University Innovation Fellows - User contributions [en]

Priorities:Texas A&M University Student Priorities: Part III

2016-10-23T23:22:33Z

Momore.adesanmi:

'''Overview'''

While Texas A&M University boasts a vast sum of resources in order to facilitate entrepreneurship, its de facto accessibility is lackluster due to the sparse nature of all of the manifestations of the resources. While it may initially seem positive that we have so many different facilities and programs, it leads to confusion, especially for undergraduate students, and creates an inhibitory effect on students who wish to venture into I&E. This leads to the stonewalling of many students from taking initiative for an idea they may have, and this produces, in sum, an unrecoverable loss in ideas, the retardation of innovation evangelism, and limits entrepreneurship in general for the student body. It is imperative that the university organizes the programs and resources in a manner that is intuitive, clear, and easily accessible. 

This page lists directed strategies to this issue and enumerates possible implementations of solutions for each strategy.

{{#Widget:Youtube|id=q40BICFTnN8}}

= Strategies =

== '''PROJECT H.U.B.''' ==

'''Current structure is too confusing; organize an umbrella head for all I&E initiatives and programs, with main manifestation being a website.'''

#'''Website that is clear, concise, and minimalistic. [[File:Bootstrap-resources-templates-05.jpg|thumb|Bootstrap-resources-templates-05.jpg]]'''
<ul style="margin-left: 40px;">
<li>A student should be able to enter this website and not be overwhelmed by the structure.
**[https://getmdl.io/ Material Design Lite] or [https://startbootstrap.com/ Bootstrap] is a feasible standard
**Short and easy URL (tamuie.com, ie.tamu.edu, etc)
*The website should be a portal that any student can use to find out more about I&E at TAMU.
**Can be categorized by specific perks and benefits of each program to match an individual student's needs[[File:Square.png|thumb|Square.png]]</li>

*Plan
*#Meet with Rodney Boehm, director of EIC, to discuss how to implement the umbrella structure
*#Meet with directors of different I&E programs and discuss pipelining information to H.U.B.
*#Sample student opinions to assess what is specifically unfavorable with current website
*#Outline website structure, full stack diagram and flow chart.
*#Assemble Team, Develop Website
*#Test Pipeline, posting, accessibility, sample experience of website from student user data
*#Launch
*#Write documentation for future maintenance

'''2. Increase collaboration amongst differnt I&E programs to decrease sparsity''' 

*Encourage and facilitate collaboration between different (possibly similar) programs in order to reduce degree of seperation between programs and to encourage a more centralized structure
<ol style="margin-left: 40px;">
<li>Meet with directors of different I&E programs and learn the programs</li>
<li>Construct a map of possible collaboration initiatives between programs</li>
<li>Contact the individual directors with collaboration proposal</li>
<li>Take proposal idea and survey opinions of users who participated in either/both programs</li>
<li>Solidify proposal, contact intermediary (umbrella head) to mediate the initiative</li>
<li>Launch the initiative</li>
<li>Reiterate</li>
</ol>

== '''PROJECT D.E.M.O.''' ==

*Need a way to showcase the separate efforts of the I&E programs across campus
*Need a way to keep track of events of all the different I&E programs into a single calendar
*This is another centralization effort that enables students to enter the hub and become familiarzed and aware of all of the different programs across campus

#'''Demo Day at the end of the academic year'''
<ul style="margin-left: 40px;">
<li>''''''This is to showcase all of the events by selecting highlights</li>
<li>This can expose students or "viewers" to the different programs and the roles they played in developing the projects</li>
<li>Should decide between presentation style and science fair style</li>
<li>Aggressive marketing to ensure a large audience of other I&E students and those who are potentially interested</li>
<li>PLAN:</li>
</ul>
<ol style="margin-left: 40px;">
<li>Discuss with stakeholders, I&E student leaders, and industry partners to broadly construct the outline of the event-- namely science-fair or presentation-pitch style</li>
<li>Contact the different I&E programs to highlight their most successful venture to be part of the demo</li>
<li>Organize and plan the demo</li>
<li>Coordinate with I&E directors</li>
<li>Aggressively market to students who are both in and not in I&E</li>
<li>Finalize structure, confirm attendance and participation of the highlight projects</li>
<li>Launch</li>
<li>Survey results of all those who were involved, including attendees, sponsors, directors, and demo-ers</li>
</ol>

       2. '''Central calendar for all I&E related events'''
<ul style="margin-left: 40px;">
Events like this are easier to organize if there is a single timeline<li>Front end visualization framework backed by a google calendar that is easily modifiable by representatives of different I&E programs</li>
<li>Make part of H.U.B.</li>
Plan</ul>
<ol style="margin-left: 40px;">
<li>Coordinate with directors of I&E programs about the idea</li>
<li>Create a framework or bot that helps to automate the scheduling</li>
<li>Re-coordinate with directors to instruct on scheduling</li>
<li>Update H.U.B. to reflect the schedule on the backend</li>
<li>Advertise H.U.B. and calendar</li>
</ol>

== '''PROJECT O.U.T.R.E.A.C.H.''' ==

'''Proactive Outreach: Go to the students, instead of waiting for the students to come to us. Outreach proactive search for student opinion and feedback as well. The students are our customers and we need to engage with them and vice versa, as well as providing an environment for them to connect amongst themselves.'''

#'''I&E Community'''

*''''''Environment for students to engage with others who are also passionate about I&E
*Rapport support amongst students for I&E initiatives
*Fosters networking, interpersonal learning, and increased engagement and interaction
*PLAN:
<ol style="margin-left: 40px;">
<li>Survey students to see if I&E community is something they would actually be engaged with</li>
<li>Proceed with recruiting said students to be early adopters of the I&E space</li>
<li>Choose a dedicated location for the space</li>
<li>Organize forum leaders to spearhead discussions and dynamics in the room</li>
<li>Encourage leaders to head knowledge sharing session</li>
<li>Encourage referall of other students</li>
</ol>

         2. '''Increase proactive engagement with students to asess and address contemporary complaints/feedback'''

*Cannot continue to proceed in a "directionless" pursuit of I&E at the university
*The core of any such efforts should revolve around our students and their interests
*To gauge these, we should have an open line of communication at all times
*PLAN:
*#Survery students within I&E community
*#Survey students outside of I&E community
*#Construct an open-line for feedback/complaints of I&E related activities
*#Feed data into a sum and analyze 
*#Discuss inherent issues of sum and construct plans or plan edits
*#Iterate

== '''PROJECT C.O.A.C.H.''' ==

*There exists academic advisors to help students navigate through courses and major; why not one for I&E?
* I&E advisors should help passionate students who don't know where to start to find their place and program in the I&E ecosystem
*I&E coaches should help students who don't necessarily know which direction to take for their idea

#'''Have an I&E advisor who is familiar with our ecosystem'''

*I&E Advisor can be a student or faculty member dedicated to helping those who have just dipped their toes into I&E
*PLAN:
<ol style="margin-left: 40px;">
<li>''''''Create portfolio of different I&E organizations/programs to be easily read and understood</li>
<li>Select a member in the community, faculty or student, dedicated to using this portfolio to help students</li>
<li>Certify this individual</li>
<li>Have this individual's profile and contact be put on the main I&E hub</li>
<li>Talk to other I&E programs and have their information streamlined to the advisor'''    '''</li>
</ol>

''''''

        '''  2.  Have an I&E Coach who helps students with the direction of their product'''

*Coaches should not only be familiar with the startup process and idea transformation, but should be trained and involved with several different I&E programs on campus in order to have the best knowledge base for students
*PLAN:
<ol style="margin-left: 40px;">
<li>Identify a member of the local I&E community who is experienced with a good number of the programs</li>
<li>Else, default to Startup Aggieland</li>
<li>Connect this individual to students and vice versa by expanding and advertising profile on I&E hub</li>
<li>Monitor student feedback and asessment of individual to help coach learn to be more helpful</li>
<li>Let other I&E programs know about coach's role as to easily streamline request for information to ensure that there is no bottleneck for the student entrepreneur</li>
</ol>

= Related Links =

[http://universityinnovation.org/wiki/Texas_A_%26_M_University_Student_Priorities Texas A&M Student Priorities Part I]

[http://universityinnovation.org/wiki/Texas_A%26M_University_Student_Priorities:_Part_II Texas A & M Student Priorities Part II]

[http://universityinnovation.org/wiki/Texas_A_%26_M_University Texas A & M University Overview]

[http://universityinnovation.org/wiki/Jusung_Lee Jusung Lee]

[http://universityinnovation.org/wiki/Momore_Adesanmi Momore Adesanmi]

[http://universityinnovation.org/%2FKanika%20Gakhar Kanika_Gakhar]

[http://universityinnovation.org/wiki/Mack_Ragland Mack Ragland]

Priorities:Texas A&M University Student Priorities: Part III

2016-10-23T23:21:33Z

Momore.adesanmi:

'''Overview'''

While Texas A&M University boasts a vast sum of resources in order to facilitate entrepreneurship, its de facto accessibility is lackluster due to the sparse nature of all of the manifestations of the resources. While it may initially seem positive that we have so many different facilities and programs, it leads to confusion, especially for undergraduate students, and creates an inhibitory effect on students who wish to venture into I&E. This leads to the stonewalling of many students from taking initiative for an idea they may have, and this produces, in sum, an unrecoverable loss in ideas, the retardation of innovation evangelism, and limits entrepreneurship in general for the student body. It is imperative that the university organizes the programs and resources in a manner that is intuitive, clear, and easily accessible. 

This page lists directed strategies to this issue and enumerates possible implementations of solutions for each strategy.

{{#Widget:Youtube|id=q40BICFTnN8}}

= Strategies =

== '''PROJECT H.U.B.''' ==

'''Current structure is too confusing; organize an umbrella head for all I&E initiatives and programs, with main manifestation being a website.'''

#'''Website that is clear, concise, and minimalistic. [[File:Bootstrap-resources-templates-05.jpg|thumb|Bootstrap-resources-templates-05.jpg]]'''
<ul style="margin-left: 40px;">
<li>A student should be able to enter this website and not be overwhelmed by the structure.
**[https://getmdl.io/ Material Design Lite] or [https://startbootstrap.com/ Bootstrap] is a feasible standard
**Short and easy URL (tamuie.com, ie.tamu.edu, etc)
*The website should be a portal that any student can use to find out more about I&E at TAMU.
**Can be categorized by specific perks and benefits of each program to match an individual student's needs[[File:Square.png|thumb|Square.png]]</li>

*Plan
*#Meet with Rodney Boehm, director of EIC, to discuss how to implement the umbrella structure
*#Meet with directors of different I&E programs and discuss pipelining information to H.U.B.
*#Sample student opinions to assess what is specifically unfavorable with current website
*#Outline website structure, full stack diagram and flow chart.
*#Assemble Team, Develop Website
*#Test Pipeline, posting, accessibility, sample experience of website from student user data
*#Launch
*#Write documentation for future maintenance

'''2. Increase collaboration amongst differnt I&E programs to decrease sparsity''' 

*Encourage and facilitate collaboration between different (possibly similar) programs in order to reduce degree of seperation between programs and to encourage a more centralized structure
<ol style="margin-left: 40px;">
<li>Meet with directors of different I&E programs and learn the programs</li>
<li>Construct a map of possible collaboration initiatives between programs</li>
<li>Contact the individual directors with collaboration proposal</li>
<li>Take proposal idea and survey opinions of users who participated in either/both programs</li>
<li>Solidify proposal, contact intermediary (umbrella head) to mediate the initiative</li>
<li>Launch the initiative</li>
<li>Reiterate</li>
</ol>

== '''PROJECT D.E.M.O.''' ==

*Need a way to showcase the separate efforts of the I&E programs across campus
*Need a way to keep track of events of all the different I&E programs into a single calendar
*This is another centralization effort that enables students to enter the hub and become familiarzed and aware of all of the different programs across campus

#'''Demo Day at the end of the academic year'''
<ul style="margin-left: 40px;">
<li>''''''This is to showcase all of the events by selecting highlights</li>
<li>This can expose students or "viewers" to the different programs and the roles they played in developing the projects</li>
<li>Should decide between presentation style and science fair style</li>
<li>Aggressive marketing to ensure a large audience of other I&E students and those who are potentially interested</li>
<li>PLAN:</li>
</ul>
<ol style="margin-left: 40px;">
<li>Discuss with stakeholders, I&E student leaders, and industry partners to broadly construct the outline of the event-- namely science-fair or presentation-pitch style</li>
<li>Contact the different I&E programs to highlight their most successful venture to be part of the demo</li>
<li>Organize and plan the demo</li>
<li>Coordinate with I&E directors</li>
<li>Aggressively market to students who are both in and not in I&E</li>
<li>Finalize structure, confirm attendance and participation of the highlight projects</li>
<li>Launch</li>
<li>Survey results of all those who were involved, including attendees, sponsors, directors, and demo-ers</li>
</ol>

       2. '''Central calendar for all I&E related events'''
<ul style="margin-left: 40px;">
Events like this are easier to organize if there is a single timeline<li>Front end visualization framework backed by a google calendar that is easily modifiable by representatives of different I&E programs</li>
<li>Make part of H.U.B.</li>
Plan</ul>
<ol style="margin-left: 40px;">
<li>Coordinate with directors of I&E programs about the idea</li>
<li>Create a framework or bot that helps to automate the scheduling</li>
<li>Re-coordinate with directors to instruct on scheduling</li>
<li>Update H.U.B. to reflect the schedule on the backend</li>
<li>Advertise H.U.B. and calendar</li>
</ol>

== '''PROJECT O.U.T.R.E.A.C.H.''' ==

'''Proactive Outreach: Go to the students, instead of waiting for the students to come to us. Outreach proactive search for student opinion and feedback as well. The students are our customers and we need to engage with them and vice versa, as well as providing an environment for them to connect amongst themselves.'''

#'''I&E Community'''

*''''''Environment for students to engage with others who are also passionate about I&E
*Rapport support amongst students for I&E initiatives
*Fosters networking, interpersonal learning, and increased engagement and interaction
*PLAN:
<ol style="margin-left: 40px;">
<li>Survey students to see if I&E community is something they would actually be engaged with</li>
<li>Proceed with recruiting said students to be early adopters of the I&E space</li>
<li>Choose a dedicated location for the space</li>
<li>Organize forum leaders to spearhead discussions and dynamics in the room</li>
<li>Encourage leaders to head knowledge sharing session</li>
<li>Encourage referall of other students</li>
</ol>

         2. '''Increase proactive engagement with students to asess and address contemporary complaints/feedback'''

*Cannot continue to proceed in a "directionless" pursuit of I&E at the university
*The core of any such efforts should revolve around our students and their interests
*To gauge these, we should have an open line of communication at all times
*PLAN:
*#Survery students within I&E community
*#Survey students outside of I&E community
*#Construct an open-line for feedback/complaints of I&E related activities
*#Feed data into a sum and analyze 
*#Discuss inherent issues of sum and construct plans or plan edits
*#Iterate

== '''PROJECT C.O.A.C.H.''' ==

*There exists academic advisors to help students navigate through courses and major; why not one for I&E?
* I&E advisors should help passionate students who don't know where to start to find their place and program in the I&E ecosystem
*I&E coaches should help students who don't necessarily know which direction to take for their idea

#'''Have an I&E advisor who is familiar with our ecosystem'''

*I&E Advisor can be a student or faculty member dedicated to helping those who have just dipped their toes into I&E
*PLAN:
<ol style="margin-left: 40px;">
<li>''''''Create portfolio of different I&E organizations/programs to be easily read and understood</li>
<li>Select a member in the community, faculty or student, dedicated to using this portfolio to help students</li>
<li>Certify this individual</li>
<li>Have this individual's profile and contact be put on the main I&E hub</li>
<li>Talk to other I&E programs and have their information streamlined to the advisor'''    '''</li>
</ol>

''''''

'''      ''''''  2.  Have an I&E Coach who helps students with the direction of their product'''

Coaches should not only be familiar with the startup process and idea transformation, but should be trained and involved with several different I&E programs on campus in order to have the best knowledge base for students

*PLAN:
<ol style="margin-left: 40px;">
<li>Identify a member of the local I&E community who is experienced with a good number of the programs</li>
<li>Else, default to Startup Aggieland</li>
<li>Connect this individual to students and vice versa by expanding and advertising profile on I&E hub</li>
<li>Monitor student feedback and asessment of individual to help coach learn to be more helpful</li>
<li>Let other I&E programs know about coach's role as to easily streamline request for information to ensure that there is no bottleneck for the student entrepreneur</li>
</ol>

= Related Links =

[http://universityinnovation.org/wiki/Texas_A_%26_M_University_Student_Priorities Texas A&M Student Priorities Part I]

[http://universityinnovation.org/wiki/Texas_A%26M_University_Student_Priorities:_Part_II Texas A & M Student Priorities Part II]

[http://universityinnovation.org/wiki/Texas_A_%26_M_University Texas A & M University Overview]

[http://universityinnovation.org/wiki/Jusung_Lee Jusung Lee]

[http://universityinnovation.org/wiki/Momore_Adesanmi Momore Adesanmi]

[http://universityinnovation.org/%2FKanika%20Gakhar Kanika_Gakhar]

[http://universityinnovation.org/wiki/Mack_Ragland Mack Ragland]

Priorities:Texas A&M University Student Priorities: Part II

2016-10-23T23:20:54Z

Momore.adesanmi:

'''Overview'''

Texas A&M students ought to stay at the forefront of innovation and entrepreneurship, to maintain their ability to provide innovative solutions to today’s challenging problems. An analysis of the Texas A&M innovation and entrepreneurship landscape indicates that Texas A&M is already home to many innovation and entrepreneurship-focused resources can contribute to developing the innovative and entrepreneurial capabilities of students. Most of the resources, however, are situated in multiple places and outside most colleges. The scattered and “out-of-sight” nature of these resources diminishes both the value of innovative and entrepreneurial thinking and existing resources to students. Therefore, it is imperative that Texas A&M brings innovative and entrepreneurial thinking, as well as existing resources, to the front-lines, to develop its set of innovative and entrepreneurial leaders.

This wiki page outlines six strategies Texas A&M could employ in the next two-to-three years to bring the innovation and entrepreneurial movement to life on campus. Underneath each strategy are possible tactics that can be used to acheive each end. The first two strategies also include milestones that I plan to use to begin to spread the innovation and entreprenuership message on the Texas A&M campus. The embedded YouTube video broadcasts my message regarding innovation & entreprenuership.

