Why do we teach
innovation?(and how) THE UAI EXPERIENCE
Inti Nuñez
Assistant Professor
inti.nunez@uai.cl
Ramón Molina
Exec...
Six years ago, the UAI Business School, decided that innovation and entre-
preneurship will be a fundamental matter in his...
Contents
1
2
Context: Issues /
Trends that drive
our design
The UAI experience
The current MBA market dynamic
· The changi...
1. Context
Issues / Trends that drive our design
context uai
The MBA market
current dynamic
P. Feres para el Consejo de Innovación (2008); B. Martin (2003): The Changing Contract for ...
context uai
The MBA market
current dynamic
The changing social contract for science
and the evolution of the university
Ma...
context uai
The MBA market
current dynamic
The changing social contract for science
and the evolution of the university
Ma...
context uai
The MBA market
current dynamic
Rethinking the MBA: business
education at crossroads
Datar, S., Garvin, D. and ...
context uai
The MBA market
current dynamic
Rethinking the MBA: business
education at crossroads
Datar, S., Garvin, D. and ...
context uai
The MBA market
current dynamic
Rethinking the MBA: business
education at crossroads
Datar, S., Garvin, D. and ...
context uai
The MBA market
current dynamic
Rethinking the MBA: business
education at crossroads
The common question we hea...
context uai
The MBA market
current dynamic
Rethinking the MBA: business
education at crossroads
harvard medical school
165...
context uai
The MBA market
current dynamic
From a mystery to a heuristic
(not algorithm)
Moore, W. and Tushman, M. (1982) ...
context uai
The MBA market
current dynamic
The design of business
Martin, R. (2009) The design of business. Rotman Managem...
context uai
The MBA market
current dynamic
LATAM opportunity
The Economist, September 2010
context uai
The MBA market
current dynamic
LATAM opportunity
The Economist, September 2010
WEF 2010
context uai
The MBA market
current dynamic
LATAM opportunity
The Economist, September 2010
WEF 2010
context uai
The MBA market
current dynamic
LATAM opportunity
The Economist, September 2010
WEF 2010
LATAM needs to work in...
context uai
A new value for innovation
BCG 2009 Senior Executive Innovation Survey
BCG 2009 Senior Executive Innovation Su...
context uai
A new value for innovation
BCG 2009 senior Excecutive Innovation Survey, BCG 2008 Senior Excecutive Innovation...
context uai
A new value for innovation
BCG 2009 senior Excecutive Innovation Survey
20
30
10
Moving
quickly from
idea gene...
context uai
Based in Stephen J. Kline & Nathan Rosenberg Model
Market
Evaluation
Design &
Testing
Redesign
& Adaptation
Cu...
context uai
Teaching
creativity &
entrepreneurship
Based in Stephen J. Kline & Nathan Rosenberg Model
Innovation
is proces...
context uai
Teaching
creativity &
entrepreneurship
Amabile, T. (1996). Creativity and Innovation in Organizations. Harvard...
context uai
Teaching
creativity &
entrepreneurship
Amabile, T. (1996). Creativity and Innovation in Organizations. Harvard...
context
Teaching
creativity &
entrepreneurship
100
90
50
40
Non innovators
Scott Cook
Pierre Omidyar
Michael Lazaridia
Mic...
context
Teaching
creativity &
entrepreneurship
100
90
50
40
Non innovators
Scott Cook
Pierre Omidyar
Michael Lazaridia
Mic...
2.
The UAI Model and Experience
contextuai
contextuai
the uai model
Gomez, A. & Villena, M (2005), UAI
The UAI model
technology
design
business model
entrepreneurs
i...
contextuai
the uai model
We created
(and managed)
8 new work-
shops that re-
cieve more than
3.000 students
per year”
Unde...
contextuai
the uai model
MSc I&E, Master of
Science in Innovation
& Entrepreneurship
Two specialized graduate programs
MI,...
contextuai
the uai model
landing concentraciónbuilding business foundations
(4 weeks) (16 weeks)(24 weeks)
innovación y cu...
contextuai
the uai model
landing concentraciónbuilding business foundations
(4 weeks) (16 weeks)(24 weeks)
innovación y cu...
contextuai
ecosystem
for innovation &
entrepreneurship
Ecosystem
In developing economies we have not only the challenge
of...
contextuai
ecosystem
for innovation &
entrepreneurship
Mission - Vision
· The most efficient ecosystem of innovation and e...
contextuai
ecosystem
for innovation &
entrepreneurship
Let`s have a little tour...
