Leading Entrepreneurial Efforts in Higher Education
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1 Leading Entrepreneurial Efforts in Higher Education Judith Kirkpatrick Provost and VPAA Robert Halliday Associate Provost and Dean of Graduate Studies Elizabeth Domholdt VP for Academic Affairs Donald Wortham VP for Strategic Initiatives
2 Changing Higher Ed Landscape New demographics Declining state/federal contributions Increased competition Increased disruptive activity Need for new revenue sources Need for rapid response
3 Session Outline Entrepreneurship vs Change Entrepreneurship in Practice St. Scholastica story Utica story Locating Participant Experiences Kotter 8-Step Change Model Ansoff Product/Market Matrix Wolcott & Lippitz Model of Entrepreneurship
4
5 Change vs. Entrepreneurship Change: to make or become different Entrepreneurship: the capacity and willingness to conceive and implement a new venture with all attendant risks and rewards All entrepreneurship requires change But not all change is entrepreneurial
6 Kotter s 8-Step Change Model This graphic (and many others) found by searching on Kotter Change and selecting Images
7 St. Scholastica Catholic, Benedictine institution Former women s college Enrollment, fiscal crisis in late 90s
8 St. Scholastica Catholic, Benedictine institution Former women s college Enrollment, fiscal crisis in late 90s Entrepreneurial response
9 Scholastica s Response Early: diversified revenue stream with degree programs at extended sites Same product (undergrad biz degrees) New markets (adult learners, new locations) Later: further diversification with new programs, online formats, additional locations
10 PRODUCTS Existing New Ansoff Product/Market Matrix Existing New CHANNELS, AUDIENCES = MARKET
11 PRODUCTS Existing New Ansoff Product/Market Matrix CSS Existing New CHANNELS, AUDIENCES = MARKET
12 PRODUCTS Existing New Ansoff Product/Market Matrix CSS Existing New CHANNELS, AUDIENCES = MARKET
13 PRODUCTS Existing New Ansoff Product/Market Matrix New Product Development New Products, Markets Gain Market Share New Market Development CSS Existing New CHANNELS, AUDIENCES = MARKET
14 PRODUCTS Existing New Ansoff Product/Market Matrix CSS New Product Development CSS New Products, Markets CSS Gain Market Share New Market Development CSS CSS Existing New CHANNELS, AUDIENCES = MARKET
15 Scholastica s Response Diversified revenue stream Organizational structure Early: VP Extended Studies, highly autonomous Mid: Exec Director reporting to VPAA, emphasis on building relationships, academic decisions with staff support Current: VP Strategic Initiatives, idea incubator, shared responsibility for entrepreneurial activities
16 RESOURCES Ad Hoc Dedicated Wolcott & Lippitz Model of Entrepreneurship CSS Distributed Centralized DECISION MAKING
17 RESOURCES Ad Hoc Dedicated Wolcott & Lippitz Model of Entrepreneurship CSS Distributed Centralized DECISION MAKING
18 RESOURCES Ad Hoc Dedicated Wolcott & Lippitz Models of Entrepreneurship Enabler CSS Producer Opportunist Advocate Distributed Centralized DECISION MAKING
19 CSS Entrepreneurial Problems Marines <> Army Those that initiate change not always best suited to carry it forward Salesman s paradox Eventually can t beat quota (decline in growth) Immune Response (Faculty) Academia: loosely coupled (Gilmore et al, 1999), but don t mess with curricula, faculty
20 CSS Solutions To the Marines <> Army problem Restructure, new leadership committed to transparency, process, control To Salesman s paradox Innovate again (develop online programs) To the (Faculty) Immune Response problem Mutual commitment to collaboration, shared decision-making One College
21 Changing Higher Ed Landscape New demographics Declining state/federal contributions Increased competition Increased disruptive activity How to Respond Next? Need: new revenue sources Required: rapid response
22 Participant Stories Locate your institution within the models What structures have worked (or not worked) well at your institutions? How have your structures changed as entrepreneurial activities have matured at your institutions? What barriers to innovation and entrepreneurship exist at your institution?
23 References Ansoff, I. (1957). Strategies for Diversification. Harvard Business Review, 35(5), p Gilmore, T.N., Hirschhorn, L. and Kelly, M. (1999). Challenges of Leading and Planning in Higher Education. Philadelphia: Center for Applied Leadership. Kotter, J.P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 73(2), p Wolcott, R. and Lippitz, M.J. (2007). The Four Models of Corporate Entrepreneurship. MIT Sloan Management Review. 49(1): p
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