a framework for a modern global university: research-led, entrepreneurial or both?
TRANSCRIPT
A Framework for a Modern
Global University: Research-
led, entrepreneurial or Both?
Stephen G. Hagen Vice Rector for Change Management
ITMO University
THE UNIVERSITY IN THE
GLOBALISED WORLD
High international
focus
Redefining
Excellence
Contributing to
competitiveness
agenda
Vocational / HE
Partnerships
High focus upon
relevance
Development from
research
Entrepreneurial
modes of learning
Funding own
autonomy
Local / Regional
stakeholder
engagement
High rewards for
innovation
High interdisciplinary
engagement
Employability
agendas
Private / Public
partnerships
Aggressive alumni
policy
THE GLOBAL AND CONNECTED UNIVERSITY –
IS AN ORGANISATION THAT:
Focuses upon innovation
in all departments
Has relevance high on
the agenda
Rewards development
from research and
earning from application
Converts research into
publications and/or
commercial outcomes
Encourages bottom up
and cross departmental
trust based relationships
Has entrepreneurial
leadership
Recruits,
Develops and
Rewards
Entrepreneurial
People for
Public Value
Creation
Employs
entrepreneurial
pedagogies in
teaching
Shares entrepreneurial
values and takes risks
Is flexibly open to new
combinations of
knowledge
Has wide active
stakeholder networks
and partnerships
Has local to global focus
Staff can really make
things happen
THE ENTREPRENEURIAL UNIVERSITY
LEADERSHIP MODEL
Ability to communicate
compelling vision
Authentic and personally highly
proactive projecting key
entrepreneurial attributes as role
model exemplar
Will take risks but share and
cover risk for others appropriately
Strong strategic orientation
Intellectual visionary of the
entrepreneurial concept and its
future place
Building
shared culture
and ways of
doing things
Organiser of project - based
teams committed to
transformation
Ability to network internally and
externally to harvest resources to
support and remove barriers
Strong focus on innovation but
within the identified capacities of
those to be engaged
Will focus upon bottom up
empowerment for ownership of
innovation and experiment
Persuader and ‘fixer’ to remove
hierarchical barriers
COMPLEX
SIMPLE
CERTAIN
UNCERTAIN
THE CHANGING UNIVERSITY
PARADIGM
INDIVIDUAL CURIOSITY-
BASED EXCELLENCE
SOCIETALLY SHARED
KNOWLEDGE-BASED
EXCELLENCE
Massification
Employability
Globalisation
Diversified
Knowledge
Capture
Competitiveness
Agendas
Pure Knowledge and
Research-based Paradigm
Public Value Relevance, Integrated and Engaged
Interdisciplinary,
International, Networked,
Extensively Partnered
Pure Public
Budget Driven
National,
Regional,
Stand Alone
Highly Leveraged
Entrepreneurial
Application and
Innovation Driven
ACTIVITIES AND PROCESSES INVOLVED IN UNIVERSITY
INTERNATIONALISATION
Multi-institutional
Research
collaborations
Visiting scholars
International
development projects
Joint and dual
degrees
Common core –
cross-curriculum
activities
Programme delivery
abroad
Developing multi-
lingual capacity in
world’s key
languages
Mobility & exchanges
for students
Mobility
arrangements for
staff
International cultural
dimensions in
curriculum
International fee
paying student
recruitment
International faculty
Distance learning
International
networks
International institutional
agreements
Adding value
to the
University’s
own learning?
Campuses abroad
THE BASIS OF THE TRIPLE
HELIX MODEL
Dynamic ongoing
knowledge exchange
Graduate engagement
Lengthy relationship
Joint stakeholders
Social networking and
social capital building
Broad problem solving
focus
Trust building Joint interactive learning
Constant communication Policy monitoring and
evaluation
Sustained
commitment
of university to
work with
industry and
government
THE UNIVERSITY AS A
DYNAMIC ORGANISATION WITH DYNAMIC PROCESSES
Held together by shared
values/mission not detailed
control systems
Incentives to innovate and learn
from mistakes
Providing wide opportunity for
holistic project management
Reward systems geared to
success with customers and
stakeholder credibility
Maximising autonomy and
individual ownership of initiatives
Authentic
entrepreneurial
leadership with
widely shared
commitment to
entrepreneurship
and innovation and
management of
interdependency
with all
stakeholders
Flexible strategic thinking as
opposed to highly formal planning
Wide encouragement for staff to
develop and ‘own’ external
relationships
Delegated responsibility to see
things through
Allowing overlap and informal
integration within and without the
organisation
Encouraging and rewarding
learning by doing and from
stakeholders
THE UNIVERSITY’S LOCAL
ENGAGEMENT STRATEGY
Strategic orientation
Stakeholder engagement
and legitimacy
Knowledge
transfer/exchange
Incubators
Science / Technology park
engagement
IP Policy/practice
Entrepreneur engagement
University venture and
loan finance
Creating public value
Internationalisation
Funding leverage
Local development
partnerships
Social enterprise
Interdisciplinary
teaching/research centres
Entrepreneurial pedagogy
across disciplines
Cross campus initiatives
Bringing forward the best of
national and international
concept and practice
Exploring the potential for
synergy and integration
through entrepreneurial
leadership
Governance
organisation
design/rewards
University concept/mission
Student led
initiatives Careers futures
Alumni
management
Entrepreneurial
practices
Enabling
environments
Engaging
stakeholders
AN IMPLEMENTATION FRAMEWORK
FOR A DYNAMIC HIGHER EDUCATION
Developing
Entrepreneurial
Graduates
Engagement with practice
Entrepreneurship
educators
Cross-campus reach Vice-Chancellors
Experiential approaches
Multidisciplinary
Clarity of purpose
and outcomes
Institutional
culture
Capacity building
Social enterprises
Academic
faculty
Institutional
embeddedness
Visible leadership
Entrepreneurs and
businesses
Students clubs
and societies
Experimentation
and discovery
Innovative pedagogies
