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The Noble Art of Academic Enterprise - Support for Research, Development, and Innovation

This article explores the role of government and business in creating an enterprising university, the importance of virtuous knowledge sharing, Europe funding, and the UPBEAT tool for developing enterprising academics and teams.

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The Noble Art of Academic Enterprise - Support for Research, Development, and Innovation

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  1. The Noble Art of Academic Enterprise - Support for Research, Development and Innovation • The Role of Government and Business • Reach-Out = Creating an Enterprising University • Virtuous Knowledge Sharing • Europe Funding and Lisbon, • UPBEAT – a Good Practice Tool for Developing Enterprising Academics & Teams • Working Together – Balanced Learning Eur Ing Professor James A Powell OBE DSc Pro Vice Chancellor - Enterprise and Regional Affairs HEFCE’s Business and Community Committee

  2. Salford >> early Enterprising University • Brilliant interfaces with the “Real World” • Listens - Meets needs >> ‘Can Do’ • Over 90% graduate employment • Most 5* researchers in NW • Only 6* in Built & Human Environment • Does more R&D per research £ than others • Attracts innovative, creative & great staff • Business Services, Business Park, Spin Outs and Traditional Tech Trans But by 1990s >> Huge £ Losses >>Needed to move on >> the Global Knowledge Economy - Lisbon

  3. Reason/Logic/Systems/Processes Intuition/Daring/Acumen ACADEMIC ENTERPRISE = Design > Develop > Implement > Evaluate ACADEMIC OPPORTUNITIES BEYOND MEANS CURRENTLY EMPLOYED

  4. Government encouraging Applicable Enterprise University Business:Community

  5. Engage ALL – new Breadth ofUniversity-Business-Community Programmes Envisaged Socially Inclusive Wealth Creation Community Enterprises Civil Services Public Sector Voluntary Services Fullest Diversity of Enterprising Reach-out Imaginable Volunteering Supporting SMEs Cultural Industries Developing Knowledge Networks Conventional Commercial, Spin-Outs, Licensing etc Creative Industries Unity and Excellence in Diversity >> High Impact across University

  6. Æ = Core University RoleEncourages, Nurtures, Supports,Champions, Coordinates, and Helps all its Staff: • Exploit the Applications of the NEW • Knowledge, Skills, Methodologies & Approaches • Materials, Products and Systems • Processes • Policy and Strategy • Develop projects which creatively involve external stakeholders from business and the community • Harnessing the Undoubted Skills of our Staff and our leading edge Facilities

  7. Enriching University Life & Values >But Reflect Real World Demands Making Æ a Noble Academic Activity –Champions & Creative Leaders Look where everyone is looking: See what no one else can see: Do what no one else is Doing Socially Inclusive Wealth Creation University promoting a civilised society – wider social & cultural rewards Marshal Resources to Pursue Opportunities beyond means available Develop a New Ways of Academic Working for Mutual Benefit with Business & the Community

  8. NOT Just BUT Linear Knowledge Transfer Two Way Exchange >> Iterative & Continuous Knowledge Sharing or Virtuous Knowledge Sharing Imaginative Generation of ‘Knowledge’ & ‘Know How’, with Partners Continuous Improvement in Technology Use & Enterprise Processes Formative and Summative Evaluation>> Feed Forward for Continuous Improvement Imaginative, Trans-disciplinary & Practice based R&D Mutual Coaching and Support toEnable Elegant and Sustainable Improvement Processes

  9. Financial Progress of AE £000s Year 2000 2001 2002 2003 2004 2005

  10. UPBEAT’s ‘Enterprising Academic’ Model Focus on University Staff Development: Effective Human Resources >> Roles + Skills:

  11. Foresight Enabling Skill Academic Business Acumen Individual Performance Social Networking Intelligence Requirement for Higher Academic Enterprise Roles & Skills The Basic Key Components of Successful new Products and Processes for the Global Knowledge Economy 2. Good Business/ Enterprise Sense 1. Leading Edge Applicable Research & Science 3. Enthusiastic & Capable Individuals willing to learn Enterprising Academic Model

  12. } Capacity Building +Associated Metrics } Delivery, Recognition & Success Metrics Levels of Successful Academic Enterprise Engagement 6 incremental Levels – Quality/Density: • Awareness and Recognition • Capability Building • Developed Professional Competence (uni-disciplinary) • Mastery (trans-disciplinary) • Creative Leadership • Sustained Global Excellence and Stewardship Higher the level of Engagement = Greater its Overall Success

  13. Adding Value for Integrated Communities of Academic Enterprise Practice • 23 4 5 6 • Quality of Engagement Social Networking Intelligence Academic Business Acumen Individual Performance Foresight Enabling Skill

  14. multimedia resources

  15. Salford Innovation Park a Catalyst for Regeneration • A place where University Colleagues meet and be INNOVATIVE with local SMEs, Residents, local Schools and the College • Balance of Quality Physical and Virtual Learning Environments • Flexible, Social and Experiential Spaces properly Networked • Sensitive and Motivating Educators Coaches, Enablers and Facilitator

  16. E-mail: j.a.powell@salford.ac.uk Thank you for Listening+ Invitation to Work Together = Coincidence of purpose

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