{{#Widget:Youtube|id=bB1LnOzBH1w}}

'''Strategy #1''': Gauge and increase the perceived value of innovation and entrepreneurship at Texas A&M

'''''Tactic 1:''''' Conduct research to gauge the perceived value of innovation and entrepreneurship at Texas A&M
<ul style="margin-left: 40px;">
<li>(4/14) Meet with major stakeholders to understand why innovation and entrepreneurship has not become a movement on campus yet.</li>
<li>(5/14) Design a survey to gauge student understanding of innovation and entrepreneurship, as well as awareness of and need for innovation and entrepreneurship resources.</li>
<li>(6/14) Collect survey data and create a report outlining perceived value of innovation and entrepreneurship</li>
</ul>

'''''Tactic 2:''''' Increase perceived value of innovation and entrepreneurship at Texas A&M
<ul style="margin-left: 40px;">
<li>(5/14) Create a marketing strategy (based on survey results) to increase perceived value and visibility of innovation and entrepreneurship resources on campus</li>
<li>(6/14) Implement marketing strategy to engage a large audience for existing lectures and competitions</li>
</ul>

'''Strategy #2''': Increase student access to potential resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1''''': Negotiate student access to existing innovation and entrepreneurship certificates
<ul style="margin-left: 40px;">
<li>(5/14) Meet with major stakeholders to discuss possibility of opening up existing certificate program to more than undergraduate business majors.</li>
<li>Next milestone will depend on the outcome of described discussion.</li>
</ul>

'''''Tactic 2:''''' Aggressively market the innovation and entrepreneurship message to students through the creation of a leadership team
<ul style="margin-left: 40px;">
<li>(5/14) Develop an application and competencies needed in the student leadership team.</li>
<li>(6/14) Recruit students (and faculty co-leaders) to market the message of innovation & entrepreneurship to students.</li>
<li>(7/14) Train recruited students on their role and responsibilities (at least a one-semester commitment).</li>
<li>(7/14) Invite guest lecturer (Spaces of Invention workshop) to “train” recruited students about creating spaces (pop-up studios) for students.</li>
<li>(8/14) Trained students go out to market the message and train other students to do the same!</li>
</ul>

'''Strategy #3''': Develop student access to applied resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1''''': Create an experiential program around ideas of innovation and entrepreneurship by bringing all existing resources together, with assistance from recruited student leaders
<ul style="margin-left: 40px;">
<li>(7/14) Meet with student leaders to begin designing a program using existing resources.</li>
<li>(8/14) Coordinate resources to set-up the program.</li>
<li>....</li>
</ul>

Strategy #4: Fill gaps in realized resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1:''''' Build a maker space for students or determine how existing maker spaces can be influenced to incorporate student feedback on the space

'''''Tactic 2:''''' Work with the Technology Transfer Office to develop student-friendly policies around inventions developed by students

'''''Tactic 3:''''' Work with the Technology Transfer  & Grant & Proposal Development Offices to develop workshops geared towards helping students take their technology to market

'''Strategy #5:''' Further reframe resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1: '''''Sift through the Texas A&M Alumni Network to find alumni who are innovators and entrepreneurs, to create a network of alumni who can become a resource at all stages of the innovation and entrepreneurship movement

'''Strategy #6: '''Renew the entire university curriculum to integrate innovation and entrepreneurial resources and skills for all students at Texas A&M

These six strategies (and more) may be used to bring innovative and entrepreneurial thinking and resources to students, so Texas A&M students can develop their capacities to be innovative and entreprenurial in solving today's problems and leading tomorrow's challenges! 

'''Related Pages'''

[[Gurlovleen Rathore|2014 UIF Candidate, Gurlovleen Rathore]]

[[Texas A & M University|Texas A&M University]] 

[[Texas A & M University Student Priorities|Texas A&M University Student Priorities: Part I]]

[[Category:Student Priorities|t]]

Priorities:Texas A & M University Student Priorities

2016-10-23T23:20:17Z

Momore.adesanmi:

=Project Pitch Video=
{{#Widget:Youtube|id=bD8pjGfm1PUA}}

= Overview =

Texas A&M has a large innovative and entrepreneurial ecosystem. We have a variety of resources aimed at reaching both graduate and undergraduate students, as well as faculty. However, many of the more developed programs are limited to graduate students due to the fact that funds are easier spent on students that are very serious about their pursuits. Undergraduate programs are not non-existent, but simply younger and less robust. Student body awareness is an issue that plauges these newer events as well as an uncertainty of what our campus wants to develop in order to increase the I&E mentality. Knowing what students would want to attend is somewhat of a shot in the dark, hampering the development of new programs.

That being said, programs are being developed with modest success by the engineering faculty. The ultimate pathway to growth in student auidience sizes can be found in student-aided promotion and program development ( i.e. University Innovation Fellows). The Texas A&M University UIF's are devoted to allowing these new and immensly important programs to flourish. We intend to be the bridge between the faculty that have the ability to appropriate the neccessary funding and the students that have aspirations for the campus environment.

= Project: Second-Tier Idea-to-Startup Support Structure  =

UIF Involved: Brendan Cooper

This project is aimed at developing an additional undergraduate program that helps to increase the conversion rate between ideation and startup businesses.

There exists a program within Texas A&M called Aggies Invent in which students participate in an all-inclusive innovation weekend. They are tasked with deciding on a need that requires a solution, and are then expected to diagnose the issue and develop an early stage solution. Through this avenue of creative incitement, groups and ideas are created that have genuine business potential, and could be taken to further stages of development.

Currently it is very difficult to gather the neccessary momentum to proceed into a business venture. This is because of several issues:

1) Students are unmotivated/ get discouraged not knowing what to do next

2) School is demanding

3) Students become doubtful of their products' or their own potential

4) The group has bad chemistry/ not all members wish to continue

These are issues that need to be minimized in order to effectively promote the ideas that have true merit.

Our plan is to develop a secondary event or program that comes in to re-inspire students and provided much needed guidance at the right time--just before most groups face an utter demize. There are several ways to achieve this, and a multitude of events that could be hosted to make the entrepreneurial process smoother on campus.

== Milestone #1: ==

Research needs to be conducted within the existing Aggies Invent program in order to establish a program that faculty and students agree would be mutually beneficial. Intentions:

'''1) Conduct interviews at an Aggies Invent weekend for groups that participate.'''

           Types of input expected:

                  What program would they like to see?

                  How would you rate your group effectiveness?

                  Do you think you will continue developing your idea?

'''2) Particpate in an Aggies Invent weekend.'''

           Types of takeaways expected:

                  Did our group expect to continue?

                  Why did or didn't we?

                  What obstacles did we face?

'''Dates:'''

October 23-25: Research conducted for participants of an Aggies invent, base line interviews.

Week of November 2nd: Conduct Follow up interviews to determine how many groups did infact continue and why.

November 20-22: Particpate in Aggies Invent weekend.

== Milestone #2:  ==

Construct a model for the innovative group's lifecycle. Data that was gathered in the research phase needs to be compressed into a general template or diagram that expresses exactly what a group faces at any point in the Texas A&M Startup timeline. This lifecycle will be mostly concerned with the early development and strength of a group's motivation.

'''1) Develop the physical model.'''

'''2) Present this model to faculty to triangulate where this secondary program would be most beneficial.'''

'''Dates:'''

December: FInish model and present to faculty.

December (after semester): develop comprehensive plan of when we can implement a test event.

== Milestone #3: ==

With the correct information in hand, now comes the time to try to build the new event and/or program. A program curriculum and event timeline needs to be drafted in order to make sure that the test event is well planned and perfoms the function that we are hoping it will perform.

'''1) Ideation of what the program needs to contain (using research as guide).'''

             Things to remember:

                      The aim of this event is to support the development of a business model and plan.

                      The event should resemble the same basic structure as its parent event: Aggies Invent, but with a few twists.

'''2) Draft the program based on what is settled upon in the stage above.'''

'''3) Reserve the resources needed to complete the event.'''

'''4) Invite teams that have participated in Aggies Invent in the past (max 10 teams).'''

'''5) Run the test program.'''

'''Dates:'''

January 2016: Complete ideation and start drafting the program structure.

February 2016: Reserve the resources and host the event.

= Project 2: SpaceX Hyperloop Design Competition =

UIF Involved: Carson Muscat

Our university has been given an amazing opportunity to host a large scale event focused around fostering the innovation and entrepreneurial spirit within student minds.

Texas A&M University and SpaceX have been working closely together to be able to host the SpaceX Hyperloop Design Competition. This event will bring a spotlight on innovation and entrepreneurial mindsets as students gather from around the country and world to develop innovative solutions to a future problem. 

The University Innovation Fellow program and the student body has an amazing opportunity to help this event be a spotlight to encourage the ecosystem not only on our campus, but also campuses across the globe. 

== Milestone #1: ==

Discuss and work closely with the Engineering Innovation Center to be able to make a positive impact on the competition and to bring something new to the table. 

== Milestone #2: ==

Coordinate with other representatives of the Texas A&M Student body to be able to bring a stronger student involvement and interest into the event.

== Milestone #3: ==

Help run the event to perfection come January 2016.

= Project 3: TAMUHack integration =

Currently, one of the largest Innovation and Entrepreneurship events at our school is TAMUHack. TAMUHack is a 24h event in which students from multiple schools come to build a hack, pitch their idea, and win prizes.

At the moment, the event is completely student-organized and the university does not provide a significant amount of sponsorship or coverage to it. The funds for the event are raised through industry sponsors.

I believe the event could be expanded to include more people, and there could be additional ways to integrate more engineers, rather than computer scientists. 

== Milestone #1: ==

To begin the process of change:

1) Contact the TAMUHack board to let them know my intentions.

2) Join the board and aid with organization and sponsor/fund acquisition. 

== Milestone #2: ==

After I've joined, we need to take the following steps/goals:

1) Improve fund acquisition to increase attendance; 

2) Have better media coverage of the event, and more publicity/advertising.

3) Arrange a meeting between the I & E steering council of A&M with the TAMUHack board.

== Milestone #3: ==

After we've arranged / integrated TAMUHack with our I&E expansion, we can then begin the process

of arranging / implementing all the goals.

= Project 4: U-Ignite Video Competition =

UIF Involved: Jean-Claude Faa

The U-Ignite Video Competition is a one-minute idea pitch competition established in Fall 2014. It establishes a platform for students to submit a one minute video, detailing an innovation idea they may have, for a chance to win a grand prize.

== Milestone #1: ==

1) Establish Innovation and Entrepreneurship  Modules for Introduction to Engineering freshman course

2) Establish student-led pop-up classes for students interested in further instruction on Innovation and Entrepreneurship

3) Advertise the U-Ignite Video Competition, and hold informational sessions

Deliver date: December 14, 2015

== Milestone #2: ==

Launch U-Ignite Video Competition (January 2016)

- Open video submission box

- Open online voting and judging

- Reward top submission

Delivery date: April 2016

== Milestone #3: ==

Competition Follow-up

-Follow up with competitor to see if any are interested in pursuing their ideas

-Work with contestant as well on campus resources to bring ideas to life

Delivery date: TBD

= Related Links =

[[Texas A & M University]]

[http://universityinnovation.org/wiki/Carson_Muscat Carson Muscat]

[http://universityinnovation.org/wiki/Jean-Claude_Faa Jean-Claude Faa]

[http://universityinnovation.org/wiki/Brendan_Cooper Brendan Cooper]

[http://universityinnovation.org/wiki/Jeff_Zhao Jeff Zhao]

[[Category:Student Priorities|Student_Priorities]]

Fellow:Momore Adesanmi

2016-10-23T23:18:58Z

Momore.adesanmi:

<div>Momore Adesanmi</div><div>Howdy, My name is Momoreoluwa Adesanmi, but I go by Mo which also happens to be the 42 element on the periodic table.[[File:Mo.jpg|thumb]] I am a junior chemical engineering student at Texas A&M, but my origins are far from the the mid-sized city that home to 60,000 students. Living much of my childhood in three different countries before getting a chance to settle down, I have had the chance to experience life a little differently than most giving me perspective. This Perspective as been my driving force to make se sure I do more than just acquire another sheet of paper (diploma), but I do something more and bigger than Myself. On my off days I enjoy sleeping, eating, and working out, primarily in the form of soccer.</div>
[[Category:Student Contributors|Student_Contributors]]

Priorities:Texas A&M University Student Priorities: Part III

2016-10-23T15:46:13Z

Momore.adesanmi:

'''Overview'''

While Texas A&M University boasts a vast sum of resources in order to facilitate entrepreneurship, its de facto accessibility is lackluster due to the sparse nature of all of the manifestations of the resources. While it may initially seem positive that we have so many different facilities and programs, it leads to confusion, especially for undergraduate students, and creates an inhibitory effect on students who wish to venture into I&E. This leads to the stonewalling of many students from taking initiative for an idea they may have, and this produces, in sum, an unrecoverable loss in ideas, the retardation of innovation evangelism, and limits entrepreneurship in general for the student body. It is imperative that the university organizes the programs and resources in a manner that is intuitive, clear, and easily accessible. 

This page lists directed strategies to this issue and enumerates possible implementations of solutions for each strategy.

= Strategies =

== '''PROJECT H.U.B.''' ==

'''Current structure is too confusing; organize an umbrella head for all I&E initiatives and programs, with main manifestation being a website.'''

#'''Website that is clear, concise, and minimalistic. [[File:Bootstrap-resources-templates-05.jpg|thumb|Bootstrap-resources-templates-05.jpg]]'''
<ul style="margin-left: 40px;">
<li>A student should be able to enter this website and not be overwhelmed by the structure.
**[https://getmdl.io/ Material Design Lite] or [https://startbootstrap.com/ Bootstrap] is a feasible standard
**Short and easy URL (tamuie.com, ie.tamu.edu, etc)
*The website should be a portal that any student can use to find out more about I&E at TAMU.
**Can be categorized by specific perks and benefits of each program to match an individual student's needs[[File:Square.png|thumb|Square.png]]</li>

*Plan
*#Meet with Rodney Boehm, director of EIC, to discuss how to implement the umbrella structure
*#Meet with directors of different I&E programs and discuss pipelining information to H.U.B.
*#Sample student opinions to assess what is specifically unfavorable with current website
*#Outline website structure, full stack diagram and flow chart.
*#Assemble Team, Develop Website
*#Test Pipeline, posting, accessibility, sample experience of website from student user data
*#Launch
*#Write documentation for future maintenance

'''2. Increase collaboration amongst differnt I&E programs to decrease sparsity''' 

*Encourage and facilitate collaboration between different (possibly similar) programs in order to reduce degree of seperation between programs and to encourage a more centralized structure
<ol style="margin-left: 40px;">
<li>Meet with directors of different I&E programs and learn the programs</li>
<li>Construct a map of possible collaboration initiatives between programs</li>
<li>Contact the individual directors with collaboration proposal</li>
<li>Take proposal idea and survey opinions of users who participated in either/both programs</li>
<li>Solidify proposal, contact intermediary (umbrella head) to mediate the initiative</li>
<li>Launch the initiative</li>
<li>Reiterate</li>
</ol>

== '''PROJECT O.U.T.R.E.A.C.H.''' ==

'''Proactive Outreach: Go to the students, instead of waiting for the students to come to us. Outreach proactive search for student opinion and feedback as well. The students are our customers and we need to engage with them and vice versa, as well as providing an environment for them to connect amongst themselves.'''

#'''I&E Community'''

*''''''Environment for students to engage with others who are also passionate about I&E
*Rapport support amongst students for I&E initiatives
*Fosters networking, interpersonal learning, and increased engagement and interaction
*PLAN:
<ol style="margin-left: 40px;">
<li>Survey students to see if I&E community is something they would actually be engaged with</li>
<li>Proceed with recruiting said students to be early adopters of the I&E space</li>
<li>Choose a dedicated location for the space</li>
<li>Organize forum leaders to spearhead discussions and dynamics in the room</li>
<li>Encourage leaders to head knowledge sharing session</li>
<li>Encourage referall of other students</li>
</ol>

         2. '''Increase proactive engagement with students to asess and address contemporary complaints/feedback'''

*Cannot continue to proceed in a "directionless" pursuit of I&E at the university
*The core of any such efforts should revolve around our students and their interests
*To gauge these, we should have an open line of communication at all times
*PLAN:
*#Survery students within I&E community
*#Survey students outside of I&E community
*#Construct an open-line for feedback/complaints of I&E related activities
*#Feed data into a sum and analyze 
*#Discuss inherent issues of sum and construct plans or plan edits
*#Iterate

== '''PROJECT C.O.A.C.H.''' ==

*There exists academic advisors to help students navigate through courses and major; why not one for I&E?
* I&E advisors should help passionate students who don't know where to start to find their place and program in the I&E ecosystem
*I&E coaches should help students who don't necessarily know which direction to take for their idea

#'''Have an I&E advisor who is familiar with our ecosystem'''

*I&E Advisor can be a student or faculty member dedicated to helping those who have just dipped their toes into I&E
*PLAN:
<ol style="margin-left: 40px;">
<li>''''''Create portfolio of different I&E organizations/programs to be easily read and understood</li>
<li>Select a member in the community, faculty or student, dedicated to using this portfolio to help students</li>
<li>Certify this individual</li>
<li>Have this individual's profile and contact be put on the main I&E hub</li>
<li>Talk to other I&E programs and have their information streamlined to the advisor'''    '''</li>
</ol>

''''''

'''      ''''''  2.  Have an I&E Coach who helps students with the direction of their product'''

Coaches should not only be familiar with the startup process and idea transformation, but should be trained and involved with several different I&E programs on campus in order to have the best knowledge base for students

*PLAN:
<ol style="margin-left: 40px;">
<li>Identify a member of the local I&E community who is experienced with a good number of the programs</li>
<li>Else, default to Startup Aggieland</li>
<li>Connect this individual to students and vice versa by expanding and advertising profile on I&E hub</li>
<li>Monitor student feedback and asessment of individual to help coach learn to be more helpful</li>
<li>Let other I&E programs know about coach's role as to easily streamline request for information to ensure that there is no bottleneck for the student entrepreneur</li>
</ol>

= Related Links =

[http://universityinnovation.org/wiki/Texas_A_%26_M_University_Student_Priorities Texas A&M Student Priorities Part I]

[http://universityinnovation.org/wiki/Texas_A%26M_University_Student_Priorities:_Part_II Texas A & M Student Priorities Part II]

[http://universityinnovation.org/wiki/Texas_A_%26_M_University Texas A & M University Overview]

[http://universityinnovation.org/wiki/Jusung_Lee Jusung Lee]

[http://universityinnovation.org/wiki/Momore_Adesanmi Momore Adesanmi]

[http://universityinnovation.org/%2FKanika%20Gakhar /Kanika_Gakhar]

School:Texas A & M University

2016-10-23T15:22:48Z

Momore.adesanmi:

[[File:TAMU LC emblem.png|thumb|center|350px|TAMU LC emblem.png]]

= Student Innovation and Entrepreneurship =

[[File:TAMU LC 3ds 1.jpg|thumb]]

Texas A&M University proudly hosts an inclusive and enabling infrastructure for entrepreneurship and innovation efforts led by students through various on-campus programs: Startup Aggieland, Aggies in Business, and the Engineering Innovation Center are all manifestations of such an effort and allow students to exercise their business-savvy, creativity, and product development skills.

