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= '''Overview<br/> - A Campus on the Move''' =

UMass The University of Massachusetts Lowell Innovation and Entrepreneurship Landscape Canvas is a top-tier research university with a full plate of opportunitiesofferings for innovation and entrepreneurship. The University of Massachusetts Lowell is growing at high rates, faculty and we administration are moving along these lines in order eager to achieve even better results than everconnect with the movement of promoting an innovative culture at the university level. Students have opportunities to tackle innovation and entrepreneurship in perceived value aspects ("StudentBeing a national research university, I&E is important. Make it UMass Lowell has been evolving quite a priority.")bit in the past few years: new buildings have sprouted everywhere, potential value aspects ("So, you want classrooms are being upgraded to learn more?")support a culture of learning, applied value aspects ("You want and centers for innovation are being built to apply your knowledge to a specific project."), realized value aspects ("You have effectively engaged involve as many students as possible in I&E.")As well, programs and reframing value aspects ("You offerings have fine-tuned your understanding of I&E and reframed your approach been refined over the years to your education and career."). Clemson University, like most innovative campuses, are stronger in some areas of I&E values in comparison adapt to othersour changing society.

Clemson UniversityUMass Lowell's strengths lie in entrepreneurial culture has been active since around 2011, with the Technology Village we are building DifferenceMaker Program kicking off in 2012. Since then, a wealth of programs have been started to connect students with more opportunities for entrepreneurship. The university has taken many steps to work with the form City of incubators Lowell and venture spaces on local companies for the greater benefit and associated with our campus. Some economic development of these include: Clemson University Bioengineering Innovation Campus (CUBEINCthe area.), Clemson University International Center for Automotive Research (CU-ICAR), NEXT Innovation Center, SCRA Duke Energy Innovation Center. These amenities existThere are many programs in place that have given us a great head start, but after speaking with current students, few knew these resources existed. It there is here where a major gap in Clemson's I&E canvas liesmore to come yet.

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 Our strategic plan centers around the idea of innovationJump-Starting Awareness, design, and research. However, few opportunities where students acknowledge that the programs exist but aren’t necessarily aware of the other offerings in place to capitilize on these innovations through entrepreneurshiphelp the entrepreneurial process go as smoothly as possible. The mindset for taking one's research innovations Our priorities are to market where it can do its purpose introduce fun and truly serve people is one that needs engaging events to vastly improve on the Clemson University campusget students inspired toward an entrepreneurial venture. 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 We want to undergraduates show that have the immense potential work can be extremely rewarding, even in failure. We aim to run with I&E and change their futuresdo this through a variety of channels.<p style="text-align: center">{{#Widget:Prezis|id=1prhklgg5elv}}</p>= Strategy #1: Changing the Potential Value on Clemson's Campus<br/> =

== Tactic #1: The Design == Rachel Silk – Marketing and Entrepreneurship Network (The DEN) ‘16 ====

*Description: The opportunity to take a Creative Inquiry Rachel is built into an active member of the current curriculum for undergraduatesentrepreneurial environment at UMass Lowell. However, within Bioengineering, these "electives" are limited to research focused classes such as Orthopaedics, Cardiovascular, BioSensors, etc. These courses are limited to those who wish to strive to take what they develop in their research laboratories or A participant in their dorm rooms to market where it can serve the purpose it was created for. ThereforeDifferenceMaker Program, we will be implementing a Creative Inquiry known as The DEN that span topics within I&E as her team started a separate sector from which undergraduates can currently select. Examples of such include: Opportunity Assessment and Project Management, Startnon-Up Business Modelsprofit, Start-Up Finance and InvestmentLove of the Game, and Product Development and Management. In addition dedicated to a Creative Inquiry weekly meeting, teams of undergraduates will enter The DEN connecting people with technologies they are passionate about developing into ventures and will apply the I&E topics disabilities to those technologiestheir community through sports. Established entrepreneurs, technology transfer officersAs an Innovation Fellow, and venture capitalists will guest lecture she hopes to these students to spark interest and highlight unify the university by generating increased awareness for the opportunity of a career in this spaceofferings for I&E.*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 == Stephen Kender – Plastics Engineering ‘18 ====

*Description: The current I&E curriculums across campus address only juniors and seniors Stephen is also active in the Executive Leadership and Entrepreneurship department, Engineering Senior Capstone Design Classes, or even only graduate students innovative culture in the MBA in Innovation community around him. He and Entrepreneurship (MBAe) program. What is needed is his team started 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 classessports equipment company, at which pointKEnDERS Athletic Body Armor, the students have already committed to medical schools, law schools, graduate schools, or other careers that are not within I&Earound a novel and revolutionary technology. This course will be offered to all colleges in hopes to bring together young, innovative minds to shape With the I&E landscape at training from the start. In additionInnovation Fellows program, plans he hopes to partner aspiring business students with senior design engineering develop new and science students will help stimulate venture growth existing entrepreneurial skills so he can bring back a plethora of life science technologiesopportunities for his school and his community.*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

*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== '''JUMP-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 2015STARTING AWARENESS''' ==

= Strategy #2: Executing Effectiveness ''Our plans involve getting students engaged in the Reframing Value at Clemson<br/> =process of I&E, and will work with and alongside the current programs on campus. While our projects will stand on their own, we will work very hard to display the full offerings on campus to the participants.''

== Tactic #*Meant to involve students in a fun and engaging activity, as a pre-cursor to the DifferenceMaker Program*Will be akin to a mini-accelerator, with small deliverable-based learning and quick crash course sessions*Will be targeting new students, to show them the complete offerings of the DifferenceMaker Program*When the program ends, we will funnel participants directly into the DifferenceMaker competitions*Program Layout**&nbsp;Session 1: Tiger Pitch Ideas/Problems***​Form teams/solutions***Do not have to present they could just write it down and we could read it out loud.**Session 2: Reach out to teams, guide them with their solutions***Make sure things are viable/the team is passionate enough if it is not viable**Session 3: Basic Business Alliance through Clemson InnoVenture Network ==Model (Deliverable), Practice Pitch?**Session 4: Mock Shark Tank (Practice for College Competitions)

== Tactic #2''Spring 2016'': BioInnovation ==Begin organizing and promoting the program, gearing up current students on the fence about entrepreneurship

*Description''Spring/Summer 2016'': 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 Talk 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 faculty and central space for these graduate students- Summer 2014**Host webinar sessions organizations 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 campus about being speakers in our Tank program to current students- Spring 2015**Marketing resources- Spring 2015**Connect students with graduate students- Fall 2015

== Tactic #3''Summer 2016'': Transformation of Visit orientations, giving pitches for the Clemson University Office of Technology Transfer ==River Hawk Tank and getting incoming students interested

*Description''Fall 2016'': 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 Jump-start the bar for technoogy transfer offices across program in 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-shopsfirst week or two of school, seminars, How-To sessions. All of these outlets generate learning experiences and shine a positive light on funnel students into 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 2015DifferenceMaker Program

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

=== TEDx === *This event will be centered around inspiring students toward innovation with tips from local entrepreneurs*Will engage the broader innovative community ==== ​Timeline ==== ''Fall 2016'': Organize a date and location with the university (or with the city) ''Winter 2016'': Begin advertising and reaching out to prospective speakers ''Spring 2016'': Advertise more heavily and finalize list of speakers. Host event, and figure out where to improve == '''CONNECTING FACULTY AND STUDENTS''' == One other project we will be working on involves connecting students to faculty to help them learn more about a specific skill. We currently have a Mentor Program, but for students needing a basic education in a certain area it is much too formal. Like the website LinkedIn, we seek to have faculty list their skills on the school website. These skills will have tags that can be searched for when students need help with one. When a student has a positive learning experience, they can endorse professors for a particular skill. There will be no way to “downvote” any professors, so there are no safeguards needed to prevent corrupting that system. All that is needed for this program is to talk with the website developers (who are currently working on a new site, so the timing could work out well) and see how it can be integrated. &nbsp; = '''2013 Innovation Fellows''' = == '''Enhance & Synergize the University I&E Ecosystem''' == === '''Inspire Club''' === Inspire Club seeks to introduce students to innovation and entrepreneurship as well as connect them to campus and community resources such as ‘DifferenceMakers”, “M2D2”, “E For All”, etc. Weekly meetings will be held to expose students to an assortment of enriching experiences from innovative business model development tools and rapid prototyping exercises to guest panels and networking events. Students will be encouraged to develop ideas and solutions on an individual basis as well as to form teams in which they will combine, re-create, refine, and expand on them. We believe that this approach will engender high levels of student leadership and foster teamwork. Inspire will become an integral part of the student I&E pathway leading students from simple ideas to sustainable venture ready models. The skills learned will reflect the lean and iterative nature of the evolving economy and not only be valuable for start-ups but also in a traditional corporate environment where forward thinking, collaboration, and creativity are rapidly being adopted. ==== &nbsp;'''Goals of Inspire''' ==== *&nbsp; &nbsp; &nbsp; Introduce creative problem-solving, innovation and entrepreneurship*&nbsp; &nbsp; &nbsp; Identify purpose in each student's education*&nbsp; &nbsp; &nbsp; Connect students to I&E resources*&nbsp; &nbsp; &nbsp; Encourage student leadership*&nbsp; &nbsp; &nbsp; Push for development of a Maker Space&nbsp;*&nbsp; &nbsp; &nbsp; Help develop new experiential activities&nbsp;*&nbsp; &nbsp; &nbsp; Motivate & Capture new audiences &nbsp; = '''Related Links''' = [[http://universityinnovation.org/University%20of%20Massachusetts%20Lowell University of Massachusetts Lowell]]

[[Ana Gouveia]] [[James Abdallah]http://universityinnovation.org/wiki/Stephen_Kender Stephen Kender]

[[Jacob HulmeCategory:Student Priorities]][[Category:Student Priorities]][[Category:Student Priorities]][[Category:University_of_Massachusetts_Lowell]][[Category:Student_Priorities]]