HEInnovate workshop Ghent
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HEInnovate Workshop Ghentrepreneur
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Transcript of HEInnovate workshop Ghent
HEInnovate Workshop
Ghentrepreneur
Program
9u00: Welcome, Steve Stevens, Dare to Venture Prof. Frank Gielen: Impact of Entrepreneurship on Higher EducationInsights of a student-entrepreneur (Andrei Neagu)
9u30: Introduction to HEInnovate, Mikkel TrymGroup work theme 1/2
10u20: Group presentation and discussion
10u30: Short Break
10u35: Selection of second and third theme Group discussion
11u25: Presentation and discussion of group 11u50: Wrap-up, next step Conclusion
12u00: Sandwich Lunch
Coaching Zichtbaarheid Statuut student-ondernemer Toegang tot studentencoöperatie
ARTEpreneur
Ondernemerscentra onderwijsinstellingen
Extern netwerk
PROF. FRANK GIELEN
Impact of entrepreneurship on Higher Education
ANDREI NEAGU
Experience of an international student-entrepreneur in Ghent
MIKKEL TRYM
Using the HEInnovate tool within the Ghent Higher Education
HEInnovate Workshop
Ghentrepreneur
Program
9u00: Welcome, Steve Stevens, Dare to Venture Prof. Frank Gielen: Impact of Entrepreneurship on Higher EducationInsights of a student-entrepreneur (Andrei Neagu)
9u30: Introduction to HEInnovate, Mikkel TrymGroup work theme 1/2
10u20: Group presentation and discussion
10u30: Short Break
10u35: Selection of second and third theme Group discussion
11u25: Presentation and discussion of group 11u50: Wrap-up, next step Conclusion
12u00: Sandwich Lunch
• A self-assessment tool for higher education institutions who wish to explore their entrepreneurial / innovative potential
• The simple purpose of helping higher education institutions identify their current situation and potential areas for action
• Seven broad areas, under which are the statements for self-assessment
What is HEInnovate?
Higher education institutions are changing
• New funding models (business collaboration & impact)
• Focus on employability, entrepreneurship and the student as consumer
• Internationalisation/globalisation
• New modes of engagement with stakeholders and local/regional environments
• Pressure of measuring impact
• Contributions to economic growth
• Pressure on academic careers
Being or becoming an entrepreneurial / innovative higher
education institution is a response to these
challenges
What is an entrepreneurial and innovative HEI?
The entrepreneurial HEI is (A. Gibb 2013):
• Designed to empower students and staff to demonstrate enterprise, innovation and creativity in teaching, research and knowledge dissemination (third mission)
• Its activities are directed to enhance learning, knowledge production and exchange in a highly complex and changing societal environment
• As an organisation, it is dedicated to create public value via processes of open engagement
What is an entrepreneurial and innovative HEI?
• Launched November 2013 by the European Commission
• Almost 3000 registered users so far, and growing
• 550 HEIs completed HEInnovate
• Over 20 workshops organized across Europe
• https://heinnovate.eu visited from all over the world
• Used for steering an institution through a process of change – reacting to challenges – merger processes - Structuring a new strategy, aligning cultures
• A route – from vision through to management to action
• Engagement with stakeholders - the external partners, community and students
• Can produce real tangible actions and outputs. It is not just about filling in the survey
Leadership and Governance
1. Entrepreneurship is a major part of the university strategy
1. High level commitment to implementing the entrepreneurial strategy
1. A model for coordinating and integrating entrepreneurial activities at all levels across the university
1. Faculty/Units have autonomy to act
1. The university is a driving force for entrepreneurship development in the wider regional, social and community environment
Overall results
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Leadership andgovernance
Organisationalcapacity
Entreprenurshipdevelopment in T&L
Pathways forentreprenurs
HEI - Businessexternal relations
Internationalisation Measuring the impact
Median Average Variance
Ghentrepreneur
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4.5
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Entrepreneurship is a major part ofthe HEI's strategy.
There is commitment at a high levelto implementing the
entrepreneurial strategy.
The HEI has a model forcoordinating and integrating
entrepreneurial activities at alllevels across the institution.
The faculties and units within theHEI have autonomy to act.
The HEI is a driving force forentrepreneurship development in
the wider regional, social andcommunity environment.
