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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.

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.

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Following are an array of strategies that will fully address Gap #1 over a 2-3 year period:

*Description: The opportunity to take a Creative Inquiry is built into the current curriculum for undergraduates. &nbsp;However, within Bioengineering, these "electives" are limited to research focused classes such as Orthopedics, Cardiovascular, BioSensors, etc. &nbsp;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. &nbsp;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. &nbsp;Examples of such include: Opportunity Assessment and Project Management, Start-Up Business Models, Start-Up Finance and Investment, and Product Development and Management. &nbsp;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. &nbsp;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.

**Full Acceptance into Undergraduate Program-Spring 2014

*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. &nbsp;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. &nbsp;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. &nbsp;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. &nbsp;In addition, plans to partner aspiring business students with senior design engineering and science students will help stimulate venture growth of life science technologies.

**Full Acceptance into Undergraduate Curriculum-Fall 2014

*Description: &nbsp;There is little direction on the Clemson University Campus once students do become passionate about I&E. &nbsp;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. &nbsp;This summer course will not be for credit. &nbsp;This summer course will not be for a certificate. &nbsp;This summer course will be for the experience. &nbsp;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.

**Host First Summer Session- Summer 2015

Team Leader: [[Collin Braeuning|Collin Braeuning]]

**Negotiate incorporation of InnoGrid into the My.Clemson app for campus wide availability- Spring 2018

Following are an array of strategies that will fully address Gap #2 over a 2-3 year period:

*Description: &nbsp;Alumni presence to a university is crucial for many reasons, with funding being that which commons to mind most often. &nbsp;However, keeping a successful alumni network close to the students for mentorship opportunities is one that should first come to mind. &nbsp;The Tiger Business Alliance will keep successful graduate entrepreneurs connected to the university. &nbsp;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. &nbsp;It is crucial to execute this program with the right mindset. &nbsp;It is not a goal to raise x dollars for Clemson University. &nbsp;It is to foster a relationship between successful graduate entrepreneurs and aspiring entrepreneurs- all who have been and will forever be TIGERS.

**Connect students with alumni- Fall 2015

*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. &nbsp;This program is designed to capture the attention of undergraduates who possess that drive for I&E but are unsure how to attack it. &nbsp;To lead and mentor these students, PhD entrepreneurs (both aspiring and achieved) work with undergraduates to foster new innovators and entrepreneurs.

**Connect students with graduate students- Fall 2015

*Description: &nbsp;The purpose of a technology transfer office is to facilitate innovation from laboratory to commercialization. &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 commercialization.

**OTT How-To Sessions&nbsp;(recurring event)- Spring 2015

Team Leader: [[Connor Bolick]], University Innovation Fellow

Team Leader:&nbsp;[http://universityinnovation.org/Connor%20Bolick Connor Bolick], University Innovation Fellow

**Make program known through various media -Summer 2015 through Fall 2015

Team Leader: [http://universityinnovation.org/wiki/Justin_Shaw Justin Shaw], University Innovation Fellow

<span class="s1">Following are an array of strategies and plans to occur over an 8 month period (ideally by May 2016):</span>

*<span class="s1">Description: An expert from page 1 of&nbsp;''Educating the Engineer of 2020: Adapting Engineering Education to the New Century&nbsp;''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 &nbsp;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.&nbsp;</span>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.

**Host first games at Clemson University (May 2016)

*<span class="s1">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: &nbsp;startup community, acaemic community, and the working community.</span>

**Host pitch competition (e.g. Think Ideally) (May 2016)

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

Team Leader:&nbsp;[http://universityinnovation.org/Jessica%20Zahn Jessica Zahn], University Innovation Fellow

**Final course curriculum and implementation (August 2017)

Team Leader:&nbsp;[http://universityinnovation.org/Jessica%20Zahn Jessica Zahn], University Innovation Fellow

**Continue to emphasize the importance of innovation

Team Leader:&nbsp;[http://universityinnovation.org/Jessica%20Zahn Jessica Zahn], University Innovation Fellow

*<span style="font-size:small;">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)</span>

Team Leaders:&nbsp;[http://universityinnovation.org/Patrick%20Gorospe Patrick Gorospe]&nbsp;and&nbsp;[http://universityinnovation.org/Carlie%20Van Carlie Van], University Innovation Fellows

**Begin recruitment and sustainability planning for the next year's SUCU (September 2017

Team Leaders: [[Elena Miyasato|Elena_Miyasato]]&nbsp;, University Innovation Fellows

****Design & Prototype (November 2016) - develop a timeline of events. Develop a location and organizational crew. Bring prototypes to stakeholders for feedback.

****Finalize sequence of events (December 2016) - secure facility and administrative support. Work with student organizations to create a functioning network of people with this common passion. Figure out the cost and upkeep and what sort of staff would be needed.

****Develop marketing & recruitment materials (February 2017)

****Host EarthJam (April 2017)

****Gather feedback and correspond with all the participants and survey to see what could be improved in the future. Begin the networking for the next years event (May 2017)

<span style="font-size:medium"><u>Tactic #1: Build off of the DEN by providing the next step in business development.</u></span>

**Planning for the next year's DENX (Fall Semester 2018)

[[Clemson University]]

Fall 2018:

[[Kaitlyn Hackathorn|Kaitlyn Hackathorn]]

[http://universityinnovation.org/wiki/Justin_Shaw Justin Shaw]

[[Connor Bolick]]

[[Breanne Przestrzelski]]