Entrepreneurial Orientation of Higher Education in Sri Lanka Annual Sessions of PGS - University of Colombo 12 Oct 2013 CHANDRA EMBULDENIYA FOUNDER, VICE CHANCELLOR 2004-2011 UVA WELLASSA UNIVERSITY OF SRI LANKA 2 CONTENTS • Entrepreneurial Orientation of Higher Education in Sri Lanka Situation In Sri Lanka’s Universities What we need to change Strategic Choice Learning & Growth Internal Processes Value Proposition Fiduciary Responsibility Overall Strategy Map Education Trends Develop strategic management system, consensus, link to individual performance Focus on the next ten years, review each year Identify performance drivers for intangibles such as organization culture, team, leadership, information capital, human capital, relationships, image 3 Higher Education through State Sector of Sri Lanka in Competitive Knowledge Economy – Walk the Talk Develop research portfolio with emerging technologies and consider IPR always before publishing Take major initiatives to link private sector, even if those are not local businesses Develop skills through the curriculum Breakdown silos, create interdisciplinary programs, facilitate through physical infrastructure A ROAD MAP PRESENTED AT THE COLOMBO UNIVERSITY SYMPOSIUM BY CHANDRA EMBULDENIYA A Broad Overview Of a University Enterprise 4 Research, Innovations Teaching, Skills, Mentoring Social Responsibility A Sample of Activities in an Academic Enterprise R&D Consultancy Tailored learning and skills Short courses / events/ seminars Workplace learning & skills development Equipment and Facilities Knowledge Transfer Partnerships Knowledgebased activity Technology Transfer & Licensing Enterprise development & Business creation Projects (social enterprise, SME’s, regeneration etc.) Research, Evaluation & Market Intelligence Networks & clubs Raise Image/profile 5 Strategic Statement Sri Lankan Universities to become a powerhouse for producing exceedingly competent graduates for value addition to the corporate sector and the economy 6 7 Situation today in universities Tension & Stress Due to Academic Environment Deteriorated Ragging Situation in Sri Lanka’s Scientific Affairs COMPANIES WORK IN ISOLATION ON PRODUCTS WITHOUT R&D SUPPORT FROM RESEARCH INSTITUTIONS HIGH COST OF INPUTS COMING FROM OVERSEAS RAISING COL LOW LEVEL OF KNOWLEDGE AND TECHNOLOGY CREATION AND VALUE ADDITION IN SRI LANKA UNIVERSITIES WORK IN ISOLATION WITHOUT UNDERSTANDING MARKET NEEDS RESEARCH INSTITUTES WORK IN ISOLATION ON PROJECTS WITHOUT UNDERSTANDING FUTURISTIC MARKET NEEDS 8 How Did We Get Here? Indifference/ Inaction of Universities (hard working MOHE) Students being used for revolutionary politics Indifference of lecturers Failing administration including funding Indifference of the private sector Universities becoming islands without law and order Absence of competition on Higher Education 9 10 Market orientation Matching our graduates with expectations of stakeholders Create Value to Stakeholders for Success Stakeholders •Students •Employers •Parents •Employees •Society •Government Sri Lanka as a Dynamic Global Hub – Five Hub Concept 11 Society Demands Reforms There is tremendous pressure for change (What should change?) What is the model (a century ago we planted the silo based Ox-Bridge model) How to we manage change without disrupting ongoing education activities 12 We continue to live in the industrial age… Industrial Age Remnants working in functional silos, arms length transactions with customers, low cost standardized products and services, protected domestic markets, perceived long product life cycles, white collar manager and blue collar workers traditional financial accounting 13 Main Philosophical Issue Today Bring about the change towards entrepreneurial orientation within a silo based conventional university!! • Imaginative use of knowledge • Within scholarly approaches • Imparting the skills needed 14 How to Design Entrepreneurial Model and the Implications of Wider Ideation – (Allan Gibb) Link of University strategy to future student ‘Life World’ Stronger personal development contract with student Many cross-disciplinary teaching/research/centres Substantive focus on societal problems/futures University status by innovation and stakeholder partnership Departmental evaluation through wider stakeholder eyes University as a wider porous learning organisation Professors of practice/ adjunct/ visiting Personnel rewards for R and D and stakeholder reputation University earns its autonomy 15 How do we define Entrepreneurship Mindsets, values, ways of doing things and associated behaviors, skills and attributes, in different knowledge contexts, applied individually and collectively to equip individuals and organizations, of all kinds to cope with, enjoy (and indeed create, through innovation) high levels of uncertainty and complexity as a means of personal fulfilment adjoined to the capacity to create, develop, redesign and work effectively in organizations to take advantage of new opportunities in a globalized world 16 knowledge economy processes cross functional business processes closer relationships for creating greater value to customers integrated raw material supply production and delivery based on customer orders customized services and products even for small orders without loading additional costs catering to global customers with equal sensitivity as for the domestic customers knowledge workers new strategic management tools 17 UNCERTAIN RISKY MOVING UP VALUE CHAIN 3 4 INTANGIBLE KNOWLEDGE ECONOMY INNOVATIONS (SCIENTISTS, PROFESSIONALS) (ICT) SIMPLE COMPLEX (BASIC AGRICULTURE and) INDUSTRIAL AGE 1 TANGIBLE CERTAIN EFFICIENCY & PRODUCTIVITY (SERVICES, APPAREL) 2 SECURE 18 Wider Participation in Change 19 Entrepreneurship applied to wide range of contexts Enterprise programmes across the university Owned by departments/UNIVERSITY & FACULTY Wide range of pedagogy designed to simulate the ‘way of life’ and ‘ways of doing’ Entrepreneurial university design High leverage of private sector funding Close links to community of practice Engagement with and status to entrepreneurs Open doors to IP / IP registrations Strong support for ‘utility and commercialization’ of knowledge Stronger job orientation Equity/venture engagement The Difference Between Business Schools and Entrepreneurial Universities (Prof Allan Gibb) 20 The essential components of graduate employability 21 Employability Self-esteem Self-efficacy Self-confidence Reflection and Evaluation Career Development Learning Experience (Work & Life) Dacre Pool & Sewell (2007) Degree Subject Knowledge, Understanding & Skills Generic Skills Emotional Intelligence VALUE PROPOSITION UNIVERSITY TO STUDENT 22 STUDENT TO EMPLOYER Interpersonal and Team play, University together with Students, 23 UNIVERSITY TO STUDENT STUDENT TO EMPLOYER VALUE PROPOSITION KNOWLEDGE & SKILLS RELATIONSHIP IMAGE INTERNAL PROCESSES ACACEMIC PROCESS Course Committee Driven • Course Director Headed • Follow University Act • Learning outcomes • Continuous Assessment • 80% attendance • 60:40 = continuous : R&D PROCESS Research Director Driven • Research Teams • Individual Champions • Value addition ADMIN PROCESS Operations driven for success • No unproductive jobs • Core business within • Outsource Services from specialist providers Learning & growth 24 25 Missing link Productivity Reduce Cost Transparen cy Maximize Asset Utilization Breaking Silos Postgradua te Long Term Fiduciary Responsibility Revenue Expansion Extension ASL Growth Customer Value Enterprise Undergrad Programs Research Learning & Growth Human Capital Information Capital Organization Capital Internal Processes Academic Custome r Value Knowledge, R&D & Skills Productivity R&D Relationships Admin Legal & Commercializin g Long Term Fiduciary Responsibili ty fulfill our mission Growth Image STRATEGY MAP HIGHER EDUCATION Research on National Goals for Economic Value Addition Technology for reducing national energy bill by 40% value addition to tea and agricultural resources value addition to animal and aquatic products transforming world’s best mineral resources • through development of ethanol fuels, bio fuels, engines running on alternative energy sources, solar cells ,nano technology applications, renewable sources • through tea based products, rubber, coconut, spices, rice, herbs as value added products • Value addition to dairy products, Aquatic, Inland Fisheries and other • water, graphite, apatite, mineral sands and gems into higher value 