International Strategies and Politics for Encouraging Entrepreneurship

University of Cantabria

28th November 2011

Professor Paul Hannon, Acting CEO

National Centre for Entrepreneurship in Education, UK

The Role of the Entrepreneurial University

Why are they important for encouraging entrepreneurship?

How can they encourage entrepreneurship?

What does NCEE do to affect them?

Thoughts on the journey ahead

WWW.NCEE.ORG.UK

Since 2004 we have extended how we work across HE and FE, starting with our Flying Start Programme for students and now supporting senior management, industry partners, academic staff and graduates. We are supported by Government and work across a diversity of public and private sector organisation nationally and internationally.

Our new name, the National Centre for Entrepreneurship in Education, is a more accurate reflection of what we now do to stimulate and encourage a more entrepreneurship in the tertiary education sector and to create the opportunities for more graduates to develop the capacities they need for an entrepreneurial future.

The Entrepreneurial University is important because.. • knowledge is no longer the domain of universities; • Universities funded by the public purse are under immense pressure and scrutiny to add more

value to the economy and society - and become less dependent on the state; • competition from the private sector is being encouraged and is growing; • employers/parents/graduates are seeking and demanding ways to improve future potential/

lives/ careers .. and especially in tough times..

• it is long understood that environments which are highly complex, unpredictable and uncertain demand an entrepreneurial response to survive/succeed;

• our current economic conditions are due to the impact of globalisation , international trade and competition

.. and therefore requires • recognition that universities need to be more flexible, more porous, more adaptable • strong leadership and an environment that encourage the development and display of

entrepreneurial behaviours and actions

Or we can batten down the hatches and hope the storm passes overhead.

The entrepreneurial university concept is a whole institution approach. NOT only about those good at raising external income.

NOT only about those who successfully commercialise technology/knowledge.

NOT only about student/graduate start ups.

IT IS about:

1. the institutional environment: structures, policies, strategies, practices, cultures, leadership 2. the staff/people : entrepreneurial spirit, rewards/incentives, support/development, role models 3. the students: opportunities, engagement, networks/contacts, learning by experience 4. the impact: affects on the institution and its people, on graduates, on stakeholders, on wider

community

WWW.NCEE.ORG.UK

We shape the landscape for entrepreneurship by leading institutional capacity building through:

– Leadership and management

– Innovative and entrepreneurial faculty

– Graduate entrepreneurship

– Entrepreneurial ecosystems with business and industry

Below is a brief introduction into our main actions.

ENTERPRISING ACADEMIC

www.enterprisingacademic.co.uk

• The Enterprising Academic is a national programme to enhance the impact of research and Intellectual Property

• NCEE's vision is to encourage and create an

environment for more research and teaching staff engaged in commercialisation

• Supported by Government and Santander Universities.

EUROPEAN ENTREPRENEURSHIP EDUCATORS PROGRAMME

www.3ep.eu

• The European Entrepreneurship Educators (3EP) aims to support and develop enterprise education through dedicated week long European Annual Summer Academies (EASA) from 2010 to 2012. Partially funded by EU.

• 3EP’s current alumni is based on EASAs in Finland and Denmark include 75 educators from 56 institutions representing 22 European nations. EASAs in Croatia and UK in 20102.

ENTREPRENEURIAL UNIVERSITY LEADERSHIP PROGRAMME

www.eulp.co.uk

• A pioneering executive development programme for senior university leaders delivered by NCEE and Universities UK and in partnership with Said Business School, University of Oxford. Starting in January 2012.

• Led by eminent vice chancellors, experts, visionaries, practitioners and policy makers in the field of university education, the Entrepreneurial University Leadership Programme aims to shape institutional policies and strategies for creating entrepreneurial universities.

INTERNATIONAL ENTREPRENEURSHIP EDUCATORS CONFERENCE

www.ieec.co.uk

• Currently in its 6th year, IEEC is a leading international conference on enterprise and entrepreneurship. Next year at Plymouth University, Sept 2012.

• It brings together 300 enterprise educators each year to share experiences and engage others in enterprise and entrepreneurship education to enrich the experiences of educators and students and build a community of practice.

INTERNATIONAL ENTREPRENEURSHIP EDUCATORS PROGRAMME

ieep.ncee.org.uk

• Currently running our 3rd cohort, IEEP is designed for enterprise educators working in FE and HE, who create entrepreneurship outcomes for others. It builds personal masteries and an extensive pedagogic toolkit.

• Cohorts 1 & 2 form a network of 56 educators from 46 higher/further education institutions who are now developing their capacity for supporting 750,000+ students.

NATIONAL ENTERPRISE EDUCATOR AWARDS

www.neea.org.uk

• The NEEA specifically reward those working as enterprise educators supporting student and graduate entrepreneurship in FE and HE.

