e

INNOVATION

Innovation and Entrepreneurship New ways of thinking

+

=

OPERATING UNDER

CONDITIONS OF UNCERTAINTY

AND COMPLEXITY (COPING WITH

AND CREATING)

NEW COMBINATIONS OF RESOURCES

INNOVATION

INDIVIDUAL AND

ORGANISATIONAL ENTREPRENEURIA

L REPONSE

WAYS OF?

ORGANISING

THINKING

LEARNING

TEACHING

SOLVING

PROBLEMS

COMBINING RESOURCES

RELATING

?

WHY THE

LINK TO

ENTERPRISE

AND

ENTREPRENEURSHIP

WHY

THE

NEED

?

ALLAN GIBB SIMPLE

CERTAIN

COMPLEX

UNCERTAIN

THE CHANGING TURBULENT ENVIRONMENT FOR SOCIETY, ORGANISATIONS , PEOPLE

ALLAN GIBB SIMPLE

CERTAIN

COMPLEX

UNCERTAIN

LOW ENTREPRENEURIAL

REQUIREMENT

HIGH ENTREPRENEURIAL REQUIREMENT

EXAMPLE : DESIGNING ORGANISATIONS AROUND THE TASK ENVIRONMENT

ALLAN GIBB SIMPLE

CERTAIN

COMPLEX

UN-

CERTAIN

National

Regional

Stand alone

Major public

budget

driven

Pure knowledge and

research based

paradigm

TRADITI0NAL

EXCELLENCE

UNIVERSITY PARADIGM SHIFT

ALLAN GIBB SIMPLE

CERTAIN

COMPLEX

UN-

CERTAIN

National

Regional

Stand alone

TRADITIONAL

EXCELLENCE

Pure public

budget

driven

Pure knowledge and

research based

paradigm

Developed from Passio

2009

Massification

Employability

Social Mobility

Globalised data

IT revolution

Knowledge capture

Competition

Revenue

Growth

UNIVERSITY PARADIGM SHIFT

ALLAN GIBB SIMPLE

CERTAIN

COMPLEX

UN-

CERTAIN

National

Regional

Stand alone TRADITIONAL

EXCELLENCE

International

Networked

Interdisciplinary

Extensively partnered

BROAD

STAKEHOLDER

EXCELLENCE

Pure public

budget

driven

Highly

Leveraged

Entrepreneurial

Application

and Innovation

driven Pure knowledge and

research based

paradigm

Public value

relevance, integrated

R and D

UNIVERSITY PARADIGM SHIFT

ALLAN GIBB

ENTERPRISE

Personal skills

Behaviours

Values/emotions

Life world

In any context

ENTREPRENEURSHIP

Skills application to:

New ventures

Organisation development

Organisation design

In all kinds

of organisations

+

=

INNOVATION IN

Organisation

Pedagogy

Knowledge organisation

Research and Development

Stakeholder relationships

ADDRESSING THE RESPONSE THROUGH ENTERPRISE AND ENTREPRENEURSHIP

There is growing global competition from

the developing world; the outstanding

universities in Singapore and Hong Kong,

for example, and more recently the Indian

Institutes of Technology (IITs) and new

universities in China.

Pakistan, has, in the Lahore University of

Management Sciences, created a world-

class institution within the past 25 years.23

There are similar successes in Mexico,

Chile, Turkey and South Africa.

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COMPETITION

By 2020, China alone will account

for 29 per cent of all the

university graduates in the world

aged 25–34.

In absolute numbers, that will

mean there will be as many

Chinese graduates in that age

group as in the entire US labour

force

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COMPETITION

‘Every two days we create as

much information as we did

from the dawn of civilisation

up until 2003.’

Eric Schmidt , Google

KNOWLEDGE AND

LEARNING

BIG DATA

As content becomes freely available

internationally, so the power of the

academy is reduced.

The ubiquity of information and the

near-zero cost of storing and

transmitting it means that universities

no longer own the monopoly over the

expression of ideas in courses

DIMINISHING KNOWLEDGE POWER OF ACADEMY

- New communications technologies and social

media raise fundamental questions about

content and delivery.

-- Is the lecture redundant? - When lectures can

be easily and cheaply recorded/downloaded, the

value of the live performance becomes

questionable

- Students recognise this and the result is the

proliferation of viral videos that challenge the

status of the lecture.

TEACHING AND LEARNING

It’s not just leading academics

who can teach anywhere in the

world, it is also the world’s

leading practitioners, from film

producers to business people,

from politicians to civil servants

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WHO SHOULD TEACH?

University-based academics, for

reasons that should not be entirely

discounted, still attach the highest

value to scholarly journal articles,

This, at a time when books and

newspapers are being joined by

blogs, videos, info-graphics and

tweets in a thunderous clamour for

people’s attention ippr

RESEARCH AND PUBLICATION

COMMUNICATION

University specialisation continues

unabated, while citizens of the world

cry out for synthesis.,

increasingly the synthesis is now

provided by organisations outside

universities – think tanks, public

agencies or consultancies, or by those

who translate the synthesis into action

PUBLICATION

Should universities let faculty

members spend time writing a

‘purpose built’ textbook for their

individual units, given that literature is

already widely and cheaply available?

As much of the current innovation

and emergent thinking is taking

place at the boundaries of

disciplines, are traditional

departmental silos a barrier to

progress?

ORGANISATION

GLOBAL

LOCATIONS

USING WORLD

WIDE BEST

TEACHERS

SOCIAL

MEDIA

ENGAGED

NICHED

VOCATIONAL

PROGRESSION

MANAGING

BIG DATA

OPEN

ACCESS

ON-LINE

LEARNNG

NUMEROUS INNOVATIONS REQUIRING ENTREPRENEURIAL INITIATIVE?

ALUMNI

ENGAGEMENT

NEW

PROMOTION

ROUTES

Mission Governance Organisation

Strategy

Knowledge transfer

and exchange

Stakeholder engagement

and partnership

Internationalisation Enterprise and

Entrepreneurship Education

ALLAN GIBB

THE CHALLENGE: EULP PROGRAMME HOW TO BRING IT

TOGETHER STRATEGICALLY

EXPLORING ENTREPRENEURIAL

SYNERGISTIC DEVELOPMENT POTENTIAL TO MEET GOALS

THE FUTURE?

LEADERSHIP AND ORGANISATION CHALLENGE An Entrepreneurial Stakeholder Learning Organisation

ENTREPRENEURIAL

LEADERSHIP AND

STAFF REVENUE FOCUS

LEVERAGED

PARTNERED

ACCOUNTABILITY FOCUSED

NICHED

INTERNATIONAL CAMPUSES

INTERNATIONAL PARTNERS

DECENTRALISED

DEPARTMENT HEADS

INNOVATION REMIT

WIDE INNOVATION FOCUS

BOTTOM UP STUDENT EMPOWERMENT

AGRESSIVE PROMOTION MULTI PROMOTION PATHS

PUBLIC VALUE FOCUS

SUPPORT FOR RISK TAKING ALUMNI ENGAGEMENT

GROWING SOURCES OF TURBULENCE ( PRESENT AND

FUTURE)

RELEVANCE OF THE ENTREPRENEURIAL CONCEPT TO THE

INNOVATION CHALLENGE

THE CHALLENGE OF CHANGE IN CONCEPT

AND PRACTICE

THE UNIVERSITY AS AN

ENTREPRENEURIAL STAKEHOLDER

LEARNING ORGANISATION

SUMMARY

CHALLENGE TO ORGANISATION

AND LEADERSHIP

Gibb, A.A. (2005) ‘Towards the Entrepreneurial University.

Entrepreneurship education as a lever for change’. National Council for

Graduate Entrepreneurship (NCGE) Policy Paper

Gibb, A.A., Haskins, G. & Robertson. (2009). ‘Leading the Entrepreneurial

University. Meeting the Entrepreneurial development Needs of Higher

Education Institutions’. A National Council for Graduate

Entrepreneurship (NCEE) Policy Paper. (UPDATED 2013)

Gibb, A.A (2012) Exploring the synergistic potential in

entrepreneurial university development: towards the building of a

strategic framework. Annals of Innovation & Entrepreneurship 2012,

3:pp 1-24 16742 - DOI: 10.3402/aie.v3i0.16742

Gibb, A..A.and Haskins, G. (2013) ; ;The University of the Future. An

Entrepreneurial Stakeholder Learning Organisation’. Forthcoming in

Fayolle A., Redford D. Edts. (2013). 'Handbook on the Entrepreneurial

University’

PLUS .THE ENTREPRENEURIAL UNIVERSITY LEADERS

PROGRAMME

All available under ‘Publications’’ at

www.eulp.co.uk

ORCHESTRA MEMBER

CIVIL SERVANT

CLINIC DIRECTOR CRAFTSMAN

THIS

WORLD

OR THE

NEXT?

LECTURER

NURSE

WHO NEEDS

TO BE

INNOVATIVE?

POLICEMAN?