Engineering is unleashed with an entrepreneurial mindset.

1. DOUGLAS MELTON
KERN FAMILY FOUNDATION
ENGINEERING
UNLEASHED

4. 3. HOW CAN ENTREPRENEURIAL
THINKING BE LEARNED?
2. WHERE ARE THE “LEVERAGE POINTS”?
1. WHAT IS ESSENTIAL FOR
PROGRESS & HUMAN FLOURISHING?
25-YEAR RESEARCH QUESTIONS

5. Vision
76%
Passion
73%
Drive
64%
Integrity
53%
Innovation
49%
Risk-taker
46%
http://online.wsj.com/article/SB10001424052970204603004577267271656000782.html
From survey of 685 entrepreneurs. Source Online WSJ,
March 20th, “Can Entrepreneurship Be Taught?”
Resilience
42%
Pro-Activeness
Relentless customer focus
Ability to team
Flexibility
3. HOW CAN ENTREPRENEURIAL
THINKING BE LEARNED?

6. THE ENGINEER WE NEED
HAS AN ENTREPRENEURIAL MINDSET COUPLED
WITH ENGINEERING THOUGHT AND ACTION,
EXPRESSED THROUGH COLLABORATION AND
COMMUNICATION, AND FOUNDED ON CHARACTER.
Hypothesis

7. MINDSET SKILLSET+

9. ENGINEERING UNLEASHED

11. ENTREPRENEURIAL
MINDSET

12. Identify
an opportunity
Perform
technical design
Investigate
the market
Validat
market inte
Create
a preliminary
business model
Communi
an engineering
in economic
Communi
an engineering
Evaluate
technical feasibility
customer value
economic viability
Develo
partnership
build a te
Test
concepts quickly via
customer engagement
Identif
supply cha
distribution m
Assess
policy and
regulatory issues
Analyze
solutions
Create
a model or prototype
Validate
functions
Protec
intellectual pr
Develop
new technologies
(optional)
OPPORTUNITY DESIGN IMPAC
Determine
design requirements
the traditional
engineering
skillset
needs expansion

13. Identify
an opportunity
Perform
technical design
Investigate
the market
Validate
market interest
Create
a preliminary
business model
Communicate
an engineering solution
in economic terms
Communicate
an engineering solution
Evaluate
technical feasibility
customer value
economic viability
Develop
partnerships and
build a team
Test
concepts quickly via
customer engagement
Identify
supply chains
distribution methods
Assess
policy and
regulatory issues
Analyze
solutions
Create
a model or prototype
Validate
functions
Protect
intellectual property
Develop
new technologies
(optional)
OPPORTUNITY DESIGN IMPACT
Determine
design requirements

14. Identify
an opportunity
Perform
technical design
Investigate
the market
Validate
market interest
Create
a preliminary
business model
Communicate
an engineering solution
in economic terms
Communicate
an engineering solution
Evaluate
technical feasibility
customer value
economic viability
Develop
partnerships and
build a team
Test
concepts quickly via
customer engagement
Identify
supply chains
distribution methods
Assess
policy and
regulatory issues
Analyze
solutions
Create
a model or prototype
Validate
functions
Protect
intellectual property
Develop
new technologies
(optional)
COMPLEMENTARY
SKILLS
OPPORTUNITY DESIGN IMPACT
Determine
design requirements
THESE SPECIFIC SKILLS REINFORCE THE DEVELOPMENT OF AN ENTREPRENEURIAL MINDSET

15. Identify
an opportunity
Perform
technical design
Investigate
the market
Create
Communicate
an engineering solution
in economic terms
Communicate
an engineering solution
COMPLEMENTARY
SKILLS
OPPORTUNITY DESIGN IMPACT
Determine
design requirements

16. MINDSET SKILLSET+
a tandem development

17. Two perspectives
Time Frequency

19. Who is this for?
Why do they
care?
MINDSET SKILLSET
+
+

20. MINDSET SKILLSET
What’s the
business
model?
Who is this for?
Why do they
care?
+
+

21. What
trends
matter?
MINDSET SKILLSET
Who is this for?
Why do they
care? What’s the
business
model?
+
+

22. Are there
unexpected
opportunities?
MINDSET SKILLSET
Who is this for?
Why do they
care?
What
trends
matter?
What’s the
business
model?
+
+

23. What will the
impact be?
(impact = significance x scale)
MINDSET SKILLSET
Who is this for?
Why do they
care?Are there
unexpected
opportunities?
What
trends
matter?
What’s the
business
model?
+
+

24. +
Who is this for?
Why do they
care?Are there
unexpected
opportunities?
What will the
impact be?
(impact = significance x scale)
What
trends
matter?
MINDSET SKILLSET+
What’s the
business
model?
Attitudes
Dispositions
Motivations

25. Y E S
E
N E U R I A L M I N D S E T
E N T R E P R E
E A R S A N D
1
2
3
4
5
20
200
20
100
20
70
20
50
20
20

26. Active Sound Control
1
2
3
4
5
20
200
20
100
20
70
20
50
20
20
L A S I K
RFID Authentication

27. 1
2
3
4
5
20
200
20
100
20
70
20
50
20
20
L A S I K
C U R I O S I T Y

28. Rangaswamy Srinivasan is awarded the National Medal of Technology and Innovation
and the 2013 National Academy of Engineers Russ Prize

29. C U R I O S I T Y

32. Hooray! The engineers are here.

33. You have to be curious.
But then comes “fascination.”
- Gholam Peyman

34. So what could happen?
Competitors emerge!
Battle for “first approval”
Excimer Laser
Trokel,
Munnerlyn, &
Stamps
formVISX
Corneal Flap
Surgery
The valley of FDA approval
At $2000 / eye, market is
mature, some say saturated,
in the U.S.

