“It doesn’t look like engineering,” admits Benjamin Linder, the assistant professor who helped create the class. Olin’s curriculum is centered on courses like UOCD and Design Nature — the class that produced those climbing critters. Miller, 57, a thin, bald, engaging administrator who is prone to analogies, likens the traditional curriculum to a music school where students learn history and theory but never touch their instruments. Olin, by contrast, introduces project-based courses to its students early and often.

Olin also insists that students spend more than a quarter of their time studying business and entrepreneurship, humanities, and social sciences. “Olin really bends over backward to get the students to recognize the interactions between these disciplines,” says Constance Bowe, who studied the college as a researcher at Harvard Medical International. To help instill the entrepreneurial spirit, the college created the Olin Foundry, in which the school houses and partially funds as many as a dozen student startups.

Students also experience the business world firsthand through Olin’s senior consulting program for engineering. This year 12 corporations — including Boeing, Boston Scientific, Hewlett-Packard, and IBM — paid Olin a combined $700,000 to have groups of five seniors serve as consultants for a full academic year on some of the companies’ pressing technological and engineering problems. “By the time they’re seniors, they’re nearly operating at a professional level,” says David Barrett, the Olin associate professor who heads the program. “It gives them authenticity they wouldn’t get in a classroom.”