The Entrepreneurial Institution Keith Burnley, Chief Executive Officer 1
The Entrepreneurial Institution Keith Burnley, Chief Executive Officer
THE ‘IDEA’ DEBATE: UNIVERSITIES & COLLEGES VEHICLES FOR ? FREE DIRECTED - DISINTERESTED TEACHING/ THOUGHT/ AWARD DEGREES/ - /ANALYSIS EMPLOYMENT/ SKILLS/ - /ENQUIRY/DISCOVERY SOCIALLY AND IS THERE A DELIBERATE WHETHER AND DANGEROUS ECONOMICALLY OR NOT SOCIALLY USEFUL FOSTERING USEFUL OUTCOMES OF THE OUTCOMES IN REFLECTING POWER ENTREPRENEURIAL SEARCH OF IN SOCIETY SPIRIT??? TRUTH DEVELOPING DEVELOPING THE MIND COMPETENCY USEFUL KNOWLEDGE. PUBLIC PEER REVIEW of COST BENEFIT VALUE? VALUE OF MARKET APPEAL KNOWLEDGE 3
ENTREPRENEURIAL INSTITUTIONS? WHY? Responding to the Voices of the Turbulent Environment FROM ‘Leading the Entrepreneurial University’
Turbulent Environment ?
Global Challenges • Climate Change • Internationalisation of Business • Inequality • Communications • Migration • Conflict
A Different Place http://overtheparapet.blogspot.co.uk 1950-51 2010-14 Total UK population Total UK population 51 million 64 million Top rate of income tax 90% 45% Women in the workforce 31% 65% Life expectancy 67 80 Population over 65 11% 19% 17s – 19s entering higher 6% 47% education Airline journeys 2 million 160 million Owner-occupied households 29% 69% Car-owning households 12% 77% Telephone-owning 12% 99% households Computer-owning households Nil 76% Television households 1% 99% Mining and heavy industry 39% 10% jobs Unemployed 1.5% 8.1%
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
The Entrepreneurial Concept • NOT CORPORATE BUSINESS –LIKE • NOT MANAGERIALISM • NOT MASSIVELY , COMMERCIALISATION OF RESEARCH • BUT CREATING FREEDOM FOR INNOVATION OF ALL KINDS
Pressure for Enhancing social differentiation and mobility market niche Exploring new Private competition employment gateways and partnership Enhancing student Institutions as ‘engines employability Challenges and of growth’ challenge opportunities Enterprise and requiring entrepreneurship innovative and Research impact education entrepreneurial response Innovation across MOOCS and new disciplinary boundaries internet learning technologies Responding to Open Engaging social media access Enhancing student Funding -finding new experience Global Local/regional/ resources competition/ community/ social partnership/ enterprise Student ownership/ New business/ curriculum development evaluation SME partnership 11
THE PUBLIC POLICY VOICE Engine of growth Employability Social mobility Innovation Go Fund yourself ! Accountability THE VOICE OF THE STUDENT VOICE COMPETITION Employment/Rewards Global Global mobility/culture THE VOICES OF AN Private/Public Entrepreneurial skills UNCERTAIN AND Post Colonial Ownership COMPLEX ENVIRONMENT THE COMMUNITY VOICE THE TECHNOLOGY VOICE Local and Regional Social media OPPORTUNITIES OR development MOOCs THREATS? Social enterprise Unbounded knowledge Translating knowledge Big Data/Open access THE BUSINESS VOICE Innovation Flexibility Globally Enterprising skills 12 SME value?
