Transcript Entrepreneurial Orientation of Higher Education in Sri Lanka Annual

Entrepreneurial
Orientation of Higher
Education in Sri Lanka
Annual Sessions of PGS - University of Colombo 12 Oct
2013
CHANDRA EMBULDENIYA
FOUNDER, VICE CHANCELLOR 2004-2011
UVA WELLASSA UNIVERSITY OF SRI LANKA
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CONTENTS
• Entrepreneurial Orientation of Higher Education in Sri Lanka
Situation In
Sri Lanka’s
Universities
What we
need to
change
Strategic
Choice
Learning &
Growth
Internal
Processes
Value
Proposition
Fiduciary
Responsibility
Overall
Strategy
Map
Education
Trends
Develop strategic
management system,
consensus, link to
individual
performance
Focus on the next ten
years, review each
year
Identify performance
drivers for intangibles
such as organization
culture, team,
leadership, information
capital, human capital,
relationships, image
3
Higher Education through State Sector of Sri Lanka in
Competitive Knowledge Economy – Walk the Talk
Develop research
portfolio with
emerging
technologies and
consider IPR always
before publishing
Take major initiatives
to link private sector,
even if those are not
local businesses
Develop skills through
the curriculum
Breakdown silos,
create
interdisciplinary
programs, facilitate
through physical
infrastructure
A ROAD MAP PRESENTED AT THE
COLOMBO UNIVERSITY SYMPOSIUM
BY CHANDRA EMBULDENIYA
A Broad Overview
Of a University
Enterprise
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Research,
Innovations
Teaching,
Skills,
Mentoring
Social Responsibility
A Sample of Activities in an Academic Enterprise
R&D
Consultancy
Tailored
learning and
skills
Short courses /
events/
seminars
Workplace
learning & skills
development
Equipment and
Facilities
Knowledge
Transfer
Partnerships
Knowledgebased activity
Technology
Transfer &
Licensing
Enterprise
development
& Business
creation
Projects (social
enterprise, SME’s,
regeneration
etc.)
Research,
Evaluation &
Market
Intelligence
Networks &
clubs
Raise
Image/profile
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Strategic Statement
Sri Lankan Universities to become a
powerhouse for producing exceedingly
competent graduates for value addition
to the corporate sector and the economy
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Situation today in universities
Tension &
Stress Due
to
Academic
Environment
Deteriorated
Ragging
Situation in Sri Lanka’s Scientific Affairs
COMPANIES WORK IN ISOLATION
ON PRODUCTS WITHOUT R&D
SUPPORT FROM RESEARCH
INSTITUTIONS
HIGH COST OF
INPUTS COMING
FROM OVERSEAS
RAISING COL
LOW LEVEL OF
KNOWLEDGE AND
TECHNOLOGY
CREATION AND
VALUE ADDITION
IN SRI LANKA
UNIVERSITIES
WORK IN
ISOLATION
WITHOUT
UNDERSTANDING
MARKET NEEDS
RESEARCH INSTITUTES WORK IN
ISOLATION ON PROJECTS WITHOUT
UNDERSTANDING FUTURISTIC
MARKET NEEDS
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How Did We Get Here?

Indifference/ Inaction of Universities (hard working MOHE)

Students being used for revolutionary politics

Indifference of lecturers

Failing administration including funding

Indifference of the private sector

Universities becoming islands without law and order

Absence of competition on Higher Education
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Market orientation
Matching our
graduates
with
expectations
of
stakeholders
Create Value
to
Stakeholders
for Success
Stakeholders
•Students
•Employers
•Parents
•Employees
•Society
•Government
Sri Lanka as a Dynamic Global Hub – Five Hub Concept
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Society Demands Reforms

There is tremendous pressure for change (What should change?)