Universities and technology centers are...
contextuai
ecosystem
for innovation &
entrepreneurship
Cambridge (USA)
CAMBRIDGE
ENTREPRENEURS
Company
Founders
Strong Aca...
contextuai
ecosystem
for innovation &
entrepreneurship
Silicon Valley
Source: Unknow male entrepreneur
Mobile
workforce
of...
contextuai
ecosystem
for innovation &
entrepreneurship
Silicon Valley
Source: Unknow male entrepreneur
Mobile
workforce
of...
contextuai
ecosystem
for R&D &
entrepreneurship
Chile Knowledge
suppliers
Financing
Sophisticate
suppliers
Starting up
Mar...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI BUSINESS SCHOOL
we are working in two levels
1
2
Technology Transfer E...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
Empresas
Empresas
Empresas
Empresas
Empresas
Empresas
Inc...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
Núñez, I. (2010)
technology tranfer system
structure
Admi...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
Technology transfer ecosystem:
There are different busine...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
Governance board:
Board that drive institutional policies...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
Academic offer/ Innovation and entrepre-
neurship product...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
Administration service platforms:
administrative units th...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
System of funds:
Technology transfer system needs a syste...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem system arquitecture & roles
Technology Transfer System Ac...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
business model
transfer system
INFRASTRUCTURE VALUE PROPO...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
1. Ecosystem
business model
transfer system
INFRASTRUCTURE VALUE PROPO...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix 1
we truly believe in a deep collaboration between com...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix case study
movistar innova
1
2
3
MOVISTAR INNOVA is th...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix case study
movistar innova
Open innovation: more than ...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix case study
venture lab
KNOWLEDGE
$
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix case study
venture lab
Closeness with companies
Unders...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix case study
venture lab
patents
ip protection
go to mar...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix case study
tecnology transfer
from antartica to market...
contextuai
ecosystem
for R&D &
entrepreneurship
UAI
2. Triple Helix case study
tecnology transfer
from antartica to market...
contextuai
ecosystem
for R&D &
entrepreneurship Just focus on:
I D E A S
innovation
design
entrepreneurship
action
sustent...
some figures
contextuai
More than 3000 undergraduate students per year in entre-
preneurship, innovation and business prac...
uai context
Branch in US, Miami Program
Dual degree with US TOP 10
National MBA
1st
some figures
Innovation and entreprene...
Inti Nuñez
Assistant Professor
inti.nunez@uai.cl
Ramón Molina
Executive Director
ramon.molina@uai.cl
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Innovation and entrepreneurship uai experience

  1. 1. Why do we teach innovation?(and how) THE UAI EXPERIENCE Inti Nuñez Assistant Professor inti.nunez@uai.cl Ramón Molina Executive Director ramon.molina@uai.cl
  2. 2. Six years ago, the UAI Business School, decided that innovation and entre- preneurship will be a fundamental matter in his development. A cornerstone that adds value together with UAI’s strong links with firms, business leaders and public policies institutions. Thanks to UAI’s vision and its model that connects business, technology and design the Business School has been able to develop a distinctive in- sight of a world trend, which is design thinking. Sony, Apple, IDEO, and BMW represent good examples of companies that are leaders in this tech- nological wave. This document remarks UAI Business School commitment to innovation. It shows why it is kept as core and how a complex ecosystem has been built that supports this vision.
