Everyone of us is
both a student and
a teacher
We are at our best when we
teach ourselves what we need to
learn
The One Minute Teacher
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Introduction
•Dynamic
•Flexible
•Self regulating
•Sensing changes and
acting upon these
Develop
Cognitive
Adaptability
Effectuation is the
tool
•Lemonade principle
•Bird-in-hand principle
Mapping of
Resources/Assets
Identification
& Evaluation
of
Opportunities
Develop the
Plan
Resources
Required
Management
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Faculty
 Consulting Assignment
 Lead Role in industrial/ Marketing/Research
Surveys
 Training Programs

Students
 Could be used as resources for conducting
Surveys/ Market/Industrial Research
 Can prove as good will ambassador of the
University

Good Will/ Reputation
 Taking market oriented business, based in the
area of expertise could be much easier e.g. AKU
Pathological labs, IIU School Systems, Zia Ud Din
Medical Hospital, LUMS training programs

Land
 A scarce resource Needed to be dealt in an
appropriate fashion
 Farming e.g. Pir Mehr Ali Shah
 IT-Parks - The Technology Park Malaysia (TPM),
inaugurated in 1996, covers 120 acres and involves a
state investment of US$80 million and is surrounded
by five universities. Proposal at one so to be
established at FAST-NU
 Could be utilized to establish industrial Parks etc e.g
Texas University

Buildings
 Could be utilised for conferences, functions,
industrial exhibitions etc.
 Building could be re-designed with corporate help
promoting CSR
 Co-Branding ;Salman-Dawood Business School,
Said Business School, Keneddy School of
Government

Vehicles
 Can be managed on commercial bases e.g. GIFT
University
 Co-Branding against cost of maintenance

Charter
 Gives you the right to develop Human Resources
in whatever field you want.
 Market oriented new programs
 Start twinning arrangements
 Admit, Train, Export by having agreements in
advance e.g. Nursing Associations exams etc

Alumni
 Register & Activate their network
 Motivate them to donate.
 Ask help in generating business in the market

External Environment
 Chaos
 Law & Order situation
 Mismanagement
 Illiteracy
 Backward & Forward integration

Local Produce
• Ensuring there is a clear understanding as to
the issue to be addressed, how it will be addressed, within what
timeframe, and at what cost
• Establishing (and maintaining) a clear communication vehicle
(status calls /
monthly meetings, etc.)
• Driving the activity to completion (vs. letting the activity lag due to
lack of focus)
• Bringing in other disciplines / institutions to address the issue
• Offering to help disseminate results upward within the organization
• Delivering results in a format compatible with the organization
• Giving organizational-specific examples of
how the results impact the organization
• Over delivering by answering an extension to the original question
• Taking the money and running
• Sharing results with the payers' competitors
• Hiding from your contact when problems occur
• Being too general, or stating the obvious in the results
• Underestimating the experience and knowledge of
your contact
• Having all the answers
• Not knowing how the results are to be used … and with
whom
• Delivering results:
without offering to formally present and discuss,
without opportunity for questioning, and
without an offer for follow-on involvement
Do you comfortably have the ability to deliver
results in the requested timeframe?
• Does the Consultant/researcher or
Research/Business Center have the
“knowledge fit” with existing company /
industry needs?
• Does the researcher/Consultant or
Research/Business Center have linkages with
other disciplines / geographies to help fully
address the issue at hand?
Do you truly have the ability to meet the
need(s) for the issue at hand?
• What is the uniqueness of the
Consultant/researcher / Research Center’s
research focus?
• What is the strength and quality of the
consultant/research personnel and
institution?
Do you feel confident you’ll have the opportunity
to develop a meaningful relationship?
Is there a “mental fit” between the
Consultant/researcher / Research Center and the
company / industry contact?
Is the Consultant/researcher or Research
Center compatibility with company / industry
goals?
Will the Consultant/researcher / Research
Center have the ability to personally meet with
the company / industry contact?
Is it important to you (and will you have) the opportunity to see that
your results are used?
• What is the importance of the researcher/consultant or Research
Center to the company / industry making the research request?
• What is the likelihood of the researcher/consultant or Research
Center producing “valued" deliverables?
• What is the likelihood that the consultant/researcher / Research
Center can create new & differentiated knowledge?
• What is the uniqueness of the consultant/researcher / Research
Center’s publication outlets?
• Will the researcher/consultant / Research Center have the
opportunity (given results) to present the results upward?

When dealing with industry:
• Know what your intention and expectations are
• Be clear as to how the results can be used
• Focus on the relationship
• Every interaction is the basis for a long-term
relationship
• Deliver what you promised
• Be certain what’s expected of you
• Don’t be afraid to reach out beyond your own area
of expertise
• Deliver more than asked for … with examples
specific to the company
• Communicate … Communicate … Communicate
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Faculty
Students
Good will/ Reputation
Land
Building
Vehicles
Charter
Alumni
External Environment
Local produce

Reality of Funding
 Donors are Bureaucrats

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Getting Known
Build Alliances
Be Aware
Don’t ignore Anyone

Things to do to maintain a good relationship
 Sending regular summaries of ongoing projects at
timely intervals
 Networking at events
 Ensure new program officers at donor agencies get
handover notes about you, your research, your
organization and the history of your relationship with
them
 Send newly appointed program officers a letter to
welcome them to their post, introduce yourself, say
what you do, what your relationship with the donor
has been and invite the program officer to visit your
organization

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Be patient
Learn by trial and error
Introduce yourself to donor representatives
Donor authority at country level
Listen to donors
Unsolicited approaches