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CREATING THE ENTREPRENEURIAL UNIVERSITY

CREATING THE ENTREPRENEURIAL UNIVERSITY. Professor David A. Kirby University of Surrey D.Kirby@surrey.ac.uk May 2004. Why?. Knowledge-based Economy Catalyst for Economic & Social Development Universities Government Research Establishments Rapidly changing environment

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CREATING THE ENTREPRENEURIAL UNIVERSITY

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  1. CREATING THE ENTREPRENEURIAL UNIVERSITY Professor David A. Kirby University of Surrey D.Kirby@surrey.ac.uk May 2004

  2. Why? • Knowledge-based Economy • Catalyst for Economic & Social Development • Universities • Government Research Establishments • Rapidly changing environment • Organisations need to be more flexible • Graduates need to be more entrepreneurial • Reduce dependency on the State • Commercialise intellectual property

  3. What is the problem? • Little entrepreneurial drive • Nature of large organisations • Impersonal • Hierarchical • Need for control • Corporate culture • Short-termism • Inappropriate compensation methods • Shortage of entrepreneurial talent • Academics as entrepreneurs

  4. What can be done? • Funding Initiatives – UC/HEIF, etc • Some Success but • Limited Impact • Short-term/Not permanent • Learn from Theory • Cognitive Models of Entrepreneurial Behaviour • Attitude Models • Achievement Models • Theory of Intrapreneurship

  5. Cognitive Models • Individuals will be entrepreneurial if:- • the organisation has favourable attitudes towards such an objective • There is support • They believe • They have the ability to do it (self efficacy) • It is intrinsically rewarding • Most academics don’t • Need to create these conditions

  6. Theory of Intrapreneurship • Change the Organisation • Commit the organisation • Determine the Corporate Model • Develop the Culture

  7. Change the Organisation • Organisation needs to • Recognise itself as a business • Not dependent on the State • Respond to market changes • Customer not Product driven • Revel in change • Does not resist it • Realise the potential of its staff • Empower rather than control

  8. Commit the Organisation • Needs to be “top down” • Senior management need to • Be committed • Act as role models • Support and facilitate • Can be “bottom up” but… • Slower • Dangerous

  9. Determine the Corporate Model • Organic/Cellular Structure • Flexible • Relatively easy • Schools/Departments • New Product Group/subsidiary • Not perceived as core activity • Corporate Venture arm • Ditto

  10. Develop the Culture (1) • Identify Intrapreneurial talent • Self-selection • No “handoffs” • The doer decides • Corporate slack • Need time to “play” • End the “home run philosophy” • Tolerate risk, failure and mistakes

  11. Develop the Culture (2) • Patient money • It will take time to get returns • Freedom from turfiness • Involve everyone • Cross-functional teams • Break down single disciplinary silos • Multiple options • No one single answer • Reward Intrapreneurs • Monetary (IP policy) • Non-monetary

  12. CONCLUSION • “Initiatives” not enough • Need more than money • Need to • Change the organisation • Aims • Structure • Culture • Harness and support entrepreneurial capability • Celebrate achievements • Reward Intrapreneurs

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