What are the common challenges in entrepreneurship education and how to address them. Three case studies from the US, Mexico and Finland with different approaches to building entrepreneurship capabilities: McGuire Center for Entrepreneurship is a hub of entrepreneurship within the University of Arizona providing education, research and technical support to the students, faculty and wider community. Monterrey Tech (Itesm) is the leading private university in Mexico that was established by business leaders in 1940s and today integrates entrepreneurship in all its activities supporting hitech industry as well as social entrepreneurship. Team Academy is a 3-year entrepreneurship programme that was developed in a small Finnish town in Jyvaskyla to address the rising youth unemployment. There are no classes, not teachers, no simulations.
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How to boost Entrepreneurial UNIVERSITY: lessons from international reviews
1. Educating
Entrepreneurship
Educators
Coneeect is an international network of universities that offers
training courses for academic entrepreneurship teachers to
improve the Entrepreneurship Education across Europe.
www.coneeect.eu
2. This material has been produced for the Coneeect
program. The content is copyright of the author. All
rights reserved. Duplication and distribution of
original documentation is permitted. Any changes to
the original are prohibited. This copyright message
shall not be removed.
Jaana PUUKKA
Strategy Consultant, Founder & President
of Innovation Engage, former OECD analyst
Boosting Entrepreneurial Universities:
lessons from international reviews
22 July 2013
3. Boosting entrepreneurial UNIVERSITIES:
lessons from international reviews
content
1. How can universities support regional growth
and entrepreneurship?
2. What are the constraints and barriers?
3. Three approaches to entrepreneurship education
Three cases and the Reality
4. What are the common issues in education
education?
5. Where are the gaps? And how to address them?
4. Where does the evidence come from?
Jaana.Puukka@innovationengage.com courtesy
to the OECD
2005 - 2007 2010 - 2012
2008 - 2011 Kazan 2007
Between 2005 and 2013 OECD reviewed the role and impact of
Higher Education in 35 cities and regions in 25 countries
5. How were the reviews
conducted?
Self-evaluation / background report owned by
the Regional Steering Committee
Review visit by international experts
Review Report tailored for the city/region
Dissemination of outcomes
Jaana.Puukka@innovationengage.com courtesy to the oecd
6. What is university’s role in regional growth
& entrepreneurship?
University
Skills
Innovation
Society at
large
Capacity
building
Jaana.Puukka@innovationengage.COM
Partnerships
Context
Global, National and Local Context
7. Wroclaw, PL
•Location and first mover advantage
•City investment in knowledge-based
economy
•HE hub
Context
•Ageing, uneven development
•Traditional HE sector
•Lack of focus on equity & relevance
Challenges
•REVISIT the HE management
•DEVELOP a robust evidence base
•ENHANCE HE collaboration
•INTEGRATE entrepreneurship, LLL,
internships in all programmes
What next
City of Wroclaw wants to mobilise HE
system to build a knowledge & cultural
hub in central Europe
Jaana.Puukka@innovationengage.com
8. Victoria, Australia
Jaana.Puukka@innovation.engage.com 8
The tertiary education system
needs to be mobilised to
contribute to more concretely to
Victoria’s “healthy, sustainable
and productive future.”
•Robust economy
•Diverse TE sector and int’l
education hub: strongest export
worth AUD 5 billion
•Investments in Science & Tech
infrastructure
Context
•Rapid population growth, ageing
•Impacts of global warming
•Low skills & skills shortages
•Dependence on int’l students
Challenges
•WIDEN access to TE, increase
attainment levels
•BROADEN innovation concept,
support SMEs & BOOST
entrepreneurship
•ENCOURAGE TE collaboration
What next?
9. Barriers to engagement: results from
OECD review
National Sub-national
Institutional /
HEI-level
Uncoordinated HE, STI
and regional policy
Fragmented regional
governance, weak
leadership
Lack of management
capacity and
entrepreneurial culture
Limits to HEIs’ autonomy
and/or suboptimal
accountability schemes
Intra-regional & inter-
institutional competition
Tensions between
regional engagement &
pursuit for world class
excellence
Limited incentives to HEIs Mutual exclusion of
HEIs/regions from
strategy development &
implementation
Lack of incentives to
individuals
Jaana.Puukka@innovationengage.com
11. Create an entrepreneurial HUB: McGuire
Center for entrepreneurship
A hub of entrepreneurial activity at The University
of Arizona. One of the top centres in US in the field
with a nearly 30-year track record and multiple on-
and off campus audiences.
A limited-enrolment undergraduate degree stream,
an enterpreneurship initiative to all business
students; an entrepreneurship-focused MBA and +
electives and support services.
McGuire identifies and helps transfer technology
and innovations to the market place. It teaches
entrepreneurship to early-career business people,
schools etc. and provides technical assistance on
entrepreneurship activities.
Images credits: Tiimiakatemia
Jaana.Puukka@innovationengage.com
12. McGuire Center for
entrepreneurship, UArizona
MENTORS-IN-
RESIDENCE
TECHNOLOGY
MENTORS
ALTERNATIVE
VALUATION
COMMUNICATION
MENTORS
MOCK LAW FIRM
13. Create an entrepreneurial INSTITUTION:
Monterrey Tech MX
A private university founded by business leaders
(1943): 33 campuses+ 6 academic centres in Latin
America. Supports both high-tech spin offs and
social entrepreneurship.
Mandatory entrepreneurship training since 1985.
Programa Emprendedor, Entrepreneurial diploma,
Bachelor program in business creation and
development, 3 Masters programs through virtual
and class room delivery
Interdisciplinary open innovation spaces in most
study fields. All campuses have business incubators
for for-profit enterprises and ventures that support
social and community development.
Images credits: ITESM
Jaana.Puukka@innovationengage.com
14. Promote resilience, self-reliance, innovation
and ingenuity: team academy, FI
Developed in 1993 in a small town in Finland by a
marketing lecturer of Jyvaskyla University of
Applied Sciences. Worldwide interest: TAs in 8
countries, 6000 users of methodology, 1800 adult
learners, 800 TA alumni, 850 team entrepreneurs
A 3 year program: no classrooms, no lectures, no
exams. In first 2 weeks teams of 20 students start
developing real businesses. Students learn finance,
marketing, leadership & strategy in projects. Half of
the students launch their own business.
Coaching programs for entrepreneurs, team
leaders, managers and teachers. Over 1000 adult
learners graduated with vocational qualifications
accredited by the Finnish National Board of
Education.
Images credits: Tiimiakatemia
Jaana.Puukka@innovationengage.com
16. Gap btw labour market needs & competencies
acquired in HEIS – Graduates’ views (Scale 1-7)
0
1
2
3
4
5
6
Use computers and the
internet
Use time efficiently
Assert your authority
Come up with new ideas
and solutions
Negotiate effectively
Write and speakin a foreign
language
Alertnessto new
opportunities
Coordinate activities
Perform well under pressure
Present products, ideasor
reports
Knowledge of other fields
Make your meaning clear to
others
Mastery of your own field
Question yourown and
others' ideas
Mobilize the capacitiesof
others
Write reports, memosor
documents
Work productively with
others
Rapidly acquire new
knowledge
Analytical thinking
Required Acquired
17. What are the common
issues?
Jaana.Puukka@innovationengage.com
18. Gaps
Lack of strategic
anchoring within
HEIs and HE policy;
limited legitimacy
within HEIs
A lack of system
coherence and a
co-ordination
deficit within and
among HEIs
Weak evidence
base and supply-
driven delivery
Disconnect
between graduate
enterprise,
knowledge transfer
& regional growth
18
Jaana.Puukka@innovationengage.com
19. How to reform
education so that its
supports
entrepreneurship and
regional growth?
JAANA.PUUKKA@INNOVATIONENGAGE.COM
20. reforming
education
• Courses with the local/global needs; ALIGN graduate
enterprise/entrepreneurship training with regional industry
development
Align
• Employability skills, work-based learning, internship, entrepreneurialism in
all curricula
Embed
• Learning pathways from schools to LLL to ensure flexible learning, up-
skilling, re-training and entrepreneurship
Create
• Data about labour market needs. DEVELOP student/graduate tracking and
USE the data strategically.
Develop
• With employers in course design & delivery; CREATE links between
support for graduate enterprise development and business support in the
local area
Co-operate
20
Jaana.Puukka@innovationengage.com
Since 2005, OECD has reviewed over 30 regions in 20+ countries.
During 2005-07, we reviewed 14 regions in 12 countries. This first round had a strong European focus: 9 of the 14 reviews took place in European regions and 5 of them in Nordic countries. There were important gaps, e.g. US was not included in the first round.
During the second round in 2008-11, we reached out to 14 regions in 11 countries.
In line with the OECD enlargement strategy these reviews had a wider reach also to non-member economies (some of which have become OECD members during the review process such as Chile and Israel).
The final review round under the OECD education directorate has reached out to 6 regions: the Free State (South Africa), Sonora (MX), Wroclaw (PL), Antioquia (COL).
Preparations are now under way to ensure that this work can be followed up in OECD LEED with a stronger focus on entrepreneurship, skills and local growth.
The reviews investigate:
The contribution of HEIs’ research to regional innovation
The role of teaching and learning in the development of human capital and skills
The contribution of HEIs to social, cultural and environmental development
The role of HEIs in building regional capacity to act in an increasingly competitive global economy
Key questions
What policies, practices and mechanisms promote mobilisation of higher education for regional and city development? How to make reforms happen?Which brings greater benefits to cities and regions a high performing regionally focused HE system or a single world class university?
The McGuire Center for Entrepreneurship was established in 1984 as one of the first university-based centers for entrepreneurship in the US. The McGuire Entrepreneurship Program is among only a handful of programs in the US that maintains top-tier rankings in both undergraduate and graduate rankings in all major surveys for the last decade.
Ranked No 2 in US among public undergraduate programs and No 4 among public graduate programs (Entrepreneur/Princeton Review, 2012)
MENTORS-IN- RESIDENCE
Experienced entrepreneurs who have been involved in multiple ventures in a variety of roles teach the program’s capstone classes and work with student teams throughout the process in a full-time, on-staff residence capacity.
TECHNOLOGY MENTORS
Technology mentors help teams navigate topics including development, proof of concept and prototype creation.
ALTERNATIVE VALUATION
Alternative valuation mentors assist students in identifying and measuring their innovations’ potential beyond conventional financial and economic measures, taking into consideration benefits to society, environment, etc.
COMMUNICATION MENTORS
Communication mentors help student teams refine their communication skills, to address tailored audiences including the business, academia and potential funding entities.
MOCK LAW FIRM
The Mock Law Firm is an experiential learning environment where law students offer counselling to McGuire teams as they pursue their ventures.
The Entrepreneurship Centre of Excellence of the JAMK University of Applied Sciences in Jyväskylä, Finland. Tiimiakatemia students run their own cooperative businesses and once they have graduated, they embark on a trip around the world with the money made in their businesses during their studies. 200 students, 11 team-companies
1,000,000 EUR total revenue of team-companies
91% of students are employed within 6 months of graduation.
37% of students launch their own business within 6 months of graduation.
47% of students are still entrepreneurs 2 years after graduation.
150 completed projects for various companies.
10% of projects have revenue of over 10,000 EUR.
350,000 EUR of team-company revenues is returned to society as taxes.
LACK OF STRATEGIC ANCOHORING
Not linked to research , academic subjects; strategic development, budget allocation
Funding Incentives enable isolated initiatives.
Each HEI and or department delivers own range of activities and services
Lack of co-ordination, collaboration, sharing of good practice leads to duplication of efforts.
Lack of data on student progress, graduate employment, successes & failures of HEI activities; regional environment
Difficulties to evaluate the outcomes of entrepreneurship policies and HEI practices
UNI Tech transfer model does not generally produce enterprises that grow in the region or regional economic growth.
Lack of ongoing HE-industry relationship to determine what innovations have the best opportunities for adoption and commercialisation; Lack of support for skills to apply process & product innovations
Success measured in terms of external funding rather than sustainability and transformation of regional industry & employment growth.
Training programmes have limited practical orientation
Lack of focus on lifelong learning and flexible ways of delivery (online, mixed mode)
Limited capacity to identify long term labour market needs and trends on a regional basis
Employers & entrepreneurs do not participate in curriculum/course design and delivery
Lack of experiential learning, work-based learning
Lack of robust data about student progress/achievement and labour market outcomes
Education is based on faculty interests and expertise rather than labour market realities
Lack of opportunities for interdisciplinary learning
Mismatch of skills supply and demand