[http://cnve.tamu.edu/programs/ The Mays Business School Center for New Ventures and Entrepreneurship] provides undergraduate and graduate certificates for entrepreneurship. Unfortunately, the undergraduate certificate is limited to undergraduate students in Mays Business School. Only the graduate certificate is available to students across colleges. The Center for New Ventures and Entrepreneurship, however, does support student entrepreneurship as well as faculty and the local community with competitions and lecture series to inspire and educate across campus. Some of its popular programs include:

*[http://cnve.tamu.edu/programs/ideas-challenge/ Ideas Challenge] - idea competition where 40 finalist ideas are chosen, and the top 3 ideas receive a cash prize (1st - $3,000, 2nd - $2,000, 3rd - $1000)
*[http://cnve.tamu.edu/programs/3DS/ 3 Day Startup] - a weekend event where students collaborate to form businesses and demo a prototype to a panel of judges, including investors

[[File:TAMU LC 3ds 2.jpg|thumb|right|TAMU LC 3ds 2.jpg]]

*[http://cnve.tamu.edu/programs/lunch-learn/ Lunch and Learn] - lunch speaker events
*[http://cnve.tamu.edu/programs/start-up-101/ Startup 101]- a weekly lesson spanning 3 or 4 weeks featuring presentations from business leaders, marketers, and IP attorneys and their advice on startup creation

[http://cnve.tamu.edu/programs/accelerator Startup Aggieland] is a brand new student incubator designed to provide students who have launch-ready concepts with the opportunity to receive co-working spaces, mentors, and a supportive community.  They lack laboratories, equipment, and funding. 

[[File:TAMU LC startupaggieland 1.jpg|thumb|right|TAMU LC startupaggieland 1.jpg]][[File:TAMU LC startupaggieland 2.jpg|thumb|right|TAMU LC startupaggieland 2.jpg]]

[http://www.txaib.org/images/txaib/pages/aib_consulting.html Aggies in Business (AiB)] is another brand new program that provides business consulting for local businesses, and enables students to be employed by the university to perform this consulting work.  The student employees are overseen by leadership.

Texas A&M also has several avenues, such as the Center for New Ventures and Entrepreneurship Newsletter, Texas A&M Regional Engineering Conference, and Engineering Development (hosted by Student Engineers' Council), to inform students of and market innovation and entrepreneurial activities and opportunities. 

[[File:Tamuhack.jpg|thumb|Tamuhack.jpg]]

[https://engineering.tamu.edu/aggiesinvent Aggies Invent] is a monthly, 48 hour intensive design experience offered at the Engineering Innovation Center (EIC), a 20,000 square foot rapid prototyping lab. The format of the experience is to engage 60 or more students in multidiscipline/multi-level teams in hands on projects that will push their innovation, creativity, and communication skills. Each event will have a specific theme and will be designed in collaboration with industry and faculty. At the final presentations, Aggies Invent teams will compete for cash awards. 1st place - $1,000, 2nd place - $750, and 3rd place - $500 per team. The end goal is to provide students the opportunity to acquire skills essential to becoming successful innovation leaders and support them in founding startup companies.

[http://tamuhack.com/ TAMUHack] is the official [https://en.wikipedia.org/wiki/Hackathon hackathon] of the university, where 700 students across the world get together on our campus to build amazing products quickly and intelligently. TAMUHack brings relevant industrial partners such as Google, Facebook, Microsoft, and Rackspace to connect with our students and helps them to meet the needs of a world that is incessantly expanding. This event particularly allows the students to exercise their sense of entrepreneurship and innovation by rapidly developing solutions to modern problems in an efficient manner, and also helps our students to learn to work with a diverse set of team members. Additionally, this event exposes our students to the rapid construction/deployment framework, such as [https://en.wikipedia.org/wiki/Agile_software_development agile development], that is one of the hallmarks of modernly relevant powerhouses in tech such as Square, Uber, Facebook, AirBnB, and others.

[[File:14560175 886476334817112 3754447765034671670 o.jpg|thumb]]

= Faculty Innovation and Entrepreneurship =

The university offers great resources to enable faculty entrepreneurship. CNVE offers online resources ( for e.g. lectures and case-studies) to help faculty introduce innovation and entrepreneurship to students in both innovation- and entrepreneurship-focused and non- innovation and entrepreneurship-focused courses.

Faculty are allowed to participate in nearly all of the programs run by CNVE  which also enables them to be introduced to and educated in entrepreneurship, and there are numerous institutions that provide commercialization of research. For example, the Office of Texas A&M System Technology Commericialization assists faculty in taking their research outside the university in the form of inventions and startups. 

[http://vpr.tamu.edu/about The Division of Research] at A&M is a library of resources in the university and surrounding network.  They accept grant proposals and funnel research opportunities to the correct institutions (most of which are listed under Entrepreneurship and Funding Resources).

= University Technology Transfer Function =

Texas A&M offers a number of offices to encourage quick transfer of research to industry, aided also by some incubators in the surrounding Bryan / College Station area.

[https://engineering.tamu.edu/programs/gcsp The Grand Challenges Scholars Program] (GCSP) is a selective, three-year program that will attract, retain, and graduate future leaders who are equipped to solve engineering grand challenges facing our society today and in the future. The Grand Challenge Scholar (GCS) will achieve in-depth understanding of their technical areas in the context of research related to a Grand Challenge problem while also gaining interdisciplinary, entrepreneurial, global, and service learning expertise and experiences. Grand Challenge Scholars will be prepared to be global leaders, in all sectors: academe, government, and industry. The program assists proactive and dedicated students to hone their academic aptitude into producing solutions to modern engineering problems.

[http://otc.tamu.edu/ The Texas A&M Office of Technology Commercialization] identifies and supports the transition of academic research into a monetized product by linking researchers with entrepreneurs and investors.  Businesses are spin-outs of the A&M System research and licensed through A&M.

*~36 current startups listed
*Formation of over 700 license agreements
*Manage 900 patents, 1500 patent applications

[http://agriliferesearch.tamu.edu/corporaterelations/about-corporate-relations/ Texas A&M AgriLife Research] is a hub for agricultural entrepreneurs.  They have existing relationships with sponsors in order to quickly develop startups where researchers can remain scientists and hand over project management to a sponsor. 

*Network of
**250 country extension offices
**900 professional educators

 [http://tti.tamu.edu/group/tog/ Texas A&M Transport Institution] provides networking for innovators to research institutions regarding the transportation profession as a whole, including construction and safety. 

[http://researchvalley.org/who-we-are/ Research Valley] is a hub that provides support to early stage startups as well as networking to quickly bring startups and technology ventures to the industry. They are built on strong industry relationships that enables the quick move to industry. 

*Access to capital from
**Aggie Angel Network
**Research Valley Funds, LLC
**Texas  Emerging Technology Fund ($200 million in funding for commercialization)
**Cancer Prevention Research Institute of Texas
**See updated landscape analysis for more options on regional capital.

= University-Industry Collaboration =

The University has strong ties with big industry leaders to encourage a quick transition from research to industry.

[http://researchvalley.org/who-we-are/ Research Valley] is a hub that provides support to early stage startups as well as networking to quickly bring startups and technology ventures to the industry. They are built on strong industry relationships that enable the quick move to industry. 

*Relationships with
**Pfizer
**Novartis
**MDF Anderson
**Hewlett Packard
**Schlumberger
**ConocoPhillips

[http://cnve.tamu.edu/about/advisory-council/ The Mays Business School Center for New Ventures and Entrepreneurship] has an advisory council built from industry leaders, including leaders in finance, construction, banking, law, technology, and marketing. Additionally, they have strong relationships with local I&E institutions in the local community and the state of Texas. 

[http://engineering.tamu.edu/contact/easa The Dwight D. Look College of Engineering] within the university supports and fosters industry and nonprofit relationships within the realm of engineering.  In addition, the individual departments within the school have close ties with industry leaders and a campus presence from representatives of those businesses.

= Regional and Local Economic Development Efforts =

Texas A&M University has a relationship with a number of local institutions that are fostering local entrepreneurs and innovators.

[http://hackdfw.com HackDFW] is the sister organization to TAMUHack and sponsors the event by connecting our thinkers and builders with a myriad of diverse students, access to the DFW area's most competitive tech companies, and connecting the Texas regional hackathons together in order to increase participation and competitiveness.

[http://binaryspace.co/ Binary Space] is a professional workspace & community for entrepreneurs, creatives, and go-getters in the core of Downtown Bryan, Texas. Their vision as a diverse community of goofy, creative individuals, is to equip, collaborate, and motivate each other in a holistic environment.

[http://researchvalley.org/who-we-are/ Research Valley] is a hub that provides support to early stage startups as well as networking to quickly bring startups and technology ventures to the industry.   They are built on strong industry relationships that enables the quick move to industry.  CNVE has ties with Research Valley’s leadership. 

[http://www.bcschamber.org/ BCS Chamber] is the local chamber of commerce.  The BCS Chamber is unique in its very strong commitment and involvement in the local community.  CNVE is developing a stronger relationship with the chamber, the first steps being induction of several student startups (primarily from Startup Aggieland) as members. 

[http://cnve.tamu.edu/programs/ The May’s Business School Center for New Ventures and Entrepreneurship] provides programs for students and faculty, but also opens the doors of their lectures and programs to members of the local community (see [http://cnve.tamu.edu/programs/ebv/ Entrepreneurship Bootcamp for Veterans]). 

[http://www.aggie100.com/ The Aggie 100] recognizes and celebrates the top 100 fastest growing Aggie-owned or Aggie-led businesses in the world.  The annual gathering hosts nearly a thousand attendees, and aims to pass the successes and strategies of the top businesses to the next generation of Aggie entrepreneurs. 

[http://communities.tamu.edu/ Texas A&M AgriLife Research] provides a community development program to provide technical assistance, grants, and workshops to communities to strengthen the foundation for economic development.  

[http://tees.tamu.edu/about/rpc/ Texas A&M Engineering Experiment Station] provides networking to all Texans to find a research partner, including all the other research-capable universities in the state, and to pursue higher research opportunities. Grants provided for 3 school districts, 1 community center, and 4 hospitals. 

=== ===

= Landscape Canvas =

[https://drive.google. F][https://docs.google.com/spreadsheets/d/1qa6gNU7XoOp4aswj1ZLC_I8Rmc29A5yzMurlh2L4OEE/edit?usp=sharing all 2016 Canvas]

= Landscape Presentation =

[https://docs.google.com/presentation/d/1guZPj9TNkbHlm4i9gQLGil3IpHG-RQ6VR6lOVKxDW5M/embed?start=false&loop=false&delayms=3000&slide=id.gded0dd295_2_14 Fall 2016 Landscape Presentation] 

= =

= Related Links =

[[Texas A & M University Student Priorities]]

[[Texas A&M University Student Priorities: Part II|Texas A & M University Student Priorities Part II]]

[http://universityinnovation.org/wiki/Texas_A%26M_University_Student_Priorities:_Part_III Texas A & M University Student Priorities Part III]

[[Graham Leslie]]

[[Dean Tate]]

[[Gurlovleen Rathore|Gurlovleen_Rathore]]

[[Brendan Cooper]]

[[Jean-Claude Faa]]

[[Jeff Zhao]]

[http://universityinnovation.org/wiki/Carson_Muscat Carson Muscat]

[[/Kanika Gakhar|/Kanika_Gakhar]]

[http://universityinnovation.org/wiki/Momore_Adesanmi Momore Adesanmi]

[http://universityinnovation.org/wiki/Jusung_Lee /Jusung_Lee]

[[Category:Universities]]

School:Rowan University

2016-10-23T15:22:28Z

Momore.adesanmi: Undo revision 41831 by Momore.adesanmi (talk)

= [https://www.youtube.com/watch?v=DcFXZDafF3s&feature=youtu.be Click here to watch Rowan University's UIF Launch Video.] =

= CAMPUS OVERVIEW =

The leadership circle at Rowan University has learned that while entrepreneurial spirit can be found across campus, most students are unaware of the resources available to nourish the entrepreneurial mindset. The University has been supportive of innovation and entrepreneurship, but only recently has it begun to promote it in all disciplines. With the recent launch of the Entrepreneurship Across the Campus initiative, Rowan has begun to implement innovation in all departments, not just the Business and Engineering schools. This is exciting for everyone because alongside the interdisciplinary collaboration it will encourage, it will provide students from all backgrounds the tools to develop a creative mindset and initiative that is needed in creating a startup or a similar venture. Rowan has also partnered with Hatch House Ventures, a startup incubator that provides students with resources such as consulting, mentorship, and space to work.

Rowan has thankfully attracted many new faculty members over the years who place a great importance on entrepreneurship and innovation. Just recently, Dr. Sue Lehrman joined the College of Business as the new dean. Dean Lehrman has influenced the school to invest in entrepreneurship-generating programs, including Hatch House ventures, led by President Steve Boerner. Steve brings with him years of experience in the world of startups. His program helps educate students about entrepreneurship, runs business model and plan competitions, and provides incubation and mentorships for all students on campus. Rowan is moving toward a more entrepreneurship-oriented focus, although there is still work to do. Dean Lehrman said, upon accepting her position, “With a new building under construction, and a heightened focus on entrepreneurship and innovation across the curriculum and the institution, the College and University are poised to uniquely hone their value proposition and to seize on an extraordinary opportunity.”

Rowan University provides an Office of Technology Commercialization. This Office centers around student and faculty research in engineering, pharmaceuticals, medical technologies, and life sciences. At Rowan, research is one of the centers of innovation. The Office of Technology Commercialization connects this research to unmet marketable needs in industry. It is responsible for creating a collaboration between labs at Rowan University and industries in the marketplace.

Rowan University is continually forming direct relationships with a lot of industries particularly in the South Jersey/Philadelphia region but also nationwide. Through an innovative curriculum with the incorporation of “Engineering Clinics”, students of all engineering majors come together to tackle real-time industry research or professor work. Junior and Senior engineers at Rowan can choose what research project to work on as their Clinic course each semester. Some of these courses are sponsored by government companies or industry in which students have the equivalency of working under a company for course credit. Some students even start their own projects to make their own Clinic course with the help of University funding. Industry and research projects go even beyond the classroom at Rowan, however. The addition of our South Jersey Tech Park creates a research facility for a variety of projects, ranging from drone research to a virtual reality center. On top of that, a lot of STEM professors at Rowan conduct independent research projects, in which case they take on a team of interested students for the opportunity to be a part of their research.

The Rowan Innovation Venture Fund, co-founded by Howard Lubert, is a University based $5 million private-equity fund. This was established in 2014 and provides early stage funding to students, faculty, alumni, and companies that have developed and tested products. This Fund heavily contributes to a growing initiative in encouraging entrepreneurial and innovative campus growth. Howard Lubert is also the Area President of the Keiretsu Forum Mid-Atlantic. Through Keiretsu, Rowan students can get funded for projects. However, this fund is awarded to less individuals. The New Jersey Entrepreneurship State Fund is also available to Rowan students as it is awarded to a NJ student on a yearly basis through our State Department.

= IDEAS TO BRING I&E TO CAMPUS =
'''To increase collaboration between the different colleges.'''
*Create a Student Government Association chartered club that brings together students from different clubs to communicate and discuss collaborative efforts. June 2018
*Host competitions that require individuals to team with students who have different skills in diverse fields. February 2017
*Implement an interdisciplinary course that encourages students to work together. September 2019
*Host events that incorporate speakers who appeal to students in all diverse fields. June 2017
*Implement a program that connects students to partners who have the skills they lack. June 2017
*Pass a bylaw in the SGA constitution that requires SGA chartered clubs to not only perform community service hours, but, to also collaborate with a number of clubs every year. June 2017

'''To encourage students to think creatively.'''
*Make students aware of the Hatch House incubator on campus. This is a space where students are free to collaborate, think and relax with other students. February 2017
*Bring a Ted Talk to campus as a means of inspiring and motivating students. September 2018
*Educate faculty about how to foster innovation in the classroom as opposed to limiting it. September 2020
*Implement a required course that teaches students the difference between design thinking and lean startups and how to utilize them in the real world. September 2021
*Host events that foster innovation. This can be a competition asking students to create a more efficient bike. The winner can receive money or just bragging rights! February 2018
*Host our own very short mock UIF program where we lead students in learning about design thinking. We will work with them to identify campus problems and to solve those problems. May 2017

'''To educate students about what it means to be an entrepreneur.'''
*Host events in which CEO’s come to speak about their entrepreneurial experiences. March 2017
*Host an information session that brings together campus innovators and teaches students about what it means to be a CEO. March 2017
*Host an event in which students are put onto diverse teams and must create a mock startup. February 2017
*Work together with the CEO club to foster entrepreneurship in fields other than business, especially STEM. January 2017
*Require students of all majors to take the Entrepreneurship & Innovation class offered to business students on campus. September 2019
*Create a video series interviewing entrepreneurs and market it to students on campus. The series will discuss what it means to be a CEO and how to do it. March 2017

'''To create awareness about Rowan's entrepreneurial resources.'''
*Work with Rowan’s American Marketing Association to market Hatch House Ventures. March 2017
*Speak to the marketing department about using Rowan’s entrepreneurship resources as the project for their marketing plan classes. For this class, dozens of students will work together to produce an extensive marketing plan for the organization or project. April 2017
*Work with all club leaders to send press releases to their members about resources our school offers. We can also come to speak at their meetings to educate students about the resources. March 2017
*Create a website that compiles a list of resources that Rowan has. This will be similar to what the UIF Rowan Wiki page may look like but will be for Rowan students. It will be able to direct them to where they are looking to go. September 2020
*Host an orientation-like event for freshmen students that educates them about the resources we have. September 2019

= RELATED LINKS =

[http://universityinnovation.org/wiki/Rowan_University_Student_Priorities Rowan University Student Priorities]

[https://docs.google.com/spreadsheets/d/1T7rMvXk2QVfTZ7ZRzkfN4Q6QbpsvPakM7m_CzUiYkG0/edit#gid=0 Landscape Canvas Spreadsheet ]

[https://docs.google.com/presentation/d/1yr9aexMwwdvYkCQqY0qRWBavMJ2NzxSx-ww-N7_f1R4/edit#slide=id.gded0dd295_2_14 Landscape Canvas Presentation ]

[[User:Grahamb8|Brandon Graham]]

[http://universityinnovation.org/wiki/User:Kaylacallaway Kayla Callaway]

[http://universityinnovation.org/wiki/User:Antonianuzzolo Antonia Nuzzolo]

[http://universityinnovation.org/wiki/User:Tashjianm0 Melody Tashjian] 

[[Category:Universities]]

School:Rowan University

2016-10-23T15:21:36Z

Momore.adesanmi:

