The Entrepreneurial Institution Keith Burnley, Chief Executive - - PowerPoint PPT Presentation

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Keith Burnley, Chief Executive Officer


The Entrepreneurial Institution


The Entrepreneurial Institution


Keith Burnley, Chief Executive Officer


FREE

• DISINTERESTED

THOUGHT/

• /ANALYSIS
• /ENQUIRY/DISCOVERY

WHETHER OR NOT SOCIALLY USEFUL OUTCOMES IN SEARCH OF TRUTH DEVELOPING THE MIND

DIRECTED

TEACHING/ AWARD DEGREES/ EMPLOYMENT/ SKILLS/ SOCIALLY AND ECONOMICALLY USEFUL OUTCOMES REFLECTING POWER IN SOCIETY DEVELOPING COMPETENCY

IS THERE A DELIBERATE AND DANGEROUS FOSTERING OF THE ENTREPRENEURIAL SPIRIT???

THE ‘IDEA’ DEBATE: UNIVERSITIES & COLLEGES VEHICLES FOR

?

USEFUL KNOWLEDGE. COST BENEFIT MARKET APPEAL PEER REVIEW of VALUE OF KNOWLEDGE

PUBLIC VALUE?

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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 Total UK population 51 million 2010-14 Total UK population 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 education 6% 47% Airline journeys 2 million 160 million Owner-occupied households 29% 69% Car-owning households 12% 77% Telephone-owning households 12% 99% Computer-owning households Nil 76% Television households 1% 99% Mining and heavy industry jobs 39% 10% 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

Enhancing student experience Student ownership/ evaluation Global competition/ partnership/ curriculum Local/regional/ community/ social enterprise development

Challenges and

• pportunities

requiring innovative and entrepreneurial response

Pressure for differentiation and market niche Private competition and partnership Institutions as ‘engines

• f growth’ challenge

Research impact Innovation across disciplinary boundaries Responding to Open access New business/ SME partnership Engaging social media MOOCS and new internet learning technologies Enterprise and entrepreneurship education Enhancing student employability Exploring new employment gateways Enhancing social mobility Funding -finding new resources

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THE PUBLIC POLICY VOICE Engine of growth Employability Social mobility Innovation Go Fund yourself ! Accountability THE STUDENT VOICE Employment/Rewards Global mobility/culture Entrepreneurial skills Ownership THE VOICE OF COMPETITION Global Private/Public Post Colonial THE TECHNOLOGY VOICE Social media MOOCs Unbounded knowledge Big Data/Open access THE COMMUNITY VOICE Local and Regional development Social enterprise Translating knowledge THE BUSINESS VOICE Innovation Flexibility Globally Enterprising skills SME value? THE VOICES OF AN UNCERTAIN AND COMPLEX ENVIRONMENT OPPORTUNITIES OR THREATS?

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Institutions as 
 Entrepreneurial Organisations

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

• wnership of initiatives

Authentic entrepreneurial leadership with widely shared commitment to entrepreneurship and innovation and management of interdependency with all stakeholders

Flexible strategic thinking as

• pposed 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

• rganisation

Encouraging and rewarding learning by doing and from stakeholders

COMMUNITIES LOCAL GOVERNMENT

THE WIDENING STAKEHOLDER STRATEGIC PARTNERSHIP POTENTIAL?

PROFESSIONAL BODIES HE SECTOR BODIES NUS SCHOOLS AND COLLEGES BUSINESS ORGANISATIONS NATIONAL GOVERNMENT

LOCAL ECONOMIC PARTNERSHIPS

COMMUNITY
 ORGANISATIONS RESEARCH FUNDERS HE FUNDING BODIES PARENTS STUDENTS ALUMNI BUSINESSES EUROPEAN COMMISSION STAFF HORIZON 2020 ESIF CHARITABLE FOUNDATIONS NESTA OECD NGOs

