University Innovation Fellows - User contributions [en]

Fellow:Reid Sanchez

2016-10-20T23:27:56Z

Reid sanchez: Created page with "File:Reid Sanchez 2.png Reid Sanchez is a University Innovation Fellow at Bucknell University.  Reid studies mechanical engineering at Bucknell but is involved in a ..."

[[File:Reid Sanchez 2.png]]

Reid Sanchez is a University Innovation Fellow at Bucknell University.  Reid studies mechanical engineering at Bucknell but is involved in a variety of activities outside of the classroom.  Reid is an Undergraduate Executive Intern working in the office of the College of Engineering.  He also is involved in the planning of TEDxBucknell University and was the co-leader of the Entrepreneurship and Innovation Affinity house his sophmore year.  Reid uses his involvement in these programs to work with a variety of organizations on campus to help spread the I&E culture and to help students find how they can get involved in these programs.  

Outside of these ventures, Reid enjoys working on a variety of personal projects including participating in design and bussiness competitions.  He also enjoys photography and a variety of different musics.  

File:Reid Sanchez 2.png

2016-10-20T23:10:40Z

Reid sanchez:

File:ReidSanchez.jpg

2016-10-20T23:08:22Z

Reid sanchez:

Priorities:Bucknell University Student Priorities

2016-10-20T21:37:58Z

Reid sanchez:

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

= Project Pitch Video =

{{#Widget:Youtube|id=FE8hqiduwJY}}

2016 Pitch: https://www.youtube.com/watch?v=tWxELfKQB_I

= Overview =

Over the years, Bucknellians have gone on to found [http://www.lendingtree.com Lending Tree], [http://www.stellaservice.com data-scaytid="4" data-scayt_word="StellaService">StellaService], [http://www.homedepot.com Home Depot], [http://www.kiva.org Kiva.org], [http://www.quidsi.com data-scaytid="5" data-scayt_word="Quidsi">Quidsi], [http://www.thepit.com The Pit], [http://ycomibnator.com data-scaytid="6" data-scayt_word="Y-Combinator">Y-Combinator], [http://www.integralife.com Integra Life Sciences], and countless other successful ventures. In the latest Higher Education Research Institute (HERI) survey, 35% of incoming Bucknell students indicated that "Becoming successful in a business of my own" was ''essential'' or ''very important'' to them. At Bucknell, there are many actions have been taken to create a better entrepreneurial ecosystem with the belief that this is something students want. With its new president, President John Bravman's extensive support on improving the entrepreneurship on campus, many previously uncoordinated efforts have been synthesized in a much more effective way. In the rest of the article, the detailed entrepreneurship programs available for both student faculty, as well as the resources available to further nurture the entrepreneurial endeavors.

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

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

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

 Link to Prezi overview of campus ecosystem:

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

= Calling all Students =

'''Informational Session'''

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

[[File:IsBucknellReadyForEntrepreneurs.PNG]]

= =

= Strategy #1: Influencing the Campus Climate =

Value Proposition:

*Sow the seeds for a fundamental change to Bucknell’s campus climate by getting students interested in entrepreneurship early in their college careers

*Deviate from “top-down” approach of entrepreneurship/venture creation on-campus
**Consistently reaching out to same group of students is not sustainable
**Resources should be demanded by students, not vice-versa

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

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

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

Team Leader: Administrator/Faculty TBD

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

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

Team Leader: Faculty TBD

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

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

Team Leader: TBD

Team Leader: Administrator/Faculty TBD

== '''Tactic #4: I&E Pre-Orientation''' ==

Directed toward first-year students to introduce students from all majors to I&E techniques, the general project development processes, the flow of bringining ideas to potential commercialization, and essential team-building skills. This tactic seeks to place in students from all disciplines an understanding and more fully realized vision of themselves as potential entrepreneurs and innovators.

