Transcript Diapositiva 1 - Telescopi Venezuela

Strategic Management in creation of Entrepreneurial Universities
1. What are entrepreneurial Universities?
2. The third mission. Innovation and development commitment
focus on demand and management.
3. Importance of universities
4. The three universities theory
5. The pathway to the three universities. A certain determination
6. The usefulness of strategic planning and the organisational
designs
7. The end
1.- What is an entrepreneurial university?
The theory
•The entrepreneurial university (Clark)
•The triple helix (H. Etzkowitz, )
¿What is an entrepreneurial university?
Means to become an entrepreneurial organization
Clark
The entrepreneurial answer.
►
►
►
►
►
A strong management core.
An improved plan/innovation area .
A diversified financing base.
Right incentives to stimulate academic spirit.
An integrated entrepreneurial culture.
The entrepreneurial university is the one…
• whose research is based on research teams that
work similarly to businesses and have access not
only to the competitive public research investment
funds but also to the private ones.
• that has a research base with market potential.
• that has developed organisational mechanisms
that transfer research to the market in the way of
protected industrial property (Technology transfer
offices)
• that can create companies within the university.
• that achieves the integration of academic and
business elements by means of new operative units
like the mixed University – Company centres:
Scientific Parc
Etzkowitz,
2.- The third mission and its implication in the creation of
entrepreneurial universities. Contribution to the
development (importance of universities), focus on
demand and management
WE ARE DEALING WITH
Coincidence in
• entrepreneurial = the contribution to the development
= third mission
• the importance of universities in this regional context.
• the importance for the university of focusing on
demand
• the importance of the professional management in
universities.
•The third mission (Goddard)
•Triple helix (Etzkowitz)
•Innovative EcosystemsTapan Munroe
•Innovative sequence Josep Pique, Etzkowitz, Solé
•The “Techno pole” university
John Goddard
1998
“Until recently, university was considered by the Administration like
a supplier of qualified labour and a generator of scientific
knowledge. In this context, the university administration worked on
the basis of an internal culture as well as on a collegial
administration made up by the professors themselves . New
challenges have arisen: Lifelong learning, attending efficiently to an
increasing percentage of population, competing with other ways of
acquiring knowledge, adapting to the new education technologies ,
etc. In addition, new opportunities have appeared in relation with the
university “know how”, specially in the regional context .
•There are different Agents within an Innovation Ecosystem. Those agents
develop different roles and interrelations in order to manage resources and
contribute to the development of the Ecosystem:
Triple Helix Agents
GOVERNMENT
UNIVERSITY
Etzkowitz,
INDUSTRY
SOURCE: HENRY ETZKOWITZ
Triple Helix Agents
University
Entrepren
eurial
when…
►Talented
People and networks
►Science (Research Centers)
►Technology (Technological Centers and
licensing)
►Knowledge about entrepreneurship (How to)
►Experience (We know) and Vision
►Network
►Space
►Technology Infrastructure
►Fostering entrepreneurship. The contests.
Triple Helix Agents
administration
►Role
of Legal Framework.
►Act as a demand source, providing a
sophisticated market for high-tech products and
solutions.
►Finance the Science and Technology through
public programs.
►Invest in Education and in Universities.
Triple Helix Agents
Industry
►The
Large Firm: Invest in new companies – spin-offCorporate Venturing. Open Innovation
►The Small and Medium enterprises: Network and
cluster and open innovation.
►The new companies, living besides.
Key Elements of the Innovation Ecosystem.
1
Agent Science technology
Attitude
(cultural change)
Spin off
Innovation
Ecosystem
Network Creation
The role of universities as
contributors to the local
and regional
development.
•As a human
capital contributor
•As a research
and innovation
system agent
supporting
knowledge and
the technological
needs
•As a talent
attractor
Education Experience
•As a regional
beacon (MIT,
Harvard…)
•As a creator of
industrial tissue
Source: Munroe Consulting Inc. 2008
1
Working system of Innovation + productivity
GLOBAL
INTERNATIONALITATION
NATIONAL
REGIONAL
LOCAL
SCIENCE
knowledge
TECHNOLOGY
INDUSTRY
INNOVATION
Fuente: H. Etzkowitz , Pique, J. Sole Parellada, F.
MARKET
We are in danger... Concurrence, knowledge, innovation, global, etc
We are in danger... Concurrence, knowledge, innovation, global, etc
Do we need an entrepreneurial university?
Do we need an entrepreneurial university?