Entrepreneurship Education Exploring the Potential Linking to University Goals Organising and Locating the Effort Pedagogy and Staff Development Cross Campus Initiatives Supporting Student Initiatives Stakeholder Engagement Regional and Local Partnerships Business Partnerships Engaging Entrepreneurs Alumni Engagement Social Enterprise Student Ownership Knowledge Transfer, Exchange and Support Knowledge Transfer IP Policies Spin offs Incubators Science Park Engagement Loan and Equity Finance Academic Entrepreneurship Internationalisation Sharing Culture Staff and Student Mobility Partnership and Network Building Overseas Campus Development Organising to Build Commitment Higher Innovation Research Excellence Research Relevance Competitiveness Diverse Revenue Flow Student Employability Teaching Quality Learning Organisation Stakeholder links Mission, Governance and Strategy Mission and Strategy Governance Organisation Design Knowledge Organisation Measuring Excellence and Public Value Leveraging Public Finance

Exploring Synergies in Entrepreneurial University Development The Potential Contribution to Key Strategic Goals

.

IMPACT

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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

• rganised in seven areas

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?

Entrepreneurial University of the Year

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

• f our leavers in employment are in

professional/managerial roles compared to the UK average of 3

• ut 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

Vision and Strategy
 


Anglia Ruskin MedTech Campus: one of the world’s largest health innovation spaces
 
 Postgraduate Medical Institute, established in partnership with the NHS, is a hot bed

• f enterprise and innovation.



 Clinical Trials Unit working with commercial sponsors applying commercial and academic rigour to health research, accelerating time to market. Has generated £5m and is a Quintiles Prime Site.
 
 MedBic: attracting medical and engineering start-ups. 
 
 Degrees at Work projects 
 
 Ownership of Ixion, which provides enterprise support for over 5000 business start-ups with 73% still trading after 6 months.
 
 Global partnership of Associate Colleges with over 10,000 students
 
 Courses which focus on preparing entrepreneurial graduates rather than graduate entrepreneurs.
 
 


Culture and Mind-set
 


Appointment of senior staff with commercial and entrepreneurial experience complementing the skills of academics;
 
 Five senior staff sponsored to attend the Entrepreneurial University Leaders Programme.
 
 Be Your Own Boss: growing culture of student enterprise and graduate start- ups: 5.5% graduates start their own businesses. 
 
 120 business ideas initiated in our Start-Up@Anglia Ruskin labs with 30% increased participation in business planning competitions over 2 years.
 
 “The Big Pitch”, has led to at least 6 business start-ups annually.
 
 “The Little Pitch” an entry level “tweet your business idea” competition now adopted by the Virgin Group.
 
 Six Entrepreneur Support Programmes, delivered by entrepreneurial alumni.
 
 Appointment of Entrepreneurs in Residence and Student Enterprise Champions.
 Mentoring of staff and support for students to promote enterprise.
 


Entrepreneurial Impact
 
 £30.1 million additional income generated in 2012-13, this income has doubled in 5 years (HE-BCIS 2012-13).
 
 Growth of our network of local and international Associate Colleges contributing £15.8m to our turnover in 2013-14.
 
 
 Creation of Research Institutes whose research has local, national and international impact.
 
 
 Work of Centre for Enterprise Development and Research (CEDAR)


Policy and Practice
 
 International companies relocating deliberately to Essex to work with MedTech.
 
 Our award winning Degrees at Work project, has influenced BIS policy eg Barclays and Harrods.
 
 External engagement of staff as Directors, Governors and Board members, including LEPs with input to the LEP Strategic Economic Plans.
 
 National impact of the Institute for Management Practice on how regulation is received, understood and used by small businesses. 
 
 Effectiveness of Ixion in improving local and regional employment.


THE AWARDS EVENT 2014

This was a significant award for the whole Anglia Ruskin community and a source of considerable

• celebration. 


It helped to recognise and publicise the contributions of very many people at all levels of the university.
 
 Well worth the effort of writing the bid!