Priorities:Stanford University Student Priorities
Contents
Overview
The Stanford Innovation and Entrepreneurship Landscape Canvas is full of opportunities. Stanford University strives for innovation and creativity. Students have opportunities to innovation and entrepreneurship to the next levels with 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."). Stanford University, like most innovative campuses, are stronger in some areas of I&E values in comparison to others.
Stanford University's strengths lie in the overwhelming spirit of entrepreneurship on campus. As many people say, innovation is in the air. Stanford also has many tangible resources that provide force behind innovation and entreprenership, including venture spaces on and associated with our campus. Some of these include:
The Product Realization Lab (https://productrealization.stanford.edu/)
Design for America (http://designforamerica.com/studios/stanford/)
StartX (startx.stanford.edu)
BASES (bases.stanford.edu)
among others.
While these resources are utilized by many students, there is certainly room for improvement, namely in students discovering these resources earlier in the year. Not all incoming students realize that entrepreneurship and innovation are an option or even important or interesting. A couple of our main goals for I&E projects include getting more students involved in deeper relationships with other like-minded students, and allowing more students to be exposed to topics such as design thinking.
Strategy #1: Changing the Potential Value on Stanford University'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 Class taught by students
- Description:
- Team Leader(s): Autumn Turpin and Capella Kerst
Tactic #2: I&E Course (Autumn your class)
- 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:
- 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: Co-Ed entrepreneurship fraterunity
- Description:
- Team Leaders:
- Milestones:
- Find founding class- Fall 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 alpha class- Winter 2015
Strategy #2: Executing Effectiveness in the Reframing Value at Stanford
Following are an array of strategies that will fully address Gap #2 over a 2-3 year period:
Tactic #1: Tiger Business Alliance through InnoVenture Network
- Description:
- Team Leaders:
- 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:
- 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
