Author: Bear Studios

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About Bear Studios

A company founded and run by students that focuses on strategy, design, and technology for clients in St. Louis and beyond. www.bearstudios.org


Julie Wang is a rising sophomore in the Olin Business School studying Marketing and Economics & Strategy. Julie works as Strategy Fellow for Bear Studios, an undergraduate, student-run consulting and design firm.

Julie Wang, BSBA ’22, is studying marketing and economics & strategy. She wrote this for the Olin Blog.

We always ask ourselves: What’s next? After one chapter ends, what’s the next one?

These are questions that I’ve been asking myself a lot in the past year, as one natural “chapter” of my life — high school — closed and a new one started at Washington University in St. Louis. As I approached the last page on graduation day, I realized how I content I was with that chapter. The ending to this part of the story brought me to a destination toward which I had been working for so long and it all seemed to perfectly set me up to write the next four years.

To my surprise, I got to campus in the fall and the words started to fail me. Although I had years of experience as the author of my own life novel, I realized that for once in my life, I didn’t exactly know where the plot was going next.

What I prided myself on so much in high school — knowing clearly who I am and what I wanted to do—seemed to crumble when an environment filled with new people and opportunities tested me. I started to ask myself questions that had no answers.

What do you want to major in? At the moment, I thought I couldn’t possibly pick a major without knowing what I want to do post-graduation. What are you going to be involved with on campus? A question I once thought to be effortless to answer suddenly seemed just as enigmatic as the other.

All my life, it’s been one chapter after the next. I saw life in a way that seemingly reduced my options, because if something didn’t contribute to the next chapter, then it wasn’t anything at all. I limited my growth to my academic and extracurricular environments; when those chapters ended, I thought I was left with little to substantiate my “story.” If I didn’t have a destination, it seemed like I didn’t have a purpose.

Coming into college without a single ounce of confidence in what I want to do in the near future opened my mind to the idea that perhaps I don’t need to be certain about the contents of the next chapter to begin writing my story. This shift in perspective allowed me to find opportunities I otherwise may have never discovered if I had confined myself to a single mindset.

Refocusing my direction led me to consider Bear Studios, a student-led consulting and design firm that was recruiting strategy fellows for its consulting practice at the time. I had little idea as to what consulting entailed but was intrigued by the opportunity to interact with real-world businesses in the St. Louis area.

Before coming to college, I had never envisioned myself as a consultant—it wasn’t a part of my story. Yet, participating in Bear Studios has since been one of the most formative learning experiences of my first year.

During my second semester, I also decided to take a step out of my comfort zone by rushing a business fraternity. Although I wasn’t sure what was to be of my experience, the organization has shaped my growth tremendously, building my first-year story and introducing me to new ideas, opportunities, and networks on campus and in the business world.

Now, with the end of my first year of college and the start of summer break, I am faced with a re-evaluation of how I want to sustain my learning in these next few months.

Sometimes, it’s still difficult to grapple with my goal-oriented and destination-focused past self—because not knowing can truly be intimidating. But if there’s anything I do know now, it’s that I want to see life not in chapters, but as a continuum of personal growth and sustained learning. We don’t need a new “chapter” to start new projects or grow in different ways and we certainly don’t need to know how our story ends to begin writing it now.

Pictured above: Julie pictured with members of her professional fraternity, Delta Sigma Pi.




Max Klapow, LA ’21, is a psychology-neuroscience-philosophy and cognitive neuroscience double major from Birmingham, Alabama. Max joined the Bear Studios team as a strategy fellow in December 2018. He wrote this for the Olin Blog.

When we think about innovation, a lot of business-school buzzwords come to mind. “Tech,” “corporate shake-up,” “industry disruption”—the list goes on and on. Rarely, however, do we include words like “human,” “heart,”  “connection,” or “understanding” among that list.

By failing to link innovation to its human-centric conception, we further the idea that business is logic and nothing more. Business is spreadsheets, go-to-market plans, careful research, and analytic approaches to engagement.

“It’s nothing personal,” we even say, “It’s just business.”

We’re quick to draw a dichotomy between logic and emotion. It makes sense; emotions seldom line up with the objective reality, so we’re hesitant to trust them.

But this separation has become extreme. Think how we assess skills in the workplace. There are the “hard skills”: spreadsheets, word processing, research abilities, and meeting quotas. Then, we have the “soft skills”: communication, teamwork, problem-solving and understanding the big picture. These so-called “soft” skills are, in fact, essential to making change to both the business world at large and the collaboration and innovation within in.

Emphasizing the human connection

First, however, we must recognize that innovation requires empathy.

In a world where technology is ubiquitous, solutions that offer humans more benefit are the key to engagement. It’s a wickedly simple concept. People want to like what they use. The hang-up, however, tends to lie in the approach.

This where human-centered organizations like Bear Studios, Two Ravens (where I interned last summer as an analyst), and the Skandalaris Center for Interdisciplinary Innovation and Entrepreneurship make an impact. Whether it’s regular team brainstorming at Bear Studios, design thinking seminars at Two Ravens, or venture opportunities and networks at Skandalaris, it’s nearly impossible to miss the emphasis on human connection in business.

