Changes

=Fall 2019 = Priority One = = Priority Two = = Priority Three = = Priority Four = Fall 2015 <br/>The Stanford Innovation and Entrepreneurship Landscape Canvas is full of opportunities. &nbsp;Stanford University strives for innovation and creativity. &nbsp;Students have opportunities to innovation and entrepreneurship to the next levels with perceived value aspects ("Student, I&E is important. &nbsp;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."). &nbsp;Stanford University, like most innovative campuses, are stronger in some areas of I&E values in comparison to others.

This is already implemented in part by the d.school. These classes ([http://dschool.stanford.edu/classes/http://dschool.stanford.edu/classes/]) are already pretty popular, and are admit by application only. This provides a possible barrier to students who are simply looking for an introduction to design thinking. There can be more pop-up classes added, and perhaps ones specifically geared towards inexperienced students (along the line of IntroSems ([https://undergrad.stanford.edu/programs/introsems https://undergrad.stanford.edu/programs/introsems]) but more open to a variety of grade levels).&nbsp;

<span style="font-size:small;"><span style="font-family:arial,helvetica,sans-serif;"><span id="docs-internal-guid-9b63a51e-c52c-7e97-4717-19c3e3ebb58a"><span style="vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">Description: Sigma Eta Pi was founded at UCLA in 2010. The current chapters and alumni have many ventures in Silicon Valley and Silicon Beach. The brothers of SEP have a variety of startups and successes ranging from a clothing brand to a startup backed by Y-Combinator, with another acquired by Square for 90 Million dollars. There is a wide variety of interests and backgrounds already existing in SEP. S</span><span style="color: rgb(0, 0, 0); vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">tanford has a wide array of clubs and activities for the entrepreneurial person, but what it lacks is a brotherhood. Stanford needs more than a club. In a club there is certain amount of people and level of commitment, but at the end of the day it is just that - a club. A brotherhood allows one to know the members on a deeper level. Most students upon graduation more closely identify with a national level organization, such as the Society of Women Engineers or a fraternity/sorority. A brotherhood would enhance the entrepreneurial community here at Stanford by creating a stronger network of people. This particular organization has the benefits of having two solidly established chapters in which Stanford would enhance the already rich alumni and membership base.</span></span></span></span> <span><span style="font-size: 15px; font-family: Arial; color: rgb(0, 0, 0); vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">Implementation</span></span><ul style="margin-top:0pt;margin-bottom:0pt;"><li><ul style="margin-top:0pt;margin-bottom:0pt;"><li><span id="docs-internal-guid-9b63a51e-c52d-050f-4724-1702ed5998c1"><span style="vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">Find founding class- Fall 2014</span></span></li><li><span id="docs-internal-guid-9b63a51e-c52d-050f-4724-1702ed5998c1"><span style= "vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">Pitch the Idea/Concept- Fall 2014</span><br/span> </li><li><span id="docs-internal-guid-9b63a51e-c52d-050f-4724-1702ed5998c1"><span style="vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">Find a Space/Infrastructure- Fall 2014 through Spring 2015</span></span></li><li><span id="docs-internal-guid-9b63a51e-c52d-050f-4724-1702ed5998c1"><span style="vertical-align: baseline; white-space: pre-wrap; background-color: transparent;">Funding- Fall 2014 through Spring 2015</span></span></li></ul></li></ul>

= Strategy #2: Executing Effectiveness in the Reframing Value at Stanford<br/> =

== Tactic #1: Tiger Business Alliance through Introducing these two flagship ideas will provide two unique outlets for student entrepreneurship. This is valuable because it allows students who are new or intrigued by design thinking and entrepreneurship to get their feet wet, and provide a close network and brotherhood with those students ready for a new level of entrepreneurship.&nbsp;InnoVenture Network ==

[https://www.youtube.com/watch?v== Tactic #2UxcIV2twpq0 https: BioInnovation =//www.youtube.com/watch?v=UxcIV2twpq0]

*Description:&nbsp;*Team Leader: TBD*Milestones<span style="font-size:**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-&nbspmedium;Summer 2014**Host webinar sessions on goals of the program-&nbsp;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">Stanford University Innovation Fellows</span>

== Tactic #3[http: Transformation of the Clemson University Office of Technology Transfer ==//universityinnovation.org/wiki/Capella http://universityinnovation.org/wiki/Capella]

*Description[http: &nbsp;The purpose of a technology transfer office is to facilitate innovation from laboratory to commercialization//universityinnovation. &nbsp;This is fostered by various techniques, a benchmark of which is still to be established. &nbsp;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. &nbsp;This could be facilitated through work-shops, seminars, How-To sessions. &nbsp;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 commercializationorg/wiki/Autumn_Turpin http://universityinnovation.*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&nbsp;(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&nbsp;(recurring event)- Spring 2015org/wiki/Autumn_Turpin]

<span style= Impact"font-size:medium;">Stanford University Campus Overview<br/span> = [http://universityinnovation.org/wiki/Stanford_University http://universityinnovation.org/wiki/Stanford_University]

<span style= Related Links ="font-size:medium;">Stanford University Student Priorities (this page)</span>

https[http://wwwuniversityinnovation.youtubeorg/index.com/watchphp?vtitle=UxcIV2twpq0Stanford_University_Student_Priorities http://universityinnovation.org/wiki/Stanford_University_Student_Priorities]

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