University Innovation Fellows - User contributions [en]

Priorities:Clemson University Student Priorities

2014-02-06T03:10:22Z

Bprzest:

= Overview =

The Clemson Innovation and Entrepreneurship Landscape Canvas is full of opportunities.  Clemson University strives for excellence.  Students have opportunities to tackle innovation and entrepreneurship in perceived value aspects ("Student, I&E is important.  Make it a priority."), potential value aspects ("So, you want to learn more?"), applied value aspects ("You want to apply your knowledge to a specific project."), realized value aspects ("You have effectively engaged in I&E."), and reframing value aspects ("You have fine-tuned your understanding of I&E and reframed your approach to your education and career.").  Clemson University, like most innovative campuses, are stronger in some areas of I&E values in comparison to others.

Clemson University's strengths lie in the Technology Village we are building in the form of incubators and venture spaces on and associated with our campus.  Some of these include: Clemson University Bioengineering Innovation Campus (CUBEINC.), Clemson University International Center for Automotive Research (CU-ICAR), NEXT Innovation Center, SCRA Duke Energy Innovation Center.  These amenities exist, but after speaking with current students, few knew these resources existed.  It is here where a major gap in Clemson's I&E canvas lies.

It is imperative to fully engage undergraduate students in I&E early on in their college careers before they decide on other careers for their future (i.e., medical school, graduate school, law school, full-time job).  Clemson University offers a myriad of extracurricular clubs that conceptualize the idea of innovation, design, and research.  However, few opportunities exist to capitilize on these innovations through entrepreneurship.  The mindset for taking one's research innovations to market where it can do its purpose and truly serve people is one that needs to vastly improve on the Clemson University campus.  This gap exists in inspirational events held on campus, interactions with the university technology transfer office, and courses that emphasize and apply the values of I&E to undergraduates that have the immense potential to run with I&E and change their futures.
{{#Widget:Prezis|id=1prhklgg5elv}}

= Calling all Students =

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

*Where: Academic Success Center
*When: Date TBA, Time TBA
*RSVP: TBD

= Strategy #1: Changing the Potential Value on Clemson's Campus =

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

== Tactic #1: The Design and Entrepreneurship Network (The DEN) ==

*Description: The opportunity to take a Creative Inquiry is built into the current curriculum for undergraduates.  However, within Bioengineering, these "electives" are limited to research focused classes such as Orthopaedics, Cardiovascular, BioSensors, etc.  These courses are limited to those who wish to strive to take what they develop in their research laboratories or in their dorm rooms to market where it can serve the purpose it was created for.  Therefore, we will be implementing a Creative Inquiry known as The DEN that span topics within I&E as a separate sector from which undergraduates can currently select.  Examples of such include: Opportunity Assessment and Project Management, Start-Up Business Models, Start-Up Finance and Investment, and Product Development and Management.  In addition to a Creative Inquiry weekly meeting, teams of undergraduates will enter The DEN with technologies they are passionate about developing into ventures and will apply the I&E topics to those technologies.  Established entrepreneurs, technology transfer officers, and venture capitalists will guest lecture to these students to spark interest and highlight the opportunity of a career in this space.
*Team Leader(s): Breanne Przestrzelski, Sarah Helms (current BioE Master's candidate), Colin Burns-Heffner (current BioE Master's candidate), Natalie Patzin (current Bioengineering Advisory Board President), and Martine LaBerge (current Bioengineering Department Head)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinator (Tammy Rothell)- November 2013
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- December 2013
**Curriculum Preparation- January 2014
**Full Acceptance into Undergraduate Program-Spring 2014

== Tactic #2: Interdisciplinary Sophomore Level I&E Course with Complimentary Senior Design Venture Projects ==

*Description: The current I&E curriculums across campus address only juniors and seniors in the Executive Leadership and Entrepreneurship department, Engineering Senior Capstone Design Classes, or even only graduate students in the MBA in Innovation and Entrepreneurship (MBAe) program.  What is needed is a course that brings together sophomore level students from all disciplines to introduce the concepts on innovation and entrepreneurship before it is too late.  Many students do not encounter design or innovation until their senior design capstone engineering classes, at which point, the students have already committed to medical schools, law schools, graduate schools, or other careers that are not within I&E.  This course will be offered to all colleges in hopes to bring together young, innovative minds to shape the I&E landscape at the start.  In addition, plans to partner aspiring business students with senior design engineering and science students will help stimulate venture growth of life science technologies.
*Team Leader: John DesJardins, PhD (current advisor and mentor to University Innovation Fellow, Breanne Przestrzelski), Peter Gianidos (graduate professor of MBA in Entrepreneurship and undergraduate professor in College of Business and Behavioral Science)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinators- January 2014
**Small Interest Meetings with faculty and students of affected departments- March 2014
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- May 2014
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- June 2014
**Curriculum Preparation- Fall 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

== Tactic #3: Summer LemonADE Stand: Acceleration in Design and Entrepreneurship ==

*Description:  There is little direction on the Clemson University Campus once students do become passionate about I&E.  To address this gap, it is necessary to offer programs and outlets for students to learn from those who have been in their shoes, current successful CEOs of small business start-ups, from professors whose passion is in teaching design and innovation to young captivating minds.  This summer course will not be for credit.  This summer course will not be for a certificate.  This summer course will be for the experience.  Two passionate individuals will lead their own version (a Clemson version) of a Lean Start-Up summer workshop- getting students passionate about I&E while teaching them a thing or two along the way about how to create their own start-up.
*Team Leaders: John DesJardins, PhD, Assistant Professor, BioE Senior Design Capstone Instructor, David Orr, PhD, CEO of Kiyatec (a start-up founded on his Clemson University research), and Peter Gianidos (graduate professor in MBA in Entrepreneurship Program and undergraduate professor in College of Business and Behavioral Science)
*Milestones:
**Attend Lean Start-Up Workshops- Fall 2013 through Summer 2014
**Create a Portfolio of Topics- Fall 2013 through Summer 2014
**Formulate a Summer Curriculum- Fall 2013 through Summer 2014
**Pitch the Idea/Concept- Fall 2014
**Find a Space/Infrastructure- Fall 2014 through Spring 2015
**Funding- Fall 2014 through Spring 2015
**Purchase Supplies- Fall 2014 through Spring 2015
**Marketing Resources- Spring 2015
**Generate Awareness- Spring 2015
**Prepare for First Summer Session- Spring 2015
**Host First Summer Session- Summer 2015

= Strategy #2: Executing Effectiveness in the Reframing Value at Clemson =

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

== Tactic #1: Tiger Business Alliance through Clemson InnoVenture Network ==

*Description:  Alumni presence to a university is crucial for many reasons, with funding being that which commons to mind most often.  However, keeping a successful alumni network close to the students for mentorship opportunities is one that should first come to mind.  The Tiger Business Alliance will keep successful graduate entrepreneurs connected to the university.  This program will allow for mentorship within the community from those who have the answers, understand where the young entrepreneurs are starting out, and will be there for them along their own journey towards I&E.  It is crucial to execute this program with the right mindset.  It is not a goal to raise x dollars for Clemson University.  It is to foster a relationship between successful graduate entrepreneurs and aspiring entrepreneurs- all who have been and will forever be TIGERS.
*Team Leaders: John Warner (CEO of InnoVenture), David Orr, PhD, and Matthew Gaevert, PhD (co-founders of Kiyatec)
*Milestones:
**Reach out to current alumni- Fall 2013 through Spring 2014
**Explore the local, regional, and national entrepreneurial space for Clemson alumni- Fall 2013 through Spring 2014
**Formulate a list of interested alumni- Fall 2013 through Spring 2014
**Create a forum and central space for these alumni- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested alumni- Fall 2014
**Afford benefits and rewards to committed alumni- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with alumni- Fall 2015

== Tactic #2: BioInnovation ==

*Description: Already in place at Tulane University is a mentorship program for entrepreneurial minded scientists looking to take their research interests beyond the labspace or machine shop.  This program is designed to capture the attention of undergraduates who possess that drive for I&E but are unsure how to attack it.  To lead and mentor these students, PhD entrepreneurs (both aspiring and achieved) work with undergraduates to foster new innovators and entrepreneurs.
*Team Leader: TBD
*Milestones:
**Reach out to current graduate students- Fall 2013 through Spring 2014
**Formulate a list of interested graduate students- Fall 2013 through Spring 2014
**Create a forum and central space for these graduate students- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested graduate students- Fall 2014
**Afford benefits and rewards to committed graduate students- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with graduate students- Fall 2015

== Tactic #3: Transformation of the Clemson University Office of Technology Transfer ==

*Description:  The purpose of a technology transfer office is to facilitate innovation from laboratory to commercialization.  This is fostered by various techniques, a benchmark of which is still to be established.  One tactic to raise the bar for technoogy transfer offices across the country is to establish a mentorship relationship between current I&E students and their university technology transfer office.  This could be facilitated through work-shops, seminars, How-To sessions.  All of these outlets generate learning experiences and shine a positive light on the technology transfer office, an entity who, if they facilitate technology development throughout all stages, will clearly be seen as facilitating innovation from laboratoty to commercialization.
*Team Leader: Sarah Helms (current BioE Master's candidate), Elizabeth Perpall, Chief Technology Transfer Officer, Clemson University Research Foundation (CURF)
*Milestones:
**Set goals with students (What would they like to see from their OTT?)- Fall 2013 through Spring 2014
**Set goals with OTT (What would they like to see from their students?)- Fall 2013 through Spring 2014
***Setting these goals with both parties sets expectations and responsibilities with each party
**Negotiate goals- Spring 2014
**Set Measurable Standards- Summer 2014
**Facilitate Student-OTT Interactions- Fall 2014
**Select and Prepare OTT speakers- Fall 2014
**OTT Seminars (re-curring event)- Fall 2014
**Prepare Work-Shop Attendance List- Winter 2014
**OTT Work-Shops (re-curring event)- Spring 2015
**Generate Awareness of How-To Sessions- Spring 2015
**Accept Applications- Spring 2015
**Verify Applications- Spring 2015
**Select Teams- Spring 2015
**OTT How-To Sessions (recurring event)- Spring 2015

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdGJHandKM3FveURGZkotUWlLNlZKbXc|width=800|height=650}}

{{#widget:Google Form|key=1m8dmj_mkPQEPpaX9Rd0fMeXLKpSTsDtJcQVk3MtxtrM|width=1400|height=1400}}

= Related Links =

[[Clemson University]]

[[Breanne Przestrzelski]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Clemson University Student Priorities

2014-02-06T03:03:28Z

Bprzest:

= Overview =

The Clemson Innovation and Entrepreneurship Landscape Canvas is full of opportunities.  Clemson University strives for excellence.  Students have opportunities to tackle innovation and entrepreneurship in perceived value aspects ("Student, I&E is important.  Make it a priority."), potential value aspects ("So, you want to learn more?"), applied value aspects ("You want to apply your knowledge to a specific project."), realized value aspects ("You have effectively engaged in I&E."), and reframing value aspects ("You have fine-tuned your understanding of I&E and reframed your approach to your education and career.").  Clemson University, like most innovative campuses, are stronger in some areas of I&E values in comparison to others.

Clemson University's strengths lie in the Technology Village we are building in the form of incubators and venture spaces on and associated with our campus.  Some of these include: Clemson University Bioengineering Innovation Campus (CUBEINC.), Clemson University International Center for Automotive Research (CU-ICAR), NEXT Innovation Center, SCRA Duke Energy Innovation Center.  These amenities exist, but after speaking with current students, few knew these resources existed.  It is here where a major gap in Clemson's I&E canvas lies.

It is imperative to fully engage undergraduate students in I&E early on in their college careers before they decide on other careers for their future (i.e., medical school, graduate school, law school, full-time job).  Clemson University offers a myriad of extracurricular clubs that conceptualize the idea of innovation, design, and research.  However, few opportunities exist to capitilize on these innovations through entrepreneurship.  The mindset for taking one's research innovations to market where it can do its purpose and truly serve people is one that needs to vastly improve on the Clemson University campus.  This gap exists in inspirational events held on campus, interactions with the university technology transfer office, and courses that emphasize and apply the values of I&E to undergraduates that have the immense potential to run with I&E and change their futures.
{{#Widget:Prezis|id=1prhklgg5elv}}

= Calling all Students =

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

*Where: Academic Success Center
*When: Date TBA, Time TBA
*RSVP: TBD

= Strategy #1: Changing the Potential Value on Clemson's Campus =

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

== Tactic #1: Translational Track in I&E for Undergrads ==

*Description: Technical Electives are built into the current curriculum for undergraduates.  However, within Bioengineering, these "electives" are limited to research focused classes such as Orthopaedics, Cardiovascular, BioSensors, etc.  These courses are limited to those who wish to strive to take what they develop in their research laboratories or in their dorm rooms to market where it can serve the purpose it was created for.  Therefore, we will be implementing electives that span topics within I&E as a separate sector from which undergraduates can select these electives.  Examples of such include: Opportunity Assessment and Project Management, Start-Up Business Models, Start-Up Finance and Investment, and Product Development and Management.
*Team Leader(s): Breanne Przestrzelski, Natalie Patzin (current Bioengineering Advisory Board President), and Martine LaBerge (current Bioengineering Department Head)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinator (Tammy Rothell)- November 2013
**Small Interest Meetings with faculty and students of affected departments-December 2013
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- December 2013
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- January 2014
**Curriculum Preparation- Spring 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

== Tactic #2: Interdisciplinary Sophomore Level I&E Course with Complimentary Senior Design Venture Projects ==

*Description: The current I&E curriculums across campus address only juniors and seniors in the Executive Leadership and Entrepreneurship department, Engineering Senior Capstone Design Classes, or even only graduate students in the MBA in Innovation and Entrepreneurship (MBAe) program.  What is needed is a course that brings together sophomore level students from all disciplines to introduce the concepts on innovation and entrepreneurship before it is too late.  Many students do not encounter design or innovation until their senior design capstone engineering classes, at which point, the students have already committed to medical schools, law schools, graduate schools, or other careers that are not within I&E.  This course will be offered to all colleges in hopes to bring together young, innovative minds to shape the I&E landscape at the start.  In addition, plans to partner aspiring business students with senior design engineering and science students will help stimulate venture growth of life science technologies.
*Team Leader: John DesJardins, PhD (current advisor and mentor to University Innovation Fellow, Breanne Przestrzelski), Peter Gianidos (graduate professor of MBA in Entrepreneurship and undergraduate professor in College of Business and Behavioral Science)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinators- January 2014
**Small Interest Meetings with faculty and students of affected departments- March 2014
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- May 2014
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- June 2014
**Curriculum Preparation- Fall 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

== Tactic #3: Summer LemonADE Stand: Acceleration in Design and Entrepreneurship ==

*Description:  There is little direction on the Clemson University Campus once students do become passionate about I&E.  To address this gap, it is necessary to offer programs and outlets for students to learn from those who have been in their shoes, current successful CEOs of small business start-ups, from professors whose passion is in teaching design and innovation to young captivating minds.  This summer course will not be for credit.  This summer course will not be for a certificate.  This summer course will be for the experience.  Two passionate individuals will lead their own version (a Clemson version) of a Lean Start-Up summer workshop- getting students passionate about I&E while teaching them a thing or two along the way about how to create their own start-up.
*Team Leaders: John DesJardins, PhD, Assistant Professor, BioE Senior Design Capstone Instructor, David Orr, PhD, CEO of Kiyatec (a start-up founded on his Clemson University research), and Peter Gianidos (graduate professor in MBA in Entrepreneurship Program and undergraduate professor in College of Business and Behavioral Science)
*Milestones:
**Attend Lean Start-Up Workshops- Fall 2013 through Summer 2014
**Create a Portfolio of Topics- Fall 2013 through Summer 2014
**Formulate a Summer Curriculum- Fall 2013 through Summer 2014
**Pitch the Idea/Concept- Fall 2014
**Find a Space/Infrastructure- Fall 2014 through Spring 2015
**Funding- Fall 2014 through Spring 2015
**Purchase Supplies- Fall 2014 through Spring 2015
**Marketing Resources- Spring 2015
**Generate Awareness- Spring 2015
**Prepare for First Summer Session- Spring 2015
**Host First Summer Session- Summer 2015

= Strategy #2: Executing Effectiveness in the Reframing Value at Clemson =

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

== Tactic #1: Tiger Business Alliance through Clemson InnoVenture Network ==

*Description:  Alumni presence to a university is crucial for many reasons, with funding being that which commons to mind most often.  However, keeping a successful alumni network close to the students for mentorship opportunities is one that should first come to mind.  The Tiger Business Alliance will keep successful graduate entrepreneurs connected to the university.  This program will allow for mentorship within the community from those who have the answers, understand where the young entrepreneurs are starting out, and will be there for them along their own journey towards I&E.  It is crucial to execute this program with the right mindset.  It is not a goal to raise x dollars for Clemson University.  It is to foster a relationship between successful graduate entrepreneurs and aspiring entrepreneurs- all who have been and will forever be TIGERS.
*Team Leaders: John Warner (CEO of InnoVenture), David Orr, PhD, and Matthew Gaevert, PhD (co-founders of Kiyatec)
*Milestones:
**Reach out to current alumni- Fall 2013 through Spring 2014
**Explore the local, regional, and national entrepreneurial space for Clemson alumni- Fall 2013 through Spring 2014
**Formulate a list of interested alumni- Fall 2013 through Spring 2014
**Create a forum and central space for these alumni- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested alumni- Fall 2014
**Afford benefits and rewards to committed alumni- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with alumni- Fall 2015

== Tactic #2: BioInnovation ==

*Description: Already in place at Tulane University is a mentorship program for entrepreneurial minded scientists looking to take their research interests beyond the labspace or machine shop.  This program is designed to capture the attention of undergraduates who possess that drive for I&E but are unsure how to attack it.  To lead and mentor these students, PhD entrepreneurs (both aspiring and achieved) work with undergraduates to foster new innovators and entrepreneurs.
*Team Leader: TBD
*Milestones:
**Reach out to current graduate students- Fall 2013 through Spring 2014
**Formulate a list of interested graduate students- Fall 2013 through Spring 2014
**Create a forum and central space for these graduate students- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested graduate students- Fall 2014
**Afford benefits and rewards to committed graduate students- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with graduate students- Fall 2015

== Tactic #3: Transformation of the Clemson University Office of Technology Transfer ==

*Description:  The purpose of a technology transfer office is to facilitate innovation from laboratory to commercialization.  This is fostered by various techniques, a benchmark of which is still to be established.  One tactic to raise the bar for technoogy transfer offices across the country is to establish a mentorship relationship between current I&E students and their university technology transfer office.  This could be facilitated through work-shops, seminars, How-To sessions.  All of these outlets generate learning experiences and shine a positive light on the technology transfer office, an entity who, if they facilitate technology development throughout all stages, will clearly be seen as facilitating innovation from laboratoty to commercialization.
*Team Leader: Sarah Helms (current BioE Master's candidate), Elizabeth Perpall, Chief Technology Transfer Officer, Clemson University Research Foundation (CURF)
*Milestones:
**Set goals with students (What would they like to see from their OTT?)- Fall 2013 through Spring 2014
**Set goals with OTT (What would they like to see from their students?)- Fall 2013 through Spring 2014
***Setting these goals with both parties sets expectations and responsibilities with each party
**Negotiate goals- Spring 2014
**Set Measurable Standards- Summer 2014
**Facilitate Student-OTT Interactions- Fall 2014
**Select and Prepare OTT speakers- Fall 2014
**OTT Seminars (re-curring event)- Fall 2014
**Prepare Work-Shop Attendance List- Winter 2014
**OTT Work-Shops (re-curring event)- Spring 2015
**Generate Awareness of How-To Sessions- Spring 2015
**Accept Applications- Spring 2015
**Verify Applications- Spring 2015
**Select Teams- Spring 2015
**OTT How-To Sessions (recurring event)- Spring 2015

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdGJHandKM3FveURGZkotUWlLNlZKbXc|width=800|height=650}}

{{#widget:Google Form|key=1m8dmj_mkPQEPpaX9Rd0fMeXLKpSTsDtJcQVk3MtxtrM|width=1400|height=1400}}

= Related Links =

[[Clemson University]]

[[Breanne Przestrzelski]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Clemson University Student Priorities

2014-02-06T03:00:04Z

Bprzest:

= Overview =

The Clemson Innovation and Entrepreneurship Landscape Canvas is full of opportunities.  Clemson University strives for excellence.  Students have opportunities to tackle innovation and entrepreneurship in perceived value aspects ("Student, I&E is important.  Make it a priority."), potential value aspects ("So, you want to learn more?"), applied value aspects ("You want to apply your knowledge to a specific project."), realized value aspects ("You have effectively engaged in I&E."), and reframing value aspects ("You have fine-tuned your understanding of I&E and reframed your approach to your education and career.").  Clemson University, like most innovative campuses, are stronger in some areas of I&E values in comparison to others.

Clemson University's strengths lie in the Technology Village we are building in the form of incubators and venture spaces on and associated with our campus.  Some of these include: Clemson University Bioengineering Innovation Campus (CUBEINC.), Clemson University International Center for Automotive Research (CU-ICAR), NEXT Innovation Center, SCRA Duke Energy Innovation Center.  These amenities exist, but after speaking with current students, few knew these resources existed.  It is here where a major gap in Clemson's I&E canvas lies.

It is imperative to fully engage undergraduate students in I&E early on in their college careers before they decide on other careers for their future (i.e., medical school, graduate school, law school, full-time job).  Clemson University offers a myriad of extracurricular clubs that conceptualize the idea of innovation, design, and research.  However, few opportunities exist to capitilize on these innovations through entrepreneurship.  The mindset for taking one's research innovations to market where it can do its purpose and truly serve people is one that needs to vastly improve on the Clemson University campus.  This gap exists in inspirational events held on campus, interactions with the university technology transfer office, and courses that emphasize and apply the values of I&E to undergraduates that have the immense potential to run with I&E and change their futures.
{{#Widget:Prezis|id=1prhklgg5elv}}

= Calling all Students =

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

*Where: Academic Success Center
*When: Date TBA, Time TBA
*RSVP: TBD

= Strategy #1: Changing the Potential Value on Clemson's Campus =

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

== Tactic #1: Translational Track in I&E for Undergrads ==

*Description: Technical Electives are built into the current curriculum for undergraduates.  However, within Bioengineering, these "electives" are limited to research focused classes such as Orthopaedics, Cardiovascular, BioSensors, etc.  These courses are limited to those who wish to strive to take what they develop in their research laboratories or in their dorm rooms to market where it can serve the purpose it was created for.  Therefore, we will be implementing electives that span topics within I&E as a separate sector from which undergraduates can select these electives.  Examples of such include: Opportunity Assessment and Project Management, Start-Up Business Models, Start-Up Finance and Investment, and Product Development and Management.
*Team Leader(s): Breanne Przestrzelski, Natalie Patzin (current Bioengineering Advisory Board President), and Martine LaBerge (current Bioengineering Department Head)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinator (Tammy Rothell)- November 2013
**Small Interest Meetings with faculty and students of affected departments-December 2013
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- December 2013
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- January 2014
**Curriculum Preparation- Spring 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

== Tactic #2: Interdisciplinary Sophomore Level I&E Course ==

*Description: The current I&E curriculums across campus address only juniors and seniors in the Executive Leadership and Entrepreneurship department, Engineering Senior Capstone Design Classes, or even only graduate students in the MBA in Innovation and Entrepreneurship (MBAe) program.  What is needed is a course that brings together sophomore level students from all disciplines to introduce the concepts on innovation and entrepreneurship before it is too late.  Many students do not encounter design or innovation until their senior design capstone engineering classes, at which point, the students have already committed to medical schools, law schools, graduate schools, or other careers that are not within I&E.  This course will be offered to all colleges in hopes to bring together young, innovative minds to shape the I&E landscape at the start.
*Team Leader: John DesJardins, PhD (current advisor and mentor to University Innovation Fellow, Breanne Przestrzelski)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinators- January 2014
**Small Interest Meetings with faculty and students of affected departments- March 2014
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- May 2014
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- June 2014
**Curriculum Preparation- Fall 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

== Tactic #3: Summer LemonADE Stand: Acceleration in Design and Entrepreneurship ==

*Description:  There is little direction on the Clemson University Campus once students do become passionate about I&E.  To address this gap, it is necessary to offer programs and outlets for students to learn from those who have been in their shoes, current successful CEOs of small business start-ups, from professors whose passion is in teaching design and innovation to young captivating minds.  This summer course will not be for credit.  This summer course will not be for a certificate.  This summer course will be for the experience.  Two passionate individuals will lead their own version (a Clemson version) of a Lean Start-Up summer workshop- getting students passionate about I&E while teaching them a thing or two along the way about how to create their own start-up.
*Team Leaders: John DesJardins, PhD, Assistant Professor, BioE Senior Design Capstone Instructor, David Orr, PhD, CEO of Kiyatec (a start-up founded on his Clemson University research), and Peter Gianidos (graduate professor in MBA in Entrepreneurship Program and undergraduate professor in College of Business and Behavioral Science)
*Milestones:
**Attend Lean Start-Up Workshops- Fall 2013 through Summer 2014
**Create a Portfolio of Topics- Fall 2013 through Summer 2014
**Formulate a Summer Curriculum- Fall 2013 through Summer 2014
**Pitch the Idea/Concept- Fall 2014
**Find a Space/Infrastructure- Fall 2014 through Spring 2015
**Funding- Fall 2014 through Spring 2015
**Purchase Supplies- Fall 2014 through Spring 2015
**Marketing Resources- Spring 2015
**Generate Awareness- Spring 2015
**Prepare for First Summer Session- Spring 2015
**Host First Summer Session- Summer 2015

= Strategy #2: Executing Effectiveness in the Reframing Value at Clemson =

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

== Tactic #1: Tiger Business Alliance through Clemson InnoVenture Network ==

*Description:  Alumni presence to a university is crucial for many reasons, with funding being that which commons to mind most often.  However, keeping a successful alumni network close to the students for mentorship opportunities is one that should first come to mind.  The Tiger Business Alliance will keep successful graduate entrepreneurs connected to the university.  This program will allow for mentorship within the community from those who have the answers, understand where the young entrepreneurs are starting out, and will be there for them along their own journey towards I&E.  It is crucial to execute this program with the right mindset.  It is not a goal to raise x dollars for Clemson University.  It is to foster a relationship between successful graduate entrepreneurs and aspiring entrepreneurs- all who have been and will forever be TIGERS.
*Team Leaders: John Warner (CEO of InnoVenture), David Orr, PhD, and Matthew Gaevert, PhD (co-founders of Kiyatec)
*Milestones:
**Reach out to current alumni- Fall 2013 through Spring 2014
**Explore the local, regional, and national entrepreneurial space for Clemson alumni- Fall 2013 through Spring 2014
**Formulate a list of interested alumni- Fall 2013 through Spring 2014
**Create a forum and central space for these alumni- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested alumni- Fall 2014
**Afford benefits and rewards to committed alumni- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with alumni- Fall 2015

== Tactic #2: BioInnovation ==

*Description: Already in place at Tulane University is a mentorship program for entrepreneurial minded scientists looking to take their research interests beyond the labspace or machine shop.  This program is designed to capture the attention of undergraduates who possess that drive for I&E but are unsure how to attack it.  To lead and mentor these students, PhD entrepreneurs (both aspiring and achieved) work with undergraduates to foster new innovators and entrepreneurs.
*Team Leader: TBD
*Milestones:
**Reach out to current graduate students- Fall 2013 through Spring 2014
**Formulate a list of interested graduate students- Fall 2013 through Spring 2014
**Create a forum and central space for these graduate students- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested graduate students- Fall 2014
**Afford benefits and rewards to committed graduate students- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with graduate students- Fall 2015

== Tactic #3: Transformation of the Clemson University Office of Technology Transfer ==

*Description:  The purpose of a technology transfer office is to facilitate innovation from laboratory to commercialization.  This is fostered by various techniques, a benchmark of which is still to be established.  One tactic to raise the bar for technoogy transfer offices across the country is to establish a mentorship relationship between current I&E students and their university technology transfer office.  This could be facilitated through work-shops, seminars, How-To sessions.  All of these outlets generate learning experiences and shine a positive light on the technology transfer office, an entity who, if they facilitate technology development throughout all stages, will clearly be seen as facilitating innovation from laboratoty to commercialization.
*Team Leader: Sarah Helms (current BioE Master's candidate), Elizabeth Perpall, Chief Technology Transfer Officer, Clemson University Research Foundation (CURF)
*Milestones:
**Set goals with students (What would they like to see from their OTT?)- Fall 2013 through Spring 2014
**Set goals with OTT (What would they like to see from their students?)- Fall 2013 through Spring 2014
***Setting these goals with both parties sets expectations and responsibilities with each party
**Negotiate goals- Spring 2014
**Set Measurable Standards- Summer 2014
**Facilitate Student-OTT Interactions- Fall 2014
**Select and Prepare OTT speakers- Fall 2014
**OTT Seminars (re-curring event)- Fall 2014
**Prepare Work-Shop Attendance List- Winter 2014
**OTT Work-Shops (re-curring event)- Spring 2015
**Generate Awareness of How-To Sessions- Spring 2015
**Accept Applications- Spring 2015
**Verify Applications- Spring 2015
**Select Teams- Spring 2015
**OTT How-To Sessions (recurring event)- Spring 2015

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdGJHandKM3FveURGZkotUWlLNlZKbXc|width=800|height=650}}

{{#widget:Google Form|key=1m8dmj_mkPQEPpaX9Rd0fMeXLKpSTsDtJcQVk3MtxtrM|width=1400|height=1400}}

= Related Links =

[[Clemson University]]

[[Breanne Przestrzelski]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Clemson University Student Priorities

2014-02-06T02:58:44Z

Bprzest:

= Overview =

The Clemson Innovation and Entrepreneurship Landscape Canvas is full of opportunities.  Clemson University strives for excellence.  Students have opportunities to tackle innovation and entrepreneurship in perceived value aspects ("Student, I&E is important.  Make it a priority."), potential value aspects ("So, you want to learn more?"), applied value aspects ("You want to apply your knowledge to a specific project."), realized value aspects ("You have effectively engaged in I&E."), and reframing value aspects ("You have fine-tuned your understanding of I&E and reframed your approach to your education and career.").  Clemson University, like most innovative campuses, are stronger in some areas of I&E values in comparison to others.

Clemson University's strengths lie in the Technology Village we are building in the form of incubators and venture spaces on and associated with our campus.  Some of these include: Clemson University Bioengineering Innovation Campus (CUBEINC.), Clemson University International Center for Automotive Research (CU-ICAR), NEXT Innovation Center, SCRA Duke Energy Innovation Center.  These amenities exist, but after speaking with current students, few knew these resources existed.  It is here where a major gap in Clemson's I&E canvas lies.

