University Innovation Fellows - User contributions [en]

Fellow:Garrett Goehring

2015-10-23T17:52:21Z

Ggoehring:

Garrett Goehring is a junior at Northwestern University where he is majoring [[File:Ggoehring profile1.png|thumb]]in [http://www.sesp.northwestern.edu/ugrad/learning-and-organizational-change/ Learning and Organizational Change] (an interdisciplinary mixture of Organizational Behavior, Cognitive Science, and Business) and completing a minor in Religious Studies. Garrett has focused much of his coursework on innovative organizations in order to fuel his passion for Entrepreneurial and Innovative Thinking, Leadership, and Organizational Behavior and their application to both individuals and organizations.

 Garrett is fascinated by entrepreneurial soft skills and their impact on the success of individuals and organizations and has recently begun research on the topic in hopes of formulating an informal curriculum that teaches the subject.

Garrett has been very involved in the entrepreneurial scene both at Northwestern University and in the greater Chicago Area. He has served in various leadership positions within [https://nuisepic.com/ EPIC], Northwestern’s premier entrepreneurial group, and as the director of the entrepreneurial-focused division of the [http://www.nuisbe.org/ Institute for Student Business Education]. Additionally, Garrett has interned for numerous Chicago startups, as well as for [http://www.1871.com/ 1871], Chicago’s largest and most concentrated technology startup incubator.

 When not pursuing his passions, Garrett can be found enjoying turn of the century sitcoms, rooting for the Cleveland Browns, and experimenting with delectable desserts in the kitchen.

 If you are interested in learning more or getting in contact with Garrett, please visit his personal website at [http://www.gmgoehring.com www.gmgoehring.com], [https://www.linkedin.com/in/gmgoehring Linkedin], or he can be reached via email at gmgoehring@gmail.com.

== Related Links ==

[[Northwestern University|Northwestern University]]

[[Northwestern University Student Priorities|Northwestern University Student Priorities]]

[[Category:Student Contributors|Student_Contributors]]

Priorities:Northwestern University Student Priorities

2015-10-23T17:49:01Z

Ggoehring:

'''Overview:'''

----

With the recent opening of the Garage and the increase in visibility and amount of resources for entrepreneurship on campus, now is the ideal time to optimize the entrepreneurial ecosystem for the future and make the improvements necessary to make it the best it can be.

'''Part I: Breaking Down Silos and Improving Student Access to Resources '''

----

The Northwestern Entrepreneurship Ecosystem already has a plethora of resources for students interested in entrepreneurship, innovation, design, and related fields. However, these resources are siloed by schools and departments making it difficult for students to find them and take advantage. The following initiatives are designed to improve student access to resources on campus.

A. Improving the Understanding of Campus Entrepreneurial Efforts

Proposed Solutions:

*Creation of a monthly entrepreneurship at Northwestern stakeholders meeting that will serve to update the various stakeholders on the efforts of other stakeholders and foster collaboration
*Creation of a task force that will work to find ways to increase collaboration and knowledge sharing across the schools and departments and decrease the amount of duplicate efforts.
*Students should have a clear representative voice in discussions around ecosystem needs, most likely through a one to two student representatives at the proposed stakeholder meetings and on the proposed task force.

B. Creating Student Entry Points

Proposed Solutions:

*Developing a new graphic that can be used to show the ecosystem and that students understand
*Making the Garage website the entry point to entrepreneurship at NU by improving the resources listed, listing other departments and organizations for entrepreneurship and innovation on campus and clearly explaining their role, and events on campus.
*Updating the Farley Center website with current resources at NU and listing all the entrepreneurship classes offered at Northwestern that will count towards the certificate.



'''Part II: The Garage as a Hub for Entrepreneurship & Innovation'''

----

The Garage’s opening marks a major milestone in the development of the Northwestern Entrepreneurial Ecosystem and has the potential to serve as a catalyst for entrepreneurship and innovation on campus. It is critical that it’s role be clearly defined in a way consistent with the ecosystem’s needs. While this may seem like common sense, it is critical that the Garage serve as a hub in the sense that it connects the varying efforts on campus and allows for intersections between ideas and backgrounds, rather than pushing a uniform entrepreneurial vision.

A. Development of a Diverse Community

Proposed Solutions:

*Upon completion of the current resident survey, analysis of the results to identify gaps in terms of academic background, year, graduate and undergrad, and other aspects that impact the overall diversity.
*Targeted outreach to those schools that are underrepresented in the current residency in order to get more students with these backgrounds involved.

B. Creation of Resources that Fill Voids

Proposed Solutions:

*Student survey to identify the missing pieces and what their needs are.
*Legal office hours that are focused on assisting in the IP and incorporation processes, specifically by reviewing and offering advice on legal documents.
*Creation of a scholarship fund to assist students who cannot pursue entrepreneurship because they cannot forgo a part time job for financial reasons.
*Creation and promotion of an entrepreneurship specific alumni network, as well as more opportunities for students to engage with alumni in entrepreneurship and related fields.



