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UNIVERSITY FOR INDUSTRY
Nasir Saeed Khan – MSc. Pure Mathematics, MBA
Consultant for FMCGs & Retail _ Pakistan
Author Note
nsktareen@gmail.com, +923018212311
Abstract
Universities are organizations that perform a key role within contemporary societies by
educating proportions of the population and generating knowledge. The exchange between
industry and academia is also vital in engineering education. Coming days & years are the most
demanding and transformative period in engineering education history. Challenges that are
unique in their number, nature, and scale will impact the ability of the engineering education
system and its institutions to carry out the core missions of teaching, learning, and research.
Challenges related to who we teach and employ, and the learning and work styles and
expectations they bring to our institutions. This will include challenges related to the role are
expected to play in advancing the economic development and competitiveness of our country
and nation, as well as the lives, jobs, and careers of university graduates. New engineering
university option is to become a leader of these trends, shaping their direction and impact, or face
being university like existing. “Building UNIVERSITY Forward” should be the systematic
response to the education, economic, and technological leadership challenges Pakistan faces. The
objective of this study is to search the university basis of partnership with industry & building
modal to become the need of the industry. The study was done through the analytical view of the
publications & literature on the topic.
UNIVERSITY FOR INDUSTRY
The study inquires the need of the kind of university that should be built to promote
industrial growth in Pakistan and to further fulfill its industrial needs. The national environment
for the university shall be controlled and channelized positively through a detailed study of
existing world leader institutions in engineering such as Massachusetts Institute of Technology
etc. I have in-depth assessed the models of these universities, and further inquired their
implications for the national and international industrial requirements.
The Pakistani nation, academia, industry is dynamic and should not be expected to put
their plans and aspirations of growth on hold. We need to build a university in an ever-changing
environment that should be based on our national values and mission. Learning about the world,
helping to solve the industry’s greatest problems, and working with national and international
collaborators should be the university’s utmost priority. Accordingly, I am sharing my research,
which indicates the step by step approach to build an international level engineering university
that is aligned with our core question “how to become the need of the industry” while also taking
in account the changing international environment.
The paper presents a framework for an engineering university and its role, positioning
UNIVERSITY in the national arena. Not everyone will agree with everything in this framework,
but it will be useful to make future decisions about the Institute’s activities which may serve a
purpose of thoughtfulness and rigor that will likely contribute in making any major decision
affecting university’s education and research activities.
The first step in the paper is to recognize the features of new engineering university and
its understanding before going any further: 1) what is the context of the university 2) the national
context at the time of university formation 3) how the university develop its educational
approach 4) what kind of curriculum is needed to be designed and implemented for the need of
its students. The basic facilitators and constituent of the university’s features are a) Strength of
academic leadership b) A friendly and exploratory educational culture c) student engagement in
and understanding of new educational approaches d) in-house development of new tools and
resources to support and advance the educational approach
Secondly, I identified the six areas where the new university can invest to get our tag line
results of becoming the need of industry can be achieved
1. Excellent People – How university can attract the talented and capacitated human
resource in all of its branches and keep their ability alive.
2. Teaching and Learning, the core production area of the university and the
maximum knowledge generation activities take place here so required high level
of attention and investments
3. Student Support needed to attract the brightest mind and giving the “right type” of
environment to enable them as per the national and international industry
requirement
4. Infrastructure, Systems and Resources investment is needed to support the
excellent people and students to reach the required benchmarks. Without the latest
labs, campus management systems and learning supports matching the world
speed and industrial requirement the produce and the producer cannot achieve the
end results
5. Effective industry and community engagement at leadership and operational
levels should be maintained to identify the mutual cooperation areas, finding the
common new direction to help and to get help from govt., FCCI etc.
6. Continuous investment required in getting consultancy for the university from
industrial & technological leaders in curriculum development, systems
upgradation as per the futuristic needs of the industry
Thirdly, keeping the track of all the leaders’ institution in engineering. The academic
structure, pathways and linkages should be followed in a professional manner to be
competitively productive and by eying the contemporary challenges with their solutions.
