departments and specialties. (At Stanford, the D-School offers graduate students in engineering, medicine, business, humanities, and education an interdisciplinary way to learn design thinking and work together to solve big problems.) This isn’t as easy as it sounds as some of the traditional disciplines date back centuries (with tenure, hierarchy and tradition just as old.)
Philadelphia University Integrates Design, Engineering and Commerce
At dinner, I got to hear about how Philadelphia University was tackling this problem in undergraduate education. The University, with 2600 undergrads and 500 graduate students, started out in 1884 as the center of formal education for America’s textile workers and managers. The 21st century version of the school just announced its new Composite Institute for industrial applications.
(Full disclosure, Philadelphia University’s current president, Stephen Spinelli was one of my mentors in learning how to teach entrepreneurship. At Babson College he was chair of the entrepreneurship department and built the school into one of the most innovative entrepreneurial programs in the U.S.)
Philadelphia University’s new degree program, Design, Engineering and Commerce (DEC) will roll out this Fall. It starts with a core set of classes that all students take together; systems thinking, user-centric design, business models and team dynamics. These classes start the students thinking early about customers, value, consumer insights, and then move to systems thinking with an emphasis on financial, social, and political sustainability. They also get a healthy dose of liberal arts education and then move on to foundation classes in their specific discipline. But soon after that Philadelphia University’s students move into real world projects outside the university. The entire curriculum has heavy emphasis on experiential learning and interdisciplinary teams.
The intent of the DEC program is not just teaching students to collaborate, it also teaches them about agility and adaptation. While students graduate with skills that allow them to join a company already knowing how to coordinate with other functions, they carry with them the knowledge of how to adapt to new fields that emerge long after they graduate.
This type of curriculum integration is possible at Philadelphia because they have:
1) a diverse set of 18 majors, 2) three areas of focus; design, engineering, and business and 3) a manageable scale (~2,600 students.)
I think this school may be pioneering one of the new models of undergraduate professional education. One designed to educate students adept at multidisciplinary problem solving, innovation and agility.
College and business will never be the same.
Lessons Learned
- Most colleges and Universities are still teaching in narrow silos
- It’s hard to reconfigure academic programs
- It’s necessary to reconfigure professional programs to match the workplace
- Innovation needs to be applied to how we teach innovation
Author: Steve Blank
A prolific educator, thought leader and writer on Customer Development for Startups, Steve Blank is a retired serial entrepreneur who teaches, refines, writes and blogs on “Customer Development,” a rigorous methodology he developed to bring the “scientific method” to the typically chaotic, seemingly disorganized startup process. Now teaching entrepreneurship at three major universities, Blank co-founded his first of eight startups after several years repairing fighter plane electronics in Thailand during the Vietnam War, followed by several years of defense electronics work for U.S. intelligence agencies in “undisclosed locations.” Four Steps to the Epiphany, Blank’s fast-selling book, details the Customer Development process and is increasingly a “must read” among entrepreneurs, investors, and established companies alike, when the focus is optimizing a startup’s chances for scalability and success.
After 21 years driving 8 high technology startups, today Steve teaches entrepreneurship to both undergraduate and graduate students at U.C. Berkeley’s Haas School of Business, Stanford University’s School of Engineering and the Columbia/Berkeley Joint Executive MBA program. His “Customer Development” teaching and writing coalesce and codify his experiences and observations of entrepreneurs in action, including his own and those he advises. “Once removed from the day-to-day intensity of founding a startup, I was able to observe a pattern that distinguishes successful startups from failures,” Blank says. In 2009, he earned the Stanford University Undergraduate Teaching Award in Management Science and Engineering. The San Jose Mercury News listed him as one of the 10 Influencers in Silicon Valley. In 2010, he was earned the Earl F. Cheit Outstanding Teaching Award at U.C. Berkeley Haas School of Business. Despite these accolades, Steve says he might well have been voted “least likely to succeed” in his New York City high school class.
Steve Blank arrived in Silicon Valley in 1978, as boom times began. His early startups include two semiconductor companies, Zilog and MIPS Computers; Convergent Technologies; a consulting stint for Pixar; a supercomputer firm, Ardent; peripheral supplier, SuperMac; a military intelligence systems supplier, ESL; Rocket Science Games. Steve co-founded startup number eight, E.piphany, in his living room in 1996. In sum: two significant implosions, one massive “dot-com bubble” home run, several “base hits,” and immense learning leading to The Four Steps.
An avid reader in history, technology, and entrepreneurship who seldom cracks a novel, Steve has followed his curiosity about why entrepreneurship blossomed in Silicon Valley while stillborn elsewhere. It has made him an unofficial expert and frequent speaker on “The Secret History of Silicon Valley.”
Steve’s interest in combining conservation with best business practices had Governor Arnold Schwarzenegger appoint him a Commissioner of the California Coastal Commission, the public body which regulates land use and public access on the California coast. He also serves on the Expert Advisory Panel for the California Ocean Protection Council. Steve serves on the board of Audubon California, was its past chair, and spent several years on the Audubon National Board. A board member of Peninsula Open Space Land Trust (POST), Blank recently became a trustee of U.C. Santa Cruz and a Director of the California League of Conservation Voters (CLCV). Steve’s proudest startups are daughters Katie and Sara, co-developed with wife Alison Elliott. The Blanks live in Silicon Valley.
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