36. Impact =
Quantitative
+ Qualitative
20 millionx
Significance x Scale

37. As educators,
how can we increase
dispositional
CURIOSITY?

38. Active Sound Control
1
2
3
4
5
20
200
20
100
20
70
20
50
20
20
C O N N E C T I O N S

40. Signal Processing
+
Amp

43. Secondary
(Canceling)
Primary
(Source)

45. Business Model Canvas
Key Partners Key Activities
Key Resources
Cost Structure Revenue Streams
Value Propositions Customer Relationships
Channels
Customer Segments
Design: By:
Date:
Iteration:
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
www.businessmodelgeneration.com
Who are our key partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue Streams?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
What value do we deliver to the customer?
Which one of our customer's problems are we helping to solve?
What bundles of products and services are we offering to each Customer?
Which customer needs are we satisfying?
What type of relationship does each Customer expect?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they? How will we maintain them?
For whom are we creating value?
Who are our most important customers?
Through which Channels do our Customers want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Partner for:
Optimization and economy
Reduction of risk and uncertainty
Acquisition of key resources and activities
Categories:
Production
Problem Solving
Platforms / Networks
Types:
Physical
Intellectual (brand, patents, copyrights, data)
Human
Financial
Characteristics:
Newness
Performance
Customization
"Getting the Job Done"
Design
Brand/Status
Price
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability
Examples:
Personal assistance
Dedicated personal assistance
Self-service
Automated services
Communities
Co-Creation
Examples:
Mass market
Niche market
Segmented
Diversified
Multi-sided platform
Channel phases:
1.Awareness
2. Evaluation
3. Purchase
4. Delivery
5.After sales
Types:
Asset sale
Usage fee
Subscription fees
Lending/renting/leasing
Licensing
Brokerage fees
Advertising
Pricing:
Fixed - list
Fixed - feature dependent
Fixed - customer dependent
Fixed - volume dependent
Dynamic - negotiated
Dynamic - yield management
Dynamic - real-time market
Is it more:
Cost driven? (lean cost structure, low value proposition, maximum automation, extensive outsourcing)
Value driven? (focused on value creation, premium value proposition)
Characteristics:
Fixed costs (salaries, rents, utilities)
Variable costs
Economies of scale
Economies of scope

46. 2. Produce a Branded Product
3. Joint Venture
1. License the Intellectual Property
Great technology. Good press. So how are we going to pay the bills?

47. FORD MOTOR COMPANY TO LICENSE DIGISONIX
TECHNOLOGY
STOUGHTON, Wis., May 14 /PRNewswire/ --
Nelson Industries, Inc. has granted the
Ford Motor Company a non-exclusive,
worldwide license to use Nelson's
Digisonix(R) active sound and vibration
control technology on Ford passenger cars
and light trucks. Nelson and Ford currently
are engaged in the third year of a
development project relating to the
application of active sound and vibration
control to passenger cars and light
trucks...
1. License the Intellectual Property
Great technology. Good press. So how are we going to pay the bills?

48. OEM’s, JV’s,
Direct Sales
Digisonix & others
(1990-2000)
So what happened?
Lueg (1936) Olson (1961)
Digital Signal
Processors (1980’s)
Nelson Inc.- Active
15 years of silence
2014

50. C O N N E C T I O N S

51. As educators,
how can we increase
CONNECTIONS,
as a habit-of-mind to
connect information
and implications?

52. 1
2
3
4
5
20
200
20
100
20
70
20
50
20
20
CREATING VALUE
RFID Authentication

53. CREATING VALUE

54. As educators,
how can we increase
our students inclination
CREATE VALUE
for others,
whether through
projects, research,
or entire careers?

55. KERN ENTREPRENEURIAL
ENGINEERING NETWORK

56. Teaching Methods
(Pedagogy, Games, Etc.)

57. Assignments, Simulations

58. 64
Projects

59. Community Projects

60. 66
Inter-Collegiate Projects
On-Line and Flipped Courses
Extra-Curricular &
Living-Learning Communities

61. 67
Case Studies

62. ENTREPRENEURIAL
MINDSET

63. 4. HOW AND WHEN CAN THE IMPACT BE
MEASURED?
3. HOW CAN ENTREPRENEURIAL
THINKING BE LEARNED?
2. WHERE ARE THE “LEVERAGE POINTS”?
1. WHAT IS ESSENTIAL FOR
PROGRESS & HUMAN FLOURISHING?
25-YEAR RESEARCH QUESTIONS

64. WORKING GROUPS
Assessment Subnets

65. 4. HOW AND WHEN CAN THE IMPACT BE
MEASURED?
3. HOW CAN ENTREPRENEURIAL
THINKING BE LEARNED?
2. WHERE ARE THE “LEVERAGE POINTS”?
1. WHAT IS ESSENTIAL FOR
PROGRESS & HUMAN FLOURISHING?
A BOLD EXPERIMENT

66. KERN ENTREPRENEURIAL
ENGINEERING NETWORK

67. We enable
a network of educators
who share a
set of ideals and ideas
about the importance of
entrepreneurial mindset.
Text MINDSET to 50500
bit.ly/mindsetmatters_at_fie
We don’t sell anything.
No operators are standing by.
We don’t have a prescrip<ve program.

68. Text MINDSET to 50500
bit.ly/mindsetmatters_at_fie
bit.ly/keenmindsetmatters
(CREATINGVALUE video)
THANK YOU!