Definitions Dimensions Drivers...

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L. SETYOBUDI

13 Desember 2013

TOPIK1. Apakah Konsep Akademic

Entrepreneurship?

2. Tahapan pengembangan Industri JasaKepakaran dan dukungan PerguruanTinggi (UB).

3. Bagaimana PIBLAM mendukungIndustri Jasa Kepakaran.

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• Increasingly Universities are being challenged about the “impact” of their research on society.

• Impact is however imprecisely defined stretching from changing public policy, changing the direction of a research field to interactions with industry, spin-out companies and licensing.


• Expectations regarding the contributions of academics to entrepreneurial activity in addition to their primary role of carrying out teaching and research (Laukkanen, 2003) have increased in recent years (Venkataraman et al., 1992).

• At a government policy level, the commercialization of university-generated knowledge is often considered to be a way of achieving national competitiveness (McMullan and Vesper, 1987, Henderson et al., 1998, Mowery et al., 2002) and innovation (Lam, 2005).

• Therefore, university industry partnerships are encouraged through making a wide array of funding options available to such collaborative projects (Phan and Siegel, 2006, Wright et al., 2006). This has escalated pressure on universities to generate additional economic returns (Storey and Tether, 1998, Shane and Stuart, 2002) through bridging the gap between industry and the universities (Mowery and Shane, 2002).


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• a context specific understanding of academic entrepreneurship is believed to be needed to develop domestic capacities, and to carry out applied research, that would be necessary to achieve the economic growth (Pardey et al., 2006), that will deliver positive social benefits (Patel, 2003).

• Therefore, the current study has underscored the need for filling this gap in our knowledge about academic entrepreneurship in low income developing countries (Bercovitz and Feldman, 2003).


Academic Entrepreneurship (1)


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Academic Entrepreneurship (2)

• Entrepreneurship (Kewirausahaan) akademis adalah penciptaan lingkunganuntuk (dukungan aktif dari) eksploitasipengetahuan, stimulasi perilakukewirausahaan di antara semua anggotadan struktur kelembagaan di masyarakatakademik


Definisi Academic Entrepreneurship(Menurut bbrp peneliti)

• University spin-offs, defined as new companies exploiting intellectual property created in academia, to be academic entrepreneurship (cf. Shane, 2004),

• A broader definition and include companies started on the side of academic employment, and some also focus on activities such as consulting, commissioned research and teaching, large scale science projects, patenting/licensing, sales, and testing as indicators (cf. Klofsten & Jones-Evans, 2000; Stankiewizc, 1994).


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KONSEP ACADEMIC ENTREPRENEURSHIP


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$ 620.9 juta tahun 2004

source uses

13%18%

23%

34%

4%

8%

19%

2%5%

3%

23%

4%

13%7%

12%

12%


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TOTAL RESEARCH VOLUMELICENCING & ROYALTY REVENUE


Pemahaman (1)

• UBEED - (pengembangan) suatu kursuspelatihan bagi para peneliti dan web-tool

• UBEED - validasi metodologi untukpenciptaan perusahaan Jasa Kepakaran

• UBBID - transfer konsep pra-inkubasiuntuk lingkungan dan kelembagaanlainnya


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Pemahaman (2)

Semua proyek berfokus pada menurunkanambang untuk eksploitasi ide JasaKepakaran

• UBEED - berfokus pada pemberdayaanpeneliti (dan / nya idenya)

• UBBusiness Units - berfokus padametodologi dan infrastruktur untuk menjadiperusahaan (spinning out companies) olehuniversitas

• PIBLAM/UBBID - berfokus pada inkubasipra-/ lingkungan yang dilindungi bagi parapeneliti untuk menguji kelayakan pasar


Roadmap Profit-Benefit Academic Research


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Attmarker Ltd.http://attomarker.com/

Attomarker Ltd, a spin-out company from the University of Exeter, founded to develop a novel, label-free, array-based technology to monitor concentrations of large numbers of biomarkers in the blood to provide a differential diagnosis of disease to assist the clinical decision makers.


