pune intrapreneurship and innovation in engineering education
DESCRIPTION
This is a revised power point set on intrapreneurship. The practices of selected Fortune 500 have been included. We learn that all well- performing companies delegate needed authority to intrapreneurs. Hence, engineering institutes can adopt this approach. They can risk, and creatively solve the problems. They can train the students.TRANSCRIPT
Webinar on 1st June 3.30- 4.30pm IST
Intrapreneurship and Innovation in Engineering Education
V.Thanikachalam, B.E., M.Tech., Ph.D., M.S., FIE., FIGS
1.6 million Engineering Students and 0.080 million Faculty Members
Growing needs of Engineering Intrapreneurs in India
Plan of Presentation• Intrapreneurs ?• The needs of Indian Students• Entrepreneurs• Policies of Fortune 500 Companies• Problems• Opportunities• Centers• Model• Barriers• Guidelines
Who is an Intrapreneur ?• Coined in 1980 by Gifford
Pinchot , Management Consultant
• According to him:- Intrapreneurs focus on innovation and creativity-They transform an idea into profitable venture - The management has to create an environment where the employees are free to explore ideas
3M• INNOVATION “THOU
SHALT NOT KILL A NEW PRODUCT IDEA”
• RESPECT FOR INDIVIDUAL INITITIVE AND PERSONAL GROWTH
• TOLERANCE FOR HONEST MISTAKES
• PRODUCT QUALITY AND RELIABILITY
CITICORP• AUTONOMY AND
ENTREPRENEURSHIP(VIA DECENTRALIZATION)• MERITOCRACY• AGGRESSIVENESS and
SELF- CONFIDENCE
In Search of Excellence-Tom Peters & Robert H. Waterman Jr. (2003)
• Autonomy and entrepreneurship: Breaking the corporation into small companies and encouraging them to think independently and competitively
• Productivity through people: Creating in all employees the awareness that their best efforts are essential and they will share in the rewards of the company’s success
Who are Faculty Intrapreneurs?• 1-2% of creative faculty members in the engineering institutes
plan innovative projects and programs under external funding agencies and generate income as entrepreneurs using the existing resources and infrastructure
• Bold, creative, highly knowledgeable, risk takers and star performers• Think out of box• Take on a task within the institute to increase the capacity of the institute.
The Needs of Indian Students (Deepak Khazanchi, 2016)
• Applied knowledge/theoretical emphasis: Translate skills into ability to solve practical business or applied research problems
• Critical inquiry: Critical inquiry abilities leading to an ability to evaluate options logically and coherently
• Engage in reflective, independent, and deep thinking• Entrepreneurial thinking: Early thinking of the mind to be open to creativity,
“Imagineering” and innovation in one’s thinking• Academic integrity• Multidisciplinary in addressing real world problems• Cross-disciplinary perspectives• Academic professional ethics
Induction of Students into Intrapreneurship
• Early exposure to analytical thinking to solve the project based problems
• Bringing their talents• Bet on their tech-savvy• Opportunity to use diverse thinking• Plan internship
Quality of EntrepreneursSeek Policies, Technologies, and Applications that Resolve Barrier to Increase Productivity
Learning from the Outstanding Entrepreneur
• Drivers of Innovation within the Institute• Seek to Provide
Solutions to Unique Industry Driven Problems
Entrepreneurs • Have broad vision• Establish organizations to
generate innovative products• Take risks, but within the context
of the environment• Have more directly applicable
skills and competencies for a selected project
• Focus on the project undertaken• Select creative executives and
managers• Encourage them to deliver
outstanding products
Problems of Faculty Intrapreneurs• Non-focused Educational Environment• No-delegation of required authority for project based activities• Additional works beyond the standards/norms• Frequent changes in the project staff• Merging project gains into grants-in-aid• Barriers to submit the bid documents
Opportunities for Undertaking Sponsored Programs and Projects
• Programs under International Development Agencies (IDAs)
• Programs under various Ministries• Programs under AICTE, UGC, DST,
TIFAC & State Governments• Programs under MNCs, & IDAs• Programs under public sector
organizations• Programs under private sector
companies
Centre for Entrepreneurship Development and Incubation (CEDI) of NIT, Trichy• Under Technological Incubation and
Development of Entrepreneurs (TIDE) scheme of Ministry of Communication and Information Technology, GOI
• Offers incubation facility along with finance and mentoring
• Support entrepreneurs• Potential for commercializing innovative ideas in
the areas of ICT• Convert and Transfer Technology Ideas in various
disciplines of Science, Engineering & Technology into Processes, Products and Services, and Technology -Areas:
• Real –time Embedded System
Trichy Regional Engineering College- Science and Technology Entrepreneurship Park (TREC-STEP)
• Mission- Motivate and Inspire Students- Equip them with necessary Skills- Provide necessary Assistance• Objectives- Promote Creative Thinking & Efficient
Work Culture- Develop Communication, Marketing and Management Skills- Identify Viable Business Plans- Secure Finance through Venture
Capitalists
IISC’s Super Wave Technologiesincubated by
Society for Innovation and Development (SID)
Prof. KPJ Reddy, IISC• Sending shock waves into the rock and
creating precise cracks that will open up• A small area of one millionth of a square
meter of high pressure and temperature in a gas or liquid that travels at supersonic speeds
• Causes physical effects when it hits• Controlled Process• Collaborators: ONGC, ISRO, & Parry Agro• Uses: Extracting natural gas• Results in start up company• Opened up new avenues for
commercialization
Prof. G Jagadeesh, IISC• Shock waves would be
useful in transferring genes to a cell, artificially inseminating farm animals, delivering drugs without using needles, drying tea leaves quickly, reducing fungal infections in cotton seeds etc.
Innovation and Entrepreneurship Development Center (IEDC) of IIT Indore• Encourages entrepreneurship
for technology development, economic and social stability for India• Students are in the process of
having their own start-ups• Applying innovations into
practically for the benefit of global citizens
Funding Organizations• CSIR and TIFAC• Department of Science
and Technology (DST)•Ministry of HRD under
IMPRINT ( IMPacting Research INnovation and Technology)
MIT’s Initiatives• Delivering a practical education• Learning by doing• 60 entrepreneurship courses were
offered in 2014-15• Martin Trust Center for MIT
Entrepreneurship• Despande Center for Technology
Innovation• Venture Mentoring Service• Bernard M Gordon-MIT Engineering
Leadership Legatum Centre for Development & Entrepreneurship
• MIT Enterprise Forum
Consulting Club at MIT• Business Discussion Nights- Biweekly discussion of interesting and impacting topics- Volunteer Consulting Group
• Seminar Series- Invited Speakers in a Variety of Industries to Practice Insight in Business
• Case Practice- Weekly, biweekly, monthly practice
• Special Lecture Series- Topics range from introduction to finance• Harvard-MIT Case Competition
Model: Institute supported Intrapreneurs for Innovation
• Support from the Board of Governors• Strong Institute Leadership• Culture to support and reward Intrapreneurs• Support for cross disciplinary and interdisciplinary teams• Nurtures the champions for innovation and development
Ecosystem• Establish a Center for
undertaking Consultancy works and Projects• Support Interdisciplinary
approach connecting various needed departments• Provide adequate
Resources and Technical Support Staff
Values that would Support Intrapreneurs• Appreciation for creativity• Decentralization and empowerment• Encouragement for high quality, co-operation
and collaboration• Empowerment• Facilitation for critical thinking, integrity and
honesty• Trust and freedom with accountability• Institutionalization of professionalism• Transparency• Respect for diversity• Welcoming outstanding team work• Recognition of achievement
Innovation Centers• Exclusive dedicated centers which
combine sponsored projects, research, product development, testing, revising, patenting, executive development, faculty development, mentoring the graduate students and developing capstone projects and practicums
• Foundation for technology transfer• Develop new entrepreneurs• Incubation centers• One stop solution consultancy centers• Commercial Development• Large scale collaboration with the
industries
State of the Art• Mark Gorden recommended the commercialization
of university owned technology• US Senate Task Force emphasized University-
Industry Partnerships through Large Scale Collaborations
• IIT Chennai established an Industrial Park to promote innovation, created physical infrastructure support system for R&D, incubation of entrepreneurial ventures, commercial development and facilitating networking with professional resources
• IIT Mumbai focused on the innovation and established entrepreneurship park
• IIT Kharagpur established Science and Technology Entrepreneurs Park
• IIT Delhi established a Foundation for innovation and technology park
Barriers to Faculty Intrapreneurs• Kezar and Lester (2009) identified the following factors:- Limited professionalism of the faculty members- Discrepancies and water tight departments- Limited training and socialization- Tenure of the faculty- Bureaucratic and hierarchical administrative structures- Clash between academic and administrative structures
Barriers to Faculty Intrapreneurs…• NO Significant
Reward System
• NO Performance
Management• NO Business
Plan
Guidelines for Deepening Department Collaboration
• Hower A. Mark (2012) suggested:- Promote a center of shared leadership and
responsibility for institutional goals- Develop shared vision of the institute- Actively reduce the barriers to collaboration and integrate practices- Create professional development activities
Guidelines …• Develop institutional rewards and
recognition processes that support collaborative practices
• Actively seek to expand the diversity processes that support collaboration and individual practices
• Reflect periodically as an institute of the systems, process and relationships of the faculty members in the projects
Focus of the Institutional Culture on Intrapreneurs (Bergquist and Pawlak, 2008)• Collegial: Developing the values and quality of character of society’s future leaders• Managerial: Commitment to serve underserved population• Developmental: Creation of programs and activities furthering the personal and professional growth• Advocacy- Establishment of equitable and egalitarian policies
for the distribution of resources and benefits in the institution
Focus of the Institutional Culture…• Virtual: Values open, shared, responsive educational system- Connects to global and technological advances of recent
times- Responds to the challenges facing higher educationIncluding economic constraints and declining public supports• Tangible: Finds meaning in roots, its community and its spiritual grounding• Creates a sense of ownershipamong new faculty members onthe ongoing projects
Statewide Governing Boards (Paul Linenfelter, Richard Novak, Richard Legon , 2008)
• Built in connection with business and civic leaders to the higher education public policy dialogs
• Provide permanent forum for higher education policy
• Balance institutional priorities with the public good
• Show willingness to help, lead and support strategic changes
• Engage in system wide and statewide support for institutional planning
Leadership Challenges (Paul Lingerfelter, Richard Novak, Richard Legon, 2008)
• Arise from uneven attraction to Board Member selection process
• Improve the Board’s capacity and performance• Select deserving executives on the basis of their
understanding of institutional vision and performance• Build greater merit into the appointment process• Ensure focus on high performance• Ensure needed delegation to intraprenuers
Needed Improvements from the Board• Establish a standing committee on industrial
collaborations• Generate goals and objectives for consultancy
projects, innovations, & sponsored projects,• Encourage to plan and implement interdisciplinary
projects• Encourage internal revenue/fund generation
through sponsored research and development projects
• Encourage intrapreneurs• Empower them• Establish consultancy centers and extensions
centers in the industrial corridors and hubs• Encourage consultancy center activities
Selection ProcessSelect deserving faculty members on the basis of their understanding of institute’s core values, vision, mission and goals
Management of Projects• Constitute high quality faculty• Fix tangible target to achieve• Evaluate the achievement and
measure productivity• Reward people• Recruit right faculty in
management
Things to be avoided• Transfer of faculty members who have
undertaken research programs and projects• Ousting the dedicated technical and
support staff suddenly who are in the projects
• Use of project funds for unrelated activities• Adding more and more works to the key
project faculty• Delaying the release of funds for approved
project related activities• Concealing the inquires for the projects• Demanding the inclusion of unrelated
faculty in the ongoing projects
Faculty Intrapreneurs • Intrapreneurs are key drivers
in the engineering institutions and can serve as excellent leaders
• They further develop the institute to reach excellence.
• Institutes have to encourage and recognize successful intrapreneurs so that the institute could grow faster.
New demands on the faculty according to Peter Drucker(1999)
• Who am I?• What are my strengths?• How do I work?• Where do I belong?• What is my contribution?• How do I take relationship responsibility?• How do I plan?
Ultimate Benefits to the Students and to the University
• Industry relevant curriculum• Improvements in skills and competencies• Attraction for high performing faculty members• Internships and projects• Campus placements• Patents• Start up ideas• Incubation• Utility of resources• Internal revenue generation and utilization• Integration of knowledge and human capital• Facilitation to the regional competitiveness • Super leadership