'''Part III: Expansion of the Northwestern Entrepreneurship Community'''

----

With the recent development of and focus on entrepreneurial resources particularly for those who are building startups in software, green tech, or medical devices, it is now time to shift the focus towards the earlier stages of the funnel in order to attract a larger audience, especially given that a majority of Northwestern students have the mentality necessary for an interest in entrepreneurship and innovation.

A. Change in Marketing Language

Proposed Solutions:

*Differentiated branding – that emphasizes making an impact and problem solving – for some events and programs on campus.
*Promotion of events and programs using targeted messages, i.e. highlighting journalism and storytelling for Medill and social impact for SESP.

B. Expansion of Entrepreneurial Programming

Proposed Solutions:

*More hands on, one off workshops on topics such as design thinking, intrapreneurship, and other less-startup focused topics.
*Creation of more non-engineering design classes that focus on applying design to other contexts, such as journalism, organizations, and social impact.
*Offering more classes that cover the basics of entrepreneurship through case studies and other methods rather than student startups.

<div> </div>
'''Part IV: Making Entrepreneurship and Northwestern Culture Compatible '''

----

''' '''While entrepreneurship requires large amounts of dedication, time, and effort and should not be easy, there are steps that can be taken to make it easier to be pursued without jeopardizing one’s academic career and promoting a healthy less stressful lifestyle. 

A. Increasing Academic Entrepreneurhsip Opportunities

Proposed Solutions:

*Increased marketing and offering of the Farley independent study program.
*Increase the Number of Design Courses Offered Outside of McCormick
*Development of a Design and Innovation Requirement''' '''

B. Meshing Entrepreeurhsip and Northwestern Culture

Proposed Solutions:

*Increase the Number of “Entrepreneurial Intersections”
*Place an Emphasis on the Benefits of Entrepreneurship in All Contexts
*Seek Out Additional Ways to Help Student Carry Their Entrepreneurial Experiences Over to The Classroom

''''''

'''Related Links'''

----

[[Northwestern University|Northwestern University]]

[[Garrett Goehring|Garret Goehring]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Northwestern University Student Priorities

2015-10-23T05:03:35Z

Ggoehring:

Priorities:Northwestern University Student Priorities

2015-10-23T05:00:10Z

Ggoehring:

'''Overview:'''

----

With the recent opening of the Garage and the increase in visibility and amount of resources for entrepreneurship on campus, now is the ideal time to optimize the entrepreneurial ecosystem for the future and make the improvements necessary to make it the best it can be.

'''Part I: Breaking Down Silos and Improving Student Access to Resources '''

----

The Northwestern Entrepreneurship Ecosystem already has a plethora of resources for students interested in entrepreneurship, innovation, design, and related fields. However, these resources are siloed by schools and departments making it difficult for students to find them and take advantage. The following initiatives are designed to improve student access to resources on campus.

Key Milestones:

*Creation of an Entrepreneurship Task Force to examine ways of knowledge sharing and collaborating across silos - November, 2015
*Re-maping and development of new graphics that more clearly highlight the resources avaliable - December, 2015
*Recommendations on cross-silo knowledge sharing and potential collaboration between different organizations - March, 2016

'''Part II: The Garage as a Hub for Entrepreneurship & Innovation'''

----

·      The Garage’s opening marks a major milestone in the development of the Northwestern Entrepreneurial Ecosystem and has the potential to serve as a catalyst for entrepreneurship and innovation on campus. It is critical that it’s role be clearly defined in a way consistent with the ecosystem’s needs. While this may seem like common sense, it is critical that the Garage serve as a hub in the sense that it connects the varying efforts on campus and allows for intersections between ideas and backgrounds, rather than pushing a uniform entrepreneurial vision.

Key Milestones:

*Creation of a strategic plan for the development of a diverse community - November, 2015
*Development of better legal resources for resident teams - November, 2015
*Targeted outreach centered on attracting entrepreneurs from non-tradtional backgrounds - January, 2015
*Development of venture funding sources for resident teams - January, 2015
*Development of a scholarship fund to help those who cannot afford to take part in entrepreneurship at the expense of a part time job - March, 2016
*Development of an indepth entrepreneurship-focused alumni database - April, 2016

'''Part III: Expansion of the Northwestern Entrepreneurship Community'''

----

With the recent development of and focus on entrepreneurial resources particularly for those who are building startups in software, green tech, or medical devices, it is now time to shift the focus towards the earlier stages of the funnel in order to attract a larger audience, especially given that a majority of Northwestern students have the mentality necessary for an interest in entrepreneurship and innovation.

