Building an Entrepreneurship Ecosystem Reference the guidelines and criteria for institutional evaluation Professor Pauric McGowan

Building an entrepreneurship ecosystem – a culture change “There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle than to initiate a new order of things” “There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle than to initiate a new order of things” - Machiavelli

An entrepreneurship ecosystem One made up of a complex set of interdependent relationshipsOne made up of a complex set of interdependent relationships If one part is damaged or fails it has an impact on everything elseIf one part is damaged or fails it has an impact on everything else A healthy ecosystem is said to be a sustainable oneA healthy ecosystem is said to be a sustainable one

Pressures on HEIs, in current times HEIs are increasingly under pressure: To be more relevant in society, To behave more entrepreneurially by government, business and society generally To reflect the new “world of work” for which graduates must be prepared

The advent of the entrepreneurial HEI As with any enterprise, an HEI will be “entrepreneurial” because the people in it are entrepreneurial

Lessons from the Entrepreneurship Ecosystem Front Professor Jenny Boore, Emeritus Professor of Nursing. University of Ulster Professor Alan Woodside, Professor of Engineering, University of Ulster

Building that ecosystem; Know your product Entrepreneurship is a process “is not just about new companies, capital and jobs. It’s also about fostering an ingenious human spirit and improving mankind”. Timmons 2008“is not just about new companies, capital and jobs. It’s also about fostering an ingenious human spirit and improving mankind”. Timmons 2008

Entrepreneurial people by their actions: Exploit the opportunity in innovative ideas Challenge the status-quo Make a difference Add value Display particular traits and competencies

Building that ecosystem; Know your market For many within HEIs the concept of entrepreneurship with its associations with business development and its interest in the profit motive provokes,…….. “…an image of shady villainy, a fifth column gnawing away at the basic values that define a university, a wolf masquerading as a milch-cow” McNay 2002, p 2

Developing an entrepreneurial culture within an HEI – the big debate While for some the advent of the entrepreneurial culture within an HEI is a deformation of the traditional role of such an institution. For others it’s what such institutions are all about, the imaginative use of knowledge, preparing students for life of work

Overcoming resistance to an emerging ecosystem, encouraging buy-in Resistance Ignorance and myopia about what entrepreneurship is and who entrepreneurial people are Pre-conceived notions about its associations with starting a new business and with the profit motive Pre-determined attitudes that agenda poses a threat to traditional HEI values The credibility of the subject vis-à-vis “real” academic subjects Perceived as a distraction from proper HEI work Buy-in Make the entrepreneurship agenda relevant Embed it, don’t bolt it on Build awareness and encourage engagement Encourage ownership of the agenda, especially beyond Business and Management faculties Identify, support and reward champions Confirm credibility of entrepreneurship in research terms Develop a culture for entrepreneurship through celebrations of success and a “can- do” attitude Train the trainers Minimise the hassle-factor Personal selling

Building that ecosystem; elements already in existence Industrial placements FUSION projects Visiting faculty/lecturers/guest speakers As members of Advisory/Management Boards As Mentors/Business Angels Sponsors of research In research and case study development As participants on educational and PDP programmes As event sponsors

Nurturing an entrepreneurial ecosystem within an HEI guidelines and criteria for institutional evaluation Leadership Culture/Staff Learning outcomes, defining them, embedding them and assessing them

Key players in developing an entrepreneurial ecosystem in HEIs An enterprise will be entrepreneurial because the people working in it are entrepreneurial Academic staff, as champions for the agenda, who need to be empowered Senior Management, empowering champions, key enablers Core issues within the guidelines and criteria for institutional evaluation

Identifying Entrepreneurial learning outcomes National Centre for Entrepreneurship Education Reference the guidelines and criteria for institutional evaluation Entrepreneurial behaviour, attitude and skill development Creating empathy with the entrepreneurial life world Key entrepreneurial values Motivation and entrepreneurship career Understanding of the process of business entry and tasks Generic entrepreneurship competencies Key business know how Managing relationships, (know-who)

Embedding and assessing ELOs Reference the guidelines and criteria for institutional evaluation Methodologies are: Never a bolt-on Rarely a discreet module A complement to the core curriculum of the subject area Encourage ownership Methodologies are: Consistent with national frameworks for the subject level Valid and reliable, supported by clear, published criteria for marking and grading Provide clear and timely feedback

Future trends! Building on the guidelines and criteria for institutional evaluation Promoting the agenda at PGT and PGR constituencies More multidisciplinary programmes, probably at Masters level Making entrepreneurial new venturing the new norm The engagement and training of more “pracademics”

Building an Entrepreneurship Ecosystem Reference the guidelines and criteria for institutional evaluation Professor Pauric McGowan