= [https://www.youtube.com/watch?v=DcFXZDafF3s&feature=youtu.be Click here to watch Rowan University's UIF Launch Video.] = = CAMPUS OVERVIEW = The leadership circle at Rowan University has learned that while entrepreneurial spirit can be found across campus, most students are unaware of the resources available to nourish the entrepreneurial mindset. The University has been supportive of innovation and entrepreneurship, but only recently has it begun to promote it in all disciplines. With the recent launch of the Entrepreneurship Across the Campus initiative, Rowan has begun to implement innovation in all departments, not just the Business and Engineering schools. This is exciting for everyone because alongside the interdisciplinary collaboration it will encourage, it will provide students from all backgrounds the tools to develop a creative mindset and initiative that is needed in creating a startup or a similar venture. Rowan has also partnered with Hatch House Ventures, a startup incubator that provides students with resources such as consulting, mentorship, and space to work. Rowan has thankfully attracted many new faculty members over the years who place a great importance on entrepreneurship and innovation. Just recently, Dr. Sue Lehrman joined the College of Business as the new dean. Dean Lehrman has influenced the school to invest in entrepreneurship-generating programs, including Hatch House ventures, led by President Steve Boerner. Steve brings with him years of experience in the world of startups. His program helps educate students about entrepreneurship, runs business model and plan competitions, and provides incubation and mentorships for all students on campus. Rowan is moving toward a more entrepreneurship-oriented focus, although there is still work to do. Dean Lehrman said, upon accepting her position, “With a new building under construction, and a heightened focus on entrepreneurship and innovation across the curriculum and the institution, the College and University are poised to uniquely hone their value proposition and to seize on an extraordinary opportunity.” Rowan University provides an Office of Technology Commercialization. This Office centers around student and faculty research in engineering, pharmaceuticals, medical technologies, and life sciences. At Rowan, research is one of the centers of innovation. The Office of Technology Commercialization connects this research to unmet marketable needs in industry. It is responsible for creating a collaboration between labs at Rowan University and industries in the marketplace. Rowan University is continually forming direct relationships with a lot of industries particularly in the South Jersey/Philadelphia region but also nationwide. Through an innovative curriculum with the incorporation of “Engineering Clinics”, students of all engineering majors come together to tackle real-time industry research or professor work. Junior and Senior engineers at Rowan can choose what research project to work on as their Clinic course each semester. Some of these courses are sponsored by government companies or industry in which students have the equivalency of working under a company for course credit. Some students even start their own projects to make their own Clinic course with the help of University funding. Industry and research projects go even beyond the classroom at Rowan, however. The addition of our South Jersey Tech Park creates a research facility for a variety of projects, ranging from drone research to a virtual reality center. On top of that, a lot of STEM professors at Rowan conduct independent research projects, in which case they take on a team of interested students for the opportunity to be a part of their research. The Rowan Innovation Venture Fund, co-founded by Howard Lubert, is a University based $5 million private-equity fund. This was established in 2014 and provides early stage funding to students, faculty, alumni, and companies that have developed and tested products. This Fund heavily contributes to a growing initiative in encouraging entrepreneurial and innovative campus growth. Howard Lubert is also the Area President of the Keiretsu Forum Mid-Atlantic. Through Keiretsu, Rowan students can get funded for projects. However, this fund is awarded to less individuals. The New Jersey Entrepreneurship State Fund is also available to Rowan students as it is awarded to a NJ student on a yearly basis through our State Department. = IDEAS TO BRING I&E TO CAMPUS =
'''To increase collaboration between the different colleges.'''
*Create a Student Government Association chartered club that brings together students from different clubs to communicate and discuss collaborative efforts. June 2018 *Host competitions that require individuals to team with students who have different skills in diverse fields. February 2017 *Implement an interdisciplinary course that encourages students to work together. September 2019 *Host events that incorporate speakers who appeal to students in all diverse fields. June 2017 *Implement a program that connects students to partners who have the skills they lack. June 2017 *Pass a bylaw in the SGA constitution that requires SGA chartered clubs to not only perform community service hours, but, to also collaborate with a number of clubs every year. June 2017
'''To encourage students to think creatively.'''
*Make students aware of the Hatch House incubator on campus. This is a space where students are free to collaborate, think and relax with other students. February 2017 *Bring a Ted Talk to campus as a means of inspiring and motivating students. September 2018 *Educate faculty about how to foster innovation in the classroom as opposed to limiting it. September 2020 *Implement a required course that teaches students the difference between design thinking and lean startups and how to utilize them in the real world. September 2021 *Host events that foster innovation. This can be a competition asking students to create a more efficient bike. The winner can receive money or just bragging rights! February 2018 *Host our own very short mock UIF program where we lead students in learning about design thinking. We will work with them to identify campus problems and to solve those problems. May 2017
'''To educate students about what it means to be an entrepreneur.'''
*Host events in which CEO’s come to speak about their entrepreneurial experiences. March 2017 *Host an information session that brings together campus innovators and teaches students about what it means to be a CEO. March 2017 *Host an event in which students are put onto diverse teams and must create a mock startup. February 2017 *Work together with the CEO club to foster entrepreneurship in fields other than business, especially STEM. January 2017 *Require students of all majors to take the Entrepreneurship & Innovation class offered to business students on campus. September 2019 *Create a video series interviewing entrepreneurs and market it to students on campus. The series will discuss what it means to be a CEO and how to do it. March 2017
'''To create awareness about Rowan's entrepreneurial resources.'''
*Work with Rowan’s American Marketing Association to market Hatch House Ventures. March 2017 *Speak to the marketing department about using Rowan’s entrepreneurship resources as the project for their marketing plan classes. For this class, dozens of students will work together to produce an extensive marketing plan for the organization or project. April 2017 *Work with all club leaders to send press releases to their members about resources our school offers. We can also come to speak at their meetings to educate students about the resources. March 2017 *Create a website that compiles a list of resources that Rowan has. This will be similar to what the UIF Rowan Wiki page may look like but will be for Rowan students. It will be able to direct them to where they are looking to go. September 2020 *Host an orientation-like event for freshmen students that educates them about the resources we have. September 2019 = RELATED LINKS = [http://universityinnovation.org/wiki/Rowan_University_Student_Priorities Rowan University Student Priorities] [https://docs.google.com/spreadsheets/d/1T7rMvXk2QVfTZ7ZRzkfN4Q6QbpsvPakM7m_CzUiYkG0/edit#gid=0 Landscape Canvas Spreadsheet ] [https://docs.google.com/presentation/d/1yr9aexMwwdvYkCQqY0qRWBavMJ2NzxSx-ww-N7_f1R4/edit#slide=id.gded0dd295_2_14 Landscape Canvas Presentation ] [[User:Grahamb8|Brandon Graham]] [http://universityinnovation.org/wiki/User:Kaylacallaway Kayla Callaway] [http://universityinnovation.org/wiki/User:Antonianuzzolo Antonia Nuzzolo] [http://universityinnovation.org/wiki/User:Tashjianm0 Melody Tashjian]  [[Category:Universities]]

Priorities:Texas A&M University Student Priorities: Part III

2016-10-23T15:18:13Z

Momore.adesanmi:

'''Overview'''

While Texas A&M University boasts a vast sum of resources in order to facilitate entrepreneurship, its de facto accessibility is lackluster due to the sparse nature of all of the manifestations of the resources. While it may initially seem positive that we have so many different facilities and programs, it leads to confusion, especially for undergraduate students, and creates an inhibitory effect on students who wish to venture into I&E. This leads to the stonewalling of many students from taking initiative for an idea they may have, and this produces, in sum, an unrecoverable loss in ideas, the retardation of innovation evangelism, and limits entrepreneurship in general for the student body. It is imperative that the university organizes the programs and resources in a manner that is intuitive, clear, and easily accessible. 

This page lists directed strategies to this issue and enumerates possible implementations of solutions for each strategy.

= Strategies =

== '''PROJECT H.U.B.''' ==

'''Current structure is too confusing; organize an umbrella head for all I&E initiatives and programs, with main manifestation being a website.'''

#'''Website that is clear, concise, and minimalistic. [[File:Bootstrap-resources-templates-05.jpg|thumb|Bootstrap-resources-templates-05.jpg]]'''
<ul style="margin-left: 40px;">
<li>A student should be able to enter this website and not be overwhelmed by the structure.
**[https://getmdl.io/ Material Design Lite] or [https://startbootstrap.com/ Bootstrap] is a feasible standard
**Short and easy URL (tamuie.com, ie.tamu.edu, etc)
*The website should be a portal that any student can use to find out more about I&E at TAMU.
**Can be categorized by specific perks and benefits of each program to match an individual student's needs[[File:Square.png|thumb|Square.png]]</li>

*Plan
*#Meet with Rodney Boehm, director of EIC, to discuss how to implement the umbrella structure
*#Meet with directors of different I&E programs and discuss pipelining information to H.U.B.
*#Sample student opinions to assess what is specifically unfavorable with current website
*#Outline website structure, full stack diagram and flow chart.
*#Assemble Team, Develop Website
*#Test Pipeline, posting, accessibility, sample experience of website from student user data
*#Launch
*#Write documentation for future maintenance

'''2. Increase collaboration amongst differnt I&E programs to decrease sparsity''' 

*Encourage and facilitate collaboration between different (possibly similar) programs in order to reduce degree of seperation between programs and to encourage a more centralized structure
<ol style="margin-left: 40px;">
<li>Meet with directors of different I&E programs and learn the programs</li>
<li>Construct a map of possible collaboration initiatives between programs</li>
<li>Contact the individual directors with collaboration proposal</li>
<li>Take proposal idea and survey opinions of users who participated in either/both programs</li>
<li>Solidify proposal, contact intermediary (umbrella head) to mediate the initiative</li>
<li>Launch the initiative</li>
<li>Reiterate</li>
</ol>

== '''PROJECT O.U.T.R.E.A.C.H.''' ==

'''Proactive Outreach: Go to the students, instead of waiting for the students to come to us. Outreach proactive search for student opinion and feedback as well. The students are our customers and we need to engage with them and vice versa, as well as providing an environment for them to connect amongst themselves.'''

#'''I&E Community'''

*''''''Environment for students to engage with others who are also passionate about I&E
*Rapport support amongst students for I&E initiatives
*Fosters networking, interpersonal learning, and increased engagement and interaction
*PLAN:
<ol style="margin-left: 40px;">
<li>Survey students to see if I&E community is something they would actually be engaged with</li>
<li>Proceed with recruiting said students to be early adopters of the I&E space</li>
<li>Choose a dedicated location for the space</li>
<li>Organize forum leaders to spearhead discussions and dynamics in the room</li>
<li>Encourage leaders to head knowledge sharing session</li>
<li>Encourage referall of other students</li>
</ol>

         2. '''Increase proactive engagement with students to asess and address contemporary complaints/feedback'''

*Cannot continue to proceed in a "directionless" pursuit of I&E at the university
*The core of any such efforts should revolve around our students and their interests
*To gauge these, we should have an open line of communication at all times
*PLAN:
*#Survery students within I&E community
*#Survey students outside of I&E community
*#Construct an open-line for feedback/complaints of I&E related activities
*#Feed data into a sum and analyze 
*#Discuss inherent issues of sum and construct plans or plan edits
*#Iterate

== '''PROJECT C.O.A.C.H.''' ==

*There exists academic advisors to help students navigate through courses and major; why not one for I&E?
* I&E advisors should help passionate students who don't know where to start to find their place and program in the I&E ecosystem
*I&E coaches should help students who don't necessarily know which direction to take for their idea

#'''Have an I&E advisor who is familiar with our ecosystem'''

*I&E Advisor can be a student or faculty member dedicated to helping those who have just dipped their toes into I&E
*PLAN:
<ol style="margin-left: 40px;">
<li>''''''Create portfolio of different I&E organizations/programs to be easily read and understood</li>
<li>Select a member in the community, faculty or student, dedicated to using this portfolio to help students</li>
<li>Certify this individual</li>
<li>Have this individual's profile and contact be put on the main I&E hub</li>
<li>Talk to other I&E programs and have their information streamlined to the advisor'''    '''</li>
</ol>

''''''

'''      ''''''  2.  Have an I&E Coach who helps students with the direction of their product'''

Coaches should not only be familiar with the startup process and idea transformation, but should be trained and involved with several different I&E programs on campus in order to have the best knowledge base for students

*PLAN:
<ol style="margin-left: 40px;">
<li>Identify a member of the local I&E community who is experienced with a good number of the programs</li>
<li>Else, default to Startup Aggieland</li>
<li>Connect this individual to students and vice versa by expanding and advertising profile on I&E hub</li>
<li>Monitor student feedback and asessment of individual to help coach learn to be more helpful</li>
<li>Let other I&E programs know about coach's role as to easily streamline request for information to ensure that there is no bottleneck for the student entrepreneur</li>
</ol>

= Related Links =

[http://universityinnovation.org/wiki/Texas_A_%26_M_University_Student_Priorities Texas A&M Student Priorities Part I]

[http://universityinnovation.org/wiki/Texas_A%26M_University_Student_Priorities:_Part_II Texas A & M Student Priorities Part II]

[http://universityinnovation.org/wiki/Texas_A_%26_M_University Texas A & M University Overview]

[http://universityinnovation.org/wiki/Jusung_Lee Jusung Lee]

[http://universityinnovation.org/wiki/Momore_Adesanmi Momore Adesanmi]

Priorities:Texas A&M University Student Priorities: Part III

2016-10-23T14:27:22Z

Momore.adesanmi:

'''Overview'''

While Texas A&M University boasts a vast sum of resources in order to facilitate entrepreneurship, its de facto accessibility is lackluster due to the sparse nature of all of the manifestations of the resources. While it may initially seem positive that we have so many different facilities and programs, it leads to confusion, especially for undergraduate students, and creates an inhibitory effect on students who wish to venture into I&E. This leads to the stonewalling of many students from taking initiative for an idea they may have, and this produces, in sum, an unrecoverable loss in ideas, the retardation of innovation evangelism, and limits entrepreneurship in general for the student body. It is imperative that the university organizes the programs and resources in a manner that is intuitive, clear, and easily accessible. 

This page lists directed strategies to this issue and enumerates possible implementations of solutions for each strategy.

= Strategies =

== '''PROJECT H.U.B.''' ==

'''Current structure is too confusing; organize an umbrella head for all I&E initiatives and programs, with main manifestation being a website.'''

#'''Website that is clear, concise, and minimalistic. [[File:Bootstrap-resources-templates-05.jpg|thumb|Bootstrap-resources-templates-05.jpg]]'''
<ul style="margin-left: 40px;">
<li>A student should be able to enter this website and not be overwhelmed by the structure.
**[https://getmdl.io/ Material Design Lite] or [https://startbootstrap.com/ Bootstrap] is a feasible standard
**Short and easy URL (tamuie.com, ie.tamu.edu, etc)
*The website should be a portal that any student can use to find out more about I&E at TAMU.
**Can be categorized by specific perks and benefits of each program to match an individual student's needs[[File:Square.png|thumb|Square.png]]</li>

*Plan
*#Meet with Rodney Boehm, director of EIC, to discuss how to implement the umbrella structure
*#Meet with directors of different I&E programs and discuss pipelining information to H.U.B.
*#Sample student opinions to assess what is specifically unfavorable with current website
*#Outline website structure, full stack diagram and flow chart.
*#Assemble Team, Develop Website
*#Test Pipeline, posting, accessibility, sample experience of website from student user data
*#Launch
*#Write documentation for future maintenance

'''2. Increase collaboration amongst differnt I&E programs to decrease sparsity''' 

*Encourage and facilitate collaboration between different (possibly similar) programs in order to reduce degree of seperation between programs and to encourage a more centralized structure
<ol style="margin-left: 40px;">
<li>Meet with directors of different I&E programs and learn the programs</li>
<li>Construct a map of possible collaboration initiatives between programs</li>
<li>Contact the individual directors with collaboration proposal</li>
<li>Take proposal idea and survey opinions of users who participated in either/both programs</li>
<li>Solidify proposal, contact intermediary (umbrella head) to mediate the initiative</li>
<li>Launch the initiative</li>
<li>Reiterate</li>
</ol>

== '''PROJECT O.U.T.R.E.A.C.H.''' ==

'''Proactive Outreach: Go to the students, instead of waiting for the students to come to us. Outreach proactive search for student opinion and feedback as well. The students are our customers and we need to engage with them and vice versa, as well as providing an environment for them to connect amongst themselves.'''

#'''I&E Community'''

*''''''Environment for students to engage with others who are also passionate about I&E
*Rapport support amongst students for I&E initiatives
*Fosters networking, interpersonal learning, and increased engagement and interaction
*PLAN:
<ol style="margin-left: 40px;">
<li>Survey students to see if I&E community is something they would actually be engaged with</li>
<li>Proceed with recruiting said students to be early adopters of the I&E space</li>
<li>Choose a dedicated location for the space</li>
<li>Organize forum leaders to spearhead discussions and dynamics in the room</li>
<li>Encourage leaders to head knowledge sharing session</li>
<li>Encourage referall of other students</li>
</ol>

         2. '''Increase proactive engagement with students to asess and address contemporary complaints/feedback'''

*Cannot continue to proceed in a "directionless" pursuit of I&E at the university
*The core of any such efforts should revolve around our students and their interests
*To gauge these, we should have an open line of communication at all times
*PLAN:
*#Survery students within I&E community
*#Survey students outside of I&E community
*#Construct an open-line for feedback/complaints of I&E related activities
*#Feed data into a sum and analyze 
*#Discuss inherent issues of sum and construct plans or plan edits
*#Iterate

== '''PROJECT C.O.A.C.H.''' ==

*There exists academic advisors to help students navigate through courses and major; why not one for I&E?
* I&E advisors should help passionate students who don't know where to start to find their place and program in the I&E ecosystem
*I&E coaches should help students who don't necessarily know which direction to take for their idea

#'''Have an I&E advisor who is familiar with our ecosystem'''

*I&E Advisor can be a student or faculty member dedicated to helping those who have just dipped their toes into I&E
*PLAN:
<ol style="margin-left: 40px;">
<li>''''''Create portfolio of different I&E organizations/programs to be easily read and understood</li>
<li>Select a member in the community, faculty or student, dedicated to using this portfolio to help students</li>
<li>Certify this individual</li>
<li>Have this individual's profile and contact be put on the main I&E hub</li>
<li>Talk to other I&E programs and have their information streamlined to the advisor'''    '''</li>
</ol>

''''''

'''      ''''''  2.  Have an I&E Coach who helps students with the direction of their product'''

Coaches should not only be familiar with the startup process and idea transformation, but should be trained and involved with several different I&E programs on campus in order to have the best knowledge base for students

*PLAN:
<ol style="margin-left: 40px;">
<li>Identify a member of the local I&E community who is experienced with a good number of the programs</li>
<li>Else, default to Startup Aggieland</li>
<li>Connect this individual to students and vice versa by expanding and advertising profile on I&E hub</li>
<li>Monitor student feedback and asessment of individual to help coach learn to be more helpful</li>
<li>Let other I&E programs know about coach's role as to easily streamline request for information to ensure that there is no bottleneck for the student entrepreneur</li>
</ol>

= Related Links =

[http://universityinnovation.org/wiki/Texas_A_%26_M_University_Student_Priorities Texas A&M Student Priorities Part I]

[http://universityinnovation.org/wiki/Texas_A%26M_University_Student_Priorities:_Part_II Texas A & M Student Priorities Part II]

[http://universityinnovation.org/wiki/Texas_A_%26_M_University Texas A & M University Overview]

[http://universityinnovation.org/wiki/Jusung_Lee Jusung Lee]

Priorities:Texas A&M University Student Priorities: Part III

2016-10-23T14:25:11Z

Momore.adesanmi:

'''Overview'''

While Texas A&M University boasts a vast sum of resources in order to facilitate entrepreneurship, its de facto accessibility is lackluster due to the sparse nature of all of the manifestations of the resources. While it may initially seem positive that we have so many different facilities and programs, it leads to confusion, especially for undergraduate students, and creates an inhibitory effect on students who wish to venture into I&E. This leads to the stonewalling of many students from taking initiative for an idea they may have, and this produces, in sum, an unrecoverable loss in ideas, the retardation of innovation evangelism, and limits entrepreneurship in general for the student body. It is imperative that the university organizes the programs and resources in a manner that is intuitive, clear, and easily accessible. 