3.- The importance of
universities
University potential and university importance in Europe
50% of young people (spending 5 years of their lives)
•Spread network all over Europe and the world
•Is the base of our research system
•30% of the R+D expenses (sometimes the 50% depending on
the regiont)
1,5 mill students
2% del GDP
More resources than ever
200.000 professors
1/500 Spanish
4.- The three universities theory
Do we need an entrepreneurial university? What is the function of university?
Knowledge creation
Knowledge Stocking
Knowledge diffusion
Classical
diffusion
Education
Training
Development
Transferring
Valorization
Environment relationship
Generic
relationship
• Generic diffusion
(books, conferences,
articles, etc)
• Training education
Valorization
relationship
• Technological
transfer
• lifelong
learning
• Enterprises set
up.
•Tech park
spaces
Complementary
relationship
• Softening the
transition to work
•Cultural contribution
(local gov. substitute).
•Urban contribution
•Mobility (students,
researchers, etc)
Social
compromise
•Development
cooperation
• Social
compromise
BUT WE DISCOVER THAT IN OUR UNIVERSITY APPEARS
SPONTANIOUSLY ...
TECHNOPOLE
UNIVERSITY
STRATEGIC
SERVICES
NEW ANSWER
INSTITUTIONS
TRANSVERSE
UNITS
MIXED
UNITS
HIGH GROWTH
ENDOGENOUS
UNITS
The organisational designs and
the enterprising professor
Technopole university .
Faculties and departments
DEGREES
SOCIETY
GOVERNMENT
MANAGEMENT
DEPARTMENTS
Patents
office
SERVICES
STRATEGIC
SERVICES
ADMINISTRATION STAFF
NEW ANSWER
INSTITUTION
TEACHING STAFF
TRANSVERSE UNITS
MIXED UNITS
HIGH GROWTH
ENDOGENOUS
UNITS
The park
Reserach
Center J
Research
Int. F
CAMPUS D
Dept. B
Research
Intitute C
TECHNOLOGICAL
PARK
Dept. Y
Dept. X
Impossible without
a suitable
organization
CTT
Innova
CAMPUS C
Doctorate Evaluation
& Strat.
planning
CAMPUS A
Research
Intitute A
Dept. Z
Dept. A
Research
Int. K
CAMPUS B
Research
Center R
5.- The pathway . A certain determinist
The pathway to research and valorisation
Critical mass of
Research teams
Impossible without
time and money
students
publications
Professors
spin - off
researchers
Org. research
Ressources
Transfer
25 – 30 years
Park
Articles published by Spanish researchers
and % over worldwide total
Number of documents
40.000
2,9
35.000
2,9
2,8
30.000
2,8
25.000
20.000
2,1
15.000
10.000
5.000
1,6
1,3 1,5
1,2
1,1
0,9 1,0
0,9
0,7 0,8
1,7
1,9
2,0 2,0
0
Number of documents
Source: INE
2,2
2,4
2,5
2,5 2,6
2,7
The Spanish University is apparently at this stage
GLOBAL
INTERNACIONALIZATION
NATIONAL
REGIONAL
LOCAL
SCIENCE
TECHNOLOGY
INDUSTRY
INNOVATION
MARKET
The companies and the universities are
progressively achieving their goals
GLOBAL
INTERNACIONALITZATION
NATIONAL
REGIONAL
LOCAL
SCIENCE
TECHNOLOGY
INDUSTRY
INNOVATION
MARKET
6.- the innovation commitment
The Universitat Politècnica of Catalonia (Barcelona)
30.000 Students
3.000 Professors
4.000 PhD students
5.000 Students working in the laboratories working in their “pre
graduate project)
5.000 Students working in the laboratories as a scholarship
holders
Innova Program was created in 1998 in order to:
1. Promote innovation culture and entrepreneurial spirit in the
whole University community,
2. Create market value from research results coming out from UPC
by licensing technologies and supporting business creation
(start-up / spin-off) .
WHAT IS PROGRAMA INNOVA ? (II)
Likewise,
The Programa Innova is a unit that works transversely at the
university, aligned to the objectives proposed by its government
organs, with the aim of helping to put in value the work that is
carried out in the centers, departments and institutes.
The Programa Innova is addressed to the 100% of the university
community:
•
•
•
•
students
professors/researchers
administration & support personnel
graduates
La calidad de
Cambio cultural la organización de la universidad
De la investigación - docencia
Personas
La oportunidad
Ideas
Oportunidad
Soporte
Hard
El entorno regional
El regulador
Las grandes empresas
+Soporte
Hard
El entorno regional
El regulador
Las grandes empresas
Soporte
Soft
Negocio
+Soporte
Soft
Empresa
Consolidada
Entrepreneurship training
Three items to take on account:
•Attitude (risk acceptation and committeemen)
•Profession (to be a entrepreneur is also a profession)
•Opportunity discovery (there is not an enterprise or an innovation
without having discovered an opportunity)
The formation of entrepreneurship and innovation culture deals whit
How (to foster attitudes), models (entrepreneurial university versus
bureaucratic), what (entrepreneur and innovation as a job) and the
quality of the research (to show opportunities)
RESEARCH VALORISATION PROCESS
Training
Growith
Comercialization
Valuation
Maturing
(technologies, ideas,
projects)
Reception
Opportunities
Detection
Sensitization
Market Orientation
Big enterprises
Intramurals
R+D strategy
Local
market
weak
Administration
Resources
Level of understanding
University
Opportunities
PROMOCIOn
The first system
CREACIÓn
PARQUES
he mini systems: the second system?
SOME STATISTICS
INCOMING PROJECTS
152
160
150
135
140
120
100
80
72
82
63
70
79
71
60
40
20
0
2006
ENTREPRENEURSHIP
2007
PATENTS
2008
GLOBAL
TECH. BASED COMPANIES CREATED
30
25
25
23
20
18
18
15
16
13
9
10
5
5
5
0
2006
2007
SPIN-OFF
START-UP
2008
GLOBAL
COMPANIES per SECTOR
Others
36%
Energy
12%
Software
32%
Optics
4%
Metallutgical
4%
IT
12%
SOME RESULTS (since 1999)
Analyzed Projects: 750 (average: 75 projects/year)
Companies created: 230
3000 jobs created
200 PhD ocupied
• Companies with technology base: Strong investments in R&D
• Strength in the products knowledge and development
• Weakness in entrepreneurial strategy
• Immaterial assets (efforts in R&D, Patents...) are more important than
the material assets
Research group
Tech transfer
Local productive
system
SPIN OFF’s
Usually, the products of a university spinoff, offspring of the research group, have
global costumers, long maturation periods,
increasing financial needs, a lot of
coaching, and the eventually help of the
formers researches colleagues.
There is a problem
Solution: to create a system
Our
experience
…
Sector
minicluster
2008
2004
1999
University
pyme
park
Sector
minicluster
Sector
minicluster
Sector
minicluster
Sector
minicluster
The mini cluster
Industrial system creation
Eco mini
Cluster
(endogen)
New pedagogical
systems
enterprises
R+D laboratories
Public research
organizations
(spin-off)
International
Bolonia
Master
University
Research PhD international
program
laboratory
The park
microcluster
microcluster
Faculties
microcluster
microcluster
microcluster
Territorial poles
miniclusters
Localization sequence, and policy strategy
Science and tech and production
Specialized research buildings
(cluster)
Edifici de 2.750 m2
2.000 m2 nanoenginyeria
•
•
•
•
•
•
•
•
Aeroespacial
Civil i medio ambient
Energia
Manufactura
Enginyeria marina i naval
Modelado social i econòmic
Enginyeria biomèdica
Enginyeria agroalimentaria
Torre C:
13.000 m2
•Enginyeria química
•Enginyeria de materials
Torre D1: 5.570 m2
•Generació, distribució i gestió de l’energia
•Màquines i motors tèrmics
•Física i Enginyeria Nuclear
Torre I:
5.550 m2
•Electrònica
•Automàtica
•Informàtica industrial
•Sistemes industrials
Edifici de 8.000 m2
•
•
•
•
•
Tecnologies marines
Electrònica i instrumentació
TIC
Medi ambient
Construcció
research projects on enterprises demand.
Contracts and first step spin-off
K 2 M Buildings (knowledge to market)
Time limited
Edifici de 5.500 m2
•
•
•
•
•
3.000 m2 (TIC)
Biologia de sistemes
Tecnologia amb làsers
Electrònica industrial
Aeronàutica
Energies renovables
Spin-off buildings (permanent rental)
NEXUS
Specific buildings for research groups ,
growing spin-off or research focused enterprises
ICFO Institut de
Ciències
Fotòniques
REDIT
UPC Parks in Catalonia
Manresa
Terrassa
Barcelona
Castelldefels
vilanova
MOLTES GRACIES
MUCHAS GRACIAS
THANKS