Team Leader: TBD

Team Leader: Administrator/Faculty TBD

== Tactic #5: I&E Foundation Seminar ==

Getting a wide variety of students exposed to the I&E culture at Bucknell as soon as possible is extremely important.  A foundation seminar would provide the perfect experience to new students at Bucknell that exposes them to all of the opportunities available and helps guide them on how they can be positive change makers on campus.
<div> </div>
 Team Leader: TBD

Team Leader: Administrator/Faculty TBD

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

Value Proposition:

*Increase awareness about the meaning and value behind innovation and entrepreneurship

*Encourage students to think broadly, diversely, and creatively both in and out of the classroom setting

*Allow students to take control of their own ideas and form visions for future potential ventures

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

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

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

== Tactic #2: TEDx Event ==

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

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

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

== Tactic #4: KEEN Design Competitions ==

KEEN Design Competitions act as a primary means of encouraging constructive and creative interdisciplinary interaction between students outside of the classroom setting.  They are currently held approximately three times per semester, and have steadily grown in popularity within the College of Engineering.  These competitions require fast-paced creative design and prototyping.

To date, they continue to receive little attention from Management and Arts & Sciences students.  Introducing a variety of KEEN Design Competitions, ranging from rapid prototyping to landscaping an entire business model would help foster interactions with an even more diverse group of students, and could genuinely contribute to a revisioned campus climate.

Team Leader: Nate Siegel, David Cipoletti, more Professors TBD)

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

A Start-up Weekend is the perfect way to get students excited about the concepts of innovation and entrepreneurship.  This would essentially function as a college-level science fair at which local/regional start-up companies, many owned and operated by Bucknell alumni, would visit campus and advertise their hard work.  Students would not only begin to see the range of possibilities that comes from venture creation, but also begin thinking creatively about their own economic futures.

Team Leaders: University Innovation Fellows, Steve Stumbris

== Tactic #6: Creativity Wall ==

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

Team Leader: Student TBD

== Tactic #7: Broadening the scope of I&E practices through Inclusion and Recognition ==

Description: Enhancing the essential foundation of I&E by practicing and educating on inclusion and recoginition toward the diverse individuals essential to the widespread success of I&E. This tactic seeks to utilize educational workshops on cultural fluency, highlighting the importance of recognizing the array of backgrounds from which rising entrepreneurs emerge from so that the ideas brought to I&E remain collaborative and mindful. To go with this, studetns from various backgrounds, identities, skill-sets, and majors will be encouraged to participate in I&E related activities. Ultimately, we hope to use difference as a force of empowerement and momentum through inclusion, recognition and celebration.

Team Leaders: University Innovation Fellows

= Strategy #3: Curricular Integration =

Value Proposition:

*Integrate I&E culture into the university curriculum in order to balance and complement traditional educational techniques

*Allow students to take coursework that is more experiential and more aligned with their diverse interests

*Push drive for change beyond the College of Engineering
**Coordination between stakeholders across as many disciplines as possible

== Tactic #1: Professors encouraging experiential learning & Experiential Learning Interdisciplinary course ==

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

The Experiential Learning Interdisciplinary course may take many forms, be it a music/cinema coruse focused on connecting local organizations and networks, and putting students across disciplines together, to develop a film or music project. The course may also be geared toward the interdisciplinary development of multimedia technology and/or improvements to existing technologies that would involve students focused in the arts with those in engineering & science toward a common goal.

Team Leader: Student/Administrator/Faculty TBD

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

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

Team Leader: Student TBD

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

Currently, KEEN IDEAs Design courses (ENGR 251, ENGR 450, etc) represent a push by the College of Engineering to instill an entrepreneurial-mindset within the students.  These classes have ranged from the basics of developing strong business model canvases to creative systems design, and their success represents a steady acceptance of I&E on-campus.  However, these classes tend to target the same segment of students (who no doubt benefit from the experience) and fail to penetrate to the majority of the College of Engineering, let alone Bucknell's other's schools.  

Moving forward, these courses represent an exciting movement towards more collaborative learning environments and cross-discipline interactions within the classroom setting.