This page lists directed strategies to this issue and enumerates possible implementations of solutions for each strategy.

= Strategies =

== '''PROJECT H.U.B.''' ==

'''Current structure is too confusing; organize an umbrella head for all I&E initiatives and programs, with main manifestation being a website.'''

#'''Website that is clear, concise, and minimalistic. [[File:Bootstrap-resources-templates-05.jpg|thumb]]'''
<ul style="margin-left: 40px;">
<li>A student should be able to enter this website and not be overwhelmed by the structure.
**[https://getmdl.io/ Material Design Lite] or [https://startbootstrap.com/ Bootstrap] is a feasible standard
**Short and easy URL (tamuie.com, ie.tamu.edu, etc)
*The website should be a portal that any student can use to find out more about I&E at TAMU.
**Can be categorized by specific perks and benefits of each program to match an individual student's needs[[File:Square.png|thumb]]</li>

*Plan
*#Meet with Rodney Boehm, director of EIC, to discuss how to implement the umbrella structure
*#Meet with directors of different I&E programs and discuss pipelining information to H.U.B.
*#Sample student opinions to assess what is specifically unfavorable with current website
*#Outline website structure, full stack diagram and flow chart.
*#Assemble Team, Develop Website
*#Test Pipeline, posting, accessibility, sample experience of website from student user data
*#Launch
*#Write documentation for future maintenance

'''2. Increase collaboration amongst differnt I&E programs to decrease sparsity''' 

*Encourage and facilitate collaboration between different (possibly similar) programs in order to reduce degree of seperation between programs and to encourage a more centralized structure
<ol style="margin-left: 40px;">
<li>Meet with directors of different I&E programs and learn the programs</li>
<li>Construct a map of possible collaboration initiatives between programs</li>
<li>Contact the individual directors with collaboration proposal</li>
<li>Take proposal idea and survey opinions of users who participated in either/both programs</li>
<li>Solidify proposal, contact intermediary (umbrella head) to mediate the initiative</li>
<li>Launch the initiative</li>
<li>Reiterate</li>
</ol>

== '''PROJECT O.U.T.R.E.A.C.H.''' ==

'''Proactive Outreach: Go to the students, instead of waiting for the students to come to us. Outreach proactive search for student opinion and feedback as well. The students are our customers and we need to engage with them and vice versa, as well as providing an environment for them to connect amongst themselves.'''

#'''I&E Community'''

*''''''Environment for students to engage with others who are also passionate about I&E
*Rapport support amongst students for I&E initiatives
*Fosters networking, interpersonal learning, and increased engagement and interaction
*PLAN:
<ol style="margin-left: 40px;">
<li>Survey students to see if I&E community is something they would actually be engaged with</li>
<li>Proceed with recruiting said students to be early adopters of the I&E space</li>
<li>Choose a dedicated location for the space</li>
<li>Organize forum leaders to spearhead discussions and dynamics in the room</li>
<li>Encourage leaders to head knowledge sharing session</li>
<li>Encourage referall of other students</li>
</ol>

         2. '''Increase proactive engagement with students to asess and address contemporary complaints/feedback'''

*Cannot continue to proceed in a "directionless" pursuit of I&E at the university
*The core of any such efforts should revolve around our students and their interests
*To gauge these, we should have an open line of communication at all times
*PLAN:
*#Survery students within I&E community
*#Survey students outside of I&E community
*#Construct an open-line for feedback/complaints of I&E related activities
*#Feed data into a sum and analyze 
*#Discuss inherent issues of sum and construct plans or plan edits
*#Iterate

== '''PROJECT C.O.A.C.H.''' ==

*There exists academic advisors to help students navigate through courses and major; why not one for I&E?
* I&E advisors should help passionate students who don't know where to start to find their place and program in the I&E ecosystem
*I&E coaches should help students who don't necessarily know which direction to take for their idea

#'''Have an I&E advisor who is familiar with our ecosystem'''

*I&E Advisor can be a student or faculty member dedicated to helping those who have just dipped their toes into I&E
*PLAN:
<ol style="margin-left: 40px;">
<li>''''''Create portfolio of different I&E organizations/programs to be easily read and understood</li>
<li>Select a member in the community, faculty or student, dedicated to using this portfolio to help students</li>
<li>Certify this individual</li>
<li>Have this individual's profile and contact be put on the main I&E hub</li>
<li>Talk to other I&E programs and have their information streamlined to the advisor'''    '''</li>
</ol>

''''''

'''      ''''''  2.  Have an I&E Coach who helps students with the direction of their product'''

Coaches should not only be familiar with the startup process and idea transformation, but should be trained and involved with several different I&E programs on campus in order to have the best knowledge base for students
*PLAN:
<ol style="margin-left: 40px;">
<li>Identify a member of the local I&E community who is experienced with a good number of the programs</li>
<li>Else, default to Startup Aggieland</li>
<li>Connect this individual to students and vice versa by expanding and advertising profile on I&E hub</li>
<li>Monitor student feedback and asessment of individual to help coach learn to be more helpful</li>
<li>Let other I&E programs know about coach's role as to easily streamline request for information to ensure that there is no bottleneck for the student entrepreneur</li>
</li>
</ol>

Priorities:Texas A&M University Student Priorities: Part III

2016-10-23T14:06:27Z

Momore.adesanmi:

School:Texas A & M University

2016-10-23T13:58:28Z

Momore.adesanmi:

Priorities:Texas A&M University Student Priorities: Part III

2016-10-23T13:57:41Z

Momore.adesanmi:

Priorities:Texas A&M University Student Priorities: Part III

2016-10-23T05:20:27Z

Momore.adesanmi:

Priorities:Texas A&M University Student Priorities: Part III

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Momore.adesanmi:

Fellow:Jusung Lee

2016-10-23T01:45:29Z

Momore.adesanmi:

[[File:Jusunglee.jpeg|thumb|Jusung Lee, Class of 2019]]

Hey there!

My name is Jusung Lee and I am a second year undergraduate student at Texas A&M University majoring in Computer Science and Statistics in order to study and explore data science. I am a big nerd for tech, data science, and software, but my passion also branches out to interdisciplinary undergraduate research, entrepreneurship, and public policy. Despite my love for science and technology, I am a firm believer that the world's most disruptive issues cannot be solved with just tech and science, or simply throwing money at it; we must tackle the issues with an open-minded and methodically adaptive approach, combining different disciplines in a coherent fashion to produce a viable solution.

Check out my profiles here:

[http://linkedin.com/in/jusunglee LinkedIn]

[http://jslee.me/ Personal Website]

[http://jslee.me/JusungLeeResume.pdf Resume]

Priorities:Texas A&M University Student Priorities: Part III

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Momore.adesanmi:

Priorities:Texas A&M University Student Priorities: Part III

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Momore.adesanmi:

'''Overview'''

It is imperative that Texas A&M University encourages, facilitates, and commences reach-outs for student-led innovation and entrepreneurship in order to maintain their ability to provide innovative solutions to today’s challenging problems. An analysis of the Texas A&M University innovation and entrepreneurship landscape reveals that the university is already home to many innovation and entrepreneurship-focused resources that can contribute to developing the innovative and entrepreneurial capabilities of students; however, most of the resources are manifested in programs that are scattered across different departments, and generally are not especially transparent to the students. Therefore, it is essential that Texas A&M brings innovative and entrepreneurial thinking, as well as existing resources, to the front-lines, to develop its set of innovative and entrepreneurial leaders; by reaching out to students proactively and connecting them with the university's vast resources, our students will graduate as prepared agents of change and solution.

This page lists directed strategies to this issue and enumerates possible implementations of solutions for each strategy.

 {{#Widget:Youtube|id=bB1LnOzBH1w}}

= Strategies =

== Bring all entrepreneurship/innovation related programs on campus under a single umbrella ==

'''Strategy #1''': Gauge and increase the perceived value of innovation and entrepreneurship at Texas A&M

'''''Tactic 1:''''' Conduct research to gauge the perceived value of innovation and entrepreneurship at Texas A&M
<ul style="margin-left: 40px;">
<li>(4/14) Meet with major stakeholders to understand why innovation and entrepreneurship has not become a movement on campus yet.</li>
<li>(5/14) Design a survey to gauge student understanding of innovation and entrepreneurship, as well as awareness of and need for innovation and entrepreneurship resources.</li>
<li>(6/14) Collect survey data and create a report outlining perceived value of innovation and entrepreneurship</li>
</ul>

'''''Tactic 2:''''' Increase perceived value of innovation and entrepreneurship at Texas A&M
<ul style="margin-left: 40px;">
<li>(5/14) Create a marketing strategy (based on survey results) to increase perceived value and visibility of innovation and entrepreneurship resources on campus</li>
<li>(6/14) Implement marketing strategy to engage a large audience for existing lectures and competitions</li>
</ul>

'''Strategy #2''': Increase student access to potential resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1''''': Negotiate student access to existing innovation and entrepreneurship certificates
<ul style="margin-left: 40px;">
<li>(5/14) Meet with major stakeholders to discuss possibility of opening up existing certificate program to more than undergraduate business majors.</li>
<li>Next milestone will depend on the outcome of described discussion.</li>
</ul>

'''''Tactic 2:''''' Aggressively market the innovation and entrepreneurship message to students through the creation of a leadership team
<ul style="margin-left: 40px;">
<li>(5/14) Develop an application and competencies needed in the student leadership team.</li>
<li>(6/14) Recruit students (and faculty co-leaders) to market the message of innovation & entrepreneurship to students.</li>
<li>(7/14) Train recruited students on their role and responsibilities (at least a one-semester commitment).</li>
<li>(7/14) Invite guest lecturer (Spaces of Invention workshop) to “train” recruited students about creating spaces (pop-up studios) for students.</li>
<li>(8/14) Trained students go out to market the message and train other students to do the same!</li>
</ul>

'''Strategy #3''': Develop student access to applied resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1''''': Create an experiential program around ideas of innovation and entrepreneurship by bringing all existing resources together, with assistance from recruited student leaders
<ul style="margin-left: 40px;">
<li>(7/14) Meet with student leaders to begin designing a program using existing resources.</li>
<li>(8/14) Coordinate resources to set-up the program.</li>
<li>....</li>
</ul>

Strategy #4: Fill gaps in realized resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1:''''' Build a maker space for students or determine how existing maker spaces can be influenced to incorporate student feedback on the space

'''''Tactic 2:''''' Work with the Technology Transfer Office to develop student-friendly policies around inventions developed by students

'''''Tactic 3:''''' Work with the Technology Transfer  & Grant & Proposal Development Offices to develop workshops geared towards helping students take their technology to market

'''Strategy #5:''' Further reframe resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1: '''''Sift through the Texas A&M Alumni Network to find alumni who are innovators and entrepreneurs, to create a network of alumni who can become a resource at all stages of the innovation and entrepreneurship movement

'''Strategy #6: '''Renew the entire university curriculum to integrate innovation and entrepreneurial resources and skills for all students at Texas A&M

These six strategies (and more) may be used to bring innovative and entrepreneurial thinking and resources to students, so Texas A&M students can develop their capacities to be innovative and entreprenurial in solving today's problems and leading tomorrow's challenges! 

'''Related Pages'''

[http://universityinnovation.org/Gurlovleen%20Rathore 2014 UIF Candidate, Gurlovleen Rathore]

[http://universityinnovation.org/Texas%20A%20%26%20M%20University Texas A&M University] 

[http://universityinnovation.org/Texas%20A%20%26%20M%20University%20Student%20Priorities Texas A&M University Student Priorities: Part I]

[http://universityinnovation.org/%2FKanika%20Gakhar /Kanika_Gakhar]

[[Category:Student Priorities|t]]

Priorities:Texas A&M University Student Priorities: Part III

2016-10-22T23:13:27Z

Momore.adesanmi:

'''Overview'''

It is imperative that Texas A&M University encourages, facilitates, and commences reach-outs for student-led innovation and entrepreneurship in order to maintain their ability to provide innovative solutions to today’s challenging problems. An analysis of the Texas A&M University innovation and entrepreneurship landscape reveals that the university is already home to many innovation and entrepreneurship-focused resources that can contribute to developing the innovative and entrepreneurial capabilities of students; however, most of the resources are manifested in programs that are scattered across different departments, and generally are not especially transparent to the students. Therefore, it is essential that Texas A&M brings innovative and entrepreneurial thinking, as well as existing resources, to the front-lines, to develop its set of innovative and entrepreneurial leaders; by reaching out to students proactively and connecting them with the university's vast resources, our students will graduate as prepared agents of change and solution.

This page lists directed strategies to this issue and enumerates possible implementations of solutions for each strategy.

 {{#Widget:Youtube|id=bB1LnOzBH1w}}

= Strategies =

'''Strategy #1''': Gauge and increase the perceived value of innovation and entrepreneurship at Texas A&M

'''''Tactic 1:''''' Conduct research to gauge the perceived value of innovation and entrepreneurship at Texas A&M
<ul style="margin-left: 40px;">
<li>(4/14) Meet with major stakeholders to understand why innovation and entrepreneurship has not become a movement on campus yet.</li>
<li>(5/14) Design a survey to gauge student understanding of innovation and entrepreneurship, as well as awareness of and need for innovation and entrepreneurship resources.</li>
<li>(6/14) Collect survey data and create a report outlining perceived value of innovation and entrepreneurship</li>
</ul>

'''''Tactic 2:''''' Increase perceived value of innovation and entrepreneurship at Texas A&M
<ul style="margin-left: 40px;">
<li>(5/14) Create a marketing strategy (based on survey results) to increase perceived value and visibility of innovation and entrepreneurship resources on campus</li>
<li>(6/14) Implement marketing strategy to engage a large audience for existing lectures and competitions</li>
</ul>

'''Strategy #2''': Increase student access to potential resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1''''': Negotiate student access to existing innovation and entrepreneurship certificates
<ul style="margin-left: 40px;">
<li>(5/14) Meet with major stakeholders to discuss possibility of opening up existing certificate program to more than undergraduate business majors.</li>
<li>Next milestone will depend on the outcome of described discussion.</li>
</ul>

'''''Tactic 2:''''' Aggressively market the innovation and entrepreneurship message to students through the creation of a leadership team
<ul style="margin-left: 40px;">
<li>(5/14) Develop an application and competencies needed in the student leadership team.</li>
<li>(6/14) Recruit students (and faculty co-leaders) to market the message of innovation & entrepreneurship to students.</li>
<li>(7/14) Train recruited students on their role and responsibilities (at least a one-semester commitment).</li>
<li>(7/14) Invite guest lecturer (Spaces of Invention workshop) to “train” recruited students about creating spaces (pop-up studios) for students.</li>
<li>(8/14) Trained students go out to market the message and train other students to do the same!</li>
</ul>

'''Strategy #3''': Develop student access to applied resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1''''': Create an experiential program around ideas of innovation and entrepreneurship by bringing all existing resources together, with assistance from recruited student leaders
<ul style="margin-left: 40px;">
<li>(7/14) Meet with student leaders to begin designing a program using existing resources.</li>
<li>(8/14) Coordinate resources to set-up the program.</li>
<li>....</li>
</ul>

Strategy #4: Fill gaps in realized resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1:''''' Build a maker space for students or determine how existing maker spaces can be influenced to incorporate student feedback on the space

'''''Tactic 2:''''' Work with the Technology Transfer Office to develop student-friendly policies around inventions developed by students

'''''Tactic 3:''''' Work with the Technology Transfer  & Grant & Proposal Development Offices to develop workshops geared towards helping students take their technology to market

'''Strategy #5:''' Further reframe resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1: '''''Sift through the Texas A&M Alumni Network to find alumni who are innovators and entrepreneurs, to create a network of alumni who can become a resource at all stages of the innovation and entrepreneurship movement

'''Strategy #6: '''Renew the entire university curriculum to integrate innovation and entrepreneurial resources and skills for all students at Texas A&M

These six strategies (and more) may be used to bring innovative and entrepreneurial thinking and resources to students, so Texas A&M students can develop their capacities to be innovative and entreprenurial in solving today's problems and leading tomorrow's challenges! 

'''Related Pages'''

[http://universityinnovation.org/Gurlovleen%20Rathore 2014 UIF Candidate, Gurlovleen Rathore]

[http://universityinnovation.org/Texas%20A%20%26%20M%20University Texas A&M University] 

[http://universityinnovation.org/Texas%20A%20%26%20M%20University%20Student%20Priorities Texas A&M University Student Priorities: Part I]

[http://universityinnovation.org/%2FKanika%20Gakhar /Kanika_Gakhar]

[[Category:Student Priorities|t]]

Fellow:Jusung Lee

2016-10-22T22:57:06Z

Momore.adesanmi:

[[File:Jusunglee.jpeg|thumb|Jusunglee.jpeg]]

Hey there!

My name is Jusung Lee and I am a second year undergraduate student at Texas A&M University majoring in Computer Science and Statistics in order to study and explore data science. I am a big nerd for tech, data science, and software, but my passion also branches out to interdisciplinary undergraduate research, entrepreneurship, and public policy. Despite my love for science and technology, I am a firm believer that the world's most disruptive issues cannot be solved with just tech and science, or simply throwing money at it; we must tackle the issues with an open-minded and methodically adaptive approach, combining different disciplines in a coherent fashion to produce a viable solution.

Check out my profiles here:

[http://linkedin.com/in/jusunglee LinkedIn]

[http://jslee.me/ Personal Website]

[http://jslee.me/JusungLeeResume.pdf Resume]

School:Texas A & M University

2016-10-22T22:51:34Z

Momore.adesanmi:

[[File:TAMU LC emblem.png|thumb|center|350px]]

= Student Innovation and Entrepreneurship =

[[File:TAMU LC 3ds 1.jpg|thumb|TAMU LC 3ds 1.jpg]]

Texas A&M University proudly hosts an inclusive and enabling infrastructure for entrepreneurship and innovation efforts led by students through various on-campus programs: Startup Aggieland, Aggies in Business, and the Engineering Innovation Center are all manifestations of such an effort and allow students to exercise their business-savvy, creativity, and product development skills.

[http://cnve.tamu.edu/programs/ The Mays Business School Center for New Ventures and Entrepreneurship] provides undergraduate and graduate certificates for entrepreneurship. Unfortunately, the undergraduate certificate is limited to undergraduate students in Mays Business School. Only the graduate certificate is available to students across colleges. The Center for New Ventures and Entrepreneurship, however, does support student entrepreneurship as well as faculty and the local community with competitions and lecture series to inspire and educate across campus. Some of its popular programs include:

*[http://cnve.tamu.edu/programs/ideas-challenge/ Ideas Challenge] - idea competition where 40 finalist ideas are chosen, and the top 3 ideas receive a cash prize (1st - $3,000, 2nd - $2,000, 3rd - $1000)
*[http://cnve.tamu.edu/programs/3DS/ 3 Day Startup] - a weekend event where students collaborate to form businesses and demo a prototype to a panel of judges, including investors

[[File:TAMU LC 3ds 2.jpg|thumb|right]]

*[http://cnve.tamu.edu/programs/lunch-learn/ Lunch and Learn] - lunch speaker events
*[http://cnve.tamu.edu/programs/start-up-101/ Startup 101]- a weekly lesson spanning 3 or 4 weeks featuring presentations from business leaders, marketers, and IP attorneys and their advice on startup creation

[http://cnve.tamu.edu/programs/accelerator Startup Aggieland] is a brand new student incubator designed to provide students who have launch-ready concepts with the opportunity to receive co-working spaces, mentors, and a supportive community.  They lack laboratories, equipment, and funding. 

[[File:TAMU LC startupaggieland 1.jpg|thumb|right]][[File:TAMU LC startupaggieland 2.jpg|thumb|right]]

[http://www.txaib.org/images/txaib/pages/aib_consulting.html Aggies in Business (AiB)] is another brand new program that provides business consulting for local businesses, and enables students to be employed by the university to perform this consulting work.  The student employees are overseen by leadership.

Texas A&M also has several avenues, such as the Center for New Ventures and Entrepreneurship Newsletter, Texas A&M Regional Engineering Conference, and Engineering Development (hosted by Student Engineers' Council), to inform students of and market innovation and entrepreneurial activities and opportunities. 

[[File:Tamuhack.jpg|thumb]]

[https://engineering.tamu.edu/aggiesinvent Aggies Invent] is a monthly, 48 hour intensive design experience offered at the Engineering Innovation Center (EIC), a 20,000 square foot rapid prototyping lab. The format of the experience is to engage 60 or more students in multidiscipline/multi-level teams in hands on projects that will push their innovation, creativity, and communication skills. Each event will have a specific theme and will be designed in collaboration with industry and faculty. At the final presentations, Aggies Invent teams will compete for cash awards. 1st place - $1,000, 2nd place - $750, and 3rd place - $500 per team. The end goal is to provide students the opportunity to acquire skills essential to becoming successful innovation leaders and support them in founding startup companies.

[http://tamuhack.com/ TAMUHack] is the official [https://en.wikipedia.org/wiki/Hackathon hackathon] of the university, where 700 students across the world get together on our campus to build amazing products quickly and intelligently. TAMUHack brings relevant industrial partners such as Google, Facebook, Microsoft, and Rackspace to connect with our students and helps them to meet the needs of a world that is incessantly expanding. This event particularly allows the students to exercise their sense of entrepreneurship and innovation by rapidly developing solutions to modern problems in an efficient manner, and also helps our students to learn to work with a diverse set of team members. Additionally, this event exposes our students to the rapid construction/deployment framework, such as [https://en.wikipedia.org/wiki/Agile_software_development agile development], that is one of the hallmarks of modernly relevant powerhouses in tech such as Square, Uber, Facebook, AirBnB, and others.

[[File:14560175 886476334817112 3754447765034671670 o.jpg|thumb|University of Texas, Austin, and Texas A&M University students working together on project]]

= Faculty Innovation and Entrepreneurship =

The university offers great resources to enable faculty entrepreneurship. CNVE offers online resources ( for e.g. lectures and case-studies) to help faculty introduce innovation and entrepreneurship to students in both innovation- and entrepreneurship-focused and non- innovation and entrepreneurship-focused courses.

Faculty are allowed to participate in nearly all of the programs run by CNVE  which also enables them to be introduced to and educated in entrepreneurship, and there are numerous institutions that provide commercialization of research. For example, the Office of Texas A&M System Technology Commericialization assists faculty in taking their research outside the university in the form of inventions and startups. 

[http://vpr.tamu.edu/about The Division of Research] at A&M is a library of resources in the university and surrounding network.  They accept grant proposals and funnel research opportunities to the correct institutions (most of which are listed under Entrepreneurship and Funding Resources).

= University Technology Transfer Function =

Texas A&M offers a number of offices to encourage quick transfer of research to industry, aided also by some incubators in the surrounding Bryan / College Station area.

[https://engineering.tamu.edu/programs/gcsp The Grand Challenges Scholars Program] (GCSP) is a selective, three-year program that will attract, retain, and graduate future leaders who are equipped to solve engineering grand challenges facing our society today and in the future. The Grand Challenge Scholar (GCS) will achieve in-depth understanding of their technical areas in the context of research related to a Grand Challenge problem while also gaining interdisciplinary, entrepreneurial, global, and service learning expertise and experiences. Grand Challenge Scholars will be prepared to be global leaders, in all sectors: academe, government, and industry. The program assists proactive and dedicated students to hone their academic aptitude into producing solutions to modern engineering problems.

[http://otc.tamu.edu/ The Texas A&M Office of Technology Commercialization] identifies and supports the transition of academic research into a monetized product by linking researchers with entrepreneurs and investors.  Businesses are spin-outs of the A&M System research and licensed through A&M.

*~36 current startups listed
*Formation of over 700 license agreements
*Manage 900 patents, 1500 patent applications

[http://agriliferesearch.tamu.edu/corporaterelations/about-corporate-relations/ Texas A&M AgriLife Research] is a hub for agricultural entrepreneurs.  They have existing relationships with sponsors in order to quickly develop startups where researchers can remain scientists and hand over project management to a sponsor. 

*Network of
**250 country extension offices
**900 professional educators

 [http://tti.tamu.edu/group/tog/ Texas A&M Transport Institution] provides networking for innovators to research institutions regarding the transportation profession as a whole, including construction and safety. 

[http://researchvalley.org/who-we-are/ Research Valley] is a hub that provides support to early stage startups as well as networking to quickly bring startups and technology ventures to the industry. They are built on strong industry relationships that enables the quick move to industry. 

*Access to capital from
**Aggie Angel Network
**Research Valley Funds, LLC
**Texas  Emerging Technology Fund ($200 million in funding for commercialization)
**Cancer Prevention Research Institute of Texas
**See updated landscape analysis for more options on regional capital.

= University-Industry Collaboration =

The University has strong ties with big industry leaders to encourage a quick transition from research to industry.

[http://researchvalley.org/who-we-are/ Research Valley] is a hub that provides support to early stage startups as well as networking to quickly bring startups and technology ventures to the industry. They are built on strong industry relationships that enable the quick move to industry. 

*Relationships with
**Pfizer
**Novartis
**MDF Anderson
**Hewlett Packard
**Schlumberger
**ConocoPhillips

[http://cnve.tamu.edu/about/advisory-council/ The Mays Business School Center for New Ventures and Entrepreneurship] has an advisory council built from industry leaders, including leaders in finance, construction, banking, law, technology, and marketing. Additionally, they have strong relationships with local I&E institutions in the local community and the state of Texas. 

[http://engineering.tamu.edu/contact/easa The Dwight D. Look College of Engineering] within the university supports and fosters industry and nonprofit relationships within the realm of engineering.  In addition, the individual departments within the school have close ties with industry leaders and a campus presence from representatives of those businesses.

= Regional and Local Economic Development Efforts =

Texas A&M University has a relationship with a number of local institutions that are fostering local entrepreneurs and innovators.

[http://hackdfw.com HackDFW] is the sister organization to TAMUHack and sponsors the event by connecting our thinkers and builders with a myriad of diverse students, access to the DFW area's most competitive tech companies, and connecting the Texas regional hackathons together in order to increase participation and competitiveness.

[http://binaryspace.co/ Binary Space] is a professional workspace & community for entrepreneurs, creatives, and go-getters in the core of Downtown Bryan, Texas. Their vision as a diverse community of goofy, creative individuals, is to equip, collaborate, and motivate each other in a holistic environment.

[http://researchvalley.org/who-we-are/ Research Valley] is a hub that provides support to early stage startups as well as networking to quickly bring startups and technology ventures to the industry.   They are built on strong industry relationships that enables the quick move to industry.  CNVE has ties with Research Valley’s leadership. 

[http://www.bcschamber.org/ BCS Chamber] is the local chamber of commerce.  The BCS Chamber is unique in its very strong commitment and involvement in the local community.  CNVE is developing a stronger relationship with the chamber, the first steps being induction of several student startups (primarily from Startup Aggieland) as members. 

[http://cnve.tamu.edu/programs/ The May’s Business School Center for New Ventures and Entrepreneurship] provides programs for students and faculty, but also opens the doors of their lectures and programs to members of the local community (see [http://cnve.tamu.edu/programs/ebv/ Entrepreneurship Bootcamp for Veterans]). 

[http://www.aggie100.com/ The Aggie 100] recognizes and celebrates the top 100 fastest growing Aggie-owned or Aggie-led businesses in the world.  The annual gathering hosts nearly a thousand attendees, and aims to pass the successes and strategies of the top businesses to the next generation of Aggie entrepreneurs. 

[http://communities.tamu.edu/ Texas A&M AgriLife Research] provides a community development program to provide technical assistance, grants, and workshops to communities to strengthen the foundation for economic development.  

[http://tees.tamu.edu/about/rpc/ Texas A&M Engineering Experiment Station] provides networking to all Texans to find a research partner, including all the other research-capable universities in the state, and to pursue higher research opportunities. Grants provided for 3 school districts, 1 community center, and 4 hospitals. 

=== ===

= Landscape Canvas =

[https://drive.google. F][https://docs.google.com/spreadsheets/d/1qa6gNU7XoOp4aswj1ZLC_I8Rmc29A5yzMurlh2L4OEE/edit?usp=sharing all 2016 Canvas]

= Landscape Presentation =

[https://docs.google.com/presentation/d/1guZPj9TNkbHlm4i9gQLGil3IpHG-RQ6VR6lOVKxDW5M/embed?start=false&loop=false&delayms=3000&slide=id.gded0dd295_2_14 Fall 2016 Landscape Presentation] 

= =

= Related Links =

[[Texas A & M University Student Priorities]]

[[Texas A&M University Student Priorities: Part II|Texas A & M University Student Priorities Part II]]

[[Graham Leslie]]

[[Dean Tate]]

[[Gurlovleen Rathore|Gurlovleen_Rathore]]

[[Brendan Cooper]]

[[Jean-Claude Faa]]

[[Jeff Zhao]]

[http://universityinnovation.org/wiki/Carson_Muscat Carson Muscat]

[[/Kanika Gakhar|/Kanika_Gakhar]]

[http://universityinnovation.org/wiki/Momore_Adesanmi Momore Adesanmi]

[http://universityinnovation.org/wiki/Jusung_Lee /Jusung_Lee]

School:Texas A & M University

2016-10-22T22:50:34Z

Momore.adesanmi:

[[File:TAMU LC emblem.png|thumb|center|350px]]

= Student Innovation and Entrepreneurship =

[[File:TAMU LC 3ds 1.jpg|thumb|TAMU LC 3ds 1.jpg]]

Texas A&M University proudly hosts an inclusive and enabling infrastructure for entrepreneurship and innovation efforts led by students through various on-campus programs: Startup Aggieland, Aggies in Business, and the Engineering Innovation Center are all manifestations of such an effort and allow students to exercise their business-savvy, creativity, and product development skills.

[http://cnve.tamu.edu/programs/ The Mays Business School Center for New Ventures and Entrepreneurship] provides undergraduate and graduate certificates for entrepreneurship. Unfortunately, the undergraduate certificate is limited to undergraduate students in Mays Business School. Only the graduate certificate is available to students across colleges. The Center for New Ventures and Entrepreneurship, however, does support student entrepreneurship as well as faculty and the local community with competitions and lecture series to inspire and educate across campus. Some of its popular programs include:

*[http://cnve.tamu.edu/programs/ideas-challenge/ Ideas Challenge] - idea competition where 40 finalist ideas are chosen, and the top 3 ideas receive a cash prize (1st - $3,000, 2nd - $2,000, 3rd - $1000)
*[http://cnve.tamu.edu/programs/3DS/ 3 Day Startup] - a weekend event where students collaborate to form businesses and demo a prototype to a panel of judges, including investors

[[File:TAMU LC 3ds 2.jpg|thumb|right]]

*[http://cnve.tamu.edu/programs/lunch-learn/ Lunch and Learn] - lunch speaker events
*[http://cnve.tamu.edu/programs/start-up-101/ Startup 101]- a weekly lesson spanning 3 or 4 weeks featuring presentations from business leaders, marketers, and IP attorneys and their advice on startup creation

[http://cnve.tamu.edu/programs/accelerator Startup Aggieland] is a brand new student incubator designed to provide students who have launch-ready concepts with the opportunity to receive co-working spaces, mentors, and a supportive community.  They lack laboratories, equipment, and funding. 

[[File:TAMU LC startupaggieland 1.jpg|thumb|right]][[File:TAMU LC startupaggieland 2.jpg|thumb|right]]

[http://www.txaib.org/images/txaib/pages/aib_consulting.html Aggies in Business (AiB)] is another brand new program that provides business consulting for local businesses, and enables students to be employed by the university to perform this consulting work.  The student employees are overseen by leadership.

Texas A&M also has several avenues, such as the Center for New Ventures and Entrepreneurship Newsletter, Texas A&M Regional Engineering Conference, and Engineering Development (hosted by Student Engineers' Council), to inform students of and market innovation and entrepreneurial activities and opportunities. 

[[File:Tamuhack.jpg|thumb]]

[https://engineering.tamu.edu/aggiesinvent Aggies Invent] is a monthly, 48 hour intensive design experience offered at the Engineering Innovation Center (EIC), a 20,000 square foot rapid prototyping lab. The format of the experience is to engage 60 or more students in multidiscipline/multi-level teams in hands on projects that will push their innovation, creativity, and communication skills. Each event will have a specific theme and will be designed in collaboration with industry and faculty. At the final presentations, Aggies Invent teams will compete for cash awards. 1st place - $1,000, 2nd place - $750, and 3rd place - $500 per team. The end goal is to provide students the opportunity to acquire skills essential to becoming successful innovation leaders and support them in founding startup companies.

[http://tamuhack.com/ TAMUHack] is the official [https://en.wikipedia.org/wiki/Hackathon hackathon] of the university, where 700 students across the world get together on our campus to build amazing products quickly and intelligently. TAMUHack brings relevant industrial partners such as Google, Facebook, Microsoft, and Rackspace to connect with our students and helps them to meet the needs of a world that is incessantly expanding. This event particularly allows the students to exercise their sense of entrepreneurship and innovation by rapidly developing solutions to modern problems in an efficient manner, and also helps our students to learn to work with a diverse set of team members. Additionally, this event exposes our students to the rapid construction/deployment framework, such as [https://en.wikipedia.org/wiki/Agile_software_development agile development], that is one of the hallmarks of modernly relevant powerhouses in tech such as Square, Uber, Facebook, AirBnB, and others.

[[File:14560175 886476334817112 3754447765034671670 o.jpg|thumb|University of Texas, Austin, and Texas A&M University students working together on project]]

= Faculty Innovation and Entrepreneurship =

The university offers great resources to enable faculty entrepreneurship. CNVE offers online resources ( for e.g. lectures and case-studies) to help faculty introduce innovation and entrepreneurship to students in both innovation- and entrepreneurship-focused and non- innovation and entrepreneurship-focused courses.

Faculty are allowed to participate in nearly all of the programs run by CNVE  which also enables them to be introduced to and educated in entrepreneurship, and there are numerous institutions that provide commercialization of research. For example, the Office of Texas A&M System Technology Commericialization assists faculty in taking their research outside the university in the form of inventions and startups. 

[http://vpr.tamu.edu/about The Division of Research] at A&M is a library of resources in the university and surrounding network.  They accept grant proposals and funnel research opportunities to the correct institutions (most of which are listed under Entrepreneurship and Funding Resources).

= University Technology Transfer Function =

Texas A&M offers a number of offices to encourage quick transfer of research to industry, aided also by some incubators in the surrounding Bryan / College Station area.

[https://engineering.tamu.edu/programs/gcsp The Grand Challenges Scholars Program] (GCSP) is a selective, three-year program that will attract, retain, and graduate future leaders who are equipped to solve engineering grand challenges facing our society today and in the future. The Grand Challenge Scholar (GCS) will achieve in-depth understanding of their technical areas in the context of research related to a Grand Challenge problem while also gaining interdisciplinary, entrepreneurial, global, and service learning expertise and experiences. Grand Challenge Scholars will be prepared to be global leaders, in all sectors: academe, government, and industry. The program assists proactive and dedicated students to hone their academic aptitude into producing solutions to modern engineering problems.

[http://otc.tamu.edu/ The Texas A&M Office of Technology Commercialization] identifies and supports the transition of academic research into a monetized product by linking researchers with entrepreneurs and investors.  Businesses are spin-outs of the A&M System research and licensed through A&M.

*~36 current startups listed
*Formation of over 700 license agreements
*Manage 900 patents, 1500 patent applications

[http://agriliferesearch.tamu.edu/corporaterelations/about-corporate-relations/ Texas A&M AgriLife Research] is a hub for agricultural entrepreneurs.  They have existing relationships with sponsors in order to quickly develop startups where researchers can remain scientists and hand over project management to a sponsor. 

*Network of
**250 country extension offices
**900 professional educators

 [http://tti.tamu.edu/group/tog/ Texas A&M Transport Institution] provides networking for innovators to research institutions regarding the transportation profession as a whole, including construction and safety. 

[http://researchvalley.org/who-we-are/ Research Valley] is a hub that provides support to early stage startups as well as networking to quickly bring startups and technology ventures to the industry. They are built on strong industry relationships that enables the quick move to industry. 

*Access to capital from
**Aggie Angel Network
**Research Valley Funds, LLC
**Texas  Emerging Technology Fund ($200 million in funding for commercialization)
**Cancer Prevention Research Institute of Texas
**See updated landscape analysis for more options on regional capital.

= University-Industry Collaboration =

The University has strong ties with big industry leaders to encourage a quick transition from research to industry.

[http://researchvalley.org/who-we-are/ Research Valley] is a hub that provides support to early stage startups as well as networking to quickly bring startups and technology ventures to the industry. They are built on strong industry relationships that enable the quick move to industry. 

*Relationships with
**Pfizer
**Novartis
**MDF Anderson
**Hewlett Packard
**Schlumberger
**ConocoPhillips

[http://cnve.tamu.edu/about/advisory-council/ The Mays Business School Center for New Ventures and Entrepreneurship] has an advisory council built from industry leaders, including leaders in finance, construction, banking, law, technology, and marketing. Additionally, they have strong relationships with local I&E institutions in the local community and the state of Texas. 

