Towards the Entrepreneurial University

Transcription

1 Towards the Entrepreneurial University Prof Paul D. Hannon Director, LEAD Wales Director, Institute for Entrepreneurial Leadership

2 Swansea

3 The Science and Innovation Campus 2015

4 e University for Swansea Bay

5 One of the best examples of University Business collaboration seen in Western Europe. ` One of the best examples of University Collaboration seen in Western Europe European Investment Bank : February/March 2012

6 Overview of Campus and Accommodation Blocks

7 Great Hall & Lecture Theatres

8 Innovation Hub

9 College of Business & Economics

10 Why is the entrepreneurial university important?

11 Why Entrepreneurship? Unprecedented levels of change: Changing world / competitiveness pressures Changing funding regimes / pressures Changing external expectations / pressures Leading to higher levels of uncertainty, unpredictability, complexity These environments demand an entrepreneurial response Entrepreneurship is a key driver for innovation

12 Source: Gibb/NCEE

13 Is this still really important in education? Enterprise and entrepreneurship in education continues to gain public policy attention; Retains different meanings and conceptualisations across diverse contexts but an emphasis on mindsets ; Demand and need remain high and/or growing; Rising expectations about the outcomes from what we do and the broader impact this may have on individuals, communities, organisations, society and the economy.

14 Framing the Entrepreneurial Institution 1. The institution as an entrepreneurial organisation 2. The institution as an environment conducive for the development of entrepreneurial thinking, behaviours, skills, action

15 Universities as Entrepreneurial Organisations Held together by shared values Maximising individual autonomy Staff empowerment Incentives to innovate and learn from mistakes Opportunity for holistic project management Authentic leadership with widely shared commitment to entrepreneurship Delegated responsibility to see things through Allowing informal integration Reward systems geared to success with customers Flexible strategic thinking Rewarding learning by doing with stakeholders

16 Challenges and Opportunities Shared vision / direction / identity Organisational transformation Not relevant in my discipline / subject No room in the curriculum / what or how Risk and failure organisational or individual? Leadership from within the organisation Recognition / rewards/ incentives

17 The Entrepreneurial Leader Ability to communicate compelling vision Intellectual visionary of the entrepreneurial concept Ability to network internally and externally to harvest resources Authentic and personal - a role model exemplar Will take risks but share and cover risk for others Building shared culture and ways of doing things Strong focus on innovation Focus on bottom up empowerment Strong strategic orientation Organiser of teams committed to transformation Persuader and fixer

18 Institutional Positioning Business and management schools? Fit with institutional values / culture Top down / bottom up? Subject / practice / way of being? Graduate entrepreneurs or entrepreneurial graduates?

19 The Entrepreneurial University in 2020?

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22 Releasing Entrepreneurial Potential? Desirability (I want...) Feasibility (I can...) Propensity to act (I will...)

23 I want to I can I will Role models, peers Inspiration and motivation Know who Know how Opportunity and resources Personal support Institutional and societal values Know where Self- Confidence Awareness and opportunity Know what Self- Efficacy

24 QAA Guidance, UK (2012)

25 Challenges and opportunities for the Entrepreneurial University: 1. Uncertainty, unpredictability and complexity 2. Impact on the Idea of the University for the 21 st Century 3. Transformational Leadership Challenges 4. Organisational Design and Culture

26 Enterprise is a concept sometimes wholly lacking in discussions about higher education and the American research university. Academic enterprise and the entrepreneurial academic culture that such an orientation instills encourage creativity and innovation with intellectual capital the primary asset of every college and university. Our only purpose is social transformation

27 Building an Entrepreneurial University (Crow) The organisational frameworks we call universities have not been designed to accommodate change on the scale we are witnessing or the attendant increases in complexity. Organisational constraints prevent them from realising their entrepreneurial potential. In our effort to produce abstract knowledge without regard for its impact, many universities have lost sight of the fact that they are also institutions with the capacity to create entrepreneurial potential. The only way to move forward is to replace what you have with something better to innovate.

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29 The UNC Roadmap Entrepreneurial thinkers ask: What is the need/opportunity? What is the status quo response? / Does it have to be this way? Is this the best way? / What might be better ways? What can I do? This means the University has the responsibility to provide a conducive environment for such explorations. Impact will be the result of thousands of individual deliberate actions taken by thousands of staff and partners.

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31 Excerpts from a presentation by Aalto University President Tuula Teeri to the Entrepreneurial University Leaders Programme at Oxford University in January 2013

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38 REVIEWING THE UNIVERSITY ENTREPRENEURIAL POTENTIAL

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40 Measuring the impact International institution University-Business and societal collaboration Leadership and Governance The Entrepreneurial University Organisational Capacity, People and Incentives Teaching and Learning Pathways for Entrepreneurs

41 EC/OECD Guiding Framework Leadership and Governance 10 Measuring the impact of the Entrepreneurial University The Entrepreneurial University as an internationalised institution Organisational Capacity, People and Incentives Entrepreneurship development in teaching and learning University business/external relationships for knowledge exchange Pathways for entrepreneurs

42 EC Symposium on the Entrepreneurial University May 2014, Swansea University

43 Source: Prof Allan Gibb INSTITUTION CONCEPT INSTITUTION ORGANISATION INSTITUTION STAKEHOLDER/ COMMUNITY ENGAGEMENT WHAT DO YOU WANT TO CHANGE? WHAT CAN YOU CHANGE? AND HOW? INSTITUTION STRATEGY INSTITUTION CURRICULUM AND PEDAGOGY DEVELOPMENT

44 Some Other Examples

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46 Potential Outcomes Changed mindsets and culture Leadership throughout the organisation Devolved power for innovations of all kinds linked to career pathways Co-creation with stakeholders as the normal way of doing Choice and flexibility for learning Opportunity for all inclusive model Breakdown of silos/boundaries Beyond careers and employability / focus on mindsets, values, self-efficacy MAINSTREAMED IN THE INSTITUTIONAL DNA

47 What might we need for the journey? Visionary and transformative leaders Entrepreneurial staff as effective role models Empowered students Mentors and coaches / inspiring development opportunities Celebration of learning from failure and risk Education activists and critical thinkers Dynamic and effective entrepreneurial ecosystems Learning technologists use of media / space Stakeholder engagement in many different ways

48 Embracing uncertainty, unpredictability, complexity Not what we see, but how does it feel Where are the transformative institutions?

49 Thank You Prof Paul D. Hannon