University Innovation Fellows - User contributions [en]

Topic:Vv7iv2s9o0xv5gsx

2020-10-04T18:07:30Z

Smanji (talk | contribs) commented on "Continued Meetings with Fellows" (Clemson's UIF cohorts consistently meet together weekly to discuss the projects that we are working on. This fosters a great sense of com...)

Topic:Vv7h7mssx6i84oy9

2020-10-04T17:37:51Z

Smanji (talk | contribs) commented on "Great Tool, Slightly Confusing Initially" (As many have said, I was initially somewhat confused as to whether I was capturing the key parts of my tactic effectively. Once I started...)

Priorities:Clemson University Student Priorities

2020-10-04T16:27:04Z

Smanji: Added a hyperlink

=Project Pitch Video=

==Fall 2016==

{{#Widget:Youtube|id= C7BNxw6r0ME}}

==Spring 2016==

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

==Fall 2015==

{{#Widget:Youtube|id=ZqToCOV9Fp4}}

=Campus Overview=

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

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

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

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

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

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

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

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

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

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

==Tactic #4: InnoGrid - Mapping Clemson's Resources for Students==

Team Leader: [[Collin Braeuning|Collin Braeuning]]

*Description: One of the issues we identified as preventing students from unlocking their full potential is a lack of knowledge regarding the resources available to them. Whether these take the form of materials, safety training, makerspaces or information there is virtually no way for students to know the full breadth of all Clemson has to offer. What is needed to bridge this gap is a map of everything available to a student who wishes to create, design or learn - an Innovation Grid. This grid would initially contain the locations of all makerspaces on campus and their hours, point of contact, rules, raw materials and machines available to students.

*Team Leaders: Collin Braeuning, Madison Maddox

*Milestones:
**Attend first Shop Supervisor Network meeting- Completed Fall 2016
**Catalog physical locations of all design spaces available to students- Fall 2016
**Obtain point of contact information and hours for each space- Fall 2016
**Create master list of machines and materials in each shop- Spring 2017
**Negotiate use policies for students outside of the spaces' department- Spring 2017
**Publish V1 of the InnoGrid for student use- Spring 2017-Fall 2017
**Expand InnoGrid to include incubators and other offcampus resources- Fall 2017
**Negotiate incorporation of InnoGrid into the My.Clemson app for campus wide availability- Spring 2018

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

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

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

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

==Tactic #2: BioInnovation==

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

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

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

=Strategy #3: Creating I&E Coursework to Create and Cultivate Entrepreneurs =

Team Leader: [[Connor Bolick]], University Innovation Fellow

Following are an array of strategies that will fully address Gap #1 over a 1 year period (ideally by Fall Semester 2015):

'''Tactic #1: Create I&E Coursework for Students by Students '''

*Description: Clemson University currently offers a minor in entrepreneurship. Unfortunately the program is not available until students junior year. This needs to change as students should be given the opportunity to develop and practice entrepreneurship and innovation at any point during their time at Clemson University, the sooner the better. Tactic #1 is to reframe and reshape Clemson’s entrepreneurship minor with the collaboration of an academically diverse committee of students who would assist the various leaders of the program to create new, impactful coursework and a curriculum that students can build upon from there first day at Clemson University to years beyond their graduation.
*Milestones: 
**Reach out to leaders of program- Spring 2015 
**Formulate a list of students in committee-  Spring 2015 
**Course plan laid out for underclassmen-Summer 2015
**Seek curriculum approval- Summer 2015 through Fall 2015

'''Tactic #2: Attracting Diverse Students to the Program'''

*Description: The goal here is to create an environment where students not only benefit from the program’s instruction and coursework but also from the diverse environment of students. In short the program needs to emphasis the positive effect of working with students from different schools and proficiencies. 
*Milestones: 
**Create the committee using a diverse group- Spring 2015 
**Create overlapping technical elective courses in engineering, business, arts etc… -  Spring 2015
**Make program known through various media -Summer 2015 through Fall 2015

'''Tactic #3: Giving Course Credit for Actual, Real-life I&E '''

*Description: The entrepreneurship minor should be open and flexible to giving students class credit for projects and ventures of their own. This particular tactic has the potential to draw in even more students, particularly those who would already be considered entrepreneurs and innovators. 
*Milestones: 
**Work with the leadership of the program to determine credit guidelines- Spring 2015 through Fall 2015

 

===Tactic #4: Bringing an Interdisciplinary Approach to an Innovative Engineering Class===

*Description: Clemson has a program called the Grand Challenge Scholars that focus on solving 14 challenges that the National Academy of Engineering has identified. We believe that this kind of course could be beneficial for majors outside of engineering and an interdisciplinary approach to this class could help to provide more original and innovative solutions to these challenges.
*Timeline
**Reach out to the organizers of the GCS program at Clemson- November 2020
**Work on creating a new class/version of old class that includes this interdisciplinary approach- January 2021
**Work on guidelines and program requirements for new class - February 2021
**Work on outreach to other colleges around campus about new class - April 2021
**Implement new class - August 2021 

=Strategy #4: Hosting Clemson's First Hackathon=

Team Leader: [http://universityinnovation.org/Connor%20Bolick Connor Bolick], University Innovation Fellow

Following are an array of strategies and plans to occur over a 1 year period (ideally by Fall Semester 2015):

'''Tactic #1: Create a Hackathon'''

*Description: Today a hack is a slang term that is an easier way to do something, a more efficient way, a better way. In 2014 many large universities hosted hackathons for the very first time. As a University that leads in engineering and innovation it is important Clemson University has a hackathon of its own. While most people assume a hackathon is just "techies" developing apps a record rates, a hackathon can be so much more. Any student, from any major, can participate and contribute to the hackathon. 
*Milestones: 
**Reach out to students to understand wants/needs- Spring 2015  
**Formulate a list of students to host event -  Spring 2015 
**Find Key partners in Clemson University -Summer 2015
**Seek University approval and facilities options - Summer 2015 through Fall 2011
**Find partners outside of the University 

'''Tactic #2: Attracting Diverse Students to the Program'''

*Description: The goal here is to create an environment where students will have fun but also will generate a variety of benefits for both the University and the students themselves. The students will work together in teams to solve problems that effect Clemson students on a daily basis. The model as a whole for the hackathon will only work if students from diverse areas of study are attracked to the event and enjoy participating. 
*Milestones: 
**Create the committee using a diverse group from many majors - Spring 2015 
**Create a strategy to market the event to the student body  -  Spring 2015
**Make program known through various media -Summer 2015 through Fall 2015

=Strategy #5: Creating a Culture of Career Readiness=

Team Leader: [http://universityinnovation.org/wiki/Justin_Shaw Justin Shaw], University Innovation Fellow

Following are an array of strategies and plans to occur over an 8 month period (ideally by May 2016):