FRUGA INNOVATION LAB


http://attomarker.com/

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Entrepreneurship?




Tahapan pengembangan Industri JasaKepakaran (IJK)

“INDUSTRI JASA KEPAKARAN” UNIVERSIITAS BRAWIJAYA (IJK-UB)

• Awareness/Kesadaran• Feasibility

• Preparation• Start-up• Growth

• Innovation12/12/2013 20LSB PEE DOSEN UB

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Awareness/Kesadaran

• Kesadaran: Perguruan Tinggi adalah sebuahlingkungan di mana penelitian dan pengajaranberlangsung dan banyak ide (bisnis) baru yang muncul ide formulasi bisnis

• Tidak setiap ide bisnis = peluang bisnis

• Satu ide bisnis mungkin menghasilkan lebihdari satu peluang bisnis

• Perguruan Tinggi sebagai laboratorium untukEntrepreneurship kewirausahaan


Bagaimana Perguruan Tinggi BisaMendukung (mempercepat) Tumbuhnya

Kesadaran (awareness)

• Penciptaan kesadaran pentingnyaEntrepreneurship/kewirausahaan dalamkomunitas akademik

• Mempromosikan & memfasilitasi eksploitasipengetahuan melalui penciptaan perusahaanIJK-UB

• Membuat dan berkontribusi pada lingkunganhidup dengan "contoh", “role models”


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Feasibility

• Technical feasibility

• Market feasibility

Tetapi juga:

• Entrepreneur or employee

• Does entrepreneurship suits me


Bagaimana Perguruan Tinggi dapatMendukung (mempercepat) Kelayakan

(feasibility)

–Create opportunities for experimentation with entrepreneurship

–Support the development from (technical/scientific) opportunity to business opportunity


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Preparation

Collection of necessary resources:

–Technical resources

–Physical resources

–Human resources

–Social resources

–Organisational resources

–Financial resources12/12/2013 25LSB PEE DOSEN UB

Bagaimana Perguruan Tinggi dapatMendukung (mempercepat) Persiapan

(preparation)

–Facility sharing

–Equity

–Intellectual property

–Networks

–Student involvement

–?12/12/2013 26LSB PEE DOSEN UB

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Entrepreneurship?




Bagaimana UBEED/PIBLAM mendukung (1)

• Awareness/feasibility)

–Creation of awareness among researchers for the exploitation of knowledge

–Training course and tools for researchers

–Open and supportive environment for experiments with aspects of entrepreneurship


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LANJUTAN……

• UBEED – UBBusines Unit (awareness)

–Development of tools (methodology) for other universities:

• Best practice

• Quality management system

• Training course


Bagaimana UBBID/PIBLAM mendukung (3)

• UBBID (feasibility/preparation):

–Provide a structure – the pre-incubator – for testing the feasibility of the product / service in the market

–“Researcher-entrepreneur” has the opportunity to experiment with “being an entrepreneur”


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Academic Entrepreneurship: Number of NUS Spin-offs, 1980-2006

NUS’ change in policy to encouraging technology

commercialization through spin-off and start-up

formation after 2000 has facilitated an increased rate of

spin-off formation

• Average number of spin-offs based on NUS IP increased

from less than 1 per year before 2000 to 5 per year after

2000

•More than 60 start-ups by NUS professors, students and

alumni received seed-funding and incubation/mentoring

services from NUS Entrepreneurship Centre since

2000, > 10 have received follow-on investments by

external investors12/12/2013 32

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Indicator AY1996/7 FY 2007/8

Teaching staff 1414 2,103

of which % foreign 39.0% 51.9%1

Research staff 843 1,710

of which % foreign 70.1% 78.6%1

Undergraduate students enrolled 17,960 23,330

Graduate students enrolled 4,478 7,020

Graduate students as % of total student enrolment 20.0% 23.1%

Percentage of foreign students studying at NUS 13% 2 34.6%

Total research funding < S$100 mil > S$200 mil

Total no. of research projects funded 1,751 1,759 3

Journal publications in SCI/SSCI 1,307 4 3,270

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Patents filed 13 96

Patents granted 4 30

Cumulative patents granted by USPTO 21 6 244

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1 Percentage for FY2004 2 Percentage of total student intake for 1997/8

