Thomas AnderssonPresident

Jönköping University

Tartu, October 3rd 2007

The Entrepreneurial University

Jönköping University 2004 09 12

Key advantages

• Foundation university with high autonomy

• Unique organisational and governance structure

• Dedication to specialisation and prioritization

• Strategic partnerships, locally and globally

• Internationalisation• Strong integration with Science

Park and Business Development

11%

42%

23%

13%

10% 11%

8 16 10%

25

60

32%

22

33

28%

1619

20%

168Latin America

North America

Europe

Asia Pacific

Rest of the World

Source: Euromonitor

Total student enrollment in higher education worldwide (1995, 2005)

1995 2005 1995 2005

Number of Students (millions) % of students

79 m

illion

143 m

illion

58242

57172

329205

6918

318

2

211

63

5

207

78

8313

32

9

191

104

42

10

16787

54

20

78

37

US

Europe

Asia

Rest oftheworld

Source: The Times Higher Education Supplement; Shanghai Jiao Tong Academic Rankings of World Universities

Worldwide University Rankings

Top 10 Top 50 Top 200 Top 10 Top 50 Top 200 Top 500

Ranking #1: Times higher education (world university rankings, 2006)

Ranking #2: Shanghai Jiao Tong University (academic ranking of world universities, 2006)

Top 10 Top 50 Top 200 Top 500

Ranking #3: Webometrics Ranking of World Universities (2007)

Scientific publications in internationally acknowledged journals, 2000–2001

R&D expenditure in relation to GDP 2003

Number of Patents per million of inhabitants, 2003

High-tech venture capital as a percentage of total venture capital investment, 2000-2003

Female and male entrepreneurial activity

Shifting Leadership in Innovation

Before 1914 1919-1939 since WWII Today

autonomousentrepreneurship

large firms take the leadership

old-product-specializedMNEs capable of renewal(incremental innovations)

High levels of outward FDI(Sweden ranks on the 8th place)

brain mobility among competing firms(experience exchanges)

industrial renewal through start-ups andinnovation-drivenSMEs

Low levels ofentrepreneurialactivity and newlyestablished firms

Universities tailored To working with bigFirms

Weak industrial Research institutes

Public procurements as a toolfor innovation(large firms are the main beneficiaries)

Dominance by a few families created by the existence of A- and B-shares(A-shares imply voting power, B-shares only give dividends to the investor)

Abandoning the linear model

Source: IKED

Lack of seed funding

Science Developm. Launching Expansion Established technology

Public PrivateGap

Diversified roles in funding

Source: Business Angel Networks

The Economic Evolution towards the Networked Society

Product

Data

Competition

50’s – 70’s

Coopetition

Ecosystems

Ubiquitous

Today?

Cooperation

Solution

Information

70’s – 90’s

Knowledge

Innovation

Collaboration

90’s – 2000’s

Empowering and Ubiquitous …

around us: cars, toys, home automation …

on us: watches, clothing …

between us, who is who, can know and rely on what was done

in us: RFID tags for health care and automatic payment …

… not using technology for technology’s sake!

Internet.

Government, Business and Academia, interface and distinct roles: the collaborative circle

Government

Digital Divide-Age-Region

Academ

ics

ContentsEducationIncubationB

usin

ess

TechnologyProductsMarket

Legislate - Protecting privacy - Security

Digital Divide - Age - Region

Higher Education: Issues

• Governance and regulations hinder adjustment and specialisation

• The distribution of funds is still traditional, ”planned economy”, or ”uni-dimensional”

• Career paths for researchers are still primarily standardized and traditional

• Few avenues for increased experimentation • Big step forward in acceptance of new ways of

working, but still limited results (e.g., science parks and collaboration, framework conditions operate against innovation - entrepreneurship linkage)

R&D in the OECD and non-OECD area, GERD in million USD, 2003

Source: OECD STI Scoreboard 2005

THE HIGHER

EDUCATION UNIVERSE

PHE1

PHE2

PHE3

PHEx

PHEy

PHEz

HE1

HE2

HE3

HE4

HE5

HE6

HE1

HE2

HE3

HE4

HE5

HE6

Country A

Country N

• In the current decade, education industry is one of the most In the current decade, education industry is one of the most dynamic business areas.dynamic business areas.

• 40% increase in student numbers in tertiary education. 40% increase in student numbers in tertiary education.

• Non-traditional working adult students are becoming more Non-traditional working adult students are becoming more important.important.

• The explosion of online distance education enables organisations The explosion of online distance education enables organisations to foster anytime/anywhere learning.to foster anytime/anywhere learning.

• Students choosing to study and live abroad are increasing rapidly. Students choosing to study and live abroad are increasing rapidly. Across OECD, 1.3 million foreign students, 44% from Asia and 31% Across OECD, 1.3 million foreign students, 44% from Asia and 31% from Europe. from Europe.

• Although education remains mainly publically funded, private Although education remains mainly publically funded, private spending is becoming increasingly important and now accounts, spending is becoming increasingly important and now accounts, on average, for 9 per cent of initial educational fundson average, for 9 per cent of initial educational funds..

• Education about enterpriseEducation about enterprise

• Awareness creationAwareness creation

• Education for enterpriseEducation for enterprise

• Preparation of aspiring entrepreneursPreparation of aspiring entrepreneurs

• Education in enterpriseEducation in enterprise

• Management training for established Management training for established entrepreneursentrepreneurs

• Developing an individual’s capacity to Developing an individual’s capacity to recognise and pursue new opportunities.recognise and pursue new opportunities.

• Business to Business in Reality - Education Business to Business in Reality - Education by business projects.by business projects.

• Students combine the theoretical part of Students combine the theoretical part of their qualification with business projects. their qualification with business projects.

• A business-projects portfolio feeds the A business-projects portfolio feeds the training process, and students are involved training process, and students are involved in it through a programme for international in it through a programme for international placements.placements.

Educational Activities in Entrepreneurial Capacity

MOTIVATIONSMOTIVATIONS The students’ capacity to think for The students’ capacity to think for

themselves.themselves. The students’ self-confidence.The students’ self-confidence. The students’ sense of autonomy, The students’ sense of autonomy,

independence and risk-taking.independence and risk-taking. The students’ emotional experiences.The students’ emotional experiences.

Educational Environment Business EnvironmentBusiness Environment

Formal lectures

Action learning

• Experiences in new business creation• Hands-on guidance• Counselling• Zero and seed funds•Commercialisation

• Incubators•Science Parks

EX

PE

RIM

EN

TA

L L

AB

S

IncubationIncubation

NETWORKEDSPIN-OFFS

Students participate to action learning teams by leveragingon repositories of perceived entrepreneurial opportunities.

• PERCEPTION OF THE SIGNIFICANCE AND NATURE OF EVENTS BEFORE THEY HAVE OCCURRED.• MARKET-FOCUSED TECHNOLOGY AUDIT OF ACADEMIC RESEARCH IN ORDER TO EXPLOIT ENTREPRENEURIAL OPPORTUNITIES FROM RESEARCH FINDINGS.• TIME-TO MARKET, WHICH MEANS ADDRESSING THE RIGHT WINDOW OF OPPORTUNITY.

Marketing foresightMarketing foresight

INTENTAC

Science Park Jönköping

Business Lab

Objective: To support idea generation, product and business idea development for individuals, companies, and organizations

Area: Start up

A networking environment between the university and the corporate sector for idea generating activities and projects

Business Incubator

Objective:To support the commercialization and development of new businesses

Area: Development

Development through business developing services and projects

Business Growth

Objective:To support continuous growth and development of technology- and knowledge intensive companies

Area: Growth

Development through networking and clusters

Creativework forces

Innovation Entrepreneurship

Knowledgestructures

Human amenities

Governanceset-up

• brain circulation

• brain waves• business labs

• incubators

• education in and for transnational entrepreneurship

• communitiesof knowledgepractice

• space for spontaneous socialization

• stakeholdersand shareholdersengagement

• driving forcesfor public and private sectorR&D

• intra- and entre-preneurshipeducation of thescience park’s core staff

• brain retention & attraction

Needed: Framework for tracking S&T parks – Compass Rose and Compass Needles