  3. 3. Contents 1 2 Context: Issues / Trends that drive our design The UAI experience The current MBA market dynamic · The changing social contract for science and the evolution of the university · Rethinking the MBA: business education at crossroads · The design of business · LATAM opportunity Teaching Innovation and entrepreneurship · A new value for innovation · Innovation`s nature The UAI Model · Model · Undergraduate · Graduate UAI Ecosystem Some Figures
  4. 4. 1. Context Issues / Trends that drive our design context uai
  5. 5. The MBA market current dynamic P. Feres para el Consejo de Innovación (2008); B. Martin (2003): The Changing Contract for Science and the Evolution of the University, Science and Innovation; H. Etzkowitz (2005): Second Academic Revolution: The Incubation of Innovation; R. O’Shea, T. Allen and K. Morse (2005): Creating the Entrepreneurial university: The Case of MIT Medieval Social Contract European Social Contract VannevarBushSocialContract New Social Contract The changing social contract for science and the evolution of the university Universities as guardians/ keepers of the truth/knowledge Universities as responsable of knowledge expansions/ spread Science, the endless frontier connected to development xvii - xvii xviii - xx second half of xx 80`s to now TEACHING SCIENCE DEVELOPMENT context uai
  6. 6. context uai The MBA market current dynamic The changing social contract for science and the evolution of the university Martin, B. (2003). The changing social contract for science and the evolution of the university, in A. Geuna et al. (eds.) Science and Innovation: rethinking the rationales for funding and governance. Edwar Elgar: Cheltenham. “The triple helix theory” “New revised social contract”Martin 2003 “...fifth phase that can be called the institutional reconfiguration of the university”Geuna 1998 “The entrepreneurial university”Leydersolorff Etzkowitz 1998
  7. 7. context uai The MBA market current dynamic The changing social contract for science and the evolution of the university Martin, B. (2003). The changing social contract for science and the evolution of the university, in A. Geuna et al. (eds.) Science and Innovation: rethinking the rationales for funding and governance. Edwar Elgar: Cheltenham. Boundaries between University & society are being redefined “The triple helix theory” “New revised social contract”Martin 2003 “...fifth phase that can be called the institutional reconfiguration of the university”Geuna 1998 “The entrepreneurial university”Leydersolorff Etzkowitz 1998
  8. 8. context uai The MBA market current dynamic Rethinking the MBA: business education at crossroads Datar, S., Garvin, D. and Cullen, P. (2010) Rethinking the MBA: business education at crossroads. Harvard Business Press. Boston, Massachusetts. Lagace, M. (2010) What is the future of MBA Education?. Interview to Mr. Datar and Mr. Garvin. Harvard Business School, Working Knowledge. WALL STREET MESSAGE Greed is good” Gordon Gekko I created nothing. I own” Gordon Gekko FINANCIAL CRUSH In 2006, 52% of Chicago Booth graduates took jobs in financial service FINANCIAL CRASH
  9. 9. context uai The MBA market current dynamic Rethinking the MBA: business education at crossroads Datar, S., Garvin, D. and Cullen, P. (2010) Rethinking the MBA: business education at crossroads. Harvard Business Press. Boston, Massachusetts. Lagace, M. (2010) What is the future of MBA Education?. Interview to Mr. Datar and Mr. Garvin. Harvard Business School, Working Knowledge. WALL STREET MESSAGE Greed is good” Gordon Gekko I created nothing. I own” Gordon Gekko “A recent report by the Association to Advance Collegiate Schools of Business points out, we need research that is more practice – oriented and interdisciplinary” FINANCIAL CRASH
  10. 10. context uai The MBA market current dynamic Rethinking the MBA: business education at crossroads Datar, S., Garvin, D. and Cullen, P. (2010) Rethinking the MBA: business education at crossroads. Harvard Business Press. Boston, Massachusetts. Lagace, M. (2010) What is the future of MBA Education?. Interview to Mr. Datar and Mr. Garvin. Harvard Business School, Working Knowledge. WALL STREET MESSAGE Greed is good” Gordon Gekko I created nothing. I own” Gordon Gekko “Rebalancing must occur” Srikant M. Datar FINANCIAL CRASH
  11. 11. context uai The MBA market current dynamic Rethinking the MBA: business education at crossroads The common question we heard was about the value added of an MBA degree. In every interview, deans and executives returned repeatedly to the question, as well as to a large set of unmet needs that they identified in areas such as: Leadership development Skills at critical, creative and integrative thinking Understanding organizational realities” David A. Garvin 1 2 3 Datar, S., Garvin, D. and Cullen, P. (2010) Rethinking the MBA: business education at crossroads. Harvard Business Press. Boston, Massachusetts. Lagace, M. (2010) What is the future of MBA Education?. Interview to Mr. Datar and Mr. Garvin. Harvard Business School, Working Knowledge.