3 Figure for FY2005 4 CY1996 5 CY2008 6 CY1990-1997 7 CY1990-2008 Source: NUS Annual Research Report (various years), National University of Singapore; NUS Annual Report;

Database of the USPTO; IPOS; ISI Web of Science; NUS Office of Research

Key Changes in NUS, Before and After Shift

to Entrepreneurial University Model

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Comparisons of NUS vs. Selected Leading Universities –Patents granted by USPTO

Name of Institution

Cumulative 1976 to 2005 2005

# of

patents

Rank among

world’s

universities

# of

patents# of licensing

University of California 5615 1 310 265

MIT 2825 2 133 93

University of Illinois 545 10 65 63

Stanford University 1541 4 100 109

University of Pennsylvania 718 14 37 37

University of Southern California 413 31 35 35

Georgia Tech 510 22 43 43

Oxford University 98 97 9 34

Cambridge University 35 127 4 41

Imperial College 97 98 7 n.a.

National Univ. of Singapore 182 67 26 40

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NUS Publications and Citations 1996 vs 2006

1996 2006

NUS journal publications 1,307 3,367

Citations to these publications within 2 years of publication

3,128 11,8971

Faculty 1414 1820

Publications/faculty 0.9 1.9

Citations/faculty 2.2 6.51

NUS average citations per article 2.4 3.5

Singapore average citations per article 2.0 3.21

Note: Includes SCI- and SSCI-indexed articles only1 Using citation data up to 7 August 2008

Source: Thomson ISI Web of Science

The new emphasis on Technology Commercialization has NOT been at the expense

of pursuit of Research Excellence:

• NUS’ annual journal article output increased almost 3-fold between 1996 and

2006

• Research quantity (publications per faculty member) and quality (citations

received per faculty member and per paper) has also increased over this time

• NUS journal articles tend to be more highly cited than the average Singapore

journal article

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Lessons from NUS’ experience

• Set Appropriate Strategic Vision

• Strong & Sustained Commitment by Top Leadership

• Introduce new organizational mechanisms to support change

• Recruit the right people to lead the change

• Study global best practice, but innovate one’s own approach based on own unique context; learn and adapt over time

• Build strategic international linkages

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NUS’ Envisioned Role in Singapore’s

High Technology Economy

Venture capital /angel investors

& other venture professionals

attracted to work with University

High tech ventures created or

facilitated by University

World-class R&D

investments attracted

to collaborate with

University

Top talents (researchers,

students) attracted to work &

study in University

Talented graduates with

entrepreneurial mindsets

NUS as Global

Knowledge Enterprise

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New Vision of NUS in the 21st Century: Towards a Global Knowledge Enterprise

A leading global university centerd in Asia, influencing the future

• To become a globally-oriented university, in the distinguished league of the world’s leading universities

• To become a bold and dynamic community, with a “no walls” culture and a spirit of enterprise which strives for positive influence and impact through our education, research and service

• To be a key node in the global knowledge network, with distinctive expertise and insights relating to Asia12/12/2013 38

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• Tujuannya hal ini adalah: berbagi (sharing) hasil, konsep dan metodologi

• Bukan transplant tetapi lebih ke Transfer

• Pada dasarnya tidak ada “best practice”, yang ada hanya practice dapat di diskusikan lagi

• Saat ini: UBEED, UBBID dan UB Business Unit

• Kedepan:– Spin-off portfolio

– Internationalisasi (Sudah untuk PendidikanEntrepreneurship)

– Menjalankan Program Inkubasi yang EFEKTIF12/12/2013 39LSB PEE DOSEN UB


Definitions Dimensions Drivers...

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