[http://engineering.tamu.edu/contact/easa The Dwight D. Look College of Engineering] within the university supports and fosters industry and nonprofit relationships within the realm of engineering.  In addition, the individual departments within the school have close ties with industry leaders and a campus presence from representatives of those businesses.

= Regional and Local Economic Development Efforts =

Texas A&M University has a relationship with a number of local institutions that are fostering local entrepreneurs and innovators.

[http://hackdfw.com HackDFW] is the sister organization to TAMUHack and sponsors the event by connecting our thinkers and builders with a myriad of diverse students, access to the DFW area's most competitive tech companies, and connecting the Texas regional hackathons together in order to increase participation and competitiveness.

[http://binaryspace.co/ Binary Space] is a professional workspace & community for entrepreneurs, creatives, and go-getters in the core of Downtown Bryan, Texas. Their vision as a diverse community of goofy, creative individuals, is to equip, collaborate, and motivate each other in a holistic environment.

[http://researchvalley.org/who-we-are/ Research Valley] is a hub that provides support to early stage startups as well as networking to quickly bring startups and technology ventures to the industry.   They are built on strong industry relationships that enables the quick move to industry.  CNVE has ties with Research Valley’s leadership. 

[http://www.bcschamber.org/ BCS Chamber] is the local chamber of commerce.  The BCS Chamber is unique in its very strong commitment and involvement in the local community.  CNVE is developing a stronger relationship with the chamber, the first steps being induction of several student startups (primarily from Startup Aggieland) as members. 

[http://cnve.tamu.edu/programs/ The May’s Business School Center for New Ventures and Entrepreneurship] provides programs for students and faculty, but also opens the doors of their lectures and programs to members of the local community (see [http://cnve.tamu.edu/programs/ebv/ Entrepreneurship Bootcamp for Veterans]). 

[http://www.aggie100.com/ The Aggie 100] recognizes and celebrates the top 100 fastest growing Aggie-owned or Aggie-led businesses in the world.  The annual gathering hosts nearly a thousand attendees, and aims to pass the successes and strategies of the top businesses to the next generation of Aggie entrepreneurs. 

[http://communities.tamu.edu/ Texas A&M AgriLife Research] provides a community development program to provide technical assistance, grants, and workshops to communities to strengthen the foundation for economic development.  

[http://tees.tamu.edu/about/rpc/ Texas A&M Engineering Experiment Station] provides networking to all Texans to find a research partner, including all the other research-capable universities in the state, and to pursue higher research opportunities. Grants provided for 3 school districts, 1 community center, and 4 hospitals. 

=== ===

= Landscape Canvas =

[https://drive.google. F][https://docs.google.com/spreadsheets/d/1qa6gNU7XoOp4aswj1ZLC_I8Rmc29A5yzMurlh2L4OEE/edit?usp=sharing all 2016 Canvas]

= Landscape Presentation =

[https://docs.google.com/presentation/d/1guZPj9TNkbHlm4i9gQLGil3IpHG-RQ6VR6lOVKxDW5M/embed?start=false&loop=false&delayms=3000&slide=id.gded0dd295_2_14 Fall 2016 Landscape Presentation] 

= =

= Related Links =

[[Texas A & M University Student Priorities]]

[[Texas A&M University Student Priorities: Part II|Texas A & M University Student Priorities Part II]]

[[Graham Leslie]]

[[Dean Tate]]

[[Gurlovleen Rathore|Gurlovleen_Rathore]]

[[Brendan Cooper]]

[[Jean-Claude Faa]]

[[Jeff Zhao]]

[http://universityinnovation.org/wiki/Carson_Muscat Carson Muscat]

[[/Kanika Gakhar|/Kanika_Gakhar]]

[http://universityinnovation.org/wiki/Momore_Adesanmi Momore Adesanmi]

[http://universityinnovation.org/wiki/Jusung_Lee /Jusung_Lee]

School:Texas A & M University

2016-10-22T22:50:19Z

Momore.adesanmi:

[[File:TAMU LC emblem.png|thumb|center|350px]]

= Student Innovation and Entrepreneurship =

[[File:TAMU LC 3ds 1.jpg|thumb|TAMU LC 3ds 1.jpg]]

Texas A&M University proudly hosts an inclusive and enabling infrastructure for entrepreneurship and innovation efforts led by students through various on-campus programs: Startup Aggieland, Aggies in Business, and the Engineering Innovation Center are all manifestations of such an effort and allow students to exercise their business-savvy, creativity, and product development skills.

[http://cnve.tamu.edu/programs/ The Mays Business School Center for New Ventures and Entrepreneurship] provides undergraduate and graduate certificates for entrepreneurship. Unfortunately, the undergraduate certificate is limited to undergraduate students in Mays Business School. Only the graduate certificate is available to students across colleges. The Center for New Ventures and Entrepreneurship, however, does support student entrepreneurship as well as faculty and the local community with competitions and lecture series to inspire and educate across campus. Some of its popular programs include:

*[http://cnve.tamu.edu/programs/ideas-challenge/ Ideas Challenge] - idea competition where 40 finalist ideas are chosen, and the top 3 ideas receive a cash prize (1st - $3,000, 2nd - $2,000, 3rd - $1000)
*[http://cnve.tamu.edu/programs/3DS/ 3 Day Startup] - a weekend event where students collaborate to form businesses and demo a prototype to a panel of judges, including investors

[[File:TAMU LC 3ds 2.jpg|thumb|right]]

*[http://cnve.tamu.edu/programs/lunch-learn/ Lunch and Learn] - lunch speaker events
*[http://cnve.tamu.edu/programs/start-up-101/ Startup 101]- a weekly lesson spanning 3 or 4 weeks featuring presentations from business leaders, marketers, and IP attorneys and their advice on startup creation

[http://cnve.tamu.edu/programs/accelerator Startup Aggieland] is a brand new student incubator designed to provide students who have launch-ready concepts with the opportunity to receive co-working spaces, mentors, and a supportive community.  They lack laboratories, equipment, and funding. 

[[File:TAMU LC startupaggieland 1.jpg|thumb|right]][[File:TAMU LC startupaggieland 2.jpg|thumb|right]]

[http://www.txaib.org/images/txaib/pages/aib_consulting.html Aggies in Business (AiB)] is another brand new program that provides business consulting for local businesses, and enables students to be employed by the university to perform this consulting work.  The student employees are overseen by leadership.

Texas A&M also has several avenues, such as the Center for New Ventures and Entrepreneurship Newsletter, Texas A&M Regional Engineering Conference, and Engineering Development (hosted by Student Engineers' Council), to inform students of and market innovation and entrepreneurial activities and opportunities. 

[[File:Tamuhack.jpg|thumb]]

[https://engineering.tamu.edu/aggiesinvent Aggies Invent] is a monthly, 48 hour intensive design experience offered at the Engineering Innovation Center (EIC), a 20,000 square foot rapid prototyping lab. The format of the experience is to engage 60 or more students in multidiscipline/multi-level teams in hands on projects that will push their innovation, creativity, and communication skills. Each event will have a specific theme and will be designed in collaboration with industry and faculty. At the final presentations, Aggies Invent teams will compete for cash awards. 1st place - $1,000, 2nd place - $750, and 3rd place - $500 per team. The end goal is to provide students the opportunity to acquire skills essential to becoming successful innovation leaders and support them in founding startup companies.

[http://tamuhack.com/ TAMUHack] is the official [https://en.wikipedia.org/wiki/Hackathon hackathon] of the university, where 700 students across the world get together on our campus to build amazing products quickly and intelligently. TAMUHack brings relevant industrial partners such as Google, Facebook, Microsoft, and Rackspace to connect with our students and helps them to meet the needs of a world that is incessantly expanding. This event particularly allows the students to exercise their sense of entrepreneurship and innovation by rapidly developing solutions to modern problems in an efficient manner, and also helps our students to learn to work with a diverse set of team members. Additionally, this event exposes our students to the rapid construction/deployment framework, such as [https://en.wikipedia.org/wiki/Agile_software_development agile development], that is one of the hallmarks of modernly relevant powerhouses in tech such as Square, Uber, Facebook, AirBnB, and others.

[[File:14560175 886476334817112 3754447765034671670 o.jpg|thumb|University of Texas, Austin, and Texas A&M University students working together on project]]

= Faculty Innovation and Entrepreneurship =

The university offers great resources to enable faculty entrepreneurship. CNVE offers online resources ( for e.g. lectures and case-studies) to help faculty introduce innovation and entrepreneurship to students in both innovation- and entrepreneurship-focused and non- innovation and entrepreneurship-focused courses.

Faculty are allowed to participate in nearly all of the programs run by CNVE  which also enables them to be introduced to and educated in entrepreneurship, and there are numerous institutions that provide commercialization of research. For example, the Office of Texas A&M System Technology Commericialization assists faculty in taking their research outside the university in the form of inventions and startups. 

[http://vpr.tamu.edu/about The Division of Research] at A&M is a library of resources in the university and surrounding network.  They accept grant proposals and funnel research opportunities to the correct institutions (most of which are listed under Entrepreneurship and Funding Resources).

= University Technology Transfer Function =

Texas A&M offers a number of offices to encourage quick transfer of research to industry, aided also by some incubators in the surrounding Bryan / College Station area.

[https://engineering.tamu.edu/programs/gcsp The Grand Challenges Scholars Program] (GCSP) is a selective, three-year program that will attract, retain, and graduate future leaders who are equipped to solve engineering grand challenges facing our society today and in the future. The Grand Challenge Scholar (GCS) will achieve in-depth understanding of their technical areas in the context of research related to a Grand Challenge problem while also gaining interdisciplinary, entrepreneurial, global, and service learning expertise and experiences. Grand Challenge Scholars will be prepared to be global leaders, in all sectors: academe, government, and industry. The program assists proactive and dedicated students to hone their academic aptitude into producing solutions to modern engineering problems.

[http://otc.tamu.edu/ The Texas A&M Office of Technology Commercialization] identifies and supports the transition of academic research into a monetized product by linking researchers with entrepreneurs and investors.  Businesses are spin-outs of the A&M System research and licensed through A&M.

*~36 current startups listed
*Formation of over 700 license agreements
*Manage 900 patents, 1500 patent applications

[http://agriliferesearch.tamu.edu/corporaterelations/about-corporate-relations/ Texas A&M AgriLife Research] is a hub for agricultural entrepreneurs.  They have existing relationships with sponsors in order to quickly develop startups where researchers can remain scientists and hand over project management to a sponsor. 

*Network of
**250 country extension offices
**900 professional educators

 [http://tti.tamu.edu/group/tog/ Texas A&M Transport Institution] provides networking for innovators to research institutions regarding the transportation profession as a whole, including construction and safety. 

[http://researchvalley.org/who-we-are/ Research Valley] is a hub that provides support to early stage startups as well as networking to quickly bring startups and technology ventures to the industry. They are built on strong industry relationships that enables the quick move to industry. 

*Access to capital from
**Aggie Angel Network
**Research Valley Funds, LLC
**Texas  Emerging Technology Fund ($200 million in funding for commercialization)
**Cancer Prevention Research Institute of Texas
**See updated landscape analysis for more options on regional capital.

= University-Industry Collaboration =

The University has strong ties with big industry leaders to encourage a quick transition from research to industry.

[http://researchvalley.org/who-we-are/ Research Valley] is a hub that provides support to early stage startups as well as networking to quickly bring startups and technology ventures to the industry. They are built on strong industry relationships that enable the quick move to industry. 

*Relationships with
**Pfizer
**Novartis
**MDF Anderson
**Hewlett Packard
**Schlumberger
**ConocoPhillips

[http://cnve.tamu.edu/about/advisory-council/ The Mays Business School Center for New Ventures and Entrepreneurship] has an advisory council built from industry leaders, including leaders in finance, construction, banking, law, technology, and marketing. Additionally, they have strong relationships with local I&E institutions in the local community and the state of Texas. 

[http://engineering.tamu.edu/contact/easa The Dwight D. Look College of Engineering] within the university supports and fosters industry and nonprofit relationships within the realm of engineering.  In addition, the individual departments within the school have close ties with industry leaders and a campus presence from representatives of those businesses.

= Regional and Local Economic Development Efforts =

Texas A&M University has a relationship with a number of local institutions that are fostering local entrepreneurs and innovators.

[http://hackdfw.com HackDFW] is the sister organization to TAMUHack and sponsors the event by connecting our thinkers and builders with a myriad of diverse students, access to the DFW area's most competitive tech companies, and connecting the Texas regional hackathons together in order to increase participation and competitiveness.

[http://binaryspace.co/ Binary Space] is a professional workspace & community for entrepreneurs, creatives, and go-getters in the core of Downtown Bryan, Texas. Their vision as a diverse community of goofy, creative individuals, is to equip, collaborate, and motivate each other in a holistic environment.

[http://researchvalley.org/who-we-are/ Research Valley] is a hub that provides support to early stage startups as well as networking to quickly bring startups and technology ventures to the industry.   They are built on strong industry relationships that enables the quick move to industry.  CNVE has ties with Research Valley’s leadership. 

[http://www.bcschamber.org/ BCS Chamber] is the local chamber of commerce.  The BCS Chamber is unique in its very strong commitment and involvement in the local community.  CNVE is developing a stronger relationship with the chamber, the first steps being induction of several student startups (primarily from Startup Aggieland) as members. 

[http://cnve.tamu.edu/programs/ The May’s Business School Center for New Ventures and Entrepreneurship] provides programs for students and faculty, but also opens the doors of their lectures and programs to members of the local community (see [http://cnve.tamu.edu/programs/ebv/ Entrepreneurship Bootcamp for Veterans]). 

[http://www.aggie100.com/ The Aggie 100] recognizes and celebrates the top 100 fastest growing Aggie-owned or Aggie-led businesses in the world.  The annual gathering hosts nearly a thousand attendees, and aims to pass the successes and strategies of the top businesses to the next generation of Aggie entrepreneurs. 

[http://communities.tamu.edu/ Texas A&M AgriLife Research] provides a community development program to provide technical assistance, grants, and workshops to communities to strengthen the foundation for economic development.  

[http://tees.tamu.edu/about/rpc/ Texas A&M Engineering Experiment Station] provides networking to all Texans to find a research partner, including all the other research-capable universities in the state, and to pursue higher research opportunities. Grants provided for 3 school districts, 1 community center, and 4 hospitals. 

=== ===

= Landscape Canvas =

[https://drive.google. F][https://docs.google.com/spreadsheets/d/1qa6gNU7XoOp4aswj1ZLC_I8Rmc29A5yzMurlh2L4OEE/edit?usp=sharing all 2016 Canvas]

= Landscape Presentation =

[https://docs.google.com/presentation/d/1guZPj9TNkbHlm4i9gQLGil3IpHG-RQ6VR6lOVKxDW5M/embed?start=false&loop=false&delayms=3000&slide=id.gded0dd295_2_14 Fall 2016 Landscape Presentation] 

= =

= Related Links =

[[Texas A & M University Student Priorities]]

[[Texas A&M University Student Priorities: Part II|Texas A & M University Student Priorities Part II]]

[[Graham Leslie]]

[[Dean Tate]]

[[Gurlovleen Rathore|Gurlovleen_Rathore]]

[[Brendan Cooper]]

[[Jean-Claude Faa]]

[[Jeff Zhao]]

[http://universityinnovation.org/wiki/Carson_Muscat Carson Muscat]

[[/Kanika Gakhar|/Kanika_Gakhar]]

[http://universityinnovation.org/wiki/Momore_Adesanmi Momore Adesanmi]

[http://universityinnovation.org/wiki/Jusung_Lee /Jusung_Lee]

Priorities:Texas A&M University Student Priorities: Part III

2016-10-22T22:45:27Z

Momore.adesanmi:

'''Overview'''

It is imperative that Texas A&M University encourages, facilitates, and commences reach-outs for student-led innovation and entrepreneurship in order to maintain their ability to provide innovative solutions to today’s challenging problems. An analysis of the Texas A&M University innovation and entrepreneurship landscape reveals that the university is already home to many innovation and entrepreneurship-focused resources that can contribute to developing the innovative and entrepreneurial capabilities of students; however, most of the resources are manifested in programs that are scattered across different departments, and generally are not especially transparent to the students. Therefore, it is essential that Texas A&M brings innovative and entrepreneurial thinking, as well as existing resources, to the front-lines, to develop its set of innovative and entrepreneurial leaders; by reaching out to students proactively and connecting them with the university's vast resources, our students will graduate as prepared agents of change and solution.

This page lists directed strategies to this issue and enumerates possible implementations of solutions for each strategy.

 {{#Widget:Youtube|id=bB1LnOzBH1w}}

'''Strategy #1''': Gauge and increase the perceived value of innovation and entrepreneurship at Texas A&M

'''''Tactic 1:''''' Conduct research to gauge the perceived value of innovation and entrepreneurship at Texas A&M
<ul style="margin-left: 40px;">
<li>(4/14) Meet with major stakeholders to understand why innovation and entrepreneurship has not become a movement on campus yet.</li>
<li>(5/14) Design a survey to gauge student understanding of innovation and entrepreneurship, as well as awareness of and need for innovation and entrepreneurship resources.</li>
<li>(6/14) Collect survey data and create a report outlining perceived value of innovation and entrepreneurship</li>
</ul>

'''''Tactic 2:''''' Increase perceived value of innovation and entrepreneurship at Texas A&M
<ul style="margin-left: 40px;">
<li>(5/14) Create a marketing strategy (based on survey results) to increase perceived value and visibility of innovation and entrepreneurship resources on campus</li>
<li>(6/14) Implement marketing strategy to engage a large audience for existing lectures and competitions</li>
</ul>

'''Strategy #2''': Increase student access to potential resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1''''': Negotiate student access to existing innovation and entrepreneurship certificates
<ul style="margin-left: 40px;">
<li>(5/14) Meet with major stakeholders to discuss possibility of opening up existing certificate program to more than undergraduate business majors.</li>
<li>Next milestone will depend on the outcome of described discussion.</li>
</ul>

'''''Tactic 2:''''' Aggressively market the innovation and entrepreneurship message to students through the creation of a leadership team
<ul style="margin-left: 40px;">
<li>(5/14) Develop an application and competencies needed in the student leadership team.</li>
<li>(6/14) Recruit students (and faculty co-leaders) to market the message of innovation & entrepreneurship to students.</li>
<li>(7/14) Train recruited students on their role and responsibilities (at least a one-semester commitment).</li>
<li>(7/14) Invite guest lecturer (Spaces of Invention workshop) to “train” recruited students about creating spaces (pop-up studios) for students.</li>
<li>(8/14) Trained students go out to market the message and train other students to do the same!</li>
</ul>

'''Strategy #3''': Develop student access to applied resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1''''': Create an experiential program around ideas of innovation and entrepreneurship by bringing all existing resources together, with assistance from recruited student leaders
<ul style="margin-left: 40px;">
<li>(7/14) Meet with student leaders to begin designing a program using existing resources.</li>
<li>(8/14) Coordinate resources to set-up the program.</li>
<li>....</li>
</ul>

Strategy #4: Fill gaps in realized resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1:''''' Build a maker space for students or determine how existing maker spaces can be influenced to incorporate student feedback on the space

'''''Tactic 2:''''' Work with the Technology Transfer Office to develop student-friendly policies around inventions developed by students

'''''Tactic 3:''''' Work with the Technology Transfer  & Grant & Proposal Development Offices to develop workshops geared towards helping students take their technology to market

'''Strategy #5:''' Further reframe resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1: '''''Sift through the Texas A&M Alumni Network to find alumni who are innovators and entrepreneurs, to create a network of alumni who can become a resource at all stages of the innovation and entrepreneurship movement

'''Strategy #6: '''Renew the entire university curriculum to integrate innovation and entrepreneurial resources and skills for all students at Texas A&M

These six strategies (and more) may be used to bring innovative and entrepreneurial thinking and resources to students, so Texas A&M students can develop their capacities to be innovative and entreprenurial in solving today's problems and leading tomorrow's challenges! 

