HEInnovate An assessment tool for higher education institutions (HEIs) wishing to explore their entrepreneurial and innovative potential HEInnovate Country review – The Netherlands Dr. Guy Bauwen - 16 November 2016 Ref. IEDGB20160229 - Dr. Guy Bauwen

What is an entrepreneurial and innovative higher education institution? Being or becoming an entrepreneurial / innovative higher education institution is a response to these challenges Higher education institutions are changing New funding models Focus on employability, entrepreneurship Internationalisation Modes of engagement with stakeholders Pressure of measuring impact Contributions to economic growth Ref. IEDGB20160229 - Dr. Guy Bauwen

Ref. IEDGB20160229 - Dr. Guy Bauwen HEInnovate: Tool An assessment tool for higher education institutions who wish to explore their entrepreneurial / innovative potential www.heinnovate.eu Purpose: helping higher education institutions identify current situation and potential areas for action Ref. IEDGB20160229 - Dr. Guy Bauwen

HEI – Business / external relationships Commitment to collaborate with industry, society and the public sector Active involvement in partnerships with a wide range of stakeholders Strong links with incubators, science parks and other external initiatives Support for mobility between academia and the external environment Research, education and industry activities are linked together Ref. IEDGB20160229 - Dr. Guy Bauwen

Ref. IEDGB20160229 - Dr. Guy Bauwen HEInnovate: Tool An assessment tool for higher education institutions who wish to explore their entrepreneurial / innovative potential Leadership and governance is what maintains a dynamic and successful organisation, particularly in times of uncertainty, unpredictability and complexity. Leadership can stimulate innovation in an organisation that is held together by a shared vision and culture, not overloaded with managerial systems, constantly striving for autonomy. Organisational capacity, people, incentives requires for incentives and rewards for champions, staff, students and stakeholders who are promoting the entrepreneurial agenda and removing barriers and constraints within the organisation. The aim is to empower individuals throughout the organisation to own their initiatives. Entrepreneurship development through teaching and learning requires something else than standard textbooks and ordinary classroom settings. An ‘entrepreneurial’ pedagogy gives engaged students more autonomy and more responsibilities in the learning process through experimental, collaborative and reflexive learning. Pathways for entrepreneurs entails teaching strategies and learning environments which offer targeted support for students and staff that aim at setting up a business or help struggling or ambitious SMEs within the local/regional entrepreneurship ecosystem. Knowledge exchange is determined by a willingness to collaborate. A negative attitude towards entrepreneurship can limit and hinder network formation and collaboration with business partners. Communication that ensures that all sides of a knowledge exchange network have a clear understanding of expectations and requirements, is a major building block. Internationalisation, an indicator for quality in higher education, is not an end in itself, but a vehicle for continuous change and advancement. Internationalisation can through activities in teaching, research and knowledge exchange, and through their staff and students. Becoming a truly internationalised institution will build on both. Measuring the impact of the entrepreneurial agenda starts by monitoring and reviewing entrepreneurship results with the leadership teams. This will help establish an understanding of how important entrepreneurship is to the governing boards compared to other objectives. Excellence is judged through the eyes of its stakeholders. Ref. IEDGB20160229 - Dr. Guy Bauwen

HEInnovate: Tool HEInnovate: illustration as an example An assessment tool for higher education institutions who wish to explore their entrepreneurial / innovative potential HEInnovate: illustration as an example Ref. IEDGB20160229 - Dr. Guy Bauwen

Ref. IEDGB20160229 - Dr. Guy Bauwen HEInnovate: An assessment tool to explore the entrepreneurial / innovative potential Detailed group results Ref. 2016 HR RBS MD These numbers are an average of the score filled in by the participants of the workshop. Ref. IEDGB20160229 - Dr. Guy Bauwen

HEInnovate in figures Launched on the 18th November 2013 Over 3,500 registered users, and growing Over 600 HEIs completed assessments from almost 70 countries Over 30 workshops organised across Europe Website visits from across the globe Ref. IEDGB20160229 - Dr. Guy Bauwen

How HEInnovate has been used in Europe In Ireland, HEInnovate has been used to help with the mergers process of the Institutes of Technology: Developing a common vision and mission In Finland, HEInnovate is used to drive institutional reform at Lappeenranta University of Technology and has set 2020 goals and is using HEInnovate through workshops with staff and students for roadmaps and action plans In Denmark - VIA University College Aarhus used HEInnovate for connecting stakeholders into their mission/vision and has become part of its performance agreement with the Ministry and used in a leadership development program. In Portugal – Porto Polytechnic used HEInnovate to analyse education and entrepreneurship offer and work with stakeholders, through to policy. In Austria - being used to as evidence in the performance contracts with the Ministry. Ref. IEDGB20160229 - Dr. Guy Bauwen

Innovation & Entrepreneurship Development Dutch Action Platform for Entrepreneurship Lead user groep 2 Dutch Universities of Applied Science explore, assess and discuss avenues to increase their entrepreneurial and innovative capabilities during a HEInnovate action workshop organised by the European Commission and the Dutch Action Platform for Entrepreneurship Rotterdam, 18th February 2016 How to use HEInnovate to its full potential Innovation & Entrepreneurship Development

Innovation & Entrepreneurship Development FIRST IMPRESSIONS Evaluatie en feedback genoteerd tijdens de workshop: Ik realiseer me nu pas hoe zwak en on-consistent we zijn op het gebied van ondernemerschap Deze tool biedt oneindig veel mogelijkheden om onze koers en onze bestemming te bepalen Het is belangrijk om de juiste personen met kennis en voldoende ervaring te bevragen Deze tool is geen “cijfers game” maar het gaat over het uitwisselen en samen keuzes maken Geen benchmarking maar vereist om strategische dialoog en discussie in goede banen te leiden Betrokkenheid van de directies is noodzakelijk maar mag geen excuus zijn om niet te starten Laat wellicht toe om een 360 graden analyse te doen van en het betrekken van alle stakeholders Laat ons vooral niet vergeten om onze studenten en onze alumni te betrekken bij zo’n oefening Deze tool geeft de nodige structuur maar toch ook flexibiliteit om bevindingen te formuleren Het was inspirerend. Lijkt mij een instrument waarmee objectiever (dan geregeld nu gebeurd vanuit onderbuik gevoel) een innovatief profiel vastgesteld kan worden. How to use HEInnovate to its full potential Innovation & Entrepreneurship Development

Heinnovate conference Innovation & Entrepreneurship Development Heinnovate overview 2016 The Netherlands Coaching activities Desk research Leadership survey Organizing & planning Background report Field research Formulating findings Results sessions Heinnovate conference Case development Student survey How to use HEInnovate to its full potential Innovation & Entrepreneurship Development Ref. IEDGB20160229 - Dr. Guy Bauwen

Innovation & Entrepreneurship Development FIRST IMPRESSIONS Scoping: Starter Support Focus … SMEs Sensing: Subsidies Acceleration … Selecting … RU/TU/UAS unique Scaling: Starting up … Scaling up … Valorization Stakeholders: Bridging/collabo- rating with different communities Sharing: GEW NL … DARE … NLPO … Dutch CE How to use HEInnovate to its full potential Innovation & Entrepreneurship Development

Final comments …HEInnovate Allows individuals and teams to assess their HEIs in a systematic way Diagnose areas of strengths and weaknesses across seven areas, 37 different statements Opens up dialogue, discussion and debate associated with the nature of your institution Compares and contrasts evolution over time Access to high quality learning materials and to an expert community Ref. IEDGB20160229 - Dr. Guy Bauwen