It is imperative to fully engage undergraduate students in I&E early on in their college careers before they decide on other careers for their future (i.e., medical school, graduate school, law school, full-time job).  Clemson University offers a myriad of extracurricular clubs that conceptualize the idea of innovation, design, and research.  However, few opportunities exist to capitilize on these innovations through entrepreneurship.  The mindset for taking one's research innovations to market where it can do its purpose and truly serve people is one that needs to vastly improve on the Clemson University campus.  This gap exists in inspirational events held on campus, interactions with the university technology transfer office, and courses that emphasize and apply the values of I&E to undergraduates that have the immense potential to run with I&E and change their futures.
{{#Widget:Prezis|id=1prhklgg5elv}}

= Calling all Students =

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

*Where: Academic Success Center
*When: Date TBA, Time TBA
*RSVP: TBD

= Strategy #1: Changing the Potential Value on Clemson's Campus =

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

== Tactic #1: Translational Track in I&E for Undergrads ==

*Description: Technical Electives are built into the current curriculum for undergraduates.  However, within Bioengineering, these "electives" are limited to research focused classes such as Orthopaedics, Cardiovascular, BioSensors, etc.  These courses are limited to those who wish to strive to take what they develop in their research laboratories or in their dorm rooms to market where it can serve the purpose it was created for.  Therefore, we will be implementing electives that span topics within I&E as a separate sector from which undergraduates can select these electives.  Examples of such include: Opportunity Assessment and Project Management, Start-Up Business Models, Start-Up Finance and Investment, and Product Development and Management.
*Team Leader(s): Breanne Przestrzelski, Natalie Patzin (current Bioengineering Advisory Board President), and Martine LaBerge (current Bioengineering Department Head)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinator (Tammy Rothell)- November 2013
**Small Interest Meetings with faculty and students of affected departments-December 2013
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- December 2013
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- January 2014
**Curriculum Preparation- Spring 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

== Tactic #2: Interdisciplinary Sophomore Level I&E Course ==

*Description: The current I&E curriculums across campus address only juniors and seniors in the Executive Leadership and Entrepreneurship department, Engineering Senior Capstone Design Classes, or even only graduate students in the MBA in Innovation and Entrepreneurship (MBAe) program.  What is needed is a course that brings together sophomore level students from all disciplines to introduce the concepts on innovation and entrepreneurship before it is too late.  Many students do not encounter design or innovation until their senior design capstone engineering classes, at which point, the students have already committed to medical schools, law schools, graduate schools, or other careers that are not within I&E.  This course will be offered to all colleges in hopes to bring together young, innovative minds to shape the I&E landscape at the start.
*Team Leader: John DesJardins, PhD (current advisor and mentor to University Innovation Fellow, Breanne Przestrzelski)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinators- January 2014
**Small Interest Meetings with faculty and students of affected departments- March 2014
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- May 2014
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- June 2014
**Curriculum Preparation- Fall 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

== Tactic #3: Summer LemonADE Stand: Acceleration in Design and Entrepreneurship ==

*Description:  There is little direction on the Clemson University Campus once students do become passionate about I&E.  To address this gap, it is necessary to offer programs and outlets for students to learn from those who have been in their shoes, current successful CEOs of small business start-ups, from professors whose passion is in teaching design and innovation to young captivating minds.  This summer course will not be for credit.  This summer course will not be for a certificate.  This summer course will be for the experience.  Two passionate individuals will lead their own version (a Clemson version) of a Lean Start-Up summer workshop- getting students passionate about I&E while teaching them a thing or two along the way about how to create their own start-up.
*Team Leaders: John DesJardins, PhD, Assistant Professor, BioE Senior Design Capstone Instructor, and David Orr, PhD, CEO of Kiyatec (a start-up founded on his Clemson University research)
*Milestones:
**Attend Lean Start-Up Workshops- Fall 2013 through Summer 2014
**Create a Portfolio of Topics- Fall 2013 through Summer 2014
**Formulate a Summer Curriculum- Fall 2013 through Summer 2014
**Pitch the Idea/Concept- Fall 2014
**Find a Space/Infrastructure- Fall 2014 through Spring 2015
**Funding- Fall 2014 through Spring 2015
**Purchase Supplies- Fall 2014 through Spring 2015
**Marketing Resources- Spring 2015
**Generate Awareness- Spring 2015
**Prepare for First Summer Session- Spring 2015
**Host First Summer Session- Summer 2015

= Strategy #2: Executing Effectiveness in the Reframing Value at Clemson =

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

== Tactic #1: Tiger Business Alliance through Clemson InnoVenture Network ==

*Description:  Alumni presence to a university is crucial for many reasons, with funding being that which commons to mind most often.  However, keeping a successful alumni network close to the students for mentorship opportunities is one that should first come to mind.  The Tiger Business Alliance will keep successful graduate entrepreneurs connected to the university.  This program will allow for mentorship within the community from those who have the answers, understand where the young entrepreneurs are starting out, and will be there for them along their own journey towards I&E.  It is crucial to execute this program with the right mindset.  It is not a goal to raise x dollars for Clemson University.  It is to foster a relationship between successful graduate entrepreneurs and aspiring entrepreneurs- all who have been and will forever be TIGERS.
*Team Leaders: John Warner (CEO of InnoVenture), David Orr, PhD, and Matthew Gaevert, PhD (co-founders of Kiyatec)
*Milestones:
**Reach out to current alumni- Fall 2013 through Spring 2014
**Explore the local, regional, and national entrepreneurial space for Clemson alumni- Fall 2013 through Spring 2014
**Formulate a list of interested alumni- Fall 2013 through Spring 2014
**Create a forum and central space for these alumni- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested alumni- Fall 2014
**Afford benefits and rewards to committed alumni- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with alumni- Fall 2015

== Tactic #2: BioInnovation ==

*Description: Already in place at Tulane University is a mentorship program for entrepreneurial minded scientists looking to take their research interests beyond the labspace or machine shop.  This program is designed to capture the attention of undergraduates who possess that drive for I&E but are unsure how to attack it.  To lead and mentor these students, PhD entrepreneurs (both aspiring and achieved) work with undergraduates to foster new innovators and entrepreneurs.
*Team Leader: TBD
*Milestones:
**Reach out to current graduate students- Fall 2013 through Spring 2014
**Formulate a list of interested graduate students- Fall 2013 through Spring 2014
**Create a forum and central space for these graduate students- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested graduate students- Fall 2014
**Afford benefits and rewards to committed graduate students- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with graduate students- Fall 2015

== Tactic #3: Transformation of the Clemson University Office of Technology Transfer ==

*Description:  The purpose of a technology transfer office is to facilitate innovation from laboratory to commercialization.  This is fostered by various techniques, a benchmark of which is still to be established.  One tactic to raise the bar for technoogy transfer offices across the country is to establish a mentorship relationship between current I&E students and their university technology transfer office.  This could be facilitated through work-shops, seminars, How-To sessions.  All of these outlets generate learning experiences and shine a positive light on the technology transfer office, an entity who, if they facilitate technology development throughout all stages, will clearly be seen as facilitating innovation from laboratoty to commercialization.
*Team Leader: Sarah Helms (current BioE Master's candidate), Elizabeth Perpall, Chief Technology Transfer Officer, Clemson University Research Foundation (CURF)
*Milestones:
**Set goals with students (What would they like to see from their OTT?)- Fall 2013 through Spring 2014
**Set goals with OTT (What would they like to see from their students?)- Fall 2013 through Spring 2014
***Setting these goals with both parties sets expectations and responsibilities with each party
**Negotiate goals- Spring 2014
**Set Measurable Standards- Summer 2014
**Facilitate Student-OTT Interactions- Fall 2014
**Select and Prepare OTT speakers- Fall 2014
**OTT Seminars (re-curring event)- Fall 2014
**Prepare Work-Shop Attendance List- Winter 2014
**OTT Work-Shops (re-curring event)- Spring 2015
**Generate Awareness of How-To Sessions- Spring 2015
**Accept Applications- Spring 2015
**Verify Applications- Spring 2015
**Select Teams- Spring 2015
**OTT How-To Sessions (recurring event)- Spring 2015

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdGJHandKM3FveURGZkotUWlLNlZKbXc|width=800|height=650}}

{{#widget:Google Form|key=1m8dmj_mkPQEPpaX9Rd0fMeXLKpSTsDtJcQVk3MtxtrM|width=1400|height=1400}}

= Related Links =

[[Clemson University]]

[[Breanne Przestrzelski]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Clemson University Student Priorities

2014-02-06T02:57:56Z

Bprzest:

= Overview =

The Clemson Innovation and Entrepreneurship Landscape Canvas is full of opportunities.  Clemson University strives for excellence.  Students have opportunities to tackle innovation and entrepreneurship in perceived value aspects ("Student, I&E is important.  Make it a priority."), potential value aspects ("So, you want to learn more?"), applied value aspects ("You want to apply your knowledge to a specific project."), realized value aspects ("You have effectively engaged in I&E."), and reframing value aspects ("You have fine-tuned your understanding of I&E and reframed your approach to your education and career.").  Clemson University, like most innovative campuses, are stronger in some areas of I&E values in comparison to others.

Clemson University's strengths lie in the Technology Village we are building in the form of incubators and venture spaces on and associated with our campus.  Some of these include: Clemson University Bioengineering Innovation Campus (CUBEINC.), Clemson University International Center for Automotive Research (CU-ICAR), NEXT Innovation Center, SCRA Duke Energy Innovation Center.  These amenities exist, but after speaking with current students, few knew these resources existed.  It is here where a major gap in Clemson's I&E canvas lies.

It is imperative to fully engage undergraduate students in I&E early on in their college careers before they decide on other careers for their future (i.e., medical school, graduate school, law school, full-time job).  Clemson University offers a myriad of extracurricular clubs that conceptualize the idea of innovation, design, and research.  However, few opportunities exist to capitilize on these innovations through entrepreneurship.  The mindset for taking one's research innovations to market where it can do its purpose and truly serve people is one that needs to vastly improve on the Clemson University campus.  This gap exists in inspirational events held on campus, interactions with the university technology transfer office, and courses that emphasize and apply the values of I&E to undergraduates that have the immense potential to run with I&E and change their futures.
{{#Widget:Prezis|id=1prhklgg5elv}}

= Calling all Students =

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

*Where: Academic Success Center
*When: Date TBA, Time TBA
*RSVP: TBD

= Strategy #1: Changing the Potential Value on Clemson's Campus =

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

== Tactic #1: Translational Track in I&E for Undergrads ==

*Description: Technical Electives are built into the current curriculum for undergraduates.  However, within Bioengineering, these "electives" are limited to research focused classes such as Orthopaedics, Cardiovascular, BioSensors, etc.  These courses are limited to those who wish to strive to take what they develop in their research laboratories or in their dorm rooms to market where it can serve the purpose it was created for.  Therefore, we will be implementing electives that span topics within I&E as a separate sector from which undergraduates can select these electives.  Examples of such include: Opportunity Assessment and Project Management, Start-Up Business Models, Start-Up Finance and Investment, and Product Development and Management.
*Team Leader(s): Breanne Przestrzelski, Natalie Patzin (current Bioengineering Advisory Board President), and Martine LaBerge (current Bioengineering Department Head)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinator (Tammy Rothell)- November 2013
**Small Interest Meetings with faculty and students of affected departments-December 2013
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- December 2013
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- January 2014
**Curriculum Preparation- Spring 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

== Tactic #2: Interdisciplinary Sophomore Level I&E Course ==

*Description: The current I&E curriculums across campus address only juniors and seniors in the Executive Leadership and Entrepreneurship department, Engineering Senior Capstone Design Classes, or even only graduate students in the MBA in Innovation and Entrepreneurship (MBAe) program.  What is needed is a course that brings together sophomore level students from all disciplines to introduce the concepts on innovation and entrepreneurship before it is too late.  Many students do not encounter design or innovation until their senior design capstone engineering classes, at which point, the students have already committed to medical schools, law schools, graduate schools, or other careers that are not within I&E.  This course will be offered to all colleges in hopes to bring together young, innovative minds to shape the I&E landscape at the start.
*Team Leader: John DesJardins, PhD (current advisor and mentor to University Innovation Fellow, Breanne Przestrzelski)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinators- January 2014
**Small Interest Meetings with faculty and students of affected departments- March 2014
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- May 2014
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- June 2014
**Curriculum Preparation- Fall 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

== Tactic #3: Summer LemonADE Stand: Acceleration in Design and Entrepreneurship ==

*Description:  There is little direction on the Clemson University Campus once students do become passionate about I&E.  To address this gap, it is necessary to offer programs and outlets for students to learn from those who have been in their shoes, current successful CEOs of small business start-ups, from professors whose passion is in teaching design and innovation to young captivating minds.  This summer course will not be for credit.  This summer course will not be for a certificate.  This summer course will be for the experience.  Two passionate individuals will lead their own version (a Clemson version) of a Lean Start-Up summer workshop- getting students passionate about I&E while teaching them a thing or two along the way about how to create their own start-up.
*Team Leaders: John DesJardins, PhD, Assistant Professor, BioE Senior Design Capstone Instructor, and David Orr, PhD, CEO of Kiyatec (a start-up founded on his Clemson University research)
*Milestones:
**Attend Lean Start-Up Workshops- Fall 2013 through Summer 2014
**Create a Portfolio of Topics- Fall 2013 through Summer 2014
**Formulate a Summer Curriculum- Fall 2013 through Summer 2014
**Pitch the Idea/Concept- Fall 2014
**Find a Space/Infrastructure- Fall 2014 through Spring 2015
**Funding- Fall 2014 through Spring 2015
**Purchase Supplies- Fall 2014 through Spring 2015
**Marketing Resources- Spring 2015
**Generate Awareness- Spring 2015
**Prepare for First Summer Session- Spring 2015
**Host First Summer Session- Summer 2015

= Strategy #2: Executing Effectiveness in the Reframing Value at Clemson =

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

== Tactic #1: Tiger Business Alliance through Clemson InnoVenture Network ==

*Description:  Alumni presence to a university is crucial for many reasons, with funding being that which commons to mind most often.  However, keeping a successful alumni network close to the students for mentorship opportunities is one that should first come to mind.  The Tiger Business Alliance will keep successful graduate entrepreneurs connected to the university.  This program will allow for mentorship within the community from those who have the answers, understand where the young entrepreneurs are starting out, and will be there for them along their own journey towards I&E.  It is crucial to execute this program with the right mindset.  It is not a goal to raise x dollars for Clemson University.  It is to foster a relationship between successful graduate entrepreneurs and aspiring entrepreneurs- all who have been and will forever be TIGERS.
*Team Leaders: John Warner (CEO of InnoVenture), David Orr, PhD, and Matthew Gaevert, PhD (co-founders of Kiyatec)
*Milestones:
**Reach out to current alumni- Fall 2013 through Spring 2014
**Explore the local, regional, and national entrepreneurial space for Clemson alumni- Fall 2013 through Spring 2014
**Formulate a list of interested alumni- Fall 2013 through Spring 2014
**Create a forum and central space for these alumni- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested alumni- Fall 2014
**Afford benefits and rewards to committed alumni- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with alumni- Fall 2015

== Tactic #2: BioInnovation ==

*Description: Already in place at Tulane University is a mentorship program for entrepreneurial minded scientists looking to take their research interests beyond the labspace or machine shop.  This program is designed to capture the attention of undergraduates who possess that drive for I&E but are unsure how to attack it.  To lead and mentor these students, PhD entrepreneurs (both aspiring and achieved) work with undergraduates to foster new innovators and entrepreneurs.
*Team Leader: TBD
*Milestones:
**Reach out to current graduate students- Fall 2013 through Spring 2014
**Formulate a list of interested graduate students- Fall 2013 through Spring 2014
**Create a forum and central space for these graduate students- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested graduate students- Fall 2014
**Afford benefits and rewards to committed graduate students- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with graduate students- Fall 2015

== Tactic #3: Transformation of the Clemson University Office of Technology Transfer ==

*Description:  The purpose of a technology transfer office is to facilitate innovation from laboratory to commercialization.  This is fostered by various techniques, a benchmark of which is still to be established.  One tactic to raise the bar for technoogy transfer offices across the country is to establish a mentorship relationship between current I&E students and their university technology transfer office.  This could be facilitated through work-shops, seminars, How-To sessions.  All of these outlets generate learning experiences and shine a positive light on the technology transfer office, an entity who, if they facilitate technology development throughout all stages, will clearly be seen as facilitating innovation from laboratoty to commercialization.
*Team Leader: Elizabeth Perpall, Chief Technology Transfer Officer, Clemson University Research Foundation (CURF)
*Milestones:
**Set goals with students (What would they like to see from their OTT?)- Fall 2013 through Spring 2014
**Set goals with OTT (What would they like to see from their students?)- Fall 2013 through Spring 2014
***Setting these goals with both parties sets expectations and responsibilities with each party
**Negotiate goals- Spring 2014
**Set Measurable Standards- Summer 2014
**Facilitate Student-OTT Interactions- Fall 2014
**Select and Prepare OTT speakers- Fall 2014
**OTT Seminars (re-curring event)- Fall 2014
**Prepare Work-Shop Attendance List- Winter 2014
**OTT Work-Shops (re-curring event)- Spring 2015
**Generate Awareness of How-To Sessions- Spring 2015
**Accept Applications- Spring 2015
**Verify Applications- Spring 2015
**Select Teams- Spring 2015
**OTT How-To Sessions (recurring event)- Spring 2015

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdGJHandKM3FveURGZkotUWlLNlZKbXc|width=800|height=650}}

{{#widget:Google Form|key=1m8dmj_mkPQEPpaX9Rd0fMeXLKpSTsDtJcQVk3MtxtrM|width=1400|height=1400}}

= Related Links =

[[Clemson University]]

[[Breanne Przestrzelski]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Clemson University Student Priorities

2014-02-06T02:54:56Z

Bprzest:

= Overview =

The Clemson Innovation and Entrepreneurship Landscape Canvas is full of opportunities.  Clemson University strives for excellence.  Students have opportunities to tackle innovation and entrepreneurship in perceived value aspects ("Student, I&E is important.  Make it a priority."), potential value aspects ("So, you want to learn more?"), applied value aspects ("You want to apply your knowledge to a specific project."), realized value aspects ("You have effectively engaged in I&E."), and reframing value aspects ("You have fine-tuned your understanding of I&E and reframed your approach to your education and career.").  Clemson University, like most innovative campuses, are stronger in some areas of I&E values in comparison to others.

Clemson University's strengths lie in the Technology Village we are building in the form of incubators and venture spaces on and associated with our campus.  Some of these include: Clemson University Bioengineering Innovation Campus (CUBEINC.), Clemson University International Center for Automotive Research (CU-ICAR), NEXT Innovation Center, SCRA Duke Energy Innovation Center.  These amenities exist, but after speaking with current students, few knew these resources existed.  It is here where a major gap in Clemson's I&E canvas lies.

It is imperative to fully engage undergraduate students in I&E early on in their college careers before they decide on other careers for their future (i.e., medical school, graduate school, law school, full-time job).  Clemson University offers a myriad of extracurricular clubs that conceptualize the idea of innovation, design, and research.  However, few opportunities exist to capitilize on these innovations through entrepreneurship.  The mindset for taking one's research innovations to market where it can do its purpose and truly serve people is one that needs to vastly improve on the Clemson University campus.  This gap exists in inspirational events held on campus, interactions with the university technology transfer office, and courses that emphasize and apply the values of I&E to undergraduates that have the immense potential to run with I&E and change their futures.
{{#Widget:Prezis|id=1prhklgg5elv}}

= Calling all Students =

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

*Where: Academic Success Center
*When: Date TBA, Time TBA
*RSVP: TBD

= Strategy #1: Changing the Potential Value on Clemson's Campus =

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

== Tactic #1: Translational Track in I&E for Undergrads ==

*Description: Technical Electives are built into the current curriculum for undergraduates.  However, within Bioengineering, these "electives" are limited to research focused classes such as Orthopaedics, Cardiovascular, BioSensors, etc.  These courses are limited to those who wish to strive to take what they develop in their research laboratories or in their dorm rooms to market where it can serve the purpose it was created for.  Therefore, we will be implementing electives that span topics within I&E as a separate sector from which undergraduates can select these electives.  Examples of such include: Opportunity Assessment and Project Management, Start-Up Business Models, Start-Up Finance and Investment, and Product Development and Management.
*Team Leader(s): Breanne Przestrzelski, Natalie Patzin (current Bioengineering Advisory Board President), and Martine LaBerge (current Bioengineering Department Head)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinator (Tammy Rothell)- November 2013
**Small Interest Meetings with faculty and students of affected departments-December 2013
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- December 2013
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- January 2014
**Curriculum Preparation- Spring 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

== Tactic #2: Interdisciplinary Sophomore Level I&E Course ==

*Description: The current I&E curriculums across campus address only juniors and seniors in the Executive Leadership and Entrepreneurship department, Engineering Senior Capstone Design Classes, or even only graduate students in the MBA in Innovation and Entrepreneurship (MBAe) program.  What is needed is a course that brings together sophomore level students from all disciplines to introduce the concepts on innovation and entrepreneurship before it is too late.  Many students do not encounter design or innovation until their senior design capstone engineering classes, at which point, the students have already committed to medical schools, law schools, graduate schools, or other careers that are not within I&E.  This course will be offered to all colleges in hopes to bring together young, innovative minds to shape the I&E landscape at the start.
*Team Leader: John DesJardins, PhD (current advisor and mentor to University Innovation Fellow, Breanne Przestrzelski)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinators- January 2014
**Small Interest Meetings with faculty and students of affected departments- March 2014
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- May 2014
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- June 2014
**Curriculum Preparation- Fall 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

== Tactic #3: Summer LemonADE Stand: Acceleration in Design and Entrepreneurship ==

*Description:  There is little direction on the Clemson University Campus once students do become passionate about I&E.  To address this gap, it is necessary to offer programs and outlets for students to learn from those who have been in their shoes, current successful CEOs of small business start-ups, from professors whose passion is in teaching design and innovation to young captivating minds.  This summer course will not be for credit.  This summer course will not be for a certificate.  This summer course will be for the experience.  Two passionate individuals will lead their own version (a Clemson version) of a Lean Start-Up summer workshop- getting students passionate about I&E while teaching them a thing or two along the way about how to create their own start-up.
*Team Leaders: John DesJardins, PhD, Assistant Professor, BioE Senior Design Capstone Instructor, and David Orr, PhD, CEO of Kiyatec (a start-up founded on his Clemson University research)
*Milestones:
**Attend Lean Start-Up Workshops- Fall 2013 through Summer 2014
**Create a Portfolio of Topics- Fall 2013 through Summer 2014
**Formulate a Summer Curriculum- Fall 2013 through Summer 2014
**Pitch the Idea/Concept- Fall 2014
**Find a Space/Infrastructure- Fall 2014 through Spring 2015
**Funding- Fall 2014 through Spring 2015
**Purchase Supplies- Fall 2014 through Spring 2015
**Marketing Resources- Spring 2015
**Generate Awareness- Spring 2015
**Prepare for First Summer Session- Spring 2015
**Host First Summer Session- Summer 2015

= Strategy #2: Executing Effectiveness in the Reframing Value at Clemson =

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

== Tactic #1: Tiger Business Alliance through Clemson InnoVenture Network ==

*Description:  Alumni presence to a university is crucial for many reasons, with funding being that which commons to mind most often.  However, keeping a successful alumni network close to the students for mentorship opportunities is one that should first come to mind.  The Tiger Business Alliance will keep successful graduate entrepreneurs connected to the university.  This program will allow for mentorship within the community from those who have the answers, understand where the young entrepreneurs are starting out, and will be there for them along their own journey towards I&E.  It is crucial to execute this program with the right mindset.  It is not a goal to raise x dollars for Clemson University.  It is to foster a relationship between successful graduate entrepreneurs and aspiring entrepreneurs- all who have been and will forever be TIGERS.
*Team Leaders: David Orr, PhD, and Matthew Gaevert, PhD (co-founders of Kiyatec)
*Milestones:
**Reach out to current alumni- Fall 2013 through Spring 2014
**Explore the local, regional, and national entrepreneurial space for Clemson alumni- Fall 2013 through Spring 2014
**Formulate a list of interested alumni- Fall 2013 through Spring 2014
**Create a forum and central space for these alumni- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested alumni- Fall 2014
**Afford benefits and rewards to committed alumni- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with alumni- Fall 2015

== Tactic #2: BioInnovation ==

*Description: Already in place at Tulane University is a mentorship program for entrepreneurial minded scientists looking to take their research interests beyond the labspace or machine shop.  This program is designed to capture the attention of undergraduates who possess that drive for I&E but are unsure how to attack it.  To lead and mentor these students, PhD entrepreneurs (both aspiring and achieved) work with undergraduates to foster new innovators and entrepreneurs.
*Team Leader: TBD
*Milestones:
**Reach out to current graduate students- Fall 2013 through Spring 2014
**Formulate a list of interested graduate students- Fall 2013 through Spring 2014
**Create a forum and central space for these graduate students- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested graduate students- Fall 2014
**Afford benefits and rewards to committed graduate students- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with graduate students- Fall 2015

== Tactic #3: Transformation of the Clemson University Office of Technology Transfer ==

*Description:  The purpose of a technology transfer office is to facilitate innovation from laboratory to commercialization.  This is fostered by various techniques, a benchmark of which is still to be established.  One tactic to raise the bar for technoogy transfer offices across the country is to establish a mentorship relationship between current I&E students and their university technology transfer office.  This could be facilitated through work-shops, seminars, How-To sessions.  All of these outlets generate learning experiences and shine a positive light on the technology transfer office, an entity who, if they facilitate technology development throughout all stages, will clearly be seen as facilitating innovation from laboratoty to commercialization.
*Team Leader: Elizabeth Perpall, Chief Technology Transfer Officer, Clemson University Research Foundation (CURF)
*Milestones:
**Set goals with students (What would they like to see from their OTT?)- Fall 2013 through Spring 2014
**Set goals with OTT (What would they like to see from their students?)- Fall 2013 through Spring 2014
***Setting these goals with both parties sets expectations and responsibilities with each party
**Negotiate goals- Spring 2014
**Set Measurable Standards- Summer 2014
**Facilitate Student-OTT Interactions- Fall 2014
**Select and Prepare OTT speakers- Fall 2014
**OTT Seminars (re-curring event)- Fall 2014
**Prepare Work-Shop Attendance List- Winter 2014
**OTT Work-Shops (re-curring event)- Spring 2015
**Generate Awareness of How-To Sessions- Spring 2015
**Accept Applications- Spring 2015
**Verify Applications- Spring 2015
**Select Teams- Spring 2015
**OTT How-To Sessions (recurring event)- Spring 2015

= Impact =

{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdGJHandKM3FveURGZkotUWlLNlZKbXc|width=800|height=650}}

{{#widget:Google Form|key=1m8dmj_mkPQEPpaX9Rd0fMeXLKpSTsDtJcQVk3MtxtrM|width=1400|height=1400}}

= Related Links =

[[Clemson University]]

[[Breanne Przestrzelski]]

[[Category:Student Priorities|Student_Priorities]]

School:Clemson University

2014-01-06T00:10:01Z

Bprzest:

[[File:Clemson Logo with Tiger.png|center|Clemson University]]

= Student Innovation and Entrepreneurship =

Student innovation at Clemson University starts with engaged learning and undergraduate research, which is combined in the '''Creative Inquiry Program'''.  This program has had immense success in inspiring students to get involved in design and innovation.  '''Engineering World Health (EWH)''' and '''Engineers Without Border (EWB)''' also have a large presence on the campus and motivate students to change the world through their ideas.

[[File:Vox novo.jpg|right|200x100px|Vox Novo Talks]]

Captivating innovation talks are held on campus twice a month.  '''VoxNovo Talks''', hosted by the Clemson Graduate Student Government, and '''Tiger Talks''', hosted by the Clemson Bioengineering Society, are two popular events that bring together inspirational individuals where shared ideas and perspectives change the world.

The '''Arthur M. Spiro Institue for Entrepreneurial Leadership '''was founded with a mission to support education, research and outreach programs that promote entrepreneurial activity and economic development of the region, state, and nation.  The Sprio Institute draws from the expertise within the College of Business and Behavioral Science to explore entrepreneurial leadership.

[[File:MBA EI.jpg|left|300x75px|Clemson MBAe]]

A unique graduate degree in entrepreneurship is offered at Clemson University: '''an MBA in Entrepreneurship and Innovation (MBAe)''' where students begin with an idea, apply rigorous business principles and graduate with both an MBA degree and a market-ready business idea.  Innovation and entrepreneurship is also captured in the'''Technology Entrepreneurship Certificate Program''', offered to all graduate students in engineering and science disciplines.  Students also have the opportunity to graduate in a Business Management Major with an emphasis area in Entrepreneurship.

Opportunities for funding of student-led technologies is offered directly through '''LaunchPadSC''', a competition that is designed to assist individuals and/or teams in the genesis of ideas for new business concepts and to help move them forward in the formation of potential new companies.

[[File:SEED.jpg|right|250x200px|SEED]]

Also available is mentorship and support through centers like the '''Clemson Regional Small Business Development Center (SBDC)'''.  Representatives offer personal consultation, guidance, and assistance to small business owners and entrepreneurs through one-on-one management and technical assistance as well as interactive webinar series.

Mentoring is also available through the '''Sustainable Entrepreneurs & Economic Development (SEED) '''eight-session course that is designed to help early-stage entrepreneurs understand the business behind the success.

= Faculty Innovation and Entrepreneurship =

The expertise and passion behind the faculty in course offerings taught in various departments is fundamentally what peaks the interest of students.  Early courses such as CES 102: Engineering Disciplines and Skills and MGT 201: Principles of Management touch on the importance of fundamental elements to innovation and entrepreneurship in the early undergraduate years.  Thorughout the course of their undergraduate degree, students are exposed to courses that spark realization of the importance of innovation and entrepreneurship and foster deeper involvement.  Courses in the Executive Leadership and Entrepreneurship Department represnt this sector in which faculty are minimally involved.  It is not until Senior Capstone Design classes such as Design Theory and Applied Design, that students begin to flourish under the mentorship of their faculty.

This relationship is also fostered by faculty involvement in programs like '''Creative Inquiries'''- where faculty sponsors play a large role in guiding the innovation techniques and actively contributing to the development of a technology.

Few faculty incentives are provided at Clemson University to promote innovation and entrepreneurship outside of the simple motivation for student education and learning.  Many faculty members strive for excellence in the research laboratory and cannot find time to chase their entrepreneurial dreams.

= University Technology Transfer Function =

[[File:CURF.png|right|200x75px|CURF]]

The '''Clemson University Research Foundation (CURF)''' is a university corporation organized to provide leadership and expertise to maximize the societal impact of university research and innovation.  CURF manages the technology transfer functions of Clemson University by taking assignment of inventions, obtaining intellectual property protection, working with faculty to evaulate commercial potential of discoveries, and licensing inventions to the private sector for public use.

CURF owns and operates several facilities that support business incubation and enable Clemson research activities: the Center for Applied Technology, Griffth Incubator, and the National Brick Research Center.

CURF also has developed relationships with several technology advancement firms across the country that have the first right of refusal for developing technologies.  One company to highlight is that of '''TAO Life Sciences''', who also has attained industry-partnership status and holds space in the CUBEInC. facility.

