French to attempt to tackle present-day issues from underrepresented points of view. At Bucknell, his passion for an all-encompassing education across disciplines has led him to co-found the Entrepreneurship and Innovation Affinity Housing Program (E&I) in 2013. As a residentially based program, E&I promotes multidisciplinary interaction that encourages students to discover and create beyond the walls of the classroom, helping them to develop an entrepreneurial mindset. Alejandro has also successfully started an automotive restyling company in Houston, Texas.

=  Contact Information =

[https://www.linkedin.com/profile/view?id=215350636&trk=nav_responsive_tab_profile Alejandro's] Linked In Profile 

Please feel free to contact Alejandro via email at arda001@bucknell.edu 

= Related Links =

[[Bucknell_University|Bucknell University ]]

[[Bucknell_University_Student_Priorities|Bucknell Student Priorities]] [[File:Alejandro Ramirez de Arellano.jpg|thumb|Alejandro Ramirez de Arellano.jpg]]

School:Bucknell University

2014-09-29T05:22:39Z

Arda001:

<div style="float: right; clear: right; margin-left: 10em; margin-right: 10em">[[File:Bucknell University Seal.jpg]]</div>
[http://www.bucknell.edu Bucknell University] is a private liberal arts institution that was founded in 1846. With the College of Arts and Sciences, the College of Engineering and the School of Management, Bucknell has always been aiming to educate well-rounded college graduates with an interdisciplinary mindset.

= Introduction =

[http://www.bucknell.edu Bucknell University] has never lacked entrepreneurial pursuits. Over the years, Bucknellians have gone on to found [http://www.lendingtree.com Lending Tree], [http://www.stellaservice.com StellaService], [http://www.homedepot.com Home Depot], [http://www.kiva.org Kiva.org], [http://www.quidsi.com Quidsi], [http://www.thepit.com The Pit], [http://ycomibnator.com Y-Combinator], [http://www.integralife.com Integra Life Sciences], and countless other successful ventures. In the latest Higher Education Research Institute (HERI) survey, 35% of incoming Bucknell students indicated that "Becoming successful in a business of my own" was ''essential'' or ''very important'' to them. At Bucknell, there are many actions have been taken to create a better entrepreneurial ecosystem with the belief that this is something students want. As a result of Bucknell President John Bravman's extensive support for the entrepreneurial ecosystem on-campus, many previously uncoordinated efforts have been synthesized in a much more effective way. This article details the entrepreneurship programs available for both students and faculty as well as the resources allocated towards these entrepreneurial endeavors.

= Innovation and Entrepreneurship =

== Student ==

=== Curricular Activities ===

[https://www.bucknell.edu/academics/school-of-management/degree-programs/curriculum-basics/markets-innovation-and-design.html Markets, Innovation, & Design (MIDE) Program] The largest of the School of Management’s four new academic majors is a dedicated track designed to prepare students for a wide range of careers related to the creation and marketing of innovative products and services. The program’s design includes a series of courses focused on how to identify consumer needs, how to realize innovative ideas and analyze their market potential, and how to bring products and services to market through existing marketing organizations or through new ventures. The MIDE program includes a dedicated course in entrepreneurship, MIDE 303.

[http://www.bucknell.edu/x44757.xml Management 101] Bucknell's collaborative, experiential organization and management project course teaches about how, when, and why people work together to accomplish tasks. In the course, students create and manage companies. These companies are not "simulations" or "games.” They operate with a budget of $3,000-5,000 in order to deliver real services to clients and develop and sell real products to customers. Currently, one in every four Bucknell graduates takes MGMT 101, and over the past thirty years, literally thousands of Bucknellians have started their careers in this one course. For aspiring entrepreneurs, MGMT 101 already comprises one possible gateway to gain skills and take a first step toward engaging with the entrepreneurship ecosystem.

[http://www.bucknell.edu/academics/majors-and-minors/course-catalog/chemical-engineering.html CHEG 475/MIDE 375/UNIV 375: Should We Start This Company?] Professor Erin Jablonski (Chemical Engineering) offers a cross-listed course on entrepreneurship. This is a project-centered course in entrepreneurship, generating new business ideas, and product or service design and development through business planning that was first offered in the fall of 2012.

'''K-WIDE (KEEN Winter Interdisciplinary Design Experience)''' This program draws the most dedicated engineers back to campus each winter break to embark on a ten-day journey immersed in the creative design process.  They begin by defining a problem statement and develop a solution all the way through the prototyping stage.  These students must work collaboratively on a team and exercise oral presentation skills.
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[https://www.bucknell.edu/academics/majors-and-minors/course-catalog/arts-entrepreneurship-minor.html Arts Entrepreneurship Minor] This minor offers an opportunity to acquire entrepreneurial acumen in the field of arts management. Students interested in working within the arts will acquire practical tools by which to become arts professionals — to manage, market, and promote individual businesses, community arts organizations, and not-for-profit arts endeavors in the visual, performing, media, and/or literary arts. The minor bridges the gap between the disciplinary depth of each arts-based major with a pragmatic skill set that can facilitate entry into various entrepreneurial endeavors in the arts. The core anchor course in arts entrepreneurship is currently being offered as ENGL 290: Arts Entrepreneurship.

=== Student Affairs / Co-Curricular ===

----

'''Residential Colleges''' The Residential Colleges provide a living and learning community experience to first-year students at Bucknell. Currently there are nine different themes. The current “Society and Technology” themed Residential College and recently approved “Discovery College” render themselves well to being incorporated into Bucknell’s entrepreneurship ecosystem.

'''Affinity Housing Program''' The AHP provides a unique living and learning experience that enables a group of students to live together while exploring a common area of interest. Student groups ranging from a cadre of like-minded individuals to members of the same student organization apply to live together in one of Bucknell University’s Small Houses or residence halls. Two Affinity Housing Programs were approved for the year 2013 – 2014 that should be considered part of Bucknell’s emerging Ecology of Entrepreneurship. These are the “Technology for a Sustainable Environment” and “Entrepreneurship and Innovation” programs.

'''Entrepreneurial Club''' The Entrepreneurial Club is recognized by the Bucknell Student Government and falls under the umbrella of Campus Activities and Programs. The group articulates a mission to “promote an entrepreneurial mindset on Bucknell’s campus through interaction with other similarly minded organizations and through providing opportunities for students to collaborate with one another over the topic.” The Club’s activities include bringing entrepreneurs to campus to speak to students.

'''Bucknell Business Leaders''' Bucknell Business Leaders is an ambitious student run organization that provides students with real-life business experiences. Every semester, Bucknell Business Leaders will brainstorm, research, design, order, and sell at least one product that hopefully a wide range of Bucknellians will love. Participation in this organization will give students a glimpse of many aspects of a real business: product research and design, finance, marketing, advertising, sales, and teamwork. Students who participate in this campus organization, management and non-management majors, will not only learn a great deal about business but have lots of fun.

'''Bucknell Business Pitch Competition''' The Business Pitch Competition was launched in 2012 to inspire and engage aspiring student entrepreneurs. Student entrepreneurs create and deliver a professional and engaging business pitch presenting an innovative and marketable business concept. The inaugural event engaged over fifty students on 18 venture teams, attracted $10,000 in alumni giving towards prizes and promotions, featured nine faculty and staff members as preliminary round judges, and engaged six distinguished alumni as judges and mentors for the final round of competitors. Winners were awarded monetary prizes and offers of informal mentorship from the alumni judges. The first prize winner also received a one year residency in Bucknell’s Entrepreneurs Incubator.

'''Venture Plan Competition''' A competition offered for undergraduate students to promote entrepreneurship and new ventures. The competition was started in 2009 at Bucknell University and has awarded more than $17,000 to students creating new ventures. Students participating in the competition are responsible for creating a full written Venture Plan and have an opportunity to present it to a panel of seasoned judges that come from a variety of backgrounds including start-ups, business strategy, and venture capital. Venture Plan Competition offers students a complementary and expanded experience to the pitch competition and pits Bucknell students against students from Keystone Innovation Zone (KIZ) partner institutions Bloomsburg and Susquehanna Universities. This competition is currently organized by the Greater Susquehanna KIZ.

