enterprise and innovation 2006 – ministry of industry and trade of czech republic – 3 rd october...

Enterprise and Innovation 2006 – Ministry of Industry and Trade of Czech Republic – 3rd October

[email protected] - Developing High Level Academic Opportunities beyond Means currently Employed

The Noble Art of Academic Enterprise - Support for Research, Development and Innovation

Eur Ing Professor James A Powell OBE DScPro Vice Chancellor - Enterprise and Regional Affairs

HEFCE’s Business and Community Committee

The Role of Government and Business Reach-Out = Creating an Enterprising University

Virtuous Knowledge SharingEurope Funding and Lisbon,

UPBEAT – a Good Practice Tool for Developing Enterprising Academics & Teams

Working Together – Balanced Learning



Salford >> early Enterprising University

Brilliant interfaces with the “Real World” Listens - Meets needs >> ‘Can Do’ Over 90% graduate employment Most 5* researchers in NW Only 6* in Built & Human Environment Does more R&D per research £ than others Attracts innovative, creative & great staff Business Services, Business Park, Spin Outs and

Traditional Tech Trans

But by 1990s >> Huge £ Losses >>Needed to move on>> the Global Knowledge Economy - Lisbon



Reason/Logic/Systems/Processes Intuition/Daring/Acumen

= Design > Develop > Implement > Evaluate ACADEMIC OPPORTUNITIES BEYOND

MEANS CURRENTLY EMPLOYED

ACADEMIC ENTERPRISE



Government encouraging Applicable Enterprise

Business:Community

University



Engage ALL – new Breadth ofUniversity-Business-Community

Programmes Envisaged

Fullest Diversity of Enterprising Reach-out

Imaginable

Community

Enterprises

Civil Services

Voluntary Services

Socially Inclusive Wealth

Creation

Creative Industries

Cultural Industries

Public Sector

Supporting SMEs

Volunteering

Conventional

Commercial, Spin-Outs,

Licensing etc

Developing

Knowledge

Networks

Unity and Excellence in Diversity >> High Impact across University



Æ = Core University Role

Encourages, Nurtures, Supports, Champions, Coordinates, and Helps all

its Staff:

Exploit the Applications of the NEW Knowledge, Skills, Methodologies & Approaches Materials, Products and Systems Processes Policy and Strategy

Develop projects which creatively involve external stakeholders from business and the community

Harnessing the Undoubted Skills of our Staff and our leading edge Facilities



Look where everyone is looking: See what no one else can see: Do what no

one else is DoingMarshal Resources to Pursue Opportunities beyond means available

Develop a New Ways of Academic Working for Mutual Benefit with Business & the

Community

Enriching University Life &

Values >But Reflect Real World Demands

Socially Inclusive Wealth Creation

University promoting a

civilised society – wider social &

cultural rewards

Making Æ a Noble

Academic Activity –

Champions & Creative Leaders



Imaginative Generation of ‘Knowledge’ & ‘Know How’,

with PartnersFormative and Summative Evaluation

>> Feed Forward for Continuous

Improvement

Imaginative, Trans-disciplinary &

Practice based R&D

Mutual Coaching and Support toEnable Elegant and Sustainable

Improvement Processes

Virtuous Knowledge Sharing

Continuous Improvement in

Technology Use & Enterprise

Processes

Two Way

Exchange

Linear Knowledge

Transfer

NOT Just

or >> Iterative & Continuous

Knowledge Sharing

BUT



Financial Progress of AE

-2000

0

2000

4000

6000

8000

10000

12000

14000

1 2 3 4 5 6 7 8 9 10 11 12

Funded Income

Commercial Income

Total

2000 2001 2002 2003 2004 2005

£000s

Year



UPBEAT’s

‘Enterprising Academic’ Model

Focus on University Staff Development: Effective Human Resources >> Roles + Skills:

Skills RoleCreative Leadership

Strategy & getting true ‘Buy In’ from Academic Community

Progressive Governance

‘KISS’ processes to encourage/enable appropriate opportunity management, improving stakeholder engagement & sensible accountability

Sensible Management

Ensure Cost-Effective Delivery and execution of Academic Enterprise



The Basic Key Components of Successful new Products and Processes for the Global Knowledge Economy

Requirement for

Higher Academic

Enterprise Roles &

Skills

Social Networking Intelligence

1. Leading Edge

Applicable Research &

Science

3. Enthusiastic & Capable Individuals willing to

learn

2. Good Business/ Enterprise

Sense

Individual Performanc

e

Foresight

Enabling Skill

Academic

Business Acumen

Enterprising Academic Model



6 incremental Levels – Quality/Density:

Awareness and Recognition Capability Building Developed Professional

Competence (uni-disciplinary) Mastery (trans-disciplinary) Creative Leadership Sustained Global Excellence

and Stewardship

Levels of Successful Academic Enterprise

Engagement

Delivery, Recognition & Success Metrics

}

Capacity Building +Associated Metrics

}

Higher the level of Engagement = Greater its Overall Success



Acade

mic

Bus

ines

s Acu

men

Socia

l Net

wor

king

Inte

llige

nce

Indi

vidu

al P

erfo

rman

ce

Fore

sigh

t Ena

blin

g Ski

ll

1

2

3

4

5

6

Qua

lity

of

Enga

gem

ent

Adding Value for Integrated Communities of Academic Enterprise Practice



multimedia resources



SalfordInnovation Park

a Catalyst for Regeneration

A place where University Colleagues meet and be INNOVATIVE with local SMEs, Residents, local Schools and the College

Balance of Quality Physical and Virtual Learning Environments

Flexible, Social and Experiential Spaces properly Networked

Sensitive and Motivating Educators

Coaches, Enablers and Facilitator



Thank you for Listening + Invitation to Work Together

= Coincidence of purpose

E-mail: j.a.powell@salford

.ac.uk

enterprise and innovation 2006 – ministry of industry and trade of czech republic – 3 rd october...

Documents