  12. 12. context uai The MBA market current dynamic Rethinking the MBA: business education at crossroads harvard medical school 165 10.000 17 students per year affiliated hospital faculty ? Datar, S., Garvin, D. and Cullen, P. (2010) Rethinking the MBA: business education at crossroads. Harvard Business Press. Boston, Massachusetts. Lagace, M. (2010) What is the future of MBA Education?. Interview to Mr. Datar and Mr. Garvin. Harvard Business School, Working Knowledge. IS THERE A VISION FOR BUSINESS SCHOOLS
  13. 13. context uai The MBA market current dynamic From a mystery to a heuristic (not algorithm) Moore, W. and Tushman, M. (1982) Managing Innovation Over the Product Life Cycle in Readings in the Management of Innovation, eds. Michael L. Tuschman and William L. Moore, Boston, MA: Pitman. Martin, R. (2009) The design of business. Harvard Business Press. Boston. Massachusetts maturity grow th low cost strategy differentiation strategy INITIAL STAGE HEURISTIC ALGORITHMMYSTERY
  14. 14. context uai The MBA market current dynamic The design of business Martin, R. (2009) The design of business. Rotman Management Modern firms must become more like design shops From Traditional Firms... Flow of Work Life Source of status Style of work Mode thinking Dominant attitude ...To “design shop” · Ongoing tasks · Permanent assignments · Projects · Defined terms · Defined roles · Wait until it is “right” · Collaborative · Iterative · Managing big budgets and large staffs · Solving “wicked problems” · Deductive · Inductive · Deductive · Inductive · Abductive · We can only do what we have budget to do · Constraints are the enemy · Nothing can’t be done · Constraints increase the challenge and excitement
  15. 15. context uai The MBA market current dynamic LATAM opportunity The Economist, September 2010
  16. 16. context uai The MBA market current dynamic LATAM opportunity The Economist, September 2010 WEF 2010
  17. 17. context uai The MBA market current dynamic LATAM opportunity The Economist, September 2010 WEF 2010
  18. 18. context uai The MBA market current dynamic LATAM opportunity The Economist, September 2010 WEF 2010 LATAM needs to work in the last 5 factors
  19. 19. context uai A new value for innovation BCG 2009 Senior Executive Innovation Survey BCG 2009 Senior Executive Innovation Survey; BCG Value Science Center Analysis 40 Percentageofrespondents 30 20 Top priority Top three priority Top ten priority Not a priority 25 39 26 10 10 0 Where does innovation rank among your company`s strategic priorities? Innovation Remains a Top Strategic Focus for the Majority of Companies Three and ten-year annualized total share- holder-return premiums of innovative com- panies compared with their industry peers Innovative Companies are Superior Investments Innovation is now recogni- zed as the sin- gle most impor- tant ingredient in any modern economy” The Economist 18 4 4.3 2.6 1.0 2.8 1.3 1.0 17.7 5.5 2 0 AnnualizedTSRpremium(%) Global Innovators Three year premium Ten year premium Americas Innovators European Innovators Asia Pacific Innovators Teaching creativity & entrepreneurship
  20. 20. context uai A new value for innovation BCG 2009 senior Excecutive Innovation Survey, BCG 2008 Senior Excecutive Innovation Survey, BCG 2007 Senior Excecutive Innovation Survey, BCG 2006 Senior Excecutive Innovation Survey There is a lack of knowledge about managing innovation” 40 60 20 2006 2007 2008 2009 52 46 43 52 80 0 40 60 20 2006 2007 2008 2009 72 67 63 58 80 0 40 60 20 2006 2007 2008 2009 41 30 29 26 80 0 Percentage of respondents who say they are satisfied with their company´s return on innovation spending Percentage of respondents who say their company will increase innovation spending in the co- ming year Percentage of respondents who say their company will increase innova- tion spending significanty (by more than 10%) in the coming year Persistently low satisfaccion with innovation ROI may be weighing on spending plans Teaching creativity & entrepreneurship
  21. 21. context uai A new value for innovation BCG 2009 senior Excecutive Innovation Survey 20 30 10 Moving quickly from idea gene- ration to initial sales Enforcing projects ti- melines and milestones Ear marking sufficient funds Balancing risk time frames and returns across the portafolio Partnering with suppliers and others of new ideas Developing a deep unders- tanding of customers Ensuring excecutive level suport Fostering a culture of innovation 45 41 40 39 38 38 32 31 40 50 0 How strong is your company`s current perfomance in each of the following innovation capabilities? Speed and Discipline are companies`greatest challenges Percentage of respondents who said “below average” or “poor” Teaching creativity & entrepreneurship There is a lack of knowledge about managing innovation”
  22. 22. context uai Based in Stephen J. Kline & Nathan Rosenberg Model Market Evaluation Design & Testing Redesign & Adaptation Customer InteractionConception Research Knowledge both public and proprietary Public, practitioner, proprietary Innovation - Commercialisation Kline & Rosenberg`s Systemic Model Teaching creativity & entrepreneurship
