505
edits
Changes
no edit summary
While assessing the innovation ecosystem on campus, students pointed towards peers that were creating apps, launching social ventures and starting companies in their dorm rooms. When asked to comment on the entrepreneurial community on campus, these students mentioned that they aren’t surrounded with peers and mentors that can nurture their ideas and grow them to scale. At the same time, students in the art and business departments are creating venture concepts for class that are viable and compelling, but need further development. Since students have no place to take their projects after the class ends, many plateau or are terminated due to lack of time, committment and support. These students mentioned that a network of peer collaborators was desired, along with access to capital, alumni mentors and dedicated time and space for venture development. Others mentioned that they would like see a student incubator, a student venture fund and start-up training programs take root on campus in the years ahead.
At the curricular level, faculty from Earth and Environmental Science, Philosophy, Art, Business and Sustainability Science have all expressed interest in integrating concepts related to creativity, innovation and entrepreneurship into their existing courses. Several of these faculty have expressed interest in creating team-taught courses that bring students from different disciplines together to solve real-world problems. In addition, staff members at the Center for Teaching and Learning and the Shi Center for Sustainability mentioned that they would be interested in developing a professional development program to equip faculty with strategies, tools and curricular resources for course integration. With this said, faculty and staff have mentioned that the currrent structure of the semseter leaves them with little time, energy and resouorces to devote to efforts like this.
= A Strategy for Collective Impact<br/> =