= University-Industry Collaboration =

[[File:CUICAR 2.jpg|right|300x200px|CU-ICAR Facility]]

Clemson University's closest city of innovation is Greenville, SC, the home of many large and small manufacturing companies, mostly centered around the largest employer in the region, BMW.  A thriving manufacturing ecosystem related to the automotive industry is present at '''Clemson University International Center for Automotive Research (CU-ICAR)''', an advanced technology-research campus where education, research, and economic development collaborate to create a global venue for automotive innovation.

[[File:CUBEInC Facilities.jpg|left|300x200px|CUBEInC Facility]]A second focus for industry collaboration is with the Greenville Health System at the '''Clemson University Bioengineering Innovation Campus (CUBEInC)'''.  This facility offers a unique environment in which high-impact medical technology for disease management is developed alongside clinicians with goals to transfer technology from bench to bedside.  Within this facility, other biomedical companies partner with Clemson in the Biomedical Corporate Partner Program to preview novel Clemson technology and actively participate in shaping the biomedical work-force.

The '''Advanced Materials Research Laboratories (AMRL)''', an 111,000 square-foot facility that brings together state-of-the-art equipment and researchers to generate a powerful magnet for the advanced materials industry.  The National Science Foundation, the Department of Defense, and NASA has all recognized the center's work and offered funding to future innovation.

[[File:NEXT.jpg|right|300x250px|NEXT Innovation Center]]

The'''Duke Energy Innovation Center '''brings together corporate tenants and entrepreneurial start-up companies for wet/dry labs and office space.  This facility benefits from close proximity to the AMRL and Clemson University's high performance computing center.

The '''NEXT Innovation Center''' is a place where a community can thrive and stimulate collaboration between innovators, thinkers, creators, and business builders.  Here, the opportunities are endless- from virtual offices for start-ups, to super cubes and executives, to adaptable conference rooms, dry erase walls, and even Wii rooms.  If a Clemson University student has taken the "next" step in starting up a company, this has the technological infrastructure to allow the company to thrive.

= Regional and Local Economic Development Efforts =

[[File:SCBIO logo.jpg|left|200x150px|SCBIO logo]]The state of South Carolina offers support for innovation efforts through '''SCLaunch''', a venture funding source that provides seed stage capital for businesses across the state.  '''SCBIO''' is another South Carolina economic development organization that runs networking meetings, entrepreneurial courses, start-up boot camps (such as '''SCBIO Boot Camp'''), and advocates the state legislature on behalf of the state's life science industry.  '''Upstate Alliance''' also has a "bio" division that promotes the South Carolina Upstate region through operating companies.  '''SC Med TransTech''' is a program aimed at developing translatable medtech technology in the state that allows for grants for research aimed at the interests of Stryker Corp.

These efforts are simply the beginning of the drive for economic development in innovation and entrepreneurship.  Integration and implementation of a plan to acquire "gap" funding is underway and are integral to the success of Clemson University's vision for entrepreneurship and innovation.

= Landscape Canvas =
{{#widget:Google Spreadsheet|key=0AgHBY23xvE2CdG10MFlMaEhxcW5xWDAyYzVJa0Y4NWc|width=1300|height=700}}

= Related Links =

[[Clemson University Student Priorities]]

[[Breanne Przestrzelski]]

[[Category:Universities]]

Organization:StartX

2013-11-05T02:07:25Z

Bprzest:

= Overview =

[[File:Startx 3.jpeg|border|right|Startx 3.jpeg]][http://startx.stanford.edu/ StartX] is an educational, non-profit program associated with Stanford University with goals to accelerate the development of top entrepreneurs through education and collective intelligence.

 This program was developed in 2011 by Cameron Teitelman and Dan Ha as a spin-off program of the Stanford Student Enterprises, which is the non-profit financial arm of the [http://www.stanford.edu/dept/registrar/bulletin1011/4813.htm Associated Students of Stanford University]. In February 2012, Silicon Valley companies contributed $400,000 towards the advancement of StartX, just prior to an $800,000 [http://www.kauffman.org/newsroom/2012/08/kauffman-foundation-announces-grant-to-startx grant awarded] in August 2012 from the [http://www.kauffman.org/ Kauffman Foundation] (a nationally recognized center for entrepreneurship and education) to again further advance the program’s success.  As of last month, Stanford University has announced its recipient status of a $3.6 million grant that will be dispersed over three years to contribute to other StartX funding sources like Stanford Hospital and Clinics.  

[http://startx.stanford.edu/apply StartX Visiting Founders Program]), applicants from any university can be accepted. This program allows for non-Stanford start-up companies to spend three months (during a summer accelerator program from June through September) in the Silicon Valley working under the mentorship and education of StartX to accelerate their developing company. The VFP companies are treated no differently from those affiliated with Stanford University, have access to all of the same resources and are offered additional financial support to offset costs of moving to Silicon Valley.

[http://startx.stanford.edu/med StartX Med] is a program within StartX focused on accelerating the development of Stanford’s top medical entrepreneurs. With a focus on advancing breakthrough healthcare technologies through StartX Med, this branch of StartX affords a unique opportunity for those seeking innovation in the medical field.  StartX partners with companies like Johnson&Johnson and Merck to foster young entrepreneurs.

StartX seeks founders at all stages.  Among their core values, it is stated that StartX puts "founders first."  Of the 331 founders so far, 136 companies have formed with a success rate of 85%.  Ten of these companies have been acquired by companies such as Google, Yahoo, etc.  The success of this program can be seen in all with which they are associated.

= Purpose =

The purpose of StartX is to accelerate the development for the highest potential of start-up founders through education and collective intelligence that strives to bring the following to the start-up founders:

#An entrepreneurial-focused community that ranges in expertise from consumer IT to medical hardware.
#*This community has raised over $200 million and an average $1.8 million per start-up company.
#*This community is comprised of leading investors such as [http://www.greylock.com/ Greylock Partners], [http://a16z.com/ Andreessen Horowitz,] [http://www.foundersfund.com/ Founders Fund] and [http://www.venrock.com/ Venrock].
#Free office space.
#Free legal services.
#Up to $100,000 in free resources (web services, clouding, etc.).
#Unprecedented entrepreneurial mentorship from over 200 serial entrepreneurs, experts, angels and venture capitalists.
#*Some notable StartX mentors include [https://www.palantir.com/ Palantir], LinkedIn, Google, Twitter, and many more successful Silicon Valley companies.
#Customized programming and on-demand experts that provide top class education to top class future entrepreneurs.
#Real-time customized education.
#Board-class mentorship

= Distinct Differences From Other Offerings =

[[File:Startx 2.jpg|thumb|right|300px|Startx 2.jpg]]

[[File:Startx 1.jpg|thumb|right|300px|Startx 1.jpg]]

#StartX requires no fees
#StartX takes no equity (ZERO EQUITY) in the technologies and companies that it helps get off the ground.

= Impact Achieved For Students and Campus =

#Alphonso Labs developed the Pulse App.
#Apple, Inc. acquired WifiSlam for approximately $20 million.
#If your innovation is medically focused, a new track within StartX called StartX Med was launched in May 2012 to focus on medical-related start-up companies.
#As of 2013, StartX has helped 6 start-up companies achieve greatness.
#StartX founder’s companies have been acquired by a collection like Apple, Instragram and Yahoo, and have been featured in all major news publications, TEDtalks and Harvard Review articles.

= Steps Required To Bring Resource to Campus =
<blockquote>
#StartX holds three sessions per year; Fall (November - February), Spring (March - June) and Summer (June - September). ''Note:'' Applications for each session are due one month prior to each session.
#Teams typically consist of two to three founders, but all sizes are accepted. Teams come from all industries and departments (biotechnology, cleantech, hardward, medical devices, nonprofits, music, finance, IT, etc.)
#Requirements for teams considering to apply for the StartX Accelerator Program: (1) Passion in an Idea (2) Committment- this will be a full-time job (3) Good team dynamics (4) Technical Skills and Domain Expertise (4) Idea Quality
#Following a submitted application, the first round of interviews is conducted at the StartX office. (*Note: The acceptance rate to this stage alone is 10%.)  These interviews are conducted in front of a panel of judges comprising StartX mentors, venture capitalists, serial entrepreneurs and other StartX staff.
#A second round of interviews are conducted during which applicants will meet with StartX alumni and staff members who assess the team's cultural fit with the community, after which, final decisions are made.
</blockquote>
= University Innovation Fellow Special Opportunities =

#'''Thought Leadership Bootcamp at StartX:''' University Innovations Fellows (UIF) travel to Silicon Valley where they have the opportunity to learn how to StartX was created, and share in student-led sessions of incubator ideas and best practives. This interactive bootcamp will introduce UIFs to the customized education and opportunities available through StartX.
#'''Webinar Sessions:''' Over the course of a year, UIFs will share topics and challenges encountered on their campuses. Webinar sessions will then be organized and occur three times per year by StartX, in which feedback from the StartX community will provide recommendations, advice and solutions for the UIFs challenges.

Both of these opportunities seek to provide the most customized education for students looking to change the world.

= Contact Information =

''Derrick Hsiou'' (818) 297 - 7508 derrick@startx.stanford.edu

[[Category:Resources]]

Organization:Team Skill Building

2013-11-01T03:00:43Z

Bprzest:

= Overview =

Team Skill Building works on strategies to expose interested students with an array of opportunities to learn the fundamental skills of Innovation and Entrepreneurship. These skills range from opportunity recognition and value creation to risk tolerance and intellectual property management. Exposure to these concepts in a team-based environment expands the student's network of potential teammates and support resources, while providing the student with the confidence to test these skills on specific commercialization opportunities.

= Standing Meeting Time =

Bi-weekly meetings, best day and time TBD (awaiting confirmation from whole group)

If a team member cannot make the regular meeting, progress updates will be given in an external form.

= Team Members =

Team Leaders:[[File:Business team.jpg|right|350x250px|Business team.jpg]]

1)  Bre Przestrzelski: NCIIA Correspondance and Meeting Moderator

2)  Dean Tate and Ellery Addington-White: Co-Webmasters, Team Correspondance

Team Members:

*[[Chen Cui]], [[University of Iowa]]
*[[Breanne Przestrzelski]], [[Clemson University]]
*[[Michael Tantum]], [[Wake Forest University]]
*[[Ellery Addington-White]], [[Beloit College]]
*[[Dean Tate]], [[Texas A & M University]]
*[[Graham Leslie]], [[Texas A & M University]]

= Topics =

*Extracurricular clubs and program offerings
*Innovation and Entrepreneurship Courses (all levels)
*3-Day Startup, Startup Weekend and Other Hack-a-thons
*Student Venture Funds
*Entrepreneurship Landscape Tour (on- and off-campus)
*Other(s)

= Meeting Notes and Shared Resources =

Meeting 1: October 30, 2013 9am EST (WebEx Session)

Team and individual priorities were discussed

Current campus strengths and weaknesses were introduced from which similarities in priorities were drawn

With such a small team, sub-groups will not be formed but instead our team will operate with the goal to complement eachother's progress by providing advice to all and strengthening the depth of our student network.  If needed, sub-groups will form naturally between students looking to accomplish similar I&E tactics on their campuses.[[File:Question-mark-money.jpg|right|175x225px|Question-mark-money.jpg]]

A concern was raised for "Ideas for Funding These Tactics" and was further discussed.  Possible options were introduced for additional follow-up:

*Ask successful Unniversity Innovation Fellows (ex: Jared Carp creating an innovation space from an underutilized room)
*Ask alumni 
*Seek out appropriate grants
*Find out more about your regional economic development program

Lastly, it was determined to use the bi-weekly meetings as an interactive resource.  Every meeting, one UI Fellow could invite '''an I&E team member''' that is crucial to their campus’ mission to speak about their contribution and involvement in the project. (And then extend the invitation to continue to attend).  Every meeting, the team could invite '''a current or past UI Fellow''' who has experience in raising potential value on their campus to speak about their lessons learned, how they would have done things differently, etc.  (And then extend the invitation to continue to attend).  Every meeting, our team could invite '''a special guest''' that has extensive experience in I&E but is outside the NCIIA UIF network.

**Note:  For some speakers, it will be imperative to provide a specific topic on which the speaker can focus for a more structured organization.  This will also provide the students to formulate questions for the speakers beforehand on the selected topics.  Topics will include all that the students are interested in learning to promote I&E on their campus.

Organization:Team Skill Building

2013-11-01T03:00:09Z

Bprzest:

= Overview =

Team Skill Building works on strategies to expose interested students with an array of opportunities to learn the fundamental skills of Innovation and Entrepreneurship. These skills range from opportunity recognition and value creation to risk tolerance and intellectual property management. Exposure to these concepts in a team-based environment expands the student's network of potential teammates and support resources, while providing the student with the confidence to test these skills on specific commercialization opportunities.

= Standing Meeting Time =

Bi-weekly meetings, best day and time TBD (awaiting confirmation from whole group)

If a team member cannot make the regular meeting, progress updates will be given in an external form.

= Team Members =

Team Leaders:[[File:Business team.jpg|right|400x300px]]

1)  Bre Przestrzelski- NCIIA Correspondance and Meeting Moderator

2)  Dean Tate and Ellery Addington-White- Co-Webmasters, Team Correspondance

Team Members:

*[[Chen Cui]], [[University of Iowa]]
*[[Breanne Przestrzelski]], [[Clemson University]]
*[[Michael Tantum]], [[Wake Forest University]]
*[[Ellery Addington-White]], [[Beloit College]]
*[[Dean Tate]], [[Texas A & M University]]
*[[Graham Leslie]], [[Texas A & M University]]

= Topics =

*Extracurricular clubs and program offerings
*Innovation and Entrepreneurship Courses (all levels)
*3-Day Startup, Startup Weekend and Other Hack-a-thons
*Student Venture Funds
*Entrepreneurship Landscape Tour (on- and off-campus)
*Other(s)

= Meeting Notes and Shared Resources =

Meeting 1: October 30, 2013 9am EST (WebEx Session)

Team and individual priorities were discussed

Current campus strengths and weaknesses were introduced from which similarities in priorities were drawn

With such a small team, sub-groups will not be formed but instead our team will operate with the goal to complement eachother's progress by providing advice to all and strengthening the depth of our student network.  If needed, sub-groups will form naturally between students looking to accomplish similar I&E tactics on their campuses.[[File:Question-mark-money.jpg|right|175x225px|Question-mark-money.jpg]]

A concern was raised for "Ideas for Funding These Tactics" and was further discussed.  Possible options were introduced for additional follow-up:

*Ask successful Unniversity Innovation Fellows (ex: Jared Carp creating an innovation space from an underutilized room)
*Ask alumni 
*Seek out appropriate grants
*Find out more about your regional economic development program

Lastly, it was determined to use the bi-weekly meetings as an interactive resource.  Every meeting, one UI Fellow could invite '''an I&E team member''' that is crucial to their campus’ mission to speak about their contribution and involvement in the project. (And then extend the invitation to continue to attend).  Every meeting, the team could invite '''a current or past UI Fellow''' who has experience in raising potential value on their campus to speak about their lessons learned, how they would have done things differently, etc.  (And then extend the invitation to continue to attend).  Every meeting, our team could invite '''a special guest''' that has extensive experience in I&E but is outside the NCIIA UIF network.

**Note:  For some speakers, it will be imperative to provide a specific topic on which the speaker can focus for a more structured organization.  This will also provide the students to formulate questions for the speakers beforehand on the selected topics.  Topics will include all that the students are interested in learning to promote I&E on their campus.

Organization:Team Skill Building

2013-11-01T02:59:40Z

Bprzest:

= Overview =

Team Skill Building works on strategies to expose interested students with an array of opportunities to learn the fundamental skills of Innovation and Entrepreneurship. These skills range from opportunity recognition and value creation to risk tolerance and intellectual property management. Exposure to these concepts in a team-based environment expands the student's network of potential teammates and support resources, while providing the student with the confidence to test these skills on specific commercialization opportunities.

= Standing Meeting Time =

Bi-weekly meetings, best day and time TBD (awaiting confirmation from whole group)

If a team member cannot make the regular meeting, progress updates will be given in an external form.

= Team Members[[File:Business team.jpg|right|350x250px|Business team.jpg]] =

Team Leaders:

1)  Bre Przestrzelski- NCIIA Correspondance and Meeting Moderator

2)  Dean Tate and Ellery Addington-White- Co-Webmasters, Team Correspondance

Team Members:

*[[Chen Cui]], [[University of Iowa]]
*[[Breanne Przestrzelski]], [[Clemson University]]
*[[Michael Tantum]], [[Wake Forest University]]
*[[Ellery Addington-White]], [[Beloit College]]
*[[Dean Tate]], [[Texas A & M University]]
*[[Graham Leslie]], [[Texas A & M University]]

= Topics =

*Extracurricular clubs and program offerings
*Innovation and Entrepreneurship Courses (all levels)
*3-Day Startup, Startup Weekend and Other Hack-a-thons
*Student Venture Funds
*Entrepreneurship Landscape Tour (on- and off-campus)
*Other(s)

= Meeting Notes and Shared Resources =

Meeting 1: October 30, 2013 9am EST (WebEx Session)

Team and individual priorities were discussed

Current campus strengths and weaknesses were introduced from which similarities in priorities were drawn

With such a small team, sub-groups will not be formed but instead our team will operate with the goal to complement eachother's progress by providing advice to all and strengthening the depth of our student network.  If needed, sub-groups will form naturally between students looking to accomplish similar I&E tactics on their campuses.[[File:Question-mark-money.jpg|right|175x225px|Question-mark-money.jpg]]

A concern was raised for "Ideas for Funding These Tactics" and was further discussed.  Possible options were introduced for additional follow-up:

*Ask successful Unniversity Innovation Fellows (ex: Jared Carp creating an innovation space from an underutilized room)
*Ask alumni 
*Seek out appropriate grants
*Find out more about your regional economic development program

Lastly, it was determined to use the bi-weekly meetings as an interactive resource.  Every meeting, one UI Fellow could invite '''an I&E team member''' that is crucial to their campus’ mission to speak about their contribution and involvement in the project. (And then extend the invitation to continue to attend).  Every meeting, the team could invite '''a current or past UI Fellow''' who has experience in raising potential value on their campus to speak about their lessons learned, how they would have done things differently, etc.  (And then extend the invitation to continue to attend).  Every meeting, our team could invite '''a special guest''' that has extensive experience in I&E but is outside the NCIIA UIF network.

**Note:  For some speakers, it will be imperative to provide a specific topic on which the speaker can focus for a more structured organization.  This will also provide the students to formulate questions for the speakers beforehand on the selected topics.  Topics will include all that the students are interested in learning to promote I&E on their campus.

Organization:Team Skill Building

2013-11-01T02:59:16Z

Bprzest:

= Overview =

Team Skill Building works on strategies to expose interested students with an array of opportunities to learn the fundamental skills of Innovation and Entrepreneurship. These skills range from opportunity recognition and value creation to risk tolerance and intellectual property management. Exposure to these concepts in a team-based environment expands the student's network of potential teammates and support resources, while providing the student with the confidence to test these skills on specific commercialization opportunities.

= Standing Meeting Time =

Bi-weekly meetings, best day and time TBD (awaiting confirmation from whole group)

If a team member cannot make the regular meeting, progress updates will be given in an external form.

= Team Members[[File:Business team.jpg|right|400x300px|Business team.jpg]] =

Team Leaders:

1)  Bre Przestrzelski- NCIIA Correspondance and Meeting Moderator

2)  Dean Tate and Ellery Addington-White- Co-Webmasters, Team Correspondance

Team Members:

*[[Chen Cui]], [[University of Iowa]]
*[[Breanne Przestrzelski]], [[Clemson University]]
*[[Michael Tantum]], [[Wake Forest University]]
*[[Ellery Addington-White]], [[Beloit College]]
*[[Dean Tate]], [[Texas A & M University]]
*[[Graham Leslie]], [[Texas A & M University]]

= Topics =

*Extracurricular clubs and program offerings
*Innovation and Entrepreneurship Courses (all levels)
*3-Day Startup, Startup Weekend and Other Hack-a-thons
*Student Venture Funds
*Entrepreneurship Landscape Tour (on- and off-campus)
*Other(s)

= Meeting Notes and Shared Resources =

Meeting 1: October 30, 2013 9am EST (WebEx Session)

Team and individual priorities were discussed

Current campus strengths and weaknesses were introduced from which similarities in priorities were drawn

With such a small team, sub-groups will not be formed but instead our team will operate with the goal to complement eachother's progress by providing advice to all and strengthening the depth of our student network.  If needed, sub-groups will form naturally between students looking to accomplish similar I&E tactics on their campuses.[[File:Question-mark-money.jpg|right|175x225px|Question-mark-money.jpg]]

A concern was raised for "Ideas for Funding These Tactics" and was further discussed.  Possible options were introduced for additional follow-up:

*Ask successful Unniversity Innovation Fellows (ex: Jared Carp creating an innovation space from an underutilized room)
*Ask alumni 
*Seek out appropriate grants
*Find out more about your regional economic development program

Lastly, it was determined to use the bi-weekly meetings as an interactive resource.  Every meeting, one UI Fellow could invite '''an I&E team member''' that is crucial to their campus’ mission to speak about their contribution and involvement in the project. (And then extend the invitation to continue to attend).  Every meeting, the team could invite '''a current or past UI Fellow''' who has experience in raising potential value on their campus to speak about their lessons learned, how they would have done things differently, etc.  (And then extend the invitation to continue to attend).  Every meeting, our team could invite '''a special guest''' that has extensive experience in I&E but is outside the NCIIA UIF network.

**Note:  For some speakers, it will be imperative to provide a specific topic on which the speaker can focus for a more structured organization.  This will also provide the students to formulate questions for the speakers beforehand on the selected topics.  Topics will include all that the students are interested in learning to promote I&E on their campus.

Organization:Team Skill Building

2013-11-01T02:58:55Z

Bprzest:

= Overview =

Team Skill Building works on strategies to expose interested students with an array of opportunities to learn the fundamental skills of Innovation and Entrepreneurship. These skills range from opportunity recognition and value creation to risk tolerance and intellectual property management. Exposure to these concepts in a team-based environment expands the student's network of potential teammates and support resources, while providing the student with the confidence to test these skills on specific commercialization opportunities.

= Standing Meeting Time =

Bi-weekly meetings, best day and time TBD (awaiting confirmation from whole group)

If a team member cannot make the regular meeting, progress updates will be given in an external form.

= Team Members[[File:Business team.jpg|right|500x400px]] =

Team Leaders:

1)  Bre Przestrzelski- NCIIA Correspondance and Meeting Moderator

2)  Dean Tate and Ellery Addington-White- Co-Webmasters, Team Correspondance

Team Members:

*[[Chen Cui]], [[University of Iowa]]
*[[Breanne Przestrzelski]], [[Clemson University]]
*[[Michael Tantum]], [[Wake Forest University]]
*[[Ellery Addington-White]], [[Beloit College]]
*[[Dean Tate]], [[Texas A & M University]]
*[[Graham Leslie]], [[Texas A & M University]]

= Topics =

*Extracurricular clubs and program offerings
*Innovation and Entrepreneurship Courses (all levels)
*3-Day Startup, Startup Weekend and Other Hack-a-thons
*Student Venture Funds
*Entrepreneurship Landscape Tour (on- and off-campus)
*Other(s)

= Meeting Notes and Shared Resources =

Meeting 1: October 30, 2013 9am EST (WebEx Session)

Team and individual priorities were discussed

Current campus strengths and weaknesses were introduced from which similarities in priorities were drawn

With such a small team, sub-groups will not be formed but instead our team will operate with the goal to complement eachother's progress by providing advice to all and strengthening the depth of our student network.  If needed, sub-groups will form naturally between students looking to accomplish similar I&E tactics on their campuses.[[File:Question-mark-money.jpg|right|175x225px|Question-mark-money.jpg]]

A concern was raised for "Ideas for Funding These Tactics" and was further discussed.  Possible options were introduced for additional follow-up:

*Ask successful Unniversity Innovation Fellows (ex: Jared Carp creating an innovation space from an underutilized room)
*Ask alumni 
*Seek out appropriate grants
*Find out more about your regional economic development program

Lastly, it was determined to use the bi-weekly meetings as an interactive resource.  Every meeting, one UI Fellow could invite '''an I&E team member''' that is crucial to their campus’ mission to speak about their contribution and involvement in the project. (And then extend the invitation to continue to attend).  Every meeting, the team could invite '''a current or past UI Fellow''' who has experience in raising potential value on their campus to speak about their lessons learned, how they would have done things differently, etc.  (And then extend the invitation to continue to attend).  Every meeting, our team could invite '''a special guest''' that has extensive experience in I&E but is outside the NCIIA UIF network.

**Note:  For some speakers, it will be imperative to provide a specific topic on which the speaker can focus for a more structured organization.  This will also provide the students to formulate questions for the speakers beforehand on the selected topics.  Topics will include all that the students are interested in learning to promote I&E on their campus.

File:Business team.jpg

2013-11-01T02:57:47Z

Bprzest:

Organization:Team Skill Building

2013-11-01T02:55:40Z

Bprzest:

= Overview =

Team Skill Building works on strategies to expose interested students with an array of opportunities to learn the fundamental skills of Innovation and Entrepreneurship. These skills range from opportunity recognition and value creation to risk tolerance and intellectual property management. Exposure to these concepts in a team-based environment expands the student's network of potential teammates and support resources, while providing the student with the confidence to test these skills on specific commercialization opportunities.

= Standing Meeting Time =

Bi-weekly meetings, best day and time TBD (awaiting confirmation from whole group)

If a team member cannot make the regular meeting, progress updates will be given in an external form.

= Team Members =

Team Leaders:

1)  Bre Przestrzelski- NCIIA Correspondance and Meeting Moderator

2)  Dean Tate and Ellery Addington-White- Co-Webmasters, Team Correspondance

Team Members:

*[[Chen Cui]], [[University of Iowa]]
*[[Breanne Przestrzelski]], [[Clemson University]]
*[[Michael Tantum]], [[Wake Forest University]]
*[[Ellery Addington-White]], [[Beloit College]]
*[[Dean Tate]], [[Texas A & M University]]
*[[Graham Leslie]], [[Texas A & M University]]

= Topics =

*Extracurricular clubs and program offerings
*Innovation and Entrepreneurship Courses (all levels)
*3-Day Startup, Startup Weekend and Other Hack-a-thons
*Student Venture Funds
*Entrepreneurship Landscape Tour (on- and off-campus)
*Other(s)

= Meeting Notes and Shared Resources =

Meeting 1: October 30, 2013 9am EST (WebEx Session)

Team and individual priorities were discussed

Current campus strengths and weaknesses were introduced from which similarities in priorities were drawn

With such a small team, sub-groups will not be formed but instead our team will operate with the goal to complement eachother's progress by providing advice to all and strengthening the depth of our student network.  If needed, sub-groups will form naturally between students looking to accomplish similar I&E tactics on their campuses.[[File:Question-mark-money.jpg|right|175x225px|Question-mark-money.jpg]]

A concern was raised for "Ideas for Funding These Tactics" and was further discussed.  Possible options were introduced for additional follow-up:

*Ask successful Unniversity Innovation Fellows (ex: Jared Carp creating an innovation space from an underutilized room)
*Ask alumni 
*Seek out appropriate grants
*Find out more about your regional economic development program

Lastly, it was determined to use the bi-weekly meetings as an interactive resource.  Every meeting, one UI Fellow could invite '''an I&E team member''' that is crucial to their campus’ mission to speak about their contribution and involvement in the project. (And then extend the invitation to continue to attend).  Every meeting, the team could invite '''a current or past UI Fellow''' who has experience in raising potential value on their campus to speak about their lessons learned, how they would have done things differently, etc.  (And then extend the invitation to continue to attend).  Every meeting, our team could invite '''a special guest''' that has extensive experience in I&E but is outside the NCIIA UIF network.

**Note:  For some speakers, it will be imperative to provide a specific topic on which the speaker can focus for a more structured organization.  This will also provide the students to formulate questions for the speakers beforehand on the selected topics.  Topics will include all that the students are interested in learning to promote I&E on their campus.

Organization:Team Skill Building

2013-11-01T02:55:18Z

Bprzest:

= Overview =

Team Skill Building works on strategies to expose interested students with an array of opportunities to learn the fundamental skills of Innovation and Entrepreneurship. These skills range from opportunity recognition and value creation to risk tolerance and intellectual property management. Exposure to these concepts in a team-based environment expands the student's network of potential teammates and support resources, while providing the student with the confidence to test these skills on specific commercialization opportunities.

= Standing Meeting Time =

Bi-weekly meetings, best day and time TBD (awaiting confirmation from whole group)

If a team member cannot make the regular meeting, progress updates will be given in an external form.

= Team Members =

Team Leaders:

1)  Bre Przestrzelski- NCIIA Correspondance and Meeting Moderator

2)  Dean Tate and Ellery Addington-White- Co-Webmasters, Team Correspondance

Team Members:

*[[Chen Cui]], [[University of Iowa]]
*[[Breanne Przestrzelski]], [[Clemson University]]
*[[Michael Tantum]], [[Wake Forest University]]
*[[Ellery Addington-White]], [[Beloit College]]
*[[Dean Tate]], [[Texas A & M University]]
*[[Graham Leslie]], [[Texas A & M University]]

= Topics =

*Extracurricular clubs and program offerings
*Innovation and Entrepreneurship Courses (all levels)
*3-Day Startup, Startup Weekend and Other Hack-a-thons
*Student Venture Funds
*Entrepreneurship Landscape Tour (on- and off-campus)
*Other(s)

= Meeting Notes and Shared Resources =

Meeting 1: October 30, 2013 9am EST (WebEx Session)

Team and individual priorities were discussed

Current campus strengths and weaknesses were introduced from which similarities in priorities were drawn

With such a small team, sub-groups will not be formed but instead our team will operate with the goal to complement eachother's progress by providing advice to all and strengthening the depth of our student network.  If needed, sub-groups will form naturally between students looking to accomplish similar I&E tactics on their campuses.[[File:Question-mark-money.jpg|right|150x200px|Question-mark-money.jpg]]

A concern was raised for "Ideas for Funding These Tactics" and was further discussed.  Possible options were introduced for additional follow-up:

*Ask successful Unniversity Innovation Fellows (ex: Jared Carp creating an innovation space from an underutilized room)
*Ask alumni 
*Seek out appropriate grants
*Find out more about your regional economic development program

Lastly, it was determined to use the bi-weekly meetings as an interactive resource.  Every meeting, one UI Fellow could invite '''an I&E team member''' that is crucial to their campus’ mission to speak about their contribution and involvement in the project. (And then extend the invitation to continue to attend).  Every meeting, the team could invite '''a current or past UI Fellow''' who has experience in raising potential value on their campus to speak about their lessons learned, how they would have done things differently, etc.  (And then extend the invitation to continue to attend).  Every meeting, our team could invite '''a special guest''' that has extensive experience in I&E but is outside the NCIIA UIF network.

**Note:  For some speakers, it will be imperative to provide a specific topic on which the speaker can focus for a more structured organization.  This will also provide the students to formulate questions for the speakers beforehand on the selected topics.  Topics will include all that the students are interested in learning to promote I&E on their campus.