Team Leader: Erin Singleton, Charles Kim, Joe Tranquillo

= Strategy #4: Venture Realization Supports =

Value Proposition:

*Encourage students to take a risk on themselves and their own ideas beyond the walls of a classroom

*Provide budding ventures with the resources needed to survive and prosper outside the Bucknell bubble

*Sastisfy student desire to take part in the creation of something unique and beneficial to their future (and that of our community)

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

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

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

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

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

== Tactic #3: Software Development Office ==

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

== Tactic #4: Lean Launch Pad ==

Faculty and alumni volunteers could act as facilitators on this monthly panel that provides valuable perspectives and input.  This would be a useful resource throughout the maturation of a student venture, from conceptualization to prototyping to market strategization.  It is essential that facilitators understand the versatility they must embody, coaching projects at all levels of development.  Furthermore, it is imperative that all students are granted equal access to this tool should they seek its use.

Team Leader: Faculty/alumni facilitators TBD

= =

= Related Links =

[[Bucknell University]]

[[Yifan Ge|Yifan Ge]]

[http://universityinnovation.org/wiki/Peter_Puleo Peter Puleo]

[http://universityinnovation.org/wiki/Alejandro_Ramirez_de_Arellano Alejandro Ramirez de Arellano]

[[Aleksandar Antonov|Aleksandar Antonov]]

[[Emily Campbell|Emily Campbell]]

[[Alex Breakstone|Alex Breakstone]]

[[Category:Student Priorities|b]]

Priorities:Bucknell University Student Priorities

2016-10-20T21:37:47Z

Reid sanchez:

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

= Project Pitch Video =

{{#Widget:Youtube|id=FE8hqiduwJY}}

2016 Pitch: https://www.youtube.com/watch?v=tWxELfKQB_I

= Overview =

Over the years, Bucknellians have gone on to found [http://www.lendingtree.com Lending Tree], [http://www.stellaservice.com data-scaytid="4" data-scayt_word="StellaService">StellaService], [http://www.homedepot.com Home Depot], [http://www.kiva.org Kiva.org], [http://www.quidsi.com data-scaytid="5" data-scayt_word="Quidsi">Quidsi], [http://www.thepit.com The Pit], [http://ycomibnator.com data-scaytid="6" data-scayt_word="Y-Combinator">Y-Combinator], [http://www.integralife.com Integra Life Sciences], and countless other successful ventures. In the latest Higher Education Research Institute (HERI) survey, 35% of incoming Bucknell students indicated that "Becoming successful in a business of my own" was ''essential'' or ''very important'' to them. At Bucknell, there are many actions have been taken to create a better entrepreneurial ecosystem with the belief that this is something students want. With its new president, President John Bravman's extensive support on improving the entrepreneurship on campus, many previously uncoordinated efforts have been synthesized in a much more effective way. In the rest of the article, the detailed entrepreneurship programs available for both student faculty, as well as the resources available to further nurture the entrepreneurial endeavors.

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

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

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

 Link to Prezi overview of campus ecosystem:

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

= Calling all Students =

'''Informational Session'''

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

[[File:IsBucknellReadyForEntrepreneurs.PNG]]

= =

= Strategy #1: Influencing the Campus Climate =

Value Proposition:

*Sow the seeds for a fundamental change to Bucknell’s campus climate by getting students interested in entrepreneurship early in their college careers

*Deviate from “top-down” approach of entrepreneurship/venture creation on-campus
**Consistently reaching out to same group of students is not sustainable
**Resources should be demanded by students, not vice-versa

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

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

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

Team Leader: Administrator/Faculty TBD

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

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

Team Leader: Faculty TBD

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

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

Team Leader: TBD

Team Leader: Administrator/Faculty TBD

== '''Tactic #4: I&E Pre-Orientation''' ==

Directed toward first-year students to introduce students from all majors to I&E techniques, the general project development processes, the flow of bringining ideas to potential commercialization, and essential team-building skills. This tactic seeks to place in students from all disciplines an understanding and more fully realized vision of themselves as potential entrepreneurs and innovators.