  23. 23. context uai Teaching creativity & entrepreneurship Based in Stephen J. Kline & Nathan Rosenberg Model Innovation is process (dynamic) is systemic (not linear) is complex Market Evaluation Design & Testing Redesign & Adaptation Customer InteractionConception Research Knowledge both public and proprietary Public, practitioner, proprietary Innovation - Commercialisation Kline & Rosenberg`s Systemic Model
  24. 24. context uai Teaching creativity & entrepreneurship Amabile, T. (1996). Creativity and Innovation in Organizations. Harvard Business School Publishing. Boston. resources INNOVATION management practices organizational motivation task motivation CREATIVITY expertise creativity skills IM PACTS Work Enviroment Individual/Team Creativity
  25. 25. context uai Teaching creativity & entrepreneurship Amabile, T. (1996). Creativity and Innovation in Organizations. Harvard Business School Publishing. Boston. resources INNOVATION management practices organizational motivation task motivation CREATIVITY expertise creativity skills IM PACTS Work Enviroment Individual/Team Creativity Innovation is practical knowledge: experiences, abilities, skills is people, leadership and culture, motivation is enviroment, ecosystem, association, team-up is strategy and management practices
  26. 26. context Teaching creativity & entrepreneurship 100 90 50 40 Non innovators Scott Cook Pierre Omidyar Michael Lazaridia Michael Dell Associating Questioning Observing Experimenting Networking This chart shows how four well known innovative entrepreneurs rank on each of the discovery skills. All our high profile innovators scored above the 50th percentile on questioning, yet each combined the discovery skills uniquely to forge new insight How Innovators Stack Up uai Dyer, J., Gregersen, H. and Christensen, C (2009) “The innovator´s DNA”. Harvard Business Review, December, Boston. percentile
  27. 27. context Teaching creativity & entrepreneurship 100 90 50 40 Non innovators Scott Cook Pierre Omidyar Michael Lazaridia Michael Dell Associating Questioning Observing Experimenting Networking This chart shows how four well known innovative entrepreneurs rank on each of the discovery skills. All our high profile innovators scored above the 50th percentile on questioning, yet each combined the discovery skills uniquely to forge new insight How Innovators Stack Up uai Dyer, J., Gregersen, H. and Christensen, C (2009) “The innovator´s DNA”. Harvard Business Review, December, Boston. percentile Teaching innovation represents a challenge for management education
  28. 28. 2. The UAI Model and Experience contextuai
  29. 29. contextuai the uai model Gomez, A. & Villena, M (2005), UAI The UAI model technology design business model entrepreneurs innovators Business Ecosystem CUSTOMER
  30. 30. contextuai the uai model We created (and managed) 8 new work- shops that re- cieve more than 3.000 students per year” Undergraduate
  31. 31. contextuai the uai model MSc I&E, Master of Science in Innovation & Entrepreneurship Two specialized graduate programs MI, Master of Innovation Graduate
  32. 32. contextuai the uai model landing concentraciónbuilding business foundations (4 weeks) (16 weeks)(24 weeks) innovación y cultura desi. thinking gestión innov. 8 electivos Intl. week proyecto tesis transform. organiz. inn. y etrepr. biz. models biz. plans building business foundations focus (12 weeks) (12 weeks) fundam. innovación gestión innovación proyecto final transform. organiz. Cult. innov design think. Biz. mod. y plan (12 weeks)(12 weeks) (6 weeks)(6 weeks) (6 weeks)1 1 1 MBA Full time Executive MBA (EMBA) F/S From 2011, every UAI MBA will attend to a minium 5 courses in a special innovation track Context and culture Design Thinking Managing Innovation Business model and plan Organizational transformation Graduate
  33. 33. contextuai the uai model landing concentraciónbuilding business foundations (4 weeks) (16 weeks)(24 weeks) innovación y cultura desi. thinking gestión innov. 8 electivos Intl. week proyecto tesis transform. organiz. inn. y etrepr. biz. models biz. plans building business foundations focus (12 weeks) (12 weeks) fundam. innovación gestión innovación proyecto final transform. organiz. Cult. innov design think. Biz. mod. y plan (12 weeks)(12 weeks) (6 weeks)(6 weeks) (6 weeks)1 1 1 MBA Full time Executive MBA (EMBA) F/S Context and culture Design Thinking Managing Innovation Business model and plan Organizational transformation More than 350 MBA students per year with special training in innovaton and entrepreneurship From 2011, every UAI MBA will attend to a minium 5 courses in a special innovation track Graduate
  34. 34. contextuai ecosystem for innovation & entrepreneurship Ecosystem In developing economies we have not only the challenge of identify business opportunities and extraordinary entre- preneurs, but also to establish an ecosystem of innovation and entrepreneurship that make possible the miracle of having rapid growth companies with global reach.
