European Day of the Entrepreneur 8-9 October, 2003, Sofia, Bulgaria1 Good Entrepreneurship Practice...
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Transcript of European Day of the Entrepreneur 8-9 October, 2003, Sofia, Bulgaria1 Good Entrepreneurship Practice...
European Day of the Entrepreneur 8-9 October, 2003, Sofia, Bulgaria
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Good Entrepreneurship Practice at Sofia University
Roumen NikolovSofia University, Bulgaria
European Day of the Entrepreneur 8-9 October, 2003, Sofia, Bulgaria
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Expected full European Union membership by 2007;
Received invitation for NATO membership;
Bulgaria is a member of UN Security Council (took the Presidency in September 2002);
Strategic geographic location – a one hour time difference from Continental Europe;
Effective free trade agreements with most countries in the region; liberalized access to a regional market of over 550 million consumers;
Bulgaria is an integral part of the global economic and political environment
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Sofia University “St. Kliment Ohridski”
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SU - Educational and Scientific Centre of the Country 35,000 students
76 Bachelor’s and over 200 Master’s degree programmes
Over 3000 teachers and researchers
Very important role for the development of the country
Challenges: economic and social changes, new models of education, new role of universities, brain drain
European Space of Higher Education
Sofia University – to become a National and Regional High-Technology and Innovation Centre
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GlobalProduction
Network
GlobalProduction
Network
GlobalR&D
Network
GlobalR&D
Network
InternationalPartnershipsInternationalPartnerships
Sofia UniversityCentre of
ExcellenceIn IST
Endserviceusers
ProfessionalUsers
Researchers
Business
Users
Policy makers
CorporateR&D
SMEs
NGOs
Science & Educ
Centre of IST, Sofia University
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Case Study Conceptual Framework
Clark, B. R. (1998). Creating Entrepreneurial Universities, Organisational Pathways of Transformation. Oxford: Pergamon
Van der Sijde, P. (2000). Entrepreneurship at an Entrepreneurial University, Enschede: University of Twente
entrepreneurial university – it understands the commercial value of knowledge
Minimum of Entrepreneurial Actions for an Entr-Uni: a strengthened steering core; an expanded developmental periphery; a diversified funding base; a stimulated academic heartland; an integrated entrepreneurial culture
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Indicators of Success
Degree of achievement of the ‘5 irreducible minimum of actions’ for an Entrepreneurial University
Number of researchers, teachers, PhDsNumber of international projectsNumber of international and local partnersNumber of MSc programmes
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Background Political and Economic Situation: e-skills gap – demand > supply with
12% per year; Functioning market economy; Not enough modern economic management practice; not enough entrepreneurship and tendency of risk aversion; not enough public support;
Demographic trends: increased number of students – regular, part-time, distance; emigration of high-skilled professionals: internal & external brain-drain, Bulgaria last among 59 countries at WEF; difficult to make up;
Financial Downturn; Relations with Industry – ‘the stronger the university-industry-government
cooperation is, the more competitive is the national economy’; Overall Competitive Ranking of Bulgaria – beyond the first 60 countries; no traditions and strong opposition; entrepreneurial young generation;
Severe Competitive Market – smaller private universities, international universities expansion, e-learning revolution;
Internal considerations – need of adaptation of the university to the new conditions
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Strengthened Steering Core Well organized management core of strong minded
change agents is of crucial importance. Need to build dynamic and more entrepreneurial units;
Centre of IST – operating horizontally across entire university and beyond;
Bulgarian Telework Association – interface with other stakeholders;
Cisco Regional Academy and Microsoft IT Academy;Centre of European RTD Projects;Experimental Technology Park in ICT and
Nanotechnology;Virtech Ltd – an incubated SME;
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Centre of IST organizes European Day of the Entrepreneur, 8-9 Oct., 2003: http://www-it.fmi.uni-sofia.bg/ede
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European Day of the Entrepreneur 8-9 October, 2003, Sofia, Bulgaria
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BgTA is among the organizers of:
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Virtech - an IST eWork Success Story
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Centre of ERTDP organizes:
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Expanded Developmental Periphery - a large network of partnering organizations Ministry of Education and Science, Ministry of Economy, Ministry of
Finance, ICT Development Agency, Coordination Centre for Information, Communication and Management Technologies, Agency of SMEs, etc;
Applied Research and Communication Fun, Information Society Promotion Office – Bulgaria, Bulgarian IT Association – BAIT, Industry Association of Bulgarian Software Development Companies – BASSCOM, Bulgarian Telework Association, Public Computer and Communication Center Association, etc.
Large network of universities under the Virtual Department of Computing ‘John Atanasoff’ Project which comprises 15 Bulgarian universities and the Bulgarian Academy of Sciences;
Cisco, Microsoft, Oracle, etc. Large network of SMEs coordinated by Bulgarian Telework
Association; Large international network Student enterprises initiative.
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E-Democracy & e-Government Project:
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Centre of IST - E-Learning Capacity:
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Another E-Learning Course:
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Sofia University – a Cisco Regional Academy
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ARCADE - Architecture for Reusable Courseware Authoring and Delivery
ARCADEARCADECoreCore
ARCADEARCADECoreCore
Assess-ments
Assess-ments
Assign-ments
Assign-ments
CurriculumManagementCurriculum
ManagementCourse
ManagementCourse
Management
UserManagement
UserManagement
SystemManagement
SystemManagementChatChat
NewsNews
MailsMails
VirtualDisk
VirtualDisk
DiscussionBoard
DiscussionBoard
AuthoringTool
AuthoringTool
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Virtech cooperates with:
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Diversified Funding Base International Projects - EC Fifth Framework Programme, World
Bank, INCO COPERNICUS, PHARE, TEMPUS, Erasmus, Leonardo; National Projects – Agency for ICT Development, Industry; Training for industry, public administration and individuals; Industrial research and development funded by large
companies, such as Atomic Power Plant Kozlodui, Biovet-Peshtera, Silway-Sofia, etc;
Patents and intellectual property rights (IPR) – still not well developed; Some IPR intensive RTD results – ARCADE, Mall2000 B2B Portal, etc.
Venture capital and business angels – under-developed; Sponsorship - general economic and social environment in
Bulgaria does not support this channel to a desired extent;
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Stimulated Academic Heartland Academic heartland is where traditional academic values are
most firmly rooted. When an enterprising university evolves a stronger steering
core, and develops an outreach structure, and diversifies its income streams, its heartland is still found in the traditional academic departments formed around disciplines – new and old – and some interdisciplinary fields of study. Whether they accept or oppose a significant transformation is critical.
As each university is a bottom-heavy organization it is of crucial importance to ensure support for the promoted changes from the members of the basic units.
Excellent research and teaching staff - prerequisite for strengthening the academic heartland;
Entrepreneurial shift depends on the age and size of the university: the smaller – the better;
Sofia University is quite conservative and heavy to transform;
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Integrated Entrepreneurial Culture Lack of entrepreneurial culture in Bulgarian individuals and
organisations is among the most important obstacles to promoting entrepreneurship;
This mentality was cultivated during a long period of communist regime when any type of entrepreneurial activity was considered ‘dangerous’ to the government;
Many of the academy people still keep this attitude which makes the academic environment not supportive, sometimes even hostile to university-industry cooperation;
Many industry organisations neglect cooperation with universities since they are considered to mere producers of academic results that are largely inappropriate to real applications in industry;
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‘Ten Commandments’ of an Entrepreneurial University Leader 1. Do not wait to be innovative until the steering core is
strengthened. You’d better start an ‘underground entrepreneurial revolution’ rather than wait;
2. Do not expect the development periphery to be expanded. Expand it yourself!
3. Do not expect the funding base to be diversified. Diversify it yourself!
4. Do not stimulate the whole academic heartland. Stimulate only those who are willing to be involved and contribute;
5. Do not force building an integrated entrepreneurial culture in the whole organization. Gradually expand this culture by showing positive results and providing customized training;
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‘Ten Commandments’ of an Entrepreneurial University Leader (2)6. Do not put barriers between research, development, education and
training but rather build multiple stable bridges between them;7. Do not restrict international cooperation. Build a speedy highways for
teachers and students mobility and transfer of scientific ideas, technology, know-how and business opportunities. Instead of stimulating the ‘brain-drain’ these measures can actually reduce it;
8. Do not consider projects as ‘frames’ but rather as ‘seeds’ to grow new projects, partnerships and cooperation lines and raise additional funds;
9. Build a stable infrastructure and a critical mass of people covering the whole life cycle of project development and exploitation of results;
10. Cooperate and build networks at any level – team, department, university, region, country, Europe, the whole world. Cooperation and networking is the winning strategy for any business today. This holds true for universities as well.
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Education and Training as a Meta-Industry IDC predicts that the global corporate e-learning market would exceed
$23.1 billion by 2004 (in 1999 it was $1.8 billion); North America will account for 65.2% of the market by 2004 and
Western Europe will be the fastest-growing market; In 2000 the non-IT segment accounted for 24% of the market but it is
expected to capture 53.8% by 2005; Gardner predicts that e-Learning will be the most-used corporate
application on the web by 2005; in 2003 over 50% of all higher education institutions in the world will be
offering e-Learning programmes to students;
e-Learning Industry segments: Content/Publishing; Tools/Enablers; Learning Service Providers (LSPs); Knowledge Hubs/Portals;
Educational e-Tailers; growing number of partnerships between e-Learning vendors
and academic institutions to create ’virtual universities‘ online
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Development of the Bulgarian e-Learning Industry
- Strategic Direction of the New Economy This industry could be considered a ‘meta-industry’ since it
could positively influence all other industry sectors; It could become Bulgaria’s most important asset on its way
to the Knowledge Economy; Foreign direct investments (FDI) have radically changed the
food and beverages sector, cement industry, non-ferrous metallurgy, wholesale trade and banking in Bulgaria;
FDI could radically change the ’knowledge sector‘ of the industry which should be built around the real knowledge producers – universities and research institutions;
We might expect a radical change in building sustainable ‘university-industry-government’ partnerships;
A chance for Bulgaria to leap forward into the ‘knowledge economy’, and Sofia University is prepared to take a leading role.
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Some Estimated Achievements a strengthened steering core – 50%; an expanded developmental periphery – 70%; a diversified funding base – 40%; a stimulated academic heartland – 30%; an integrated entrepreneurial culture – 15%. CIST has helped the Department of IT stabilize its number of
researchers and lecturers at 14 attracted a stable core of more than 30 interdisciplinary researchers
from other universities; 2001 - 5 PhD students enrolled, in 2002- 10 PhD students; 4FP – 4 projects; 5FP – 15 projects; 6FP – 2 projects; + several other,
e.g. from WB international partners - 15 in 1997, nearly 90 in 2003 local partners - 5 in 1997, 150 in 2003 2 MSc programmes in 1997, 6 – in 2002 New Faculty of Applied Sciences under Establishment - 4 BSc & 13
MSc Programmes envisaged.
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Thank you for your attention!