Technology Entrepreneurship at Eindhoven University of Technology Professor Leo Verhoef Faculty of Industrial Engineering & Innovation Sciences Eindhoven University of Technology

Overview Background & regional setting Entrepreneurship education Incubator facilities Quo vadis (Challenges)

Background Start-up of new technology-driven firms constitutes 1/3 of growth of the Dutch economy In this respect, Dutch economy is underperforming relative to the international trend (2/3 of growth of economy) Dutch government has therefore created several programs stimulating technology entrepreneurship Eindhoven region leads this process (cf. Brainport)

Eindhoven region Helsinki Eindhoven region shares 3rd place in EU ranking of most innovative (R&D intensive) regions Stockholm Göteborg Eindhoven Stuttgart München

Eindhoven University of Technology Science & technology (research driven) university Strategic partners include Philips, ASML, Dow, FEI, DAF, MMC and CZE About 3,000 employees, 640 PhD's and 7,200 students Technology transfer & commercialization: Innovation Lab Various entrepreneurship programs: Undergraduate and master students from all faculties PhDs Local and regional SMEs

Entrepreneurship Education at TU/e Target: Certificate Technology Entrepreneurship Incubation of Start-ups (Innovation Lab) Business venture/plan Minor Entrepreneurship Graduation projects Design-oriented learning (OGO) in each BSc program Master classes in Techno Entrepr. Skill Development Master class Final Project (8 Ects) Marketing Management Finance etc (22 Ects) MSc courses (9 Ects) Knowledge & Awareness TE courses in several other MSc programs Intro workshop Intro sessions Undergraduate Master PhD

Activities TU/e Innovation Lab LARGE INDUSTRY Acquisition and account management Developing strategic collaboration SMALL & MEDIUM SIZE ENTERPRIZES Front office Project office and process management Contacts & matchmaking START-UPS Scouting, screening and coaching Incubator & start-up support Equity participation Entrepeneurship development & education GENERAL Funding/subsidies: acquisition & support IPR and legal Contracts Match making Coordinated external marketing and PR Business development Project management Infrastructure / facilities

Challenges for the forthcoming yeaRS Dealing with the tension between scholarly research ad the pragmatic demands of (start-up) companies Creating full involvement of the whole university community in entrepreneurial activities, i.e. board, students, faculties and staff. Embedding TU/e Innovation Lab in the academic community (by history: the odd one out) Creating less dependency on external financial funds Offering a valuable contribution of Entrepreneurship activities to the core activities of the university Embedding the university in the local and regional SME community (visa versa) Creating a real winner amongst the spin-offs (comparable to the situation at Harvard, M.I.T. and Stanford)