Key Milestones:

*Change in the marketing language used to advertise entrepreneurship-related events to be more appealing to all - November, 2016
*Use of new marketing channels aimed at different audiences to advertise entrepreneurship-related events - December, 2015
*Creation of more extracurricular opportunities designed to teach design thinking and an entrepreneurial mindset - February, 2016
*Creation of classes that are not centered on startups, but rather focus on entrepreneurhsip in other contexts - April, 2016

'''Part IV: Making Entrepreneurship and Student Life More Compatible '''

----

'''     '''

While entrepreneurship requires large amounts of dedication, time, and effort and should not be easy, there are steps that can be taken to make it easier to be pursued without jeopardizing one’s academic career and promoting a healthy less stressful lifestyle. '''  '''

Key Milestones:

*Offering of more independent study opportunities for students pursuing entrepreneurship - January, 2016
*Initial formal recommendation to the faculty of the School of Education and Social Policy on the importance of an innovation and design reguirement - January, 2016
*Implentation of an innovation and design requirement into the Learning Sciences and Learning and Organizational Change Curriculums - December, 2016

Related Links

----

[[Northwestern University|Northwestern University]]

[[Garrett Goehring|Garret Goehring]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Northwestern University Student Priorities

2015-10-23T04:59:47Z

Ggoehring:

'''Overview:

----

With the recent opening of the Garage and the increase in visibility and amount of resources for entrepreneurship on campus, now is the ideal time to optimize the entrepreneurial ecosystem for the future and make the improvements necessary to make it the best it can be.

'''Part I: Breaking Down Silos and Improving Student Access to Resources 

----

''''''

The Northwestern Entrepreneurship Ecosystem already has a plethora of resources for students interested in entrepreneurship, innovation, design, and related fields. However, these resources are siloed by schools and departments making it difficult for students to find them and take advantage. The following initiatives are designed to improve student access to resources on campus.

Key Milestones:

*Creation of an Entrepreneurship Task Force to examine ways of knowledge sharing and collaborating across silos - November, 2015
*Re-maping and development of new graphics that more clearly highlight the resources avaliable - December, 2015
*Recommendations on cross-silo knowledge sharing and potential collaboration between different organizations - March, 2016

'''Part II: The Garage as a Hub for Entrepreneurship & Innovation

----

·      The Garage’s opening marks a major milestone in the development of the Northwestern Entrepreneurial Ecosystem and has the potential to serve as a catalyst for entrepreneurship and innovation on campus. It is critical that it’s role be clearly defined in a way consistent with the ecosystem’s needs. While this may seem like common sense, it is critical that the Garage serve as a hub in the sense that it connects the varying efforts on campus and allows for intersections between ideas and backgrounds, rather than pushing a uniform entrepreneurial vision.

Key Milestones:

*Creation of a strategic plan for the development of a diverse community - November, 2015
*Development of better legal resources for resident teams - November, 2015
*Targeted outreach centered on attracting entrepreneurs from non-tradtional backgrounds - January, 2015
*Development of venture funding sources for resident teams - January, 2015
*Development of a scholarship fund to help those who cannot afford to take part in entrepreneurship at the expense of a part time job - March, 2016
*Development of an indepth entrepreneurship-focused alumni database - April, 2016

'''Part III: Expansion of the Northwestern Entrepreneurship Community

----

With the recent development of and focus on entrepreneurial resources particularly for those who are building startups in software, green tech, or medical devices, it is now time to shift the focus towards the earlier stages of the funnel in order to attract a larger audience, especially given that a majority of Northwestern students have the mentality necessary for an interest in entrepreneurship and innovation.

Key Milestones:

*Change in the marketing language used to advertise entrepreneurship-related events to be more appealing to all - November, 2016
*Use of new marketing channels aimed at different audiences to advertise entrepreneurship-related events - December, 2015
*Creation of more extracurricular opportunities designed to teach design thinking and an entrepreneurial mindset - February, 2016
*Creation of classes that are not centered on startups, but rather focus on entrepreneurhsip in other contexts - April, 2016

'''Part IV: Making Entrepreneurship and Student Life More Compatible '''

----

'''     '''

While entrepreneurship requires large amounts of dedication, time, and effort and should not be easy, there are steps that can be taken to make it easier to be pursued without jeopardizing one’s academic career and promoting a healthy less stressful lifestyle. '''  '''

Key Milestones:

*Offering of more independent study opportunities for students pursuing entrepreneurship - January, 2016
*Initial formal recommendation to the faculty of the School of Education and Social Policy on the importance of an innovation and design reguirement - January, 2016
*Implentation of an innovation and design requirement into the Learning Sciences and Learning and Organizational Change Curriculums - December, 2016

Related Links

----

[[Northwestern University|Northwestern University]]

[[Garrett Goehring|Garret Goehring]]

[[Category:Student Priorities|Student_Priorities]]

Priorities:Northwestern University Student Priorities

2015-10-23T04:59:30Z

Ggoehring:

'''Overview:

----

With the recent opening of the Garage and the increase in visibility and amount of resources for entrepreneurship on campus, now is the ideal time to optimize the entrepreneurial ecosystem for the future and make the improvements necessary to make it the best it can be.