Organization:Team Skill Building

2013-11-01T02:54:58Z

Bprzest:

= Overview =

Team Skill Building works on strategies to expose interested students with an array of opportunities to learn the fundamental skills of Innovation and Entrepreneurship. These skills range from opportunity recognition and value creation to risk tolerance and intellectual property management. Exposure to these concepts in a team-based environment expands the student's network of potential teammates and support resources, while providing the student with the confidence to test these skills on specific commercialization opportunities.

= Standing Meeting Time =

Bi-weekly meetings, best day and time TBD (awaiting confirmation from whole group)

If a team member cannot make the regular meeting, progress updates will be given in an external form.

= Team Members =

Team Leaders:

1)  Bre Przestrzelski- NCIIA Correspondance and Meeting Moderator

2)  Dean Tate and Ellery Addington-White- Co-Webmasters, Team Correspondance

Team Members:

*[[Chen Cui]], [[University of Iowa]]
*[[Breanne Przestrzelski]], [[Clemson University]]
*[[Michael Tantum]], [[Wake Forest University]]
*[[Ellery Addington-White]], [[Beloit College]]
*[[Dean Tate]], [[Texas A & M University]]
*[[Graham Leslie]], [[Texas A & M University]]

= Topics =

*Extracurricular clubs and program offerings
*Innovation and Entrepreneurship Courses (all levels)
*3-Day Startup, Startup Weekend and Other Hack-a-thons
*Student Venture Funds
*Entrepreneurship Landscape Tour (on- and off-campus)
*Other(s)

= Meeting Notes and Shared Resources =

Meeting 1: October 30, 2013 9am EST (WebEx Session)

Team and individual priorities were discussed

Current campus strengths and weaknesses were introduced from which similarities in priorities were drawn

With such a small team, sub-groups will not be formed but instead our team will operate with the goal to complement eachother's progress by providing advice to all and strengthening the depth of our student network.  If needed, sub-groups will form naturally between students looking to accomplish similar I&E tactics on their campuses.[[File:Question-mark-money.jpg|right|150x200px]]

A concern was raised for "Ideas for Funding These Tactics" and was further discussed.  Possible options were introduced for additional follow-up:

*Ask successful Unniversity Innovation Fellows (ex: Jared Carp creating an innovation space from an underutilized room)
*Ask alumni 
*Seek out appropriate grants
*Find out more about your regional economic development program

Lastly, it was determined to use the bi-weekly meetings as an interactive resource.  Every meeting, one UI Fellow could invite '''an I&E team member''' that is crucial to their campus’ mission to speak about their contribution and involvement in the project. (And then extend the invitation to continue to attend).  Every meeting, the team could invite '''a current or past UI Fellow''' who has experience in raising potential value on their campus to speak about their lessons learned, how they would have done things differently, etc.  (And then extend the invitation to continue to attend).  Every meeting, our team could invite '''a special guest''' that has extensive experience in I&E but is outside the NCIIA UIF network.

**Note:  For some speakers, it will be imperative to provide a specific topic on which the speaker can focus for a more structured organization.  This will also provide the students to formulate questions for the speakers beforehand on the selected topics.  Topics will include all that the students are interested in learning to promote I&E on their campus.

File:Question-mark-money.jpg

2013-11-01T02:53:34Z

Bprzest:

Organization:Team Skill Building

2013-11-01T02:53:14Z

Bprzest:

= Overview =

Team Skill Building works on strategies to expose interested students with an array of opportunities to learn the fundamental skills of Innovation and Entrepreneurship. These skills range from opportunity recognition and value creation to risk tolerance and intellectual property management. Exposure to these concepts in a team-based environment expands the student's network of potential teammates and support resources, while providing the student with the confidence to test these skills on specific commercialization opportunities.

= Standing Meeting Time =

Bi-weekly meetings, best day and time TBD (awaiting confirmation from whole group)

If a team member cannot make the regular meeting, progress updates will be given in an external form.

= Team Members =

Team Leaders:

1)  Bre Przestrzelski- NCIIA Correspondance and Meeting Moderator

2)  Dean Tate and Ellery Addington-White- Co-Webmasters, Team Correspondance

Team Members:

*[[Chen Cui]], [[University of Iowa]]
*[[Breanne Przestrzelski]], [[Clemson University]]
*[[Michael Tantum]], [[Wake Forest University]]
*[[Ellery Addington-White]], [[Beloit College]]
*[[Dean Tate]], [[Texas A & M University]]
*[[Graham Leslie]], [[Texas A & M University]]

= Topics =

*Extracurricular clubs and program offerings
*Innovation and Entrepreneurship Courses (all levels)
*3-Day Startup, Startup Weekend and Other Hack-a-thons
*Student Venture Funds
*Entrepreneurship Landscape Tour (on- and off-campus)
*Other(s)

= Meeting Notes and Shared Resources =

Meeting 1: October 30, 2013 9am EST (WebEx Session)

Team and individual priorities were discussed

Current campus strengths and weaknesses were introduced from which similarities in priorities were drawn

With such a small team, sub-groups will not be formed but instead our team will operate with the goal to complement eachother's progress by providing advice to all and strengthening the depth of our student network.  If needed, sub-groups will form naturally between students looking to accomplish similar I&E tactics on their campuses.

A concern was raised for "Ideas for Funding These Tactics" and was further discussed.  Possible options were introduced for additional follow-up:

*Ask successful Unniversity Innovation Fellows (ex: Jared Carp creating an innovation space from an underutilized room)
*Ask alumni 
*Seek out appropriate grants
*Find out more about your regional economic development program

Lastly, it was determined to use the bi-weekly meetings as an interactive resource.  Every meeting, one UI Fellow could invite '''an I&E team member''' that is crucial to their campus’ mission to speak about their contribution and involvement in the project. (And then extend the invitation to continue to attend).  Every meeting, the team could invite '''a current or past UI Fellow''' who has experience in raising potential value on their campus to speak about their lessons learned, how they would have done things differently, etc.  (And then extend the invitation to continue to attend).  Every meeting, our team could invite '''a special guest''' that has extensive experience in I&E but is outside the NCIIA UIF network.

**Note:  For some speakers, it will be imperative to provide a specific topic on which the speaker can focus for a more structured organization.  This will also provide the students to formulate questions for the speakers beforehand on the selected topics.  Topics will include all that the students are interested in learning to promote I&E on their campus.

Organization:Team Skill Building

2013-11-01T02:48:23Z

Bprzest:

= Overview =

Team Skill Building works on strategies to expose interested students with an array of opportunities to learn the fundamental skills of Innovation and Entrepreneurship. These skills range from opportunity recognition and value creation to risk tolerance and intellectual property management. Exposure to these concepts in a team-based environment expands the student's network of potential teammates and support resources, while providing the student with the confidence to test these skills on specific commercialization opportunities.

= Standing Meeting Time =

Bi-weekly meetings, best day and time TBD (awaiting confirmation from whole group)

If a team member cannot make the regular meeting, progress updates will be given in an external form.

= Team Members =

Team Leaders:

1)  Bre Przestrzelski- NCIIA Correspondance and Meeting Moderator

2)  Dean Tate and Ellery Addington-White- Co-Webmasters, Team Correspondance

Team Members:

*[[Chen Cui]], [[University of Iowa]]
*[[Breanne Przestrzelski]], [[Clemson University]]
*[[Michael Tantum]], [[Wake Forest University]]
*[[Ellery Addington-White]], [[Beloit College]]
*[[Dean Tate]], [[Texas A & M University]]
*[[Graham Leslie]], [[Texas A & M University]]

= Topics =

*Extracurricular clubs and program offerings
*Innovation and Entrepreneurship Courses (all levels)
*3-Day Startup, Startup Weekend and Other Hack-a-thons
*Student Venture Funds
*Entrepreneurship Landscape Tour (on- and off-campus)
*Other(s)

= Meeting Notes and Shared Resources =

Meeting 1: October 30, 2013 9am EST (WebEx Session)

Team and individual priorities were discussed

Current campus strengths and weaknesses were introduced from which similarities in priorities were drawn

With such a small team, sub-groups will not be formed but instead our team will operate with the goal to complement eachother's progress by providing advice to all and strengthening the depth of our student network.  If needed, sub-groups will form naturally between students looking to accomplish similar I&E tactics on their campuses.

A concern was raised for "Ideas for Funding These Tactics" and was further discussed.  Possible options were introduced for additional follow-up:

*Ask successful Unniversity Innovation Fellows (ex: Jared Carp creating an innovation space from an underutilized room)
*Ask alumni 
*Seek out appropriate grants
*Find out more about your regional economic development program

Lastly, it was determined to use the bi-weekly meetings as an interactive resource.  Every meeting, one UI Fellow could invite '''an I&E team member''' that is crucial to their campus’ mission to speak about their contribution and involvement in the project. (And then extend the invitation to continue to attend).  Every meeting, the team could invite '''a current or past UI Fellow''' who has experience in raising potential value on their campus to speak about their lessons learned, how they would have done things differently, etc.  (And then extend the invitation to continue to attend).  Every meeting, our team could invite '''a special guest''' that has extensive experience in I&E but is outside the NCIIA UIF network.

**Note:  For some speakers, it will be imperative to provide a specific topic on which the speaker can focus for a more structured organization.  This will also provide the students to formulate questions for the speakers beforehand on the selected topics.  Topics will include all that the students are interested in learning to promote I&E on their campus.

Organization:Team Skill Building

2013-11-01T02:41:41Z

Bprzest:

Organization:Team Skill Building

2013-11-01T02:25:05Z

Bprzest:

Organization:Team Skill Building

2013-11-01T02:24:10Z

Bprzest:

Organization:Team Skill Building

2013-11-01T02:21:48Z

Bprzest:

Organization:Team Skill Building

2013-11-01T02:17:19Z

Bprzest:

Organization:Team Venture Forth

2013-11-01T02:13:17Z

Bprzest:

= Overview =

Team Venture Forth works on strategies to support teams to advance a specific opportunity acheive commercial success. Resources serving such university-based ventures incubate, accelerate and bootcamps. Seed funding sources and grant-writing resources, as well as pro-active and helpful technology transfer offices support venture teams seeking to gain marketplace traction and spin out of a University setting. Linkages to regional and statewide industry resources provide pathways to growth and scale.

= Standing Meeting Time =

Bi-weekly meetings, likely Wednesday after noon EST.  Still waiting to confirm time with rest of group. 

= Team Members =

Team Leaders:

To Be Determined, after we have a few weeks of work under our belt. 

Team Members:

*[[Breanne Przestrzelski]], [[Clemson University]]
*[[Brittany Wouden]], [[Washington State University Vancouver]]
*[[Andrew Dalman]], [[North Dakota State University]]
*[[Mary Wilcox]], [[Arizona State University Tempe]]
*[[Nathan Smialek]], [[University of Pittsburgh]]
*[[Brian Rhindress]], [[University of Pittsburgh]]
*[[Derek Dashti]], [[Tulane University]]
*[[Katelyn Stenger]], [[Rose-Hulman Institute of Technology]]
*[[Terrence Agbi]], [[Polytechnic Institute of New York University]]
*[[User:Yifan Ge|Yifan Ge]], [[Bucknell University]]

= Topics =

*Incubators, accelerators and bootcamps
*Infrastructure (startup space)
*Seed funding sources
*Technology transfer resources
*Grant-writing, legal and other venture assistance
*Off-campus space
*Regional sources of capital
*Mentoring, business and/or advisory networks

= Meeting Notes and Shared Resources =

'''Meeting Notes:'''
<div>'''This group will serve primarily as a forum to alert each other of our successes and struggles. The success of our group is dependent on the strength of our network.'''</div>
'''The format of our communications will be written updates online supplemented by informal presentations in a WebEx when necessary.  ''''''During this time, students can offer up advice, highlight struggles, and identify obstacles in an interactive environment to which every student can relate and apply their needs.'''

'''The exact topic of our talks will vary, but we discussed focusing on: IP policy changes, curriculum changes, incubator spaces, and general visibility.'''

'''Lastly, we said that special guests/speakers could include former/current UI Fellows with relevant experience, I&E team members from on campus, Tech Office employees, etc. We would love to use Humera as a resource on a case-by-case basis, as we don't want to take too much of her time.'''

'''Realized Value Strengths and Weaknesses of Campuses Within the Team'''

'''Derek Dashti- Tulane University'''

'''Strengths:'''

'''- Good sources for incubator startups locally (i.e. NOBIC, Propellor)'''

''-''Tech transfer</span'''office is easily accessible'''

'''Weaknesses:'''

'''- Need more incubator spaces on campus (Flower Hall only)'''

'''- Need more seed funding sources both locally and on campus'''

'''Brian Rhindress- University of Pittsburgh'''

'''Strengths:'''

'''-Active and thriving Office of Technology Management/Enterprise Realization'''

'''-Seed Funding Availability (especially in medical- Coulter, CMI)'''

'''-City of Pittsburgh startup culture'''

'''Weaknesses:'''

'''-Mobilization/awareness at Undergraduate level'''

'''-No design space'''

'''-Little collaboration across departments/schools'''

'''Bre Przestrzelski- Clemson University'''

'''Strengths:'''

'''-Extensive incubator or venture spaces'''

'''-Regional Small Businesss Development Center'''

'''-Two major sources of state SEED funding sources'''

Weaknesses

'''-Technology Transfer Office is not easily accessible'''

''-''No m'''entorship through legal counsel, How-To workshops, seminars'''

'''-Student awareness of incubator spaces and other resources'''

Organization:Team Venture Forth

2013-11-01T02:12:30Z

Bprzest:

= Overview =

Team Venture Forth works on strategies to support teams to advance a specific opportunity acheive commercial success. Resources serving such university-based ventures incubate, accelerate and bootcamps. Seed funding sources and grant-writing resources, as well as pro-active and helpful technology transfer offices support venture teams seeking to gain marketplace traction and spin out of a University setting. Linkages to regional and statewide industry resources provide pathways to growth and scale.

= Standing Meeting Time =

Bi-weekly meetings, likely Wednesday after noon EST.  Still waiting to confirm time with rest of group. 

= Team Members =

Team Leaders:

To Be Determined, after we have a few weeks of work under our belt. 

Team Members:

*[[Breanne Przestrzelski]], [[Clemson University]]
*[[Brittany Wouden]], [[Washington State University Vancouver]]
*[[Andrew Dalman]], [[North Dakota State University]]
*[[Mary Wilcox]], [[Arizona State University Tempe]]
*[[Nathan Smialek]], [[University of Pittsburgh]]
*[[Brian Rhindress]], [[University of Pittsburgh]]
*[[Derek Dashti]], [[Tulane University]]
*[[Katelyn Stenger]], [[Rose-Hulman Institute of Technology]]
*[[Terrence Agbi]], [[Polytechnic Institute of New York University]]
*[[User:Yifan Ge|Yifan Ge]], [[Bucknell University]]

= Topics =

*Incubators, accelerators and bootcamps
*Infrastructure (startup space)
*Seed funding sources
*Technology transfer resources
*Grant-writing, legal and other venture assistance
*Off-campus space
*Regional sources of capital
*Mentoring, business and/or advisory networks

= Meeting Notes and Shared Resources =

'''Meeting Notes:'''
<div>'''This group will serve primarily as a forum to alert each other of our successes and struggles. The success of our group is dependent on the strength of our network.'''</div>
'''The format of our communications will be written updates online supplemented by informal presentations in a WebEx when necessary.  ''''''During this time, students can offer up advice, highlight struggles, and identify obstacles in an interactive environment to which every student can relate and apply their needs.'''

'''The exact topic of our talks will vary, but we discussed focusing on: IP policy changes, curriculum changes, incubator spaces, and general visibility.'''

'''Lastly, we said that special guests/speakers could include former/current UI Fellows with relevant experience, I&E team members from on campus, Tech Office employees, etc. We would love to use Humera as a resource on a case-by-case basis, as we don't want to take too much of her time.'''

'''Realized Value Strengths and Weaknesses of Campuses Within the Team'''

''''''

'''Derek Dashti- Tulane University'''

'''Strengths:'''

'''- Good sources for incubator startups locally (i.e. NOBIC, Propellor)'''

'''- Tech transfer''''''office is easily accessible'''

'''Weaknesses:'''

'''- Need more incubator spaces on campus (Flower Hall only)'''

'''- Need more seed funding sources both locally and on campus'''

'''Brian Rhindress- University of Pittsburgh'''

'''Strengths:'''

'''-Active and thriving Office of Technology Management/Enterprise Realization'''

'''-Seed Funding Availability (especially in medical- Coulter, CMI)'''

'''-City of Pittsburgh startup culture'''

'''Weaknesses:'''

'''-Mobilization/awareness at Undergraduate level'''

'''-No design space'''

'''-Little collaboration across departments/schools'''

''''''

'''Bre Przestrzelski- Clemson University'''

'''Strengths:'''

'''-Extensive incubator or venture spaces'''

'''-Regional Small Businesss Development Center'''

'''-Two major sources of state SEED funding sources'''

Weaknesses
'''-Technology Transfer Office is not easily accessible'''

''- No m''''''entorship through legal counsel, How-To workshops, seminars'''

'''-Student awareness of incubator spaces and other resources'''

Organization:Team Venture Forth

2013-11-01T02:10:09Z

Bprzest:

= Overview =

Team Venture Forth works on strategies to support teams to advance a specific opportunity acheive commercial success. Resources serving such university-based ventures incubate, accelerate and bootcamps. Seed funding sources and grant-writing resources, as well as pro-active and helpful technology transfer offices support venture teams seeking to gain marketplace traction and spin out of a University setting. Linkages to regional and statewide industry resources provide pathways to growth and scale.

= Standing Meeting Time =

Bi-weekly meetings, likely Wednesday after noon EST.  Still waiting to confirm time with rest of group. 

= Team Members =

Team Leaders:

To Be Determined, after we have a few weeks of work under our belt. 

Team Members:

*[[Breanne Przestrzelski]], [[Clemson University]]
*[[Brittany Wouden]], [[Washington State University Vancouver]]
*[[Andrew Dalman]], [[North Dakota State University]]
*[[Mary Wilcox]], [[Arizona State University Tempe]]
*[[Nathan Smialek]], [[University of Pittsburgh]]
*[[Brian Rhindress]], [[University of Pittsburgh]]
*[[Derek Dashti]], [[Tulane University]]
*[[Katelyn Stenger]], [[Rose-Hulman Institute of Technology]]
*[[Terrence Agbi]], [[Polytechnic Institute of New York University]]
*[[User:Yifan Ge|Yifan Ge]], [[Bucknell University]]

= Topics =

*Incubators, accelerators and bootcamps
*Infrastructure (startup space)
*Seed funding sources
*Technology transfer resources
*Grant-writing, legal and other venture assistance
*Off-campus space
*Regional sources of capital
*Mentoring, business and/or advisory networks

= Meeting Notes and Shared Resources =

'''Meeting Notes:'''
<div>'''This group will serve primarily as a forum to alert each other of our successes and struggles. The success of our group is dependent on the strength of our network.'''</div>
'''The format of our communications will be written updates online supplemented by informal presentations in a WebEx when necessary.  ''''''During this time, students can offer up advice, highlight struggles, and identify obstacles in an interactive environment to which every student can relate and apply their needs.'''

'''The exact topic of our talks will vary, but we discussed focusing on: IP policy changes, curriculum changes, incubator spaces, and general visibility.'''

'''Lastly, we said that special guests/speakers could include former/current UI Fellows with relevant experience, I&E team members from on campus, Tech Office employees, etc. We would love to use Humera as a resource on a case-by-case basis, as we don't want to take too much of her time.'''

'''Strengths &'''Weaknesses''':'''

'''Derek Dashti- Tulane University'''

'''Strengths:'''

'''- Good sources for incubator startups locally (i.e. NOBIC, Propellor)'''

'''- Tech transfer office is easily accessible'''

'''Weaknesses:'''

'''- Need more incubator spaces on campus (Flower Hall only)'''

'''- Need more seed funding sources both locally and on campus'''

'''Brian Rhindress- University of Pittsburgh'''

'''Strengths:'''

'''-Active and thriving Office of Technology Management/Enterprise Realization'''

'''-Seed Funding Availability (especially in medical- Coulter, CMI)'''

'''-City of Pittsburgh startup culture'''

'''Weaknesses:'''

'''-Mobilization/awareness at Undergraduate level'''

'''-No design space'''

'''-Little collaboration across departments/schools'''

''''''

'''Bre Przestrzelski- Clemson University'''

'''Strengths:'''

'''-Extensive incubator or venture spaces'''

'''''''''-Regional Small Businesss Development Center'''

'''-Two major sources of state SEED funding sources'''

'''Weaknesses'''''':'''

'''''''''-Technology Transfer Office is not easily accessible'''

'''- No m''''''entorship through legal counsel, How-To workshops, seminars'''

'''''''''-Student awareness of incubator spaces and other resources'''

School:Clemson University

2013-10-28T18:09:55Z

Bprzest:

== [[File:Clemson Logo with Tiger.png|center|Clemson University]] ==

== Student innovation and entrepreneurship ==

Student innovation at Clemson University starts with engaged learning and undergraduate research, which is combined in the '''Creative Inquiry Program'''.  This program has had immense success in inspiring students to get involved in design and innovation.  '''Engineering World Health (EWH)''' and '''Engineers Without Border (EWB)''' also have a large presence on the campus and motivate students to change the world through their ideas.

[[File:Vox novo.jpg|right|200x100px|Vox Novo Talks]]

Captivating innovation talks are held on campus twice a month.  '''VoxNovo Talks''', hosted by the Clemson Graduate Student Government, and '''Tiger Talks''', hosted by the Clemson Bioengineering Society, are two popular events that bring together inspirational individuals where shared ideas and perspectives change the world.

The '''Arther M. Spiro Institue for Entrepreneurial Leadership '''was founded with a mission to support education, research and outreach programs that promote entrepreneurial activity and economic development of the region, state, and nation.  The Sprio Institute draws from the expertise within the College of Business and Behavioral Science to explore entrepreneurial leadership.

[[File:MBA EI.jpg|left|300x75px|Clemson MBAe]]

A unique graduate degree in entrepreneurship is offered at Clemson University: '''an MBA in Entrepreneurship and Innovation (MBAe)''' where students begin with an idea, apply rigorous business principles and graduate with both an MBA degree and a market-ready business idea.  Innovation and entrepreneurship is also captured in the'''Technology Entrepreneurship Certificate Program''', offered to all graduate students in engineering and science disciplines.  Students also have the opportunity to graduate in a Business Management Major with an emphasis area in Entrepreneurship.

Opportunities for funding of student-led technologies is offered directly through '''LaunchPadSC''', a competition that is designed to assist individuals and/or teams in the genesis of ideas for new business concepts and to help move them forward in the formation of potential new companies.

[[File:SEED.jpg|right|250x200px|SEED]]

Also available is mentorship and support through centers like the '''Clemson Regional Small Business Development Center (SBDC)'''.  Representatives offer personal consultation, guidance, and assistance to small business owners and entrepreneurs through one-on-one management and technical assistance as well as interactive webinar series.

Mentoring is also available through the '''Sustainable Entrepreneurs & Economic Development (SEED) '''eight-session course that is designed to help early-stage entrepreneurs understand the business behind the success.

== Faculty innovation and entrepreneurship ==

The expertise and passion behind the faculty in course offerings taught in various departments is fundamentally what peaks the interest of students.  Early courses such as CES 102: Engineering Disciplines and Skills and MGT 201: Principles of Management touch on the importance of fundamental elements to innovation and entrepreneurship in the early undergraduate years.  Thorughout the course of their undergraduate degree, students are exposed to courses that spark realization of the importance of innovation and entrepreneurship and foster deeper involvement.  Courses in the Executive Leadership and Entrepreneurship Department represnt this sector in which faculty are minimally involved.  It is not until Senior Capstone Design classes such as Design Theory and Applied Design, that students begin to flourish under the mentorship of their faculty.

This relationship is also fostered by faculty involvement in programs like '''Creative Inquiries'''- where faculty sponsors play a large role in guiding the innovation techniques and actively contributing to the development of a technology.

Few faculty incentives are provided at Clemson University to promote innovation and entrepreneurship outside of the simple motivation for student education and learning.  Many faculty members strive for excellence in the research laboratory and cannot find time to chase their entrepreneurial dreams.

== University technology transfer function ==

[[File:CURF.png|right|200x75px|CURF]]

The '''Clemson University Research Foundation (CURF)''' is a university corporation organized to provide leadership and expertise to maximize the societal impact of university research and innovation.  CURF manages the technology transfer functions of Clemson University by taking assignment of inventions, obtaining intellectual property protection, working with faculty to evaulate commercial potential of discoveries, and licensing inventions to the private sector for public use.

CURF owns and operates several facilities that support business incubation and enable Clemson research activities: the Center for Applied Technology, Griffth Incubator, and the National Brick Research Center.

CURF also has developed relationships with several technology advancement firms across the country that have the first right of refusal for developing technologies.  One company to highlight is that of '''TAO Life Sciences''', who also has attained industry-partnership status and holds space in the CUBEInC. facility.

== University-Industry collaboration ==

[[File:CUICAR 2.jpg|right|300x200px|CU-ICAR Facility]]

Clemson University's closest city of innovation is Greenville, SC, the home of many large and small manufacturing companies, mostly centered around the largest employer in the region, BMW.  A thriving manufacturing ecosystem related to the automotive industry is present at '''Clemson University International Center for Automotive Research (CU-ICAR)''', an advanced technology-research campus where education, research, and economic development collaborate to create a global venue for automotive innovation.

[[File:CUBEInC Facilities.jpg|left|300x200px|CUBEInC Facility]]A second focus for industry collaboration is with the Greenville Health System at the '''Clemson University Bioengineering Innovation Campus (CUBEInC)'''.  This facility offers a unique environment in which high-impact medical technology for disease management is developed alongside clinicians with goals to transfer technology from bench to bedside.  Within this facility, other biomedical companies partner with Clemson in the Biomedical Corporate Partner Program to preview novel Clemson technology and actively participate in shaping the biomedical work-force.

The '''Advanced Materials Research Laboratories (AMRL)''', an 111,000 square-foot facility that brings together state-of-the-art equipment and researchers to generate a powerful magnet for the advanced materials industry.  The National Science Foundation, the Department of Defense, and NASA has all recognized the center's work and offered funding to future innovation.

[[File:NEXT.jpg|right|300x250px|NEXT Innovation Center]]

The'''Duke Energy Innovation Center '''brings together corporate tenants and entrepreneurial start-up companies for wet/dry labs and office space.  This facility benefits from close proximity to the AMRL and Clemson University's high performance computing center.

The '''NEXT Innovation Center''' is a place where a community can thrive and stimulate collaboration between innovators, thinkers, creators, and business builders.  Here, the opportunities are endless- from virtual offices for start-ups, to super cubes and executives, to adaptable conference rooms, dry erase walls, and even Wii rooms.  If a Clemson University student has taken the "next" step in starting up a company, this has the technological infrastructure to allow the company to thrive.

== Regional and local economic development efforts ==

[[File:SCBIO logo.jpg|left|200x150px|SCBIO logo]]The state of South Carolina offers support for innovation efforts through '''SCLaunch''', a venture funding source that provides seed stage capital for businesses across the state.  '''SCBIO''' is another South Carolina economic development organization that runs networking meetings, entrepreneurial courses, start-up boot camps (such as '''SCBIO Boot Camp'''), and advocates the state legislature on behalf of the state's life science industry.  '''Upstate Alliance''' also has a "bio" division that promotes the South Carolina Upstate region through operating companies.  '''SC Med TransTech''' is a program aimed at developing translatable medtech technology in the state that allows for grants for research aimed at the interests of Stryker Corp.

These efforts are simply the beginning of the drive for economic development in innovation and entrepreneurship.  Integration and implementation of a plan to acquire "gap" funding is underway and are integral to the success of Clemson University's vision for entrepreneurship and innovation.

== Impact ==

{| cellpadding="1" cellspacing="1" border="1" width="811"
|-
| Date      
| Impact Name                                     
| Impact                         Type               
|
Students, faculty or both              

| # of ppl served                   
| # of undergraduate engineers                              served                                                          
| Desired outcomes                                                                                                                        
|-
| 
| 
| 
| 
| 
| 
| 
|-
| 
| 
| 
| 
| 
| 
| 
|}

Fellow:Breanne Przestrzelski

2013-10-28T17:52:32Z

Bprzest:

[[File:IMG 5133.jpg|right|250x250px]]

Breanne Przestrzelski is a graduate student at Clemson University where she is pursuing her PhD degree.  Breanne will be a "Triple Grad" from the Clemson University Bioengineering Program, obtaining her B.S. in May 2012 (research focus: nanomedicine technology), her M.S. degree in August 2013 (research focus: glenoid loading and stability of the inlay verus onlay shoulder system), and God willing, her Ph.D. in May 2016 (research focus: innovation and design in sports biomedical engineering).  

Breanne was a four year varsity collegiate athlete, rowing for the Clemson Unviersity Women's Rowing Team, where she learned how to foster her team-centered leadership.  Breanne moved on to leading her Senior Design Capstone Team to a 1st Place finish in the 2012 NCIIA BMEStart Undergraduate Design Competition for the team's innovation: Assurefit- a chest tube stabilization device.  Breanne found her drive for innovation and fascination with design during the development of this technology, and since has become co-director of a high-school design program.  

Breanne is looking forward to continuing to spread her passion for innovation and design as a new University Innovation Fellow.

Fellow:Breanne Przestrzelski

2013-10-28T17:47:45Z

Bprzest:

Breanne Przestrzelski is a graduate student at Clemson University where she is pursuing her PhD degree.  Breanne will be a "Triple Grad" from the Clemson University Bioengineering Program, obtaining her B.S. in May 2012 (research focus: nanomedicine technology), her M.S. degree in August 2013 (research focus: glenoid loading and stability of the inlay verus onlay shoulder system), and God willing, her Ph.D. in May 2016 (research focus: innovation and design in sports biomedical engineering).  

Breanne was a four year varsity collegiate athlete, rowing for the Clemson Unviersity Women's Rowing Team, where she learned how to foster her team-centered leadership.  Breanne moved on to leading her Senior Design Capstone Team to a 1st Place finish in the 2012 NCIIA BMEStart Undergraduate Design Competition for the team's innovation: Assurefit- a chest tube stabilization device.  Breanne found her drive for innovation and fascination with design during the development of this technology, and since has become co-director of a high-school design program.  

Breanne is looking forward to continuing to spread her passion for innovation and design as a new University Innovation Fellow.

Priorities:Clemson University Student Priorities

2013-10-25T13:30:53Z

Bprzest:

== Overview ==

The Clemson Innovation and Entrepreneurship Landascape Canvas is full of opportunities.  Clemson University strives for excellence.  Students have opportunities to tackle innovation and entrepreneurship in perceived value aspects ("Student, I&E is important.  Make it a priority."), potential value aspects ("So, you want to learn more?"), applied value aspects ("You want to apply your knowledge to a specific project."), realized value aspects ("You have effectively engaged in I&E."), and reframing value aspects ("You have fine-tuned your understanding of I&E and reframed your approach to your education and career.").  Clemson University, like most innovative campuses, are stronger in some areas of I&E values in comparison to others.

