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Ian Robertson Chief Executive

Ian Robertson Chief Executive. A Sustainable Model for Developing Enterprise Education and Graduate Entrepreneurship: UK Approach. A Policy Dialogue on Enterprise Education Sri Lanka 4 th March 2010. Vision Background and Importance Role and Structure Definitions Making It Happen.

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Ian Robertson Chief Executive

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  1. Ian Robertson Chief Executive A Sustainable Model for Developing Enterprise Education and Graduate Entrepreneurship: UK Approach A Policy Dialogue on Enterprise Education Sri Lanka 4th March 2010

  2. Vision Background and Importance Role and Structure Definitions Making It Happen

  3. A Higher Education environment driven by: • Entrepreneurial Institutions • Entrepreneurial Staff • Entrepreneurial Stakeholder Partnerships • Entrepreneurial Opportunities • Leading to: • Entrepreneurial Graduates • Entrepreneurial Lives and Careers • Entrepreneurial Organisations and Communities The Vision for UK Higher Education

  4. Background: • Launched by Gordon Brown in 2004; started 2005 • US Experience • UK Catalyst to Make Things Happen • Importance of Entrepreneurial Capacity in HE: • Potential impact on competitiveness and social cohesion • Globalisation: uncertainty and complexity • Universities need to be globally competitive • Graduates need to be globally competitive • Pressures on the public purse Background and Importance

  5. Role: • To embed a culture of entrepreneurship across HE • To increase the number of graduate start ups and students considering starting a business • To increase HE Industry collaboration • The development of Entrepreneurial Universities • Structure: • Independent company supported by government • Chaired by DG British Chambers of Commerce • Government provides £1m - £2m grant • NCGE leverages £2 for £1 of govt funding Role and Structure

  6. definitions The Enterprise Concept focuses upon the development of the enterprising person and the enterprising mindset through a demonstration of enterprising skills, behaviours and attitudes across a diversity of contexts.  These include intuitive decision making, the capacity to make things happen autonomously, networking, initiative taking, opportunity identification, creative problem solving, strategic thinking, and self efficacy.  The focus is on creating entrepreneurial ways of doing, thinking, feeling, communicating, organising and learning. The Entrepreneurial Concept focuses upon the application of these enterprising skills and the entrepreneurial mindset in setting up a new venture, developing/growing an existing venture or designing an entrepreneurial organisation. The context might be business, social enterprise, charitable purpose, non-governmental organisations or public sector bodies. Entrepreneurship ‘makes it happen’. The Innovation Concept is the product of the Entrepreneurial Concept. Innovation is defined as creating and exploiting opportunities for new ways of doing things resulting in better products and services, systems and ways of managing people and organisations. The successful pursuit of innovation is a function of individual enterprising endeavour and entrepreneurial organisation capacity.  Entrepreneurship is a necessary pre-condition for Innovation

  7. The work of the ncge • Focused mainly upon direct support for enhancing the entrepreneurial capacity of students in UK Universities: • Promotion and Awareness Creation (workshops, start up activities) • Network Development (building links with influencers/stakeholders) • Monitoring of Need and associated Provision (mapping, research, barriers) • Developing Intelligence (website, portal) • Teacher development and Education (educators programme, materials) • Policy Shaping (policy papers, conferences, stakeholder seminars) • While NCGE will continue to enhance the capacity as per above the major thrust is on Phase 2. Phase 1 2005- 07

  8. Creating the conditions for long term sustainability of entrepreneurship education and associated activity in HE. • Internal - support for: • Integration with university strategy • Leadership and management development • Curriculum embededdness; Pedagogical innovation; Champions • Development from research • Multi disciplinary approach • Staff rewards, accreditation, status • External - support for: • Closer links with industry and public sector • Active engagement of entrepreneurs • IP and Knowledge exploitation; incubator development • Attracting professors and fellows of practice • Sponsorship and partnership • Graduate and academic entrepreneurship Phase 2 2008 -

  9. Leadership and Management

  10. Academic Environment

  11. Students & Graduates

  12. Thank You

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