To begin, this SS discusses the seven steps of a successful process for entrepreneurial innovation and six skills sets and many characteristics of the successful entrepreneur using light bulbs as examples and an ongoing theme. Next, it differentiates between interdisciplinary cooperation and transdisciplinary collaboration. Then, it addresses disruptive and co-creative innovation as crowdsourced from a global network employing online collaboration tools in virtual makerspaces. Finally, in an effort to return universities to their rightful roles as innovation hubs, it suggests how to embed innovation in the undergraduate curriculum.

1. Entrepreneurial Innovation &
Transdisciplinary Collaboration
Simon Priest
simonpriest.com

2. DEFINITIONS
(in this context) IDEA
INNOVATION from idea
ENTREPRENEURIAL
where “thing” can be a
: imagining what to do in order to make a situation better
: improvement of an existing “thing” or invention of a
new “thing” that makes a positive difference in society
: the exploitation of an idea, innovation, improvement,
invention, or thing so as to benefit from increased value
(benefit/value are not necessarily measured financially)
: concept, structure, technique, theory, model, system,
method, process, practice, product, service, art, etc.

3. our symbol
= bright ideas
The Incandescent Light Bulb
Brief History of Light Bulb INNOVATION
1802 idea: Davy (arc lamp, carbon in oxygen)
1840 improve: de la Rue (platinum in vacuum)
1850 improve: Swan (paper & cotton in vacuum)
1874 “invent”: Woodward & Evans (carbon rod in
nitrogen) CDN patent #3738 & US patent #181613
lacked sufficient funds to produce commercially
so sold CDN patent and licensed US patent to…
1879 improve: …Edison (long life, carbon/bamboo
in vacuum) began producing affordable light bulbs
1910 improve: General Electric (tungsten in vacuum)
1976 improve: Hammer/GE (Compact FLuorescents)
2009 “invent”: Philips (Light Emitting Diode Lamps)
WHO WERE AND WERE NOT ENTREPRENEURIAL?
2020+ NEXT: DenBaars/Sandia (Laser Diode Panels)
Question: How many
entrepreneurs does it
take to change or to
screw-in a light bulb?
Answer: It doesn't have
to be a light bulb; we
can change it into
something better!

4. Seven Steps to INNOVATION
Improvement is Evolutionary
& Invention is Revolutionary!

5. Seven Steps to INNOVATION
1. Identify Opportunity
FILL EXISTING GAPS, CHANGE SOMETHING and
MAKE IT BETTER, MEET CUSTOMER NEEDS &
SOLVE THE “INSOLUABLE” PROBLEM
• maintain a sense of wonder and curiosity; feed the imagination with play
• ask why and why not about everything that seems inefficient or ineffective
• monitor, read, and stay current with the latest professional trends, issues and news (A)
• know what people want or desire, and understand the context and emotions of this (B)
• future transformation opportunities are found at the interactive intersections of A & B (C)
• facilitate an advisory panel or focus group to purposefully perform/repeat A, B & C above
• use multiphasic problem solving that balances analytical phases with creative ones (D)
• apply creative thinking techniques (E) D & E are described in the next step
• also learn society’s unarticulated needs (ask the few & corroborate with the many) (F)
HERE ARE SOME WELL-KNOWN CONSUMER METHODS….
Marketing Campaign
Looking
for a
bulb
?

6. Seven Steps to INNOVATION
2. Co-create Concept
TRANSDISCIPLINARY COLLABORATION
• transcends traditional subject matter boundaries beyond sub-disciplines
• draws on non-traditional perspectives as well as interdisciplinary ones
• cross-fertilizes assumptions and restrictions leading to new philosophies
• resolves contradictory viewpoints
• works together in cohesive collective
• unconditionally shares and helps
• embraces all talents in unusual roles
• synergizes something new that:
- benefits all and others
- serves whole team goals
- is co-creative (disruptive)
RADICAL CREATIVE THINKING METHODS
• initiating (define the problem and highlight its crux)
• saturating (gather data worth considering)
• incubating (simmer solutions, but take breaks to gain fresh insight)
• manipulating (combine best ideas)
• illuminating (accept solution arrival and celebrate eureka moments)
• verifying (check out or test solutions)
& UNCONVENTIONAL IDEATION
• some techniques include: sizing, storytelling, brainstorming, reversal,
attribute listing, forced relationships, improvising, & open-ended play
Multiphasic
ProblemSolving