=='''Tactic #1: Skill Development'''==

*Description: An expert from page 1 of ''Educating the Engineer of 2020: Adapting Engineering Education to the New Century ''states "first and foremost, engineering education must produce technically excellent and innovative graduates." This report goes on to further states innovation is key to helping the United States in maintaining  economic leadership and its share of high tech jobs. Another recent report from the Committee of Economic Development outline essential competencies for jobs as problem solving, critical thinking, and team work, to name a few. Clemson University prepares its students academically, but falls short in these other areas of skill development such as team work. Companies are looking for students with these skills that are not being taught in the classroom. Thus, my project involves connecting students in college and high shool to opportunities to develop skillsets. Ultimtely, students will develop a growth mindset, where they enjoy challenges, strive to learn, and consistenly see potential to develop new skills.
*Milestones: 
**Establish an entity (December 2015)
**Recruit leadership team (January 2016)
**Finalize action plan (January 2016)
**Host first SNC mid-semester summit (March 2016)
**Host first games at Clemson University (May 2016)

=='''Tactic #2: Talent Pipeline'''==

*Description: What do academia, industry, and the startup community have in common? Besides growing the local economy, they all require talent. Thus, a talent pipeline is needed in South Carolina to drive economic development and sustain our communities. Through high school students and their ideas, the pipeline is initiated. Students engage by sharing their ideas; if they do not have their own ideas, they have the opportunity to work on local company's problems or community issues. Once the students and their ideas enter the pipeline, they work to develop said idea with the support of college mentors (e.g. MBAe students) and seasoned prfoessionals (e.g. BMW). With mentor support and local resources, high school students develop thier ideas to a point of being ready to pitch to a panel of Clemson Unviersity faculty, staff, students, and supporters. Ultimately, communities are improved through these student's projects:  startup community, acaemic community, and the working community.
*Milestones: 
**MVP: Connect HS student and idea to mentors and other necessary resources (Novemeber 2015)
**Establish an entity at Clemson and Local HS (December 2015)
**Recruit team of passionate leadership team, mentors, and projects (January 2016)
**Recruit HS students and asses community needs (January 2016)
**Host mock pitch competition (March 2016)
**Host pitch competition (e.g. Think Ideally) (May 2016)

=Strategy #6: Changing the Innovative Mindset at Clemson=

Following are an array of strategies and plans to occur over an 18 month period (ideally by August 2017):

==Tactic #1: Introduction to Disciplines==

Team Leader: [http://universityinnovation.org/Jessica%20Zahn Jessica Zahn], University Innovation Fellow

*Description: How do you choose what you want to do for the rest of your career? For lots of students it is by simply scanning the different options available and picking one that sounds interesting, but typically not having any background knowledge about the major. To alleviate this blind decision-making I am proposing that Clemson implement a course in which all of the different majors are showcased for a period of time. This would allow students to get a better feel for each of the disciplines offered. They would get the benefit of being exposed early on in their college career to different aspects of engineering. The 
*Milestones:
**Meetings with different disciplines (March-April 2016)
**Discussions with RiSE and General Engineering about course options (March 2016)
**Curriculum development (May 2016)
**Early implementation in existing courses (August 2016)
**Evalutations and feedback (December 2016)
**Continued development and professor certification (February 2017)
**Final course curriculum and implementation (August 2017)

==Tactic #2: Impacting the Vision of Clemson ==

Team Leader: [http://universityinnovation.org/Jessica%20Zahn Jessica Zahn], University Innovation Fellow

*Description: What do people think about when they think about Clemson? Family and football, sure, but innovation is not the immediate answer. The vision of Clemson should start to encompass the ideals of innovation; doing this will bring more creative and innovative students right from the start. This something that has a long-standing timeline and cannot be changed overnight, but is definitely worth taking on. Currently it takes Clemson students too long to really start thinking about how they can change the way things are on campus. By adopting innovation into Clemson's vision will allow for more awareness of the importance of the concept and positive impact that innovation can have on campus and in the surrounding area. 
*Milestones:
**Publicizing the work done by current UIF (March 2016)
**Establish support from Presdient Clements (April 2016)
**Seek faculty to support future cohorts (April 2016)
**Creating a mentoring program for future UIF cohorts (May 2016)
**Implement the program (August 2016)
**Adding innovaiton to the Vision of Clemson (August 2016)
**Continue to emphasize the importance of innovation

==Tactic #3: Establishing a Campus Culture Surrounding I & E==

Team Leader: [http://universityinnovation.org/Jessica%20Zahn Jessica Zahn], University Innovation Fellow

*Description: Based on the Clemson University Landscape Canvas, this school is committed to the I&E cause. According to "Forward20" the name of Clemson's plan of action to become an even greater university, Clemson is focused on establishing a culture of innovation and entrepreneurship on campus. What is not clear is the strategy Clemson plans to use to establish such a culture. Based on personal experience, trying to explain what innovation and entrepreneurship really means is usually a conglomeration of vague buzzwords, which often means different things to people of different backgrounds/disciplines/motivations. However, I&E's meaning to each individual quickly becomes clear once the tools are in their hands. To put I&E in the hands of students, we propose a series of activities targeted to first year students. These activities are tailored to show first year students how their specific interests/values can fit in a career force committed to I & E. The culmination of these events is a multi-disciplinary hackathon/3 day startup that brings students from various disciplines together to put their passions to good use. The goal of these activities is to inspire students to realize they can participate in the I&E movement (and why they should), as well as funnel students into more established I&E orgs on campus (like the DEN, or Clemson IDEAS)
*Milestones:  o   Spring 2016         §  Plan content for 3 activities to show students what I&E can mean for them, how to use the design process in the                                           context of I&E, and the final hackathon         §  Identify faculty in non-STEM fields committed to I&E to help with tailoring I&E events to non-STEM fields

          o   Summer 2016                   §  Test 3 activities with small groups of students                   §  Identify space and planned attendance numbers                   §  Identify industry partners to show what I&E looks like in the corporate world

         o   Fall 2016                   §  Build student crowds for first activity (early September)-use Residents in Sci and Engr (RiSE) and gen engr as student source                   §  Perform activity 2 (late October)                   §  Tailor activities 1 & 2 for other majors, use success of RiSE and gen engr activities as evidence for establishing culture                   §  Use momentum generated by activities 1 and 2 to funnel students into existing orgs (DEN, Clemson IDEAS)

        o   Spring 2017                  §  Perform activity 3-Hackathon (mid-Jan (before midterms))                  §  Perform activity 1 for non-STEM major                  §  ITERATE CONTENT of each activity!