  35. 35. contextuai ecosystem for innovation & entrepreneurship Mission - Vision · The most efficient ecosystem of innovation and entrepre- neurship, to facilitate the dynamic creation of new busi- nesses, in both established companies and new ventures. · Relations with those who design the future in various fields, providing methodological support, infrastructure support, networks, expertise, training. We will be partners of the creators of new business areas in the region and the world. · Reinforce our research teams, innovation, packaging - de- sign, orchestration systems, and global and regional net- works. From the School of Business at the UAI will position us as the benchmark in the region of “doing” innovation and entre- preneurship at the global level.
  36. 36. contextuai ecosystem for innovation & entrepreneurship Let`s have a little tour... Universities and technology centers are developing strong and large ecosystems around the world. For example: Boston cluster, MIT, UC group, networks, Standford, Oxforbridge, UCL...
  37. 37. contextuai ecosystem for innovation & entrepreneurship Cambridge (USA) CAMBRIDGE ENTREPRENEURS Company Founders Strong Academic Links Membership of organizations Multiple Directorships Mentoring Business Angels Source: Yim M. Myint, Shailendra Vyakarnam Cambridge entrepreneurs play several roles
  38. 38. contextuai ecosystem for innovation & entrepreneurship Silicon Valley Source: Unknow male entrepreneur Mobile workforce of qua- lified & technical talent Mentors / informal network Venture specific services University strengths in IT, biotech & business Government organizing the economist structure Sources of funding Media / Press THE ENTREPREUNER “Stem” of assumptions Flower Petal Model This Model named by a male ven- ture capitalist, illustrates the sup- porting network that exist in Silicon Valley to accelerate and sustain succesful entrepreneurship
  39. 39. contextuai ecosystem for innovation & entrepreneurship Silicon Valley Source: Unknow male entrepreneur Mobile workforce of qua- lified & technical talent Mentors / informal network Venture specific services University strengths in IT, biotech & business Government organizing the economist structure Mobil Labor: Must be experienced, talented and numerous. Critical for senior manage- ment talent to stay within the ecosys- tem. Ideas and knowledge to be shared within an acceptable framework of patents, copyrights and open sources Capital and experience: Service firms, founding sources and former entrepreneurs –serving as ad- visors– provide experienced guidance and access to various forms of capitals (real and virtual) at every stage of a company`s development Sources of funding Media / Press THE ENTREPREUNER “Stem” of assumptions Flower Petal Model Government: Can establish an economic structure that`s favorable to entrepreneurship University-Industry connections Universities serve not only as a training ground in business or technology, but also as a sourse of breakthrough ideas, talent and relationships Media: Influences culture and perception of high-growth business as important contri- butors to the economy and a way of life; looking at entrepreneurshio as an hono- red profession, promoting both success and faiture stories.
  40. 40. contextuai ecosystem for R&D & entrepreneurship Chile Knowledge suppliers Financing Sophisticate suppliers Starting up Markets Culture & Society Regulaty framework Venture capitals Seed capital Guaranty funds Angel investors Local Markets International Markets Corporations Competitiveness of sectors Legal Issues Accounting tax issues IP protection Branding Product design Focused public policy Intellectual property MKII - III Shareholders agreement NDA Easy mechanism to open & close new Co Value of being entrepreneur Tolerance to failure To live outside / english Diversity Role Models Networking Openess to Innovation Scientifics labs - R&D Availables technologie Access to associations University incubators Network - all entrepreneurs Network of key partners Network users & clients Access to technical people Asset Capital Raw Materials DYNAMIC & INNOVATIVE ENTERPRISES
  41. 41. contextuai ecosystem for R&D & entrepreneurship UAI BUSINESS SCHOOL we are working in two levels 1 2 Technology Transfer Ecosystem Triple Helix Networks
  42. 42. contextuai ecosystem for R&D & entrepreneurship UAI 1. Ecosystem Empresas Empresas Empresas Empresas Empresas Empresas Incubadoras Inversionistas Emprendedores Consorcios investigación Emprendedores
  43. 43. contextuai ecosystem for R&D & entrepreneurship UAI 1. Ecosystem Núñez, I. (2010) technology tranfer system structure Administration service platforms: · Accounting · Proyect managent · Events / Difusion · Innovation technology platform · Strategyc Partnership management Academic offer/ Innovation and entrepreneurship products & services: · Research centers · PHD · Masters · Certificate · Executive education · Reasearch and publications Technology transfer ecosystem: · Centers · Labs · Programs System of funds: · Prouf of concepts · Early stage · I + D · Angels · Venture capital 1 5 4 3 Governance Board · Representative · Executive Policies PI 2