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B
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Organisational Capacity, People and Incentives
1. Sustainable financial strategy – long-term diversified/self-funded activities
1. Mechanism for collaboration across boundaries/silos
2. Recruiting and engaging entrepreneurs –using attitudes and experiences as criteria
3. Career development policy addressing the entrepreneurial agenda/own key goals
1. Incentive and reward systems to support entrepreneurial behavior
Ghentrepreneur
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The HEI'sentrepreneurialobjectives aresupported by a
variety of fundingsources
The HEI has asustainable financial
strategy in place
There aremechanisms in place
for breaking downtraditional
boundaries andfostering newrelationships
The HEI is open torecruiting individualswith entrepreneurialattitudes, behaviours
and experience.
The HEI invests instaff development to
support itsentrepreneurial
agenda.
There are clearincentives and
rewards for staff
The HEI gives statusand recognition toother stakeholders
Answered 1 Answered 2 Answered 3 Answered 4 Answered 5
Work in groups
1. Leadership and Governance
or
2. Organisational Capacity, People and Incentives
10u20: Group presentation and discussion!!
Teaching and Learning
1. University structures support the develop-ment of entrepreneurial mindset and skills
2. A wide range of entrepreneurial teaching methods across all departments
3. Student-centered, problem-based “real life” learning across all departments
4. Validation of entrepreneurship learning outcomes
5. Collaboration and engaging with external stakeholders
6. Research results are integrated
Entrepreneurial Teaching and Learning
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The HEI stimulatesand supports thedevelopment ofentrepreneurial
mindsets and skills.
Staff take anentrepreneurial
approach to teachingin all departments
Entrepreneurialbehaviour is
supported throughoutthe HE experience
The HEI validatesentrepreneurship
learning outcomes.
Collaborating withexternal stakeholdersis a key component ofteaching and learning
development
Research results areintegrated into
entrepreneurshipeducation and
training.
Median Average Variance
Pathways for Entrepreneurs
1. Awareness-raising across all faculties and staff
2. Encourage mechanisms tailored to the individual
3. Opportunities for staff and students to experience entrepreneurship
1. Support to move from entrepreneurial ideas to action + mentoring
1. Facilitate access to business incubation facilities + private financing
Pathways for Entrepreneurs
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The HEI raisesawareness of
developingentrepreneurial abilities
The HEI activelyencourages individuals
to becomeentrepreneurial.
Business start-upeducation is offered
across the curricula andfaculties.
The business start-upeducation offer is
widely communicated
A tailored suite ofbusiness start-up
courses exists
The suite of businessstart-up courses has a
differentiated offer
Answered 1 Answered 2 Answered 3 Answered 4 Answered 5
External Relationships for Knowledge Exchange
1. Commitment to collaborate with industry, society and the public sector
1. Active involvement in partnerships with a wide range of stakeholders
2. Strong links with incubators, science parks and other external initiatives
1. Support for mobility between academia and the external environment
2. Research, education and industry activities are linked together
Internationalisation
1. Internationalization strategy is key andreflect the entrepreneurial objectives
2. Support for international mobility
3. Recruitment of international and entrepreneurial staff
4. Teaching and learning environment tailored a global audience
5. Active participation in international networks – also as a feed back into the teaching, learning and research agenda
Measuring the Impact
1. Assess the impact of the strategy and the response to entrepreneurial change
2. Assess the level of engagement in teaching across the institution
3. Measure the impact of entrepreneurial education activities in progression
4. Monitor the knowledge exchange activities – internal and external value/impact
5. Monitor and evaluate the start-up support activities
Measuring the Impact
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The HEI assesses the impactof its entrepreneurial
strategy.
The HEI assesses the level ofengagement in
entrepreneurial teachingand learning
The HEI regularly assessesthe impact of
entrepreneurship teachingand learning
The HEI carries out regularmonitoring of knowledge
exchange activities.
The HEI carries out regularmonitoring of the impact of
start-up support.
Answered 1 Answered 2 Answered 3 Answered 4 Answered 5
Work in groups
Select 2 most relevant areas to work with
- it could be something that you particular…
11u25: Group presentation and discussion!!
• want/needs to improve
• can influence
• are particular good at (USPs)
• Go where the energy is…
HEInnovate learnings
• Entrepreneurial learning by doing – (double loop learning / T-shape / real case interaction) – involve students in real decision making
• Implicitly + explicitly communicate an attitude and culture – allow the student to decide – creating the right mind set - think big, be fearless, act quick, take risks – be tolerant to failures
• Leadership with a strong vision (create roadmap/direction). Drive it from the top and secure broad a ownership
• Importance of champions – the people who take the initiative to make it happen – these can come from throughout the institution
• Importance of networks – including universities, companies, people -to have hubs and the circulation of knowledge skills and exchange of ideas
The (more) Entrepreneurial University
www.studentghentrepreneur.be
StudentGhentrepreneur @StudGhentrepren