27 Leaders and Leadership No organization can rise above the quality of its leadership. Leadership is a position that must be earned day in and day out. Effective leaders are first and foremost effective people. Personal Traits of Leaders are important (personality, qualities, character, behavior, individuality) Personal ethics (principles, morals, beliefs, values) can't be separated from professional ethics. Therefore, the character of the leader is essential 28 Higher education trends in the world 29 World class universities are demolishing silos • Stanford has created dozens of new multidisciplinary centres and programs. Changed curricula, Changing the architecture of new buildings in order to promote teamwork and cross fertilization. • Arizona State University doing away with traditional departments. Started custom building trans-disciplinary institutes cutting through the silos built on disciplines. Moving away from specialized academic training and toward more integrated approaches to complex, real life problems and drive economic and technological progress. • King Abdullah University of Science and Technology with $10billion endowment demolish silo based segregation by totally eliminating all academic departments. • Olin College of Engineering, Massachusetts abolished academic departments and tenures for professors. As such professors will come on contracts and will be retained as long as they keep responding to the market needs with multidisciplinary work. • Dublin City University has got a mandate to give boost to the Irish knowledge economy Harvard trying to catch up with MIT 30 2012 November, Harvard opened new $20 million Innovation Lab (I-Lab) for tech entrepreneurship. • to bring together the world’s best and brightest young entrepreneurs, to nurture them in a stimulating and collaborative environment, and to help them transform their ideas into real-world businesses. • Mark Zuckerberg and Bill Gates, are two alumnus but they dropped out of Harvard to transform their world-changing ideas into reality. • Harvard is quarter-century late to the world of tech entrepreneurship, and it’s not leading the charge, wanting to catchup to its rival, MIT. • Harvard I-Lab is actually a derivative enterprise, based on the Martin Trust Center for MIT Entrepreneurship, How MIT Became the World no 1 (QS rank) 31 Since 1990 MIT has been nurturing tech entrepreneurs • MIT's culture of high-tech entrepreneurship produced an astonishing number of startups. • MIT graduates started more than 5,800 companies 2000-2006 • Produced 179 patents more than any other single university in the world in 2011. • MIT’s entrepreneurial impact is $ 2 trillion, 2009 study of the Trust Center, • Those companies are the equivalent of the 11th-largest economy in the world. • Aug 2013, Forbes named MIT the second-most-entrepreneurial US college. • Aug 2013 Newsweek’s named MIT the nation’s most affordable US college • Sep 2013 MIT QS, moved MIT above Harvard named it the best in the world. Integrating Approaches to Value Addition Universities have many silos preventing integrated approaches to value addition with the industry (Faculties and Departments) •Most Sri Lankan universities have remained aloof to the needs of industry or society •e.g. Tea Rubber and Coconut remain at primary level since universities have not developed the knowledge economy and value addition 32 Develop strategic management system, consensus, link to individual performance Focus on the next ten years, review each year Identify performance drivers for intangibles such as organization culture, team, leadership, information capital, human capital, relationships, image 33 Entrepreneurial Orientation of Higher Education in Sri Lanka - Annual Sessions of PGS - University of Colombo 12 Oct 2013 Develop research portfolio with emerging technologies and consider IPR always before publishing Take major initiatives to link private sector, even if those are not local businesses Develop skills through the curriculum Breakdown silos, create interdisciplinary programs, facilitate through physical infrastructure A ROAD MAP PRESENTED AT THE COLOMBO UNIVERSITY POST GRADUATE SCHOOL ANNUAL SESSIONS 34 THANK YOU chandra.embuldeniya@gmail.com +94717485636