Clemson University's strengths lie in the Technology Village we are building in the form of incubators and venture spaces on and associated with our campus.  Some of these include: Clemson University Bioengineering Innovation Campus (CUBEINC.), Clemson University International Center for Automotive Research (CU-ICAR), NEXT Innovation Center, SCRA Duke Energy Innovation Center.  These amenities exist, but after speaking with current students, few knew these resources existed.  It is here where a major gap in Clemson's I&E canvas lies.

It is imperative to fully engage undergraduate students in I&E early on in their college careers before they decide on other careers for their future (i.e., medical school, graduate school, law school, full-time job).  Clemson University offers a myriad of extracurricular clubs that conceptualize the idea of innovation, design, and research.  However, few opportunities exist to capitilize on these innovations through entrepreneurship.  The mindset for taking one's research innovations to market where it can do its purpose and truly serve people is one that needs to vastly improve on the Clemson University campus.  This gap exists in inspirational events held on campus, interactions with the university technology transfer office, and courses that emphasize and apply the values of I&E to undergraduates that have the immense potential to run with I&E and change their futures.

Link to Prezi overview of campus ecosystem:

[http://prezi.com/1prhklgg5elv/?utm_campaign=share&utm_medium=copy&rc=ex0share http://prezi.com/1prhklgg5elv/?utm_campaign=share&utm_medium=copy&rc=ex0share]

== Calling all students ==

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

*Where: Academic Success Center
*When: Date TBA, Time TBA
*RSVP: TBD

== Strategy #1: _Changing the Potential Value on Clemson's Campus_______ ==

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

'''Tactic #1: Translational Track in I&E for Undergrads'''

*Description: Technical Electives are built into the current curriculum for undergraduates.  However, within Bioengineering, these "electives" are limited to research focused classes such as Orthopaedics, Cardiovascular, BioSensors, etc.  These courses are limited to those who wish to strive to take what they develop in their research laboratories or in their dorm rooms to market where it can serve the purpose it was created for.  Therefore, we will be implementing electives that span topics within I&E as a separate sector from which undergraduates can select these electives.  Examples of such include: Opportunity Assessment and Project Management, Start-Up Business Models, Start-Up Finance and Investment, and Product Development and Management.
*Team Leader(s): Breanne Przestrzelski, Natalie Patzin (current Bioengineering Advisory Board President), and Martine LaBerge (current Bioengineering Department Head)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinator (Tammy Rothell)- November 2013
**Small Interest Meetings with faculty and students of affected departments-December 2013
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- December 2013
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- January 2014
**Curriculum Preparation- Spring 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

 '''Tactic #2: Interdisciplinary Sophomore Level I&E Course'''

*Description: The current I&E curriculums across campus address only juniors and seniors in the Executive Leadership and Entrepreneurship department, Engineering Senior Capstone Design Classes, or even only graduate students in the MBA in Innovation and Entrepreneurship (MBAe) program.  What is needed is a course that brings together sophomore level students from all disciplines to introduce the concepts on innovation and entrepreneurship before it is too late.  Many students do not encounter design or innovation until their senior design capstone engineering classes, at which point, the students have already committed to medical schools, law schools, graduate schools, or other careers that are not within I&E.  This course will be offered to all colleges in hopes to bring together young, innovative minds to shape the I&E landscape at the start.
*Team Leader: John DesJardins, PhD (current advisor and mentor to University Innovation Fellow, Breanne Przestrzelski)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinators- January 2014
**Small Interest Meetings with faculty and students of affected departments- March 2014
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- May 2014
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- June 2014
**Curriculum Preparation- Fall 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

 '''Tactic #3: Summer LemonADE Stand: Acceleration in Design and Entrepreneurship'''

*Description:  There is little direction on the Clemson University Campus once students do become passionate about I&E.  To address this gap, it is necessary to offer programs and outlets for students to learn from those who have been in their shoes, current successful CEOs of small business start-ups, from professors whose passion is in teaching design and innovation to young captivating minds.  This summer course will not be for credit.  This summer course will not be for a certificate.  This summer course will be for the experience.  Two passionate individuals will lead their own version (a Clemson version) of a Lean Start-Up summer workshop- getting students passionate about I&E while teaching them a thing or two along the way about how to create their own start-up.
*Team Leaders: John DesJardins, PhD, Assistant Professor, BioE Senior Design Capstone Instructor, and David Orr, PhD, CEO of Kiyatec (a start-up founded on his Clemson University research)
*Milestones:
**Attend Lean Start-Up Workshops- Fall 2013 through Summer 2014
**Create a Portfolio of Topics- Fall 2013 through Summer 2014
**Formulate a Summer Curriculum- Fall 2013 through Summer 2014
**Pitch the Idea/Concept- Fall 2014
**Find a Space/Infrastructure- Fall 2014 through Spring 2015
**Funding- Fall 2014 through Spring 2015
**Purchase Supplies- Fall 2014 through Spring 2015
**Marketing Resources- Spring 2015
**Generate Awareness- Spring 2015
**Prepare for First Summer Session- Spring 2015
**Host First Summer Session- Summer 2015

== Strategy #2: __Executing Effectiveness in the Reframing Value at Clemson______ ==

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

'''Tactic #1: Tiger Business Alliance'''

*Description:  Alumni presence to a university is crucial for many reasons, with funding being that which commons to mind most often.  However, keeping a successful alumni network close to the students for mentorship opportunities is one that should first come to mind.  The Tiger Business Alliance will keep successful graduate entrepreneurs connected to the university.  This program will allow for mentorship within the community from those who have the answers, understand where the young entrepreneurs are starting out, and will be there for them along their own journey towards I&E.  It is crucial to execute this program with the right mindset.  It is not a goal to raise x dollars for Clemson University.  It is to foster a relationship between successful graduate entrepreneurs and aspiring entrepreneurs- all who have been and will forever be TIGERS.
*Team Leaders: David Orr, PhD, and Matthew Gaevert, PhD (co-founders of Kiyatec)
*Milestones:
**Reach out to current alumni- Fall 2013 through Spring 2014
**Explore the local, regional, and national entrepreneurial space for Clemson alumni- Fall 2013 through Spring 2014
**Formulate a list of interested alumni- Fall 2013 through Spring 2014
**Create a forum and central space for these alumni- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested alumni- Fall 2014
**Afford benefits and rewards to committed alumni- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with alumni- Fall 2015

 '''Tactic #2: BioInnovation'''

*Description: Already in place at Tulane University is a mentorship program for entrepreneurial minded scientists looking to take their research interests beyond the labspace or machine shop.  This program is designed to capture the attention of undergraduates who possess that drive for I&E but are unsure how to attack it.  To lead and mentor these students, PhD entrepreneurs (both aspiring and achieved) work with undergraduates to foster new innovators and entrepreneurs.
*Team Leader: TBD
*Milestones:
**Reach out to current graduate students- Fall 2013 through Spring 2014
**Formulate a list of interested graduate students- Fall 2013 through Spring 2014
**Create a forum and central space for these graduate students- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested graduate students- Fall 2014
**Afford benefits and rewards to committed graduate students- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with graduate students- Fall 2015

 '''Tactic #3: Transformation of the Clemson University office of technology transfer'''

*Description:  The purpose of a technology transfer office is to facilitate innovation from laboratory to commercialization.  This is fostered by various techniques, a benchmark of which is still to be established.  One tactic to raise the bar for technoogy transfer offices across the country is to establish a mentorship relationship between current I&E students and their university technology transfer office.  This could be facilitated through work-shops, seminars, How-To sessions.  All of these outlets generate learning experiences and shine a positive light on the technology transfer office, an entity who, if they facilitate technology development throughout all stages, will clearly be seen as facilitating innovation from laboratoty to commercialization.
*Team Leader: Elizabeth Perpall, Chief Technology Transfer Officer, Clemson University Research Foundation (CURF)
*Milestones:
**Set goals with students (What would they like to see from their OTT?)- Fall 2013 through Spring 2014
**Set goals with OTT (What would they like to see from their students?)- Fall 2013 through Spring 2014
***Setting these goals with both parties sets expectations and responsibilities with each party
**Negotiate goals- Spring 2014
**Set Measurable Standards- Summer 2014
**Facilitate Student-OTT Interactions- Fall 2014
**Select and Prepare OTT speakers- Fall 2014
**OTT Seminars (re-curring event)- Fall 2014
**Prepare Work-Shop Attendance List- Winter 2014
**OTT Work-Shops (re-curring event)- Spring 2015
**Generate Awareness of How-To Sessions- Spring 2015
**Accept Applications- Spring 2015
**Verify Applications- Spring 2015
**Select Teams- Spring 2015
**OTT How-To Sessions (re-curring event)- Spring 2015

== Other ==

Priorities:Clemson University Student Priorities

2013-10-25T04:58:44Z

Bprzest:

== Overview ==

The Clemson Innovation and Entrepreneurship Landascape Canvas is full of opportunities.  Clemson University strives for excellence.  Students have opportunities to tackle innovation and entrepreneurship in perceived value aspects ("Student, I&E is important.  Make it a priority."), potential value aspects ("So, you want to learn more?"), applied value aspects ("You want to apply your knowledge to a specific project."), realized value aspects ("You have effectively engaged in I&E."), and reframing value aspects ("You have fine-tuned your understanding of I&E and reframed your approach to your education and career.").  Clemson University, like most innovative campuses, are stronger in some areas of I&E values in comparison to others.

Clemson University's strengths lie in the Technology Village we are building in the form of incubators and venture spaces on and associated with our campus.  Some of these include: Clemson University Bioengineering Innovation Campus (CUBEINC.), Clemson University International Center for Automotive Research (CU-ICAR), NEXT Innovation Center, SCRA Duke Energy Innovation Center.  These amenities exist, but after speaking with current students, few knew these resources existed.  It is here where a major gap in Clemson's I&E canvas lies.

It is imperative to fully engage undergraduate students in I&E early on in their college careers before they decide on other careers for their future (i.e., medical school, graduate school, law school, full-time job).  Clemson University offers a myriad of extracurricular clubs that conceptualize the idea of innovation, design, and research.  However, few opportunities exist to capitilize on these innovations through entrepreneurship.  The mindset for taking one's research innovations to market where it can do its purpose and truly serve people is one that needs to vastly improve on the Clemson University campus.  This gap exists in inspirational events held on campus, interactions with the university technology transfer office, and courses that emphasize and apply the values of I&E to undergraduates that have the immense potential to run with I&E and change their futures.

Link to Prezi overview of campus ecosystem:

[http://prezi.com/1prhklgg5elv/?utm_campaign=share&utm_medium=copy&rc=ex0share http://prezi.com/1prhklgg5elv/?utm_campaign=share&utm_medium=copy&rc=ex0share]

{{#Widget:Prezis|id=_sto8qf_0vcs}}

== Calling all students ==

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

*Where: Academic Success Center
*When: Date TBA, Time TBA
*RSVP: TBD

== Strategy #1: _Changing the Potential Value on Clemson's Campus_______ ==

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

'''Tactic #1: Translational Track in I&E for Undergrads'''

*Description: Technical Electives are built into the current curriculum for undergraduates.  However, within Bioengineering, these "electives" are limited to research focused classes such as Orthopaedics, Cardiovascular, BioSensors, etc.  These courses are limited to those who wish to strive to take what they develop in their research laboratories or in their dorm rooms to market where it can serve the purpose it was created for.  Therefore, we will be implementing electives that span topics within I&E as a separate sector from which undergraduates can select these electives.  Examples of such include: Opportunity Assessment and Project Management, Start-Up Business Models, Start-Up Finance and Investment, and Product Development and Management.
*Team Leader(s): Breanne Przestrzelski, Natalie Patzin (current Bioengineering Advisory Board President), and Martine LaBerge (current Bioengineering Department Head)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinator (Tammy Rothell)- November 2013
**Small Interest Meetings with faculty and students of affected departments-December 2013
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- December 2013
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- January 2014
**Curriculum Preparation- Spring 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

'''Tactic #2: Interdisciplinary Sophomore Level I&E Course'''

*Description: The current I&E curriculums across campus address only juniors and seniors in the Executive Leadership and Entrepreneurship department, Engineering Senior Capstone Design Classes, or even only graduate students in the MBA in Innovation and Entrepreneurship (MBAe) program.  What is needed is a course that brings together sophomore level students from all disciplines to introduce the concepts on innovation and entrepreneurship before it is too late.  Many students do not encounter design or innovation until their senior design capstone engineering classes, at which point, the students have already committed to medical schools, law schools, graduate schools, or other careers that are not within I&E.  This course will be offered to all colleges in hopes to bring together young, innovative minds to shape the I&E landscape at the start.
*Team Leader: John DesJardins, PhD (current advisor and mentor to University Innovation Fellow, Breanne Przestrzelski)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinators- January 2014
**Small Interest Meetings with faculty and students of affected departments- March 2014
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- May 2014
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- June 2014
**Curriculum Preparation- Fall 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

'''Tactic #3: Summer LemonADE Stand: Acceleration in Design and Entrepreneurship'''

*Description:  There is little direction on the Clemson University Campus once students do become passionate about I&E.  To address this gap, it is necessary to offer programs and outlets for students to learn from those who have been in their shoes, current successful CEOs of small business start-ups, from professors whose passion is in teaching design and innovation to young captivating minds.  This summer course will not be for credit.  This summer course will not be for a certificate.  This summer course will be for the experience.  Two passionate individuals will lead their own version (a Clemson version) of a Lean Start-Up summer workshop- getting students passionate about I&E while teaching them a thing or two along the way about how to create their own start-up.
*Team Leaders: John DesJardins, PhD, Assistant Professor, BioE Senior Design Capstone Instructor, and David Orr, PhD, CEO of Kiyatec (a start-up founded on his Clemson University research)
*Milestones:
**Attend Lean Start-Up Workshops- Fall 2013 through Summer 2014
**Create a Portfolio of Topics- Fall 2013 through Summer 2014
**Formulate a Summer Curriculum- Fall 2013 through Summer 2014
**Pitch the Idea/Concept- Fall 2014
**Find a Space/Infrastructure- Fall 2014 through Spring 2015
**Funding- Fall 2014 through Spring 2015
**Purchase Supplies- Fall 2014 through Spring 2015
**Marketing Resources- Spring 2015
**Generate Awareness- Spring 2015
**Prepare for First Summer Session- Spring 2015
**Host First Summer Session- Summer 2015

== Strategy #2: __Executing Effectiveness in the Reframing Value at Clemson______ ==

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

'''Tactic #1: Tiger Business Alliance'''

*Description:  Alumni presence to a university is crucial for many reasons, with funding being that which commons to mind most often.  However, keeping a successful alumni network close to the students for mentorship opportunities is one that should first come to mind.  The Tiger Business Alliance will keep successful graduate entrepreneurs connected to the university.  This program will allow for mentorship within the community from those who have the answers, understand where the young entrepreneurs are starting out, and will be there for them along their own journey towards I&E.  It is crucial to execute this program with the right mindset.  It is not a goal to raise x dollars for Clemson University.  It is to foster a relationship between successful graduate entrepreneurs and aspiring entrepreneurs- all who have been and will forever be TIGERS.
*Team Leaders: David Orr, PhD, and Matthew Gaevert, PhD (co-founders of Kiyatec)
*Milestones:
**Reach out to current alumni- Fall 2013 through Spring 2014
**Explore the local, regional, and national entrepreneurial space for Clemson alumni- Fall 2013 through Spring 2014
**Formulate a list of interested alumni- Fall 2013 through Spring 2014
**Create a forum and central space for these alumni- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested alumni- Fall 2014
**Afford benefits and rewards to committed alumni- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with alumni- Fall 2015

'''Tactic #2: BioInnovation'''

*Description: Already in place at Tulane University is a mentorship program for entrepreneurial minded scientists looking to take their research interests beyond the labspace or machine shop.  This program is designed to capture the attention of undergraduates who possess that drive for I&E but are unsure how to attack it.  To lead and mentor these students, PhD entrepreneurs (both aspiring and achieved) work with undergraduates to foster new innovators and entrepreneurs.
*Team Leader: TBD
*Milestones:
**Reach out to current graduate students- Fall 2013 through Spring 2014
**Formulate a list of interested graduate students- Fall 2013 through Spring 2014
**Create a forum and central space for these graduate students- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested graduate students- Fall 2014
**Afford benefits and rewards to committed graduate students- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with graduate students- Fall 2015

'''Tactic #3: Transformation of the Clemson University office of technology transfer'''

*Description:  The purpose of a technology transfer office is to facilitate innovation from laboratory to commercialization.  This is fostered by various techniques, a benchmark of which is still to be established.  One tactic to raise the bar for technoogy transfer offices across the country is to establish a mentorship relationship between current I&E students and their university technology transfer office.  This could be facilitated through work-shops, seminars, How-To sessions.  All of these outlets generate learning experiences and shine a positive light on the technology transfer office, an entity who, if they facilitate technology development throughout all stages, will clearly be seen as facilitating innovation from laboratoty to commercialization.
*Team Leader: Elizabeth Perpall, Chief Technology Transfer Officer, Clemson University Research Foundation (CURF)
*Milestones:
**Set goals with students (What would they like to see from their OTT?)- Fall 2013 through Spring 2014
**Set goals with OTT (What would they like to see from their students?)- Fall 2013 through Spring 2014
***Setting these goals with both parties sets expectations and responsibilities with each party
**Negotiate goals- Spring 2014
**Set Measurable Standards- Summer 2014
**Facilitate Student-OTT Interactions- Fall 2014
**Select and Prepare OTT speakers- Fall 2014
**OTT Seminars (re-curring event)- Fall 2014
**Prepare Work-Shop Attendance List- Winter 2014
**OTT Work-Shops (re-curring event)- Spring 2015
**Generate Awareness of How-To Sessions- Spring 2015
**Accept Applications- Spring 2015
**Verify Applications- Spring 2015
**Select Teams- Spring 2015
**OTT How-To Sessions (re-curring event)- Spring 2015

== Other ==

Priorities:Clemson University Student Priorities

2013-10-25T04:58:13Z

Bprzest:

== Overview ==

The Clemson Innovation and Entrepreneurship Landascape Canvas is full of opportunities.  Clemson University strives for excellence.  Students have opportunities to tackle innovation and entrepreneurship in perceived value aspects ("Student, I&E is important.  Make it a priority."), potential value aspects ("So, you want to learn more?"), applied value aspects ("You want to apply your knowledge to a specific project."), realized value aspects ("You have effectively engaged in I&E."), and reframing value aspects ("You have fine-tuned your understanding of I&E and reframed your approach to your education and career.").  Clemson University, like most innovative campuses, are stronger in some areas of I&E values in comparison to others.

Clemson University's strengths lie in the Technology Village we are building in the form of incubators and venture spaces on and associated with our campus.  Some of these include: Clemson University Bioengineering Innovation Campus (CUBEINC.), Clemson University International Center for Automotive Research (CU-ICAR), NEXT Innovation Center, SCRA Duke Energy Innovation Center.  These amenities exist, but after speaking with current students, few knew these resources existed.  It is here where a major gap in Clemson's I&E canvas lies.

It is imperative to fully engage undergraduate students in I&E early on in their college careers before they decide on other careers for their future (i.e., medical school, graduate school, law school, full-time job).  Clemson University offers a myriad of extracurricular clubs that conceptualize the idea of innovation, design, and research.  However, few opportunities exist to capitilize on these innovations through entrepreneurship.  The mindset for taking one's research innovations to market where it can do its purpose and truly serve people is one that needs to vastly improve on the Clemson University campus.  This gap exists in inspirational events held on campus, interactions with the university technology transfer office, and courses that emphasize and apply the values of I&E to undergraduates that have the immense potential to run with I&E and change their futures.

Link to Prezi overview of campus ecosystem:

[http://prezi.com/1prhklgg5elv/?utm_campaign=share&utm_medium=copy&rc=ex0share http://prezi.com/1prhklgg5elv/?utm_campaign=share&utm_medium=copy&rc=ex0share]

{{#Widget:Prezis|id=_sto8qf_0vcs}}

== Calling all students ==

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

*Where: Academic Success Center
*When: Date TBA, Time TBA
*RSVP: TBD

== Strategy #1: _Changing the Potential Value on Clemson's Campus_______ ==

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

'''Tactic #1: Translational Track in I&E for Undergrads'''

*Description: Technical Electives are built into the current curriculum for undergraduates.  However, within Bioengineering, these "electives" are limited to research focused classes such as Orthopaedics, Cardiovascular, BioSensors, etc.  These courses are limited to those who wish to strive to take what they develop in their research laboratories or in their dorm rooms to market where it can serve the purpose it was created for.  Therefore, we will be implementing electives that span topics within I&E as a separate sector from which undergraduates can select these electives.  Examples of such include: Opportunity Assessment and Project Management, Start-Up Business Models, Start-Up Finance and Investment, and Product Development and Management.
*Team Leader(s): Breanne Przestrzelski, Natalie Patzin (current Bioengineering Advisory Board President), and Martine LaBerge (current Bioengineering Department Head)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinator (Tammy Rothell)- November 2013
**Small Interest Meetings with faculty and students of affected departments-December 2013
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- December 2013
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- January 2014
**Curriculum Preparation- Spring 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

'''Tactic #2: Interdisciplinary Sophomore Level I&E Course'''

*Description: The current I&E curriculums across campus address only juniors and seniors in the Executive Leadership and Entrepreneurship department, Engineering Senior Capstone Design Classes, or even only graduate students in the MBA in Innovation and Entrepreneurship (MBAe) program.  What is needed is a course that brings together sophomore level students from all disciplines to introduce the concepts on innovation and entrepreneurship before it is too late.  Many students do not encounter design or innovation until their senior design capstone engineering classes, at which point, the students have already committed to medical schools, law schools, graduate schools, or other careers that are not within I&E.  This course will be offered to all colleges in hopes to bring together young, innovative minds to shape the I&E landscape at the start.
*Team Leader: John DesJardins, PhD (current advisor and mentor to University Innovation Fellow, Breanne Przestrzelski)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinators- January 2014
**Small Interest Meetings with faculty and students of affected departments- March 2014
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- May 2014
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- June 2014
**Curriculum Preparation- Fall 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

'''Tactic #3: Summer LemonADE Stand: Acceleration in Design and Entrepreneurship'''

*Description:  There is little direction on the Clemson University Campus once students do become passionate about I&E.  To address this gap, it is necessary to offer programs and outlets for students to learn from those who have been in their shoes, current successful CEOs of small business start-ups, from professors whose passion is in teaching design and innovation to young captivating minds.  This summer course will not be for credit.  This summer course will not be for a certificate.  This summer course will be for the experience.  Two passionate individuals will lead their own version (a Clemson version) of a Lean Start-Up summer workshop- getting students passionate about I&E while teaching them a thing or two along the way about how to create their own start-up.
*Team Leaders: John DesJardins, PhD, Assistant Professor, BioE Senior Design Capstone Instructor, and David Orr, PhD, CEO of Kiyatec (a start-up founded on his Clemson University research)
*Milestones:
**Attend Lean Start-Up Workshops- Fall 2013 through Summer 2014
**Create a Portfolio of Topics- Fall 2013 through Summer 2014
**Formulate a Summer Curriculum- Fall 2013 through Summer 2014
**Pitch the Idea/Concept- Fall 2014
**Find a Space/Infrastructure- Fall 2014 through Spring 2015
**Funding- Fall 2014 through Spring 2015
**Purchase Supplies- Fall 2014 through Spring 2015
**Marketing Resources- Spring 2015
**Generate Awareness- Spring 2015
**Prepare for First Summer Session- Spring 2015
**Host First Summer Session- Summer 2015

== Strategy #2: __Executing Effectiveness in the Reframing Value at Clemson______ ==

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

'''Tactic #1: Tiger Business Alliance'''

*Description:  Alumni presence to a university is crucial for many reasons, with funding being that which commons to mind most often.  However, keeping a successful alumni network close to the students for mentorship opportunities is one that should first come to mind.  The Tiger Business Alliance will keep successful graduate entrepreneurs connected to the university.  This program will allow for mentorship within the community from those who have the answers, understand where the young entrepreneurs are starting out, and will be there for them along their own journey towards I&E.  It is crucial to execute this program with the right mindset.  It is not a goal to raise x dollars for Clemson University.  It is to foster a relationship between successful graduate entrepreneurs and aspiring entrepreneurs- all who have been and will forever be TIGERS.
*Team Leaders: David Orr, PhD, and Matthew Gaevert, PhD (co-founders of Kiyatec)
*Milestones:
**Reach out to current alumni- Fall 2013 through Spring 2014
**Explore the local, regional, and national entrepreneurial space for Clemson alumni- Fall 2013 through Spring 2014
**Formulate a list of interested alumni- Fall 2013 through Spring 2014
**Create a forum and central space for these alumni- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested alumni- Fall 2014
**Afford benefits and rewards to committed alumni- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with alumni- Fall 2015

'''Tactic #2: BioInnovation'''

*Description: Already in place at Tulane University is a mentorship program for entrepreneurial minded scientists looking to take their research interests beyond the labspace or machine shop.  This program is designed to capture the attention of undergraduates who possess that drive for I&E but are unsure how to attack it.  To lead and mentor these students, PhD entrepreneurs (both aspiring and achieved) work with undergraduates to foster new innovators and entrepreneurs.
*Team Leader: TBD
*Milestones:
**Reach out to current graduate students- Fall 2013 through Spring 2014
**Formulate a list of interested graduate students- Fall 2013 through Spring 2014
**Create a forum and central space for these graduate students- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested graduate students- Fall 2014
**Afford benefits and rewards to committed graduate students- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with graduate students- Fall 2015

'''Tactic #3: Transformation of the Clemson University office of technology transfer'''

*Description:  The purpose of a technology transfer office is to facilitate innovation from laboratory to commercialization.  This is fostered by various techniques, a benchmark of which is still to be established.  One tactic to raise the bar for technoogy transfer offices across the country is to establish a mentorship relationship between current I&E students and their university technology transfer office.  This could be facilitated through work-shops, seminars, How-To sessions.  All of these outlets generate learning experiences and shine a positive light on the technology transfer office, an entity who, if they facilitate technology development throughout all stages, will clearly be seen as facilitating innovation from laboratoty to commercialization.
*Team Leader: Elizabeth Perpall, Chief Technology Transfer Officer, Clemson University Research Foundation (CURF)
*Milestones:
**Set goals with students (What would they like to see from their OTT?)- Fall 2013 through Spring 2014
**Set goals with OTT (What would they like to see from their students?)- Fall 2013 through Spring 2014
***Setting these goals with both parties sets expectations and responsibilities with each party
**Negotiate goals- Spring 2014
**Set Measurable Standards- Summer 2014
**Facilitate Student-OTT Interactions- Fall 2014
**Select and Prepare OTT speakers- Fall 2014
**OTT Seminars (re-curring event)- Fall 2014
**Prepare Work-Shop Attendance List- Winter 2014
**OTT Work-Shops (re-curring event)- Spring 2015
**Generate Awareness of How-To Sessions- Spring 2015
**Accept Applications- Spring 2015
**Verify Applications- Spring 2015
**Select Teams- Spring 2015
**OTT How-To Sessions (re-curring event)- Spring 2015

== Other ==

Priorities:Clemson University Student Priorities

2013-10-25T04:56:46Z

Bprzest:

== Overview ==

The Clemson Innovation and Entrepreneurship Landascape Canvas is full of opportunities.  Clemson University strives for excellence.  Students have opportunities to tackle innovation and entrepreneurship in perceived value aspects ("Student, I&E is important.  Make it a priority."), potential value aspects ("So, you want to learn more?"), applied value aspects ("You want to apply your knowledge to a specific project."), realized value aspects ("You have effectively engaged in I&E."), and reframing value aspects ("You have fine-tuned your understanding of I&E and reframed your approach to your education and career.").  Clemson University, like most innovative campuses, are stronger in some areas of I&E values in comparison to others.

Clemson University's strengths lie in the Technology Village we are building in the form of incubators and venture spaces on and associated with our campus.  Some of these include: Clemson University Bioengineering Innovation Campus (CUBEINC.), Clemson University International Center for Automotive Research (CU-ICAR), NEXT Innovation Center, SCRA Duke Energy Innovation Center.  These amenities exist, but after speaking with current students, few knew these resources existed.  It is here where a major gap in Clemson's I&E canvas lies.

It is imperative to fully engage undergraduate students in I&E early on in their college careers before they decide on other careers for their future (i.e., medical school, graduate school, law school, full-time job).  Clemson University offers a myriad of extracurricular clubs that conceptualize the idea of innovation, design, and research.  However, few opportunities exist to capitilize on these innovations through entrepreneurship.  The mindset for taking one's research innovations to market where it can do its purpose and truly serve people is one that needs to vastly improve on the Clemson University campus.  This gap exists in inspirational events held on campus, interactions with the university technology transfer office, and courses that emphasize and apply the values of I&E to undergraduates that have the immense potential to run with I&E and change their futures.

