Partnered Innovation with blue chips: Creating collaborative Advantage

1. UVAC 2018 Annual Conference Dr Paula Turner: Head of Management Apprenticeships Dr Dane Anderton: MBA Programme DirectorManchester Metropolitan University Business SchoolDept. Strategy, Enterprise and Sustainability Partnered Innovation with blue chips: Creating collaborative Advantage

2. Triple helix for Apprenticeships • Set of interactions between academia, industry and governments, to foster economic and social development. • Etzkowitz and Leydesdorff argue that the initial role of universities is to provide education to individuals and basic research • Interactions between the government and universities depends on the government’s general relationship to and policy towards higher education • Etzkowitz and Leydesdorff initially argued that the strength of the interactions between governments, industry and university depends on which component is the driving force in the framework. Etzkowitz and Leydesdorff, 1995

3. Partnered Innovation in Degree Apprenticeships Degree Better quality workforce Work ready Commercial awareness Economic development Social development Industry Prof bodies HEI Govnt

4. Apprenticeship Context and Drivers • SME GAP Project MMU – UK apprenticeship context is not stable • Compared to Austria, Germany and Switzerland • Universities vs Media coverage • Employer engagement – exclusive or inclusive? • Employer understanding and managing expectations • Institutional constraints – processes, mind-set, entrepreneurialism • What will the Stakeholders be able to deliver? (Rowe et al, 2016)

5. Intra Intra Research Findings: Enablers with blue chips University Communication A Intra and Inter organisational boundaries Collaboration C B Trust Strategic adaptive capabilities (HEI) Inter

6. External Environment:Partnered Innovation in Degree Apprenticeships The driver is confused and creating fluid context which cannot be challenged easily (Govnt) Strength of connections weaken when communication, trust and collaboration are hindered by context HEI must step up and be agile enough to cope with this dynamism in the helix Partnerships with industry and Prof Bodies much strengthen for CA in lieu of the Govnts position Industry Prof bodies HEI Govnt

7. Insights and Outcomes from Partnered Innovation Cross Faculty working Programme Flexibility Nonstandard entry Blended learning Limiting Bureaucracy Internally Academic Staff Discussion Changing Delivery Model and Mind-set Academic Skills Development Student voice Relationship management Formal Informal Managing expectations with employers Co-created timetables Off the Job Training Plans Support job Ads Manager mentor training Employer AGM Employer engagement Externally Partner Staff as coaches Understanding Talent development plans Supporting companies to use levy

8. Concluding thoughts • Understanding influences beyond curriculum design • Sector learning to innovate in dynamic government policy conditions – better research and cohesion • University setting is a good platform for apprenticeships – can drive this • Strength of relationships to other actors is key (industry and prof bodies)! • Communication – frequent, honest and constructive • Collaboration – expectations and inclusion • Trust – hard to gain, easily lost • Strategic adaptive capability – people, processes and MINDSET) • Do not lose the ‘degree’ – Soft Skill • Curriculum design and delivery co-creation (depends on connections and inclusivity) • Cost / benefit to the organisation – managing this benefit well to increase engagement

9. Survey and Workshop • Please help us by filling in this survey: • UVAC Research Survey • https://mmu.eu.qualtrics.com/jfe/form/SV_0vNPeHudFPcdFul •  Want to know more about Partnered Innovation? • Come to our workshop ….