==Tactic #4: Introduce & Promote I&E culture early via Start Up Clemson University==

Team Leaders: [http://universityinnovation.org/Patrick%20Gorospe Patrick Gorospe] and [http://universityinnovation.org/Carlie%20Van Carlie Van], University Innovation Fellows

*'''Description''': Start-Up Clemson University (SUCU) will be a 3-4 day bootcamp in design, innovation, creativity, & entrepreneurship for incoming freshmen students at Clemson. Based off the concept of similar programs at the university, SUCU will bring freshman on campus 3-4 day early and engage them in a design challenge, exploratory trips around innovation spaces on campus, workshops on design thinking, and social events to weld together friendships based on the shared experience. Ulitimately, the goal of Start Up Clemson is for freshman students to successfully take charge of their education and start up their career at Clemson with the necessary tools and support network.
*'''Timeline'''
**Ideation (October 2016)
**Design & Prototype (November 2016) - develop a timeline of events. Consider a 3-day versus a 4-day experience. Determine which events would be of highest value. Start considering costs, logistical challenges, and key stakeholders related to each aspect of the program. Bring prototypes to stakeholders for feedback.
**Finalize sequence of events (December 2016) - in order to secure financial and political support, the program will need to be more formally pitched. This will require design of the program and well as the development of important metrics of success (e.g. X students attend, Y% knew more about I&E at Clemson, Z% felt more confident in their choice of major.
**Secure Resources necessary for progra (January 2016) - Watt Family Innovation Center and University Housing & Dining will be key partners in order to host events and enable freshmen to move into their residential spaces early. This tactic will dramatically reduce the cost of the program, as housing would otherwise be a large cost. Funding will be necessary
**Develop marketing & recruitment materials (February 2017)
**Launch and continue recruitment efforts (March-July 2017) - this will include partnering with New Student & Family Programs in order to recruit potential freshmen for the program. Orientation will be a great space to get the message across to recruits. The Residents in Science & Engineering (RiSE) program will also be an excellent partner in spreading the word.
**Launch and run SUCU (August 2017)
**Begin recruitment and sustainability planning for the next year's SUCU (September 2017

==Tactic #5: Encourage cross disciplinary creativity with an emphasis on Sustainability==

Team Leaders: [[Elena Miyasato|Elena_Miyasato]] , University Innovation Fellows

***'''Description''': EarthJam is the type of event that would bring together the arts and humanities side of Clemson with the engineering and agricultural students through the common interest or passion in sustainable design and communication. Through a festival like atmosphere, the display of creativity on campus already can be displayed through art expos, design challenges and demonstrations as well as collaborative pieces and competitions. Music and performance would be incorporated to add to the expressive atmosphere. As the event builds, industry sponsors and student organizations would hold booths with educational and informative activities.
***'''Timeline'''
****Ideation (October 2016)
****Design & Prototype (November 2016) - develop a timeline of events. Develop a location and organizational crew. Bring prototypes to stakeholders for feedback.
****Finalize sequence of events (December 2016) - secure facility and administrative support. Work with student organizations to create a functioning network of people with this common passion. Figure out the cost and upkeep and what sort of staff would be needed.
****Secure Resources necessary for program (January 2016) - Watt Family Innovation Center and Funding will be necessary. The head of the event would be decided and the publication and propaganda would begin in order to get the work out and people interested. Industry would be contacted to gain interest and recruitment of faculty who could spread word.
****Develop marketing & recruitment materials (February 2017)
****Host EarthJam (April 2017)
****Gather feedback and correspond with all the participants and survey to see what could be improved in the future. Begin the networking for the next years event (May 2017)

 
==Tactic #6: Encourage cross disciplinary involvement in I&E==

Team Leaders: [[Fellow:Sabrina Manji|Sabrina Manji]] , University Innovation Fellows

***'''Description''': Watt Week is an event that would attract students from a variety of disciplines and bring them together to participate in a series of workshops, speaker sessions, and presentations. Watt Week would serve as an extension of MakerDay, but would be more interactive and attract students from a wider range of disciplines. Watt Week would have a hack-a-thon like atmosphere that encourages innovation and creativity.
***'''Timeline'''
****Ideation (December 2020)
****Design & Prototype (January 2021) - create a timeline, start organizing the event itself in terms of structure and resources
****Wrap Up Planning and Organization (March 2021) - Ensure there is a strong base of students to support and help make this event happen (planning committee)
****Wrap Up Securing Resources (March 2021) - Ensure that everything is completed according to the original timeline set forth by the planning committee and ramp up the distribution of promo materials
****Hold Inaugural Watt Week (End of April 2021)
****Gather feedback from participants through surveys and other means to see what could be improved in the future. Begin the networking for next year's event (May 2021)

==Tactic #7: Cross Disciplinary Spark Challenge ==

Team Leader: [https://universityinnovation.org/wiki/Fellow:Terryn_Witherspoon Terryn Witherspoon], University Innovation Fellow

*Description: What happens when a person with an innovative mindset ends up on a campus where majority of the funding goes to the student projects outside of their major? Should we instead try to promote collaboration amongst these majors? Yes! The spark challenge: second edition has the capabilities to sustain other majors by creating different sections of the competition. The difference with this cross disciplinary spark challenge would be that there would not be a necessary number of CECAS students needed in a group. However, there would be an option to add students to groups that are in need of other ideas outside of what they are experienced in. The 
*Milestones:
**Meetings with other fellows (September 2020)
**Discussions with the chair of each department on campus (October 2020)
**Marketing plan and website created (November 2020)
**Distribution of challenge to all majors (December 2020)
**Challenge begins and teams can work together in different majors (January 2021)
**Challenge concludes (March 2021)
**Review problems from the challenge this year and brain storm solutions for the next cycle (April 2020)

=Strategy #7: Create an Incubator for I&E Ideas on Clemson's Campus=

Tactic #1: Build off of the DEN by providing the next step in business development.

Team Leaders: Kyle Steigerwalt, Kimberly Green, Shreya Shankar, and Dallas Erwin, University Innovation Fellows

*'''Description''': DENX will be a Clemson-based business incubator that focuses on providing specific expert support for ideas created by Clemson students. Initially designed to be a continuation of a previous UIF program, the Design Entrepreneurship Network, DENX will attract students with developed business plans who wish to have access to a network of experts that can help with avoiding pitfalls similar to the ones they faced with their own startups. The goal of DENX is to avoid losing students involved in the I&E culture of the DEN network by providing the next logical step in bringing an idea to life.
*'''Timeline'''
**Ideation (Summer 2017- October 2017)
**Design & Prototype (November 2017) – Find current student startups and establish relationships with experts on Clemson campus
**Finalize Designs (December 2017- January 2018) -  Meet with stakeholders and mentors to gain approval for DENX design
**Secure Resources necessary for Program (Spring Semester 2018) – work with the DEN and NIMS to determine how DENX can function alongside of these programs
**Marketing (February 2018) – Use the new semester and the relationship with the DEN to find potential members  
**Trial Launch while focusing on recruitment efforts (March-July 2018) – Use current projects of the UIF cohorts to introduce DENX to the Clemson Network
**Launch DENX (August 2018) – Start the new school year by bringing in groups from the DEN with finalized business plans, and offer applications to the program to other students on Clemson’s campus
**Planning for the next year's DENX (Fall Semester 2018)

=Related Links=

[[Clemson University]]

 University Innovation Fellows:

Fall 2020:

[[Fellow:Sabrina Manji|Sabrina Manji]]

[https://universityinnovation.org/wiki/Fellow:Kate_Tolleson Kate Tolleson]