Team Leader: TBD

Team Leader: Administrator/Faculty TBD

== Tactic #5: I&E Foundation Seminar ==

Getting a wide variety of students exposed to the I&E culture at Bucknell as soon as possible is extremely important.  A foundation seminar would provide the perfect experience to new students at Bucknell that exposes them to all of the opportunities available and helps guide them on how they can be positive change makers on campus.
<div> </div>

Team Leader: TBD

Team Leader: Administrator/Faculty TBD

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

Value Proposition:

*Increase awareness about the meaning and value behind innovation and entrepreneurship

*Encourage students to think broadly, diversely, and creatively both in and out of the classroom setting

*Allow students to take control of their own ideas and form visions for future potential ventures

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

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

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

== Tactic #2: TEDx Event ==

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

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

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

== Tactic #4: KEEN Design Competitions ==

KEEN Design Competitions act as a primary means of encouraging constructive and creative interdisciplinary interaction between students outside of the classroom setting.  They are currently held approximately three times per semester, and have steadily grown in popularity within the College of Engineering.  These competitions require fast-paced creative design and prototyping.

To date, they continue to receive little attention from Management and Arts & Sciences students.  Introducing a variety of KEEN Design Competitions, ranging from rapid prototyping to landscaping an entire business model would help foster interactions with an even more diverse group of students, and could genuinely contribute to a revisioned campus climate.

Team Leader: Nate Siegel, David Cipoletti, more Professors TBD)

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

A Start-up Weekend is the perfect way to get students excited about the concepts of innovation and entrepreneurship.  This would essentially function as a college-level science fair at which local/regional start-up companies, many owned and operated by Bucknell alumni, would visit campus and advertise their hard work.  Students would not only begin to see the range of possibilities that comes from venture creation, but also begin thinking creatively about their own economic futures.

Team Leaders: University Innovation Fellows, Steve Stumbris

== Tactic #6: Creativity Wall ==

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

Team Leader: Student TBD

== Tactic #7: Broadening the scope of I&E practices through Inclusion and Recognition ==

Description: Enhancing the essential foundation of I&E by practicing and educating on inclusion and recoginition toward the diverse individuals essential to the widespread success of I&E. This tactic seeks to utilize educational workshops on cultural fluency, highlighting the importance of recognizing the array of backgrounds from which rising entrepreneurs emerge from so that the ideas brought to I&E remain collaborative and mindful. To go with this, studetns from various backgrounds, identities, skill-sets, and majors will be encouraged to participate in I&E related activities. Ultimately, we hope to use difference as a force of empowerement and momentum through inclusion, recognition and celebration.

Team Leaders: University Innovation Fellows

= Strategy #3: Curricular Integration =

Value Proposition:

*Integrate I&E culture into the university curriculum in order to balance and complement traditional educational techniques

*Allow students to take coursework that is more experiential and more aligned with their diverse interests

*Push drive for change beyond the College of Engineering
**Coordination between stakeholders across as many disciplines as possible

== Tactic #1: Professors encouraging experiential learning & Experiential Learning Interdisciplinary course ==

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

The Experiential Learning Interdisciplinary course may take many forms, be it a music/cinema coruse focused on connecting local organizations and networks, and putting students across disciplines together, to develop a film or music project. The course may also be geared toward the interdisciplinary development of multimedia technology and/or improvements to existing technologies that would involve students focused in the arts with those in engineering & science toward a common goal.

Team Leader: Student/Administrator/Faculty TBD

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

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

Team Leader: Student TBD

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

Currently, KEEN IDEAs Design courses (ENGR 251, ENGR 450, etc) represent a push by the College of Engineering to instill an entrepreneurial-mindset within the students.  These classes have ranged from the basics of developing strong business model canvases to creative systems design, and their success represents a steady acceptance of I&E on-campus.  However, these classes tend to target the same segment of students (who no doubt benefit from the experience) and fail to penetrate to the majority of the College of Engineering, let alone Bucknell's other's schools.  

Moving forward, these courses represent an exciting movement towards more collaborative learning environments and cross-discipline interactions within the classroom setting.