== Faculty ==

[http://bucknellinnovationgroup.blogs.bucknell.edu/ Bucknell Innovation Group] The Bucknell Innovation Group (BIG) is made up of Bucknell professors representing academic disciplines such as, art and art history, comparative humanities, education, engineering, English, management, music, and theater and dance. The principle behind BIG is to “make an impact” through a campus-wide innovation initiative. BIG aims to create an environment that supports those for whom innovation is a primary focus and helps others discover their innovative impulses.

= University Technology Transfer Function =

== [http://www.bucknell.edu/x7025.xml Small Business Development Center (SBDC)] ==

The Bucknell SBDC provides free consulting, information, and low-cost educational programs to entrepreneurs and small businesses, including student entrepreneurs and ventures. It offers a business pitch competition for students, internships, and facilitates class projects engaging students with area entrepreneurs and small firms. The SBDC is part of statewide and national networks of centers offering these core services and various specialty programs and received support from DCED, Bucknell, and the Small Business Administration (SBA). Bucknell’s SBDC provides Engineering Development Services to assist clients with product development and commercialization.

== [https://www.bucknell.edu/about-bucknell/administrative-offices/small-business-development-center/entrepreneurs-incubator.html Entrepreneurs Incubator] ==

The Bucknell University Entrepreneurs Incubator provides space for students, faculty, and community members to start their business ventures. Located in downtown Lewisburg on the second floor of the Dewitt Building, the incubator offers affordable office space, bundled office services, and opportunities for consulting and networking to earlystage companies in the Susquehanna Valley Region. Its close proximity to the University and the Small Business Development Center (SBDC) allows entrepreneurs to access these resources conveniently and efficiently. The incubator is situated within the Greater Susquehanna Keystone Innovation Zone (GSKIZ). Qualifying businesses that locate there may be eligible for GSKIZ assistance and benefits, including loans, grants, and tax-credits. The role of the incubator in the ecosystem is still evolving as the space may be used in different ways to support student, community, and alumni facing activities.

== Engineering Laboratories ==

'''Project Development Lab (PDL)''' The Project Development Lab is a manufacturing facility located in the ground floor of Dana Engineering building. It is designed to support senior design projects, produce new lab equipment, and support the Small Business Development Center with design and fabrication needs. The lab consist of conventional machine tools (generally directly operation controlled), and non-conventional machining equipment (computer aided design (CAD) and computer aided manufacturing (CAM).

'''Mooney Innovation Laboratory''' This laboratory consists primarily of a large project development space, a design studio, and a manufacturing space dedicated principally to welding, grinding and brazing.

= University-Industry Collaboration =

[http://www.geisinger.org/ Geisinger] is a physician-led health care system, dedicated to health care, education, research, and service. Geisinger and Bucknell have partnered on a Healthcare Research Initiative, and Geisinger also provides opportunities for biomedical engineering students to work with surgeons to create cutting-edge medical devices to solve real-world problems.

[http://www.lsgpa.com/ Life Science Greenhouse of Central Pennsylvania (LSGPA)] is a public/private venture whose mission is to commercialize bioscience technologies. The LSGPA can facilitate faculty research commercialization through early-stage investment, targeted business development services, and connections to strategic partners.

= Regional and Local Economic Development Efforts =

== [http://www.bucknell.edu/x7025.xml Small Business Development Center (SBDC)] ==

The Bucknell University SBDC is the first in the nation to be hosted by a College of Engineering and provides Engineering Development Services. Not only it utilizes Bucknell's Engineering specialty helped many local small businesses, but also it provides an opportunity for students having real-world consulting experiences.

= Landscape Canvas =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdGZxUldxRUp5em56ZjZyRVVkSmNpY0E|width=1300|height=700}}

= References =
K. Buffinton, D. Foreman, K. Horissian, M. Johnson-Cramer, N. Sharif, S. Stumbris, M. Toole, ''"Report of the Working Group on Bucknell’s Ecosystem for Entrepreneurship"'', May 6, 2013

= Related Links =

[[Bucknell University Student Priorities]]

[[Alejandro_Ramirez_de_Arellano|Alejandro Ramirez de Arellano]]

[[Peter_Puleo|Peter Puleo]]

[[Yifan Ge|Yifan Ge]]

[[Category:Universities]]

Fellow:Alejandro Ramirez de Arellano

2014-09-29T05:15:14Z

Arda001:

Alejandro Ramirez de Arellano is an Innovation Fellow at Bucknell University, working to expand the innovation and entrepreneurship ecosystem on campus. As a Junior at Bucknell University, Alejandro is currently pursuing a five-year dual degree program in Mechanical Engineering and Business Management.  Born and raised in Caracas, Venezuela, Alejandro uses his proficiency in English, Spanish, and French to attempt to tackle present-day issues from underrepresented points of view. At Bucknell, his passion for an all-encompassing education across disciplines has led him to co-found the Entrepreneurship and Innovation Affinity Housing Program (E&I) in 2013. As a residentially based program, E&I promotes multidisciplinary interaction that encourages students to discover and create beyond the walls of the classroom, helping them to develop an entrepreneurial mindset. Alejandro has also successfully started an automotive restyling company in Houston, Texas.

 

Please feel free to contact Alejandro via email at arda001@bucknell.edu [[File:Alejandro Ramirez de Arellano.jpg|thumb]]

Priorities:Bucknell University Student Priorities

2014-09-25T04:06:13Z

Arda001:

<div style="float: right; clear: right; margin-left: 10em; margin-right: 10em">[[File:Bucknell University Seal.jpg]]</div>
[http://www.bucknell.edu Bucknell University] is a private liberal arts institution that was founded in 1846. With the College of Arts and Sciences, the College of Engineering and the School of Management, Bucknell has always been aiming to educate well-rounded college graduates with an interdisciplinary mindset.

= Overview =

[[Bucknell University]] has never lack of entrepreneurial pursuits. Over the years, Bucknellians have gone on to found [http://www.lendingtree.com Lending Tree], [http://www.stellaservice.com StellaService], [http://www.homedepot.com Home Depot], [http://www.kiva.org Kiva.org], [http://www.quidsi.com Quidsi], [http://www.thepit.com The Pit], [http://ycomibnator.com Y-Combinator], [http://www.integralife.com Integra Life Sciences], and countless other successful ventures. In the latest Higher Education Research Institute (HERI) survey, 35% of incoming Bucknell students indicated that "Becoming successful in a business of my own" was ''essential'' or ''very important'' to them. At Bucknell, there are many actions have been taken to create a better entrepreneurial ecosystem with the belief that this is something students want. With its new president, President John Bravman's extensive support on improving the entrepreneurship on campus, many previously uncoordinated efforts have been synthesized in a much more effective way. In the rest of the article, the detailed entrepreneurship programs available for both student faculty, as well as the resources available to further nurture the entrepreneurial endeavors.

At the same time, Bucknell's small size and rural location inherited some limitations on its ecosystem. Two most prominent gaps are insufficient entrepreneur awareness on campus, and weak financial and network support.

''Insufficient Entrepreneur Awareness'' Although we have a lot of resources available for students, yet most of students are unaware of their existence. Events are not arranged frequently; students don't show up; lack of followup events. These are all the problems that current Bucknell problems are struggling. To increase the student awareness and benefit most from the existing facility are the key to a growing ecosystem.

''Weak Financial and Network Support'' Since Bucknell doesn't have any fund resources for student ventures, looking for the first seed fund is very hard for student entrepreneurs. The most financial support that a student can get from Bucknell is by winning the Business competition which gives $1,500 to the first place, $1,000 to the second, and the third gets $500. Considering making a minimum viable product for a software app can easily go up to $5,000, these financial input couldn't help much.

 Link to Prezi overview of campus ecosystem:

{{#Widget:Prezis|id=aq5sfmmkascg|width=600p|height=400p}}

= Calling all Students =

'''Informational Session'''

*Where: Dana Engineering Building, Room 137
*When: Wednesday 10/30, 5:00pm
*RSVP: ygg001@bucknell

[[File:IsBucknellReadyForEntrepreneurs.PNG]]

= Strategy #1: Influencing the Campus Climate =

The following are an array of strategies that wil fully address gap #1 over a two to three year period:

== Tactic #1: I&E Advisory Board ==

Description: The I&E Advisory Board will be made up of selected faculty, administration, and students who will serve as a structure that supports and guides students in their entrepreneurial undertakings. This includes but is not limited to linking them with resources internal and external to campus as well as actively seeking out opportunities for new initiatives.

