Entrepreneurial Orientation of Higher Education in Sri LankaAnnual Sessions of PGS - University of Colombo 12 Oct 2013CHANDRA EMBULDENIYA

FOUNDER, VICE CHANCELLOR 2004-2011

UVA WELLASSA UNIVERSITY OF SRI LANKA

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A Broad OverviewOf a University

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A Sample of Activities in an Academic Enterprise 5

Strategic Statement 6

Situation today in universities 7

Situation in Sri Lanka’s Scientific Affairs8

How Did We Get Here?

Indifference/ Inaction of Universities (hard working MOHE) Students being used for revolutionary politics Indifference of lecturers Failing administration including funding Indifference of the private sector Universities becoming islands without law and order Absence of competition on Higher Education

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Market orientation 10

Sri Lanka as a Dynamic Global Hub – Five Hub Concept

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Society Demands Reforms

There is tremendous pressure for change (What should change?)

What is the model (a century ago we planted the silo based Ox-Bridge model)

How to we manage change without disrupting ongoing education activities

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We continue to live in the industrial age…

Industrial Age Remnants working in functional silos, arms length transactions with customers, low cost standardized products and services, protected domestic markets, perceived long product life cycles, white collar manager and blue collar workers traditional financial accounting

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Main Philosophical Issue Today 14

How to Design Entrepreneurial Model and the Implications of Wider Ideation – (Allan Gibb)

Link of University strategy to future student ‘Life World’ Stronger personal development contract with student Many cross-disciplinary teaching/research/centres Substantive focus on societal problems/futures University status by innovation and stakeholder partnership Departmental evaluation through wider stakeholder eyes University as a wider porous learning organisation Professors of practice/ adjunct/ visiting Personnel rewards for R and D and stakeholder reputation University earns its autonomy

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How do we define Entrepreneurship

Mindsets, values, ways of doing things and associated behaviors, skills and attributes, in different knowledge contexts, applied individually and collectively to equip individuals and organizations, of all kinds to cope with, enjoy (and indeed create, through innovation) high levels of uncertainty and complexity as a means of personal fulfilment adjoined to the capacity to create, develop, redesign and work effectively in organizations to take advantage of new opportunities in a globalized world

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knowledge economy processes

cross functional business processes closer relationships for creating greater value to customers integrated raw material supply production and delivery based on customer orders customized services and products even for small orders without

loading additional costs catering to global customers with equal sensitivity as for the

domestic customers knowledge workers new strategic management tools

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SIMPLE COMPLEX

CERTAIN

UNCERTAIN

TANGIBLE

INTANGIBLE

RISKY

SECURE

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Wider Participation in Change Entrepreneurship applied to wide range of contexts Enterprise programmes across the university Owned by departments/UNIVERSITY & FACULTY Wide range of pedagogy designed to simulate the ‘way of life’ and ‘ways of doing’ Entrepreneurial university design High leverage of private sector funding Close links to community of practice Engagement with and status to entrepreneurs Open doors to IP / IP registrations Strong support for ‘utility and commercialization’ of knowledge Stronger job orientation Equity/venture engagement

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The Difference Between Business Schools and Entrepreneurial Universities (Prof Allan Gibb)

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Employability

Reflection andEvaluation

EmotionalIntelligence

Generic SkillsCareer

DevelopmentLearning

Self-esteem

Self-confidenceSelf-efficacy

Experience(Work & Life)

Degree SubjectKnowledge,

Understanding& Skills

The essential components of graduate employability

Dacre Pool & Sewell (2007)

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VALUE PROPOSITIONUNIVERSITY TO

STUDENT STUDENT TO EMPLOYER

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VALUE PROPOSITION

INTERNAL PROCESSES

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Learning & growth 24

Missing link 25

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Leaders and Leadership

No organization can rise above the quality of its leadership. Leadership is a position that must be earned day in and day out. Effective leaders are first and foremost effective people.

Personal Traits of Leaders are important (personality, qualities, character, behavior, individuality)

Personal ethics (principles, morals, beliefs, values) can't be separated from professional ethics. Therefore, the character of the leader is essential

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Higher education trends in the world 29

Harvard trying to catch up with MIT 30

How MIT Became the World no 1 (QS rank) 31

Integrating Approaches to Value Addition32

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THANK YOU

chandra.embuldeniya@gmail.com

+94717485636

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