'''Part I: Breaking Down Silos and Improving Student Access to Resources 

----

''''''

The Northwestern Entrepreneurship Ecosystem already has a plethora of resources for students interested in entrepreneurship, innovation, design, and related fields. However, these resources are siloed by schools and departments making it difficult for students to find them and take advantage. The following initiatives are designed to improve student access to resources on campus.

Key Milestones:

*Creation of an Entrepreneurship Task Force to examine ways of knowledge sharing and collaborating across silos - November, 2015
*Re-maping and development of new graphics that more clearly highlight the resources avaliable - December, 2015
*Recommendations on cross-silo knowledge sharing and potential collaboration between different organizations - March, 2016

'''Part II: The Garage as a Hub for Entrepreneurship & Innovation

----

·      The Garage’s opening marks a major milestone in the development of the Northwestern Entrepreneurial Ecosystem and has the potential to serve as a catalyst for entrepreneurship and innovation on campus. It is critical that it’s role be clearly defined in a way consistent with the ecosystem’s needs. While this may seem like common sense, it is critical that the Garage serve as a hub in the sense that it connects the varying efforts on campus and allows for intersections between ideas and backgrounds, rather than pushing a uniform entrepreneurial vision.

Key Milestones:

*Creation of a strategic plan for the development of a diverse community - November, 2015
*Development of better legal resources for resident teams - November, 2015
*Targeted outreach centered on attracting entrepreneurs from non-tradtional backgrounds - January, 2015
*Development of venture funding sources for resident teams - January, 2015
*Development of a scholarship fund to help those who cannot afford to take part in entrepreneurship at the expense of a part time job - March, 2016
*Development of an indepth entrepreneurship-focused alumni database - April, 2016

'''Part III: Expansion of the Northwestern Entrepreneurship Community

----

With the recent development of and focus on entrepreneurial resources particularly for those who are building startups in software, green tech, or medical devices, it is now time to shift the focus towards the earlier stages of the funnel in order to attract a larger audience, especially given that a majority of Northwestern students have the mentality necessary for an interest in entrepreneurship and innovation.

Key Milestones:

*Change in the marketing language used to advertise entrepreneurship-related events to be more appealing to all - November, 2016
*Use of new marketing channels aimed at different audiences to advertise entrepreneurship-related events - December, 2015
*Creation of more extracurricular opportunities designed to teach design thinking and an entrepreneurial mindset - February, 2016
*Creation of classes that are not centered on startups, but rather focus on entrepreneurhsip in other contexts - April, 2016

'''Part IV: Making Entrepreneurship and Student Life More Compatible '''

----

'''     '''

While entrepreneurship requires large amounts of dedication, time, and effort and should not be easy, there are steps that can be taken to make it easier to be pursued without jeopardizing one’s academic career and promoting a healthy less stressful lifestyle. '''  '''

Key Milestones:

*Offering of more independent study opportunities for students pursuing entrepreneurship - January, 2016
*Initial formal recommendation to the faculty of the School of Education and Social Policy on the importance of an innovation and design reguirement - January, 2016
*Implentation of an innovation and design requirement into the Learning Sciences and Learning and Organizational Change Curriculums - December, 2016

= Related Links =

----

[[Northwestern University|Northwestern University]]

[[Garrett Goehring|Garret Goehring]]

[[Category:Student Priorities|Student_Priorities]]

School:Northwestern University

2015-10-23T04:58:21Z

Ggoehring:

= Northwestern University =

----
<div>Northwestern is a mid-sized private research university located in Evanston, IL. Over the past several years, the Board of Trustees, as well as the rest of the university has emphasized the importance of entrepreneurship and innovation on campus. </div>
= Promoting Student Innovation and Entrepreneurship =

----
<div>While innovation through research has always been a high priority for the university, student entrepreneurship has become one more recently. Over the past years there has been a large influx in terms of resources available for students interested in entrepreneurship. With the opening of the Garage this year and the continued growth of TEDx and e@NU student discovery of entrepreneurship is on the rise. Additionally, students have been driving growth through their participation in student groups such as EPIC, Design for America, and Northwestern Student Holdings.</div>
 

= Encouraging Faculty Innovation and Entrepreneurship =

----

 Faculty innovation has been a huge priority and success for the university. Northwestern was recently ranked the sixth most innovative university in the world by Reuters for its success with research and patenting of research. Numerous faculty research results have been successfully commercialized, especially in the energy and healthcare sectors. The University continues to promote faculty entrepreneurship, especially when they are creating companies around their research and gives them plenty of resources, as well as help with IP, to help them succeed.

 

= Actively Supporting the University Technology Transfer =

----

The Innovation and New Ventures Office (INVO) oversees the tech transfer process. They are highly focused on commercialization for use and recognize the importance of startup in both the economy and tech development and commercialization process. Furthermore, in collaboration with other campus stakeholders, INVO will license technology to students for the use in startups in the Farley Center’s  NUvention classes, which provide students with hands on experience starting an early stage startup.