Team Leader: Administrator/Faculty TBD

== Tactic #2: First-Year Workshops and Informational Sessions ==

First-years at Bucknell are required to take seven informational seminars that are out on by the University throughout the year. By including dedicated I&E-related seminars in these programs, students will be exposed to the enterpreneurial mindset from an early stage. We hope that this will dramatically help to foster a better entrepreneurial ecosystem on campus. 

Team Leader: Faculty TBD

== Tactic #3: Redesigning Collaborative Student Spaces ==

Although there are many identifiable spaces for student work on campus, there is a lack of truly free, innovative space where students can collaborate creatively. By targeting certain key locations on campus and transforming their "study-room" like spaces, students will have the opportunity to tackle class projects as well as extra curricular ventures in a facilitating environment. 

Team Leader: TBD

= Strategy #2: Increase Awareness of Entrepreneurship and Innovation =

Following are an array of strategies that will fully address Gap #2 over a two to three year period:

== Tactic #1: Student Residential Weekend Workshop ==

*Description: Currently at Bucknell, there are six distinct themed Residential Colleges and many affinity houses. Some of them are closely related to I&E, such as Social Technology Residential College and the Engineering & Innovation House. Students chose to live in those houses are interested in I&E. By creating weekend workshop gatherings, we can foster the collaboration between students and help them start working on their ideas. Getting started is always the first hurdle. This will help students who are already interested in I&E to overcome the get started dilemma.
*Team Leader:: RAs
*Milestones:
**Arrange the first Meeting with RAs on related residential halls and houses.
**Reserve the workshop space and get permission from school.
**RAs arrange the interest meeting on their individual hall.
**Propose a year long weekly events based on student's interests.
**Start the project.

== Tactic #2: TEDx Event ==

*Description: Bucknell currently has a speaker series called: Tech/No. It invites famous authors, businessman, managers to have a open one-on-one interview. Students showed a lot interests in those event. Having a TEDx event will further foster the innovation ecosystem at Bucknell.
*Team Leader:: TBA
*Milestones:
**Apply TEDx event license
**Invite speakers
**Reserve event space
**Advertise the event on campus
**Hold the TEDx event

== Tactic #3: Student Focused Start-up Workshop ==

*Description: Although Small Business Development Center holds start-up workshops regularly, most of these workshops are community oriented. Many of them are off campus and unknown by students. This workshop series will be student focus. Inform interested students with how to start a business, and show them the current available resources. This event will be an introductory event.
*Team Leader:: SBDC student consultants
*Milestones:
**Meet with SBDC director
**Reserve room for workshop
**Invite speakers: Professors, Alumni entrepreneurs, SBDC consultants, etc.
**Advertising the event on campus, fliers, posters, emails
**Holding the workshop

== Tactic #4: KEEN Design Competitions ==

== Tactic #5: Start-Up Weekend ==

== Tactic #6: Creativity Wall ==

Description: This tactic involves locating heavily trafficked areas on campus where a creativity wall can be placed. Open-ended questions would appear on the wall weekly, and students passing by would be free to answer them as they wish. This should get students engaged in thinking outside of the box and also make them comfortable with a deeper level of analysis for everyday considerations. 

Team Leader: Student TBD

= Strategy #3: Curricular Integration =

== Tactic #1: Professors encouraging experiential learning ==

While understanding that students are often restricted to required coursework, it is important to encourage professors in all disciplines to encourage a more experiential and creative approach to group projects. This will allow students from all over the University to experience risk-taking, design thinking, and failure in a new way. 

Team Leader: Student/Administrator/Faculty TBD

== Tactic #2: Course Credit for Entrepreneurial Ventures ==

Currently, students at Bucknell doing research with a Professor during the semester can apply to receive a half-course credit from the University. This same concept would apply to Entrepreneurial Ventures, therefore encouraging and enabling students who want to pursue their ideas but are concerned about courseload, requirements, and free time.

Team Leader: Student TBD

== Tactic #3: KEEN IDEAs Design Courses ==

= Strategy #4: Venture Realization Supports =

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

== Tactic #1: Establish Student Venture Fund ==

Description: Starting a company, finding seed fund is always the most difficult task, especially for student entrepreneurs. Student Venture Fund can help solve this problem by investing enough capital to help student entrepreneurs make their first minimum viable product to show their ideas. This can largely help students who do not have the money to implement their ideas and make them ready for a larger stage. *Team Leader:: Yifan Ge *Milestones: **Get school permission **Register the organization **Find advisers **Seeking funding from interested student, faculty, alumni or staff **Make a fund at endowment office **Plan the first call for proposal and advertise **Hold a proposal review session **Select one project per year and connect the advisers with the student entrepreneurs

== Tactic #2: Student and Alumni Entrepreneur Network ==

*Description: Bucknell has a large successful alumni network. A lot of them are working in finance industry. Also, Bucknell does have one Alumni Entrepreneur Network. However, the students are loosely connect with them. The purpose of this tactic is to bring students and alumni together. By holding gathering event, alumni can get to know the current student entrepreneurs on campus. Possibly they can help them get funding or connect with financial support with their network. They might even join the venture.
*Team Leader:: TBA
*Milestones:
**Contact Alumni Entrepreneur Network
**Contact Alumni Relations office
**Prepare events
**Hold events at Bucknell or New York City

== Tactic #3: Software Development Office ==

*Description: Most of the start-up now are software based. One of the problem student entrepreneur facing are high cost for implementation. Although they may have great ideas, the high price to obtain even a minimum viable product may deter them from pursuing the venture. So this office is aim for providing an inexpensive software development assistant. This will greatly help entrepreneurs to explore new ideas and realize lean start-up.
*Team Leader: Yifan Ge
*Milestones:
**Find developers
**Establish a website
**Get permissions
**Advertise

== Tactic #4: Lean Launch Pad ==

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdDRnNENVbGFFalRhQVR4M2IwM0tJc0E|width=970|height=500}}

{{#widget:Google Form|key=1rzFqy9vu2SIxViBkFG5qS9fLs6B9yqD_WbRrfR84pjw|width=1400|height=1400}}

= Related Links =

[[Bucknell University]]

[[Yifan_Ge|Yifan Ge]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Bucknell University Student Priorities

2014-09-25T04:04:49Z

Arda001:

<div style="float: right; clear: right; margin-left: 10em; margin-right: 10em">[[File:Bucknell University Seal.jpg]]</div>
[http://www.bucknell.edu Bucknell University] is a private liberal arts institution that was founded in 1846. With the College of Arts and Sciences, the College of Engineering and the School of Management, Bucknell has always been aiming to educate well-rounded college graduates with an interdisciplinary mindset.

= Overview =

[[Bucknell University]] has never lack of entrepreneurial pursuits. Over the years, Bucknellians have gone on to found [http://www.lendingtree.com Lending Tree], [http://www.stellaservice.com StellaService], [http://www.homedepot.com Home Depot], [http://www.kiva.org Kiva.org], [http://www.quidsi.com Quidsi], [http://www.thepit.com The Pit], [http://ycomibnator.com Y-Combinator], [http://www.integralife.com Integra Life Sciences], and countless other successful ventures. In the latest Higher Education Research Institute (HERI) survey, 35% of incoming Bucknell students indicated that "Becoming successful in a business of my own" was ''essential'' or ''very important'' to them. At Bucknell, there are many actions have been taken to create a better entrepreneurial ecosystem with the belief that this is something students want. With its new president, President John Bravman's extensive support on improving the entrepreneurship on campus, many previously uncoordinated efforts have been synthesized in a much more effective way. In the rest of the article, the detailed entrepreneurship programs available for both student faculty, as well as the resources available to further nurture the entrepreneurial endeavors.

At the same time, Bucknell's small size and rural location inherited some limitations on its ecosystem. Two most prominent gaps are insufficient entrepreneur awareness on campus, and weak financial and network support.

''Insufficient Entrepreneur Awareness'' Although we have a lot of resources available for students, yet most of students are unaware of their existence. Events are not arranged frequently; students don't show up; lack of followup events. These are all the problems that current Bucknell problems are struggling. To increase the student awareness and benefit most from the existing facility are the key to a growing ecosystem.

''Weak Financial and Network Support'' Since Bucknell doesn't have any fund resources for student ventures, looking for the first seed fund is very hard for student entrepreneurs. The most financial support that a student can get from Bucknell is by winning the Business competition which gives $1,500 to the first place, $1,000 to the second, and the third gets $500. Considering making a minimum viable product for a software app can easily go up to $5,000, these financial input couldn't help much.