[500 words about the positive aspects of the Innovation and Entrepreneurship ecosystem on campus and the two gaps you believe will enhance the I&E ecosystem on your campus]

Link to Prezi overview of campus ecosystem:

[http://prezi.com/1prhklgg5elv/?utm_campaign=share&utm_medium=copy&rc=ex0share http://prezi.com/1prhklgg5elv/?utm_campaign=share&utm_medium=copy&rc=ex0share]

{{#Widget:Prezis|id=_sto8qf_0vcs}}

== Calling all students ==

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

*Where: Academic Success Center
*When: Date TBA, Time TBA
*RSVP: TBD

== Strategy #1: _Changing the Potential Value on Clemson's Campus_______ ==

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

Tactic #1: Translational Track in I&E for Undergrads

*Description: Technical Electives are built into the current curriculum for undergraduates.  However, within Bioengineering, these "electives" are limited to research focused classes such as Orthopaedics, Cardiovascular, BioSensors, etc.  These courses are limited to those who wish to strive to take what they develop in their research laboratories or in their dorm rooms to market where it can serve the purpose it was created for.  Therefore, we will be implementing electives that span topics within I&E as a separate sector from which undergraduates can select these electives.  Examples of such include: Opportunity Assessment and Project Management, Start-Up Business Models, Start-Up Finance and Investment, and Product Development and Management.
*Team Leader(s): Breanne Przestrzelski, Natalie Patzin (current Bioengineering Advisory Board President), and Martine LaBerge (current Bioengineering Department Head)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinator (Tammy Rothell)- November 2013
**Small Interest Meetings with faculty and students of affected departments-December 2013
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- December 2013
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- January 2014
**Curriculum Preparation- Spring 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

Tactic #2: Interdisciplinary Sophomore Level I&E Course

*Description: The current I&E curriculums across campus address only juniors and seniors in the Executive Leadership and Entrepreneurship department, Engineering Senior Capstone Design Classes, or even only graduate students in the MBA in Innovation and Entrepreneurship (MBAe) program.  What is needed is a course that brings together sophomore level students from all disciplines to introduce the concepts on innovation and entrepreneurship before it is too late.  Many students do not encounter design or innovation until their senior design capstone engineering classes, at which point, the students have already committed to medical schools, law schools, graduate schools, or other careers that are not within I&E.  This course will be offered to all colleges in hopes to bring together young, innovative minds to shape the I&E landscape at the start.
*Team Leader: John DesJardins, PhD (current advisor and mentor to University Innovation Fellow, Breanne Przestrzelski)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinators- January 2014
**Small Interest Meetings with faculty and students of affected departments- March 2014
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- May 2014
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- June 2014
**Curriculum Preparation- Fall 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

Tactic #3: Summer LemonADE Stand: Acceleration in Design and Entrepreneurship

*Description:  There is little direction on the Clemson University Campus once students do become passionate about I&E.  To address this gap, it is necessary to offer programs and outlets for students to learn from those who have been in their shoes, current successful CEOs of small business start-ups, from professors whose passion is in teaching design and innovation to young captivating minds.  This summer course will not be for credit.  This summer course will not be for a certificate.  This summer course will be for the experience.  Two passionate individuals will lead their own version (a Clemson version) of a Lean Start-Up summer workshop- getting students passionate about I&E while teaching them a thing or two along the way about how to create their own start-up.
*Team Leaders: John DesJardins, PhD, Assistant Professor, BioE Senior Design Capstone Instructor, and David Orr, PhD, CEO of Kiyatec (a start-up founded on his Clemson University research)
*Milestones:
**Attend Lean Start-Up Workshops- Fall 2013 through Summer 2014
**Create a Portfolio of Topics- Fall 2013 through Summer 2014
**Formulate a Summer Curriculum- Fall 2013 through Summer 2014
**Pitch the Idea/Concept- Fall 2014
**Find a Space/Infrastructure- Fall 2014 through Spring 2015
**Funding- Fall 2014 through Spring 2015
**Purchase Supplies- Fall 2014 through Spring 2015
**Marketing Resources- Spring 2015
**Generate Awareness- Spring 2015
**Prepare for First Summer Session- Spring 2015
**Host First Summer Session- Summer 2015

== Strategy #2: __Executing Effectiveness in the Reframing Value at Clemson______ ==

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

Tactic #1: Tiger Business Alliance

*Description:  Alumni presence to a university is crucial for many reasons, with funding being that which commons to mind most often.  However, keeping a successful alumni network close to the students for mentorship opportunities is one that should first come to mind.  The Tiger Business Alliance will keep successful graduate entrepreneurs connected to the university.  This program will allow for mentorship within the community from those who have the answers, understand where the young entrepreneurs are starting out, and will be there for them along their own journey towards I&E.  It is crucial to execute this program with the right mindset.  It is not a goal to raise x dollars for Clemson University.  It is to foster a relationship between successful graduate entrepreneurs and aspiring entrepreneurs- all who have been and will forever be TIGERS.
*Team Leader: David Orr, PhD, and Matthew Gaevert, PhD (co-founders of Kiyatec)
*Milestones:
**Reach out to current alumni- Fall 2013 through Spring 2014
**Explore the local, regional, and national entrepreneurial space for Clemson alumni- Fall 2013 through Spring 2014
**Formulate a list of interested alumni- Fall 2013 through Spring 2014
**Create a forum and central space for these alumni- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested alumni- Fall 2014
**Afford benefits and rewards to committed alumni- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with alumni- Fall 2015

Tactic #2: BioInnovation

*Description: Already in place at Tulane University is a mentorship program for entrepreneurial minded scientists looking to take their research interests beyond the labspace or machine shop.  This program is designed to capture the attention of undergraduates who possess that drive for I&E but are unsure how to attack it.  To lead and mentor these students, PhD entrepreneurs (both aspiring and achieved) work with undergraduates to foster new innovators and entrepreneurs.
*Team Leader: TBD
*Milestones:
**Reach out to current graduate students- Fall 2013 through Spring 2014
**Formulate a list of interested graduate students- Fall 2013 through Spring 2014
**Create a forum and central space for these graduate students- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested graduate students- Fall 2014
**Afford benefits and rewards to committed graduate students- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with graduate students- Fall 2015

Tactic #3: Transformation of the Clemson University office of technology transfer

*Description:  The purpose of a technology transfer office is to facilitate innovation from laboratory to commercialization.  This is fostered by various techniques, a benchmark of which is still to be established.  One tactic to raise the bar for technoogy transfer offices across the country is to establish a mentorship relationship between current I&E students and their university technology transfer office.  This could be facilitated through work-shops, seminars, How-To sessions.  All of these outlets generate learning experiences and shine a positive light on the technology transfer office, an entity who, if they facilitate technology development throughout all stages, will clearly be seen as facilitating innovation from laboratoty to commercialization.
*Team Leader: Elizabeth Perpall, Chief Technology Transfer Officer, Clemson University Research Foundation (CURF)
*Milestones:
**Set goals with students (What would they like to see from their OTT?)- Fall 2013 through Spring 2014
**Set goals with OTT (What would they like to see from their students?)- Fall 2013 through Spring 2014
***Setting these goals with both parties sets expectations and responsibilities with each party
**Negotiate goals- Spring 2014
**Set Measurable Standards- Summer 2014
**Facilitate Student-OTT Interactions- Fall 2014
**Select and Prepare OTT speakers- Fall 2014
**OTT Seminars (re-curring event)- Fall 2014
**Prepare Work-Shop Attendance List- Winter 2014
**OTT Work-Shops (re-curring event)- Spring 2015
**Generate Awareness of How-To Sessions- Spring 2015
**Accept Applications- Spring 2015
**Verify Applications- Spring 2015
**Select Teams- Spring 2015
**OTT How-To Sessions (re-curring event)- Spring 2015

== Other ==

Priorities:Clemson University Student Priorities

2013-10-25T04:56:21Z

Bprzest:

== Overview ==

The Clemson Innovation and Entrepreneurship Landascape Canvas is full of opportunities.  Clemson University strives for excellence.  Students have opportunities to tackle innovation and entrepreneurship in perceived value aspects ("Student, I&E is important.  Make it a priority."), potential value aspects ("So, you want to learn more?"), applied value aspects ("You want to apply your knowledge to a specific project."), realized value aspects ("You have effectively engaged in I&E."), and reframing value aspects ("You have fine-tuned your understanding of I&E and reframed your approach to your education and career.").  Clemson University, like most innovative campuses, are stronger in some areas of I&E values in comparison to others.

Clemson University's strengths lie in the Technology Village we are building in the form of incubators and venture spaces on and associated with our campus.  Some of these include: Clemson University Bioengineering Innovation Campus (CUBEINC.), Clemson University International Center for Automotive Research (CU-ICAR), NEXT Innovation Center, SCRA Duke Energy Innovation Center.  These amenities exist, but after speaking with current students, few knew these resources existed.  It is here where a major gap in Clemson's I&E canvas lies.

It is imperative to fully engage undergraduate students in I&E early on in their college careers before they decide on other careers for their future (i.e., medical school, graduate school, law school, full-time job).  Clemson University offers a myriad of extracurricular clubs that conceptualize the idea of innovation, design, and research.  However, few opportunities exist to capitilize on these innovations through entrepreneurship.  The mindset for taking one's research innovations to market where it can do its purpose and truly serve people is one that needs to vastly improve on the Clemson University campus.  This gap exists in inspirational events held on campus, interactions with the university technology transfer office, and courses that emphasize and apply the values of I&E to undergraduates that have the immense potential to run with I&E and change their futures.

[500 words about the positive aspects of the Innovation and Entrepreneurship ecosystem on campus and the two gaps you believe will enhance the I&E ecosystem on your campus]

Link to Prezi overview of campus ecosystem:

http://prezi.com/1prhklgg5elv/?utm_campaign=share&utm_medium=copy&rc=ex0share

{{#Widget:Prezis|id=_sto8qf_0vcs}}

== Calling all students ==

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

*Where: Academic Success Center
*When: Date TBA, Time TBA
*RSVP: TBD

== Strategy #1: _'''Changing the Potential Value on Clemson's Campus'''_______ ==

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

Tactic #1: Translational Track in I&E for Undergrads

*Description: Technical Electives are built into the current curriculum for undergraduates.  However, within Bioengineering, these "electives" are limited to research focused classes such as Orthopaedics, Cardiovascular, BioSensors, etc.  These courses are limited to those who wish to strive to take what they develop in their research laboratories or in their dorm rooms to market where it can serve the purpose it was created for.  Therefore, we will be implementing electives that span topics within I&E as a separate sector from which undergraduates can select these electives.  Examples of such include: Opportunity Assessment and Project Management, Start-Up Business Models, Start-Up Finance and Investment, and Product Development and Management.
*Team Leader(s): Breanne Przestrzelski, Natalie Patzin (current Bioengineering Advisory Board President), and Martine LaBerge (current Bioengineering Department Head)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinator (Tammy Rothell)- November 2013
**Small Interest Meetings with faculty and students of affected departments-December 2013
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- December 2013
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- January 2014
**Curriculum Preparation- Spring 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

Tactic #2: Interdisciplinary Sophomore Level I&E Course

*Description: The current I&E curriculums across campus address only juniors and seniors in the Executive Leadership and Entrepreneurship department, Engineering Senior Capstone Design Classes, or even only graduate students in the MBA in Innovation and Entrepreneurship (MBAe) program.  What is needed is a course that brings together sophomore level students from all disciplines to introduce the concepts on innovation and entrepreneurship before it is too late.  Many students do not encounter design or innovation until their senior design capstone engineering classes, at which point, the students have already committed to medical schools, law schools, graduate schools, or other careers that are not within I&E.  This course will be offered to all colleges in hopes to bring together young, innovative minds to shape the I&E landscape at the start.
*Team Leader: John DesJardins, PhD (current advisor and mentor to University Innovation Fellow, Breanne Przestrzelski)
*Milestones:
**Curriculum Assessment- completed with undergraduate student services coordinators- January 2014
**Small Interest Meetings with faculty and students of affected departments- March 2014
**Preparation of Audience- completed with help from Martine LaBerge (current Bioengineering Department Head)- May 2014
**Presentation to Undergraduate Advisory Council, Board of Trustees, and University President- June 2014
**Curriculum Preparation- Fall 2014
**Faculty Search- Spring and Summer 2014
**Full Acceptance into Undergraduate Curriculum-Fall 2014

Tactic #3: Summer LemonADE Stand: Acceleration in Design and Entrepreneurship

*Description:  There is little direction on the Clemson University Campus once students do become passionate about I&E.  To address this gap, it is necessary to offer programs and outlets for students to learn from those who have been in their shoes, current successful CEOs of small business start-ups, from professors whose passion is in teaching design and innovation to young captivating minds.  This summer course will not be for credit.  This summer course will not be for a certificate.  This summer course will be for the experience.  Two passionate individuals will lead their own version (a Clemson version) of a Lean Start-Up summer workshop- getting students passionate about I&E while teaching them a thing or two along the way about how to create their own start-up.
*Team Leaders: John DesJardins, PhD, Assistant Professor, BioE Senior Design Capstone Instructor, and David Orr, PhD, CEO of Kiyatec (a start-up founded on his Clemson University research)
*Milestones:
**Attend Lean Start-Up Workshops- Fall 2013 through Summer 2014
**Create a Portfolio of Topics- Fall 2013 through Summer 2014
**Formulate a Summer Curriculum- Fall 2013 through Summer 2014
**Pitch the Idea/Concept- Fall 2014
**Find a Space/Infrastructure- Fall 2014 through Spring 2015
**Funding- Fall 2014 through Spring 2015
**Purchase Supplies- Fall 2014 through Spring 2015
**Marketing Resources- Spring 2015
**Generate Awareness- Spring 2015
**Prepare for First Summer Session- Spring 2015
**Host First Summer Session- Summer 2015

== Strategy #2: __Executing Effectiveness in the Reframing Value at Clemson______ ==

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

Tactic #1: Tiger Business Alliance

*Description:  Alumni presence to a university is crucial for many reasons, with funding being that which commons to mind most often.  However, keeping a successful alumni network close to the students for mentorship opportunities is one that should first come to mind.  The Tiger Business Alliance will keep successful graduate entrepreneurs connected to the university.  This program will allow for mentorship within the community from those who have the answers, understand where the young entrepreneurs are starting out, and will be there for them along their own journey towards I&E.  It is crucial to execute this program with the right mindset.  It is not a goal to raise x dollars for Clemson University.  It is to foster a relationship between successful graduate entrepreneurs and aspiring entrepreneurs- all who have been and will forever be TIGERS.
*Team Leader: David Orr, PhD, and Matthew Gaevert, PhD (co-founders of Kiyatec)
*Milestones:
**Reach out to current alumni- Fall 2013 through Spring 2014
**Explore the local, regional, and national entrepreneurial space for Clemson alumni- Fall 2013 through Spring 2014
**Formulate a list of interested alumni- Fall 2013 through Spring 2014
**Create a forum and central space for these alumni- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested alumni- Fall 2014
**Afford benefits and rewards to committed alumni- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with alumni- Fall 2015

Tactic #2: BioInnovation

*Description: Already in place at Tulane University is a mentorship program for entrepreneurial minded scientists looking to take their research interests beyond the labspace or machine shop.  This program is designed to capture the attention of undergraduates who possess that drive for I&E but are unsure how to attack it.  To lead and mentor these students, PhD entrepreneurs (both aspiring and achieved) work with undergraduates to foster new innovators and entrepreneurs.
*Team Leader: TBD
*Milestones:
**Reach out to current graduate students- Fall 2013 through Spring 2014
**Formulate a list of interested graduate students- Fall 2013 through Spring 2014
**Create a forum and central space for these graduate students- Summer 2014
**Host webinar sessions on goals of the program- Summer 2014
**Re-evaluate interested graduate students- Fall 2014
**Afford benefits and rewards to committed graduate students- Fall 2014
**Generate awareness of program to current students- Spring 2015
**Marketing resources- Spring 2015
**Connect students with graduate students- Fall 2015

Tactic #3: Transformation of the Clemson University office of technology transfer

*Description:  The purpose of a technology transfer office is to facilitate innovation from laboratory to commercialization.  This is fostered by various techniques, a benchmark of which is still to be established.  One tactic to raise the bar for technoogy transfer offices across the country is to establish a mentorship relationship between current I&E students and their university technology transfer office.  This could be facilitated through work-shops, seminars, How-To sessions.  All of these outlets generate learning experiences and shine a positive light on the technology transfer office, an entity who, if they facilitate technology development throughout all stages, will clearly be seen as facilitating innovation from laboratoty to commercialization.
*Team Leader: Elizabeth Perpall, Chief Technology Transfer Officer, Clemson University Research Foundation (CURF)
*Milestones:
**Set goals with students (What would they like to see from their OTT?)- Fall 2013 through Spring 2014
**Set goals with OTT (What would they like to see from their students?)- Fall 2013 through Spring 2014
***Setting these goals with both parties sets expectations and responsibilities with each party
**Negotiate goals- Spring 2014
**Set Measurable Standards- Summer 2014
**Facilitate Student-OTT Interactions- Fall 2014
**Select and Prepare OTT speakers- Fall 2014
**OTT Seminars (re-curring event)- Fall 2014
**Prepare Work-Shop Attendance List- Winter 2014
**OTT Work-Shops (re-curring event)- Spring 2015
**Generate Awareness of How-To Sessions- Spring 2015
**Accept Applications- Spring 2015
**Verify Applications- Spring 2015
**Select Teams- Spring 2015
**OTT How-To Sessions (re-curring event)- Spring 2015

== Other ==

School:Clemson University

2013-10-18T13:16:11Z

Bprzest:

== [[File:Clemson Logo with Tiger.png|center|Clemson University]] ==

== Student innovation and entrepreneurship ==

Student innovation at Clemson University starts with engaged learning and undergraduate research, which is combined in the '''Creative Inquiry Program'''.  This program has had immense success in inspiring students to get involved in design and innovation.  '''Engineering World Health (EWH)''' and '''Engineers Without Border (EWB)''' also have a large presence on the campus and motivate students to change the world through their ideas.

[[File:Vox novo.jpg|right|200x100px|Vox Novo Talks]]

Captivating innovation talks are held on campus twice a month.  '''VoxNovo Talks''', hosted by the Clemson Graduate Student Government, and '''Tiger Talks''', hosted by the Clemson Bioengineering Society, are two popular events that bring together inspirational individuals where shared ideas and perspectives change the world.

The '''Arther M. Spiro Institue for Entrepreneurial Leadership '''was founded with a mission to support education, research and outreach programs that promote entrepreneurial activity and economic development of the region, state, and nation.  The Sprio Institute draws from the expertise within the College of Business and Behavioral Science to explore entrepreneurial leadership.

[[File:MBA EI.jpg|left|300x75px|Clemson MBAe]]

A unique graduate degree in entrepreneurship is offered at Clemson University: '''an MBA in Entrepreneurship and Innovation (MBAe)''' where students begin with an idea, apply rigorous business principles and graduate with both an MBA degree and a market-ready business idea.  Innovation and entrepreneurship is also captured in the'''Technology Entrepreneurship Certificate Program''', offered to all graduate students in engineering and science disciplines.  Students also have the opportunity to graduate in a Business Management Major with an emphasis area in Entrepreneurship.

Opportunities for funding of student-led technologies is offered directly through '''LaunchPadSC''', a competition that is designed to assist individuals and/or teams in the genesis of ideas for new business concepts and to help move them forward in the formation of potential new companies.

[[File:SEED.jpg|right|250x200px|SEED]]

Also available is mentorship and support through centers like the '''Clemson Regional Small Business Development Center (SBDC)'''.  Representatives offer personal consultation, guidance, and assistance to small business owners and entrepreneurs through one-on-one management and technical assistance as well as interactive webinar series.

Mentoring is also available through the '''Sustainable Entrepreneurs & Economic Development (SEED) '''eight-session course that is designed to help early-stage entrepreneurs understand the business behind the success.

<h2> Faculty innovation and entrepreneurship </h2>
The expertise and passion behind the faculty in course offerings taught in various departments is fundamentally what peaks the interest of students.  Early courses such as CES 102: Engineering Disciplines and Skills and MGT 201: Principles of Management touch on the importance of fundamental elements to innovation and entrepreneurship in the early undergraduate years.  Thorughout the course of their undergraduate degree, students are exposed to courses that spark realization of the importance of innovation and entrepreneurship and foster deeper involvement.  Courses in the Executive Leadership and Entrepreneurship Department represnt this sector in which faculty are minimally involved.  It is not until Senior Capstone Design classes such as Design Theory and Applied Design, that students begin to flourish under the mentorship of their faculty.
This relationship is also fostered by faculty involvement in programs like Creative Inquiries- where faculty sponsors play a large role in guiding the innovation techniques and actively contributing to the development of a technology.
Few faculty incentives are provided at Clemson University to promote innovation and entrepreneurship outside of the simple motivation for student education and learning.  Many faculty members strive for excellence in the research laboratory and cannot find time to chase their entrepreneurial dreams.


== University technology transfer function ==

[[File:CURF.png|right|200x75px|CURF]]

The '''Clemson University Research Foundation (CURF)''' is a university corporation organized to provide leadership and expertise to maximize the societal impact of university research and innovation.  CURF manages the technology transfer functions of Clemson University by taking assignment of inventions, obtaining intellectual property protection, working with faculty to evaulate commercial potential of discoveries, and licensing inventions to the private sector for public use.

CURF owns and operates several facilities that support business incubation and enable Clemson research activities: the Center for Applied Technology, Griffth Incubator, and the National Brick Research Center.

CURF also has developed relationships with several technology advancement firms across the country that have the first right of refusal for developing technologies.  One company to highlight is that of '''TAO Life Sciences''', who also has attained industry-partnership status and holds space in the CUBEInC. facility.

== University-Industry collaboration ==

[[File:CUICAR 2.jpg|right|300x200px|CU-ICAR Facility]]

Clemson University's closest city of innovation is Greenville, SC, the home of many large and small manufacturing companies, mostly centered around the largest employer in the region, BMW.  A thriving manufacturing ecosystem related to the automotive industry is present at '''Clemson University International Center for Automotive Research (CU-ICAR)''', an advanced technology-research campus where education, research, and economic development collaborate to create a global venue for automotive innovation.

[[File:CUBEInC Facilities.jpg|left|300x200px|CUBEInC Facility]]A second focus for industry collaboration is with the Greenville Health System at the '''Clemson University Bioengineering Innovation Campus (CUBEInC)'''.  This facility offers a unique environment in which high-impact medical technology for disease management is developed alongside clinicians with goals to transfer technology from bench to bedside.  Within this facility, other biomedical companies partner with Clemson in the Biomedical Corporate Partner Program to preview novel Clemson technology and actively participate in shaping the biomedical work-force.

The '''Advanced Materials Research Laboratories (AMRL)''', an 111,000 square-foot facility that brings together state-of-the-art equipment and researchers to generate a powerful magnet for the advanced materials industry.  The National Science Foundation, the Department of Defense, and NASA has all recognized the center's work and offered funding to future innovation.

[[File:NEXT.jpg|right|300x250px|NEXT Innovation Center]]

The'''Duke Energy Innovation Center '''brings together corporate tenants and entrepreneurial start-up companies for wet/dry labs and office space.  This facility benefits from close proximity to the AMRL and Clemson University's high performance computing center.

The '''NEXT Innovation Center''' is a place where a community can thrive and stimulate collaboration between innovators, thinkers, creators, and business builders.  Here, the opportunities are endless- from virtual offices for start-ups, to super cubes and executives, to adaptable conference rooms, dry erase walls, and even Wii rooms.  If a Clemson University student has taken the "next" step in starting up a company, this has the technological infrastructure to allow the company to thrive.

== Regional and local economic development efforts ==

[[File:SCBIO logo.jpg|left|200x150px|SCBIO logo]]The state of South Carolina offers support for innovation efforts through '''SCLaunch''', a venture funding source that provides seed stage capital for businesses across the state.  '''SCBIO''' is another South Carolina economic development organization that runs networking meetings, entrepreneurial courses, start-up boot camps (such as '''SCBIO Boot Camp'''), and advocates the state legislature on behalf of the state's life science industry.  '''Upstate Alliance''' also has a "bio" division that promotes the South Carolina Upstate region through operating companies.  '''SC Med TransTech''' is a program aimed at developing translatable medtech technology in the state that allows for grants for research aimed at the interests of Stryker Corp.

These efforts are simply the beginning of the drive for economic development in innovation and entrepreneurship.  Integration and implementation of a plan to acquire "gap" funding is underway and are integral to the success of Clemson University's vision for entrepreneurship and innovation.

== ==

School:Clemson University

2013-10-18T06:38:53Z

Bprzest:

School:Clemson University

2013-10-18T06:38:09Z

Bprzest:

== [[File:Clemson Logo with Tiger.png|center|Clemson University]] ==

== Student innovation and entrepreneurship ==

Student innovation at Clemson University starts with engaged learning and undergraduate research, which is combined in the '''Creative Inquiry Program'''.  This program has had immense success in inspiring students to get involved in design and innovation.  '''Engineering World Health (EWH)''' and '''Engineers Without Border (EWB)''' also have a large presence on the campus and motivate students to change the world through their ideas.

[[File:Vox novo.jpg|right|200x100px|Vox Novo Talks]]

Captivating innovation talks are held on campus twice a month.  '''VoxNovo Talks''', hosted by the Clemson Graduate Student Government, and '''Tiger Talks''', hosted by the Clemson Bioengineering Society, are two popular events that bring together inspirational individuals where shared ideas and perspectives change the world.

The '''Arther M. Spiro Institue for Entrepreneurial Leadership '''was founded with a mission to support education, research and outreach programs that promote entrepreneurial activity and economic development of the region, state, and nation.  The Sprio Institute draws from the expertise within the College of Business and Behavioral Science to explore entrepreneurial leadership.

[[File:MBA EI.jpg|left|300x75px|Clemson MBAe]]

A unique graduate degree in entrepreneurship is offered at Clemson University: '''an MBA in Entrepreneurship and Innovation (MBAe)''' where students begin with an idea, apply rigorous business principles and graduate with both an MBA degree and a market-ready business idea.  Innovation and entrepreneurship is also captured in the'''Technology Entrepreneurship Certificate Program''', offered to all graduate students in engineering and science disciplines.  Students also have the opportunity to graduate in a Business Management Major with an emphasis area in Entrepreneurship.

Opportunities for funding of student-led technologies is offered directly through '''LaunchPadSC''', a competition that is designed to assist individuals and/or teams in the genesis of ideas for new business concepts and to help move them forward in the formation of potential new companies.

[[File:SEED.jpg|right|250x200px|SEED]]

Also available is mentorship and support through centers like the '''Clemson Regional Small Business Development Center (SBDC)'''.  Representatives offer personal consultation, guidance, and assistance to small business owners and entrepreneurs through one-on-one management and technical assistance as well as interactive webinar series.

Mentoring is also available through the '''Sustainable Entrepreneurs & Economic Development (SEED) '''eight-session course that is designed to help early-stage entrepreneurs understand the business behind the success.

== Faculty innovation and entrepreneurship ==

The expertise and passion behind the faculty in course offerings taught in various departments is fundamentally what peaks the interest of students.  Early courses such as CES 102: Engineering Disciplines and Skills and MGT 201: Principles of Management touch on the importance of fundamental elements to innovation and entrepreneurship in the early undergraduate years.  Thorughout the course of their undergraduate degree, students are exposed to courses that spark realization of the importance of innovation and entrepreneurship and foster deeper involvement.  Courses in the Executive Leadership and Entrepreneurship Department represnt this sector in which faculty are minimally involved.  It is not until Senior Capstone Design classes such as Design Theory and Applied Design, that students begin to flourish under the mentorship of their faculty.

This relationship is also fostered by faculty involvement in programs like '''Creative Inquiries'''- where faculty sponsors play a large role in guiding the innovation techniques and actively contributing to the development of a technology.

Few faculty incentives are provided at Clemson University to promote innovation and entrepreneurship outside of the simple motivation for student education and learning.  Many faculty members strive for excellence in the research laboratory and cannot find time to chase their entrepreneurial dreams.

== University technology transfer function ==

[[File:CURF.png|right|200x75px|CURF]]

The '''Clemson University Research Foundation (CURF)''' is a university corporation organized to provide leadership and expertise to maximize the societal impact of university research and innovation.  CURF manages the technology transfer functions of Clemson University by taking assignment of inventions, obtaining intellectual property protection, working with faculty to evaulate commercial potential of discoveries, and licensing inventions to the private sector for public use.

CURF owns and operates several facilities that support business incubation and enable Clemson research activities: the Center for Applied Technology, Griffth Incubator, and the National Brick Research Center.

CURF also has developed relationships with several technology advancement firms across the country that have the first right of refusal for developing technologies.  One company to highlight is that of '''TAO Life Sciences''', who also has attained industry-partnership status and holds space in the CUBEInC. facility.

== University-Industry collaboration ==

[[File:CUICAR 2.jpg|right|300x200px|CU-ICAR Facility]]

Clemson University's closest city of innovation is Greenville, SC, the home of many large and small manufacturing companies, mostly centered around the largest employer in the region, BMW.  A thriving manufacturing ecosystem related to the automotive industry is present at '''Clemson University International Center for Automotive Research (CU-ICAR)''', an advanced technology-research campus where education, research, and economic development collaborate to create a global venue for automotive innovation.

[[File:CUBEInC Facilities.jpg|left|300x200px|CUBEInC Facility]]

A second focus for industry collaboration is with the Greenville Health System at the '''Clemson University Bioengineering Innovation Campus (CUBEInC)'''.  This facility offers a unique environment in which high-impact medical technology for disease management is developed alongside clinicians with goals to transfer technology from bench to bedside.  Within this facility, other biomedical companies partner with Clemson in the Biomedical Corporate Partner Program to preview novel Clemson technology and actively participate in shaping the biomedical work-force.

The '''Advanced Materials Research Laboratories (AMRL)''', an 111,000 square-foot facility that brings together state-of-the-art equipment and researchers to generate a powerful magnet for the advanced materials industry.  The National Science Foundation, the Department of Defense, and NASA has all recognized the center's work and offered funding to future innovation.

[[File:NEXT.jpg|right|300x250px|NEXT Innovation Center]]

The'''Duke Energy Innovation Center '''brings together corporate tenants and entrepreneurial start-up companies for wet/dry labs and office space.  This facility benefits from close proximity to the AMRL and Clemson University's high performance computing center.

The '''NEXT Innovation Center''' is a place where a community can thrive and stimulate collaboration between innovators, thinkers, creators, and business builders.  Here, the opportunities are endless- from virtual offices for start-ups, to super cubes and executives, to adaptable conference rooms, dry erase walls, and even Wii rooms.  If a Clemson University student has taken the "next" step in starting up a company, this has the technological infrastructure to allow the company to thrive.

== Regional and local economic development efforts ==

[[File:SCBIO logo.jpg|left|200x150px|SCBIO logo]]The state of South Carolina offers support for innovation efforts through '''SCLaunch''', a venture funding source that provides seed stage capital for businesses across the state.  '''SCBIO''' is another South Carolina economic development organization that runs networking meetings, entrepreneurial courses, start-up boot camps (such as '''SCBIO Boot Camp'''), and advocates the state legislature on behalf of the state's life science industry.  '''Upstate Alliance''' also has a "bio" division that promotes the South Carolina Upstate region through operating companies.  '''SC Med TransTech''' is a program aimed at developing translatable medtech technology in the state that allows for grants for research aimed at the interests of Stryker Corp.

These efforts are simply the beginning of the drive for economic development in innovation and entrepreneurship.  Integration and implementation of a plan to acquire "gap" funding is underway and are integral to the success of Clemson University's vision for entrepreneurship and innovation.

== ==

School:Clemson University

2013-10-18T06:37:23Z

Bprzest:

== [[File:Clemson Logo with Tiger.png|center|Clemson University]] ==

== Student innovation and entrepreneurship ==

Student innovation at Clemson University starts with engaged learning and undergraduate research, which is combined in the '''Creative Inquiry Program'''.  This program has had immense success in inspiring students to get involved in design and innovation.  '''Engineering World Health (EWH)''' and '''Engineers Without Border (EWB)''' also have a large presence on the campus and motivate students to change the world through their ideas.

[[File:Vox novo.jpg|right|200x100px|Vox Novo Talks]]

Captivating innovation talks are held on campus twice a month.  '''VoxNovo Talks''', hosted by the Clemson Graduate Student Government, and '''Tiger Talks''', hosted by the Clemson Bioengineering Society, are two popular events that bring together inspirational individuals where shared ideas and perspectives change the world.

The '''Arther M. Spiro Institue for Entrepreneurial Leadership '''was founded with a mission to support education, research and outreach programs that promote entrepreneurial activity and economic development of the region, state, and nation.  The Sprio Institute draws from the expertise within the College of Business and Behavioral Science to explore entrepreneurial leadership.

[[File:MBA EI.jpg|left|300x75px|Clemson MBAe]]

A unique graduate degree in entrepreneurship is offered at Clemson University: '''an MBA in Entrepreneurship and Innovation (MBAe)''' where students begin with an idea, apply rigorous business principles and graduate with both an MBA degree and a market-ready business idea.  Innovation and entrepreneurship is also captured in the'''Technology Entrepreneurship Certificate Program''', offered to all graduate students in engineering and science disciplines.  Students also have the opportunity to graduate in a Business Management Major with an emphasis area in Entrepreneurship.