Team Leader: Erin Singleton, Charles Kim, Joe Tranquillo

= Strategy #4: Venture Realization Supports =

Value Proposition:

*Encourage students to take a risk on themselves and their own ideas beyond the walls of a classroom

*Provide budding ventures with the resources needed to survive and prosper outside the Bucknell bubble

*Sastisfy student desire to take part in the creation of something unique and beneficial to their future (and that of our community)

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

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

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

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

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

== Tactic #3: Software Development Office ==

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

== Tactic #4: Lean Launch Pad ==

Faculty and alumni volunteers could act as facilitators on this monthly panel that provides valuable perspectives and input.  This would be a useful resource throughout the maturation of a student venture, from conceptualization to prototyping to market strategization.  It is essential that facilitators understand the versatility they must embody, coaching projects at all levels of development.  Furthermore, it is imperative that all students are granted equal access to this tool should they seek its use.

Team Leader: Faculty/alumni facilitators TBD

= =

= Related Links =

[[Bucknell University]]

[[Yifan Ge|Yifan Ge]]

[http://universityinnovation.org/wiki/Peter_Puleo Peter Puleo]

[http://universityinnovation.org/wiki/Alejandro_Ramirez_de_Arellano Alejandro Ramirez de Arellano]

[[Aleksandar Antonov|Aleksandar Antonov]]

[[Emily Campbell|Emily Campbell]]

[[Alex Breakstone|Alex Breakstone]]

[[Category:Student Priorities|b]]

Priorities:Bucknell University Student Priorities

2016-10-20T21:28:51Z

Reid sanchez:

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

= Project Pitch Video =

{{#Widget:Youtube|id=FE8hqiduwJY}}

2016 Pitch: https://www.youtube.com/watch?v=tWxELfKQB_I

= Overview =

Over the years, Bucknellians have gone on to found [http://www.lendingtree.com Lending Tree], [http://www.stellaservice.com data-scaytid="4" data-scayt_word="StellaService">StellaService], [http://www.homedepot.com Home Depot], [http://www.kiva.org Kiva.org], [http://www.quidsi.com data-scaytid="5" data-scayt_word="Quidsi">Quidsi], [http://www.thepit.com The Pit], [http://ycomibnator.com data-scaytid="6" data-scayt_word="Y-Combinator">Y-Combinator], [http://www.integralife.com Integra Life Sciences], and countless other successful ventures. In the latest Higher Education Research Institute (HERI) survey, 35% of incoming Bucknell students indicated that "Becoming successful in a business of my own" was ''essential'' or ''very important'' to them. At Bucknell, there are many actions have been taken to create a better entrepreneurial ecosystem with the belief that this is something students want. With its new president, President John Bravman's extensive support on improving the entrepreneurship on campus, many previously uncoordinated efforts have been synthesized in a much more effective way. In the rest of the article, the detailed entrepreneurship programs available for both student faculty, as well as the resources available to further nurture the entrepreneurial endeavors.

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

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

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

 Link to Prezi overview of campus ecosystem:

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

= Calling all Students =

'''Informational Session'''

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

[[File:IsBucknellReadyForEntrepreneurs.PNG]]

= =

= Strategy #1: Influencing the Campus Climate =

Value Proposition:

*Sow the seeds for a fundamental change to Bucknell’s campus climate by getting students interested in entrepreneurship early in their college careers

*Deviate from “top-down” approach of entrepreneurship/venture creation on-campus
**Consistently reaching out to same group of students is not sustainable
**Resources should be demanded bystudents, not vice-versa

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

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

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

Team Leader: Administrator/Faculty TBD

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

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

Team Leader: Faculty TBD

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

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

Team Leader: TBD

Team Leader: Administrator/Faculty TBD

== '''Tactic #4: I&E Pre-Orientation''' ==

Directed toward first-year students to introduce students from all majors to I&E techniques, the general project development processes, the flow of bringining ideas to potential commercialization, and essential team-building skills. This tactic seeks to place in students from all disciplines an understanding and more fully realized vision of themselves as potential entrepreneurs and innovators.

Team Leader: TBD

Team Leader: Administrator/Faculty TBD

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

Value Proposition:

*Increase awareness about the meaning and value behind innovation and entrepreneurship

*Encourage students to think broadly, diversely, and creatively both in and out of the classroom setting

*Allow students to take control of their own ideas and form visions for future potential ventures

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

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

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

== Tactic #2: TEDx Event ==

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

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

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

== Tactic #4: KEEN Design Competitions ==

KEEN Design Competitions act as a primary means of encouraging constructive and creative interdisciplinary interaction between students outside of the classroom setting.  They are currently held approximately three times per semester, and have steadily grown in popularity within the College of Engineering.  These competitions require fast-paced creative design and prototyping.

To date, they continue to receive little attention from Management and Arts & Sciences students.  Introducing a variety of KEEN Design Competitions, ranging from rapid prototyping to landscaping an entire business model would help foster interactions with an even more diverse group of students, and could genuinely contribute to a revisioned campus climate.

Team Leader: Nate Siegel, David Cipoletti, more Professors TBD)

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

A Start-up Weekend is the perfect way to get students excited about the concepts of innovation and entrepreneurship.  This would essentially function as a college-level science fair at which local/regional start-up companies, many owned and operated by Bucknell alumni, would visit campus and advertise their hard work.  Students would not only begin to see the range of possibilities that comes from venture creation, but also begin thinking creatively about their own economic futures.

Team Leaders: University Innovation Fellows, Steve Stumbris

== Tactic #6: Creativity Wall ==

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

Team Leader: Student TBD

== Tactic #7: Broadening the scope of I&E practices through Inclusion and Recognition ==

Description: Enhancing the essential foundation of I&E by practicing and educating on inclusion and recoginition toward the diverse individuals essential to the widespread success of I&E. This tactic seeks to utilize educational workshops on cultural fluency, highlighting the importance of recognizing the array of backgrounds from which rising entrepreneurs emerge from so that the ideas brought to I&E remain collaborative and mindful. To go with this, studetns from various backgrounds, identities, skill-sets, and majors will be encouraged to participate in I&E related activities. Ultimately, we hope to use difference as a force of empowerement and momentum through inclusion, recognition and celebration.

Team Leaders: University Innovation Fellows

= Strategy #3: Curricular Integration =

Value Proposition:

*Integrate I&E culture into the university curriculum in order to balance and complement traditional educational techniques

*Allow students to take coursework that is more experiential and more aligned with their diverse interests

*Push drive for change beyond the College of Engineering
**Coordination between stakeholders across as many disciplines as possible

== Tactic #1: Professors encouraging experiential learning & Experiential Learning Interdisciplinary course ==

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

The Experiential Learning Interdisciplinary course may take many forms, be it a music/cinema coruse focused on connecting local organizations and networks, and putting students across disciplines together, to develop a film or music project. The course may also be geared toward the interdisciplinary development of multimedia technology and/or improvements to existing technologies that would involve students focused in the arts with those in engineering & science toward a common goal.

Team Leader: Student/Administrator/Faculty TBD

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

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

Team Leader: Student TBD

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

Currently, KEEN IDEAs Design courses (ENGR 251, ENGR 450, etc) represent a push by the College of Engineering to instill an entrepreneurial-mindset within the students.  These classes have ranged from the basics of developing strong business model canvases to creative systems design, and their success represents a steady acceptance of I&E on-campus.  However, these classes tend to target the same segment of students (who no doubt benefit from the experience) and fail to penetrate to the majority of the College of Engineering, let alone Bucknell's other's schools.  

Moving forward, these courses represent an exciting movement towards more collaborative learning environments and cross-discipline interactions within the classroom setting.

Team Leader: Erin Singleton, Charles Kim, Joe Tranquillo

= Strategy #4: Venture Realization Supports =

Value Proposition:

*Encourage students to take a risk on themselves and their own ideas beyond the walls of a classroom

*Provide budding ventures with the resources needed to survive and prosper outside the Bucknell bubble

*Sastisfy student desire to take part in the creation of something unique and beneficial to their future (and that of our community)

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

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

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

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

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

== Tactic #3: Software Development Office ==

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

== Tactic #4: Lean Launch Pad ==

Faculty and alumni volunteers could act as facilitators on this monthly panel that provides valuable perspectives and input.  This would be a useful resource throughout the maturation of a student venture, from conceptualization to prototyping to market strategization.  It is essential that facilitators understand the versatility they must embody, coaching projects at all levels of development.  Furthermore, it is imperative that all students are granted equal access to this tool should they seek its use.

Team Leader: Faculty/alumni facilitators TBD

= =

= Related Links =

[[Bucknell University]]

[[Yifan Ge|Yifan Ge]]

[http://universityinnovation.org/wiki/Peter_Puleo Peter Puleo]

[http://universityinnovation.org/wiki/Alejandro_Ramirez_de_Arellano Alejandro Ramirez de Arellano]

[[Aleksandar Antonov|Aleksandar Antonov]]

[[Emily Campbell|Emily Campbell]]

[[Alex Breakstone|Alex Breakstone]]

[[Category:Student Priorities|b]]

School:Bucknell University

2016-10-20T21:13:12Z

Reid sanchez:

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

= Introduction =

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

= Innovation and Entrepreneurship =

== Student ==

=== Curricular Activities ===

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

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

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

'''K-WIDE (KEEN Winter Interdisciplinary Design Experience)''' This program draws the most dedicated engineers back to campus each winter break to embark on a ten-day journey immersed in the creative design process.  They begin by defining a problem statement and develop a solution all the way through the prototyping stage.  These students must work collaboratively on a team and exercise oral presentation skills.
<div class="center" style="width: auto; margin-left: auto; margin-right: auto">
{{#Widget:Youtube|id=TCrprLHndCI|width=800p|height=400p}}
</div>
[https://www.bucknell.edu/academics/majors-and-minors/course-catalog/arts-entrepreneurship-minor.html Arts Entrepreneurship Minor] This minor offers an opportunity to acquire entrepreneurial acumen in the field of arts management. Students interested in working within the arts will acquire practical tools by which to become arts professionals — to manage, market, and promote individual businesses, community arts organizations, and not-for-profit arts endeavors in the visual, performing, media, and/or literary arts. The minor bridges the gap between the disciplinary depth of each arts-based major with a pragmatic skill set that can facilitate entry into various entrepreneurial endeavors in the arts. The core anchor course in arts entrepreneurship is currently being offered as ENGL 290: Arts Entrepreneurship.

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

----

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

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

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

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

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

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

'''Bucknell Innovates Competition:'''A competition offered to undergraduate students to encourage innovation and design.  The competition is in the form of a 24 hour "Hackathon" and gives students 24 hours to brainstorm, build, and hack.  The competition also gives students the opportunity to work with local partners such as Gilson Boards and Playworld Systems.  The competition began in 2015 and will be going into its third straight year in the spring of 2017. 

== Faculty ==

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

= University Technology Transfer Function =

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

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

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

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

== Engineering Laboratories ==

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

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

'''Maker Space '''The newly opened maker space is an upgrade to the Craft Center, a creative space open to all students on Bucknell's campus. The space allows for geniune student creation with a variety of tools like a laser cutter, a 3D printer, a 3D scanner, and hand tools, as supplement to the traditional creative tools and mediums already available in the Craft Center. These include pottery, silk-screening, sewing, and small-scale woodworking.

= University-Industry Collaboration =

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

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

= Regional and Local Economic Development Efforts =

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

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

== [http://www.bucknell.edu/x91771.xml Lewisburg Entrepreneurs Incubator ] ==

The Lewisburh Entrepreneurs Incubator, or Startup Lewisburg, is the home for innovators of the local community to discuss resources, strategize on developments, and expand networks for growing projects. As a hub for entrepreneurs, the center provides consulting services, broadband internet service, and aids in the establishment of key connections in the region for aspiring creators.

== ==

= Landscape Canvas =

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

Updated Landscape Canvas (2015):

[https://docs.google.com/spreadsheets/d/1RRPkvEpoc6Ua9j-tVzi5Jbo6GRJX37ff3DXVY_T0JfE/edit#gid=4 https://docs.google.com/spreadsheets/d/1RRPkvEpoc6Ua9j-tVzi5Jbo6GRJX37ff3DXVY_T0JfE/edit#gid=4]

Updated Landscape Canvas (2015) Presentation Slides:

[https://docs.google.com/presentation/d/1YAwZDC2kJQOtWfXEmxMNlWV6RXhnpPkJ3-AQBLXv7I4/edit#slide=id.gded0dd295_2_14 https://docs.google.com/presentation/d/1YAwZDC2kJQOtWfXEmxMNlWV6RXhnpPkJ3-AQBLXv7I4/edit#slide=id.gded0dd295_2_14] 



Updated Landscape Canvas (2016)

https://docs.google.com/spreadsheets/d/17gb2EKwdQ4tVg3qPzKz-jEuvr2077rqDbXVHvm1JDmY/edit#gid=119987244

= References =

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

= Related Links =

[[Bucknell University Student Priorities]]

[[Alejandro Ramirez de Arellano|Alejandro Ramirez de Arellano]]

[[Peter Puleo|Peter Puleo]]

[[Yifan Ge|Yifan Ge]]

[[Emily Campbell|Emily Campbell]]

[[Alex Breakstone|Alex Breakstone]]

[[Aleksandar Antonov|Aleksandar Antonov]]

[[Category:Universities]]

School:Bucknell University

2016-10-20T21:08:55Z

Reid sanchez:

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[http://www.bucknell.edu Bucknell University] is a private liberal arts institution that was founded in 1846. With the College of Arts and Sciences, the College of Engineering and the School of Management, Bucknell has always been aiming to educate well-rounded college graduates with an interdisciplinary mindset.

= Introduction =

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

= Innovation and Entrepreneurship =

== Student ==

=== Curricular Activities ===

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

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

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

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

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

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

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

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

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

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

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

== Faculty ==

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

= University Technology Transfer Function =

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

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

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

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

== Engineering Laboratories ==

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

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

'''Maker Space '''The newly opened maker space is an upgrade to the Craft Center, a creative space open to all students on Bucknell's campus. The space allows for geniune student creation with a variety of tools like a laser cutter, a 3D printer, a 3D scanner, and hand tools, as supplement to the traditional creative tools and mediums already available in the Craft Center. These include pottery, silk-screening, sewing, and small-scale woodworking.

= University-Industry Collaboration =

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

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

= Regional and Local Economic Development Efforts =

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

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

== [http://www.bucknell.edu/x91771.xml Lewisburg Entrepreneurs Incubator ] ==

The Lewisburh Entrepreneurs Incubator, or Startup Lewisburg, is the home for innovators of the local community to discuss resources, strategize on developments, and expand networks for growing projects. As a hub for entrepreneurs, the center provides consulting services, broadband internet service, and aids in the establishment of key connections in the region for aspiring creators.

== ==

= Landscape Canvas =

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Updated Landscape Canvas (2015):

[https://docs.google.com/spreadsheets/d/1RRPkvEpoc6Ua9j-tVzi5Jbo6GRJX37ff3DXVY_T0JfE/edit#gid=4 https://docs.google.com/spreadsheets/d/1RRPkvEpoc6Ua9j-tVzi5Jbo6GRJX37ff3DXVY_T0JfE/edit#gid=4]

Updated Landscape Canvas (2015) Presentation Slides:

[https://docs.google.com/presentation/d/1YAwZDC2kJQOtWfXEmxMNlWV6RXhnpPkJ3-AQBLXv7I4/edit#slide=id.gded0dd295_2_14 https://docs.google.com/presentation/d/1YAwZDC2kJQOtWfXEmxMNlWV6RXhnpPkJ3-AQBLXv7I4/edit#slide=id.gded0dd295_2_14] 



Updated Landscape Canvas (2016)

https://docs.google.com/spreadsheets/d/17gb2EKwdQ4tVg3qPzKz-jEuvr2077rqDbXVHvm1JDmY/edit#gid=119987244

= References =

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

= Related Links =

[[Bucknell University Student Priorities]]

[[Alejandro Ramirez de Arellano|Alejandro Ramirez de Arellano]]

[[Peter Puleo|Peter Puleo]]

[[Yifan Ge|Yifan Ge]]

[[Emily Campbell|Emily Campbell]]

[[Alex Breakstone|Alex Breakstone]]

[[Aleksandar Antonov|Aleksandar Antonov]]

[[Category:Universities]]