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T.Boult F 2004

Innovations at UCCS

T. Boult

www.vast.uccs.edu/~tboult/COI/BI.html

www.vast.uccs.edu/~tboult/COI/COI.html

"Research is the transformation of money into knowledge — Innovation is the transformation of knowledge into money!"               Ray Mears, 3M, "Protect and Survive" Design Council Business Network Surgery, 4/2001

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T.Boult F 2004

Review: Current Degree Programs

Undergraduate programs solid but nothing unique or innovative to really attract to UCCS.

Masters & Ph.D. are not nationally competitive. Not sufficiently ranked to effectively produce

“academic/research oriented” graduates (at any level). So who do we attract? (Industry/career oriented!)

How to draw to CS, not just from CS. Not really training students for “innovation” nor

(modern interaction in industry) Local companies/organization have few opportunities

for in depth interaction

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T.Boult F 2004

Context March 2004: Chancellor predicts $6 million

shortfall; $2 million structural deficit; $4 million reduction

May 2004: Campus Executive Team initiates ‘Invent the Future’ strategic approach to $6 million shortfall

July 2004: VCAA and EAS Dean target EAS Phoenix team as part of Invent the Future

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T.Boult F 2004

Marketing questions for UCCS

What is it that our current clients (students/funding agents) have in common?

What market segment are we targeting for growth?

How do we set ourselves apart from the competition?

What is different about services or products that we offer?

What are the "extras" that we bring to the market?

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T.Boult F 2004

Review: Community Expectations

2 economic development roles: • Support economic health and growth of

community – regional and global competitiveness via innovation, research & development, productivity – “applied interdisciplinary innovation”

• Supply a technology workforce – lifelong learning.

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T.Boult F 2004

Review: Position University/College to meet those expectations

Do environmental scan: • What is the real demand? • What is the campus actually able to do? • What are the partnerships needed?

Develop model of innovation: reorganize more functionally – bring eng, sci, bus together …. College of Innovation – radically different curricula.

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T.Boult F 2004

Innovation is more than invention or research

Innovation is the sequence of activities by which a new element is introduced into a social unit, with the intention of benefiting the unit, some part of it,

or the wider society.

"Innovation is the successful exploitation of new ideas and is a vital ingredient for competitiveness, productivity and social gain within businesses and

organizations"

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T.Boult F 2004

What is involved in innovation

"The innovation process is the combination of activities - such as design, research,

market investigation, process development, organizational restructuring, employee

development and so on - which are necessary to develop and support an

innovative product or production process."

CBI Innovation and Trends Survey

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T.Boult F 2004

Why Teach Innovation

"Once you've worked on a truly innovative project you realize how important transformation is to the success or failure of a project. Your way of thinking changes, you priorities change,

your company changes and your way or working changes forever. True innovation is not just about changing a

product, a service or even a marketplace it's also about recognizing and relishing the need to change yourself."

Ralph Ardill, Marketing & Strategic Planning Director, Imagination

- London Innovation Conference, 2003

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T.Boult F 2004

College of Innovation - Overview

New Bachelor of InnovationTM and Master of InnovationTM degrees in Business, Engineering and Science disciplines

Existing BS/BA programs retained College of Innovation combining EAS and

Business and some Sciences within new college structure.

Market/branding of degrees and the new structure. Reorganization helps make it clear this is a serious

change and that we are focused on innovation.

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T.Boult F 2004

College of Innovation: Internal structure

Possible divisions or schools: • the school of business and entrepreneurship, • the school of engineering and science, • the school of applied inter-disciplinary innovation and

research, and• (possibly) the school of international issues in innovation

Balanced Matrix organization, with committee (not dean) allocation policies

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T.Boult F 2004

College of Innovation: Long Term Goals

Increase enrollments Better prepared “innovative” graduates Increase fund-raising, sponsored program, and for-

profit opportunities Increase Research Funding & Graduate Programs

• Funding of more students• Focused program to compete and attract

Increase “innovation” and Tech.Transfer Strong teaming with community/Research Be a national leader in University “reform”

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T.Boult F 2004

Matrix Structure

• Vast majority of resources by Committee

• Yearly Direct program control of resources.

• Resources may be split across programs

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T.Boult F 2004

College of Innovation: Merging and financial implications

Merge EAS and Business as schools within new COI. Other faculty and departments could be included; e.g.,

biology has expressed interest Three areas of financial impact:

• New revenue from new student tuition – marketing survey• Streamlining and cost reductions• New opportunities for fund-raising, for-profit activities (incentives),

grant and development

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T.Boult F 2004

College of Innovation: New degrees

■ Increase resources by offering new “innovative” programs while also reducing costs.

■ Added programs are Bachlors of Innovation in X where X=science engineering or business fields (Keep accredited degrees for now). Masters of Innovation program as well.

■ These program draws from existing courses with only a few “new” courses.

■ Replaces unspecified “humanities” with focused electives in economics, law and other HU/SS that tie directly to innovation.

■ Add Business core (either increasing total credits or reducing speciality a little) to Eng/Sci majors and add Eng/Sci core to Business majors.

■ Focus on learning and self-learning, with “testing out” for credit!■ Required “multi-term, multi-disciplinary” innovation project with local

company (Masters through freshman teams

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T.Boult F 2004

College of Innovation: Revenue from new students

Novel and innovative program to attract students, especially non-resident

Survey going out for industry and students Market uniqueness and ‘elitism’ of program to bring

non-resident students Challenge out of courses to incentivize experiential

and self-learning -- attract entrepreneurial students key for innovation

Branding program (including trademarking)

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T.Boult F 2004

College of Innovation: Streamlining and cost reductions

Streamlining:• 1 dean, 2 associate deans• No departments, no extra pay for chairs (EAS)• Staff to be distributed probably reduced.• More efficient allocation of teaching so retirements or other

attrition shared overall not in a single department. • Possibly reducing lecturers/honoraria • Removing colleges may allow “program discontinuation”

clauses if that is needed to balance the budget, but doing it with a mission focus.

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T.Boult F 2004

College of Innovation: Cost reductions

Use early retirements to make a reduction in direct costs. Matrix help cover teaching across areas.

Estimate $800K to $1.5K cost reductions are possible from reduced positions.

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T.Boult F 2004

College of Innovation: New opportunities for fund-raising, for-profit, and grants

Some of the foundations that are interested in Business and Engineering programs: Alfred P. Sloan Foundation, Pew Charitable Trust, Apple, Lockheed-Martin, Boeing, IBM, Atmel, 3M, Henry Luce Foundation, The Altus One Fund, American Express, The Joyce Foundation, AT&T Foundation, Bechtel Foundation, Coors, Bill and Melinda Gates Foundation, Intel, Hewlett Packard, Packard Foundation, American Honda Foundation, Deloitte Foundation

Campaign: endowed professorships, endowed fellowships

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T.Boult F 2004

COI: Faculty issues

● Faculty in COI should be able to teach just about any freshman-junior level course of college's BOI program. (If not they are not good role models for innovation, and need to update their skills).

● Faculty in COI responsible for more than just their speciality area, e.g. A “EE” faculty may end up teaching calculus, or a “Marketing” faculty teaching writing, or a “CS” faculty teaching statistics.

● As student population grows or faculty leave, faculty are added to support innovation focus areas, not “service” areas. Even in short term it may help save$

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T.Boult F 2004

COI: Relation to Short/Long term issues

● Can quickly be the leading (only) program of its kind.● New BI/MI programs provides potential for competitive edge

improving both ugrad and graduate draw TO UCCS which may increase income (growing enrolments faster than without them).

● COI provides potential short/long term cost savings ● Improved interaction with community by increasing focus on

innovation and partnering with them for projects. ● Better preparing students for the future where innovation

experience and team skills will be as important than as technical skills.