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D. R. Widder
Executive Director of Innovation
Value Creation
Innovation, Collaboration, Entrepreneurship
Design
desirable
Business
valuable
Engineering
feasible
Nexus Learning
Curriculum Objectives
Design
Processes How do I find opportunities?
Business
Models How do I create value?
Systems
Analysis How do I manage complexity?
Research
Methods How do I ask the right questions?
Capstone
Project How do I put it all together?
Innovation Nexus Program
• Product and Service Design Innovation
• Materials Exploration
• Packaging Design across the Value Chain
• Market Research and Ethnographic Studies
• Prototype Design and Development
• Design and Usability Audits
Multidisciplinary Teams Real world problems Innovation
Early Impact
• Internal & External Traction
• Increased demand
– Curriculum
– Culture
– Programs
Innovation Entrepreneurship
Internal Ecosystem
Faculty
DEC
Innovation
Workshop
Series
Top Ram
Competition
Tech
Transfer/
Commercialization
Nexus
Symposia
Career
Services
Nexus
Learning
Pathway
Innovation
Nexus
Program
Alumni Senior
Design
Show
Themes:
Student Centric
Include Lifestyle businesses
Social entrepreneurship
Co-curricular
Nexus Learning
Blackstone Launchpad
Internal Ecosystem
@
Faculty
DEC
Innovation
Workshop
Series
Top Ram
Competition
Tech
Transfer/
Commercialization
Nexus
Symposia
Career
Services
Nexus
Learning
Pathway
Innovation
Nexus
Program
Alumni Senior
Design
Show
External Ecosystem
Center
for
Nexus
Learning
Mentors
@C-DEC
Discussion
Notes -------------------------------
Philadelphia University
is the model for professional university education
in the 21st century.
Philadelphia University Vision
The Focus on Innovation
Philadelphia University is
built on the promise of
human innovation to
power the ideas of the
future.
photo
Entrepreneurial Foundations and DNA
Entrepreneurial DNA
(AKA Value Creation)
Our entrepreneurial spirit stretches
back to the American Industrial
Revolution. We’ve always been
willing to take a pulse on what’s
happening in industry and in the
greater world to see what needs
solving and invent a solution. That’s
value creation.
1. Formalize our Signature Learning Approach
2. Achieve innovation
3. Advance Applied Research
4. Invest in Academic Strengths
5. Build Graduate and Professional Programs
6. Develop Innovative Facilities
7. Integrate Curricular and Co-Curricular Learning
VISION - Philadelphia University’s Strategic Plan
Nexus Learning
Our signature approach to learning –
active, collaborative, connected to
the real world and infused with the
liberal arts – is the hallmark of a
Philadelphia University education.
Nexus Learning is about graduates
who are fluent in the cross-
disciplinary ways of the 21st –century
work world.
Nexus Learning
• http://www.youtube.com/watch?v=cKchx3j
-hiM
•
•
•
•
•
Philadelphia University Fast Facts
Fashion Ecosystem In Action
http://www.youtube.com/watch?v=PYN9n6Xk
hhY&feature=results_video&playnext=1&list=P
L9FCE0AC4378C629Fhttp://www.youtube.com
/watch?v=PYN9n6XkhhY&list=UUfcOCM3Jyern
fqoNmJqEjpw&feature=plcp

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2013 AICUP Spring Institute - Philadelphia University

Notes de l'éditeur

  1. In 2007 we launched an aggressive Strategic Planning process that started with a simple but compelling vision.Philadelphia University is the model for professional university education.
  2. It is clear that since our founding we have been focused on innovation.
  3. When entrepreneurs match their personal talents, skills and aspirations to society’s needs they create value. Our graduates take on the entrepreneurial DNA of this place. They learn to identify problems that need solving, develop the best solutions and go on to implement them, creating value wherever they go.
  4. The planning process resulted in the development of seven key initiatives that are helping us to realize our vision. From these initiatives and the history of Philadelphia University, we began to develop our brand platform and our story.
  5. It is about helping our graduates to be experts in their field of choice and to have a broad understanding across disciplines. It is what will help them to be leaders at every level of their careers.
  6. 2,600 undergraduate and 600 graduate (full- and part- time, day and evening)