Institutions as Entrepreneurial Organisations Wide encouragement for staff to Maximising autonomy and individual Held together by shared values/ develop and ‘own’ external ownership of initiatives mission not detailed control systems relationships Delegated responsibility to see Authentic Incentives to innovate and learn entrepreneurial things through from mistakes leadership with widely shared commitment to entrepreneurship and innovation and Allowing overlap and informal Providing wide opportunity for management of integration within and without the holistic project management interdependency with organisation all stakeholders Reward systems geared to success Encouraging and rewarding learning Flexible strategic thinking as with customers and stakeholder by doing and from stakeholders opposed to highly formal planning credibility
THE WIDENING STAKEHOLDER STRATEGIC PARTNERSHIP POTENTIAL? COMMUNITY RESEARCH NATIONAL STUDENTS ORGANISATIONS FUNDERS GOVERNMENT SCHOOLS AND HE FUNDING LOCAL PARENTS COLLEGES BODIES GOVERNMENT PROFESSIONAL LOCAL ECONOMIC ESIF STAFF BODIES PARTNERSHIPS HE SECTOR EUROPEAN ALUMNI HORIZON 2020 BODIES COMMISSION BUSINESS CHARITABLE BUSINESSES OECD ORGANISATIONS FOUNDATIONS COMMUNITIES NUS NESTA NGOs
Exploring Synergies in Entrepreneurial University Development The Potential Contribution to Key Strategic Goals Mission, Governance and Strategy . Mission and Strategy Governance Organisation Design Knowledge Organisation Knowledge Transfer, Measuring Excellence and Public Value Stakeholder Engagement Exchange and Support Leveraging Public Finance Regional and Local Knowledge Transfer Partnerships IP Policies Business Partnerships Spin offs Engaging Entrepreneurs IMPACT Incubators Alumni Engagement Higher Innovation Science Park Engagement Social Enterprise Research Excellence Loan and Equity Finance Research Relevance Student Ownership Academic Entrepreneurship Competitiveness Diverse Revenue Flow Student Employability Entrepreneurship Education Teaching Quality Exploring the Potential Learning Organisation Internationalisation Linking to University Goals Stakeholder links Sharing Culture Organising and Locating the Effort Staff and Student Mobility Pedagogy and Staff Development Partnership and Network Building Cross Campus Initiatives Overseas Campus Development Supporting Student Initiatives Organising to Build Commitment 15
HE Innovate European Commission and OECD https://heinnovate.eu/intranet/main/index.php A self assessment tool for HEIs which provides ideas and inspiration for the effective management of institutional and cultural change. It is designed to help interested organisations assess themselves against statements organised in seven areas
Entrepreneurial University of the Year Vision and strategy: are enterprise, entrepreneurship and innovation at the heart of the organisation? Culture and mindset: are entrepreneurial mindsets and behaviours developed in both staff and students? Entrepreneurial impact: is there evidence of impact amongst staff, students and alumni and for local, regional and international organisations? Policy and practice: is the university influencing policy at the local, national and international levels and is this clearly demonstrated in good practice and effectiveness?
Becoming the Entrepreneurial University of the Year 2014 Professor Lesley Dobree, Deputy Vice Chancellor
A little bit about us…
Our Mission We are exceptional and imaginative in the advancement of knowledge and education of students. We are passionate about collaboration, innovation and transformation to enhance social, cultural and economic well being. AMBITION, IMAGINATION and COLLABORATION
A Special Place 38,000 students (7,000 part-time); • • 16% Postgraduate; 500 Doctoral students; • 90% of our students are in employment or further study 6 months after graduating; 4 out of 5 of our leavers in employment are in professional/managerial roles compared to the UK average of 3 out of 5; Degrees in the workplace: Harrods, • Barclays, UPS, Boots, Vision Express, Specsavers, Institute of Export, Tri-services - international expansion strategy
A special place… Customer Service Excellence • accreditation for the last two years; Investors in People award since 2003 • Expanding portfolio of distance learning courses; • Campus in London- ARU London; UK partnerships e.g. Peterborough, • King’s Lynn, Harlow, London; International partnerships in Trinidad, • Singapore, India, Botswana and Malaysia. £200 million turnover and growing… •
World Leading Research Allied Health Professions & Studies • Architecture, Built Environment and Planning • Art & Design • Business and Management • • Communication, Cultural and Media Studies • English Language & Literature • Geography & Environmental Studies • History • Law • Music, Drama, Dance and the Performing Arts Psychology • Social Work and Social Policy •
Writing the bid to apply for the Entrepreneurial University of the Year 2014 Award
Times Higher Education Entrepreneurial University of the Year Award Concise focused application – 500 words Submitted in June 2014 Vision and strategy Culture and mindset Entrepreneurial impact Policy and practice Three case studies included in the annexes: Enterprise and Innovation in Medicine Centre for Enterprise Development and Research (CEDAR) Degrees at Work Project
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