Fall 2018:

[[Ethan_Bensman|Ethan Bensman]]

Nikki Wymann

Olivia Burns

[[Gabriel Herman|Gabriel Herman]]

Fall 2017:

[http://universityinnovation.org/wiki/Kimberly_Green Kimberly Green]

[http://universityinnovation.org/wiki/Kyle_Steigerwalt Kyle Steigerwalt]

[http://universityinnovation.org/wiki/Dallas_Erwin Dallas Erwin]

[http://universityinnovation.org/wiki/Shreya_Shankar Shreya Shankar]

Fall 2016:

[[Elena Miyasato]]

[[Collin Braeuning]]

[[Madison Maddox]]

[[Patrick Gorospe]]

[[Carlie Van]]

Spring 2016:

[[Jessica Zahn|Jessica Zahn]]

[[Bailey-Jean Walker|Bailey-Jean Walker]]

[[Alex Bina|Alex "it's ya boi" Bina]]

[[Kaitlyn Hackathorn|Kaitlyn Hackathorn]]

 Fall 2015:

[http://universityinnovation.org/wiki/Justin_Shaw Justin Shaw]

 Spring 2015:

[[Connor Bolick]]

 Fall 2013:

[[Breanne Przestrzelski]]

[[Category:Student Priorities|c]]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:Clemson_University]]
[[Category:Student_Priorities]]
{{CatTree|Clemson_University}}

Priorities:Clemson University Student Priorities

2020-09-27T17:01:24Z

Smanji: Added a tactic for a strategic priority

=Project Pitch Video=

==Fall 2016==

{{#Widget:Youtube|id= C7BNxw6r0ME}}

==Spring 2016==

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

==Fall 2015==

{{#Widget:Youtube|id=ZqToCOV9Fp4}}

=Campus Overview=

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

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

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

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

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

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

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

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

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

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

==Tactic #4: InnoGrid - Mapping Clemson's Resources for Students==

Team Leader: [[Collin Braeuning|Collin Braeuning]]

*Description: One of the issues we identified as preventing students from unlocking their full potential is a lack of knowledge regarding the resources available to them. Whether these take the form of materials, safety training, makerspaces or information there is virtually no way for students to know the full breadth of all Clemson has to offer. What is needed to bridge this gap is a map of everything available to a student who wishes to create, design or learn - an Innovation Grid. This grid would initially contain the locations of all makerspaces on campus and their hours, point of contact, rules, raw materials and machines available to students.

*Team Leaders: Collin Braeuning, Madison Maddox

*Milestones:
**Attend first Shop Supervisor Network meeting- Completed Fall 2016
**Catalog physical locations of all design spaces available to students- Fall 2016
**Obtain point of contact information and hours for each space- Fall 2016
**Create master list of machines and materials in each shop- Spring 2017
**Negotiate use policies for students outside of the spaces' department- Spring 2017
**Publish V1 of the InnoGrid for student use- Spring 2017-Fall 2017
**Expand InnoGrid to include incubators and other offcampus resources- Fall 2017
**Negotiate incorporation of InnoGrid into the My.Clemson app for campus wide availability- Spring 2018

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

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

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

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

==Tactic #2: BioInnovation==

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

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

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

=Strategy #3: Creating I&E Coursework to Create and Cultivate Entrepreneurs =

Team Leader: [[Connor Bolick]], University Innovation Fellow

Following are an array of strategies that will fully address Gap #1 over a 1 year period (ideally by Fall Semester 2015):

'''Tactic #1: Create I&E Coursework for Students by Students '''

*Description: Clemson University currently offers a minor in entrepreneurship. Unfortunately the program is not available until students junior year. This needs to change as students should be given the opportunity to develop and practice entrepreneurship and innovation at any point during their time at Clemson University, the sooner the better. Tactic #1 is to reframe and reshape Clemson’s entrepreneurship minor with the collaboration of an academically diverse committee of students who would assist the various leaders of the program to create new, impactful coursework and a curriculum that students can build upon from there first day at Clemson University to years beyond their graduation.
*Milestones: 
**Reach out to leaders of program- Spring 2015 
**Formulate a list of students in committee-  Spring 2015 
**Course plan laid out for underclassmen-Summer 2015
**Seek curriculum approval- Summer 2015 through Fall 2015

'''Tactic #2: Attracting Diverse Students to the Program'''

*Description: The goal here is to create an environment where students not only benefit from the program’s instruction and coursework but also from the diverse environment of students. In short the program needs to emphasis the positive effect of working with students from different schools and proficiencies. 
*Milestones: 
**Create the committee using a diverse group- Spring 2015 
**Create overlapping technical elective courses in engineering, business, arts etc… -  Spring 2015
**Make program known through various media -Summer 2015 through Fall 2015

'''Tactic #3: Giving Course Credit for Actual, Real-life I&E '''

*Description: The entrepreneurship minor should be open and flexible to giving students class credit for projects and ventures of their own. This particular tactic has the potential to draw in even more students, particularly those who would already be considered entrepreneurs and innovators. 
*Milestones: 
**Work with the leadership of the program to determine credit guidelines- Spring 2015 through Fall 2015

=Strategy #4: Hosting Clemson's First Hackathon=

Team Leader: [http://universityinnovation.org/Connor%20Bolick Connor Bolick], University Innovation Fellow

Following are an array of strategies and plans to occur over a 1 year period (ideally by Fall Semester 2015):

'''Tactic #1: Create a Hackathon'''

*Description: Today a hack is a slang term that is an easier way to do something, a more efficient way, a better way. In 2014 many large universities hosted hackathons for the very first time. As a University that leads in engineering and innovation it is important Clemson University has a hackathon of its own. While most people assume a hackathon is just "techies" developing apps a record rates, a hackathon can be so much more. Any student, from any major, can participate and contribute to the hackathon. 
*Milestones: 
**Reach out to students to understand wants/needs- Spring 2015  
**Formulate a list of students to host event -  Spring 2015 
**Find Key partners in Clemson University -Summer 2015
**Seek University approval and facilities options - Summer 2015 through Fall 2011
**Find partners outside of the University 

'''Tactic #2: Attracting Diverse Students to the Program'''

*Description: The goal here is to create an environment where students will have fun but also will generate a variety of benefits for both the University and the students themselves. The students will work together in teams to solve problems that effect Clemson students on a daily basis. The model as a whole for the hackathon will only work if students from diverse areas of study are attracked to the event and enjoy participating. 
*Milestones: 
**Create the committee using a diverse group from many majors - Spring 2015 
**Create a strategy to market the event to the student body  -  Spring 2015
**Make program known through various media -Summer 2015 through Fall 2015

=Strategy #5: Creating a Culture of Career Readiness=

Team Leader: [http://universityinnovation.org/wiki/Justin_Shaw Justin Shaw], University Innovation Fellow

Following are an array of strategies and plans to occur over an 8 month period (ideally by May 2016):