What is the model (a century ago we planted the silo based Ox-Bridge model)

How to we manage change without disrupting ongoing education activities
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We continue to live in the industrial age…
Industrial Age Remnants
 working in functional silos,
 arms length transactions with customers,
 low cost standardized products and services,
 protected domestic markets,
 perceived long product life cycles,
 white collar manager and blue collar workers
 traditional financial accounting
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Main Philosophical Issue Today
Bring about the change towards
entrepreneurial orientation within a
silo based conventional university!!
• Imaginative use of knowledge
• Within scholarly approaches
• Imparting the skills needed
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How to Design Entrepreneurial Model and the
Implications of Wider Ideation – (Allan Gibb)
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Link of University strategy to future student ‘Life World’
Stronger personal development contract with student
Many cross-disciplinary teaching/research/centres
Substantive focus on societal problems/futures
University status by innovation and stakeholder partnership
Departmental evaluation through wider stakeholder eyes
University as a wider porous learning organisation
Professors of practice/ adjunct/ visiting
Personnel rewards for R and D and stakeholder reputation
University earns its autonomy
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How do we define Entrepreneurship
Mindsets, values, ways of doing things and associated behaviors,
skills and attributes, in different knowledge contexts, applied
individually and collectively to equip individuals and organizations, of
all kinds to cope with, enjoy (and indeed create, through innovation)
high levels of uncertainty and complexity as a means of personal
fulfilment adjoined to the capacity to create, develop, redesign and
work effectively in organizations to take advantage of new
opportunities in a globalized world
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knowledge economy processes
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cross functional business processes
closer relationships for creating greater value to customers
integrated raw material supply
production and delivery based on customer orders
customized services and products even for small orders without
loading additional costs
 catering to global customers with equal sensitivity as for the
domestic customers
 knowledge workers
 new strategic management tools
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UNCERTAIN
RISKY
MOVING UP
VALUE CHAIN
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INTANGIBLE
KNOWLEDGE
ECONOMY
INNOVATIONS
(SCIENTISTS,
PROFESSIONALS)
(ICT)
SIMPLE
COMPLEX
(BASIC
AGRICULTURE
and) INDUSTRIAL
AGE
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TANGIBLE
CERTAIN
EFFICIENCY &
PRODUCTIVITY
(SERVICES,
APPAREL)
2
SECURE
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Wider Participation in Change
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Entrepreneurship applied to wide range of contexts
Enterprise programmes across the university
Owned by departments/UNIVERSITY & FACULTY
Wide range of pedagogy designed to simulate the ‘way of life’ and ‘ways of doing’
Entrepreneurial university design
High leverage of private sector funding
Close links to community of practice
Engagement with and status to entrepreneurs
Open doors to IP / IP registrations
Strong support for ‘utility and commercialization’ of knowledge
Stronger job orientation
Equity/venture engagement
The Difference Between Business Schools and
Entrepreneurial Universities (Prof Allan Gibb)
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The essential components of graduate employability
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Employability
Self-esteem
Self-efficacy
Self-confidence
Reflection and
Evaluation
Career
Development
Learning
Experience
(Work & Life)
Dacre Pool & Sewell (2007)
Degree
Subject
Knowledge,
Understanding
& Skills
Generic
Skills
Emotional
Intelligence
VALUE PROPOSITION
UNIVERSITY TO
STUDENT
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STUDENT TO
EMPLOYER
Interpersonal and
Team play,
University
together
with
Students,
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UNIVERSITY TO STUDENT
STUDENT TO
EMPLOYER
VALUE PROPOSITION
KNOWLEDGE &
SKILLS
RELATIONSHIP
IMAGE
INTERNAL PROCESSES
ACACEMIC
PROCESS
Course Committee
Driven
• Course Director
Headed
• Follow University Act
• Learning outcomes
• Continuous Assessment
• 80% attendance
• 60:40 = continuous :
R&D
PROCESS
Research
Director Driven
• Research Teams
• Individual
Champions
• Value addition
ADMIN
PROCESS
Operations driven
for success
• No unproductive
jobs
• Core business
within
• Outsource Services
from specialist
providers
Learning & growth
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Missing link
Productivity
Reduce
Cost
Transparen
cy
Maximize
Asset
Utilization
Breaking
Silos
Postgradua
te
Long Term
Fiduciary
Responsibility
Revenue
Expansion
Extension
ASL
Growth
Customer
Value
Enterprise
Undergrad
Programs
Research
Learning
& Growth
Human
Capital
Information
Capital
Organization
Capital
Internal
Processes
Academic
Custome
r Value
Knowledge,
R&D & Skills
Productivity
R&D
Relationships
Admin
Legal &
Commercializin
g
Long Term
Fiduciary
Responsibili
ty
fulfill
our
mission
Growth
Image
STRATEGY MAP HIGHER EDUCATION
Research on National Goals for
Economic Value Addition
Technology for
reducing national
energy bill by 40%
value addition to tea
and agricultural
resources
value addition to
animal and aquatic
products
transforming world’s
best mineral resources
• through development of ethanol fuels, bio fuels,
engines running on alternative energy sources, solar
cells ,nano technology applications, renewable sources
• through tea based products, rubber, coconut, spices,
rice, herbs as value added products
• Value addition to dairy products, Aquatic, Inland
Fisheries and other
• water, graphite, apatite, mineral sands and gems into
higher value
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Leaders and Leadership
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No organization can rise above the quality of its leadership.
Leadership is a position that must be earned day in and day out.
Effective leaders are first and foremost effective people.
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Personal Traits of Leaders are important (personality, qualities,
character, behavior, individuality)
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Personal ethics (principles, morals, beliefs, values) can't be
separated from professional ethics. Therefore, the character of
the leader is essential
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Higher education trends in the world
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World class universities are demolishing silos
• Stanford has created dozens of new multidisciplinary centres and programs.
Changed curricula, Changing the architecture of new buildings in order to promote
teamwork and cross fertilization.
• Arizona State University doing away with traditional departments. Started custom
building trans-disciplinary institutes cutting through the silos built on disciplines. Moving
away from specialized academic training and toward more integrated approaches
to complex, real life problems and drive economic and technological progress.
• King Abdullah University of Science and Technology with $10billion endowment
demolish silo based segregation by totally eliminating all academic departments.
• Olin College of Engineering, Massachusetts abolished academic departments and
tenures for professors. As such professors will come on contracts and will be retained
as long as they keep responding to the market needs with multidisciplinary work.
• Dublin City University has got a mandate to give boost to the Irish knowledge
economy
Harvard trying to catch up with MIT
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2012 November, Harvard opened new $20 million
Innovation Lab (I-Lab) for tech entrepreneurship.
• to bring together the world’s best and brightest young
entrepreneurs, to nurture them in a stimulating and collaborative
environment, and to help them transform their ideas into real-world
businesses.
• Mark Zuckerberg and Bill Gates, are two alumnus but they dropped
out of Harvard to transform their world-changing ideas into reality.
• Harvard is quarter-century late to the world of tech
entrepreneurship, and it’s not leading the charge, wanting to catchup to its rival, MIT.
• Harvard I-Lab is actually a derivative enterprise, based on the Martin
Trust Center for MIT Entrepreneurship,
How MIT Became the World no 1 (QS rank)
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Since 1990 MIT has been nurturing tech entrepreneurs
• MIT's culture of high-tech entrepreneurship produced an astonishing
number of startups.
• MIT graduates started more than 5,800 companies 2000-2006
• Produced 179 patents more than any other single university in the world in
2011.
• MIT’s entrepreneurial impact is $ 2 trillion, 2009 study of the Trust Center,
• Those companies are the equivalent of the 11th-largest economy in the
world.
• Aug 2013, Forbes named MIT the second-most-entrepreneurial US college.
• Aug 2013 Newsweek’s named MIT the nation’s most affordable US college
• Sep 2013 MIT QS, moved MIT above Harvard named it the best in the world.
Integrating Approaches to Value Addition
Universities have many silos
preventing integrated approaches
to value addition with the industry
(Faculties and Departments)
•Most Sri Lankan universities have remained
aloof to the needs of industry or society
•e.g. Tea Rubber and Coconut remain at
primary level since universities have not
developed the knowledge economy and
value addition
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Develop strategic
management system,
consensus, link to
individual
performance
Focus on the next ten
years, review each
year
Identify performance
drivers for intangibles
such as organization
culture, team,
leadership, information
capital, human capital,
relationships, image
33
Entrepreneurial Orientation of Higher Education in
Sri Lanka - Annual Sessions of PGS - University of Colombo 12 Oct 2013
Develop research
portfolio with
emerging
technologies and
consider IPR always
before publishing
Take major initiatives
to link private sector,
even if those are not
local businesses
Develop skills through
the curriculum
Breakdown silos,
create
interdisciplinary
programs, facilitate
through physical
infrastructure
A ROAD MAP PRESENTED AT THE
COLOMBO UNIVERSITY POST
GRADUATE SCHOOL ANNUAL
SESSIONS
34
THANK YOU
[email protected]
+94717485636