1994 1995 A Review of Practices of 1996 1997 1998 Established Entrepreneurship 1999 2000 Programs 2001 2002 2003 2004 2005 NCIIA – OPEN - 2012 2006 2007 2008 2009 2010 2011 Organizers and Moderators: 2012 Douglas Arion – Carthage College Michael Lehman – Univ. of Pitts.
A Great Idea!The Wheel!!Please Don’t Do This!!!
Kathy Allen – University of Southern Cal. John Ochs – Lehigh University Tim Stearns – California State - Fresno Burt Swersey – Rensselaer Polytechnic Institute ( via Skype) Douglas Arion – Carthage College Michael Lehman – University of Pittsburgh All of you! Discussion is Key!
What motivated starting a program? When was the program started? How many students and faculty are involved now? Initially? Summary: How is the program structured/operated? What have been some major successes?
What have been the greatest challenge(s) or failure(s) in your program, and how were they overcome? If you were starting over, knowing what you know now, what would you do?
Center for Technology Commercialization Entrepreneurship center founded 1972 Commercialization center founded 1997
Challenge: Everyone is doing entrepreneurship now – how do you continue to stand out from the crowd? Insights: ◦ You can’t control entrepreneurship in one place on campus ◦ Success is about the right people and tons of patience ◦ Success is about an entrepreneurship ecosystem that shuns bureaucracy and develops organically from a grass roots effort ◦ Success is about finding the champions to drive the vision
Positives Motivation: Faculty, Alumni, State and Industry interest Timeline: ◦ 1994: Undergraduate Integrated Product Development (IPD) pilot ◦ 2001: Graduate IPD, MBA Venture Series, Integrated Business & Engineering ◦ 2005: Entrepreneurship minor ◦ 2010: Baker Institute for Entrepreneurship, Creativity and Innovation ◦ 2012: Graduate Masters in Technical Entrepreneurship Initially: 9 students, no staff, 3 faculty (1/3 FTE) as a pilot during summer session Now*: 800+ students, 7 full-time staff, 23 faculty (10 FTE) per year and growing Program Structure: University Institute with a director who reports to the provost – an umbrella organization (*see slide #2, yellow highlight indicates activities included in ‘Now’ count above) Major successes: See slide #3 or go to www.lehigh.edu/ipd www.lehigh.edu/entrepreneurship, www.lehigh.edu/innovate 8
“Garage” Thalheimer Student Entrepreneurs Student Start-up Competition Incubator Wilbur Powerhouse Lehigh Entrepreneurs Network Innovation & Entrep. Infrastructure Leadership Residency L. Pool Memorial Scholarships for Entrepreneurship & Other Related Office of Student Levin Advanced Technology Courses Leadership Development Entrepreneurship Competition Integrated Product Technical ME Labs Lehigh Silicon Valley Entrepreneurship Development Entrepreneurship Minor Masters Bioengineering Capstone Design VENTURE Series Integrated Executive Certificate Business & Educational Engineering Small Business Counseling MBA Corporate Programs Entrepreneurship IDEAS Community Consulting Practicum PA School for Global Entrepreneurship Computer Science The Business of Life Science & Business PA Governor’s Institute Ben Franklin for Personal Finance & Baker Institute for Technology Leadership Breakfast Series Partners Keystone Entrepreneurial Entrepreneurship, Creativity & Education Innovation Innovation Development & Marketing of New Zone Products Manufacturers Resource Related Center Opportunities for Student Innovation Integrated Real SBDC Office of Technology Organizations Estate Transfer &Business Information Systems Practicum Design Minor & Commercialization Center for Advanced LEHIGH’S Capstone CE & IE Design Projects Design Majors Materials & Nanotech Entrepreneurship Community Ecosystem Production & Marketing of Center for Optical Sound Recordings Fellows Technologies Martindale Center for the Study of Global Village Life Sciences Private Enterprise Greenhouse Leadership Enterprise Systems Center Microfinance Lehigh ArtsLehigh Business 1 Business Minor
Major SuccessesTech Startups Services Viddler.com Lehigh Valley Grand Orion Security LSP Prix MPlug Vital Conversions Gigmax.com Fashion hField Technologies Simply-Anti Apparel EcoTech Marine George Guest Ltd. Lifeserve Innovations Hillary Caroline Jewelry NGOs Soccer without Borders Jamii Water 1 0
Negatives Challenges: ◦ Finding like-minded faculty who are willing to learn by doing ◦ Convincing a reluctant University administration to invest ◦ Bottom-up implementation needs top-down champion ◦ Great Strategic Planning with poor follow-on tactical implementation ◦ Understanding University budgets and prioritization processes ◦ Capital $’s for buildings are easy; $’s for operations and maintenance not so Solutions: ◦ Build your programs and courses into the curriculum on a boot strap budget ◦ Seek funding from wherever: alumni donors, foundation grants, ear marks, and industry sponsors Do overs? Fight harder, be even more belligerent when dealing with university administrators! Publish more. 1 1
What motivated starting a program? Need for entrepreneurship curricula in the region. The Central Valley struggles withhigh unemployment, lower education levels, and lack of corporate opportunities. BothInnovation and Entrepreneurship are believed to be engines for economic transformation.Developing entrepreneurial skills among students is a long path to success, but fundamentallythe most sustainable. When was the program started? The first class in the major was offered in 1999. The Lyles Center for Innovation andEntrepreneurship launched in 2004. However, it was the result of an earlier Institute thatlaunched in 1996. How many students and faculty are involved now? Initially? We graduate 70-75 majors each year. Approximately 150 students withentrepreneurship declared as their major. I was the first entrepreneurship faculty. We now have3 faculty (2 full, one assistant) and a host of adjuncts 5-6. Summary: How is the program structured/operated? The entrepreneurship major is housed in the Business school of which I am a facultymember. However, the Lyles Center is a university facility of which I am the executive director. Ioversee both.
What have been some major successes? ◦ A two semester mentor program requiring students to attend each Friday for 3 hours. ◦ 8500 sq. ft. facility housing 8 student hatchery rooms, a classroom, 2 venture capital offices, 30 work stations, board room, student lounge, and creativity lab. ◦ Built the first ever Entrepreneur Pathway linking 20 high schools with 12 community colleges to Fresno State. Train faculty at all levels to teach entrepreneurship using our philosophy and method. Articulation between schools achieved enabling students to continue through a consistent educational experience. ◦ 2nd largest major in business school ◦ A technology commercialization unit that works both with campus and community to launch products. ◦ “New California LLC” created to capture commercialization agreements with potential benefits from exits. A partnership between the private sector and the university. ◦ Creation of an Advisory Council that contributes $5000 a year each and are highly engaged in programs. ◦ Originated the Coleman Fellows program which now has 15 faculty teaching aspects of entrepreneurship in their disciplines (e.g. anthropology, engineering, agriculture, culinology, public relations, music, architecture, etc.)
What have been the greatest challenge(s) or failure(s) in your program, and how were they overcome? ◦ Business plan competitions. So many methods, so many mediocre outcomes. ◦ Preserving the independence of the Lyles Center ◦ Money! 3 staff funded but 4 project managers live off soft money. Have to wake up every day and hope a new stream is found. ◦ Gaining greater penetration on campus through student engagement ◦ The exchange between investing in marketing or program is a tough one. We have never had marketing dollars and without have not received wide attention outside of Central Valley. On the other hand, we do not recruit students nationally. However, more national acknowledgements would (I think) lead to more dollars flowing into the Center.
If you were starting over, knowing what you know now, what would you do? ◦ I would have focused more on the students and their performance in the program. Your first cohort defines your second cohort defines your third….. We had many students that should not have been allowed to declare entrepreneurship as their major. ◦ Built more assessment into the academic program. ◦ Built an Advisory Council sooner. ◦ Would start with the creation of a School of Entrepreneurship. ◦ People! Get the right people on the staff. Make sure they have drunk plenty of KoolAid before you bring them on board. ◦ I recommend finding a billionaire to name your program rather than bootstrap!
Start with Individuals. Teams can kill innovation in early Concept Phase. Insist that Students do more than they think they can. ◦ Based on Values, Purpose, People and Planet ahead of Profits Zero waste, 1/10 the cost, available for all. Scalable to 1,000,000 users ◦ Understanding based on facts and research not “guesses” ◦ Teach basic “Creativity”, Critical Thinking, Problem Solving ◦ Visual Thinking, Fact-based Decision Making Teach a Process for innovation ◦ “Learning to See/ Understand”-Problem Finding, Needs, User, criticize what exists, identify and challenge assumptions and compromises Tell a Story of specific user, “needs not wants” List the questions in structured format ◦ “What”- Create a Vision- Suspend Judgment, State the “Ideal” “We have a design/ method that will make it possible for... to… Benefits will be… Now all we need do is figure out how to achieve it.” ◦ “How”- Make it Reality- O.K now for Teams with Shared Goals, Attitude
Successes: Failures: Ecovativedesign.com Students who do not BullexSafety.com achieve their Successful Graduates potential who are Teaching “Problem intrapreneurs at Finding” and Solving, leading companies. Creativity, and Gaining at least some Thinking Skills to all- attention and making it a priority. support at RPI. Support from NCIIA!!
nytimes.com- Corner Office, dotearth.blogs NPR.org- Weekend Edition, MarketplaceMoney WSJ.com Delicious.com/swersb “Whack on the Side of the Head”, Roger von Oech “Drawing on Right Side of Brain” Exercise Book Betty Edwards.
Independent, private, four-year college Huntingdon, PA 1,400 undergraduate students Juniata Center for Entrepreneurial Leadership launched in 2003 ◦ includes Sill Business Incubator and Student Seed Capital Fund Motivation: ◦ experience-based learning ◦ regional economic development Impact: 500+ students
State-related research university Pittsburgh, PA Fifteen schools ◦ 25,000 undergraduate students (2,000 in business) ◦ 10,000 grad students (900 in business) New wave of entrepreneurial offerings in 2008 Motivation ◦ Experience-based learning opportunities Impact: 1,000+ students
Challenges “We don’t want to give up equity in the company!” “Why should we pay for space in the incubator?” “Effort follows funding, and our funding is for regional economic development.” “Student ventures we help create should stay in our region.” “This technology has already been licensed.” “Where is all of that interest (from the Student Seed Capital Fund) going?”Insights Leverage the ‘Student Supply Chain’ enrollment, academic advising, career services, alumni, development Adopt a three tiered approach to curriculum development develop new, integrate and embed Create a ‘revenue-generating’ Board (plus students and faculty) provides matching funds (plus) for grants
Proposed by alum/donor – 1994 Staffed by 1 faculty member + Pieces of others Junior classes of 20-30 students; 5-15 seniors ScienceWorks is a minor ◦ Coursework + Innovation/Business Plan Project
Very, very successful graduates Tough curriculum, high expectations External Advisory Board/Defense Panel very helpful Current industrial/company/economic development activities/experience critical Built many partnerships Part of NCIIA since founding PUI Group Center for Advanced Technology and Innovation Regional economic development organizations Cross-campus projects
One man show No operating budget Small college ◦ Little visibility/Smaller scale Difficult to interest partners Difficult to get grants/funds ◦ Small number of students – must recruit heavily Had to invent it all! ◦ No precedent for undergraduate tech. entrepreneurship In 1994!
What will you do? What questions do you have?What new ideas are out there?