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Western Europe”. “ One of the best examples of. University – Business collaboration seen in Western. Europe.” European Investment Bank : February/ March ...
Towards the Entrepreneurial University Prof Paul D. Hannon Director, LEAD Wales Director, Institute for Entrepreneurial Leadership

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Swansea

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The Science and Innovation Campus 2015

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e University for Swansea Bay

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“ One of the best examples of University – Business collaboration seen in Western `“ One of the best examples of University Collaboration seen in Europe.” Western Europe”

European Investment Bank : February/March 2012

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Overview of Campus and Accommodation Blocks

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Great Hall & Lecture Theatres

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Innovation Hub

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College of Business & Economics

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Why is the entrepreneurial university important?

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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

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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.

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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

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Universities as Entrepreneurial Organisations Held together by shared values

Maximising individual autonomy

Incentives to innovate and learn from mistakes

Opportunity for holistic project management

Authentic leadership with widely shared commitment to entrepreneurship

Reward systems geared to success with customers

Flexible strategic thinking

Staff empowerment

Delegated responsibility to see things through

Allowing informal integration

Rewarding learning by doing with stakeholders

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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

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The Entrepreneurial Leader Ability to communicate compelling vision

Authentic and personal - a role model exemplar

Will take risks but share and cover risk for others

Strong strategic orientation

Intellectual visionary of the entrepreneurial concept

Building shared culture and ways of doing things

Organiser of teams committed to transformation

Ability to network internally and externally to harvest resources

Strong focus on innovation

Focus on bottom up empowerment

Persuader and ‘fixer’

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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?

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The Entrepreneurial University in 2020?

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Releasing Entrepreneurial Potential?

Desirability (I want ...)

Feasibility (I can ....)

Propensity to act (I will ....)

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I want to

I can

I will

Role models, peers

Know who

Opportunity and resources

Inspiration and motivation

Know how

Personal support

Institutional and societal values

Know where

SelfConfidence

Awareness and opportunity

Know what

SelfEfficacy

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QAA Guidance, UK (2012)

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

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‘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

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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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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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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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REVIEWING THE UNIVERSITY ENTREPRENEURIAL POTENTIAL

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Leadership and Governance Measuring the impact

International institution

University-Business and societal collaboration

The Entrepreneurial University

Organisational Capacity, People and Incentives Teaching and Learning Pathways for Entrepreneurs

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EC/OECD Guiding Framework Leadership and Governance 10 8 Measuring the impact of the Entrepreneurial University

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Organisational Capacity, People and Incentives

4 2 0 The Entrepreneurial University as an internationalised institution

University – business/external relationships for knowledge exchange

Entrepreneurship development in teaching and learning

Pathways for entrepreneurs

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www.entrepreneurialuniversities.eu EC Symposium on the Entrepreneurial University 21-23 May 2014, Swansea University

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Source: Prof Allan Gibb

INSTITUTION CONCEPT

INSTITUTION ORGANISATION

WHAT DO YOU WANT TO CHANGE?

INSTITUTION STRATEGY

WHAT CAN YOU CHANGE? AND HOW? INSTITUTION STAKEHOLDER/ COMMUNITY ENGAGEMENT

INSTITUTION CURRICULUM AND PEDAGOGY DEVELOPMENT

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Some Other Examples

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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

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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

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Embracing uncertainty, unpredictability, complexity

Not what we see, but how does it feel Where are the transformative institutions?

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Thank You

Prof Paul D. Hannon [email protected] +44 1792 606 348

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