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School:Arizona State University

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Embedded in the university's mission and goals, is the desire to "become 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.

In [https://research.asu.edu/about-us/facts-figures FY 2017], ASU:

*Launched 15 start-up companies

== 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 ==

== 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.

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 University Innovation Landscape Canvas.

= Student Entrepreneurship =

= 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.

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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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