Alan Swale Dec 2009 Presentation


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VC's visit to India

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Alan Swale Dec 2009 Presentation

  1. 1. Vice-Chancellor’s Visit to India and India Strategy January 2010
  2. 2. Outline Programme of Visit 1 <ul><li>Kolkata </li></ul><ul><li>One day. Meetings with Cambridge alumni and high-level influencers </li></ul><ul><li>Delhi </li></ul><ul><li>Meetings with government and other politicians </li></ul><ul><li>Bangalore </li></ul><ul><li>Science lecture at IISc under auspices of UKTI/Government Office of Science UK Science in India Series </li></ul><ul><li>Cambridge partner meetings </li></ul><ul><li>Alumni </li></ul>
  3. 3. Outline Programme of Visit 2 <ul><li>Mumbai </li></ul><ul><li>Cambridge partner meetings </li></ul><ul><li>Alumni </li></ul><ul><li>Pune </li></ul><ul><li>Alumni </li></ul>
  4. 4. UK Science in India Lecture <ul><li>In her lecture at IISC Bangalore using the image of an ecosystem Professor Alison Richard will explore the role of the University in fostering innovation. </li></ul><ul><li>She will describe the relationship between academia and the wider world of industry and the market using the example of the University of Cambridge and the Cambridge Cluster, drawing on examples of Cambridge research leading to marketable invention </li></ul><ul><li>Her lecture will conclude by looking at how the UK and India might collaborate around innovation </li></ul>
  5. 5. ‘Cambridge Challenges for India’ <ul><li>Key Knowledge Commission Goals </li></ul><ul><li>Energy </li></ul><ul><li>Drug discovery and health </li></ul><ul><li>Higher education reform and development </li></ul><ul><li>Security and sustainability of basic resources </li></ul><ul><li>As Indian HRD Minister, Kapil Sibal, has pointed out these are also global challenges </li></ul>
  6. 6. ‘Cambridge Challenges for India’ 2 <ul><li>An incipient and exploratory strategy is to look at how Cambridge science, research and invention can work together with Indian institutions in these four over arching areas </li></ul>
  7. 7. ‘Cambridge Challenges for India’ 3 <ul><li>The challenge themes intersect with two other notions </li></ul><ul><li>‘ Cambridge on the ground’ in India </li></ul><ul><li>A potential spectrum of engagement ‘on the ground’ which runs from existing collaborative links to new-build overseas campuses </li></ul>
  8. 8. ‘Cambridge Challenges for India’ 4 <ul><li>While many Indian partners and interlocutors would like to see a Cambridge branch campus or franchise, this is an option we will not be seeking. </li></ul><ul><li>Cambridge and its collegiate system offer a unique meeting of minds at all levels and across all disciplines. It is this meeting of minds that produces the great ideas that change the world. Cambridge simply cannot be replicated overseas. </li></ul>
  9. 9. Potential Forms of Engagement 1 <ul><li>New MoUs (Memoranda of Understanding). We currently have 7 such agreements with key research institutes, signed as a result of the Vice-Chancellor’s previous visits. </li></ul><ul><li>Joint research and researcher interchange programmes. One such current programme is with IIT Bombay. Programmes enhance research and provide capacity building – in both directions. </li></ul><ul><li>Development of a new research institutes or facilities in India, in collaboration with Indian partners. Draws on Indian research excellence; closer to Indian context; benefits ‘high-end’ Cambridge research </li></ul>
  10. 10. Potential Forms of Engagement 2 <ul><li>Collaborative agreement with a core university at one or more of the new innovation R&D parks that are under planning all over India – can subsume any or all of the previous ideas. </li></ul><ul><li>Partnering with one of the new world-class universities under planning, but strategic partnering as a ‘beacon’ for other institutions. </li></ul><ul><li>Forging the links between university/research institute through innovation, invention and commercialisation to industry </li></ul>
  11. 11. The Way Forward <ul><li>Study and explore these possibilities to identify the partnerships with greatest potential </li></ul><ul><li>Most of these partnerships go beyond traditional departmental collaborations. Find the means to develop and manage strategic partnerships, but ‘light touch’. All still depends on the trust and collaboration between key people. </li></ul><ul><li>Assess the lessons of this Vice-Chancellor visit and prepare for the new Vice-Chancellor’s engagement with India (from October 2010)! </li></ul>