  44. 44. contextuai ecosystem for R&D & entrepreneurship UAI 1. Ecosystem Technology transfer ecosystem: There are different business units created , TOP DOWN & BOTTOM UP, by universities, faculties or schools to response the innovation and entrepreneurship challenge. These units are created spontaneously from academic , firms and go- vernment demands. It is necessary to establish policies that regulate activity, for example: intellectual property policy. 1 Núñez, I. (2010) 1technology tranfer system structure
  45. 45. contextuai ecosystem for R&D & entrepreneurship UAI 1. Ecosystem Governance board: Board that drive institutional policies, power distribution and authorities role and other. In addition, it is worried about performance (strategy and control), synergies, scale economies, information, brand, growth, and delivery stan- dards. Intellectual property and conflict of interest policies: these issues are central in a technology transfer system. 1 Núñez, I. (2010) 2technology tranfer system structure
  46. 46. contextuai ecosystem for R&D & entrepreneurship UAI 1. Ecosystem Academic offer/ Innovation and entrepre- neurship products and services: System of technology transfer must be connect with acade- mic university offer, both systems must talk generating lear- ning , this process could generate new models, feedback, contacts, which add experience and service quality. 1 Núñez, I. (2010) 3technology tranfer system structure
  47. 47. contextuai ecosystem for R&D & entrepreneurship UAI 1. Ecosystem Administration service platforms: administrative units that offer support at: accounting, pro- ject management, events & diffusion, information techno- logy platform, strategic partnership management 1 Núñez, I. (2010) 4technology tranfer system structure
  48. 48. contextuai ecosystem for R&D & entrepreneurship UAI 1. Ecosystem System of funds: Technology transfer system needs a system of funds align- ment with projects management process, funds that sup- port: research, development, innovation and entrepreneur- ship. This system provides: negotiation capabilities, power, independence, other. 1 Núñez, I. (2010) 5technology tranfer system structure
  49. 49. contextuai ecosystem for R&D & entrepreneurship UAI 1. Ecosystem system arquitecture & roles Technology Transfer System Academic Group I&E Technology Transfer Board Venture Link Corporate Governance of the system Octantis Corp entrepreneurship New ventures Venture Lab Last mile innovation Outsource R&D Patenting Southern Angels Proof of concepts Private Fund R&D fund early stage Design Lab Community understanding Prototyping Design support Tecnological Infraestructure Highly specializaed human capital Center for I&E Research Awareness Education Academic Programs Master en Innovación Master en Gestión y empren- dimiento tecnológico Support Platforms Project management Accounting Events Others · Companies · Alumni UAI · Entrepreneurs · Government
  50. 50. contextuai ecosystem for R&D & entrepreneurship UAI 1. Ecosystem business model transfer system INFRASTRUCTURE VALUE PROPOSITION CLIENTES Core Capabilities Brand Credibility Researches in Tecnologhy Unfraestructure and asso- ciated services Understanding of techno- logy transfer Financial Capacuty Cost Structure Leveraging HR costs, distribution and technology infrastructure with the university systemR & D investment by public subsidies; HR areas from recent graduates and engineering curricula, the lower the market cost.; Royalty by brand UAI. Income / Profit Sale of technology infrastructure services and consulting; Participation in% of sales revenue administration; Participation in % of utility-related business, other businesses, investment funds. Value UAI TTS being a member and support the extension activity of teachers and departments providing: resources, administrative support, brand (credibility), partnerships, staff, infras- tructure, management control, negotiation and dissemination. Positioning Business Excellence Prestige Innovation from demand Transparency Efficiency Security Confidence Proximity to private Part- ner Companies Clients Companies wanting to move in: R & D innovation, sophisticated markets, certified. Ministries who wish to certify processes, access to complex engineering ser- vices, advance innovation in the country challenges Distribution Top down, contacts, con- fidence. Looking for part- ners rather than clients University Alliances R&D network Large companies International players of TT Investors Stakeholders SNIC Processes Innovation and entrepre- neurship Servicing Administration Negotiation Diffusion NUMBERS