'''Related Pages'''

[http://universityinnovation.org/Gurlovleen%20Rathore 2014 UIF Candidate, Gurlovleen Rathore]

[http://universityinnovation.org/Texas%20A%20%26%20M%20University Texas A&M University] 

[http://universityinnovation.org/Texas%20A%20%26%20M%20University%20Student%20Priorities Texas A&M University Student Priorities: Part I]

[http://universityinnovation.org/%2FKanika%20Gakhar /Kanika_Gakhar]

[[Category:Student Priorities|t]]

School:Texas A & M University

2016-10-22T22:34:57Z

Momore.adesanmi:

[[File:TAMU LC emblem.png|thumb|center|350px]]

= Student Innovation and Entrepreneurship =

[[File:TAMU LC 3ds 1.jpg|thumb|TAMU LC 3ds 1.jpg]]

Texas A&M University proudly hosts an inclusive and enabling infrastructure for entrepreneurship and innovation efforts led by students through various on-campus programs: Startup Aggieland, Aggies in Business, and the Engineering Innovation Center are all manifestations of such an effort and allow students to exercise their business-savvy, creativity, and product development skills.

[http://cnve.tamu.edu/programs/ The Mays Business School Center for New Ventures and Entrepreneurship] provides undergraduate and graduate certificates for entrepreneurship. Unfortunately, the undergraduate certificate is limited to undergraduate students in Mays Business School. Only the graduate certificate is available to students across colleges. The Center for New Ventures and Entrepreneurship, however, does support student entrepreneurship as well as faculty and the local community with competitions and lecture series to inspire and educate across campus. Some of its popular programs include:

*[http://cnve.tamu.edu/programs/ideas-challenge/ Ideas Challenge] - idea competition where 40 finalist ideas are chosen, and the top 3 ideas receive a cash prize (1st - $3,000, 2nd - $2,000, 3rd - $1000)
*[http://cnve.tamu.edu/programs/3DS/ 3 Day Startup] - a weekend event where students collaborate to form businesses and demo a prototype to a panel of judges, including investors

[[File:TAMU LC 3ds 2.jpg|thumb|right]]

*[http://cnve.tamu.edu/programs/lunch-learn/ Lunch and Learn] - lunch speaker events
*[http://cnve.tamu.edu/programs/start-up-101/ Startup 101]- a weekly lesson spanning 3 or 4 weeks featuring presentations from business leaders, marketers, and IP attorneys and their advice on startup creation

[http://cnve.tamu.edu/programs/accelerator Startup Aggieland] is a brand new student incubator designed to provide students who have launch-ready concepts with the opportunity to receive co-working spaces, mentors, and a supportive community.  They lack laboratories, equipment, and funding. 

[[File:TAMU LC startupaggieland 1.jpg|thumb|right]][[File:TAMU LC startupaggieland 2.jpg|thumb|right]]

[http://www.txaib.org/images/txaib/pages/aib_consulting.html Aggies in Business (AiB)] is another brand new program that provides business consulting for local businesses, and enables students to be employed by the university to perform this consulting work.  The student employees are overseen by leadership.

Texas A&M also has several avenues, such as the Center for New Ventures and Entrepreneurship Newsletter, Texas A&M Regional Engineering Conference, and Engineering Development (hosted by Student Engineers' Council), to inform students of and market innovation and entrepreneurial activities and opportunities. 

[[File:Tamuhack.jpg|thumb]]

[https://engineering.tamu.edu/aggiesinvent Aggies Invent] is a monthly, 48 hour intensive design experience offered at the Engineering Innovation Center (EIC), a 20,000 square foot rapid prototyping lab. The format of the experience is to engage 60 or more students in multidiscipline/multi-level teams in hands on projects that will push their innovation, creativity, and communication skills. Each event will have a specific theme and will be designed in collaboration with industry and faculty. At the final presentations, Aggies Invent teams will compete for cash awards. 1st place - $1,000, 2nd place - $750, and 3rd place - $500 per team. The end goal is to provide students the opportunity to acquire skills essential to becoming successful innovation leaders and support them in founding startup companies.

[http://tamuhack.com/ TAMUHack] is the official [https://en.wikipedia.org/wiki/Hackathon hackathon] of the university, where 700 students across the world get together on our campus to build amazing products quickly and intelligently. TAMUHack brings relevant industrial partners such as Google, Facebook, Microsoft, and Rackspace to connect with our students and helps them to meet the needs of a world that is incessantly expanding. This event particularly allows the students to exercise their sense of entrepreneurship and innovation by rapidly developing solutions to modern problems in an efficient manner, and also helps our students to learn to work with a diverse set of team members. Additionally, this event exposes our students to the rapid construction/deployment framework, such as [https://en.wikipedia.org/wiki/Agile_software_development agile development], that is one of the hallmarks of modernly relevant powerhouses in tech such as Square, Uber, Facebook, AirBnB, and others.

[[File:14560175 886476334817112 3754447765034671670 o.jpg|thumb|University of Texas, Austin, and Texas A&M University students working together on project]]

= Faculty Innovation and Entrepreneurship =

The university offers great resources to enable faculty entrepreneurship. CNVE offers online resources ( for e.g. lectures and case-studies) to help faculty introduce innovation and entrepreneurship to students in both innovation- and entrepreneurship-focused and non- innovation and entrepreneurship-focused courses.

Faculty are allowed to participate in nearly all of the programs run by CNVE  which also enables them to be introduced to and educated in entrepreneurship, and there are numerous institutions that provide commercialization of research. For example, the Office of Texas A&M System Technology Commericialization assists faculty in taking their research outside the university in the form of inventions and startups. 

[http://vpr.tamu.edu/about The Division of Research] at A&M is a library of resources in the university and surrounding network.  They accept grant proposals and funnel research opportunities to the correct institutions (most of which are listed under Entrepreneurship and Funding Resources).

= University Technology Transfer Function =

Texas A&M offers a number of offices to encourage quick transfer of research to industry, aided also by some incubators in the surrounding Bryan / College Station area.

[https://engineering.tamu.edu/programs/gcsp The Grand Challenges Scholars Program] (GCSP) is a selective, three-year program that will attract, retain, and graduate future leaders who are equipped to solve engineering grand challenges facing our society today and in the future. The Grand Challenge Scholar (GCS) will achieve in-depth understanding of their technical areas in the context of research related to a Grand Challenge problem while also gaining interdisciplinary, entrepreneurial, global, and service learning expertise and experiences. Grand Challenge Scholars will be prepared to be global leaders, in all sectors: academe, government, and industry. The program assists proactive and dedicated students to hone their academic aptitude into producing solutions to modern engineering problems.

[http://otc.tamu.edu/ The Texas A&M Office of Technology Commercialization] identifies and supports the transition of academic research into a monetized product by linking researchers with entrepreneurs and investors.  Businesses are spin-outs of the A&M System research and licensed through A&M.

*~36 current startups listed
*Formation of over 700 license agreements
*Manage 900 patents, 1500 patent applications

[http://agriliferesearch.tamu.edu/corporaterelations/about-corporate-relations/ Texas A&M AgriLife Research] is a hub for agricultural entrepreneurs.  They have existing relationships with sponsors in order to quickly develop startups where researchers can remain scientists and hand over project management to a sponsor. 

*Network of
**250 country extension offices
**900 professional educators

 [http://tti.tamu.edu/group/tog/ Texas A&M Transport Institution] provides networking for innovators to research institutions regarding the transportation profession as a whole, including construction and safety. 

[http://researchvalley.org/who-we-are/ Research Valley] is a hub that provides support to early stage startups as well as networking to quickly bring startups and technology ventures to the industry. They are built on strong industry relationships that enables the quick move to industry. 

*Access to capital from
**Aggie Angel Network
**Research Valley Funds, LLC
**Texas  Emerging Technology Fund ($200 million in funding for commercialization)
**Cancer Prevention Research Institute of Texas
**See updated landscape analysis for more options on regional capital.

= University-Industry Collaboration =

The University has strong ties with big industry leaders to encourage a quick transition from research to industry.

Research Valley is a hub that provides support to early stage startups as well as networking to quickly bring startups and technology ventures to the industry. They are built on strong industry relationships that enables the quick move to industry.  [[http://researchvalley.org/who-we-are/ http://researchvalley.org/who-we-are/]]

*Relationships with
**Pfizer
**Novartis
**MDF Anderson
**Hewlett Packard
**Schlumberger
**ConocoPhillips

The Mays Business School Center for New Ventures and Entrepreneurship has an advisory council built from industry leaders, including leaders in finance, construction, banking, law, technology, and marketing. Additionally, they have strong relationships with local I&E institutions in the local community and state of Texas. [[http://cnve.tamu.edu/about/advisory-council/ http://cnve.tamu.edu/about/advisory-council/]]

The Dwight D. Look College of Engineering within the university supports and fosters industry and nonprofit relationships within the realm of engineering.  In addition, the individual departments within the school have close ties with industry leaders and a campus presence from representatives of those businesses.  [[http://engineering.tamu.edu/contact/easa http://engineering.tamu.edu/contact/easa]]

= Regional and Local Economic Development Efforts =

Texas A&M University has a relationship with a number of local institutions that are fostering local entrepreneurs and innovators.

[http://hackdfw.com HackDFW] is the sister organization to TAMUHack and sponsors the event by connecting our thinkers and builders with a myriad of diverse students, access to the DFW area's most competitive tech companies, and connecting the Texas regional hackathons together in order to increase participation and competitiveness.

[http://binaryspace.co/ Binary Space] is a professional workspace & community for entrepreneurs, creatives, and go-getters in the core of Downtown Bryan, Texas. Their vision as a diverse community of goofy, creative individuals, is to equip, collaborate, and motivate each other in a holistic environment.

[http://researchvalley.org/who-we-are/ Research Valley] is a hub that provides support to early stage startups as well as networking to quickly bring startups and technology ventures to the industry.   They are built on strong industry relationships that enables the quick move to industry.  CNVE has ties with Research Valley’s leadership. 

[http://www.bcschamber.org/ BCS Chamber] is the local chamber of commerce.  The BCS Chamber is unique in its very strong commitment and involvement in the local community.  CNVE is developing a stronger relationship with the chamber, the first steps being induction of several student startups (primarily from Startup Aggieland) as members. 

[http://cnve.tamu.edu/programs/ The May’s Business School Center for New Ventures and Entrepreneurship] provides programs for students and faculty, but also opens the doors of their lectures and programs to members of the local community (see [http://cnve.tamu.edu/programs/ebv/ Entrepreneurship Bootcamp for Veterans]). 

[http://www.aggie100.com/ The Aggie 100] recognizes and celebrates the top 100 fastest growing Aggie-owned or Aggie-led businesses in the world.  The annual gathering hosts nearly a thousand attendees, and aims to pass the successes and strategies of the top businesses to the next generation of Aggie entrepreneurs. 

[http://communities.tamu.edu/ Texas A&M AgriLife Research] provides a community development program to provide technical assistance, grants, and workshops to communities to strengthen the foundation for economic development.  

[http://tees.tamu.edu/about/rpc/ Texas A&M Engineering Experiment Station] provides networking to all Texans to find a research partner, including all the other research-capable universities in the state, and to pursue higher research opportunities. Grants provided for 3 school districts, 1 community center, and 4 hospitals. 

=== ===

= Landscape Canvas =

[https://drive.google. F][https://docs.google.com/spreadsheets/d/1qa6gNU7XoOp4aswj1ZLC_I8Rmc29A5yzMurlh2L4OEE/edit?usp=sharing all 2016 Canvas]

= Landscape Presentation =

[https://docs.google.com/presentation/d/1guZPj9TNkbHlm4i9gQLGil3IpHG-RQ6VR6lOVKxDW5M/embed?start=false&loop=false&delayms=3000&slide=id.gded0dd295_2_14 Fall 2016 Landscape Presentation] 

= =

= Related Links =

[[Texas A & M University Student Priorities]]

[[Texas A&M University Student Priorities: Part II|Texas A & M University Student Priorities Part II]]

[[Graham Leslie]]

[[Dean Tate]]

[[Gurlovleen Rathore|Gurlovleen_Rathore]]

[[Brendan Cooper]]

[[Jean-Claude Faa]]

[[Jeff Zhao]]

[http://universityinnovation.org/wiki/Carson_Muscat Carson Muscat]

[[/Kanika Gakhar|/Kanika_Gakhar]]

[http://universityinnovation.org/wiki/Momore_Adesanmi Momore Adesanmi]

[http://universityinnovation.org/wiki/Jusung_Lee /Jusung_Lee]

Priorities:Texas A&M University Student Priorities: Part III

2016-10-22T22:32:51Z

Momore.adesanmi: Created page with "'''Overview''' Texas A&M students ought to stay at the forefront of innovation and entrepreneurship, to maintain their ability t..."

'''Overview'''

Texas A&M students ought to stay at the forefront of innovation and entrepreneurship, to maintain their ability to provide innovative solutions to today’s challenging problems. An analysis of the Texas A&M innovation and entrepreneurship landscape indicates that Texas A&M is already home to many innovation and entrepreneurship-focused resources can contribute to developing the innovative and entrepreneurial capabilities of students. Most of the resources, however, are situated in multiple places and outside most colleges. The scattered and “out-of-sight” nature of these resources diminishes both the value of innovative and entrepreneurial thinking and existing resources to students. Therefore, it is imperative that Texas A&M brings innovative and entrepreneurial thinking, as well as existing resources, to the front-lines, to develop its set of innovative and entrepreneurial leaders.

This wiki page outlines six strategies Texas A&M could employ in the next two-to-three years to bring the innovation and entrepreneurial movement to life on campus. Underneath each strategy are possible tactics that can be used to acheive each end. The first two strategies also include milestones that I plan to use to begin to spread the innovation and entreprenuership message on the Texas A&M campus. The embedded YouTube video broadcasts my message regarding innovation & entreprenuership.

{{#Widget:Youtube|id=bB1LnOzBH1w}}

'''Strategy #1''': Gauge and increase the perceived value of innovation and entrepreneurship at Texas A&M

'''''Tactic 1:''''' Conduct research to gauge the perceived value of innovation and entrepreneurship at Texas A&M
<ul style="margin-left: 40px;">
<li>(4/14) Meet with major stakeholders to understand why innovation and entrepreneurship has not become a movement on campus yet.</li>
<li>(5/14) Design a survey to gauge student understanding of innovation and entrepreneurship, as well as awareness of and need for innovation and entrepreneurship resources.</li>
<li>(6/14) Collect survey data and create a report outlining perceived value of innovation and entrepreneurship</li>
</ul>

'''''Tactic 2:''''' Increase perceived value of innovation and entrepreneurship at Texas A&M
<ul style="margin-left: 40px;">
<li>(5/14) Create a marketing strategy (based on survey results) to increase perceived value and visibility of innovation and entrepreneurship resources on campus</li>
<li>(6/14) Implement marketing strategy to engage a large audience for existing lectures and competitions</li>
</ul>

'''Strategy #2''': Increase student access to potential resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1''''': Negotiate student access to existing innovation and entrepreneurship certificates
<ul style="margin-left: 40px;">
<li>(5/14) Meet with major stakeholders to discuss possibility of opening up existing certificate program to more than undergraduate business majors.</li>
<li>Next milestone will depend on the outcome of described discussion.</li>
</ul>

'''''Tactic 2:''''' Aggressively market the innovation and entrepreneurship message to students through the creation of a leadership team
<ul style="margin-left: 40px;">
<li>(5/14) Develop an application and competencies needed in the student leadership team.</li>
<li>(6/14) Recruit students (and faculty co-leaders) to market the message of innovation & entrepreneurship to students.</li>
<li>(7/14) Train recruited students on their role and responsibilities (at least a one-semester commitment).</li>
<li>(7/14) Invite guest lecturer (Spaces of Invention workshop) to “train” recruited students about creating spaces (pop-up studios) for students.</li>
<li>(8/14) Trained students go out to market the message and train other students to do the same!</li>
</ul>

'''Strategy #3''': Develop student access to applied resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1''''': Create an experiential program around ideas of innovation and entrepreneurship by bringing all existing resources together, with assistance from recruited student leaders
<ul style="margin-left: 40px;">
<li>(7/14) Meet with student leaders to begin designing a program using existing resources.</li>
<li>(8/14) Coordinate resources to set-up the program.</li>
<li>....</li>
</ul>

Strategy #4: Fill gaps in realized resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1:''''' Build a maker space for students or determine how existing maker spaces can be influenced to incorporate student feedback on the space

'''''Tactic 2:''''' Work with the Technology Transfer Office to develop student-friendly policies around inventions developed by students

'''''Tactic 3:''''' Work with the Technology Transfer  & Grant & Proposal Development Offices to develop workshops geared towards helping students take their technology to market

'''Strategy #5:''' Further reframe resources of innovation and entrepreneurship at Texas A&M

'''''Tactic 1: '''''Sift through the Texas A&M Alumni Network to find alumni who are innovators and entrepreneurs, to create a network of alumni who can become a resource at all stages of the innovation and entrepreneurship movement

'''Strategy #6: '''Renew the entire university curriculum to integrate innovation and entrepreneurial resources and skills for all students at Texas A&M

These six strategies (and more) may be used to bring innovative and entrepreneurial thinking and resources to students, so Texas A&M students can develop their capacities to be innovative and entreprenurial in solving today's problems and leading tomorrow's challenges! 

'''Related Pages'''

[http://universityinnovation.org/Gurlovleen%20Rathore 2014 UIF Candidate, Gurlovleen Rathore]

[http://universityinnovation.org/Texas%20A%20%26%20M%20University Texas A&M University] 

[http://universityinnovation.org/Texas%20A%20%26%20M%20University%20Student%20Priorities Texas A&M University Student Priorities: Part I]

[http://universityinnovation.org/%2FKanika%20Gakhar /Kanika_Gakhar]

[[Category:Student Priorities|t]]