Priorities:Clemson University Student Priorities

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.

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 Orthopaedics, 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

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: 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: 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

Team Leader: Jessica Zahn, University Innovation Fellow

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

Tactic #1: Introduction to Disciplines

• 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 

• 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

• 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!

Related Links

Clemson University

University Innovation Fellows:

Breanne Przestrzelski

Connor Bolick

Justin Shaw

Jessica Zahn

Bailey-Jean Walker