Innovation Management at the University, Univ. of Aleppo, 4th Nov. 2010
Design of an Integrated Program
on Innovation for Universities
Galal Hassan Galal-Edeen
PhD, MBCS CITP, CT
Professor of information Systems
Cairo University Chair of Innovation
Director, Cairo University Innovation Support Office
Certified Trainer
Cairo University
Galal@acm.org
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A Brief History
 Officially inaugurated on
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21st Dec. 1908 as the
“National University”.
Around 12,500 full time
faculty members.
Around 250,000 students.
20 faculties, 5 researchoriented institutes.
Informally ranked the
top State university in
Egypt.
© Prof. G. H. Galal-Edeen 2010
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Agenda
 Background.
 An overview of curriculum
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design.
The essence of
innovating.
An over-view of
curriculum design.
Innovation skills and
attitudes.
The role of connections,
intersections & collisions.
© Prof. G. H. Galal-Edeen 2010
QuickTime™ and a
decompressor
are needed to see this picture.
Source: G. H. Galal-Edeen, 2002
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A personal background
 BSc in Management Sciences, Computing and
Information Systems stream.
 MSc in Systems Analysis & Design.
 PhD in Information Systems Engineering.
 BA in Architecture.
 MSc in Advanced Architectural Studies.
 Member of a number of professional bodies.
 Teaching full time in the UK for many years.
 Internationally Certified as a Trainer.
© Prof. G. H. Galal-Edeen 2010
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© Prof. G. H. Galal-Edeen 2010
Contacts, variety, dialogue
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The School of Athens by Raphael (1509–1510),
fresco at the Apostolic Palace, Vatican City.
 Intake, output (aim: Theory of the Graduate).
 State objectives (learning outcomes?).
 Knowledge & Understanding.
 Application (professional & practical skills).
 Critical skills & exercising own judgment (intellectual skills).
 Synthetic skills (generating new insights).
 Communication skills (transferable skills)
 Using the available student effort hours, distribute to course
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units.
For each unit, with reference to the programme objectives,
define specific learning outcomes & assessment instruments.
Set QA & Review: External examiners, national review boards,
professional bodies, accrediting bodies, alumni, student
comments etc.
Discuss, debate, document & get approval.
Complete required accreditation documents.
© Prof. G. H. Galal-Edeen 2010
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An Overview of Curriculum Design
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A role for professional bodies
 American Medical Boards.
 The British/ American Bar examinations.
 Royal Institute of British Architects (RIBA)
 RIBA I, RIBA II, RIBA III.
 British Medical Association.
 Commercial Air Pilots’ licensing, also aircraft
maintenance engineers.
 British Computer Society Chartered Professional
status (MBCS ICTP).
 Certified Gas Maintenance (appliances &
connections).
© Prof. G. H. Galal-Edeen 2010
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Market share
Innovation and Market Share
with innovation
with improvement
without improvement
Source: Prof. H. Schnitzer (TU Graz), with permission
© Prof. G. H. Galal-Edeen 2010
time
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Innovation
 Innovation = invention + exploitation model.
 To go to exploitation you need idea/ concept
development.
 Invention is the first step of bringing a good idea to
widespread and effective use.
 For concept development and exploitation
(innovation), you need a business/ economic model.
© Prof. G. H. Galal-Edeen 2010
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Famous inventions
 The vacuum cleaner, or the
“electric suction sweeper” was
invented by J. Murray Spengler;
W.H.Hoover was a leather
goods maker who knew about
marketing and selling.
 The world’s first sewing
machine was produced in 1846
by Elias Howe, from Boston.
 But Isaac Singer had stolen the
patent and built a successful
business from it (he finally had
to pay royalty on all machines
sold).
© Prof. G. H. Galal-Edeen 2010
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What is innovation by R. Branson
 An innovative business is one which
lives and breathes “outside the box”.
It is not just good ideas, it is a
combination of good ideas, motivated
staff and an instinctive understanding
of what your customer wants.
Sir Richard Branson (1998) DTI
Innovation Lecture.
© Prof. G. H. Galal-Edeen 2010
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Incremental vs Radical Innovation
 Incremental innovation: making what
you already do better, e.g. Windows
Vista after XP; improved line-based
telephone lines.
 Radical innovation: Ryan Air,iTunes,
Easy Jet, Garmeen bank, VoIP such as
Skype.