It is not just small startups or student-run organizations that are capable of human-centric innovation. Large companies are comforted with this opportunities as well. Size may be a factor for the magnitude and ease by which companies innovate, but the capacity exists.

Where companies often misstep is in the front-loading and data collection processes. These two concepts have roots in both the philosophy of science and the scientific method itself. Getting in the habit of expending resources on the initial stages of problem-solving can do wonders for designing an effective and efficient solution.

That’s not to advocate that all problem solving should use the scientific method, but rather draw lessons from the approach. If we can start by defining a problem that needs to be solved and identify the assumptions required for the problem to exist, it might go a long way in developing a solution.

This is because we frequently jump in to innovation and problem solving by spitballing—throwing ideas against the wall and prototyping the ones that stick. It’s expensive, time consuming and often fruitless.

Why? Because it lacks empathy.

Empathy drives innovation

To be clear, empathy is not a complicated procedure that requires company-wide buy-in to be effective. It does not necessarily require extensive training or an immediate overhaul of processes. At its core, empathy asks us to acknowledge each other’s humanity.

In a corporate setting, this can be as easy as beta testing product based on its minimum viable experience, interviewing prospective buyers to understand their pain-points in engaging with your company or product, or grounding a solution in principles of human behavior.

It’s a wickedly simple concept that often eludes even the savviest businesses. Innovation requires empathy because empathy drives innovation.

Olin Business School shares this mindset. Olin’s values-based, data-driven branding promise encompasses both the numerical and relational aspects of business. Olin prepares students to arrive at innovative solutions to the most challenging business issues in a way that leverages both research and relationships.

Whether it’s collaborative case competitions within the classroom or student-run startups outside of the classroom, Olin’s students understand that innovation is more than just a numbers game.

For other companies and institutions, arriving at a point of human-centric innovation takes time and may seem unnatural. Companies exist to make a profit. This premise is simple, but its implications for vulnerability are incredible. Vulnerability means uncertainty.

For investors, for executives and particularly for the students planning to work in industry, we have to start becoming OK with not having all of the answers in order to be able to find them. That means education and organizations that emphasize connection.

If humans can innovate, companies can, too. We just have to be willing to see the bigger picture.

“It’s nothing personal, it’s just business,” creates a transactional view of business. Yet, business has always been personal. It has to be. We are and always will be inextricably tied with the numbers. Whether we can use them to innovate—along with our own humanity—is simply up to us.




Kristine Yim (left) performs during the Lunar New Year festival at Washington University in St. Louis, January 2019.

Kristine Yim, BSBA ’21, majors in marketing and economics & strategy and has been working as a strategy fellow at Bear Studios for one year. She wrote this for the Olin Blog.

There is one interview question we all fear: “What is your greatest weakness?”

I’ve always known I was afraid of change. When answering that question, my immediate response was that my greatest weakness was a fear of failure and discomfort with the unknown. As an individual who lived in a small suburban area my whole life, I didn’t have to face my fears until I decided to attend WashU. New city, rigorous classes and unfamiliar people. I was scared.

I think we all have some level of fear when we face change. Whether you are stepping into an interview, going to a networking event, or giving a presentation, there are many questions about the outcome. When I first came to college, I questioned myself frequently. Will I make genuine friends? Will I be able to do well in my classes? Will I be able to join clubs I enjoy? Although the outcome is important, I believe the process I use to reach the outcome is more important.

I’ve had amazing experiences at Washington University thus far. I joined a student-run consulting business called Bear Studios, performed a taekwondo routine for a full audience, and pledged a business fraternity. This would not have been possible if I stayed in my comfort zone.

Step into the unfamilar

Instead, I decided to enter into situations by stepping into the unfamiliar. I’ve learned that the best way to overcome my weakness is to put myself in uncomfortable circumstances that test my levels of confidence and familiarity. I have had a great deal of awkward conversations, churns in my stomach, and painful rejections, but as I challenged myself to keep going, I finally reached success.

Ultimately, I learned to consider my weaknesses as a form of self-improvement. Although I have become a better risk-taker, it is still a skill that demands improvement. For example, I am in a class called  Entrepreneurial Collaboration: Madagascar, and I will be going to that country over the summer to implement a solution for sustainability.

At first, I was afraid of going abroad for a month for the first time where living conditions are going to be very difficult. However, I knew my desire to help others outweighed any fears or hesitations I might hold. I didn’t want my uncertainty about the future to inhibit my once in a lifetime chance at making a significant impact.

Deep down, I still hold fears about the unknown. However, I have learned to turn that fear into a healthy pursuit of the future and its uncertain opportunities. My time at Olin has challenged me to immerse myself in the most unexpectedly influential experiences, and I hope nothing less for myself in the future.

Pictured above: Kristine Yim (left) performs during the Lunar New Year festival at Washington University in St. Louis, January 2019.