Opportunities for funding of student-led technologies is offered directly through '''LaunchPadSC''', a competition that is designed to assist individuals and/or teams in the genesis of ideas for new business concepts and to help move them forward in the formation of potential new companies.

[[File:SEED.jpg|right|250x200px|SEED]]

Also available is mentorship and support through centers like the '''Clemson Regional Small Business Development Center (SBDC)'''.  Representatives offer personal consultation, guidance, and assistance to small business owners and entrepreneurs through one-on-one management and technical assistance as well as interactive webinar series.

Mentoring is also available through the '''Sustainable Entrepreneurs & Economic Development (SEED) '''eight-session course that is designed to help early-stage entrepreneurs understand the business behind the success.

== Faculty innovation and entrepreneurship ==

The expertise and passion behind the faculty in course offerings taught in various departments is fundamentally what peaks the interest of students.  Early courses such as CES 102: Engineering Disciplines and Skills and MGT 201: Principles of Management touch on the importance of fundamental elements to innovation and entrepreneurship in the early undergraduate years.  Thorughout the course of their undergraduate degree, students are exposed to courses that spark realization of the importance of innovation and entrepreneurship and foster deeper involvement.  Courses in the Executive Leadership and Entrepreneurship Department represnt this sector in which faculty are minimally involved.  It is not until Senior Capstone Design classes such as Design Theory and Applied Design, that students begin to flourish under the mentorship of their faculty.

This relationship is also fostered by faculty involvement in programs like '''Creative Inquiries'''- where faculty sponsors play a large role in guiding the innovation techniques and actively contributing to the development of a technology.

Few faculty incentives are provided at Clemson University to promote innovation and entrepreneurship outside of the simple motivation for student education and learning.  Many faculty members strive for excellence in the research laboratory and cannot find time to chase their entrepreneurial dreams.

== University technology transfer function ==

[[File:CURF.png|right|200x75px|CURF]]

The '''Clemson University Research Foundation (CURF)''' is a university corporation organized to provide leadership and expertise to maximize the societal impact of university research and innovation.  CURF manages the technology transfer functions of Clemson University by taking assignment of inventions, obtaining intellectual property protection, working with faculty to evaulate commercial potential of discoveries, and licensing inventions to the private sector for public use.

CURF owns and operates several facilities that support business incubation and enable Clemson research activities: the Center for Applied Technology, Griffth Incubator, and the National Brick Research Center.

CURF also has developed relationships with several technology advancement firms across the country that have the first right of refusal for developing technologies.  One company to highlight is that of '''TAO Life Sciences''', who also has attained industry-partnership status and holds space in the CUBEInC. facility.

== University-Industry collaboration ==

[[File:CUICAR 2.jpg|right|300x200px|CU-ICAR Facility]]

Clemson University's closest city of innovation is Greenville, SC, the home of many large and small manufacturing companies, mostly centered around the largest employer in the region, BMW.  A thriving manufacturing ecosystem related to the automotive industry is present at '''Clemson University International Center for Automotive Research (CU-ICAR)''', an advanced technology-research campus where education, research, and economic development collaborate to create a global venue for automotive innovation.

[[File:CUBEInC Facilities.jpg|left|300x200px|CUBEInC Facility]]

A second focus for industry collaboration is with the Greenville Health System at the '''Clemson University Bioengineering Innovation Campus (CUBEInC)'''.  This facility offers a unique environment in which high-impact medical technology for disease management is developed alongside clinicians with goals to transfer technology from bench to bedside.  Within this facility, other biomedical companies partner with Clemson in the Biomedical Corporate Partner Program to preview novel Clemson technology and actively participate in shaping the biomedical work-force.

The '''Advanced Materials Research Laboratories (AMRL)''', an 111,000 square-foot facility that brings together state-of-the-art equipment and researchers to generate a powerful magnet for the advanced materials industry.  The National Science Foundation, the Department of Defense, and NASA has all recognized the center's work and offered funding to future innovation.

[[File:NEXT.jpg|right|300x250px|NEXT Innovation Center]]

The'''Duke Energy Innovation Center '''brings together corporate tenants and entrepreneurial start-up companies for wet/dry labs and office space.  This facility benefits from close proximity to the AMRL and Clemson University's high performance computing center.

The '''NEXT Innovation Center''' is a place where a community can thrive and stimulate collaboration between innovators, thinkers, creators, and business builders.  Here, the opportunities are endless- from virtual offices for start-ups, to super cubes and executives, to adaptable conference rooms, dry erase walls, and even Wii rooms.  If a Clemson University student has taken the "next" step in starting up a company, this has the technological infrastructure to allow the company to thrive.

== Regional and local economic development efforts ==

[[File:SCBIO logo.jpg|left|200x150px|SCBIO logo]]The state of South Carolina offers support for innovation efforts through '''SCLaunch''', a venture funding source that provides seed stage capital for businesses across the state.  '''SCBIO''' is another South Carolina economic development organization that runs networking meetings, entrepreneurial courses, start-up boot camps (such as '''SCBIO Boot Camp'''), and advocates the state legislature on behalf of the state's life science industry.  '''Upstate Alliance''' also has a "bio" division that promotes the South Carolina Upstate region through operating companies.  '''SC Med TransTech''' is a program aimed at developing translatable medtech technology in the state that allows for grants for research aimed at the interests of Stryker Corp.

These efforts are simply the beginning of the drive for economic development in innovation and entrepreneurship.  Integration and implementation of a plan to acquire "gap" funding is underway and are integral to the success of Clemson University's vision for entrepreneurship and innovation.

== ==

School:Clemson University

2013-10-18T06:36:46Z

Bprzest:

== [[File:Clemson Logo with Tiger.png|center|Clemson University]] ==

== Student innovation and entrepreneurship ==

Student innovation at Clemson University starts with engaged learning and undergraduate research, which is combined in the '''Creative Inquiry Program'''.  This program has had immense success in inspiring students to get involved in design and innovation.  '''Engineering World Health (EWH)''' and '''Engineers Without Border (EWB)''' also have a large presence on the campus and motivate students to change the world through their ideas.

[[File:Vox novo.jpg|right|200x100px|Vox Novo Talks]]

Captivating innovation talks are held on campus twice a month.  '''VoxNovo Talks''', hosted by the Clemson Graduate Student Government, and '''Tiger Talks''', hosted by the Clemson Bioengineering Society, are two popular events that bring together inspirational individuals where shared ideas and perspectives change the world.

The '''Arther M. Spiro Institue for Entrepreneurial Leadership '''was founded with a mission to support education, research and outreach programs that promote entrepreneurial activity and economic development of the region, state, and nation.  The Sprio Institute draws from the expertise within the College of Business and Behavioral Science to explore entrepreneurial leadership.

[[File:MBA EI.jpg|left|300x75px|Clemson MBAe]]

A unique graduate degree in entrepreneurship is offered at Clemson University: '''an MBA in Entrepreneurship and Innovation (MBAe)''' where students begin with an idea, apply rigorous business principles and graduate with both an MBA degree and a market-ready business idea.  Innovation and entrepreneurship is also captured in the'''Technology Entrepreneurship Certificate Program''', offered to all graduate students in engineering and science disciplines.  Students also have the opportunity to graduate in a Business Management Major with an emphasis area in Entrepreneurship.

Opportunities for funding of student-led technologies is offered directly through '''LaunchPadSC''', a competition that is designed to assist individuals and/or teams in the genesis of ideas for new business concepts and to help move them forward in the formation of potential new companies.

[[File:SEED.jpg|right|250x200px|SEED]]

Also available is mentorship and support through centers like the '''Clemson Regional Small Business Development Center (SBDC)'''.  Representatives offer personal consultation, guidance, and assistance to small business owners and entrepreneurs through one-on-one management and technical assistance as well as interactive webinar series.

Mentoring is also available through the '''Sustainable Entrepreneurs & Economic Development (SEED) '''eight-session course that is designed to help early-stage entrepreneurs understand the business behind the success.

== Faculty innovation and entrepreneurship ==

The expertise and passion behind the faculty in course offerings taught in various departments is fundamentally what peaks the interest of students.  Early courses such as CES 102: Engineering Disciplines and Skills and MGT 201: Principles of Management touch on the importance of fundamental elements to innovation and entrepreneurship in the early undergraduate years.  Thorughout the course of their undergraduate degree, students are exposed to courses that spark realization of the importance of innovation and entrepreneurship and foster deeper involvement.  Courses in the Executive Leadership and Entrepreneurship Department represnt this sector in which faculty are minimally involved.  It is not until Senior Capstone Design classes such as Design Theory and Applied Design, that students begin to flourish under the mentorship of their faculty.

This relationship is also fostered by faculty involvement in programs like '''Creative Inquiries'''- where faculty sponsors play a large role in guiding the innovation techniques and actively contributing to the development of a technology.

Few faculty incentives are provided at Clemson University to promote innovation and entrepreneurship outside of the simple motivation for student education and learning.  Many faculty members strive for excellence in the research laboratory and cannot find time to chase their entrepreneurial dreams.

== University technology transfer function ==

[[File:CURF.png|right|200x75px|CURF]]

The '''Clemson University Research Foundation (CURF)''' is a university corporation organized to provide leadership and expertise to maximize the societal impact of university research and innovation.  CURF manages the technology transfer functions of Clemson University by taking assignment of inventions, obtaining intellectual property protection, working with faculty to evaulate commercial potential of discoveries, and licensing inventions to the private sector for public use.

CURF owns and operates several facilities that support business incubation and enable Clemson research activities: the Center for Applied Technology, Griffth Incubator, and the National Brick Research Center.

CURF also has developed relationships with several technology advancement firms across the country that have the first right of refusal for developing technologies.  One company to highlight is that of '''TAO Life Sciences''', who also has attained industry-partnership status and holds space in the CUBEInC. facility.

== University-Industry collaboration ==

[[File:CUICAR 2.jpg|right|300x200px|CU-ICAR Facility]]

Clemson University's closest city of innovation is Greenville, SC, the home of many large and small manufacturing companies, mostly centered around the largest employer in the region, BMW.  A thriving manufacturing ecosystem related to the automotive industry is present at '''Clemson University International Center for Automotive Research (CU-ICAR)''', an advanced technology-research campus where education, research, and economic development collaborate to create a global venue for automotive innovation.

[[File:CUBEInC Facilities.jpg|left|300x200px|CUBEInC Facility]]

A second focus for industry collaboration is with the Greenville Health System at the '''Clemson University Bioengineering Innovation Campus (CUBEInC)'''.  This facility offers a unique environment in which high-impact medical technology for disease management is developed alongside clinicians with goals to transfer technology from bench to bedside.  Within this facility, other biomedical companies partner with Clemson in the Biomedical Corporate Partner Program to preview novel Clemson technology and actively participate in shaping the biomedical work-force.

The '''Advanced Materials Research Laboratories (AMRL)''', an 111,000 square-foot facility that brings together state-of-the-art equipment and researchers to generate a powerful magnet for the advanced materials industry.  The National Science Foundation, the Department of Defense, and NASA has all recognized the center's work and offered funding to future innovation.

[[File:NEXT.jpg|right|300x250px|NEXT Innovation Center]]

The'''Duke Energy Innovation Center '''brings together corporate tenants and entrepreneurial start-up companies for wet/dry labs and office space.  This facility benefits from close proximity to the AMRL and Clemson University's high performance computing center.

The '''NEXT Innovation Center''' is a place where a community can thrive and stimulate collaboration between innovators, thinkers, creators, and business builders.  Here, the opportunities are endless- from virtual offices for start-ups, to super cubes and executives, to adaptable conference rooms, dry erase walls, and even Wii rooms.  If a Clemson University student has taken the "next" step in starting up a company, this has the technological infrastructure to allow the company to thrive.

== Regional and local economic development efforts ==

[[File:SCBIO logo.jpg|left|200x150px|SCBIO logo]]The state of South Carolina offers support for innovation efforts through '''SCLaunch''', a venture funding source that provides seed stage capital for businesses across the state.  '''SCBIO''' is another South Carolina economic development organization that runs networking meetings, entrepreneurial courses, start-up boot camps (such as '''SCBIO Boot Camp'''), and advocates the state legislature on behalf of the state's life science industry.  '''Upstate Alliance''' also has a "bio" division that promotes the South Carolina Upstate region through operating companies.  '''SC Med TransTech''' is a program aimed at developing translatable medtech technology in the state that allows for grants for research aimed at the interests of Stryker Corp.

These efforts are simply the beginning of the drive for economic development in innovation and entrepreneurship.  Integration and implementation of a plan to acquire "gap" funding is underway and are integral to the success of Clemson University's vision for entrepreneurship and innovation.

== ==

School:Clemson University

2013-10-18T06:34:42Z

Bprzest:

== [[File:Clemson Logo with Tiger.png|center|Clemson Logo with Tiger.png]] ==

== Student innovation and entrepreneurship ==

Student innovation at Clemson University starts with engaged learning and undergraduate research, which is combined in the '''Creative Inquiry Program'''.  This program has had immense success in inspiring students to get involved in design and innovation.  '''Engineering World Health (EWH)''' and '''Engineers Without Border (EWB)''' also have a large presence on the campus and motivate students to change the world through their ideas.

[[File:Vox novo.jpg|right|200x100px|Vox novo.jpg]]

Captivating innovation talks are held on campus twice a month.  '''VoxNovo Talks''', hosted by the Clemson Graduate Student Government, and '''Tiger Talks''', hosted by the Clemson Bioengineering Society, are two popular events that bring together inspirational individuals where shared ideas and perspectives change the world.

The '''Arther M. Spiro Institue for Entrepreneurial Leadership '''was founded with a mission to support education, research and outreach programs that promote entrepreneurial activity and economic development of the region, state, and nation.  The Sprio Institute draws from the expertise within the College of Business and Behavioral Science to explore entrepreneurial leadership.

[[File:MBA EI.jpg|left|300x75px|MBA EI.jpg]]

A unique graduate degree in entrepreneurship is offered at Clemson University: '''an MBA in Entrepreneurship and Innovation (MBAe)''' where students begin with an idea, apply rigorous business principles and graduate with both an MBA degree and a market-ready business idea.  Innovation and entrepreneurship is also captured in the'''Technology Entrepreneurship Certificate Program''', offered to all graduate students in engineering and science disciplines.  Students also have the opportunity to graduate in a Business Management Major with an emphasis area in Entrepreneurship.

Opportunities for funding of student-led technologies is offered directly through '''LaunchPadSC''', a competition that is designed to assist individuals and/or teams in the genesis of ideas for new business concepts and to help move them forward in the formation of potential new companies.

[[File:SEED.jpg|right|250x200px|SEED.jpg]]

Also available is mentorship and support through centers like the '''Clemson Regional Small Business Development Center (SBDC)'''.  Representatives offer personal consultation, guidance, and assistance to small business owners and entrepreneurs through one-on-one management and technical assistance as well as interactive webinar series.

Mentoring is also available through the '''Sustainable Entrepreneurs & Economic Development (SEED) '''eight-session course that is designed to help early-stage entrepreneurs understand the business behind the success.

== Faculty innovation and entrepreneurship ==

The expertise and passion behind the faculty in course offerings taught in various departments is fundamentally what peaks the interest of students.  Early courses such as CES 102: Engineering Disciplines and Skills and MGT 201: Principles of Management touch on the importance of fundamental elements to innovation and entrepreneurship in the early undergraduate years.  Thorughout the course of their undergraduate degree, students are exposed to courses that spark realization of the importance of innovation and entrepreneurship and foster deeper involvement.  Courses in the Executive Leadership and Entrepreneurship Department represnt this sector in which faculty are minimally involved.  It is not until Senior Capstone Design classes such as Design Theory and Applied Design, that students begin to flourish under the mentorship of their faculty.

This relationship is also fostered by faculty involvement in programs like '''Creative Inquiries'''- where faculty sponsors play a large role in guiding the innovation techniques and actively contributing to the development of a technology.

Few faculty incentives are provided at Clemson University to promote innovation and entrepreneurship outside of the simple motivation for student education and learning.  Many faculty members strive for excellence in the research laboratory and cannot find time to chase their entrepreneurial dreams.

== University technology transfer function ==

[[File:CURF.png|right|200x75px|CURF.png]]

The '''Clemson University Research Foundation (CURF)''' is a university corporation organized to provide leadership and expertise to maximize the societal impact of university research and innovation.  CURF manages the technology transfer functions of Clemson University by taking assignment of inventions, obtaining intellectual property protection, working with faculty to evaulate commercial potential of discoveries, and licensing inventions to the private sector for public use.

CURF owns and operates several facilities that support business incubation and enable Clemson research activities: the Center for Applied Technology, Griffth Incubator, and the National Brick Research Center.

CURF also has developed relationships with several technology advancement firms across the country that have the first right of refusal for developing technologies.  One company to highlight is that of '''TAO Life Sciences''', who also has attained industry-partnership status and holds space in the CUBEInC. facility.

== University-Industry collaboration ==

[[File:CUICAR 2.jpg|right|300x200px|CU-ICAR Facility]]

Clemson University's closest city of innovation is Greenville, SC, the home of many large and small manufacturing companies, mostly centered around the largest employer in the region, BMW.  A thriving manufacturing ecosystem related to the automotive industry is present at '''Clemson University International Center for Automotive Research (CU-ICAR)''', an advanced technology-research campus where education, research, and economic development collaborate to create a global venue for automotive innovation.

[[File:CUBEInC Facilities.jpg|left|300x200px|CUBEInC Facility]]

A second focus for industry collaboration is with the Greenville Health System at the '''Clemson University Bioengineering Innovation Campus (CUBEInC)'''.  This facility offers a unique environment in which high-impact medical technology for disease management is developed alongside clinicians with goals to transfer technology from bench to bedside.  Within this facility, other biomedical companies partner with Clemson in the Biomedical Corporate Partner Program to preview novel Clemson technology and actively participate in shaping the biomedical work-force.

The '''Advanced Materials Research Laboratories (AMRL)''', an 111,000 square-foot facility that brings together state-of-the-art equipment and researchers to generate a powerful magnet for the advanced materials industry.  The National Science Foundation, the Department of Defense, and NASA has all recognized the center's work and offered funding to future innovation.

[[File:NEXT.jpg|right|300x250px]]

The'''Duke Energy Innovation Center '''brings together corporate tenants and entrepreneurial start-up companies for wet/dry labs and office space.  This facility benefits from close proximity to the AMRL and Clemson University's high performance computing center.

The '''NEXT Innovation Center''' is a place where a community can thrive and stimulate collaboration between innovators, thinkers, creators, and business builders.  Here, the opportunities are endless- from virtual offices for start-ups, to super cubes and executives, to adaptable conference rooms, dry erase walls, and even Wii rooms.  If a Clemson University student has taken the "next" step in starting up a company, this has the technological infrastructure to allow the company to thrive.

== Regional and local economic development efforts ==

[[File:SCBIO logo.jpg|left|200x150px|SCBIO logo.jpg]]

The state of South Carolina offers support for innovation efforts through '''SCLaunch''', a venture funding source that provides seed stage capital for businesses across the state.  '''SCBIO''' is another South Carolina economic development organization that runs networking meetings, entrepreneurial courses, start-up boot camps (such as '''SCBIO Boot Camp'''), and advocates the state legislature on behalf of the state's life science industry.  '''Upstate Alliance''' also has a "bio" division that promotes the South Carolina Upstate region through operating companies.  '''SC Med TransTech''' is a program aimed at developing translatable medtech technology in the state that allows for grants for research aimed at the interests of Stryker Corp.

These efforts are simply the beginning of the drive for economic development in innovation and entrepreneurship.  Integration and implementation of a plan to acquire "gap" funding is underway and are integral to the success of Clemson University's vision for entrepreneurship and innovation.

== ==

School:Clemson University

2013-10-18T06:33:25Z

Bprzest:

== [[File:Clemson Logo with Tiger.png|center|Clemson Logo with Tiger.png]] ==

== Student innovation and entrepreneurship ==

Student innovation at Clemson University starts with engaged learning and undergraduate research, which is combined in the '''Creative Inquiry Program'''.  This program has had immense success in inspiring students to get involved in design and innovation.  '''Engineering World Health (EWH)''' and '''Engineers Without Border (EWB)''' also have a large presence on the campus and motivate students to change the world through their ideas.

[[File:Vox novo.jpg|right|200x100px|Vox novo.jpg]]

Captivating innovation talks are held on campus twice a month.  '''VoxNovo Talks''', hosted by the Clemson Graduate Student Government, and '''Tiger Talks''', hosted by the Clemson Bioengineering Society, are two popular events that bring together inspirational individuals where shared ideas and perspectives change the world.

The '''Arther M. Spiro Institue for Entrepreneurial Leadership '''was founded with a mission to support education, research and outreach programs that promote entrepreneurial activity and economic development of the region, state, and nation.  The Sprio Institute draws from the expertise within the College of Business and Behavioral Science to explore entrepreneurial leadership.

[[File:MBA EI.jpg|left|300x75px|MBA EI.jpg]]

A unique graduate degree in entrepreneurship is offered at Clemson University: '''an MBA in Entrepreneurship and Innovation (MBAe)''' where students begin with an idea, apply rigorous business principles and graduate with both an MBA degree and a market-ready business idea.  Innovation and entrepreneurship is also captured in the'''Technology Entrepreneurship Certificate Program''', offered to all graduate students in engineering and science disciplines.  Students also have the opportunity to graduate in a Business Management Major with an emphasis area in Entrepreneurship.

Opportunities for funding of student-led technologies is offered directly through '''LaunchPadSC''', a competition that is designed to assist individuals and/or teams in the genesis of ideas for new business concepts and to help move them forward in the formation of potential new companies.

[[File:SEED.jpg|right|250x200px|SEED.jpg]]

Also available is mentorship and support through centers like the '''Clemson Regional Small Business Development Center (SBDC)'''.  Representatives offer personal consultation, guidance, and assistance to small business owners and entrepreneurs through one-on-one management and technical assistance as well as interactive webinar series.

Mentoring is also available through the '''Sustainable Entrepreneurs & Economic Development (SEED) '''eight-session course that is designed to help early-stage entrepreneurs understand the business behind the success.

== Faculty innovation and entrepreneurship ==

The expertise and passion behind the faculty in course offerings taught in various departments is fundamentally what peaks the interest of students.  Early courses such as CES 102: Engineering Disciplines and Skills and MGT 201: Principles of Management touch on the importance of fundamental elements to innovation and entrepreneurship in the early undergraduate years.  Thorughout the course of their undergraduate degree, students are exposed to courses that spark realization of the importance of innovation and entrepreneurship and foster deeper involvement.  Courses in the Executive Leadership and Entrepreneurship Department represnt this sector in which faculty are minimally involved.  It is not until Senior Capstone Design classes such as Design Theory and Applied Design, that students begin to flourish under the mentorship of their faculty.

This relationship is also fostered by faculty involvement in programs like '''Creative Inquiries'''- where faculty sponsors play a large role in guiding the innovation techniques and actively contributing to the development of a technology.

Few faculty incentives are provided at Clemson University to promote innovation and entrepreneurship outside of the simple motivation for student education and learning.  Many faculty members strive for excellence in the research laboratory and cannot find time to chase their entrepreneurial dreams.

== University technology transfer function ==

[[File:CURF.png|right|200x75px|CURF.png]]

The '''Clemson University Research Foundation (CURF)''' is a university corporation organized to provide leadership and expertise to maximize the societal impact of university research and innovation.  CURF manages the technology transfer functions of Clemson University by taking assignment of inventions, obtaining intellectual property protection, working with faculty to evaulate commercial potential of discoveries, and licensing inventions to the private sector for public use.

CURF owns and operates several facilities that support business incubation and enable Clemson research activities: the Center for Applied Technology, Griffth Incubator, and the National Brick Research Center.

CURF also has developed relationships with several technology advancement firms across the country that have the first right of refusal for developing technologies.  One company to highlight is that of '''TAO Life Sciences''', who also has attained industry-partnership status and holds space in the CUBEInC. facility.

== University-Industry collaboration ==

[[File:CUICAR 2.jpg|right|300x200px|CU-ICAR Facility]]

Clemson University's closest city of innovation is Greenville, SC, the home of many large and small manufacturing companies, mostly centered around the largest employer in the region, BMW.  A thriving manufacturing ecosystem related to the automotive industry is present at '''Clemson University International Center for Automotive Research (CU-ICAR)''', an advanced technology-research campus where education, research, and economic development collaborate to create a global venue for automotive innovation.

[[File:CUBEInC Facilities.jpg|left|300x200px|CUBEInC Facility]]

A second focus for industry collaboration is with the Greenville Health System at the '''Clemson University Bioengineering Innovation Campus (CUBEInC)'''.  This facility offers a unique environment in which high-impact medical technology for disease management is developed alongside clinicians with goals to transfer technology from bench to bedside.  Within this facility, other biomedical companies partner with Clemson in the Biomedical Corporate Partner Program to preview novel Clemson technology and actively participate in shaping the biomedical work-force.

The '''Advanced Materials Research Laboratories (AMRL)''', an 111,000 square-foot facility that brings together state-of-the-art equipment and researchers to generate a powerful magnet for the advanced materials industry.  The National Science Foundation, the Department of Defense, and NASA has all recognized the center's work and offered funding to future innovation.

The'''Duke Energy Innovation Center '''brings together corporate tenants and entrepreneurial start-up companies for wet/dry labs and office space.  This facility benefits from close proximity to the AMRL and Clemson University's high performance computing center.

[[File:NEXT.jpg|right|300x200px|NEXT Innovation Center]]

The '''NEXT Innovation Center''' is a place where a community can thrive and stimulate collaboration between innovators, thinkers, creators, and business builders.  Here, the opportunities are endless- from virtual offices for start-ups, to super cubes and executives, to adaptable conference rooms, dry erase walls, and even Wii rooms.  If a Clemson University student has taken the "next" step in starting up a company, this has the technological infrastructure to allow the company to thrive.

== Regional and local economic development efforts ==

[[File:SCBIO logo.jpg|left|200x150px|SCBIO logo.jpg]]

The state of South Carolina offers support for innovation efforts through '''SCLaunch''', a venture funding source that provides seed stage capital for businesses across the state.  '''SCBIO''' is another South Carolina economic development organization that runs networking meetings, entrepreneurial courses, start-up boot camps (such as '''SCBIO Boot Camp'''), and advocates the state legislature on behalf of the state's life science industry.  '''Upstate Alliance''' also has a "bio" division that promotes the South Carolina Upstate region through operating companies.  '''SC Med TransTech''' is a program aimed at developing translatable medtech technology in the state that allows for grants for research aimed at the interests of Stryker Corp.

These efforts are simply the beginning of the drive for economic development in innovation and entrepreneurship.  Integration and implementation of a plan to acquire "gap" funding is underway and are integral to the success of Clemson University's vision for entrepreneurship and innovation.

== ==

School:Clemson University

2013-10-18T06:32:38Z

Bprzest:

== [[File:Clemson Logo with Tiger.png|center|Clemson Logo with Tiger.png]] ==

== Student innovation and entrepreneurship ==

Student innovation at Clemson University starts with engaged learning and undergraduate research, which is combined in the '''Creative Inquiry Program'''.  This program has had immense success in inspiring students to get involved in design and innovation.  '''Engineering World Health (EWH)''' and '''Engineers Without Border (EWB)''' also have a large presence on the campus and motivate students to change the world through their ideas.

[[File:Vox novo.jpg|right|200x100px|Vox novo.jpg]]

Captivating innovation talks are held on campus twice a month.  '''VoxNovo Talks''', hosted by the Clemson Graduate Student Government, and '''Tiger Talks''', hosted by the Clemson Bioengineering Society, are two popular events that bring together inspirational individuals where shared ideas and perspectives change the world.

The '''Arther M. Spiro Institue for Entrepreneurial Leadership '''was founded with a mission to support education, research and outreach programs that promote entrepreneurial activity and economic development of the region, state, and nation.  The Sprio Institute draws from the expertise within the College of Business and Behavioral Science to explore entrepreneurial leadership.

[[File:MBA EI.jpg|right|300x75px|MBA EI.jpg]]

A unique graduate degree in entrepreneurship is offered at Clemson University: '''an MBA in Entrepreneurship and Innovation (MBAe)''' where students begin with an idea, apply rigorous business principles and graduate with both an MBA degree and a market-ready business idea.  Innovation and entrepreneurship is also captured in the'''Technology Entrepreneurship Certificate Program''', offered to all graduate students in engineering and science disciplines.  Students also have the opportunity to graduate in a Business Management Major with an emphasis area in Entrepreneurship.

Opportunities for funding of student-led technologies is offered directly through '''LaunchPadSC''', a competition that is designed to assist individuals and/or teams in the genesis of ideas for new business concepts and to help move them forward in the formation of potential new companies.

[[File:SEED.jpg|right|250x200px|SEED.jpg]]

Also available is mentorship and support through centers like the '''Clemson Regional Small Business Development Center (SBDC)'''.  Representatives offer personal consultation, guidance, and assistance to small business owners and entrepreneurs through one-on-one management and technical assistance as well as interactive webinar series.

Mentoring is also available through the '''Sustainable Entrepreneurs & Economic Development (SEED) '''eight-session course that is designed to help early-stage entrepreneurs understand the business behind the success.

== Faculty innovation and entrepreneurship ==

The expertise and passion behind the faculty in course offerings taught in various departments is fundamentally what peaks the interest of students.  Early courses such as CES 102: Engineering Disciplines and Skills and MGT 201: Principles of Management touch on the importance of fundamental elements to innovation and entrepreneurship in the early undergraduate years.  Thorughout the course of their undergraduate degree, students are exposed to courses that spark realization of the importance of innovation and entrepreneurship and foster deeper involvement.  Courses in the Executive Leadership and Entrepreneurship Department represnt this sector in which faculty are minimally involved.  It is not until Senior Capstone Design classes such as Design Theory and Applied Design, that students begin to flourish under the mentorship of their faculty.

This relationship is also fostered by faculty involvement in programs like '''Creative Inquiries'''- where faculty sponsors play a large role in guiding the innovation techniques and actively contributing to the development of a technology.

Few faculty incentives are provided at Clemson University to promote innovation and entrepreneurship outside of the simple motivation for student education and learning.  Many faculty members strive for excellence in the research laboratory and cannot find time to chase their entrepreneurial dreams.

== University technology transfer function ==

[[File:CURF.png|right|200x75px|CURF.png]]

The '''Clemson University Research Foundation (CURF)''' is a university corporation organized to provide leadership and expertise to maximize the societal impact of university research and innovation.  CURF manages the technology transfer functions of Clemson University by taking assignment of inventions, obtaining intellectual property protection, working with faculty to evaulate commercial potential of discoveries, and licensing inventions to the private sector for public use.

CURF owns and operates several facilities that support business incubation and enable Clemson research activities: the Center for Applied Technology, Griffth Incubator, and the National Brick Research Center.

CURF also has developed relationships with several technology advancement firms across the country that have the first right of refusal for developing technologies.  One company to highlight is that of '''TAO Life Sciences''', who also has attained industry-partnership status and holds space in the CUBEInC. facility.