=='''Tactic #1: Skill Development'''==

*Description: An expert from page 1 of ''Educating the Engineer of 2020: Adapting Engineering Education to the New Century ''states "first and foremost, engineering education must produce technically excellent and innovative graduates." This report goes on to further states innovation is key to helping the United States in maintaining  economic leadership and its share of high tech jobs. Another recent report from the Committee of Economic Development outline essential competencies for jobs as problem solving, critical thinking, and team work, to name a few. Clemson University prepares its students academically, but falls short in these other areas of skill development such as team work. Companies are looking for students with these skills that are not being taught in the classroom. Thus, my project involves connecting students in college and high shool to opportunities to develop skillsets. Ultimtely, students will develop a growth mindset, where they enjoy challenges, strive to learn, and consistenly see potential to develop new skills.
*Milestones: 
**Establish an entity (December 2015)
**Recruit leadership team (January 2016)
**Finalize action plan (January 2016)
**Host first SNC mid-semester summit (March 2016)
**Host first games at Clemson University (May 2016)

=='''Tactic #2: Talent Pipeline'''==

*Description: What do academia, industry, and the startup community have in common? Besides growing the local economy, they all require talent. Thus, a talent pipeline is needed in South Carolina to drive economic development and sustain our communities. Through high school students and their ideas, the pipeline is initiated. Students engage by sharing their ideas; if they do not have their own ideas, they have the opportunity to work on local company's problems or community issues. Once the students and their ideas enter the pipeline, they work to develop said idea with the support of college mentors (e.g. MBAe students) and seasoned prfoessionals (e.g. BMW). With mentor support and local resources, high school students develop thier ideas to a point of being ready to pitch to a panel of Clemson Unviersity faculty, staff, students, and supporters. Ultimately, communities are improved through these student's projects:  startup community, acaemic community, and the working community.
*Milestones: 
**MVP: Connect HS student and idea to mentors and other necessary resources (Novemeber 2015)
**Establish an entity at Clemson and Local HS (December 2015)
**Recruit team of passionate leadership team, mentors, and projects (January 2016)
**Recruit HS students and asses community needs (January 2016)
**Host mock pitch competition (March 2016)
**Host pitch competition (e.g. Think Ideally) (May 2016)

=Strategy #6: Changing the Innovative Mindset at Clemson=

Following are an array of strategies and plans to occur over an 18 month period (ideally by August 2017):

==Tactic #1: Introduction to Disciplines==

Team Leader: [http://universityinnovation.org/Jessica%20Zahn Jessica Zahn], University Innovation Fellow

*Description: How do you choose what you want to do for the rest of your career? For lots of students it is by simply scanning the different options available and picking one that sounds interesting, but typically not having any background knowledge about the major. To alleviate this blind decision-making I am proposing that Clemson implement a course in which all of the different majors are showcased for a period of time. This would allow students to get a better feel for each of the disciplines offered. They would get the benefit of being exposed early on in their college career to different aspects of engineering. The 
*Milestones:
**Meetings with different disciplines (March-April 2016)
**Discussions with RiSE and General Engineering about course options (March 2016)
**Curriculum development (May 2016)
**Early implementation in existing courses (August 2016)
**Evalutations and feedback (December 2016)
**Continued development and professor certification (February 2017)
**Final course curriculum and implementation (August 2017)

==Tactic #2: Impacting the Vision of Clemson ==

Team Leader: [http://universityinnovation.org/Jessica%20Zahn Jessica Zahn], University Innovation Fellow

*Description: What do people think about when they think about Clemson? Family and football, sure, but innovation is not the immediate answer. The vision of Clemson should start to encompass the ideals of innovation; doing this will bring more creative and innovative students right from the start. This something that has a long-standing timeline and cannot be changed overnight, but is definitely worth taking on. Currently it takes Clemson students too long to really start thinking about how they can change the way things are on campus. By adopting innovation into Clemson's vision will allow for more awareness of the importance of the concept and positive impact that innovation can have on campus and in the surrounding area. 
*Milestones:
**Publicizing the work done by current UIF (March 2016)
**Establish support from Presdient Clements (April 2016)
**Seek faculty to support future cohorts (April 2016)
**Creating a mentoring program for future UIF cohorts (May 2016)
**Implement the program (August 2016)
**Adding innovaiton to the Vision of Clemson (August 2016)
**Continue to emphasize the importance of innovation

==Tactic #3: Establishing a Campus Culture Surrounding I & E==

Team Leader: [http://universityinnovation.org/Jessica%20Zahn Jessica Zahn], University Innovation Fellow

*Description: Based on the Clemson University Landscape Canvas, this school is committed to the I&E cause. According to "Forward20" the name of Clemson's plan of action to become an even greater university, Clemson is focused on establishing a culture of innovation and entrepreneurship on campus. What is not clear is the strategy Clemson plans to use to establish such a culture. Based on personal experience, trying to explain what innovation and entrepreneurship really means is usually a conglomeration of vague buzzwords, which often means different things to people of different backgrounds/disciplines/motivations. However, I&E's meaning to each individual quickly becomes clear once the tools are in their hands. To put I&E in the hands of students, we propose a series of activities targeted to first year students. These activities are tailored to show first year students how their specific interests/values can fit in a career force committed to I & E. The culmination of these events is a multi-disciplinary hackathon/3 day startup that brings students from various disciplines together to put their passions to good use. The goal of these activities is to inspire students to realize they can participate in the I&E movement (and why they should), as well as funnel students into more established I&E orgs on campus (like the DEN, or Clemson IDEAS)
*Milestones:  o   Spring 2016         §  Plan content for 3 activities to show students what I&E can mean for them, how to use the design process in the                                           context of I&E, and the final hackathon         §  Identify faculty in non-STEM fields committed to I&E to help with tailoring I&E events to non-STEM fields

          o   Summer 2016                   §  Test 3 activities with small groups of students                   §  Identify space and planned attendance numbers                   §  Identify industry partners to show what I&E looks like in the corporate world

         o   Fall 2016                   §  Build student crowds for first activity (early September)-use Residents in Sci and Engr (RiSE) and gen engr as student source                   §  Perform activity 2 (late October)                   §  Tailor activities 1 & 2 for other majors, use success of RiSE and gen engr activities as evidence for establishing culture                   §  Use momentum generated by activities 1 and 2 to funnel students into existing orgs (DEN, Clemson IDEAS)

        o   Spring 2017                  §  Perform activity 3-Hackathon (mid-Jan (before midterms))                  §  Perform activity 1 for non-STEM major                  §  ITERATE CONTENT of each activity!

==Tactic #4: Introduce & Promote I&E culture early via Start Up Clemson University==

Team Leaders: [http://universityinnovation.org/Patrick%20Gorospe Patrick Gorospe] and [http://universityinnovation.org/Carlie%20Van Carlie Van], University Innovation Fellows

*'''Description''': Start-Up Clemson University (SUCU) will be a 3-4 day bootcamp in design, innovation, creativity, & entrepreneurship for incoming freshmen students at Clemson. Based off the concept of similar programs at the university, SUCU will bring freshman on campus 3-4 day early and engage them in a design challenge, exploratory trips around innovation spaces on campus, workshops on design thinking, and social events to weld together friendships based on the shared experience. Ulitimately, the goal of Start Up Clemson is for freshman students to successfully take charge of their education and start up their career at Clemson with the necessary tools and support network.
*'''Timeline'''
**Ideation (October 2016)
**Design & Prototype (November 2016) - develop a timeline of events. Consider a 3-day versus a 4-day experience. Determine which events would be of highest value. Start considering costs, logistical challenges, and key stakeholders related to each aspect of the program. Bring prototypes to stakeholders for feedback.
**Finalize sequence of events (December 2016) - in order to secure financial and political support, the program will need to be more formally pitched. This will require design of the program and well as the development of important metrics of success (e.g. X students attend, Y% knew more about I&E at Clemson, Z% felt more confident in their choice of major.
**Secure Resources necessary for progra (January 2016) - Watt Family Innovation Center and University Housing & Dining will be key partners in order to host events and enable freshmen to move into their residential spaces early. This tactic will dramatically reduce the cost of the program, as housing would otherwise be a large cost. Funding will be necessary
**Develop marketing & recruitment materials (February 2017)
**Launch and continue recruitment efforts (March-July 2017) - this will include partnering with New Student & Family Programs in order to recruit potential freshmen for the program. Orientation will be a great space to get the message across to recruits. The Residents in Science & Engineering (RiSE) program will also be an excellent partner in spreading the word.
**Launch and run SUCU (August 2017)
**Begin recruitment and sustainability planning for the next year's SUCU (September 2017

==Tactic #5: Encourage cross disciplinary creativity with an emphasis on Sustainability==

Team Leaders: [[Elena Miyasato|Elena_Miyasato]] , University Innovation Fellows

***'''Description''': EarthJam is the type of event that would bring together the arts and humanities side of Clemson with the engineering and agricultural students through the common interest or passion in sustainable design and communication. Through a festival like atmosphere, the display of creativity on campus already can be displayed through art expos, design challenges and demonstrations as well as collaborative pieces and competitions. Music and performance would be incorporated to add to the expressive atmosphere. As the event builds, industry sponsors and student organizations would hold booths with educational and informative activities.
***'''Timeline'''
****Ideation (October 2016)
****Design & Prototype (November 2016) - develop a timeline of events. Develop a location and organizational crew. Bring prototypes to stakeholders for feedback.
****Finalize sequence of events (December 2016) - secure facility and administrative support. Work with student organizations to create a functioning network of people with this common passion. Figure out the cost and upkeep and what sort of staff would be needed.
****Secure Resources necessary for program (January 2016) - Watt Family Innovation Center and Funding will be necessary. The head of the event would be decided and the publication and propaganda would begin in order to get the work out and people interested. Industry would be contacted to gain interest and recruitment of faculty who could spread word.
****Develop marketing & recruitment materials (February 2017)
****Host EarthJam (April 2017)
****Gather feedback and correspond with all the participants and survey to see what could be improved in the future. Begin the networking for the next years event (May 2017)

 
==Tactic #6: Encourage cross disciplinary involvement in I&E==

Team Leaders: [[Fellow:Sabrina Manji|Sabrina Manji]] , University Innovation Fellows

***'''Description''': Watt Week is an event that would attract students from a variety of disciplines and bring them together to participate in a series of workshops, speaker sessions, and presentations. Watt Week would serve as an extension of MakerDay, but would be more interactive and attract students from a wider range of disciplines. Watt Week would have a hack-a-thon like atmosphere that encourages innovation and creativity.
***'''Timeline'''
****Ideation (December 2020)
****Design & Prototype (January 2021) - create a timeline, start organizing the event itself in terms of structure and resources
****Wrap Up Planning and Organization (March 2021) - Ensure there is a strong base of students to support and help make this event happen (planning committee)
****Wrap Up Securing Resources (March 2021) - Ensure that everything is completed according to the original timeline set forth by the planning committee and ramp up the distribution of promo materials
****Hold Inaugural Watt Week (End of April 2021)
****Gather feedback from participants through surveys and other means to see what could be improved in the future. Begin the networking for next year's event (May 2021)

=Strategy #7: Create an Incubator for I&E Ideas on Clemson's Campus =

Tactic #1: Build off of the DEN by providing the next step in business development.

Team Leaders: Kyle Steigerwalt, Kimberly Green, Shreya Shankar, and Dallas Erwin, University Innovation Fellows

*'''Description''': DENX will be a Clemson-based business incubator that focuses on providing specific expert support for ideas created by Clemson students. Initially designed to be a continuation of a previous UIF program, the Design Entrepreneurship Network, DENX will attract students with developed business plans who wish to have access to a network of experts that can help with avoiding pitfalls similar to the ones they faced with their own startups. The goal of DENX is to avoid losing students involved in the I&E culture of the DEN network by providing the next logical step in bringing an idea to life.
*'''Timeline'''
**Ideation (Summer 2017- October 2017)
**Design & Prototype (November 2017) – Find current student startups and establish relationships with experts on Clemson campus
**Finalize Designs (December 2017- January 2018) -  Meet with stakeholders and mentors to gain approval for DENX design
**Secure Resources necessary for Program (Spring Semester 2018) – work with the DEN and NIMS to determine how DENX can function alongside of these programs
**Marketing (February 2018) – Use the new semester and the relationship with the DEN to find potential members  
**Trial Launch while focusing on recruitment efforts (March-July 2018) – Use current projects of the UIF cohorts to introduce DENX to the Clemson Network
**Launch DENX (August 2018) – Start the new school year by bringing in groups from the DEN with finalized business plans, and offer applications to the program to other students on Clemson’s campus
**Planning for the next year's DENX (Fall Semester 2018)

=Related Links =

[[Clemson University]]

 University Innovation Fellows:

Fall 2018:

[[Ethan_Bensman|Ethan Bensman]]

Nikki Wymann

Olivia Burns

[[Gabriel Herman|Gabriel Herman]]

Fall 2017:

[http://universityinnovation.org/wiki/Kimberly_Green Kimberly Green]

[http://universityinnovation.org/wiki/Kyle_Steigerwalt Kyle Steigerwalt]

[http://universityinnovation.org/wiki/Dallas_Erwin Dallas Erwin]

[http://universityinnovation.org/wiki/Shreya_Shankar Shreya Shankar]

Fall 2016:

[[Elena Miyasato]]

[[Collin Braeuning]]

[[Madison Maddox]]

[[Patrick Gorospe]]

[[Carlie Van]]

Spring 2016:

[[Jessica Zahn|Jessica Zahn]]

[[Bailey-Jean Walker|Bailey-Jean Walker]]

[[Alex Bina|Alex "it's ya boi" Bina]]

[[Kaitlyn Hackathorn|Kaitlyn Hackathorn]]

 Fall 2015:

[http://universityinnovation.org/wiki/Justin_Shaw Justin Shaw]

 Spring 2015:

[[Connor Bolick]]

 Fall 2013:

[[Breanne Przestrzelski]]

[[Category:Student Priorities|c]]
[[Category:Student Priorities]]
[[Category:Student Priorities]]
[[Category:Clemson_University]]
[[Category:Student_Priorities]]
{{CatTree|Clemson_University}}

Fellow:Sabrina Manji

2020-09-20T17:39:58Z

Smanji: Grammatical Revision

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[[File:SM_Profile_Picture.jpg|300px]]
|-
|
;Name:Sabrina Manji
;School (Cohort):Clemson University (2020 cohort)
;Majoring in:Mechanical Engineering
;Country:United States of America
;Email:[[Special:EmailUser/Smanji]]
|}

==Bio==
Sabrina is a University Innovation Fellow from Greenville, South Carolina. She is a National Scholar at Clemson University where she is studying Mechanical Engineering. She hopes to go on to get her Masters in Aeronautical Engineering in the future.

Outside of her classes, Sabrina can be found participating in a wide variety of student organizations on campus ranging from the Formula SAE team (designing and building an open wheel race car) to the Student Advisory Board for the Spiro Institute (which encourages business innovation and entrepreneurship). Through her involvement on campus she aims to create and foster diverse communities for students that encourage growth and learning. In the remainder of her free time she enjoys flying and creating art.

Sabrina is also an FAA certified Commercial Pilot, Instrument Rated, and an Advanced Ground Instructor.

In the future, Sabrina hopes to combine her love of engineering and aviation into a career as an aerospace engineer.

==Achievements==
2020 - Clemson SPARK Challenge - Third Place
For conceptualization and pitch of product and business model

2019 - Clemson National Scholar
Named to the 2019 cohort for Clemson’s highest merit-based scholarship

2019 - SWAY Ventures Case Competition - First Place
For analysis of a market space and live presentation of model to a California-based venture capital firm

2018 - FAA Commercial Pilot License

2017 - FAA Instrument Rating

==Social media profiles==
LinkedIn - https://www.linkedin.com/in/sabrina-manji/

[[Category:Clemson University (2020 cohort)]]
[[Category:Student Contributors]]

{{CatTree|Clemson University}}

School:Clemson University

2020-09-20T17:03:08Z

Smanji: Updated information about I&E offerings for students on campus

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

=Promoting Student Innovation and Entrepreneurship=

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

In addition to these national programs '''The DEN''' (Design and Entrepreneurship Network) has become influential on campus. The DEN has proven to be a valuable resources for students interested in Entrepreneurship by hosting events like '''3 Day Startup''' and '''Startup Weekend'''.  Clemson's '''IDEAS (Innovation, Design and Entrepreneurship Among Students) and CUBS (Community for Undergraduate Business Students) Communities '''house students from a variety of disciplines with an interest in innovation and entrepreneurship. Students from across campus also have the opportunity to participate in competitions like the '''CECAS Spark Challenge''' and the '''Walter Hunter Business Plan Competition and Lecture Series Pitch Smackdown'''. These competitions encourage students to get involved in the I&E infrastructure both on campus and beyond.

Captivating innovation talks are held on campus twice a month. '''VoxNovo Talks''', hosted by the Clemson Graduate Student Government, and '''Tiger Talks''', hosted by the Clemson Bioengineering Society, are two popular events that bring together inspirational individuals where shared ideas and perspectives change the world. '''TEDx '''has also been a recent addition to the Clemson innovative atmosphere. The '''Arthur M. Spiro Institute for Entrepreneurial Leadership '''was founded with a mission to support education, research and outreach programs that promote entrepreneurial activity and economic development of the region, state, and nation.  The Spiro Institute draws from the expertise within the College of Business and Behavioral Science to explore entrepreneurial leadership. A unique graduate degree in entrepreneurship is offered at Clemson University: an''' MBA in Entrepreneurship and Innovation (MBAe)''' where students begin with an idea, apply rigorous business principles and graduate with both an MBA degree and a market-ready business idea.  Innovation and entrepreneurship is also captured in the '''Technology Entrepreneurship Certificate Program''', offered to all graduate students in engineering and science disciplines.  Students also have the opportunity to graduate in a Business Management Major with an emphasis area in Entrepreneurship. Opportunities for funding of student-led technologies is offered directly through '''LaunchPadSC''', a competition that is designed to assist individuals and/or teams in the genesis of ideas for new business concepts and to help move them forward in the formation of potential new companies. Also available is mentorship and support through centers like the '''Clemson Regional Small Business Development Center (SBDC)'''.  Representatives offer personal consultation, guidance, and assistance to small business owners and entrepreneurs through one-on-one management and technical assistance as well as interactive webinar series. Mentoring is also available through the '''Sustainable Entrepreneurs & Economic Development (SEED) '''eight-session course that is designed to help early-stage entrepreneurs understand the business behind the success.

=Encouraging Faculty Innovation and Entrepreneurship=

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

This relationship is also fostered by faculty involvement in programs like the nationally renowned [http://www.clemson.edu/academics/programs/creative-inquiry/ Creative Inquiry] program - where faculty sponsors play a large role in guiding the innovation techniques and actively contributing to the development of a technology. 

One recent initiative to foster cross-disciplinary and innovative curriculum has been made through the '''[http://www.clemson.edu/academics/programs/thinks2/ Clemson Thinks2] '''program. The program is built around the idea of Faculty Scholars developing Critical Thinking (CT) courses, based off the [http://www.clemson.edu/cuhonors/current-students/courses/SeminarsSpring2015.html Calhoun Honors College] seminar courses. 

Few faculty incentives are provided at Clemson University to promote innovation and entrepreneurship outside of the simple motivation for student education and learning.  Many faculty members strive for excellence in the research laboratory and cannot find time to chase their entrepreneurial dreams. Overall, the main motivation for faculty to conduct research and be innovative is to produce publications, secure grants, and gain points towards tenure.

=Actively Supporting the University Technology Transfer Function=

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

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

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

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

[[File:WATT-logo.png|thumb]]

=Innovation with a Makerspace=

The '''Watt Family Innovation Center''' is a new building on Clemson's campus that is bustling with innovative and design thinking. The building is home to several spaces specifically purposed for student lead ideation including Clemson's brand new 3D Printing club. The Watt Center is a hub of creation that is centered on a common drive for innovation. This space has the capacity to continue to generate an entrepreneurial mindset alongside the innovation that Clemson is kick starting. One space in particular in the Watt Center is the [https://www.youtube.com/watch?v=EkgYFRJWSII Clemson Makerspace], which features multiple 3D printers and a laser cutter, available to every Clemson student, regardless of cost.

Clemson is home to many makerspaces available to students which are focused on encouraging design practices and innovation. '''Lee Hall''' is a space open to architecture students that houses both a woodworking shop and digital design studio. '''Riggs Hall''' has a microcontroller and electronics design shop open to the school of computing. '''Cook Laboratory '''is a sophisticated mechanical engineering shop that houses any tool you could possibly need, and offers training and safety courses for all of their equipment. Spaces like these are the reasons Clemson is able to have student clubs like the Steel Bridge Builders and Concrete Canoe Challenge, which encourage design thinking and innovative solutions. 

