Mondragon University case
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Transcript of Mondragon University case
• University Part of Mondragon Corporation (www.mcc.es) 85.000 workers (85%members) Sectors: Finance, industry, distribution, engineering & services andeducation
• University organizes with different agents from the Corporation contexts thatinvolve private and public collaboration.
• 3 topics- 3 contests/waves per year.
• Objectives: 1. Promote entrepreneurship among students by collecting ideason the creation of new enterprises or business models. (Spin-Offs)2.Accelerate knowledge transfer from university to business.
• Methodology: Each year improvements are introduced to impact on differentaspects (participation, co-creation, marketing, …). Outcome is measured bymeans of KPIs.
• Launched in 2010. Idea Management System (IMS) (Innowave) used since 2011.
Challange: Transfer of R&D results or innovative formal/regular trainningprojects from university to industry and society.
companies
Tech. Center
Students and Lecturers
Researchers
PoPBL
Final YearProject (Grade)
Final YearProject
(Masters)
Mechanisms Prototypes
idea
idea
idea
Competition,pluridisciplinar,workshop, …
new products
new services
new business
ResultsBranding
Entrepreneurshipcenter Journalists
ExhibitionShow room
Innowave, Canvanyzer,
Business Model Innovation andUser Driven Innovation &Design Thinking
Challenges: Transform those prototypes into products or new businesses
• Create spin-offs: Students are by themselves. They need support to createtheir company.
• No business model identified: The company does not envisage or foresee newbusiness models. Not encouraged to continue with the project. Development in stand by.
• No company: There is no company behind an idea.
• Transference is not an easy task: Research groups do not have the competence/timeto do this.
• Change of requirements: Companies are interested but keep on adding newrequirements (lack of maturity, different situations ...). Time development expands. Team mustbe reconstructed. New people (students) must acquire new training skills.
Mechanisms Prototypes
Competition,pluridisciplinar,
workshop, … ResultsBrandingExhibitionShow room
Network, Contest & Workshops
Mechanisms Prototypes
Competition,pluridisciplinar,
workshop, … ResultsBrandingExhibitionShow room
Mechanisms:• Problem Based Learning Projects
Methodologies:• Business Model Innovation• Business Plan Canvas• User Driving Innovation and Design Thinking
Prototyping
Mechanisms Prototypes
Competition,pluridisciplinar,
workshop, … ResultsBrandingExhibitionShow room
Branding: videos and social media
Methodologies: eMarketingMechanisms Prototypes
Competition,pluridisciplinar,
workshop, … ResultsBrandingExhibitionShow room
https://vimeo.com/97519757https://vimeo.com/97523608
http://youtu.be/xvWQIuCNmHw…..
Branding: social networks, local andregional press and TV
Methodologies: eMarketingMechanisms Prototypes
Competition,pluridisciplinar,
workshop, … ResultsBrandingExhibitionShow room
Results: winners in each category receive a price fromcompanies, public administration, …They can continue working in a new product, service,… in aentrepreneurship center (SAIOLAN http://www.saiolan.com/). Mechanisms Prototypes
Competition,pluridisciplinar,
workshop, … ResultsBrandingExhibitionShow room
Exhibition: Open days are organized.Students present their work. Prototypes andposters are exhibited in several places. Mechanisms Prototypes
Competition,pluridisciplinar,
workshop, … ResultsBrandingExhibitionShow room
Tools: Innowave tool developed at University(http://innoweb.mondragon.edu/).• Supports the whole process (gather ideas,
analyze and evaluate them and select them).• Serves as an idea repository.• Offers dashboards to measure some KPIs.
Mechanisms Prototypes
Competition,pluridisciplinar,
workshop, … ResultsBrandingExhibitionShow room
Contests
Idea Ratings
Results: Mainly focus on outcome results.
Mechanisms Prototypes
Competition,pluridisciplinar,
workshop, … ResultsBrandingExhibitionShow room
Outcome 2010 2011 2012 2013Ideas 10 27 49 105Promoted ideas 3 2 3 6Spin-offs 0 1 1 1
0
50
100
150
2010
Contest idea ranking
ideas promoted ideas spin-offs
Outcome 2010 2011 2012 2013Groups 10 27 46 98Participants 40 92 155 240experts 10 10 10 14evaluators 9 9 9 10events 11 16 24 24Average grade of ideas - 3.76 4.77 5.9
KPIs: Capable of measuring other KPIs to analyzeAccelerators: Strategy, Process, Products andMarketing metrics.
Conclusions
• Number of ideas has increased .
• “Strong” Networks essential (company and public administration involvement).
• Lack of entrepreneurship culture although we have detected few changes (more approaches toEntrepreneur Center).
• Economic factors also affect ideas promoted and spin-offs.
• Companies are focused on their business. Few resources for new businesses.
• Other companies do not see the opportunities open by this approaches.
• Although ideas are repetitive every year, need to recover old ideas/prototypes and mergethem with new similar ones.
Further work
• Apply Accelerate findings to the case study
• Find agreements and funds (companies). Involve them in the prototyping and the developmentprocess of the product/service.
• Look for more public administration involvement.
• Involve more University researchers and research groups in the early stages (ideation) andcompany recruitment.
• Include formative sessions during the different stages of the process to boost entrepreneurshipamong students (knowledge pills).
• Analyze crowdfunding strategies.
• Create “Idea Markets” where previous ideas are “sold” to companies and new “ideators”.