Upload
branden-harper
View
220
Download
1
Tags:
Embed Size (px)
Citation preview
Thomas AnderssonPresident
Jönköping University
Tartu, October 3rd 2007
The Entrepreneurial University
Jönköping University 2004 09 12
Key advantages
• Foundation university with high autonomy
• Unique organisational and governance structure
• Dedication to specialisation and prioritization
• Strategic partnerships, locally and globally
• Internationalisation• Strong integration with Science
Park and Business Development
11%
42%
23%
13%
10% 11%
8 16 10%
25
60
32%
22
33
28%
1619
20%
168Latin America
North America
Europe
Asia Pacific
Rest of the World
Source: Euromonitor
Total student enrollment in higher education worldwide (1995, 2005)
1995 2005 1995 2005
Number of Students (millions) % of students
79 m
illion
143 m
illion
58242
57172
329205
6918
318
2
211
63
5
207
78
8313
32
9
191
104
42
10
16787
54
20
78
37
US
Europe
Asia
Rest oftheworld
Source: The Times Higher Education Supplement; Shanghai Jiao Tong Academic Rankings of World Universities
Worldwide University Rankings
Top 10 Top 50 Top 200 Top 10 Top 50 Top 200 Top 500
Ranking #1: Times higher education (world university rankings, 2006)
Ranking #2: Shanghai Jiao Tong University (academic ranking of world universities, 2006)
Top 10 Top 50 Top 200 Top 500
Ranking #3: Webometrics Ranking of World Universities (2007)
Scientific publications in internationally acknowledged journals, 2000–2001
R&D expenditure in relation to GDP 2003
Number of Patents per million of inhabitants, 2003
High-tech venture capital as a percentage of total venture capital investment, 2000-2003
Female and male entrepreneurial activity
Shifting Leadership in Innovation
Before 1914 1919-1939 since WWII Today
autonomousentrepreneurship
large firms take the leadership
old-product-specializedMNEs capable of renewal(incremental innovations)
High levels of outward FDI(Sweden ranks on the 8th place)
brain mobility among competing firms(experience exchanges)
industrial renewal through start-ups andinnovation-drivenSMEs
Low levels ofentrepreneurialactivity and newlyestablished firms
Universities tailored To working with bigFirms
Weak industrial Research institutes
Public procurements as a toolfor innovation(large firms are the main beneficiaries)
Dominance by a few families created by the existence of A- and B-shares(A-shares imply voting power, B-shares only give dividends to the investor)
Abandoning the linear model
Source: IKED
Lack of seed funding
Science Developm. Launching Expansion Established technology
Public PrivateGap
Diversified roles in funding
Source: Business Angel Networks
The Economic Evolution towards the Networked Society
Product
Data
Competition
50’s – 70’s
Coopetition
Ecosystems
Ubiquitous
Today?
Cooperation
Solution
Information
70’s – 90’s
Knowledge
Innovation
Collaboration
90’s – 2000’s
Empowering and Ubiquitous …
around us: cars, toys, home automation …
on us: watches, clothing …
between us, who is who, can know and rely on what was done
in us: RFID tags for health care and automatic payment …
… not using technology for technology’s sake!
Internet.
Government, Business and Academia, interface and distinct roles: the collaborative circle
Government
Digital Divide-Age-Region
Academ
ics
ContentsEducationIncubationB
usin
ess
TechnologyProductsMarket
Legislate - Protecting privacy - Security
Digital Divide - Age - Region
Higher Education: Issues
• Governance and regulations hinder adjustment and specialisation
• The distribution of funds is still traditional, ”planned economy”, or ”uni-dimensional”
• Career paths for researchers are still primarily standardized and traditional
• Few avenues for increased experimentation • Big step forward in acceptance of new ways of
working, but still limited results (e.g., science parks and collaboration, framework conditions operate against innovation - entrepreneurship linkage)
R&D in the OECD and non-OECD area, GERD in million USD, 2003
Source: OECD STI Scoreboard 2005
THE HIGHER
EDUCATION UNIVERSE
PHE1
PHE2
PHE3
PHEx
PHEy
PHEz
HE1
HE2
HE3
HE4
HE5
HE6
HE1
HE2
HE3
HE4
HE5
HE6
Country A
Country N
• In the current decade, education industry is one of the most In the current decade, education industry is one of the most dynamic business areas.dynamic business areas.