 All human societies today need more
radical innovations!
© Prof. G. H. Galal-Edeen 2010
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Can innovation be taught?
 Innovation is [..] the means by which
[entrepreneurs] exploit change as an opportunity
for a different product or service. It is capable of
being presented as a discipline, capable of being
learned, capable of being practiced”
Peter Drucker (1985) Innovation and
Entrepreneurship, Harper & Row.
© Prof. G. H. Galal-Edeen 2010
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Knowledge & Understanding
 Business planning.
 Marketing and market research.
 Product development.
 Prototype development and testing.
 Basic economic theory.
 Ethnographic research methods.
 Qualitative research and reasoning.
© Prof. G. H. Galal-Edeen 2010
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 Holistic thinking:
 The electric light bulb: only good if there was widely available
power supply!
 The challenge is NOT the invention, but in making them work
technically and commercially; growing them into practical use.
 Eclectic mentality:
 All disciplines are potentially relevant.
 Interaction skills:
 Innovation is interactive: technology push (R&D) and demand pull.
Understand the problem and its actors.
 Recognize the ideas of others
 Experimental attitudes.
 Failure is acceptable.
 Everyone can contribute:
 Away from patriarchal attitudes.
© Prof. G. H. Galal-Edeen 2010
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Intellectual & Practical Innovation
skills
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Must consider the ecosystem
 The student time model.
36/40 weeks per year
40-45 hours per week.
1500-1800 hours per year.
In one academic year: 60 credits measure the workload of a
full-time student.
 Each credit point stands for around 25 to 30 working hours.
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 Away from ‘rote’ learning.
 Reward novel, creative thinking even if you
disagree. Give formal credits/ Diplomas?
 Library and other search facilities.
 Interaction space.
© Prof. G. H. Galal-Edeen 2010
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The physical space
 Space to generate greater interaction.
 Increasing opportunities for,
collaboration and chance encounter.
 Consider space:
Coffee!
© Prof. G. H. Galal-Edeen 2010
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 Mentoring and coaching.
 Reward and motivation.
 The ecosystem.
 Physical environment.
 Team building.
 Organizational climate.
 Training and development
© Prof. G. H. Galal-Edeen 2010
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A space for innovation
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Insights (Henderson & Clark 1990)
 Innovation rarely deals with
a single technology or
market.
 It deals with a bundle of
knowledge, brought together
into a configuration.
 Innovation requires getting
hold of and use of knowledge
about components and how
these are put together - the
architecture of an
innovation.
 Diversity, wealth and
innovation are all connected.
© Prof. G. H. Galal-Edeen 2010
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Design-Anthropological
Innovation Model
Studies of
Concept Development
Everyday Practice
Innovation
User Participation
© Prof. G. H. Galal-Edeen 2010
Adapted from an illustration by E. Brandt:
“The Danish Center for Design Research”
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J. Barker: Innovation at the Verge
 We must learn how to
combine ideas with the
ideas of others as we meet
at the verge.
 The verge is where
something and something
different meet.
 Differences come together
to create new ideas, new
combinations of elements
&partnerships.
 A huge potential to spawn
innovations:
 Between disciplines;
industries, professions
and eco-systems.
© Prof. G. H. Galal-Edeen 2010
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© Prof. G. H. Galal-Edeen 2010
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D. Schön: Epistemology of
Practice
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Supporting measures
 Provide training: how does innovation
happen at the individual & small group
level?
 Provide networking spaces: industry
liaison, alumni.
 Help spread awareness among staff
and students: how innovation happens,
possible curricular support, etc.
© Prof. G. H. Galal-Edeen 2010
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The biggest hurdle!
 Academics who think in traditional
ways and refuse to see the eclectic,
multidisciplinary nature of Innovation.
 Must train and prepare the teachers
with the relevant skills and attitudes.
 Keep trying to change them!
© Prof. G. H. Galal-Edeen 2010
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Elements of Innovation Support
Strategy
Int.: comms & seminars
Awareness & Trust
Ext.: seminar & strong prec.
Int.: Staff & Student training
Strategy
Skilling & Training
Ext.: External training
Streamlining & K Man
Sustainability
© Prof. G. H. Galal-Edeen 2010
Web site & materials
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Web site: innovate.cu.edu.eg
Thank you.
© Prof. G. H. Galal-Edeen 2010
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