innovation and entrepreneurship new ways of thinking · 2013-11-26 · entrepreneurship (ncee)...
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INNOVATION
Innovation and Entrepreneurship New ways of thinking
+
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OPERATING UNDER
CONDITIONS OF UNCERTAINTY
AND COMPLEXITY (COPING WITH
AND CREATING)
NEW COMBINATIONS OF RESOURCES
INNOVATION
INDIVIDUAL AND
ORGANISATIONAL ENTREPRENEURIA
L REPONSE
WAYS OF?
ORGANISING
THINKING
LEARNING
TEACHING
SOLVING
PROBLEMS
COMBINING RESOURCES
RELATING
?
WHY THE
LINK TO
ENTERPRISE
AND
ENTREPRENEURSHIP
WHY
THE
NEED
?
ALLAN GIBB SIMPLE
CERTAIN
COMPLEX
UNCERTAIN
THE CHANGING TURBULENT ENVIRONMENT FOR SOCIETY, ORGANISATIONS , PEOPLE
ALLAN GIBB SIMPLE
CERTAIN
COMPLEX
UNCERTAIN
LOW ENTREPRENEURIAL
REQUIREMENT
HIGH ENTREPRENEURIAL REQUIREMENT
EXAMPLE : DESIGNING ORGANISATIONS AROUND THE TASK ENVIRONMENT
ALLAN GIBB SIMPLE
CERTAIN
COMPLEX
UN-
CERTAIN
National
Regional
Stand alone
Major public
budget
driven
Pure knowledge and
research based
paradigm
TRADITI0NAL
EXCELLENCE
UNIVERSITY PARADIGM SHIFT
ALLAN GIBB SIMPLE
CERTAIN
COMPLEX
UN-
CERTAIN
National
Regional
Stand alone
TRADITIONAL
EXCELLENCE
Pure public
budget
driven
Pure knowledge and
research based
paradigm
Developed from Passio
2009
Massification
Employability
Social Mobility
Globalised data
IT revolution
Knowledge capture
Competition
Revenue
Growth
UNIVERSITY PARADIGM SHIFT
ALLAN GIBB SIMPLE
CERTAIN
COMPLEX
UN-
CERTAIN
National
Regional
Stand alone TRADITIONAL
EXCELLENCE
International
Networked
Interdisciplinary
Extensively partnered
BROAD
STAKEHOLDER
EXCELLENCE
Pure public
budget
driven
Highly
Leveraged
Entrepreneurial
Application
and Innovation
driven Pure knowledge and
research based
paradigm
Public value
relevance, integrated
R and D
UNIVERSITY PARADIGM SHIFT
ALLAN GIBB
ENTERPRISE
Personal skills
Behaviours
Values/emotions
Life world
In any context
ENTREPRENEURSHIP
Skills application to:
New ventures
Organisation development
Organisation design
In all kinds
of organisations
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INNOVATION IN
Organisation
Pedagogy
Knowledge organisation
Research and Development
Stakeholder relationships
ADDRESSING THE RESPONSE THROUGH ENTERPRISE AND ENTREPRENEURSHIP
There is growing global competition from
the developing world; the outstanding
universities in Singapore and Hong Kong,
for example, and more recently the Indian
Institutes of Technology (IITs) and new
universities in China.
Pakistan, has, in the Lahore University of
Management Sciences, created a world-
class institution within the past 25 years.23
There are similar successes in Mexico,
Chile, Turkey and South Africa.
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COMPETITION
By 2020, China alone will account
for 29 per cent of all the
university graduates in the world
aged 25–34.
In absolute numbers, that will
mean there will be as many
Chinese graduates in that age
group as in the entire US labour
force
ippr
COMPETITION
‘Every two days we create as
much information as we did
from the dawn of civilisation
up until 2003.’
Eric Schmidt , Google
KNOWLEDGE AND
LEARNING
BIG DATA
As content becomes freely available
internationally, so the power of the
academy is reduced.
The ubiquity of information and the
near-zero cost of storing and
transmitting it means that universities
no longer own the monopoly over the
expression of ideas in courses
DIMINISHING KNOWLEDGE POWER OF ACADEMY
- New communications technologies and social
media raise fundamental questions about
content and delivery.
-- Is the lecture redundant? - When lectures can
be easily and cheaply recorded/downloaded, the
value of the live performance becomes
questionable
- Students recognise this and the result is the
proliferation of viral videos that challenge the
status of the lecture.
TEACHING AND LEARNING
It’s not just leading academics
who can teach anywhere in the
world, it is also the world’s
leading practitioners, from film
producers to business people,
from politicians to civil servants
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WHO SHOULD TEACH?