• 40% increase in student numbers in tertiary education. 40% increase in student numbers in tertiary education.
• Non-traditional working adult students are becoming more Non-traditional working adult students are becoming more important.important.
• The explosion of online distance education enables organisations The explosion of online distance education enables organisations to foster anytime/anywhere learning.to foster anytime/anywhere learning.
• Students choosing to study and live abroad are increasing rapidly. Students choosing to study and live abroad are increasing rapidly. Across OECD, 1.3 million foreign students, 44% from Asia and 31% Across OECD, 1.3 million foreign students, 44% from Asia and 31% from Europe. from Europe.
• Although education remains mainly publically funded, private Although education remains mainly publically funded, private spending is becoming increasingly important and now accounts, spending is becoming increasingly important and now accounts, on average, for 9 per cent of initial educational fundson average, for 9 per cent of initial educational funds..
• Education about enterpriseEducation about enterprise
• Awareness creationAwareness creation
• Education for enterpriseEducation for enterprise
• Preparation of aspiring entrepreneursPreparation of aspiring entrepreneurs
• Education in enterpriseEducation in enterprise
• Management training for established Management training for established entrepreneursentrepreneurs
• Developing an individual’s capacity to Developing an individual’s capacity to recognise and pursue new opportunities.recognise and pursue new opportunities.
• Business to Business in Reality - Education Business to Business in Reality - Education by business projects.by business projects.
• Students combine the theoretical part of Students combine the theoretical part of their qualification with business projects. their qualification with business projects.
• A business-projects portfolio feeds the A business-projects portfolio feeds the training process, and students are involved training process, and students are involved in it through a programme for international in it through a programme for international placements.placements.
Educational Activities in Entrepreneurial Capacity
MOTIVATIONSMOTIVATIONS The students’ capacity to think for The students’ capacity to think for
themselves.themselves. The students’ self-confidence.The students’ self-confidence. The students’ sense of autonomy, The students’ sense of autonomy,
independence and risk-taking.independence and risk-taking. The students’ emotional experiences.The students’ emotional experiences.
Educational Environment Business EnvironmentBusiness Environment
Formal lectures
Action learning
• Experiences in new business creation• Hands-on guidance• Counselling• Zero and seed funds•Commercialisation
• Incubators•Science Parks
EX
PE
RIM
EN
TA
L L
AB
S
IncubationIncubation
NETWORKEDSPIN-OFFS
Students participate to action learning teams by leveragingon repositories of perceived entrepreneurial opportunities.
• PERCEPTION OF THE SIGNIFICANCE AND NATURE OF EVENTS BEFORE THEY HAVE OCCURRED.• MARKET-FOCUSED TECHNOLOGY AUDIT OF ACADEMIC RESEARCH IN ORDER TO EXPLOIT ENTREPRENEURIAL OPPORTUNITIES FROM RESEARCH FINDINGS.• TIME-TO MARKET, WHICH MEANS ADDRESSING THE RIGHT WINDOW OF OPPORTUNITY.
Marketing foresightMarketing foresight
INTENTAC
Science Park Jönköping
Business Lab
Objective: To support idea generation, product and business idea development for individuals, companies, and organizations
Area: Start up
A networking environment between the university and the corporate sector for idea generating activities and projects
Business Incubator
Objective:To support the commercialization and development of new businesses
Area: Development
Development through business developing services and projects
Business Growth
Objective:To support continuous growth and development of technology- and knowledge intensive companies
Area: Growth
Development through networking and clusters
Creativework forces
Innovation Entrepreneurship
Knowledgestructures
Human amenities
Governanceset-up
• brain circulation
• brain waves• business labs
• incubators
• education in and for transnational entrepreneurship
• communitiesof knowledgepractice
• space for spontaneous socialization
• stakeholdersand shareholdersengagement
• driving forcesfor public and private sectorR&D
• intra- and entre-preneurshipeducation of thescience park’s core staff
• brain retention & attraction
Needed: Framework for tracking S&T parks – Compass Rose and Compass Needles