I also touched upon the gauges of engineering education and its features along with MIT
initiative of the New Engineering Education Transformation (NEET). Three pillars of the New
Engineering Education Transformation has also been discussed.
Next section of this paper is organized as follows. The next section provides the
methodological five steps that can optimize the university role in industrialization of a country.
These steps includes, understanding the elements of an innovation ecosystem and positioning of
the university. Then I summarize a conceptual framework of sustainable innovation along with
Quadruple Helix approach and models of an innovation ecosystem. The fifth section discusses
Universities-industry collaboration and its systematic review. On these main themes I refer to
UNIVERSITY: forms, motivations, formation and activities, enablers and inhibitors, and
outcomes. Key system, like experiential learning, which are pivotal in achieving the productive
outcomes from engineering university and suggestions are presented in the last section
Understanding the University’s Basis and Formation- UNIVERSITY
 Speed of a car can be mainly assessed through the engine specification, road conditions
and its driver’s skill for the targeted speed. Similarly, for the engineering university future
contributions and role in national/ international arena understanding is mainly based on
the four factors: a) university context which includes the charter of the university,
background, location selection, ability of the foundation leadership and faculties, the
rationale for establishing, hierarchy in the organization, its role definition in the country’s
economy and finally it collaborations with other world institutions b) The national
context refers to features of the country like Pakistan is populated country, then its
higher education system -framework , entry to university - the principles, government
role, national spending on higher education and finally understanding the university &
the government alignment c) the development of educational approach Experiential
and self-directed learning, disciplinary knowledge, integration of engineering, science
and design, student culture of initiative and hands-on learning and adapting to larger and
more diverse student cohorts d) Curriculum design Project/portfolio-based, a common
curriculum structure shared by all engineering departments, multidisciplinary
experiences, student choice and flexibility, global outlook and experiences, the best
practice into a coherent and integrated curriculum and programs management, structure
and delivery in practice .
Literature suggests without understanding and alignment of the above features with
university’s mission, required objectives achievement will remain a question mark.
 In this section, I will touch upon the six drivers of university. In these Areas University’s
investment required to get the desire outcome “Become the need of the industry” as per
the relevant literature.
People: “Systems and rules are guidelines, leadership is lifeline.”― Janna Cachola An
organization is really a factory for producing new ideas and for linking those ideas with resources
- human resources, financial resources, knowledge resources, infrastructure resources - in an
effort to create value. These are processes that you can map, with results that you can measure.
The literature shows the high effects of leadership on the outcome of the university with features
1) Excellent people with accountability at all levels 2) their values and high engagement 3)
Building capability for the future 4) Believe to achieve high performance 5) Capacity to build
human resources framework systems and processes. This is the top priority area of the
university to invest.
Recommendation ‘academician’s significance’:
 The university should form the incentive mechanisms for the university’s
academicians for those who are researcher and engaged in collaboration work
with industries. Besides, the university should encourage the researchers to
transfer their research output into projects thereby benefited to industries as well
as the surrounding community.
 Staff development program also another means in order to enhance the academia
research capability thereby strengthen the UIL. The bureaucratic obstacles have to
be eliminated by formulating clear procedures and policies so as to accelerate and
smooth the university-industry linkage.
 Teaching and Learning: It should be absorbed that faculty and graduate capabilities
aligned to future skill demand. All partnerships and program stair casing that allow
students to readily progress. The learning content should informed by research and
technology transfer engagement. The leading edge teacher education and career
progression should be provided. The effective use of emerging education engaged
learning, blended delivery can produce aspirational results. This is the second area of
priority.
 Student Support: Superior pastoral care and support, listening and responding to our
students, delivering an enjoyable student experience, linking our students and graduates
to employment should get the due focus.
 Infrastructure, Systems and Resources: Delivery Sites, facilities gateway, Technology
Park, student hub need to be invested. Development of Infrastructure, learning resources
and technology to support leading edge learning. Digitization, Enrich Advising Support,
Seamless User Experience, Technical Stabilization should be our strategy part while
investing in our systems. There should be roadmap to incrementally install new systems
& components to reduce technology risk and support sustainability. Funds needed to
provide ongoing operational support for systems and systems should have the capacity
for the future changes for example faculty mandated changes.
 Industry and Community Engagement: Effective industry and community engagement
at leadership and operational levels need to be invested. Effective engagement and
partnership with FCCI and enhanced industry engagement will pay the dividend
perpetually. Effective relationships with Government, Council, HECP, MS&T and BOI
will keep aligning the university its objectives & deliverable clarity.
 Consultancy: It is important to get consultancy from third party regarding developing
industry engagement and systems that support the introduction of emerging technology
and knowledge into business practice. Consultancy can support on recruitment,
development and recognition of staff able to effectively transfer emerging technology and
knowledge into organization
The above mentioned six spaces are critical for asset to make the engineering university,
cited in most of the literature and universities strategic plans.
 Gauges of quality in engineering education – Comprehensions: Before going any
further we should align on the quality engineering education gauges. Literature suggest
the three parameters1) the quality and impact of the graduates 2) the ‘value added’ to
students during their studies 3) the institution’s capacity to deliver a world-class
education. The detail can be described through the following table:
The above table suggest that during the formation of an engineering university &
education structure one should have the specification of quality engineering education of
that age. The following are the key features of quality engineering education.
Quality and impact of the graduates ‘value added’ to students during
studies
Institution’s capacity to deliver
The career trajectory and impact of
graduates
‘Delta’ or ‘value added’ to students
during the course of their studies
The institutional leadership in and
commitment to education
“Career prospects ten years out”
“Have the capabilities that industry
needs now and in the future
The quality and breadth of data that we
need to make any objective assessments
of the ‘delta’ in engineering programs?
The educational culture
The capacity of the institution to
influence practice elsewhere if any
Criteria for selection of student intake Flexibility and student choice
Teaching and learning support Reward and recognition of teaching
Educational research activities Extra-curricular opportunities
Opportunities to work across disciplines Academic approach
Assessment and feedback
New Engineering Education Transformation: In June 2016, MIT launched the New
Engineering Education Transformation (NEET), an initiative charged with developing and
delivering a world-leading program of undergraduate engineering education at the university.
Building on MIT’s established educational strengths, NEET responds to the need for a focus on
‘new machines and systems’ in engineering education. The NEET vision is built upon three
pillars
 An educational approach that is underpinned by design synthesis and innovation
 Educational delivery that integrates effective and appropriate modern pedagogical
approaches, supported by a flexible curriculum
 An educational structure that reflects the challenges facing engineering in the 21st century.
New Engineering Education Transformation program focus on new machines and
systems VIA 1) a balanced approach to analysis and synthesis 2) a foundation in modern
engineering academic approaches. It has five established principles. a) Useful knowledge:
in industrial society, science and technology were legitimate foundations for higher
knowledge b) Societal responsibility: to apply the fruits of scientific discovery to the
satisfaction of human wants c) Learning by doing: converting personal experience into
knowledge d) Education as preparation for life: provide students with an education that better
prepares engineers to function as professionals e) The value of fundamentals: education
should be based on the fundamental principles.
What makes these machines new, and NEET’s approach relevant, is the degree, nature, and
pace of change in modern science and technology. Very few of today’s practicing engineers
received training in a whole range of fields that will define the careers of our graduates. For
example, the new machines of tomorrow are likely to be facilitated by:
● Machine learning
● Internet of Things
● Autonomous and robotic systems
● Novel materials design and manufacturing systems
● Smart grids, cities, and urban infrastructure
● Sustainable materials and energy systems
● AI-driven healthcare diagnostics and therapeutic
The organization and structure of most engineering programs is around siloes disciplines
(civil, mechanical, electrical, chemical, etc.) and their machines. Reinforced by the
accreditation process, this curricular structure is very repeatable, prescriptive, and good at
generating certain “types” of engineers—a situation that is then reinforced by many
companies that use the labels to inform their hiring practices. The established professional
organizations further perpetuate the silos.
Preparing young people to design a “new machine” means approaching their overall training
very differently. We must work energetically to overcome academic inertia, conservative
influences in accreditation and professional societies, and the hiring practices of major
companies.
In the future, students must be able to work on machines and systems that are complex,
highly networked and part of larger systems of systems, have higher levels of autonomy and
are supportive of a sustainable environment.
UNIVERSITY surely has the same objectives of developing engineers for future and existing
requirement of industry, serving the needs and wants of the society. NEET concept
development and following should be the core of UNIVERSITY educational approach.
UNIVERSITY should also produce the same skill set in their students which are expected
from MIT graduates by their industry. Which are mainly listed below along with the
Humanistic Thinking:
Making Discovering Interpersonal
skills
Personal skills
& attitudes
Creative
Thinking
Systems
Thinking
Critical & meta
cognitive
thinking
Analytical
Thinking
Computational
Thinking
Experimental
Thinking
What UNIVERSITY should DO?
Prepare student to develop the new machines and systems. Prepare student to be makers,
discoverers or on the spectrum. Shape UNIVERSITY education around the way we best
learn
Teach student the NEET Ways of Thinking --- how to think and learn more effectively by
themselves.
HOW?
 By integrating mechanical, informational, molecular, biological, and energetic
components
 By understanding & networking complex part of larger systems of system
 By giving higher levels of autonomy and independence of action in all dimensions
 By providing support a sustainable environment
 Understanding the NEET Project-Centric Model & NEET Threads: This model suggest
that university should produce new machines makers and discoverers. For this
UNIVERSITY needs to develop educational program which support the student in these
directions. Bold thinking encouragement of student should be the complementary part of
this educational plan. Ideas evolutions in the direction required the participation,
communication among all the stakeholders and Thought Leaders of the industry, society,
faculty, students. This ideas evolutions cannot be open and should have clear
benchmarking and timing for any idea. Following pictures shows the MIT model
reflecting NEET adaptation.
Along with the NEET approach UNIVERSITY should also keep track of the top
engineering institution approaches and their on ongoing development. The university
should have the clear view & understanding of the current top engineering institutions
and also keep on building the future scenarios for the engineering institution. In this
regard I collected some features of current top engineering institution and future top
engineering universities.
How University can become "The Need" of Industry in Pakistan
After understanding the university formation & it basic approach toward the engineering
education now I will again comeback to the paper main focus on how part that is “How
university can become the need of the industry?”
In this section I emphasized five step approach that will mainly cover the complete idea and
methodology of our core question.
1. Understand Industry/government objectives for development & value addition (Eco
system). For example Vision 2025, 11th 5- year. Plan, annual plan Growth Strategy,
University capacity and place in the institutional landscape. Here we try to understand the
eco system of the university & industrial growth. The focus will remain on conceptual
models.
2. Identify sectors where UNIVERSITY can have the greatest marginal impact. For this
purpose UNIVERSITY expertise/Capacity evaluation & development will be discussed.
The Value addition - sector scan methodology and frame work research will be produced
here. Importance of Patron guidance and Stakeholder input will be taken into account.
3. Importance of setting of UNIVERSITY objectives and impact indicators by which to
measure success and direction will remain the discussion. Team goal-setting by
UNIVERSITY management and Faculty importance in becoming the need of industry
part will remain in focus.
4. Design Research /Value addition activities specific to the needs of each priority sector
frame work by using UNIVERSITY management and Faculty expertise along with
outside feedback.
5. Finally Plan of the structure, systems, and resources needed for implementation will be
discussed. Experiential learning part will be discussed in bit detail
Discussing and giving detail of each part will be quite lengthy and will lose the focus on the
objectivity so I tried to limit myself to the concept and framework. You will not find the sector
scan data, detail of UNIVERSITY impact area & value addition activities. It will be covered
through the examples of different top universities like MIT and CALTECH.
By understanding and developing the systematic approach on the above five areas will give
answer to our question that how UNIVERSITY can become the need of the industry.
Eco system understanding: This will start with understanding and mapping of the university
positioning in the current national engineering scenario and landscape. This positioning should
be based on two dimensions: Fundamental science orientation and application orientation. This
exercise will clarify the role of the university in the internal stake holders and will make
UNIVERSITY clearer it message to external stake holders regarding its role, This pointed time I
don’t have much data for the UNIVERSITY so I am reproducing a positioning model developed
in 2008 by Stokes.
After clarifying and mapping UNIVERSITY position in the landscape it is important to
understand how to build the linkage between industry and the UNIVERSITY. For this
complete understanding of innovation eco system is must because without innovation no
industry can survive, compete and excel. As UNIVERSITY want to lead in the industrial
development and innovation so it is pivotal to understand innovation eco system of Pakistan
and the world. This can also be describe by the model. Before going any further it is
mandatory to define the innovation system and open innovation.
What is the Innovation System?
Building on the evolutionary and interactive innovation model: Innovation occurs in a
division of labor, many private and public actors involved
Innovation systems are networks of firms and organizations influencing the innovation
process in a particular area through their interaction (Lundvall1992, Edquist2005)
Universities are key elements in the subsystem of knowledge generation and –diffusion
What is (Open) Innovation? ……The new imperative of creating and profiting from
technology” Innovation is the creation of new or the re-arranging of the old in new way.
Open Innovation is a term coined by Henry Chesbrough in his book ‘open Innovation...’
“Open innovation is paradigm that assumes that firms can and should use external ideas as
well as internal ideas, and internal and external paths to market, as the firms look to advance
their technology.” The use of purposive inflows and outflows of knowledge to accelerate
internal innovation, and expand the markets for external use of innovation, respectively.
NUTECH VISION
Map the Eco
System
AVAILABLE
OPTIONS
Build and create
competencies
PLANS
Roadmap to
action
Why is there a Need of Innovation? Economic Evolution, Service Based Economies
Knowledge Base Economies. Stay Competitive in Changing Markets. To develop new
markets A) to improve brand reputation b) to offer customers & society new benefits
Ultimately, to sustain and grow business. Build a knowledge economy (government).
Innovation & Technology transfer – How? Innovation is critical to driving growth in
developed as well as emerging economies. The value chain of innovation should be further
enhanced by several mechanism including the formation adjacencies and seizing the white
space. Internationalization, strategic partnership, innovation, appropriate funding support,
and fine tuning of national and organizational policies and system is critical for technology
transfer and innovation. Technology transfer is an important mechanism that underpins
innovation. Establishment of well-structured strategy that is coherent with coordinated efforts
can accelerate the path to innovation.
Elements of an innovation ecosystem:
Culture of the ecosystem Human “capital” Knowledge production
Supporting structures Institutional and National
strategy processes
Network communication
channels and formats
The basic idea of the innovation ecosystem is based on three types of stake holders: 1)
Technology Generators like Companies – Large & SMEs, Universities and R & D
institutes.2) Skilled Translators like Government, Research funders, Science Parks and
technology transfer offices.3) Technology Seekers for example Companies – Large & SMEs
and New startups. All these stake holders are interlinked and their outcomes depends upon
each other cooperation, social, economic and environmental conditions. Major outcomes /
KPIs of sustainable Innovation systems are product, Services, process, business model and
business network. Better the ecosystem better would be their outcome.