7. Seven Steps to INNOVATION
3. Establish Answer
REFINE PRELIMINARY DESIGN
& get READY FOR VALIDATION
• visualize & construct initial design from concept
• build 3D model (virtual or actual) for proof of principle
• refine design based on proof of principle outcomes
• identify fabrication details and manufacturing costs
• plan prototypes (next step) and prepare to test
DRAFT KEY PERFORMANCE CRITERIA
• define success in performance (consider making rubric like guides)
• what QUALITIES needed for success & INDICATORS to measure each
• QUALITIES: timeliness, cost control, energy, materials, assembly,
strength, durability, stability, versatility, appearance, and size
• INDICATORS: focused, specific, measurable, relevant, valid, reliable,
simple, available, efficient, effective, etc.
& BUSINESS PLAN (and other considerations)
• SUMMARY: concept, finances, past history, future vision, present
• describe the business and expectations of profitability/benefits
• MARKET: research, analysis, targets, strategies, tactics, promotions
• 6Ps: product, projecting, positioning, pricing, potential, IP protection
• ANALYSIS: competition, SWOT/TOWNS, risks, patent search, legal
• scheduling, manufacturing costs, personnel, organizational structure
• FINANCES: overhead, capital, materials, labor, income, cash flow, etc.

8. Seven Steps to INNOVATION
4. Benchmark Use
DEVELOP PROTOTYPES
• manufacturing: professionals or DIY?
• decide based on testing, not selling!
• experiment with various materials
• determine the best 3-5 prototypes
• make them: consider 3D / 4D printing
PILOT TEST WITH REAL USERS IN the FIELD
& ACT ON FEEDBACK RECEIVED
• to validate, check prototype functionality against key performance criteria drafted earlier
• carry over all of the user feedback to next step of critique design and correct any errors
1904 Fleming Oscillation Valve or Vacuum Tube

9. Seven Steps to INNOVATIONSeven Steps to INNOVATION
5. Enhance Prototype
CRITIQUE DESIGN & CORRECT ERRORS
• critique and correct from user feedback and keep it coming!
• do not react emotionally to criticism given; accept it as a gift
• quality is what the user decides: your opportunity to learn
• at what points did prototypes fail & under what conditions?
• if possible, ask manufacturers for their enhancement advice
• once errors are corrected, and a single prototype performs
well, start shopping for a manufacturer of the this final version
• manufacturing: professionals or DIY?
• decide based on selling, not testing!
• start with small batches and later on, go large with growth
PRICE, PLAN LAUNCH, PREPARE EXECUTION
• set final price based on cost + __% profit margin (if possible, align with original business plan proposed price)
• LAUNCH PREP: plan contingencies for what could go wrong, set date and work backwards on a countdown
calendar, clear your schedule of everything else, develop websites, market hard and offer special promotions
• EXECUTION: legal, more marketing, manufacturing, distribution, extra staff to fulfill orders & service requests
• KNOW: when, where, how & why of what to launch, then target who: innovators, early adopters & trend setters
Liquid Cooled, Graphene Coated LED