  51. 51. contextuai ecosystem for R&D & entrepreneurship UAI 1. Ecosystem business model transfer system INFRASTRUCTURE VALUE PROPOSITION CLIENTES Core Capabilities Brand Credibility Researches in Tecnologhy Unfraestructure and asso- ciated services Understanding of techno- logy transfer Financial Capacuty Cost Structure Leveraging HR costs, distribution and technology infrastructure with the university systemR & D investment by public subsidies; HR areas from recent graduates and engineering curricula, the lower the market cost.; Royalty by brand UAI. Income / Profit Sale of technology infrastructure services and consulting; Participation in% of sales revenue administration; Participation in % of utility-related business, other businesses, investment funds. Value UAI TTS being a member and support the extension activity of teachers and departments providing: resources, administrative support, brand (credibility), partnerships, staff, infras- tructure, management control, negotiation and dissemination. Positioning Business Excellence Prestige Innovation from demand Transparency Efficiency Security Confidence Proximity to private Part- ner Companies Clients Companies wanting to move in: R & D innovation, sophisticated markets, certified. Ministries who wish to certify processes, access to complex engineering ser- vices, advance innovation in the country challenges Distribution Top down, contacts, con- fidence. Looking for part- ners rather than clients University Alliances R&D network Large companies International players of TT Investors Stakeholders SNIC Processes Innovation and entrepre- neurship Servicing Administration Negotiation Diffusion NUMBERS
  52. 52. contextuai ecosystem for R&D & entrepreneurship UAI 2. Triple Helix 1 we truly believe in a deep collaboration between companies, the state and the universities” The state helping with the initial funds to create the spin Companies leading the process of new venture creation Universities transferring knowhow and capacities to companies 1 2 3
  53. 53. contextuai ecosystem for R&D & entrepreneurship UAI 2. Triple Helix case study movistar innova 1 2 3 MOVISTAR INNOVA is the first corporate entrepre- neurship initiative where the state, a company and a university work together. Open innovation: more than 1000 projects presented and 25 new companies supported Creation of a corporate incubator New entrepreneurship culture in Movistar
  54. 54. contextuai ecosystem for R&D & entrepreneurship UAI 2. Triple Helix case study movistar innova Open innovation: more than 1000 projects presented and 25 new companies supported Creation of a corporate incubator New entrepreneurship culture in Movistar 1 2 3 MOVISTAR INNOVA is the first corporate entrepre- neurship initiative where the state, a company and a university work together. Value creation · open innovation · strategic orchestration
  55. 55. contextuai ecosystem for R&D & entrepreneurship UAI 2. Triple Helix case study venture lab KNOWLEDGE $
  56. 56. contextuai ecosystem for R&D & entrepreneurship UAI 2. Triple Helix case study venture lab Closeness with companies Understanding of science and business World class know how networks 1 2 3 VENTURE LAB is a unique platform designed to con- nect science and business. We transform early stage re- search into applied research for various industries.
  57. 57. contextuai ecosystem for R&D & entrepreneurship UAI 2. Triple Helix case study venture lab patents ip protection go to market open innovation corporate r&d technology transfer last mile commercialization
  58. 58. contextuai ecosystem for R&D & entrepreneurship UAI 2. Triple Helix case study tecnology transfer from antartica to markets 1 2 3 Bioreactor 1.0 Production 2,5x Prototype 3D Production 400 x
  59. 59. contextuai ecosystem for R&D & entrepreneurship UAI 2. Triple Helix case study tecnology transfer from antartica to markets Patents is just the first step 1 2 3 Bioreactor 1.0 Production 2,5x Prototype 3D Production 400 x
  60. 60. contextuai ecosystem for R&D & entrepreneurship Just focus on: I D E A S innovation design entrepreneurship action sustentability
  61. 61. some figures contextuai More than 3000 undergraduate students per year in entre- preneurship, innovation and business practices workshops More than 500 graduate students with courses in innovation and entrepreneurship More than 350 MBA students per year with courses in entrepreneurship and innovation Students from more than 8 countries taking entrepreneurship and innovation courses 3.000 500 350 8
  62. 62. uai context Branch in US, Miami Program Dual degree with US TOP 10 National MBA 1st some figures Innovation and entrepreneurship has enabled us to generate:
  63. 63. Inti Nuñez Assistant Professor inti.nunez@uai.cl Ramón Molina Executive Director ramon.molina@uai.cl
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