University-based academics, for
reasons that should not be entirely
discounted, still attach the highest
value to scholarly journal articles,
This, at a time when books and
newspapers are being joined by
blogs, videos, info-graphics and
tweets in a thunderous clamour for
people’s attention ippr
RESEARCH AND PUBLICATION
COMMUNICATION
University specialisation continues
unabated, while citizens of the world
cry out for synthesis.,
increasingly the synthesis is now
provided by organisations outside
universities – think tanks, public
agencies or consultancies, or by those
who translate the synthesis into action
PUBLICATION
Should universities let faculty
members spend time writing a
‘purpose built’ textbook for their
individual units, given that literature is
already widely and cheaply available?
As much of the current innovation
and emergent thinking is taking
place at the boundaries of
disciplines, are traditional
departmental silos a barrier to
progress?
ORGANISATION
GLOBAL
LOCATIONS
USING WORLD
WIDE BEST
TEACHERS
SOCIAL
MEDIA
ENGAGED
NICHED
VOCATIONAL
PROGRESSION
MANAGING
BIG DATA
OPEN
ACCESS
ON-LINE
LEARNNG
NUMEROUS INNOVATIONS REQUIRING ENTREPRENEURIAL INITIATIVE?
ALUMNI
ENGAGEMENT
NEW
PROMOTION
ROUTES
Mission Governance Organisation
Strategy
Knowledge transfer
and exchange
Stakeholder engagement
and partnership
Internationalisation Enterprise and
Entrepreneurship Education
ALLAN GIBB
THE CHALLENGE: EULP PROGRAMME HOW TO BRING IT
TOGETHER STRATEGICALLY
EXPLORING ENTREPRENEURIAL
SYNERGISTIC DEVELOPMENT POTENTIAL TO MEET GOALS
THE FUTURE?
LEADERSHIP AND ORGANISATION CHALLENGE An Entrepreneurial Stakeholder Learning Organisation
ENTREPRENEURIAL
LEADERSHIP AND
STAFF REVENUE FOCUS
LEVERAGED
PARTNERED
ACCOUNTABILITY FOCUSED
NICHED
INTERNATIONAL CAMPUSES
INTERNATIONAL PARTNERS
DECENTRALISED
DEPARTMENT HEADS
INNOVATION REMIT
WIDE INNOVATION FOCUS
BOTTOM UP STUDENT EMPOWERMENT
AGRESSIVE PROMOTION MULTI PROMOTION PATHS
PUBLIC VALUE FOCUS
SUPPORT FOR RISK TAKING ALUMNI ENGAGEMENT
GROWING SOURCES OF TURBULENCE ( PRESENT AND
FUTURE)
RELEVANCE OF THE ENTREPRENEURIAL CONCEPT TO THE
INNOVATION CHALLENGE
THE CHALLENGE OF CHANGE IN CONCEPT
AND PRACTICE
THE UNIVERSITY AS AN
ENTREPRENEURIAL STAKEHOLDER
LEARNING ORGANISATION
SUMMARY
CHALLENGE TO ORGANISATION
AND LEADERSHIP
Gibb, A.A. (2005) ‘Towards the Entrepreneurial University.
Entrepreneurship education as a lever for change’. National Council for
Graduate Entrepreneurship (NCGE) Policy Paper
Gibb, A.A., Haskins, G. & Robertson. (2009). ‘Leading the Entrepreneurial
University. Meeting the Entrepreneurial development Needs of Higher
Education Institutions’. A National Council for Graduate
Entrepreneurship (NCEE) Policy Paper. (UPDATED 2013)
Gibb, A.A (2012) Exploring the synergistic potential in
entrepreneurial university development: towards the building of a
strategic framework. Annals of Innovation & Entrepreneurship 2012,
3:pp 1-24 16742 - DOI: 10.3402/aie.v3i0.16742
Gibb, A..A.and Haskins, G. (2013) ; ;The University of the Future. An
Entrepreneurial Stakeholder Learning Organisation’. Forthcoming in
Fayolle A., Redford D. Edts. (2013). 'Handbook on the Entrepreneurial
University’
PLUS .THE ENTREPRENEURIAL UNIVERSITY LEADERS
PROGRAMME
All available under ‘Publications’’ at
www.eulp.co.uk
ORCHESTRA MEMBER
CIVIL SERVANT
CLINIC DIRECTOR CRAFTSMAN
THIS
WORLD
OR THE
NEXT?
LECTURER
NURSE
WHO NEEDS
TO BE
INNOVATIVE?
POLICEMAN?
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