10. Seven Steps to INNOVATION
6. Roll OutCOMMUNICATE VALUE
• WHY SHOULD I USE THIS? create a Unique Value Proposition Statement
that answers this question and addresses these UVPS advantages:
- value & user experience can transcend price
- promise of benefits (other guarantees)
- convenience saves time, money, energy, etc.
- quality & (support) services
- design, features, form & function
• explain specialty identifiers and uniqueness
• may include commitments to society & environment
• align UVPS advantages with customers’ needs (A-F from first step)
• clearly emphasize exceptionality & differentiate from the competition
COMMERCIALIZE LAUNCH
• track press coverage and use to build credibility
• collect and disseminate user testimonials
• be certain the website is always up-to-date
• employ clear and convincing calls to action
- no penalty return for 30 days
- preview the latest version
- take a virtual / 360° tour
- try a free sample
• concentrate on how this innovation will
enhance the life (or business) of the user
• assemble a body of proof that corroborates claims
• demonstrate performance or share video of same
• allow users to test-drive the innovation
• provide research based comparisons
• continue to gather user feedback
UNIQUE VALUE PROPOSITION STATEMENT…
FOR (insert target customer or user description),
WHO NEEDS (insert summary of desires),
THE (insert name of innovation)
IS A (insert type of invention or improvement)
THAT (insert key advantages from above)
AND (insert compelling reason to use).
UNLIKE (insert competitive alternatives),
THE (insert name of innovation again)
IS DIFFERENT BY (insert differentiation assertion)
AND IS UNIQUE IN (insert exceptionality claim).

11. Seven Steps to INNOVATION
7. Grow
DELIVER & SCALE
• first, always celebrate launch success!
• next, replicate with continuous innovation
• meanwhile, keep operations &
supply chain running smoothly:
- materials / supplies,
- manufacturing / production,
- distribution / logistics,
- wholesale / retail / resale,
- use / consumption,
- service / support, &
- disposal / recycling
• make certain of scalability to handle growth
CONTINUOUS INNOVATION
• sustain ingenuity to maintain agility
• replicate process to improve current “thing”
• repeat seven steps to invent next new “thing” (must invent
constantly, not enough to just have ongoing improvement)
• stay ahead of the competition, now innovating your “thing”
• remain efficient by integrating lean principles
• fail fast and utilize learning as a key to success
• be driven by social media, mobile flexibility,
big data analytics, shorter product lifecycles,
& dynamic disruption (great example: Google)

12. ITERATIVEProcess
Repeatsteps1-5asneeded
Seven Steps to INNOVATION

13. Seven Steps to INNOVATION
You know when you’re ready

14. Seven Steps to INNOVATION
Minimum Entrepreneurial
Skill
Set
Edison
was
good
at all 6
skills

15. Seven Steps to INNOVATIONMinimum Entrepreneurial Skill Set
Implementer
Promoter
Explorer
Imaginator
Designer
Evaluator
ENTREPRENEURSHIP:
THESIXSKILLSSETS

16. CHARACTERISTICS of an ENTREPRENEUR

18. ? Cooperation or Collaboration ?

19. MULTI-
? INTER-
TRANS-
disciplinary ?

20. DISRUPTIVE & CO-CREATIVE Innovation
DISRUPTIVE Innovation: invention or improvement that displaces existing or
creates entirely new markets and/or understanding
Rail ► Trucking, Horse ► Car, Driven ► Autonomous
Chemical Film Photography ► Digital ► Holographic
Telegraph ► Telephone ► cellular phone ► VOIP ► ?
(do you recall: typewriters, slide rules, transistor radios)
COMPUTER: Mainframe ► Mini ► Micro / Personal ► Mobile ► Worn ► Implant
STORAGE: 14”HD ► 8” / 5¼” / 3½” floppy ► Zip ► CD ► USB ► Holo ► Atomic
CO-CREATIVE Innovation: improvement or invention that does not necessarily
disrupt, but comes from combining many parties to
collaborate toward a jointly treasured result with
value for all and independence from markets (free)
►
N
O
T
►
Marketing Campaign