There are three categories of awards:

• Enterprise Educators – who are transforming the enterprise curriculum;

• Enterprise ‘Champions’ – who are supporting extra-curricular activities;

• Student Educators – who are supporting peer learning and development

NATIONAL UNIVERSITY ENTREPRENEURS

• The NUE2012 initiative has been inspired by the 2012 Olympics and will celebrate pre-existing enterprise and entrepreneurship with Higher Education Institutions. In collaboration with Government and York University.

• Ultimately, four finalists will present their enterprises in a 'Dragon's Den' format at the British Business Embassy at Lancaster House on the 1st August 2012.

NORTH WEST ENTERPRISE CHAMPIONS

• Stimulating enterprise and entrepreneurship across our higher education institutions is now seen by many governments as fundamental to driving economic success and social cohesion. .Partially supported by ERDF.

• The project supports the creation of a Senior-Level Enterprise Champion who will act as a catalyst for change across the campus. Currently we are working with 8 HEIs in the North West of England to deliver new ventures and new jobs.

MAKE IT HAPPEN

www.mihmentoring.com

• Make it Happen offers online business support nationally to students and graduates through online mentoring, regular webinars and resources.

• Make it Happen can be embedded into your HE/FE institution, to track, communicate, and easily provide training, resources and mentoring to your students and alumni with the full backup and support of NCEE.

• Currently supporting ~5,000 users.

TIMES HIGHER EDUCATION AWARDS ENTREPRENEURIAL UNIVERSITY OF THE YEAR

• NCEE sponsors the ‘Entrepreneurial University of the Year’ award to celebrate institutions that have embedded entrepreneurship into the fabric of their institution through:

– Entrepreneurial environment

– Innovative faculty

– Engaged students

– Local, regional and national impact

• Awarded to Coventry University on 24th November 2011.

UNIVERSITY ENTERPRISE NETWORKS

• A University Enterprise Network (UEN) is a tripartite partnership between industry, the public sector and Universities to make a substantial contribution to the long term competitiveness of the UK economy and social cohesion through collaborative action.

– Advanced Manufacturing; Creative Industries; Innovation; Energy; Social Enterprise; STEM

• European UEN starting in 2012 with support of Microsoft, Hewlett-Packard and Santander Universities; Funded by European Commission.

CONCLUDING REMARKS 1. This is NOT an option; the time is NOW!

2. The future is in our hands; we can/must change cultures and values

3. Education is key to entrepreneurship and innovation

4. Increase levels of early stage entrepreneurial activity

5. We need more entrepreneurial graduates not only graduate entrepreneurs – require confidence, mindsets, capacities to create their own futures

6. There is a strong political desire – require scalability; sustainability; impact (Wilson); need cohesion/coherence/’guiding principles’ across Govt

7. Still a long journey ahead – level the playing field; build conducive environments for staff and students; strong visionary leadership; focus on learning outcomes not inputs; staff development support; rewards and incentives; exemplars; co-development with strategic stakeholders

INSTITUTION CONCEPT

INSTITUTION ORGANISATION INSTITUTION

STRATEGY

INSTITUTION STAKEHOLDER/ COMMUNITY

ENGAGEMENT

INSTITUTION CURRICULUM AND

PEDAGOGY DEVELOPMENT

WHAT DO YOU WANT

TO INFLUENCE?

WHAT CAN YOU INFLUENCE?

AND HOW?

Source: Prof Allan Gibb

The Entrepreneurial Institution: Opportunities for Action

Opportunity

• Leadership and Governance

• Institutional Culture and Values

• Infrastructure and Environment

Capacity

• Faculty Staff Development

• Enabling Environment

• Institutional Venturing

Action • Student Engagement • Stakeholder

Engagement

The Entrepreneurial

Institution

CONCLUDING REMARKS 1. This is NOT an option; the time is NOW!

2. The future is in our hands; we can/must change cultures and values

3. Education is key to entrepreneurship and innovation

4. Increase levels of early stage entrepreneurial activity

5. We need more entrepreneurial graduates not only graduate entrepreneurs – require confidence, mindsets, capacities to create their own futures

6. There is a strong political desire – require scalability; sustainability; impact (Wilson); need cohesion/coherence/’guiding principles’ across Govt

7. Still a long journey ahead – level the playing field; build conducive environments for staff and students; strong visionary leadership; focus on learning outcomes not inputs; staff development support; rewards and incentives; exemplars; co-development with strategic stakeholders

“My greatest challenge has been to change the mindset of people. We see things the way our minds have instructed our eyes to see.”

Muhammad Yunus, MD, Grameen Bank

THANK YOU www.ncee.org.uk

paul.hannon@ncee.org.uk

+44 7921 373 456