Apart from physical construction, Clemson's campus hosts some unique areas for digital innovation. In collaboration with Adobe, Clemson has the'''[http://coe.clemson.edu/adobe-digital-studio/ Adobe Digital Studio], '''which has a free-flowing layout, video and sound recording rooms, and interns trained and ready to assist students in the digital creativity projects through the use of the Adobe Creative Cloud suite. Another space ripe with digital creativity and innovation is the [https://www.clemson.edu/education/dmll/ Digital Media and Learning Labs], hosted by the College of Education in Tillman Hall

=Facilitating University-Industry Collaboration=

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

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

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

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

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

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

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

The '''SCE&G Energy Innovation Center, '''opened in the fall of 2017, was deigned and built as a facility to capable of full-scale, highly accelerated testing of next-generation wind turbine drive-train technology. It is the home to some of the world's most advanced energy systems testing and research facilities. The building is located in Charleston, South, about a 4 hour drive from Clemson. Along with the research emphasis at the center, it is also home to a variety of graduate and undergraduate programs in Electrical Engineering and Computer Science. 

=Engaging with Regional and Local Economic Development Efforts=

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

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

=Landscape Canvas=

[https://docs.google.com/spreadsheets/d/1wK90t4Pz7Av8s7yOEuOzQczqCtnhoMYv1fsvVaU2ziY/edit#gid=0 Landscape Canvas Spreadsheet]

[https://docs.google.com/presentation/d/10CILt5e09UjKG1Iw4MHaehAu6xZQSNSaDaleiWZkShE/edit#slide=id.p26 Landscape Canvas Presentation]

=Related Links=

[[Clemson University Student Priorities]]

 University Innovation Fellows:

Fall 2020 - (currently in training)

[https://universityinnovation.org/wiki/Fellow:Sabrina_Manji Sabrina Manji]

River Sneed

Kate Tolleson

Terry Witherspoon

Fall 2018

[http://universityinnovation.org/wiki/Ethan_Bensman#Ethan_Bensman Ethan Bensman]

Nikki Wyman

[[Gabriel Herman|Gabriel Herman]]

[http://universityinnovation.org/wiki/Olivia_Burns Olivia Burns]

Fall 2017

[http://universityinnovation.org/wiki/Shreya_Shankar Shreya Shankar]

[http://universityinnovation.org/wiki/Dallas_Erwin Dallas Erwin]

[http://universityinnovation.org/wiki/Kyle_Steigerwalt Kyle Steigerwalt]

[http://universityinnovation.org/wiki/Kimberly_Green Kimberly Green]

Fall 2016:

[[Elena Miyasato]]

[[Collin Braeuning]]

[[Madison Maddox]]

[[Patrick Gorospe]]

[[Carlie Van]]

Spring 2016:

[[Jessica Zahn|Jessica Zahn]]

[[Bailey-Jean Walker|Bailey-Jean Walker]]

[[Alex Bina|Alex "it's ya boi" Bina]]

[[Kaitlyn Hackathorn|Kaitlyn Hackathorn]]

 Fall 2015:

[http://universityinnovation.org/wiki/Justin_Shaw Justin Shaw]

 Spring 2015:

[[Connor Bolick]]

 Fall 2013:

[[Breanne Przestrzelski]]

[[Category:Universities]]
[[Category:Schools]]
[[Category:Clemson_University]]
{{CatTree|Clemson_University}}

Topic:Vt8hs8adcftqgdox

2020-09-02T20:51:36Z

Smanji (talk | contribs) commented on "Clemson Students Connect Despite COVID-19" (While Clemson has not pushed a specific platform for student to use to connect with each other, various groups and organizations are usin...)

Resource talk:How To Create a Makerspace for a Business School

2020-09-01T22:15:00Z

Smanji: /* Thoughts */ new section

== Thoughts ==

I think this is a great how-to guide. One of the things I particularly think you all really explained well was ensuring that the space one is designing fits the needs of those who are using it while also being something that can be adapted (especially considering the ever-changing nature of college campuses). I would love to see how this idea of a makerspace could be combined with an incubator for continuing guidance for startups. I imagine an idea would come into the business makerspace after it developed further it could officially move into a startup incubator with more specialized guidance/mentorship and more resources. [[User:Smanji|Smanji]] ([[User talk:Smanji|talk]]) 22:15, 1 September 2020 (UTC)

Topic:Vstixsm4kmr7u4wh

2020-08-27T19:42:09Z

Smanji (talk | contribs) commented on "Resilience and Individuality" (I really like your point about higher education normalizing failure, although I honestly think we as a society need to rethink the word f...)

User:Smanji

2020-08-15T13:10:56Z

Smanji: Redirect to Fellow Page

#REDIRECT [[Fellow:Sabrina Manji]]

Fellow:Sabrina Manji

2020-08-15T13:10:55Z

Smanji: Created Fellow Page - 2020

{| class="wikitable" style="border: 5px ridge grey; float:right;"
|-
|[[File:SM_Profile_Picture.jpg|300px]]
|-
|
;Name: Sabrina Manji
;School (Cohort): Clemson University (2020 cohort)
;Majoring in: Mechanical Engineering
;Country: United States of America
;Email: [[Special:EmailUser/Smanji]]
|}

==Bio==
Sabrina is a University Innovation Fellow from Greenville, South Carolina. She is a National Scholar at Clemson University where she is studying Mechanical Engineering. She hopes to go on to get her Masters in Aeronautical Engineering in the future.

Outside of her classes, Sabrina can be found participating in a wide variety of student organizations on campus ranging from the Formula SAE team (designing and building an open wheel race car) to the Student Advisory Board for the Spiro Institute (which encourages business innovation and entrepreneurship). Trough her involvement on campus she aims to create and foster diverse communities for students that encourage growth and learning. In the remainder of her free time she enjoys flying and creating art.

Sabrina is also an FAA certified Commercial Pilot, Instrument Rated, and an Advanced Ground Instructor.

In the future, Sabrina hopes to combine her love of engineering and aviation into a career as an aerospace engineer.

==Achievements==
2020 - Clemson SPARK Challenge - Third Place
For conceptualization and pitch of product and business model

2019 - Clemson National Scholar
Named to the 2019 cohort for Clemson’s highest merit-based scholarship

2019 - SWAY Ventures Case Competition - First Place
For analysis of a market space and live presentation of model to a California-based venture capital firm

2018 - FAA Commercial Pilot License

2017 - FAA Instrument Rating

==Social media profiles==
LinkedIn - https://www.linkedin.com/in/sabrina-manji/

[[Category:Clemson University (2020 cohort)]]
[[Category:Student Contributors]]

{{CatTree|Clemson University}}

File:SM Profile Picture.jpg

2020-08-15T12:59:42Z

Smanji: