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= Overview – A New American University 3 =

President Michael M. Crow has positioned [http://www.asu.edu/ Arizona State University] as the model for a New American University.The [https://president.asu.edu/about/asucharter ASU Charter] states that the university is "~~measures success~~ measured not by ~~who~~ whom it excludes, but by ~~who~~ whom it includesand how they succeed; ~~a model that pursues~~ advancing research and discovery ~~that benefit the~~ of public ~~good~~ value; and ~~assumes major~~ assuming fundamental responsibility for the economic, social , cultural and ~~cultural vitality as well as the~~ overall health ~~and well-being~~ of the ~~community~~communities it serves."

Embedded in the university's mission and goals, is the desire to "b~~Institutionalizing Innovation~~ecome a leading American center for innovation and entrepreneurship at all levels." For that reason, there are an extraordinary number of opportunities, mentorship and pitch programs, certificates, majors, minors, clubs, accelerators, as well as collaboration and maker spaces dedicated to fostering innovative and entrepreneurial practices at ASU.~~ =~~

~~~~~~As of 2018~~In [https://research.asu.edu/about-us/facts-figures FY 2017], ASU has been named the most innovative university in america for four years in a row. This recognition speaks to the fact that ASU has a wide variety of organizational structures that help develop, support, grow, and maintain innovation and entrepreneurship. Here is a brief summary of the key divisions:</span~~></font~~>

== *<~~font color~~span style="~~#000000~~background-color: transparent; color: rgb(0, 0, 0); font-family: Arial; font-size: 15px; white-space: pre-wrap;" ~~face~~>Launched 15 start-up companies*Registered 84 US patents*Secured 97 major licencing and option agreements*Issued 277 invention disclosures</~~font~~span>~~Knowledge Enterprise Development ==~~

== ~~summary~~Institutionalizing Innovation ==

As of 2018, [https://asunow.asu.edu/20180909-asu-news-ranked-most-innovative-US-school-fourth-time ASU has been ranked the most innovative university in the US] for four consecutive years, according to a US News and World Report survey of academic leaders.This recognition speaks to the fact that ASU has a wide variety of organizational structures that help develop, support, grow, and maintain innovation and entrepreneurship. Here is a brief summary of the key divisions: == Knowledge Enterprise Development == [https://research.asu.edu/ Knowledge Enterprise Development] (KED) is a transdisciplinary, multi-unit division which "advances research, innovation, strategic partnerships, entrepreneurship and economic development at ASU, in Arizona and globally." KED oversees a number of offices, initiatives, and institutes which help foster the translation of research to practice and the exchange of knowledge and resources into and out of the university. One of the key units is the [https://entrepreneurship.asu.edu/ Office of Entrepreneurship & Innovation] which provides training, mentoring, funding, and networking resources to students, faculty, and the greater Phoenix community. KED also oversees ASU's many innovation zones, including the [http://innovationzones.asu.edu/portfolio/skysong Skysong Innovation Center], ASU Research Park, and ASU's Polytechnic Campus, which is home to an innovative project-based engineering program run by[https://poly.engineering.asu.edu/ The Polytechnic School].

== Office of the Knowledge Enterprise Architect  ==

~~summary~~The [https://universitydesign.asu.edu/ Office of the Knowledge Enterprise Architect] (OKEA) is dedicated to advancing "the design and culture of the institution so ASU can accelerate on its trajectory of innovation, sustainably, well into the future." These efforts are divided into three key areas:

*'''Innovation Culture''' – embed an innovation mindset deeply into the ASU culture to empower faculty, staff and students to create impact through innovation.*'''Institutional Design''' – support ASU units and leaders to create capabilities in people, systems and structures so the institution can adapt and evolve to meet the complex needs of an ever-changing world.*'''Leadership Development''' – cultivate a leadership pipeline within the institution by identifying high-potential leaders, connecting them with people, resources, tools and collaborative networks and investing in their futures at ASU.

== University Initiatives ==

[http://ui.asu.edu/ The Office of University Initiatives(UI)] is a cultural catalyst at ASU. UI helps ASU meet its innovation needs by connecting ideas with people and resources to make an impact. Through collaboration with other offices and departments across the university, in addition to state, national and international leaders, UI helps to shape and realize ASU’s innovation goals. Much of UI’s work falls into five overlapping categories: advancing ASU’s New American University agenda, entrepreneurship, social embeddedness, university innovation, and education. UI is one of the chief ~~advocate~~ advocates for entrepreneurial thinking and activity across the university.

== Fulton Schools of Engineering  ==

ASU ~~previously had a unique two-distinct Engineering School model.~~ 's [http://engineering.asu.edu/ ~~The~~ Ira A. Fulton Schools of Engineering] ~~is~~ consists of two distinct types of engineering programs. While the university's main campus hosts the ~~flagship traditional school~~majority of majors and students, ~~while ~~[~~http~~https://~~innovation~~poly.engineering.asu.edu/ ~~~~The ~~<span style="font-size: 15px; font-family: Arial; color: rgb~~Polytechnic School] (~~0, 51, 153~~formerly the College of Technology and Innovation)~~; vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">~~~~C~~ollege of Technology and Innovation] ~~embodied~~ takes an uncommon approach, based on the values of engaged learning, including a strong connection with industry and entrepreneurship. The ~~hands~~key curricular piece is the project-~~on approach model of~~ course spine, which scaffolds the ~~latter school requires~~ curriculum from introductory classes through their senior capstone experience. For their capstone projects, students work in teams to build and design solutions to meet real industry needs; the model appears to be making an economic impact. ~~The College of Technology and Innovation is now part of The Ira A. Fulton Schools of Engineering and is known as The Polytechnic School.~~

The engineering firm Honeywell, previously hired all College of Technology and Innovation students who worked on a successful airplane brake system. Separately from that, the city of Chandler, Arizona approved a 50-year lease with the College of Technology and Innovation. The city will retrofit a building to house the College’s teaching and research programs. These programs are estimated to provide a $23.8 million economic impact in the next five years, by providing the intellectual capital for the city’s high tech companies such as Intel.

Even with successful and innovative programs, about 20 percent of the university’s population may not fully accept change. However, experience provides a helpful ameliorative blueprint. Consistency and a clear articulation of the president’s vision usually earn the respect of skeptics. ASU’s quest as a New American University has also been helped by the President’s intuitive understanding of internal constituencies, and an ability to maintain enough dynamism to make concessions where necessary. President Crow has also built a capable and competent senior leadership team. Most importantly, ASU’s leadership team recognizes that innovation, by necessity, means not being constrained by conventional thinking. Thus with creativity, there are no obstacles that cannot be managed.

Just as a bell, innovation without movement does not ring. So go ahead, let innovation ring - join the movement for a New American University.

Below is an enumeration of ASU’s programs and initiatives that support the five buckets in the NACIE sponsored university commitment letter.

For an in depth look at our campus's offerings, take a look at our [https://docs.google.com/spreadsheets/d/1Vq2MKJXk_ER8Rz-qkuAOeSyZX7sokRqkKNzp9llCu3Y/edit?usp=sharing University Innovation Landscape Canvas].

= Student Entrepreneurship =

At Arizona State University, entrepreneurship is about bringing innovative ideas out into the world. These ideas might be socially, economically, artistically or intellectually motivated, or some combination thereof.Likewise, ~~<span style="~~font~~background-~~size~~color: ~~15px; font-family: Arial~~transparent; color: rgb(0, 0, 0); ~~vertical~~font-family: Arial; font-~~align~~size: ~~baseline~~15px; white-space: pre-wrap~~; background-color: transparent~~;">~~At ASU,~~ entrepreneurship is not concentrated in just the field of business, nor is it housed in an entrepreneurial institute or school. Instead, entrepreneurship opportunities are offered in and out of the classroom, and in a wide variety of programs departments and schools. These include:~~

[http://studentventures.asu.edu/ The Edson Student Entrepreneurship Initiative] is ASU’s premier student start-up competition. This year, students can win up to $20,000 in funding, as well as mentoring and office space to advance their venture ideas. The Initiative offers rolling admissions with two stages for advancement. Students can be placed in an incubator stage or an accelerator stage. Non-profit and for-profit initiatives are both encouraged. And students have responded with a number of innovative ventures. The G3Box project focuses on converting steel shipping containers into medical grade clinics by outfitting them with the basic components of power, ventilation, potable water, and insulation to create sustainable medical clinics that address critical health needs in poor countries.

</ul>

[http://innovationchallenge.asu.edu/ ASU Innovation Challenge] seeks undergraduate and graduate students who are dedicated to making a difference in the local and global communities through innovation. Students can win up to $10,000~~to make their innovative project, prototype, venture or community partnership ideas happen.~~~~<ul style="margin-top:0pt;margin-bottom:0pt;">~~<li>Students are provided opportunities to practice their skills in teamwork, leadership, project development, business plan creation, public speaking, and network creation</li>~~</ul~~>

<~~br/~~span>[http://theatrefilm.asu.edu/initiatives/pave/ The Performing Arts Venture Experience (P.A.V.E)] paves the way to the future of the arts by investing in student innovation and creativity, supporting arts entrepreneurship education and undertaking entrepreneurial activities. Funded by a generous grant by the [http://www.kauffman.org/ Kauffman Foundation], there are four major components of P.A.V.E:~~~~

<li>Arts entrepreneurship classes such as Foundations of Arts Entrepreneurship, Arts Entrepreneurship Seminar, TheatreOrganization and Management and Independent Film;</li>

[http://enpub.fulton.asu.edu/sensip/ The Sensor, Signal and Information Processing Center and Consortium(SenSIP)]at ASU has been designated a [http://www.nsf.gov/ National Science Foundation (NSF)]Industry/University Collaborative Research Center. The consortium researchers have provided the mathematical and algorithmic groundwork for technology used in security systems, consumer electronics, medicine healthcare, nanotechnology, and other technologies including global positioning systems.

[http://www.techshop.ws/ TechShop], (2013-2017) To further develop creativity and the entrepreneurial spirit in the communities ASU serves, ~~they have~~ in 2013 the university joined with TechShop, a membership-based, do-it-yourself facility that provides the public with tools, equipment, training and a vibrant, supportive community of creative people. TechShop membership provides access to over $1 million dollars worth of advanced machines and tools, sophisticated 2D and 3D design software, and other professional equipment. All full-time students at all 4 campuses are currently provided TechShop memberships free of charge.~~ ~~ [http://adrc.asu.edu/ The Aerospace and Defense Research Collaboratory], a consortium between ASU, UA and Embry-Riddle Aeronautical University, is intended to bridge the gap between education and industry through research. The Collaboratory is housed on ASU’s Polytechnic campus in the College of Technology and Innovation.

<li>This research initiative is expected to boost Arizona’s economy, as well as attract other big corporations to the state</li>

Other ASU industry collaborations include: [http://aims.engineering.asu.edu/ Adaptive Intelligent Materials and Systems Center (AIMS)]; [http://atic.asu.edu/ Advanced Technology Innovation Center]; [http://www.asu.edu/aine/ Arizona Institute for Nano-Electronics (AINE)], and the [http://asuresearchpark.com/ Arizona State University Research Park].

= Regional and Local Economic Development =

= Conclusion =

Even with successful and innovative programs, about 20 percent of the university’s population may not fully accept change towards innovation and entrepreneurship. However, experience provides a helpful ameliorative blueprint. Consistency and a clear articulation of the president’s vision usually earn the respect of skeptics. ASU’s quest as a New American University has also been helped by the President’s intuitive understanding of internal constituencies, and an ability to maintain enough dynamism to make concessions where necessary. President Crow has also built a capable and competent senior leadership team. Most importantly, ASU’s leadership team recognizes that innovation, by necessity, means not being constrained by conventional thinking. Thus with creativity, there are no obstacles that cannot be managed.

For an in depth look at our campus's offerings, take a look at our University Innovation Landscape Canvas.

Mr. James O'Brien's comments have been instructive in better understanding ASU’s leadership role in promoting innovation, entrepreneurship, and the commercialization of research in the nation’s universities, in addition to the impact of the NACIE commitment letter in framing ASU’s strategic plans and institutional culture.

</div><div id="edn10">

Source: [http://www.eda.gov/pdf/The_Innovative_and_Entrepreneurial_University_Report.pdf "The Innovative and Entrepreneurial University: Higher Education, Innovation & Entrepreneurship in Focus"], Department of Commerce, October 2013.

</div></div> </div>

= Related Links =

[https://docs.google.com/spreadsheets/d/~~1Vq2MKJXk_ER8Rz-qkuAOeSyZX7sokRqkKNzp9llCu3Y~~1VGOvT4dufFKSnSamqBsTQ3Qhxm8ZHM4UbnNen0XsdL4/edit?usp=sharing 2018 Landscape Canvas] '''2018 Contributors''' [[Steven Weiner|Steven_Weiner]] [[Jessica Barnett|Jessica_Barnett]] '''Previous Contributors'''

[http://universityinnovation.org/wiki/Arizona_State_University_Polytechnic_Student_Priorities Arizona State University Polytechnic Student Priorities]

[http://universityinnovation.org/wiki/Christian_Rice Christian Rice]

~~~~[[Jake Gunnoe~~ ~~|Jake_Gunnoe]]

[http://universityinnovation.org/wiki/Lisa_Baer Lisa Baer]

~~~~[[Ryan Borneman~~ ~~|Ryan_Borneman]]

[http://universityinnovation.org/wiki/Stephen_Annor-Wiafe Stephen Annor-Wiafe]

~~ </div> </div> ~~ [[Category:~~Deep Dives|Deep_Dives~~Schools]]~~ ~~[[Category:~~Universities~~Arizona_State_University]]{{CatTree|Arizona_State_University}}

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