 

= Facilitating University-Industry Collaboration =

----

Northwestern works very closely with industry both from the perspective of research and education. Within the entrepreneurship programs, there is a close connection to partners in the Chicago entrepreneurship scene and many of the lecturers for the classes come from outside the University. Additionally, there are ample mentorship opportunities for students from entrepreneurs in residence and from community partners.

 

= Engaging with Regional and Local Economic Development Efforts =

----

Northwestern has always sought to engage in development efforts in the Evanston community and recently has sought to play a role in the economic development of the Chicago and Midwest entrepreneurial ecosystems. Through its partnership with 1871 and others in the  Chicago and Midwest ecosystems, Northwestern has become a major producer of both talent and technology for these ecosystems and has helped them to grow rapidly over the past few years.

= Landscape Canvas =

----

Canvas Presentaion: [https://docs.google.com/presentation/d/1K6ludz-AYjf1SiT3_kehOOuLi0jF3DOuiTXxoDrXcVw/edit?usp=sharing [1]]

Canvas Sheet: [https://docs.google.com/spreadsheets/d/1wq7WnGHuRcHfgdu3SWyh_hkGdnIYUz6D5lB2Wnpt_Nc/edit?usp=sharing [2]]

= Related Links =

----

[[Garrett_Goehring|Garrett_Goehring]] 

[[Northwestern_University_Student_Priorities|Northwestern_University_Student_Priorities]]

School:Northwestern University

2015-10-23T04:57:19Z

Ggoehring:

= Northwestern University =

----
<div>Northwestern is a mid-sized private research university located in Evanston, IL. Over the past several years, the Board of Trustees, as well as the rest of the university has emphasized the importance of entrepreneurship and innovation on campus. </div>
= Promoting Student Innovation and Entrepreneurship =

----
<div>While innovation through research has always been a high priority for the university, student entrepreneurship has become one more recently. Over the past years there has been a large influx in terms of resources available for students interested in entrepreneurship. With the opening of the Garage this year and the continued growth of TEDx and e@NU student discovery of entrepreneurship is on the rise. Additionally, students have been driving growth through their participation in student groups such as EPIC, Design for America, and Northwestern Student Holdings.</div>
 

= Encouraging Faculty Innovation and Entrepreneurship =

----

 Faculty innovation has been a huge priority and success for the university. Northwestern was recently ranked the sixth most innovative university in the world by Reuters for its success with research and patenting of research. Numerous faculty research results have been successfully commercialized, especially in the energy and healthcare sectors. The University continues to promote faculty entrepreneurship, especially when they are creating companies around their research and gives them plenty of resources, as well as help with IP, to help them succeed.

 

= Actively Supporting the University Technology Transfer =

----

The Innovation and New Ventures Office (INVO) oversees the tech transfer process. They are highly focused on commercialization for use and recognize the importance of startup in both the economy and tech development and commercialization process. Furthermore, in collaboration with other campus stakeholders, INVO will license technology to students for the use in startups in the Farley Center’s  NUvention classes, which provide students with hands on experience starting an early stage startup.

 

= Facilitating University-Industry Collaboration =

----

Northwestern works very closely with industry both from the perspective of research and education. Within the entrepreneurship programs, there is a close connection to partners in the Chicago entrepreneurship scene and many of the lecturers for the classes come from outside the University. Additionally, there are ample mentorship opportunities for students from entrepreneurs in residence and from community partners.

 

= Engaging with Regional and Local Economic Development Efforts =

----

Northwestern has always sought to engage in development efforts in the Evanston community and recently has sought to play a role in the economic development of the Chicago and Midwest entrepreneurial ecosystems. Through its partnership with 1871 and others in the  Chicago and Midwest ecosystems, Northwestern has become a major producer of both talent and technology for these ecosystems and has helped them to grow rapidly over the past few years.

= Landscape Canvas =

----

Canvas Presentaion: [https://docs.google.com/presentation/d/1K6ludz-AYjf1SiT3_kehOOuLi0jF3DOuiTXxoDrXcVw/edit?usp=sharing [1]]

Canvas Sheet: [https://docs.google.com/spreadsheets/d/1wq7WnGHuRcHfgdu3SWyh_hkGdnIYUz6D5lB2Wnpt_Nc/edit?usp=sharing [2]]

= Related Links =

----

Garrett Goehring: [http://universityinnovation.org/wiki/Garrett_Goehring [3]]

Northwestern University Strategic Priorities: [[[Northwestern_University_Student_Priorities|4]]]

Priorities:Northwestern University Student Priorities

2015-10-20T02:05:51Z

Ggoehring:

'''Overview:'''

With the recent opening of the Garage and the increase in visibility and amount of resources for entrepreneurship on campus, now is the ideal time to optimize the entrepreneurial ecosystem for the future and make the improvements necessary to make it the best it can be.

''''''

'''Part I: Breaking Down Silos and Improving Student Access to Resources '''

The Northwestern Entrepreneurship Ecosystem already has a plethora of resources for students interested in entrepreneurship, innovation, design, and related fields. However, these resources are siloed by schools and departments making it difficult for students to find them and take advantage. The following initiatives are designed to improve student access to resources on campus.

Key Milestones:

*Creation of an Entrepreneurship Task Force to examine ways of knowledge sharing and collaborating across silos - November, 2015
*Re-maping and development of new graphics that more clearly highlight the resources avaliable - December, 2015
*Recommendations on cross-silo knowledge sharing and potential collaboration between different organizations - March, 2016

''''''

'''Part II: The Garage as a Hub for Entrepreneurship & Innovation'''

·      The Garage’s opening marks a major milestone in the development of the Northwestern Entrepreneurial Ecosystem and has the potential to serve as a catalyst for entrepreneurship and innovation on campus. It is critical that it’s role be clearly defined in a way consistent with the ecosystem’s needs. While this may seem like common sense, it is critical that the Garage serve as a hub in the sense that it connects the varying efforts on campus and allows for intersections between ideas and backgrounds, rather than pushing a uniform entrepreneurial vision.

Key Milestones:

*Creation of a strategic plan for the development of a diverse community - November, 2015
*Development of better legal resources for resident teams - November, 2015
*Targeted outreach centered on attracting entrepreneurs from non-tradtional backgrounds - January, 2015
*Development of venture funding sources for resident teams - January, 2015
*Development of a scholarship fund to help those who cannot afford to take part in entrepreneurship at the expense of a part time job - March, 2016
*Development of an indepth entrepreneurship-focused alumni database - April, 2016

''''''

'''Part III: Expansion of the Northwestern Entrepreneurship Community'''

With the recent development of and focus on entrepreneurial resources particularly for those who are building startups in software, green tech, or medical devices, it is now time to shift the focus towards the earlier stages of the funnel in order to attract a larger audience, especially given that a majority of Northwestern students have the mentality necessary for an interest in entrepreneurship and innovation.

Key Milestones:

*Change in the marketing language used to advertise entrepreneurship-related events to be more appealing to all - November, 2016
*Use of new marketing channels aimed at different audiences to advertise entrepreneurship-related events - December, 2015
*Creation of more extracurricular opportunities designed to teach design thinking and an entrepreneurial mindset - February, 2016
*Creation of classes that are not centered on startups, but rather focus on entrepreneurhsip in other contexts - April, 2016

''''''

'''Part IV: Making Entrepreneurship and Student Life More Compatible       '''

While entrepreneurship requires large amounts of dedication, time, and effort and should not be easy, there are steps that can be taken to make it easier to be pursued without jeopardizing one’s academic career and promoting a healthy less stressful lifestyle. '''  '''

Key Milestones:

*Offering of more independent study opportunities for students pursuing entrepreneurship - January, 2016
*Initial formal recommendation to the faculty of the School of Education and Social Policy on the importance of an innovation and design reguirement - January, 2016
*Implentation of an innovation and design requirement into the Learning Sciences and Learning and Organizational Change Curriculums - December, 2016

Priorities:Northwestern University Student Priorities

2015-10-20T02:05:22Z

Ggoehring:

'''Overview:'''

With the recent opening of the Garage and the increase in visibility and amount of resources for entrepreneurship on campus, now is the ideal time to optimize the entrepreneurial ecosystem for the future and make the improvements necessary to make it the best it can be.

'''Part I: Breaking Down Silos and Improving Student Access to Resources '''

The Northwestern Entrepreneurship Ecosystem already has a plethora of resources for students interested in entrepreneurship, innovation, design, and related fields. However, these resources are siloed by schools and departments making it difficult for students to find them and take advantage. The following initiatives are designed to improve student access to resources on campus.

Key Milestones:

*Creation of an Entrepreneurship Task Force to examine ways of knowledge sharing and collaborating across silos - November, 2015
*Re-maping and development of new graphics that more clearly highlight the resources avaliable - December, 2015
*Recommendations on cross-silo knowledge sharing and potential collaboration between different organizations - March, 2016

'''Part II: The Garage as a Hub for Entrepreneurship & Innovation'''

·      The Garage’s opening marks a major milestone in the development of the Northwestern Entrepreneurial Ecosystem and has the potential to serve as a catalyst for entrepreneurship and innovation on campus. It is critical that it’s role be clearly defined in a way consistent with the ecosystem’s needs. While this may seem like common sense, it is critical that the Garage serve as a hub in the sense that it connects the varying efforts on campus and allows for intersections between ideas and backgrounds, rather than pushing a uniform entrepreneurial vision.

Key Milestones:

*Creation of a strategic plan for the development of a diverse community - November, 2015
*Development of better legal resources for resident teams - November, 2015
*Targeted outreach centered on attracting entrepreneurs from non-tradtional backgrounds - January, 2015
*Development of venture funding sources for resident teams - January, 2015
*Development of a scholarship fund to help those who cannot afford to take part in entrepreneurship at the expense of a part time job - March, 2016
*Development of an indepth entrepreneurship-focused alumni database - April, 2016

'''Part III: Expansion of the Northwestern Entrepreneurship Community'''

With the recent development of and focus on entrepreneurial resources particularly for those who are building startups in software, green tech, or medical devices, it is now time to shift the focus towards the earlier stages of the funnel in order to attract a larger audience, especially given that a majority of Northwestern students have the mentality necessary for an interest in entrepreneurship and innovation.

Key Milestones:

*Change in the marketing language used to advertise entrepreneurship-related events to be more appealing to all - November, 2016
*Use of new marketing channels aimed at different audiences to advertise entrepreneurship-related events - December, 2015
*Creation of more extracurricular opportunities designed to teach design thinking and an entrepreneurial mindset - February, 2016
*Creation of classes that are not centered on startups, but rather focus on entrepreneurhsip in other contexts - April, 2016

'''Part IV: Making Entrepreneurship and Student Life More Compatible       '''

While entrepreneurship requires large amounts of dedication, time, and effort and should not be easy, there are steps that can be taken to make it easier to be pursued without jeopardizing one’s academic career and promoting a healthy less stressful lifestyle. '''  '''

Key Milestones:

*Offering of more independent study opportunities for students pursuing entrepreneurship - January, 2016
*Initial formal recommendation to the faculty of the School of Education and Social Policy on the importance of an innovation and design reguirement - January, 2016
*Implentation of an innovation and design requirement into the Learning Sciences and Learning and Organizational Change Curriculums - December, 2016

Priorities:Northwestern University Student Priorities

2015-10-20T02:02:16Z

Ggoehring: Created page with "'''Overview:''' ''''''With the recent opening of the Garage and the increase in visibility and amount of resources for entrepreneurship on campus, now is the id..."

'''Overview:'''

''''''With the recent opening of the Garage and the increase in visibility and amount of resources for entrepreneurship on campus, now is the ideal time to optimize the entrepreneurial ecosystem for the future and make the improvements necessary to make it the best it can be.

'''Part I: Breaking Down Silos and Improving Student Access to Resources '''

''''''The Northwestern Entrepreneurship Ecosystem already has a plethora of resources for students interested in entrepreneurship, innovation, design, and related fields. However, these resources are siloed by schools and departments making it difficult for students to find them and take advantage. The following initiatives are designed to improve student access to resources on campus.

Key Milestones:

*Creation of an Entrepreneurship Task Force to examine ways of knowledge sharing and collaborating across silos - November, 2015
*Re-maping and development of new graphics that more clearly highlight the resources avaliable - December, 2015
*Recommendations on cross-silo knowledge sharing and potential collaboration between different organizations - March, 2016

'''Part II: The Garage as a Hub for Entrepreneurship & Innovation'''

''''''·      The Garage’s opening marks a major milestone in the development of the Northwestern Entrepreneurial Ecosystem and has the potential to serve as a catalyst for entrepreneurship and innovation on campus. It is critical that it’s role be clearly defined in a way consistent with the ecosystem’s needs. While this may seem like common sense, it is critical that the Garage serve as a hub in the sense that it connects the varying efforts on campus and allows for intersections between ideas and backgrounds, rather than pushing a uniform entrepreneurial vision.

Key Milestones:

*Creation of a strategic plan for the development of a diverse community - November, 2015
*Development of better legal resources for resident teams - November, 2015
*Targeted outreach centered on attracting entrepreneurs from non-tradtional backgrounds - January, 2015
*Development of venture funding sources for resident teams - January, 2015
*Development of a scholarship fund to help those who cannot afford to take part in entrepreneurship at the expense of a part time job - March, 2016
*Development of an indepth entrepreneurship-focused alumni database - April, 2016

'''Part III: Expansion of the Northwestern Entrepreneurship Community'''

With the recent development of and focus on entrepreneurial resources particularly for those who are building startups in software, green tech, or medical devices, it is now time to shift the focus towards the earlier stages of the funnel in order to attract a larger audience, especially given that a majority of Northwestern students have the mentality necessary for an interest in entrepreneurship and innovation.

Key Milestones:

*Change in the marketing language used to advertise entrepreneurship-related events to be more appealing to all - November, 2016
*Use of new marketing channels aimed at different audiences to advertise entrepreneurship-related events - December, 2015
*Creation of more extracurricular opportunities designed to teach design thinking and an entrepreneurial mindset - February, 2016
*Creation of classes that are not centered on startups, but rather focus on entrepreneurhsip in other contexts - April, 2016

'''Part IV: Making Entrepreneurship and Student Life More Compatible       '''

While entrepreneurship requires large amounts of dedication, time, and effort and should not be easy, there are steps that can be taken to make it easier to be pursued without jeopardizing one’s academic career and promoting a healthy less stressful lifestyle. '''  '''

Key Milestones:

*

School:Northwestern University

2015-10-10T17:27:38Z

Ggoehring: Created page with "  = Northwestern University = ---- <div>Northwest..."

= Northwestern University =

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<div>Northwestern is a mid-sized private research university located in Evanston, IL. Over the past several years, the Board of Trustees, as well as the rest of the university has emphasized the importance of entrepreneurship and innovation on campus. </div>
= Promoting Student Innovation and Entrepreneurship =

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<div>While innovation through research has always been a high priority for the university, student entrepreneurship has become one more recently. Over the past years there has been a large influx in terms of resources available for students interested in entrepreneurship. With the opening of the Garage this year and the continued growth of TEDx and e@NU student discovery of entrepreneurship is on the rise. Additionally, students have been driving growth through their participation in student groups such as EPIC, Design for America, and Northwestern Student Holdings.</div>
 

= Encouraging Faculty Innovation and Entrepreneurship =

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 Faculty innovation has been a huge priority and success for the university. Northwestern was recently ranked the sixth most innovative university in the world by Reuters for its success with research and patenting of research. Numerous faculty research results have been successfully commercialized, especially in the energy and healthcare sectors. The University continues to promote faculty entrepreneurship, especially when they are creating companies around their research and gives them plenty of resources, as well as help with IP, to help them succeed.

 

= Actively Supporting the University Technology Transfer =

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The Innovation and New Ventures Office (INVO) oversees the tech transfer process. They are highly focused on commercialization for use and recognize the importance of startup in both the economy and tech development and commercialization process. Furthermore, in collaboration with other campus stakeholders, INVO will license technology to students for the use in startups in the Farley Center’s  NUvention classes, which provide students with hands on experience starting an early stage startup.

 

= Facilitating University-Industry Collaboration =

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Northwestern works very closely with industry both from the perspective of research and education. Within the entrepreneurship programs, there is a close connection to partners in the Chicago entrepreneurship scene and many of the lecturers for the classes come from outside the University. Additionally, there are ample mentorship opportunities for students from entrepreneurs in residence and from community partners.

 

= Engaging with Regional and Local Economic Development Efforts =

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Northwestern has always sought to engage in development efforts in the Evanston community and recently has sought to play a role in the economic development of the Chicago and Midwest entrepreneurial ecosystems. Through its partnership with 1871 and others in the  Chicago and Midwest ecosystems, Northwestern has become a major producer of both talent and technology for these ecosystems and has helped them to grow rapidly over the past few years.

= Landscape Canvas =

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Canvas Presentaion: [https://docs.google.com/presentation/d/1K6ludz-AYjf1SiT3_kehOOuLi0jF3DOuiTXxoDrXcVw/edit?usp=sharing]

Canvas Sheet: [https://docs.google.com/spreadsheets/d/1wq7WnGHuRcHfgdu3SWyh_hkGdnIYUz6D5lB2Wnpt_Nc/edit?usp=sharing]

= Related Links =

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Garrett Goehring: [http://universityinnovation.org/wiki/Garrett_Goehring]

Fellow:Garrett Goehring

2015-09-02T21:41:17Z

Ggoehring: Created page with "Garrett Goehring is a junior at Northwestern University where he is majoring thumbin [http://www.sesp.northwest..."

Garrett Goehring is a junior at Northwestern University where he is majoring [[File:Ggoehring profile1.png|thumb]]in [http://www.sesp.northwestern.edu/ugrad/learning-and-organizational-change/ Learning and Organizational Change] (an interdisciplinary mixture of Organizational Behavior, Cognitive Science, and Business) and completing a minor in Religious Studies. Garrett has focused much of his coursework on innovative organizations in order to fuel his passion for Entrepreneurial and Innovative Thinking, Leadership, and Organizational Behavior and their application to both individuals and organizations.

 Garrett is fascinated by entrepreneurial soft skills and their impact on the success of individuals and organizations and has recently begun research on the topic in hopes of formulating an informal curriculum that teaches the subject.

Garrett has been very involved in the entrepreneurial scene both at Northwestern University and in the greater Chicago Area. He has served in various leadership positions within [https://nuisepic.com/ EPIC], Northwestern’s premier entrepreneurial group, and as the director of the entrepreneurial-focused division of the [http://www.nuisbe.org/ Institute for Student Business Education]. Additionally, Garrett has interned for numerous Chicago startups, as well as for [http://www.1871.com/ 1871], Chicago’s largest and most concentrated technology startup incubator.

 When not pursuing his passions, Garrett can be found enjoying turn of the century sitcoms, rooting for the Cleveland Browns, and experimenting with delectable desserts in the kitchen.

 If you are interested in learning more or getting in contact with Garrett, please visit his personal website at [http://www.gmgoehring.com www.gmgoehring.com] or he can be reached via email at gmgoehring@gmail.com.

[[Category: Student Contributors]]

File:Ggoehring profile1.png

2015-09-02T21:38:37Z

Ggoehring:

File:Ggoehring profile.jpg

2015-09-02T20:49:17Z

Ggoehring: