Priorities:Howard University Student Priorities

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