Transcript Entrepreneurship and Innovation Education with Social and

Entrepreneurship & Innovation Education
with Social and Economic Impact:
Ambidexterity, Mindsets & Models
2016 Global Venture Lab Summit at UC Berkeley
Dr. Brendan Galbraith
Ulster University Business School
[email protected]
@UBSinnovation
• How are we interpreting the mission of the university i.e.
traditional objectives?
• What mindsets do we want to help shape with our
entrepreneurial students? BMW/Unicorn v Purpose-driven or
Both?
• How do we help our students think about interpreting the
right innovation questions?
• How do we adapt our current tools and what new ones need
developed?
• Disclaimer: we do not need to burn all of the business books
to try and improve the social & economic impact of our
innovation & entrepreneurship education
Brendan Galbraith
[email protected]
About this presentation:
• REF & growing importance of ‘impact’ of our research
• Key role in helping to embed entrepreneurial thinking &
skillsets on our students
• Student & graduate entrepreneurship rather than ‘Academic
Enterprise
• Key partner role in addressing ‘Societal Challenges’ i.e. H2020
budget.
• Review of public services & budget cuts to services.
• Sustainable public services. Inter-department solutions &
additionality.
• SEVI – dearth of innovation sustainable social enterprises &
social franchising
• Growing impetus to demonstrate social and economic impact
Brendan Galbraith
[email protected]
Background: economic & social
challenges (and solutions)
•What important truth do very few people agree with
you on?
•What valuable company is nobody building?
(Peter Thiel)
“Don’t try and get a small percentage of a big market.
Try and grow a “small” market by a large
percentage” (Peter Thiel)
Brendan Galbraith
[email protected]
Thinking differently about the right
questions…..
Brendan Galbraith
[email protected]
A valuable & important company assisted by
university technology & expertise……
Special Effects ‘The Gamers Charity’
• ‘Growing a small market by a big percentage’
• You wake up after an accident. You can’t move anything except your eyes & you
can’t speak.
Star Gaze control
computer simply by
looking at it. Use the
internet, play games etc.
Brendan Galbraith
[email protected]
• Opens the door to independence in education, lifestyle and work.
Every business must answer:
1. Is it a breakthrough vs. incremental improvement?
1. Are you starting with a big share of a small market?
1. Do you have the right team?
1. Do you have a way to deliver your product?
(Peter Thiel – Zero to One)
BUT………..one missing question?
Brendan Galbraith
[email protected]
1. Is now the right time to start your particular business?
Is it good for society? The critics:
“We shape our tools thereafter our tools shape us”
Unmanned armed drones
robotic journalism
Technologies that replace socialization and increase sedentary
behaviour
Data & Platform ownership?
Hyperconnectivity = seamless ‘Sat-Nav’ for decision-making, choices…
Privacy
One percent economy winner takes all economy
“Without your Permission”
Artificial Intelligence
Unicorn companies with less than 50 employees
Militarized Robots
Future of quality jobs? The next Kodak?
Growing Good: scaling issues
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“Grow with authenticity” by:
“Remaining focused on your core mission”
“Be on purpose, stay on purpose”
“Spend a lot of time on how you measure social impact”
“Do what you are good at & partner the rest”
“Clear criteria on who you partner with… baby steps”
• (International social franchise service providers, Emerge 2014)
Living Labs
“Getting out of the building”
“Balance user, tech & market needs”
“Tell your students to travel to some of the worst &
deprived places in the world to truly understand
social problems”
EC FP7 CIP LL requested methodology for
proposals
The Big Challenges
• Complex & risky problems call for diverse types of knowledge,
resource, participation and collaboration. i.e European
Paradox, H2020 budget…
• Behaviour change requires the motivation of millions of
individuals and their communities; solutions cannot be
pushed. Eg. Old Nokia problem, Age NI
• No matter what functionality a product offers its the ease of
use that is the key differentiator particularly in relation to
technology-based products and services.
Living
Labs
• New, distributed and highly
participatory
systems imply new
roles
for public
privateeco-systems
spheres: demand/user/citizen
User
driven
open and
innovation
engage and motivate
driven
open RDI enabled
by ICTco-design
for service
.
all
the stakeholders,
stimulate
andcreation
co-creation
of
technology, products, services and social innovation. Create lead
markets and enable behavior transformation
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Why Living Labs?
Phase 0
Research
Phase 1
Solution
proposal
Research
push
•
•
•
•
•
Phase 2
Prototype
Phase 3
Phase 4
Pre-commercial
Commercial
product/service product/service
Innovation
‘no mans’
land
Difficult to replicate the Fax Machine trajactory
Real user feedback (latent needs) and ideas
‘Drown bad projects in shallow water’
Balance user, tech & market needs
Compliment other existing intermediaries…
Market pull
Customer Discovery with ‘Lead user’s & ‘sticky
knowledge’
• Using Lead Users
– Those that very quickly understand the innovation
problem and articulate their needs because they have
acute and latent needs. Eg Philip McCallum, ‘Alphageek’, Mick Donegan….your students?
– Ensure higher validity, manage drop-out
rates/motivation levels, buy-in and overall can carry
out more efficient iterations. Eg. expensive
ethnography experiments vs. Telefonica eHealth
experiement
Sticky Knowledge: The iteration of sticky knowledge
means that problem-solving activity often shuttles back
& forth between participants”. i.e. NOT interviews.
From Innovation to Co-creation /
User Driven Innovation
Co-creation
Open Source
User-generated
Crowd-sourcing
Mass Customisation
Prosumers
Social Media
Focus Groups
Design Contests
Customer Feedback
Experts Panels
Outsourcing
Participatory Design
R&D
Academic Sharing
Collaborations
Early Days
1950’s – 1990’s
Source: Fronteer Strategy (2010), “10 Steps for Successful Co-creation”
http://www.slideshare.net/Fronteer/fronteer-strategy-presentation-npox-co-creation-sep-2010
Egs. Blastingnews, boxrec.com…..
Now
Triple Helix:
State-Acad-Industry
Classic Coalition Mgt
If market and
technology are the only
factors, the outcome will
have low acceptance
among people.
- Traditional Innovation
Collaborative Partners
-User-centered
-User is object
Low
acceptance
Market
If only
market and society
filters are included,
the result will be
old-fashioned.
Technology
Oldfashioned
Uneconomical
Society
If technology and
society in turn are
included, the solution
may be uneconomical.
Hence, all three factors are needed to describe the possible future.
-User-driven
-Users are the subject
-Appropriation
Bottom up seed project
DIVERSITY & SPECIALISTS
Quadruple Helix
-State-Bus-AcadUsers
2. academics can
facilitate knowledge
transfer preparatory
activities
Design
SMEs
Business
Development
Agencies
ICT
Business
Knowledge
& Technology
Transfer
Academic
Innovation
Models
Health
Care
User
Needs
1. community helps
to identify user need
to inform academic
activities
Business
Chambers of
Commerce
Economic
Benefit
Community
Well-being
Health &
Education
Community
Groups
Charities
& Carers
Mentors
Regional
Government
Ulster Living Lab
3. business develops
products and services
in-place in the
community
Entrepreneurship mindset that embeds empathy
alongside other core aspects eg. Enactus Southampton
Entrepreneurship skillset help students interpret real latent
user and societal needs by;
•How we interpret tools i.e. Biz canvas, lean start-up, living
lab approaches etc.
•Develop more tools & metrics that guide progress of startups & social impact?
•Collaborative model based on the principle of ‘Shared
Value’ university, industry, social economy stakeholder &
policy/government
Brendan Galbraith
[email protected]
I & E education: mindset, model &
ambidexterity