Jacob Finke is a junior in the College of Arts & Sciences, where he majors in international and area studies and Chinese language and culture. He studied abroad at Fudan University in Shanghai for the summer and fall of 2018. Jacob wrote this post for the Olin Blog on behalf of Bear Studios.

Going abroad always strains relationships. This was something that I was aware of—and worried about—when I decided to study abroad for the summer and fall of 2018. In addition to finding new ways to keep in touch with my family and friends, I was particularly preoccupied about how I was going to communicate with my team at Bear Studios.

Since beginning my time as executive director of Bear Studios in April 2018, Lexi Jackson—my co-director—and I have done our best to communicate as openly as possible, not only between ourselves, but also with Bear Studios’ partners and fellows. We’re a team, and we wanted to communicate like it.

When I went abroad, it strained our communications plan—but I learned some valuable lessons from it.

Have a plan

Before I left for China, Lexi and I wrote up a plan on how we were going to communicate while abroad. Who was going to check our business email? Who was going to update our website? When were we going to have our phone calls? What worked best—FaceTime or Skype? All of these conversations are important—and they need to happen before you leave.

Be flexible

You know the plan Lexi and I drew up? It didn’t last long. Reality got in the way. We flip-flopped between Facebook Messenger and GroupMe before discovering halfway through the semester that iMessage was most convenient. Our roles constantly shifted and were complicated when new responsibilities, such as recruiting new fellows, muddied our beautifully laid-out plan. But we rolled with the punches.

Count on your team

I absolutely made communication blunders this semester. Sometimes, I poorly navigated the time change and sent flurries of texts at 4 a.m. St. Louis time. Other times, because of internet restrictions in China, I was unable to access my work email account for days at a time. When this happened, I knew I could count on Lexi and the team to be understanding—as they were, time and time again. While this was important while I was abroad, I know it will be no less important now that I am home.

I am by no means a communication expert and this semester’s communication plan was by no means perfect. However, it did illuminate some ways my communication can be improved. It also showed me just how important it is to have a team, like the one we have at Bear Studios, that is consistent, flexible, and open to error.

Pictured above are Washington University students and faculty with Fudan University program partners at Thanksgiving dinner in Shanghai in November 2018. Jacob is on the far right in the second row.




Lexi Jackson, BSBA ’20, is the co-executive director of Bear Studios. She majors in leadership and strategic management and political science, and she wrote this for the Olin Blog.

I am still two years out from my full professional career, yet I estimate that I have read more than 10 books on leadership and have heard quotes from a dozen more. Washington University’s focus on developing leadership principles in its students is extensive and deliberate.

Indeed, it shapes students who are prepared to assume leadership roles upon graduation, whether formally or informally. However, building authentic and genuine professional leaders requires more than theoretical studies; leaders are shaped by how they respond to the situations around them, how they foster and maintain relationships, and how they reconcile their mistakes.

In my inaugural year as one of the executive directors of Bear Studios, a student-founded and student-operated strategy and design firm, I have not only witnessed the growth of my own leadership skills, but I have had the privilege to see incredible leaders form alongside me.

One of the hallmarks of working as a contractor in consulting or design work is the unpredictability of each project. Bear Studios fellows are excited by this challenge and are dedicated to meeting every client’s unique request. In situations that demand quick turnarounds or challenging subject material, Bear Studios fellows display some of the most valued leadership characteristics in the professional workplace. Our fellows are adaptable, receptive to feedback, and transparent, openly communicating with clients about how to best translate their vision into timely and comprehensive deliverables.

The secret to our team’s excellent client relations is the emphasis we place on developing relationships with one another. Effective leaders recognize the value of those in their network and work to invest in those individuals so they can grow together. Bear Studios fellows rotate through different types of projects throughout their tenure, collaborating with other fellows who have previously contributed to projects of a similar nature.

Fellows learn best practices from one another and maintain an open dialogue with more senior fellows to ask questions and obtain insights when needed. This practice helps our fellows further develop their skills and provide clients with the highest quality of work.

No leader in our organization, or any other, is exempt from error. Mistakes are a natural part of professional development. Strong leaders take ownership of their mistakes and seek to identify the ways in which they can learn and improve from the situation. Fellows provide an update to their colleagues and Bear Studios management at our weekly team meetings.

During this time, fellows may relay any challenges they are experiencing. This meeting provides a platform for the entire team to contribute feedback and advice for the fellow. Additionally, after each client engagement, fellows are asked to reflect on how they managed the project. Further, fellows receive direct feedback from their clients that choose to submit comments through our client post-engagement form. Analyzing their own feedback with that of their client is a comprehensive way for fellows to gain actionable measures for future improvement.

Leadership is not a book that can be judged by its cover. Leadership encompasses the depth of an individual’s commitment to the success of their environment, the growth of their colleagues, and the extent of their self-improvement. Bear Studios does not develop leaders. Leaders develop themselves by leveraging experiences and experts provided by Bear Studios.

Pictured above: At client engagement projects like the one above, held at TechArtista in spring 2018, Bear Studios fellows are encouraged to lead by creating promotional materials or helping to plan and manage events.