== University-Industry collaboration ==

[[File:CUICAR 2.jpg|right|300x200px|CU-ICAR Facility]]

Clemson University's closest city of innovation is Greenville, SC, the home of many large and small manufacturing companies, mostly centered around the largest employer in the region, BMW.  A thriving manufacturing ecosystem related to the automotive industry is present at '''Clemson University International Center for Automotive Research (CU-ICAR)''', an advanced technology-research campus where education, research, and economic development collaborate to create a global venue for automotive innovation.

[[File:CUBEInC Facilities.jpg|left|300x200px|CUBEInC Facility]]

A second focus for industry collaboration is with the Greenville Health System at the '''Clemson University Bioengineering Innovation Campus (CUBEInC)'''.  This facility offers a unique environment in which high-impact medical technology for disease management is developed alongside clinicians with goals to transfer technology from bench to bedside.  Within this facility, other biomedical companies partner with Clemson in the Biomedical Corporate Partner Program to preview novel Clemson technology and actively participate in shaping the biomedical work-force.

The '''Advanced Materials Research Laboratories (AMRL)''', an 111,000 square-foot facility that brings together state-of-the-art equipment and researchers to generate a powerful magnet for the advanced materials industry.  The National Science Foundation, the Department of Defense, and NASA has all recognized the center's work and offered funding to future innovation.

The'''Duke Energy Innovation Center '''brings together corporate tenants and entrepreneurial start-up companies for wet/dry labs and office space.  This facility benefits from close proximity to the AMRL and Clemson University's high performance computing center.

[[File:NEXT.jpg|right|300x200px|NEXT Innovation Center]]

The '''NEXT Innovation Center''' is a place where a community can thrive and stimulate collaboration between innovators, thinkers, creators, and business builders.  Here, the opportunities are endless- from virtual offices for start-ups, to super cubes and executives, to adaptable conference rooms, dry erase walls, and even Wii rooms.  If a Clemson University student has taken the "next" step in starting up a company, this has the technological infrastructure to allow the company to thrive.

== Regional and local economic development efforts ==

[[File:SCBIO logo.jpg|right|200x150px|SCBIO logo.jpg]]

The state of South Carolina offers support for innovation efforts through '''SCLaunch''', a venture funding source that provides seed stage capital for businesses across the state.  '''SCBIO''' is another South Carolina economic development organization that runs networking meetings, entrepreneurial courses, start-up boot camps (such as '''SCBIO Boot Camp'''), and advocates the state legislature on behalf of the state's life science industry.  '''Upstate Alliance''' also has a "bio" division that promotes the South Carolina Upstate region through operating companies.  '''SC Med TransTech''' is a program aimed at developing translatable medtech technology in the state that allows for grants for research aimed at the interests of Stryker Corp.

These efforts are simply the beginning of the drive for economic development in innovation and entrepreneurship.  Integration and implementation of a plan to acquire "gap" funding is underway and are integral to the success of Clemson University's vision for entrepreneurship and innovation.

== ==

School:Clemson University

2013-10-18T06:32:02Z

Bprzest:

== [[File:Clemson Logo with Tiger.png|center|Clemson Logo with Tiger.png]] ==

== Student innovation and entrepreneurship ==

Student innovation at Clemson University starts with engaged learning and undergraduate research, which is combined in the '''Creative Inquiry Program'''.  This program has had immense success in inspiring students to get involved in design and innovation.  '''Engineering World Health (EWH)''' and '''Engineers Without Border (EWB)''' also have a large presence on the campus and motivate students to change the world through their ideas.

[[File:Vox novo.jpg|right|200x100px]]

Captivating innovation talks are held on campus twice a month.  '''VoxNovo Talks''', hosted by the Clemson Graduate Student Government, and '''Tiger Talks''', hosted by the Clemson Bioengineering Society, are two popular events that bring together inspirational individuals where shared ideas and perspectives change the world.

The '''Arther M. Spiro Institue for Entrepreneurial Leadership '''was founded with a mission to support education, research and outreach programs that promote entrepreneurial activity and economic development of the region, state, and nation.  The Sprio Institute draws from the expertise within the College of Business and Behavioral Science to explore entrepreneurial leadership.

[[File:MBA EI.jpg|right|300x75px|MBA EI.jpg]]

A unique graduate degree in entrepreneurship is offered at Clemson University: '''an MBA in Entrepreneurship and Innovation (MBAe)''' where students begin with an idea, apply rigorous business principles and graduate with both an MBA degree and a market-ready business idea.  Innovation and entrepreneurship is also captured in the'''Technology Entrepreneurship Certificate Program''', offered to all graduate students in engineering and science disciplines.  Students also have the opportunity to graduate in a Business Management Major with an emphasis area in Entrepreneurship.

Opportunities for funding of student-led technologies is offered directly through '''LaunchPadSC''', a competition that is designed to assist individuals and/or teams in the genesis of ideas for new business concepts and to help move them forward in the formation of potential new companies.

[[File:SEED.jpg|right|250x200px]]

Also available is mentorship and support through centers like the '''Clemson Regional Small Business Development Center (SBDC)'''.  Representatives offer personal consultation, guidance, and assistance to small business owners and entrepreneurs through one-on-one management and technical assistance as well as interactive webinar series.

Mentoring is also available through the '''Sustainable Entrepreneurs & Economic Development (SEED) '''eight-session course that is designed to help early-stage entrepreneurs understand the business behind the success.

== Faculty innovation and entrepreneurship ==

The expertise and passion behind the faculty in course offerings taught in various departments is fundamentally what peaks the interest of students.  Early courses such as CES 102: Engineering Disciplines and Skills and MGT 201: Principles of Management touch on the importance of fundamental elements to innovation and entrepreneurship in the early undergraduate years.  Thorughout the course of their undergraduate degree, students are exposed to courses that spark realization of the importance of innovation and entrepreneurship and foster deeper involvement.  Courses in the Executive Leadership and Entrepreneurship Department represnt this sector in which faculty are minimally involved.  It is not until Senior Capstone Design classes such as Design Theory and Applied Design, that students begin to flourish under the mentorship of their faculty.

This relationship is also fostered by faculty involvement in programs like '''Creative Inquiries'''- where faculty sponsors play a large role in guiding the innovation techniques and actively contributing to the development of a technology.

Few faculty incentives are provided at Clemson University to promote innovation and entrepreneurship outside of the simple motivation for student education and learning.  Many faculty members strive for excellence in the research laboratory and cannot find time to chase their entrepreneurial dreams.

== University technology transfer function ==

[[File:CURF.png|right|200x75px|CURF.png]]

The '''Clemson University Research Foundation (CURF)''' is a university corporation organized to provide leadership and expertise to maximize the societal impact of university research and innovation.  CURF manages the technology transfer functions of Clemson University by taking assignment of inventions, obtaining intellectual property protection, working with faculty to evaulate commercial potential of discoveries, and licensing inventions to the private sector for public use.

CURF owns and operates several facilities that support business incubation and enable Clemson research activities: the Center for Applied Technology, Griffth Incubator, and the National Brick Research Center.

CURF also has developed relationships with several technology advancement firms across the country that have the first right of refusal for developing technologies.  One company to highlight is that of '''TAO Life Sciences''', who also has attained industry-partnership status and holds space in the CUBEInC. facility.

== University-Industry collaboration ==

[[File:CUICAR 2.jpg|right|300x200px|CU-ICAR Facility]]

Clemson University's closest city of innovation is Greenville, SC, the home of many large and small manufacturing companies, mostly centered around the largest employer in the region, BMW.  A thriving manufacturing ecosystem related to the automotive industry is present at '''Clemson University International Center for Automotive Research (CU-ICAR)''', an advanced technology-research campus where education, research, and economic development collaborate to create a global venue for automotive innovation.

[[File:CUBEInC Facilities.jpg|right|300x200px|CUBEInC Facility]]

A second focus for industry collaboration is with the Greenville Health System at the '''Clemson University Bioengineering Innovation Campus (CUBEInC)'''.  This facility offers a unique environment in which high-impact medical technology for disease management is developed alongside clinicians with goals to transfer technology from bench to bedside.  Within this facility, other biomedical companies partner with Clemson in the Biomedical Corporate Partner Program to preview novel Clemson technology and actively participate in shaping the biomedical work-force.

The '''Advanced Materials Research Laboratories (AMRL)''', an 111,000 square-foot facility that brings together state-of-the-art equipment and researchers to generate a powerful magnet for the advanced materials industry.  The National Science Foundation, the Department of Defense, and NASA has all recognized the center's work and offered funding to future innovation.

The'''Duke Energy Innovation Center '''brings together corporate tenants and entrepreneurial start-up companies for wet/dry labs and office space.  This facility benefits from close proximity to the AMRL and Clemson University's high performance computing center.

[[File:NEXT.jpg|right|300x200px|NEXT Innovation Center]]

The '''NEXT Innovation Center''' is a place where a community can thrive and stimulate collaboration between innovators, thinkers, creators, and business builders.  Here, the opportunities are endless- from virtual offices for start-ups, to super cubes and executives, to adaptable conference rooms, dry erase walls, and even Wii rooms.  If a Clemson University student has taken the "next" step in starting up a company, this has the technological infrastructure to allow the company to thrive.

== Regional and local economic development efforts ==

[[File:SCBIO logo.jpg|right|200x150px|SCBIO logo.jpg]]

The state of South Carolina offers support for innovation efforts through '''SCLaunch''', a venture funding source that provides seed stage capital for businesses across the state.  '''SCBIO''' is another South Carolina economic development organization that runs networking meetings, entrepreneurial courses, start-up boot camps (such as '''SCBIO Boot Camp'''), and advocates the state legislature on behalf of the state's life science industry.  '''Upstate Alliance''' also has a "bio" division that promotes the South Carolina Upstate region through operating companies.  '''SC Med TransTech''' is a program aimed at developing translatable medtech technology in the state that allows for grants for research aimed at the interests of Stryker Corp.

These efforts are simply the beginning of the drive for economic development in innovation and entrepreneurship.  Integration and implementation of a plan to acquire "gap" funding is underway and are integral to the success of Clemson University's vision for entrepreneurship and innovation.

== ==

File:Vox novo.jpg

2013-10-18T06:30:27Z

Bprzest:

School:Clemson University

2013-10-18T06:29:06Z

Bprzest:

== [[File:Clemson Logo with Tiger.png|center|Clemson Logo with Tiger.png]] ==

== Student innovation and entrepreneurship ==

Student innovation at Clemson University starts with engaged learning and undergraduate research, which is combined in the '''Creative Inquiry Program'''.  This program has had immense success in inspiring students to get involved in design and innovation.  '''Engineering World Health (EWH)''' and '''Engineers Without Border (EWB)''' also have a large presence on the campus and motivate students to change the world through their ideas.

Captivating innovation talks are held on campus twice a month.  '''VoxNovo Talks''', hosted by the Clemson Graduate Student Government, and '''Tiger Talks''', hosted by the Clemson Bioengineering Society, are two popular events that bring together inspirational individuals where shared ideas and perspectives change the world.

The '''Arther M. Spiro Institue for Entrepreneurial Leadership '''was founded with a mission to support education, research and outreach programs that promote entrepreneurial activity and economic development of the region, state, and nation.  The Sprio Institute draws from the expertise within the College of Business and Behavioral Science to explore entrepreneurial leadership.

[[File:MBA EI.jpg|right|300x75px|MBA EI.jpg]]

A unique graduate degree in entrepreneurship is offered at Clemson University: '''an MBA in Entrepreneurship and Innovation (MBAe)''' where students begin with an idea, apply rigorous business principles and graduate with both an MBA degree and a market-ready business idea.  Innovation and entrepreneurship is also captured in the'''Technology Entrepreneurship Certificate Program''', offered to all graduate students in engineering and science disciplines.  Students also have the opportunity to graduate in a Business Management Major with an emphasis area in Entrepreneurship.

Opportunities for funding of student-led technologies is offered directly through '''LaunchPadSC''', a competition that is designed to assist individuals and/or teams in the genesis of ideas for new business concepts and to help move them forward in the formation of potential new companies.

[[File:SBDC.jpg|right|250x150px|SBDC.jpg]]

Also available is mentorship and support through centers like the '''Clemson Regional Small Business Development Center (SBDC)'''.  Representatives offer personal consultation, guidance, and assistance to small business owners and entrepreneurs through one-on-one management and technical assistance as well as interactive webinar series. 

[[File:SEED.jpg|right]]

Mentoring is also available through the '''Sustainable Entrepreneurs & Economic Development (SEED) '''eight-session course that is designed to help early-stage entrepreneurs understand the business behind the success.

== Faculty innovation and entrepreneurship ==

The expertise and passion behind the faculty in course offerings taught in various departments is fundamentally what peaks the interest of students.  Early courses such as CES 102: Engineering Disciplines and Skills and MGT 201: Principles of Management touch on the importance of fundamental elements to innovation and entrepreneurship in the early undergraduate years.  Thorughout the course of their undergraduate degree, students are exposed to courses that spark realization of the importance of innovation and entrepreneurship and foster deeper involvement.  Courses in the Executive Leadership and Entrepreneurship Department represnt this sector in which faculty are minimally involved.  It is not until Senior Capstone Design classes such as Design Theory and Applied Design, that students begin to flourish under the mentorship of their faculty.

This relationship is also fostered by faculty involvement in programs like '''Creative Inquiries'''- where faculty sponsors play a large role in guiding the innovation techniques and actively contributing to the development of a technology.

Few faculty incentives are provided at Clemson University to promote innovation and entrepreneurship outside of the simple motivation for student education and learning.  Many faculty members strive for excellence in the research laboratory and cannot find time to chase their entrepreneurial dreams.

== University technology transfer function ==

[[File:CURF.png|right|200x75px|CURF.png]]

The '''Clemson University Research Foundation (CURF)''' is a university corporation organized to provide leadership and expertise to maximize the societal impact of university research and innovation.  CURF manages the technology transfer functions of Clemson University by taking assignment of inventions, obtaining intellectual property protection, working with faculty to evaulate commercial potential of discoveries, and licensing inventions to the private sector for public use.

CURF owns and operates several facilities that support business incubation and enable Clemson research activities: the Center for Applied Technology, Griffth Incubator, and the National Brick Research Center.

CURF also has developed relationships with several technology advancement firms across the country that have the first right of refusal for developing technologies.  One company to highlight is that of '''TAO Life Sciences''', who also has attained industry-partnership status and holds space in the CUBEInC. facility.

== University-Industry collaboration ==

[[File:CUICAR 2.jpg|right|300x200px|CU-ICAR Facility]]

Clemson University's closest city of innovation is Greenville, SC, the home of many large and small manufacturing companies, mostly centered around the largest employer in the region, BMW.  A thriving manufacturing ecosystem related to the automotive industry is present at '''Clemson University International Center for Automotive Research (CU-ICAR)''', an advanced technology-research campus where education, research, and economic development collaborate to create a global venue for automotive innovation.

[[File:CUBEInC Facilities.jpg|right|300x200px|CUBEInC Facility]]

A second focus for industry collaboration is with the Greenville Health System at the '''Clemson University Bioengineering Innovation Campus (CUBEInC)'''.  This facility offers a unique environment in which high-impact medical technology for disease management is developed alongside clinicians with goals to transfer technology from bench to bedside.  Within this facility, other biomedical companies partner with Clemson in the Biomedical Corporate Partner Program to preview novel Clemson technology and actively participate in shaping the biomedical work-force.

The '''Advanced Materials Research Laboratories (AMRL)''', an 111,000 square-foot facility that brings together state-of-the-art equipment and researchers to generate a powerful magnet for the advanced materials industry.  The National Science Foundation, the Department of Defense, and NASA has all recognized the center's work and offered funding to future innovation.

The'''Duke Energy Innovation Center '''brings together corporate tenants and entrepreneurial start-up companies for wet/dry labs and office space.  This facility benefits from close proximity to the AMRL and Clemson University's high performance computing center.

[[File:NEXT.jpg|right|300x200px|NEXT Innovation Center]]

The '''NEXT Innovation Center''' is a place where a community can thrive and stimulate collaboration between innovators, thinkers, creators, and business builders.  Here, the opportunities are endless- from virtual offices for start-ups, to super cubes and executives, to adaptable conference rooms, dry erase walls, and even Wii rooms.  If a Clemson University student has taken the "next" step in starting up a company, this has the technological infrastructure to allow the company to thrive.

== Regional and local economic development efforts ==

[[File:SCBIO logo.jpg|right|200x150px|SCBIO logo.jpg]]

The state of South Carolina offers support for innovation efforts through '''SCLaunch''', a venture funding source that provides seed stage capital for businesses across the state.  '''SCBIO''' is another South Carolina economic development organization that runs networking meetings, entrepreneurial courses, start-up boot camps (such as '''SCBIO Boot Camp'''), and advocates the state legislature on behalf of the state's life science industry.  '''Upstate Alliance''' also has a "bio" division that promotes the South Carolina Upstate region through operating companies.  '''SC Med TransTech''' is a program aimed at developing translatable medtech technology in the state that allows for grants for research aimed at the interests of Stryker Corp.

These efforts are simply the beginning of the drive for economic development in innovation and entrepreneurship.  Integration and implementation of a plan to acquire "gap" funding is underway and are integral to the success of Clemson University's vision for entrepreneurship and innovation.

== ==

School:Clemson University

2013-10-18T06:28:22Z

Bprzest:

== [[File:Clemson Logo with Tiger.png|center|Clemson Logo with Tiger.png]] ==

== Student innovation and entrepreneurship ==

Student innovation at Clemson University starts with engaged learning and undergraduate research, which is combined in the '''Creative Inquiry Program'''.  This program has had immense success in inspiring students to get involved in design and innovation.  '''Engineering World Health (EWH)''' and '''Engineers Without Border (EWB)''' also have a large presence on the campus and motivate students to change the world through their ideas.

Captivating innovation talks are held on campus twice a month.  '''VoxNovo Talks''', hosted by the Clemson Graduate Student Government, and '''Tiger Talks''', hosted by the Clemson Bioengineering Society, are two popular events that bring together inspirational individuals where shared ideas and perspectives change the world.

The '''Arther M. Spiro Institue for Entrepreneurial Leadership '''was founded with a mission to support education, research and outreach programs that promote entrepreneurial activity and economic development of the region, state, and nation.  The Sprio Institute draws from the expertise within the College of Business and Behavioral Science to explore entrepreneurial leadership.

[[File:MBA EI.jpg|right|300x75px|MBA EI.jpg]]

A unique graduate degree in entrepreneurship is offered at Clemson University: '''an MBA in Entrepreneurship and Innovation (MBAe)''' where students begin with an idea, apply rigorous business principles and graduate with both an MBA degree and a market-ready business idea.  Innovation and entrepreneurship is also captured in the'''Technology Entrepreneurship Certificate Program''', offered to all graduate students in engineering and science disciplines.  Students also have the opportunity to graduate in a Business Management Major with an emphasis area in Entrepreneurship.

Opportunities for funding of student-led technologies is offered directly through '''LaunchPadSC''', a competition that is designed to assist individuals and/or teams in the genesis of ideas for new business concepts and to help move them forward in the formation of potential new companies.

[[File:SBDC.jpg|250x150px|SBDC.jpg]]

Also available is mentorship and support through centers like the '''Clemson Regional Small Business Development Center (SBDC)'''.  Representatives offer personal consultation, guidance, and assistance to small business owners and entrepreneurs through one-on-one management and technical assistance as well as interactive webinar series. 

[[File:SEED.jpg]]

Mentoring is also available through the '''Sustainable Entrepreneurs & Economic Development (SEED) '''eight-session course that is designed to help early-stage entrepreneurs understand the business behind the success.

== Faculty innovation and entrepreneurship ==

The expertise and passion behind the faculty in course offerings taught in various departments is fundamentally what peaks the interest of students.  Early courses such as CES 102: Engineering Disciplines and Skills and MGT 201: Principles of Management touch on the importance of fundamental elements to innovation and entrepreneurship in the early undergraduate years.  Thorughout the course of their undergraduate degree, students are exposed to courses that spark realization of the importance of innovation and entrepreneurship and foster deeper involvement.  Courses in the Executive Leadership and Entrepreneurship Department represnt this sector in which faculty are minimally involved.  It is not until Senior Capstone Design classes such as Design Theory and Applied Design, that students begin to flourish under the mentorship of their faculty.

This relationship is also fostered by faculty involvement in programs like '''Creative Inquiries'''- where faculty sponsors play a large role in guiding the innovation techniques and actively contributing to the development of a technology.

Few faculty incentives are provided at Clemson University to promote innovation and entrepreneurship outside of the simple motivation for student education and learning.  Many faculty members strive for excellence in the research laboratory and cannot find time to chase their entrepreneurial dreams.

== University technology transfer function ==

[[File:CURF.png|200x75px|CURF.png]]

The '''Clemson University Research Foundation (CURF)''' is a university corporation organized to provide leadership and expertise to maximize the societal impact of university research and innovation.  CURF manages the technology transfer functions of Clemson University by taking assignment of inventions, obtaining intellectual property protection, working with faculty to evaulate commercial potential of discoveries, and licensing inventions to the private sector for public use.

CURF owns and operates several facilities that support business incubation and enable Clemson research activities: the Center for Applied Technology, Griffth Incubator, and the National Brick Research Center.

CURF also has developed relationships with several technology advancement firms across the country that have the first right of refusal for developing technologies.  One company to highlight is that of '''TAO Life Sciences''', who also has attained industry-partnership status and holds space in the CUBEInC. facility.

== University-Industry collaboration ==

[[File:CUICAR 2.jpg|300x200px|CU-ICAR Facility]]

Clemson University's closest city of innovation is Greenville, SC, the home of many large and small manufacturing companies, mostly centered around the largest employer in the region, BMW.  A thriving manufacturing ecosystem related to the automotive industry is present at '''Clemson University International Center for Automotive Research (CU-ICAR)''', an advanced technology-research campus where education, research, and economic development collaborate to create a global venue for automotive innovation.

[[File:CUBEInC Facilities.jpg|300x200px|CUBEInC Facility]]

A second focus for industry collaboration is with the Greenville Health System at the '''Clemson University Bioengineering Innovation Campus (CUBEInC)'''.  This facility offers a unique environment in which high-impact medical technology for disease management is developed alongside clinicians with goals to transfer technology from bench to bedside.  Within this facility, other biomedical companies partner with Clemson in the Biomedical Corporate Partner Program to preview novel Clemson technology and actively participate in shaping the biomedical work-force.

The '''Advanced Materials Research Laboratories (AMRL)''', an 111,000 square-foot facility that brings together state-of-the-art equipment and researchers to generate a powerful magnet for the advanced materials industry.  The National Science Foundation, the Department of Defense, and NASA has all recognized the center's work and offered funding to future innovation.

The'''Duke Energy Innovation Center '''brings together corporate tenants and entrepreneurial start-up companies for wet/dry labs and office space.  This facility benefits from close proximity to the AMRL and Clemson University's high performance computing center.

[[File:NEXT.jpg|300x200px|NEXT Innovation Center]]

The '''NEXT Innovation Center''' is a place where a community can thrive and stimulate collaboration between innovators, thinkers, creators, and business builders.  Here, the opportunities are endless- from virtual offices for start-ups, to super cubes and executives, to adaptable conference rooms, dry erase walls, and even Wii rooms.  If a Clemson University student has taken the "next" step in starting up a company, this has the technological infrastructure to allow the company to thrive.

== Regional and local economic development efforts ==

[[File:SCBIO logo.jpg|right|200x150px|SCBIO logo.jpg]]

The state of South Carolina offers support for innovation efforts through '''SCLaunch''', a venture funding source that provides seed stage capital for businesses across the state.  '''SCBIO''' is another South Carolina economic development organization that runs networking meetings, entrepreneurial courses, start-up boot camps (such as '''SCBIO Boot Camp'''), and advocates the state legislature on behalf of the state's life science industry.  '''Upstate Alliance''' also has a "bio" division that promotes the South Carolina Upstate region through operating companies.  '''SC Med TransTech''' is a program aimed at developing translatable medtech technology in the state that allows for grants for research aimed at the interests of Stryker Corp.

These efforts are simply the beginning of the drive for economic development in innovation and entrepreneurship.  Integration and implementation of a plan to acquire "gap" funding is underway and are integral to the success of Clemson University's vision for entrepreneurship and innovation.

== ==

School:Clemson University

2013-10-18T06:27:47Z

Bprzest:

== [[File:Clemson Logo with Tiger.png|center|Clemson Logo with Tiger.png]] ==

== Student innovation and entrepreneurship ==

Student innovation at Clemson University starts with engaged learning and undergraduate research, which is combined in the '''Creative Inquiry Program'''.  This program has had immense success in inspiring students to get involved in design and innovation.  '''Engineering World Health (EWH)''' and '''Engineers Without Border (EWB)''' also have a large presence on the campus and motivate students to change the world through their ideas.

Captivating innovation talks are held on campus twice a month.  '''VoxNovo Talks''', hosted by the Clemson Graduate Student Government, and '''Tiger Talks''', hosted by the Clemson Bioengineering Society, are two popular events that bring together inspirational individuals where shared ideas and perspectives change the world.

The '''Arther M. Spiro Institue for Entrepreneurial Leadership '''was founded with a mission to support education, research and outreach programs that promote entrepreneurial activity and economic development of the region, state, and nation.  The Sprio Institute draws from the expertise within the College of Business and Behavioral Science to explore entrepreneurial leadership.

[[File:MBA EI.jpg|300x75px]]

A unique graduate degree in entrepreneurship is offered at Clemson University: '''an MBA in Entrepreneurship and Innovation (MBAe)''' where students begin with an idea, apply rigorous business principles and graduate with both an MBA degree and a market-ready business idea.  Innovation and entrepreneurship is also captured in the'''Technology Entrepreneurship Certificate Program''', offered to all graduate students in engineering and science disciplines.  Students also have the opportunity to graduate in a Business Management Major with an emphasis area in Entrepreneurship.

Opportunities for funding of student-led technologies is offered directly through '''LaunchPadSC''', a competition that is designed to assist individuals and/or teams in the genesis of ideas for new business concepts and to help move them forward in the formation of potential new companies.

[[File:SBDC.jpg|250x150px]]

Also available is mentorship and support through centers like the '''Clemson Regional Small Business Development Center (SBDC)'''.  Representatives offer personal consultation, guidance, and assistance to small business owners and entrepreneurs through one-on-one management and technical assistance as well as interactive webinar series. 

[[File:SEED.jpg]]

Mentoring is also available through the '''Sustainable Entrepreneurs & Economic Development (SEED) '''eight-session course that is designed to help early-stage entrepreneurs understand the business behind the success.

== Faculty innovation and entrepreneurship ==

The expertise and passion behind the faculty in course offerings taught in various departments is fundamentally what peaks the interest of students.  Early courses such as CES 102: Engineering Disciplines and Skills and MGT 201: Principles of Management touch on the importance of fundamental elements to innovation and entrepreneurship in the early undergraduate years.  Thorughout the course of their undergraduate degree, students are exposed to courses that spark realization of the importance of innovation and entrepreneurship and foster deeper involvement.  Courses in the Executive Leadership and Entrepreneurship Department represnt this sector in which faculty are minimally involved.  It is not until Senior Capstone Design classes such as Design Theory and Applied Design, that students begin to flourish under the mentorship of their faculty.

This relationship is also fostered by faculty involvement in programs like '''Creative Inquiries'''- where faculty sponsors play a large role in guiding the innovation techniques and actively contributing to the development of a technology.

Few faculty incentives are provided at Clemson University to promote innovation and entrepreneurship outside of the simple motivation for student education and learning.  Many faculty members strive for excellence in the research laboratory and cannot find time to chase their entrepreneurial dreams.

== University technology transfer function ==

[[File:CURF.png|200x75px]]

The '''Clemson University Research Foundation (CURF)''' is a university corporation organized to provide leadership and expertise to maximize the societal impact of university research and innovation.  CURF manages the technology transfer functions of Clemson University by taking assignment of inventions, obtaining intellectual property protection, working with faculty to evaulate commercial potential of discoveries, and licensing inventions to the private sector for public use.

CURF owns and operates several facilities that support business incubation and enable Clemson research activities: the Center for Applied Technology, Griffth Incubator, and the National Brick Research Center.

CURF also has developed relationships with several technology advancement firms across the country that have the first right of refusal for developing technologies.  One company to highlight is that of '''TAO Life Sciences''', who also has attained industry-partnership status and holds space in the CUBEInC. facility.

== University-Industry collaboration ==

[[File:CUICAR 2.jpg|300x200px|CU-ICAR Facility]]

Clemson University's closest city of innovation is Greenville, SC, the home of many large and small manufacturing companies, mostly centered around the largest employer in the region, BMW.  A thriving manufacturing ecosystem related to the automotive industry is present at '''Clemson University International Center for Automotive Research (CU-ICAR)''', an advanced technology-research campus where education, research, and economic development collaborate to create a global venue for automotive innovation.

[[File:CUBEInC Facilities.jpg|300x200px|CUBEInC Facility]]

A second focus for industry collaboration is with the Greenville Health System at the '''Clemson University Bioengineering Innovation Campus (CUBEInC)'''.  This facility offers a unique environment in which high-impact medical technology for disease management is developed alongside clinicians with goals to transfer technology from bench to bedside.  Within this facility, other biomedical companies partner with Clemson in the Biomedical Corporate Partner Program to preview novel Clemson technology and actively participate in shaping the biomedical work-force.

The '''Advanced Materials Research Laboratories (AMRL)''', an 111,000 square-foot facility that brings together state-of-the-art equipment and researchers to generate a powerful magnet for the advanced materials industry.  The National Science Foundation, the Department of Defense, and NASA has all recognized the center's work and offered funding to future innovation.

The'''Duke Energy Innovation Center '''brings together corporate tenants and entrepreneurial start-up companies for wet/dry labs and office space.  This facility benefits from close proximity to the AMRL and Clemson University's high performance computing center.

[[File:NEXT.jpg|300x200px|NEXT Innovation Center]]

The '''NEXT Innovation Center''' is a place where a community can thrive and stimulate collaboration between innovators, thinkers, creators, and business builders.  Here, the opportunities are endless- from virtual offices for start-ups, to super cubes and executives, to adaptable conference rooms, dry erase walls, and even Wii rooms.  If a Clemson University student has taken the "next" step in starting up a company, this has the technological infrastructure to allow the company to thrive.

== Regional and local economic development efforts ==

[[File:SCBIO logo.jpg|right|200x150px]]

The state of South Carolina offers support for innovation efforts through '''SCLaunch''', a venture funding source that provides seed stage capital for businesses across the state.  '''SCBIO''' is another South Carolina economic development organization that runs networking meetings, entrepreneurial courses, start-up boot camps (such as '''SCBIO Boot Camp'''), and advocates the state legislature on behalf of the state's life science industry.  '''Upstate Alliance''' also has a "bio" division that promotes the South Carolina Upstate region through operating companies.  '''SC Med TransTech''' is a program aimed at developing translatable medtech technology in the state that allows for grants for research aimed at the interests of Stryker Corp.

These efforts are simply the beginning of the drive for economic development in innovation and entrepreneurship.  Integration and implementation of a plan to acquire "gap" funding is underway and are integral to the success of Clemson University's vision for entrepreneurship and innovation.

== ==

File:MBA EI.jpg

2013-10-18T06:24:43Z

Bprzest: