The Entrepreneurial University

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The Entrepreneurial University

Thomas Andersson President Jönköping
University Tartu, October 3rd 2007
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Jönköping University 2004 09 12
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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

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Scientific publications in internationally
acknowledged journals, 20002001
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RD expenditure in relation to GDP 2003
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Number of Patents per million of inhabitants, 2003
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High-tech venture capital as a percentage of
total venture capital investment, 2000-2003
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Female and male entrepreneurial activity
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Shifting Leadership in Innovation
autonomous entrepreneurship
large firms take the leadership
old-product-specialized MNEs capable of
renewal (incremental innovations)
industrial renewal through start-ups
and innovation-driven SMEs
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)
Low levels of entrepreneurial activity and
newly established firms Universities tailored
To working with big Firms Weak industrial
Research institutes
High levels of outward FDI (Sweden ranks on the
8th place) brain mobility among competing
firms (experience exchanges)
Public procurements as a tool for
innovation (large firms are the main
beneficiaries)
Before 1914 1919-1939 since WWII
Today
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Abandoning the linear model
Source IKED
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Lack of seed funding
Gap
Public
Private
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Diversified roles in funding
Source Business Angel Networks
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The Economic Evolution towards the Networked
Society
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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 technologys sake!
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Government, Business and Academia, interface and
distinct roles the collaborative circle
Academics

• Contents
• Education
• Incubation

• Technology
• Products
• Market

Business
From ignorant to aware From passive to
active From uncertain to confident

• Digital Divide
• Age
• Region

• Legislate
• - Protecting privacy
• - Security

• Digital Divide
• - Age
• - Region

Government
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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)

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RD in the OECD and non-OECD area, GERD in
million USD, 2003
Source OECD STI Scoreboard 2005
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• In the current decade, education industry is one
  of the most dynamic business areas.
• 40 increase in student numbers in tertiary
  education.
• Non-traditional working adult students are
  becoming more important.
• The explosion of online distance education
  enables organisations to foster anytime/anywhere
  learning.
• Students choosing to study and live abroad are
  increasing rapidly. Across OECD, 1.3 million
  foreign students, 44 from Asia and 31 from
  Europe.
• Although education remains mainly publically
  funded, private spending is becoming increasingly
  important and now accounts, on average, for 9 per
  cent of initial educational funds.

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• Education about enterprise
• Awareness creation
• Education for enterprise
• Preparation of aspiring entrepreneurs
• Education in enterprise
• Management training for established entrepreneurs

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• Developing an individuals capacity to recognise
  and pursue new opportunities.
• Business to Business in Reality - Education by
  business projects.
• Students combine the theoretical part of their
  qualification with business projects.
• A business-projects portfolio feeds the training
  process, and students are involved in it through
  a programme for international placements.

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Educational Activities in Entrepreneurial Capacity

• MOTIVATIONS
• The students capacity to think for themselves.
• The students self-confidence.
• The students sense of autonomy, independence and
  risk-taking.
• The students emotional experiences.

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INTENTAC

Business Environment
Educational Environment

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

Formal lectures Action learning
Incubation
EXPERIMENTAL LABS
NETWORKED SPIN-OFFS
Students participate to action learning teams
by leveraging on repositories of perceived
entrepreneurial opportunities.
Marketing foresight

• 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.

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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 Developmen
t 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
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Needed Framework for tracking ST parks
Compass Rose and Compass Needles
Entrepreneurship
Innovation
Creative work forces

• education in and
• for transnational
• entrepreneurship

• communities
• of knowledge
• practice

• brain retention
• attraction

Knowledge structures

• brain circulation

• business labs

• brain waves

• incubators

Human amenities

• space for spontaneous socialization

• driving forces
• for public and
• private sector
• RD

• intra- and entre-
• preneurship
• education of the
• science parks core
• staff

• stakeholders
• and shareholders
• engagement

Governance set-up