 Link to Prezi overview of campus ecosystem:

{{#Widget:Prezis|id=aq5sfmmkascg|width=600p|height=400p}}

= Calling all Students =

'''Informational Session'''

*Where: Dana Engineering Building, Room 137
*When: Wednesday 10/30, 5:00pm
*RSVP: ygg001@bucknell

[[File:IsBucknellReadyForEntrepreneurs.PNG]]

= Strategy #1: Influencing the Campus Climate =

The following are an array of strategies that wil fully address gap #1 over a two to three year period:

== Tactic #1: I&E Advisory Board ==

Description: The I&E Advisory Board will be made up of selected faculty, administration, and students who will serve as a structure that supports and guides students in their entrepreneurial undertakings. This includes but is not limited to linking them with resources internal and external to campus as well as actively seeking out opportunities for new initiatives.

Team Leader: Administrator/Faculty TBD

== Tactic #2: First-Year Workshops and Informational Sessions ==

First-years at Bucknell are required to take seven informational seminars that are out on by the University throughout the year. By including dedicated I&E-related seminars in these programs, students will be exposed to the enterpreneurial mindset from an early stage. We hope that this will dramatically help to foster a better entrepreneurial ecosystem on campus. 

Team Leader: Faculty TBD

== Tactic #3: Redesigning Collaborative Student Spaces ==

Although there are many identifiable spaces for student work on campus, there is a lack of truly free, innovative space where students can collaborate creatively. By targeting certain key locations on campus and transforming their "study-room" like spaces, students will have the opportunity to tackle class projects as well as extra curricular ventures in a facilitating environment. 

Team Leader: TBD

= Strategy #2: Increase Awareness of Entrepreneurship and Innovation =

Following are an array of strategies that will fully address Gap #2 over a two to three year period:

== Tactic #1: Student Residential Weekend Workshop ==

*Description: Currently at Bucknell, there are six distinct themed Residential Colleges and many affinity houses. Some of them are closely related to I&E, such as Social Technology Residential College and the Engineering & Innovation House. Students chose to live in those houses are interested in I&E. By creating weekend workshop gatherings, we can foster the collaboration between students and help them start working on their ideas. Getting started is always the first hurdle. This will help students who are already interested in I&E to overcome the get started dilemma.
*Team Leader:: RAs
*Milestones:
**Arrange the first Meeting with RAs on related residential halls and houses.
**Reserve the workshop space and get permission from school.
**RAs arrange the interest meeting on their individual hall.
**Propose a year long weekly events based on student's interests.
**Start the project.

== Tactic #2: TEDx Event ==

*Description: Bucknell currently has a speaker series called: Tech/No. It invites famous authors, businessman, managers to have a open one-on-one interview. Students showed a lot interests in those event. Having a TEDx event will further foster the innovation ecosystem at Bucknell.
*Team Leader:: TBA
*Milestones:
**Apply TEDx event license
**Invite speakers
**Reserve event space
**Advertise the event on campus
**Hold the TEDx event

== Tactic #3: Student Focused Start-up Workshop ==

*Description: Although Small Business Development Center holds start-up workshops regularly, most of these workshops are community oriented. Many of them are off campus and unknown by students. This workshop series will be student focus. Inform interested students with how to start a business, and show them the current available resources. This event will be an introductory event.
*Team Leader:: SBDC student consultants
*Milestones:
**Meet with SBDC director
**Reserve room for workshop
**Invite speakers: Professors, Alumni entrepreneurs, SBDC consultants, etc.
**Advertising the event on campus, fliers, posters, emails
**Holding the workshop

== Tactic #4: KEEN Design Competitions ==

== Tactic #5: Start-Up Weekend ==

== Tactic #6: Creativity Wall ==

Description: This tactic involves locating heavily trafficked areas on campus where a creativity wall can be placed. Open-ended questions would appear on the wall weekly, and students passing by would be free to answer them as they wish. This should get students engaged in thinking outside of the box and also make them comfortable with a deeper level of analysis for everyday considerations. 

Team Leader: Student TBD

= Strategy #3: Curricular Integration =

== Tactic #1: Professors encouraging experiential learning ==

While understanding that students are often restricted to required coursework, it is important to encourage professors in all disciplines to encourage a more experiential and creative approach to group projects. This will allow students from all over the University to experience risk-taking, design thinking, and failure in a new way. 

Team Leader: Student/Administrator/Faculty TBD

== Tactic #2: Course Credit for Entrepreneurial Ventures ==

== Tactic #3: KEEN IDEAs Design Courses ==

= Strategy #4: Venture Realization Supports =

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

== Tactic #1: Establish Student Venture Fund ==

Description: Starting a company, finding seed fund is always the most difficult task, especially for student entrepreneurs. Student Venture Fund can help solve this problem by investing enough capital to help student entrepreneurs make their first minimum viable product to show their ideas. This can largely help students who do not have the money to implement their ideas and make them ready for a larger stage. *Team Leader:: Yifan Ge *Milestones: **Get school permission **Register the organization **Find advisers **Seeking funding from interested student, faculty, alumni or staff **Make a fund at endowment office **Plan the first call for proposal and advertise **Hold a proposal review session **Select one project per year and connect the advisers with the student entrepreneurs

== Tactic #2: Student and Alumni Entrepreneur Network ==

*Description: Bucknell has a large successful alumni network. A lot of them are working in finance industry. Also, Bucknell does have one Alumni Entrepreneur Network. However, the students are loosely connect with them. The purpose of this tactic is to bring students and alumni together. By holding gathering event, alumni can get to know the current student entrepreneurs on campus. Possibly they can help them get funding or connect with financial support with their network. They might even join the venture.
*Team Leader:: TBA
*Milestones:
**Contact Alumni Entrepreneur Network
**Contact Alumni Relations office
**Prepare events
**Hold events at Bucknell or New York City

== Tactic #3: Software Development Office ==

*Description: Most of the start-up now are software based. One of the problem student entrepreneur facing are high cost for implementation. Although they may have great ideas, the high price to obtain even a minimum viable product may deter them from pursuing the venture. So this office is aim for providing an inexpensive software development assistant. This will greatly help entrepreneurs to explore new ideas and realize lean start-up.
*Team Leader: Yifan Ge
*Milestones:
**Find developers
**Establish a website
**Get permissions
**Advertise

== Tactic #4: Lean Launch Pad ==

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdDRnNENVbGFFalRhQVR4M2IwM0tJc0E|width=970|height=500}}

{{#widget:Google Form|key=1rzFqy9vu2SIxViBkFG5qS9fLs6B9yqD_WbRrfR84pjw|width=1400|height=1400}}

= Related Links =

[[Bucknell University]]

[[Yifan_Ge|Yifan Ge]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Bucknell University Student Priorities

2014-09-25T04:02:51Z

Arda001:

<div style="float: right; clear: right; margin-left: 10em; margin-right: 10em">[[File:Bucknell University Seal.jpg]]</div>
[http://www.bucknell.edu Bucknell University] is a private liberal arts institution that was founded in 1846. With the College of Arts and Sciences, the College of Engineering and the School of Management, Bucknell has always been aiming to educate well-rounded college graduates with an interdisciplinary mindset.

= Overview =

[[Bucknell University]] has never lack of entrepreneurial pursuits. Over the years, Bucknellians have gone on to found [http://www.lendingtree.com Lending Tree], [http://www.stellaservice.com StellaService], [http://www.homedepot.com Home Depot], [http://www.kiva.org Kiva.org], [http://www.quidsi.com Quidsi], [http://www.thepit.com The Pit], [http://ycomibnator.com Y-Combinator], [http://www.integralife.com Integra Life Sciences], and countless other successful ventures. In the latest Higher Education Research Institute (HERI) survey, 35% of incoming Bucknell students indicated that "Becoming successful in a business of my own" was ''essential'' or ''very important'' to them. At Bucknell, there are many actions have been taken to create a better entrepreneurial ecosystem with the belief that this is something students want. With its new president, President John Bravman's extensive support on improving the entrepreneurship on campus, many previously uncoordinated efforts have been synthesized in a much more effective way. In the rest of the article, the detailed entrepreneurship programs available for both student faculty, as well as the resources available to further nurture the entrepreneurial endeavors.

At the same time, Bucknell's small size and rural location inherited some limitations on its ecosystem. Two most prominent gaps are insufficient entrepreneur awareness on campus, and weak financial and network support.

''Insufficient Entrepreneur Awareness'' Although we have a lot of resources available for students, yet most of students are unaware of their existence. Events are not arranged frequently; students don't show up; lack of followup events. These are all the problems that current Bucknell problems are struggling. To increase the student awareness and benefit most from the existing facility are the key to a growing ecosystem.

''Weak Financial and Network Support'' Since Bucknell doesn't have any fund resources for student ventures, looking for the first seed fund is very hard for student entrepreneurs. The most financial support that a student can get from Bucknell is by winning the Business competition which gives $1,500 to the first place, $1,000 to the second, and the third gets $500. Considering making a minimum viable product for a software app can easily go up to $5,000, these financial input couldn't help much.

 Link to Prezi overview of campus ecosystem:

{{#Widget:Prezis|id=aq5sfmmkascg|width=600p|height=400p}}

= Calling all Students =

'''Informational Session'''

*Where: Dana Engineering Building, Room 137
*When: Wednesday 10/30, 5:00pm
*RSVP: ygg001@bucknell

[[File:IsBucknellReadyForEntrepreneurs.PNG]]

= Strategy #1: Influencing the Campus Climate =

The following are an array of strategies that wil fully address gap #1 over a two to three year period:

== Tactic #1: I&E Advisory Board ==

Description: The I&E Advisory Board will be made up of selected faculty, administration, and students who will serve as a structure that supports and guides students in their entrepreneurial undertakings. This includes but is not limited to linking them with resources internal and external to campus as well as actively seeking out opportunities for new initiatives.

Team Leader: Administrator/Faculty TBD

== Tactic #2: First-Year Workshops and Informational Sessions ==

First-years at Bucknell are required to take seven informational seminars that are out on by the University throughout the year. By including dedicated I&E-related seminars in these programs, students will be exposed to the enterpreneurial mindset from an early stage. We hope that this will dramatically help to foster a better entrepreneurial ecosystem on campus. 

Team Leader: Faculty TBD

== Tactic #3: Redesigning Collaborative Student Spaces ==

Although there are many identifiable spaces for student work on campus, there is a lack of truly free, innovative space where students can collaborate creatively. By targeting certain key locations on campus and transforming their "study-room" like spaces, students will have the opportunity to tackle class projects as well as extra curricular ventures in a facilitating environment. 

Team Leader: TBD

= Strategy #2: Increase Awareness of Entrepreneurship and Innovation =

Following are an array of strategies that will fully address Gap #2 over a two to three year period:

== Tactic #1: Student Residential Weekend Workshop ==

*Description: Currently at Bucknell, there are six distinct themed Residential Colleges and many affinity houses. Some of them are closely related to I&E, such as Social Technology Residential College and the Engineering & Innovation House. Students chose to live in those houses are interested in I&E. By creating weekend workshop gatherings, we can foster the collaboration between students and help them start working on their ideas. Getting started is always the first hurdle. This will help students who are already interested in I&E to overcome the get started dilemma.
*Team Leader:: RAs
*Milestones:
**Arrange the first Meeting with RAs on related residential halls and houses.
**Reserve the workshop space and get permission from school.
**RAs arrange the interest meeting on their individual hall.
**Propose a year long weekly events based on student's interests.
**Start the project.

== Tactic #2: TEDx Event ==

*Description: Bucknell currently has a speaker series called: Tech/No. It invites famous authors, businessman, managers to have a open one-on-one interview. Students showed a lot interests in those event. Having a TEDx event will further foster the innovation ecosystem at Bucknell.
*Team Leader:: TBA
*Milestones:
**Apply TEDx event license
**Invite speakers
**Reserve event space
**Advertise the event on campus
**Hold the TEDx event

== Tactic #3: Student Focused Start-up Workshop ==

*Description: Although Small Business Development Center holds start-up workshops regularly, most of these workshops are community oriented. Many of them are off campus and unknown by students. This workshop series will be student focus. Inform interested students with how to start a business, and show them the current available resources. This event will be an introductory event.
*Team Leader:: SBDC student consultants
*Milestones:
**Meet with SBDC director
**Reserve room for workshop
**Invite speakers: Professors, Alumni entrepreneurs, SBDC consultants, etc.
**Advertising the event on campus, fliers, posters, emails
**Holding the workshop

== Tactic #4: KEEN Design Competitions ==

== Tactic #5: Start-Up Weekend ==

== Tactic #6: Creativity Wall ==

Description: This tactic involves locating heavily trafficked areas on campus where a creativity wall can be placed. Open-ended questions would appear on the wall weekly, and students passing by would be free to answer them as they wish. This should get students engaged in thinking outside of the box and also make them comfortable with a deeper level of analysis for everyday considerations. 

Team Leader: Student TBD

= Strategy #3: Curricular Integration =

== Tactic #1: Professors encouraging experiential learning ==

== Tactic #2: Course Credit for Entrepreneurial Ventures ==

== Tactic #3: KEEN IDEAs Design Courses ==

= Strategy #4: Venture Realization Supports =

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

== Tactic #1: Establish Student Venture Fund ==

Description: Starting a company, finding seed fund is always the most difficult task, especially for student entrepreneurs. Student Venture Fund can help solve this problem by investing enough capital to help student entrepreneurs make their first minimum viable product to show their ideas. This can largely help students who do not have the money to implement their ideas and make them ready for a larger stage. *Team Leader:: Yifan Ge *Milestones: **Get school permission **Register the organization **Find advisers **Seeking funding from interested student, faculty, alumni or staff **Make a fund at endowment office **Plan the first call for proposal and advertise **Hold a proposal review session **Select one project per year and connect the advisers with the student entrepreneurs

== Tactic #2: Student and Alumni Entrepreneur Network ==

*Description: Bucknell has a large successful alumni network. A lot of them are working in finance industry. Also, Bucknell does have one Alumni Entrepreneur Network. However, the students are loosely connect with them. The purpose of this tactic is to bring students and alumni together. By holding gathering event, alumni can get to know the current student entrepreneurs on campus. Possibly they can help them get funding or connect with financial support with their network. They might even join the venture.
*Team Leader:: TBA
*Milestones:
**Contact Alumni Entrepreneur Network
**Contact Alumni Relations office
**Prepare events
**Hold events at Bucknell or New York City

== Tactic #3: Software Development Office ==

*Description: Most of the start-up now are software based. One of the problem student entrepreneur facing are high cost for implementation. Although they may have great ideas, the high price to obtain even a minimum viable product may deter them from pursuing the venture. So this office is aim for providing an inexpensive software development assistant. This will greatly help entrepreneurs to explore new ideas and realize lean start-up.
*Team Leader: Yifan Ge
*Milestones:
**Find developers
**Establish a website
**Get permissions
**Advertise

== Tactic #4: Lean Launch Pad ==

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdDRnNENVbGFFalRhQVR4M2IwM0tJc0E|width=970|height=500}}

{{#widget:Google Form|key=1rzFqy9vu2SIxViBkFG5qS9fLs6B9yqD_WbRrfR84pjw|width=1400|height=1400}}

= Related Links =

[[Bucknell University]]

[[Yifan_Ge|Yifan Ge]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Bucknell University Student Priorities

2014-09-25T04:00:50Z

Arda001:

<div style="float: right; clear: right; margin-left: 10em; margin-right: 10em">[[File:Bucknell University Seal.jpg]]</div>
[http://www.bucknell.edu Bucknell University] is a private liberal arts institution that was founded in 1846. With the College of Arts and Sciences, the College of Engineering and the School of Management, Bucknell has always been aiming to educate well-rounded college graduates with an interdisciplinary mindset.

= Overview =

[[Bucknell University]] has never lack of entrepreneurial pursuits. Over the years, Bucknellians have gone on to found [http://www.lendingtree.com Lending Tree], [http://www.stellaservice.com StellaService], [http://www.homedepot.com Home Depot], [http://www.kiva.org Kiva.org], [http://www.quidsi.com Quidsi], [http://www.thepit.com The Pit], [http://ycomibnator.com Y-Combinator], [http://www.integralife.com Integra Life Sciences], and countless other successful ventures. In the latest Higher Education Research Institute (HERI) survey, 35% of incoming Bucknell students indicated that "Becoming successful in a business of my own" was ''essential'' or ''very important'' to them. At Bucknell, there are many actions have been taken to create a better entrepreneurial ecosystem with the belief that this is something students want. With its new president, President John Bravman's extensive support on improving the entrepreneurship on campus, many previously uncoordinated efforts have been synthesized in a much more effective way. In the rest of the article, the detailed entrepreneurship programs available for both student faculty, as well as the resources available to further nurture the entrepreneurial endeavors.

At the same time, Bucknell's small size and rural location inherited some limitations on its ecosystem. Two most prominent gaps are insufficient entrepreneur awareness on campus, and weak financial and network support.

''Insufficient Entrepreneur Awareness'' Although we have a lot of resources available for students, yet most of students are unaware of their existence. Events are not arranged frequently; students don't show up; lack of followup events. These are all the problems that current Bucknell problems are struggling. To increase the student awareness and benefit most from the existing facility are the key to a growing ecosystem.

''Weak Financial and Network Support'' Since Bucknell doesn't have any fund resources for student ventures, looking for the first seed fund is very hard for student entrepreneurs. The most financial support that a student can get from Bucknell is by winning the Business competition which gives $1,500 to the first place, $1,000 to the second, and the third gets $500. Considering making a minimum viable product for a software app can easily go up to $5,000, these financial input couldn't help much.

 Link to Prezi overview of campus ecosystem:

{{#Widget:Prezis|id=aq5sfmmkascg|width=600p|height=400p}}

= Calling all Students =

'''Informational Session'''

*Where: Dana Engineering Building, Room 137
*When: Wednesday 10/30, 5:00pm
*RSVP: ygg001@bucknell

[[File:IsBucknellReadyForEntrepreneurs.PNG]]

= Strategy #1: Influencing the Campus Climate =

The following are an array of strategies that wil fully address gap #1 over a two to three year period:

== Tactic #1: I&E Advisory Board ==

Description: The I&E Advisory Board will be made up of selected faculty, administration, and students who will serve as a structure that supports and guides students in their entrepreneurial undertakings. This includes but is not limited to linking them with resources internal and external to campus as well as actively seeking out opportunities for new initiatives.

Team Leader: Administrator/Faculty TBD

== Tactic #2: First-Year Workshops and Informational Sessions ==

First-years at Bucknell are required to take seven informational seminars that are out on by the University throughout the year. By including dedicated I&E-related seminars in these programs, students will be exposed to the enterpreneurial mindset from an early stage. We hope that this will dramatically help to foster a better entrepreneurial ecosystem on campus. 

Team Leader: Faculty TBD

== Tactic #3: Redesigning Collaborative Student Spaces ==

Although there are many identifiable spaces for student work on campus, there is a lack of truly free, innovative space where students can collaborate creatively. By targeting certain key locations on campus and transforming their "study-room" like spaces, students will have the opportunity to tackle class projects as well as extra curricular ventures in a facilitating environment. 

Team Leader: TBD

= Strategy #2: Increase Awareness of Entrepreneurship and Innovation =

Following are an array of strategies that will fully address Gap #2 over a two to three year period:

== Tactic #1: Student Residential Weekend Workshop ==

*Description: Currently at Bucknell, there are six distinct themed Residential Colleges and many affinity houses. Some of them are closely related to I&E, such as Social Technology Residential College and the Engineering & Innovation House. Students chose to live in those houses are interested in I&E. By creating weekend workshop gatherings, we can foster the collaboration between students and help them start working on their ideas. Getting started is always the first hurdle. This will help students who are already interested in I&E to overcome the get started dilemma.
*Team Leader:: RAs
*Milestones:
**Arrange the first Meeting with RAs on related residential halls and houses.
**Reserve the workshop space and get permission from school.
**RAs arrange the interest meeting on their individual hall.
**Propose a year long weekly events based on student's interests.
**Start the project.

== Tactic #2: TEDx Event ==

*Description: Bucknell currently has a speaker series called: Tech/No. It invites famous authors, businessman, managers to have a open one-on-one interview. Students showed a lot interests in those event. Having a TEDx event will further foster the innovation ecosystem at Bucknell.
*Team Leader:: TBA
*Milestones:
**Apply TEDx event license
**Invite speakers
**Reserve event space
**Advertise the event on campus
**Hold the TEDx event

== Tactic #3: Student Focused Start-up Workshop ==

*Description: Although Small Business Development Center holds start-up workshops regularly, most of these workshops are community oriented. Many of them are off campus and unknown by students. This workshop series will be student focus. Inform interested students with how to start a business, and show them the current available resources. This event will be an introductory event.
*Team Leader:: SBDC student consultants
*Milestones:
**Meet with SBDC director
**Reserve room for workshop
**Invite speakers: Professors, Alumni entrepreneurs, SBDC consultants, etc.
**Advertising the event on campus, fliers, posters, emails
**Holding the workshop

== Tactic #4: KEEN Design Competitions ==

== Tactic #5: Start-Up Weekend ==

== Tactic #6: Creativity Wall ==

= Strategy #3: Curricular Integration =

== Tactic #1: Professors encouraging experiential learning ==

== Tactic #2: Course Credit for Entrepreneurial Ventures ==

== Tactic #3: KEEN IDEAs Design Courses ==

= Strategy #4: Venture Realization Supports =

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

== Tactic #1: Establish Student Venture Fund ==

Description: Starting a company, finding seed fund is always the most difficult task, especially for student entrepreneurs. Student Venture Fund can help solve this problem by investing enough capital to help student entrepreneurs make their first minimum viable product to show their ideas. This can largely help students who do not have the money to implement their ideas and make them ready for a larger stage. *Team Leader:: Yifan Ge *Milestones: **Get school permission **Register the organization **Find advisers **Seeking funding from interested student, faculty, alumni or staff **Make a fund at endowment office **Plan the first call for proposal and advertise **Hold a proposal review session **Select one project per year and connect the advisers with the student entrepreneurs

== Tactic #2: Student and Alumni Entrepreneur Network ==

*Description: Bucknell has a large successful alumni network. A lot of them are working in finance industry. Also, Bucknell does have one Alumni Entrepreneur Network. However, the students are loosely connect with them. The purpose of this tactic is to bring students and alumni together. By holding gathering event, alumni can get to know the current student entrepreneurs on campus. Possibly they can help them get funding or connect with financial support with their network. They might even join the venture.
*Team Leader:: TBA
*Milestones:
**Contact Alumni Entrepreneur Network
**Contact Alumni Relations office
**Prepare events
**Hold events at Bucknell or New York City

== Tactic #3: Software Development Office ==

*Description: Most of the start-up now are software based. One of the problem student entrepreneur facing are high cost for implementation. Although they may have great ideas, the high price to obtain even a minimum viable product may deter them from pursuing the venture. So this office is aim for providing an inexpensive software development assistant. This will greatly help entrepreneurs to explore new ideas and realize lean start-up.
*Team Leader: Yifan Ge
*Milestones:
**Find developers
**Establish a website
**Get permissions
**Advertise

== Tactic #4: Lean Launch Pad ==

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdDRnNENVbGFFalRhQVR4M2IwM0tJc0E|width=970|height=500}}

{{#widget:Google Form|key=1rzFqy9vu2SIxViBkFG5qS9fLs6B9yqD_WbRrfR84pjw|width=1400|height=1400}}

= Related Links =

[[Bucknell University]]

[[Yifan_Ge|Yifan Ge]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Bucknell University Student Priorities

2014-09-25T03:59:08Z

Arda001:

Priorities:Bucknell University Student Priorities

2014-09-25T03:56:51Z

Arda001:

Priorities:Bucknell University Student Priorities

2014-09-25T03:56:28Z

Arda001:

Priorities:Bucknell University Student Priorities

2014-09-24T05:05:34Z

Arda001:

Priorities:Bucknell University Student Priorities

2014-09-24T05:02:41Z

Arda001:

Priorities:Bucknell University Student Priorities

2014-09-24T04:58:42Z

Arda001:

Resource:How to create an innovation space within a library.jpg

2014-09-06T20:15:44Z

Arda001:

= Introduction =

An innovation space is a physical location where people gather to share resources and knowledge, work on projects, network, and build. The idea of a collaborative studio space for creative endeavors within a library has received growing support from the makers movement. By allowing this space to exist in a central campus location, such as a University library, a new energy may be built around multidisciplinary collaborative efforts. However, launching such a space is no easy task. The following categories must be considered carefully when deciding to embark on this project. 

= [[File:How to create an innovation space within a library.jpg|thumb|right|How to create an innovation space within a library]] =

= Needs and Objectives =

The first step to solving any problem is ensuring that one fully understands the needs, goals, and objectives of all stakeholders involved with the process. The first step in creating an innovation space within a library should encompass what the organizing body hopes to bring to campus with the new space, as well as what they feel those that are utilizing or affected by the space will want and expect.  Identifying the campus needs for the initiative will positively contribute to academic permission efforts and a successful launch. Coincidentally, a set of predetermined objectives will be crucial to the developmental success of the space. How will the space impact the campus community? Who will utilize and manage the space? These questions, and many more, will help focus efforts towards centralized objectives. 

= =

= Designing the space =

Designing the innovation space itself can be a daunting task. Although some driven leaders may be tempted to take on all of the design work themselves, it is very difficult to have enough time and expertise to successfully complete the task on your own. Even in the early stages, strongly consider reaching out for help, whether it is from faculty, administration, students, or third-party services such as betaversity. Keep in mind that a group who thinks broadly will be ideal when building a space that is made to cultivate and nourish diverse minds. 

= =

= Support and Academic Permission  =

Support for the innovation space would be generated from a large group of passionate students who all share the common goal of developing the idea of the space into reality. Achieving an adequate amount of supporting students adds volume to the request for the space. University administrators are more compelled to actually listen to the needs of a large group of students making a movement on campus. Keep in mind, approaching the right people enthusiastically while focusing on the direct benefits for both the student body and the university. A good person to start with might be the library director.
<div> </div>
 

= =

= Management and Promotion of Space =

Deciding on the management structure of the space will be a critical aspect in the life of the space. Always keep in mind that the needs of different campuses may vary. Ultimately, adopting a resource-appreciative culture would allow the space to blossom. In addition to assigning a space leader, establishing mutual respect within the group will be fundamental. Other management options could include using card access to enter the room, however, this may impact the free movement of students; it depends on the needs of the campus.   

= =

= Activities =

There are various activities that could be hosted in this space. Initially, it is important to host events regularly to maintain student interest. Some activities may include small ideation forums that encourage student collaboration of ideas and workshops geared at building the skill-set of students. Additionally, it would be recommendable to invite faculty to make presentations or host their own workshops in the innovation space. Inviting other clubs to use the space for their activities and meetings would also increase the awareness of the existence of the new space as well.
<div> </div>

= =

= Lessons and Tips  =

- Do not be afraid to ask!

- Dont be afraid to go straight to the person in charge, its better than bouncing around

- Do not be afraid to collaborate with anyone from anywhere. You never know who will have the best ideas or advice

- Negotiate a lot. Dont give up on your idea.

Resource:How to create an innovation space within a library.jpg

2014-09-06T20:12:38Z

Arda001:

= Introduction =

An innovation space is a physical location where people gather to share resources and knowledge, work on projects, network, and build. The idea of a collaborative studio space for creative endeavors within a library has received growing support from the makers movement. By allowing this space to exist in a central campus location, such as a University library, a new energy may be built around multidisciplinary collaborative efforts. However, launching such a space is no easy task. The following categories must be considered carefully when deciding to embark on this project. 

= [[File:How to create an innovation space within a library.jpg|thumb|right|How to create an innovation space within a library]] =

= Needs and Objectives =

The first step to solving any problem is ensuring that one fully understands the needs, goals, and objectives of all stakeholders involved with the process. The first step in creating an innovation space within a library should encompass what the organizing body hopes to bring to campus with the new space, as well as what they feel those that are utilizing or affected by the space will want and expect.  Identifying the campus needs for the initiative will positively contribute to academic permission efforts and a successful launch. Coincidentally, a set of predetermined objectives will be crucial to the developmental success of the space. How will the space impact the campus community? Who will utilize and manage the space? These questions, and many more, will help focus efforts towards centralized objectives. 

= =

= Designing the space =

Designing the innovation space itself can be a daunting task. Although some driven leaders may be tempted to take on all of the design work themselves, it is very difficult to have enough time and expertise to successfully complete the task on your own. Even in the early stages, strongly consider reaching out for help, whether it is from faculty, administration, students, or third-party services such as betaversity. Keep in mind that a group who thinks broadly will be ideal when building a space that is made to cultivate and nourish diverse minds. 

= =

= Support and Academic Permission  =

Support for the innovation space would be generated from a large group of passionate students who all share the common goal of developing the idea of the space into reality. Achieving an adequate amount of supporting students adds volume to the request for the space. University administrators are more compelled to actually listen to the needs of a large group of students making a movement on campus. Keep in mind, approaching the right people enthusiastically while focusing on the direct benefits for both the student body and the university. A good person to start with might be the library director.
<div> </div>
 

= =

= Management and Promotion of Space =

Deciding on the management structure of the space will be a critical aspect in the life of the space. Always keep in mind that the needs of different campuses may vary. Ultimately, adopting a resource-appreciative culture would allow the space to blossom. In addition to assigning a space leader, establishing mutual respect within the group will be fundamental. Other management options could include using card access to enter the room, however, this may impact the free movement of students; it depends on the needs of the campus.   

= =

= Activities =

There are various activities that could be hosted in this space. Initially, it is important to host events regularly to maintain student interest. Some activities may include small ideation forums that encourage student collaboration of ideas and workshops geared at building the skill-set of students. Additionally, it would be recommendable to invite faculty to make presentations or host their own workshops in the innovation space. Inviting other clubs to use the space for their activities and meetings would also increase the awareness of the existence of the new space as well.
<div> </div>

= =

= Lessons and Tips  =

- Do not be afraid to ask! Wouldn’t have considered going to the top but its better than bouncing around

- Do not be afraid to collaborate with anyone from anywhere, never know who will have the best advice

- Negotiate a lot

Resource:How to create an innovation space within a library.jpg

2014-09-06T20:10:38Z

Arda001:

= Introduction =

An innovation space is a physical location where people gather to share resources and knowledge, work on projects, network, and build. The idea of a collaborative studio space for creative endeavors within a library has received growing support from the makers movement. By allowing this space to exist in a central campus location, such as a University library, a new energy may be built around multidisciplinary collaborative efforts. However, launching such a space is no easy task. The following categories must be considered carefully when deciding to embark on this project. 

= [[File:How to create an innovation space within a library.jpg|thumb|right|How to create an innovation space within a library]] =

= Needs and Objectives =

The first step to solving any problem is ensuring that one fully understands the needs, goals, and objectives of all stakeholders involved with the process. The first step in creating an innovation space within a library should encompass what the organizing body hopes to bring to campus with the new space, as well as what they feel those that are utilizing or affected by the space will want and expect.  Identifying the campus needs for the initiative will positively contribute to academic permission efforts and a successful launch. Coincidentally, a set of predetermined objectives will be crucial to the developmental success of the space. How will the space impact the campus community? Who will utilize and manage the space? These questions, and many more, will help focus efforts towards centralized objectives. 

= =

= Designing the space =

Designing the innovation space itself can be a daunting task. Although some driven leaders may be tempted to take on all of the design work themselves, it is very difficult to have enough time and expertise to successfully complete the task on your own. Even in the early stages, strongly consider reaching out for help, whether it is from faculty, administration, students, or third-party services such as betaversity. Keep in mind that a group who thinks broadly will be ideal when building a space that is made to cultivate and nourish diverse minds. 

= =

= Support and Academic Permission  =

Support for the innovation space would be generated from a large group of passionate students who all share the common goal of developing the idea of the space into reality. Achieving an adequate amount of supporting students adds volume to the request for the space. University administrators are more compelled to actually listen to the needs of a large group of students making a movement on campus. Keep in mind, approaching the right people enthusiastically while focusing on the direct benefits for both the student body and the university. A good person to start with might be the library director.
<div> </div>
 

= =

= Management and Promotion of Space =

Deciding on the management structure of the space will be a critical aspect in the life of the space. Always keep in mind that the needs of different campuses may vary. Ultimately, adopting a resource-appreciative culture would allow the space to blossom. In addition to assigning a space leader, establishing mutual respect within the group will be fundamental. Other management options could include using card access to enter the room, however, this may impact the free movement of students; it depends on the needs of the campus.   

= =

= Activities =

There are various activities that could be hosted in this space but it would be important to host events regularly to maintain student interest. Some activities may include small ideation forums that encourage student collaboration of ideas and workshops geared at building the skill set of students. Additionally, it would be recommendable to invite faculty to make presentations or host their own workshops in the innovation space. Inviting other clubs to use the space for their activities would also increase the awareness of the existence of the new space as well.
<div> </div>
= =

= Lessons and Tips  =

- Do not be afraid to ask! Wouldn’t have considered going to the top but its better than bouncing around

- Do not be afraid to collaborate with anyone from anywhere, never know who will have the best advice

- Negotiate a lot

Resource:How to create an innovation space within a library.jpg

2014-09-06T20:06:12Z

Arda001:

= Introduction =

An innovation space is a physical location where people gather to share resources and knowledge, work on projects, network, and build. The idea of a collaborative studio space for creative endeavors within a library has received growing support from the makers movement. By allowing this space to exist in a central campus location, such as a University library, a new energy may be built around multidisciplinary collaborative efforts. However, launching such a space is no easy task. The following categories must be considered carefully when deciding to embark on this project. 

= [[File:How to create an innovation space within a library.jpg|thumb|right|How to create an innovation space within a library]] =

= Needs and Objectives =

The first step to solving any problem is ensuring that one fully understands the needs, goals, and objectives of all stakeholders involved with the process. The first step in creating an innovation space within a library should encompass what the organizing body hopes to bring to campus with the new space, as well as what they feel those that are utilizing or affected by the space will want and expect.  Identifying the campus needs for the initiative will positively contribute to academic permission efforts and a successful launch. Coincidentally, a set of predetermined objectives will be crucial to the developmental success of the space. How will the space impact the campus community? Who will utilize and manage the space? These questions, and many more, will help focus efforts towards centralized objectives. 

= =

= Designing the space =

Designing the innovation space itself can be a daunting task. Although some driven leaders may be tempted to take on all of the design work themselves, it is very difficult to have enough time and expertise to successfully complete the task on your own. Even in the early stages, strongly consider reaching out for help, whether it is from faculty, administration, students, or third-party services such as betaversity. Keep in mind that a group who thinks broadly will be ideal when building a space that is made to cultivate and nourish diverse minds. 

= =

= Support and Academic Permission  =

Support for the innovation space would be generated from a large group of passionate students who all share the common goal of developing the idea of the space into reality. Achieving an adequate amount of supporting students adds volume to the request for the space. University administrators are more compelled to actually listen to the needs of a large group of students making a movement on campus. Keep in mind, approaching the right people enthusiastically while focusing on the direct benefits for both the student body and the university. A good person to start with might be the library director.
<div> </div>
 

= =

= Management and Promotion of Space =

Deciding on the management structure of the space will be a critical aspect in the life of the space but the needs of different campuses may vary. Ultimately, adopting a culture of appreciating resources provided and protecting them for other students could benefit would allow the space to blossom. Establishing mutual respect within the group will be fundamental in addition to assigning a space leader. Other management options could include using card access to enter the room in an effort to protect equipment or resources. However, this may impact the free movement of students; it depends on the needs of the campus.   

= =

= Activities =

There are various activities that could be hosted in this space but it would be important to host events regularly to maintain student interest. Some activities may include small ideation forums that encourage student collaboration of ideas and workshops geared at building the skill set of students. Additionally, it would be recommendable to invite faculty to make presentations or host their own workshops in the innovation space. Inviting other clubs to use the space for their activities would also increase the awareness of the existence of the new space as well.
<div> </div>
= =

= Lessons and Tips  =

- Do not be afraid to ask! Wouldn’t have considered going to the top but its better than bouncing around

- Do not be afraid to collaborate with anyone from anywhere, never know who will have the best advice

- Negotiate a lot

Resource:How to create an innovation space within a library.jpg

2014-09-06T20:05:41Z

Arda001:

= Introduction =

An innovation space is a physical location where people gather to share resources and knowledge, work on projects, network, and build. The idea of a collaborative studio space for creative endeavors within a library has received growing support from the makers movement. By allowing this space to exist in a central campus location, such as a University library, a new energy may be built around multidisciplinary collaborative efforts. However, launching such a space is no easy task. The following categories must be considered carefully when deciding to embark on this project. 

= [[File:How to create an innovation space within a library.jpg|thumb|right|How to create an innovation space within a library]] =

= Needs and Objectives =

The first step to solving any problem is ensuring that one fully understands the needs, goals, and objectives of all stakeholders involved with the process. The first step in creating an innovation space within a library should encompass what the organizing body hopes to bring to campus with the new space, as well as what they feel those that are utilizing or affected by the space will want and expect.  Identifying the campus needs for the initiative will positively contribute to academic permission efforts and a successful launch. Coincidentally, a set of predetermined objectives will be crucial to the developmental success of the space. How will the space impact the campus community? Who will utilize and manage the space? These questions, and many more, will help focus efforts towards centralized objectives. 

= =

= Designing the space =

Designing the innovation space itself can be a daunting task. Although some driven leaders may be tempted to take on all of the design work themselves, it is very difficult to have enough time and expertise to successfully complete the task on your own. Even in the early stages, strongly consider reaching out for help, whether it is from faculty, administration, students, or third-party services such as betaversity. Keep in mind that a group who thinks broadly will be ideal when building a space that is made to cultivate and nourish diverse minds. 

= =

= Support and Academic Permission  =

Support for the innovation space would be generated from a large group of passionate students who all share the common goal of developing the idea of the space into reality. Achieving an adequate amount of supporting students adds volume to the request for the space. University administrators are more compelled to actually listen to the needs of a large group of students making a movement on campus. Keep in mind, approaching the rightpeople enthusiastically while focusing on the direct benefits for both the student body and the university. A good person to start with might be the library director.
<div> </div>
 

= =

= Management and Promotion of Space =

Deciding on the management structure of the space will be a critical aspect in the life of the space but the needs of different campuses may vary. Ultimately, adopting a culture of appreciating resources provided and protecting them for other students could benefit would allow the space to blossom. Establishing mutual respect within the group will be fundamental in addition to assigning a space leader. Other management options could include using card access to enter the room in an effort to protect equipment or resources. However, this may impact the free movement of students; it depends on the needs of the campus.   

= =

= Activities =

There are various activities that could be hosted in this space but it would be important to host events regularly to maintain student interest. Some activities may include small ideation forums that encourage student collaboration of ideas and workshops geared at building the skill set of students. Additionally, it would be recommendable to invite faculty to make presentations or host their own workshops in the innovation space. Inviting other clubs to use the space for their activities would also increase the awareness of the existence of the new space as well.
<div> </div>
= =

= Lessons and Tips  =

- Do not be afraid to ask! Wouldn’t have considered going to the top but its better than bouncing around

- Do not be afraid to collaborate with anyone from anywhere, never know who will have the best advice

- Negotiate a lot

Resource:How to create an innovation space within a library.jpg

2014-09-04T15:53:44Z

Arda001:

Resource:How to create an innovation space within a library.jpg

2014-09-04T15:47:46Z

Arda001:

Resource:How to create an innovation space within a library.jpg

2014-09-04T15:38:56Z

Arda001:

Resource:How to create an innovation space within a library.jpg

2014-09-04T15:29:09Z

Arda001: Created page with "= Introduction = = How to create an innovation space within a library.jpg = = Needs and Objectives..."

= Introduction =

= [[File:How to create an innovation space within a library.jpg|thumb|How to create an innovation space within a library.jpg]] =

= Needs and Objectives =

= =

= Designing the space =

= =

= Support and Academic Permission =

= =

= Management and Promotion of Space =

= =

= Activities =

= =

= Lessons and Tips =

File:How to create an innovation space within a library.jpg

2014-09-04T15:24:22Z

Arda001:

Fellow:Alejandro Ramirez de Arellano

2014-08-25T12:47:10Z

Arda001: Created page with "Alejandro's Bio will be inserted here. Alejandro Ramirez de Arellano.jpg"

Alejandro's Bio will be inserted here. [[File:Alejandro Ramirez de Arellano.jpg|thumb|Alejandro Ramirez de Arellano.jpg]]

File:Alejandro Ramirez de Arellano.jpg

2014-08-25T12:44:48Z

Arda001: Bucknell University, UIF Fall 2014

Bucknell University, UIF Fall 2014