21. CROWDSOURCING the Co-creation
CrowdSourcing: obtaining contributions from a large group or online network
Contributions can be in the form of money (crowdfund),
information (crowdcontent), opinion (crowdvote), software
verification (crowdtest), assistance (crowdhelp), etc.
Challenge Contests: more competition than collaboration, but incentive prizes
Wikipedia 2001Ornithology Census 1900Oxford English Dictionary 1884
Global Learning X Prize 2014Netflix Algorithm Prize 2009British Longitude Prize 1714

22. @WORK Challenge Process PREMIUM Challenge Process
Best incentive I have found (so far)
prefers competitive model &
lacks online collaborative function

23. GLOBAL NETWORK: The World is your Crowd

24. Online Collaboration: The Crowd shares remotely
Virtual MakerSpace: The Crowd co-creates change

25. CONSIDER: Who will solve the big problems of our future?
We will need graduates who are talented in ENTREPRENEURIAL INNOVATION!

26. Our Learners/Customers NOW and NEXT
Seniors (GI) (B) Boomers Busters (X) Millennials (Y) Wireds (Z)
MILLENNIALS / Gen Y
1981 ~ 2000 (16 - 35 years)
Generation
Born (age now)
iGEN / Gen WIRED
2001 ~ 2016 (0 - 15 years)
social media & “smart” phones Grew up with augmented & virtual reality
text message, while living in
social media
Communicate by
Video, while living in
holographic space
YouTube / Vimeo
(not Google)
Info search with
Facebook / other SM
(not YouTube)
dotcoms, terrorism, debt,
& diversity/inclusivity
Life impacted by
environmental disasters
& global conflict
confident, tenacious, tolerant,
engaged, & green-oriented
Characteristics
entrepreneurial, collaborative,
& sustainability-focused
a large expense, but to
obtain meaningful work
Education
lifelong/ongoing, but to
attain certain lifestyles

27. TODAY’S LEARNERS may well have to solve the big problems of our future
Are we doing enough to prepare them for what comes next in their futures?
100 years ago!

28. Embedding Innovation in the Curriculum
Creativity drives innovation. To get students to think creatively,
faculty must first lead them progressively through convergent,
divergent, and critical thinking. To achieve this progression of
thought, faculty should shift their pedagogical philosophy or
instructional methods, so learners can evolve their role and
maturity toward innovation.
PROGRESSION ► ► ► TOWARD ► ► ► INNOVATION
LEARNER THINKING Convergent Divergent Critical Creative
OUTCOME & RESULT Product (correct answer) Process (multiples) Experiential (safety) Imagination (curiosity)
APPROACH Faculty‐directed Learner‐centered Self‐directed Inquiry‐discovery allies
CURRICULUM Standardized Flexible & adaptive Custom tailored Open / non‐existent
PEDAGOGICAL
PHILOSOPHY
Transmitting: one‐way
broadcast of information
Transacting: two‐way
learning exchanges
Transforming:
shared change
Transmuting: explore
together as partners
INSTRUCTIONAL
METHODS
PRESENTING:
lecture & demonstrate
FACILITATING:
reflect & discuss
CONDUCTING:
advise & support
MENTORING: improve,
join & participate
LEARNING
CONTENT
Data‐based (informative)
lessons with metaphors
Problem‐based
trainings & solutions
Project‐based
shifts & transitions
Evidence‐based
research & development
LEARNER ROLE Passive bystander Insightful observer Active participant Dynamic inventor
LEARNER MATURITY Dependent Interdependent Independent Automath

29. What does that look like at the UG Level
Thinking alone
is not enough.
To become
truly innovative,
faculty must
mentor innova-
tion as a “friend
at the bend!”
Since no one
knows what lies
around the next corner of an inquiry-discovery expedition, the
students are glad to have an expert along for the journey in risky
and uncharted territory. Faculty join with students as allies and
participate as partners in evidence-based R&D. They stimulate
imagination, inspire creativity, cultivate wonder, nurture curiosity,
pursue logic, and direct passion. It all continues in grad school.

30. QUESTIONS
Entrepreneurial Innovation &
Transdisciplinary Collaboration