About this presentation:

1. Entrepreneurship & Innovation Education with Social and Economic Impact: Ambidexterity, Mindsets & Models2016 Global Venture Lab Summit at UC BerkeleyDr. Brendan GalbraithUlster University Business Schoolb.galbraith@ulster.ac.uk@UBSinnovation

2. About this presentation: • 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 b.galbraith@ulster.ac.uk

3. Background: economic & social challenges (and solutions) • 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 b.galbraith@ulster.ac.uk

4. Thinking differently about the right questions….. • 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 b.galbraith@ulster.ac.uk

5. A valuable & important company assisted by university technology & expertise…… Brendan Galbraith b.galbraith@ulster.ac.uk

6. 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. • Opens the door to independence in education, lifestyle and work. Star Gaze control computer simply by looking at it. Use the internet, play games etc. Brendan Galbraith b.galbraith@ulster.ac.uk

7. Every business must answer: • Is it a breakthrough vs. incremental improvement? • Is now the right time to start your particular business? • Are you starting with a big share of a small market? • Do you have the right team? • Do you have a way to deliver your product? (Peter Thiel – Zero to One) BUT………..one missing question? Brendan Galbraith b.galbraith@ulster.ac.uk

8. 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?

9. Growing Good: scaling issues • “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)

10. 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

11. 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. • New, distributed and highly participatory systems imply new roles for public and private spheres: demand/user/citizen driven open RDI enabled by ICT for service creation. Living Labs User driven open innovation eco-systems engage and motivate all the stakeholders, stimulate co-design and co-creation of technology, products, services and social innovation. Create lead markets and enable behavior transformation

12. Why Living Labs? • 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… Innovation ‘no mans’ land Research push Market pull Phase 1 Solution proposal Phase 0 Research Phase 2 Prototype Phase 3 Pre-commercial product/service Phase 4 Commercial product/service

13. 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, ‘Alpha-geek’, 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.

14. 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 Now 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…..

15. If market and technology are the only factors, the outcome will have low acceptance among people. Market Technology INNO- VATION If only market and society filters are included, the result will be old-fashioned. If technology and society in turn are included, the solution may be uneconomical. Society Hence, all three factors are needed to describe the possible future. Triple Helix: State-Acad-Industry Classic Coalition Mgt - Traditional Innovation Collaborative Partners -User-centered -User is object Low acceptance Old- fashioned Un- economical

16. -User-driven -Users are the subject -Appropriation Bottom up seed project DIVERSITY & SPECIALISTS Quadruple Helix -State-Bus-Acad-Users 2. academics can facilitate knowledge transfer preparatory activities Design SMEs Business Development Agencies ICT Knowledge & TechnologyTransfer Academic Business Business Mentors Innovation Models HealthCare Chambers of Commerce User Needs Economic Benefit CommunityWell-being 3. business develops products and services in-place in the community 1. community helps to identify user need to inform academic activities Health & Education CommunityGroups RegionalGovernment Charities& Carers Ulster Living Lab

17. I & E education: mindset, model & ambidexterity 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 start-ups & social impact? • Collaborative model based on the principle of ‘Shared Value’ university, industry, social economy stakeholder & policy/government Brendan Galbraith b.galbraith@ulster.ac.uk