• Quadruple Helix approach: The Quadruple Helix is an innovation and collaboration model
with a citizen/end-user perspective. It is useful in an innovation process where the citizen’s
needs are central. Triple Helix model: innovation and collaboration model that describes the
interaction between public sector, academia and industry
How can or should the Quadruple Helix actors interact to enhance innovation? A)
Stakeholder mapping: QH-actors specifically b) Involve all QH-actors from the beginning of the
innovation process c) All actors speak the same language Quadruple Helix actors cooperate in
their specific context and innovation process
Why a Quadruple Helix approach? Before the QH approach, it was believed that government,
academia and industry are the major actors in innovation – Triple helix approach, but the latest
research suggests that without the account of society or people welfare innovation system will
not work properly. The exclusion of citizen might lead to a) Innovators and end-users do not
understand each other b) only technical innovation will take place instead of social innovation c)
possibility of lack of transparency in the system d) frustration may occur on one side because of
leaving one group e) products and services will not be used by citizen.
Two approaches that can be used when using a Quadruple Helix Model:1) Living Labs Approach
2) Service Design Approach. Detail of these approaches are describes below table:
How can we use the QH approach for the innovation along with relevant actor? Literature
suggest different techniques at different steps like preparing and exploring stages may use
different methods. The suggested chart is given in the papers as given below:
On the basis of all the above factors we can build a model of innovation of ecosystem system for
the UNIVERSITY, which should include: a) Values and nature of the ecosystem for the
UNIVERSITY, will have the central role b) Infrastructural development c) External
Opportunities d) Strategy development e) Societal Challenges f) Government Regulations g)
Funding Framework h) Innovation Brokers & Facilitators– Detail studies of all these factors will
conclude the model of innovation ecosystem. Examples of European and chines universities are
taken from the literature along with their features for the understanding and developing model
for UNIVERSITY.
Model of an innovation ecosystem:
Technical University of Munich, Germany
Innovation: stakeholders
Depth in institutionalized venture capital (VC) and other related forms of ‘risk capital’ that
enable rapid rates of start-up formation and scale-up growth across a wide range of sectors.
The Six Ingredients of a Great Tech Ecosystem: Literature indicates and suggest the following
six ingredient of successful tech eco system.
Implications for the UNIVERSITY: Concluding the ecosystem discussion and taking
consideration of the national technology ecosystem UNIVERSITY should build its own model.
The university should have its vision for the next 10 years. Then there must be annual plans with
clear objective for the each year aligned to its ten years vision. In this plan all the stake holders’
inputs and capacity building measure with certain KPIs should be incorporated.
1. This document should contain all the activities (Hierarchical Context, Ecological
Boundaries, Data Collection, Monitoring, Adaptive Management, Interagency
Cooperation, Organizational Change and values etc.) and its time line
2. This should also define the roles that who will be the policy maker, Scientist, Managers
and Citizens
Following process and techniques can be used for building future vision:
Horizon Scanning Driver Mapping Axes of Uncertainty
Scenarios SWOT Analysis Road mapping
How Collaboration will take place - University & Industry in Pakistan.
A university industry relation has changed dramatically in recent years. Universities,
research laboratories and research institutions are keys in driving a nation’s innovation system.
According to Global Connect Report (2007) best practices related with commercialization
researches and collaboration internal to the university and how it interfaces with the external
community are the following.
1. The leadership of the university is strongly supportive of technology
commercialization and student/researcher entrepreneurship. In addition to the willingness to
embrace collaboration with industry leadership of universities can put in place policies that
encourage entrepreneurial activity, ranging from promotion and tenure policies.
2. Entrepreneur-in-Residence programs. Entrepreneur-in-Residences are experienced
business advisors from outside of the university who work with faculty interested in
commercializing their research. They provide valuable coaching and mentoring to faculty and
students, help align the expectations of what can be realistically commercialized, bring with
them and entrepreneurial culture, and lastly serve as a vehicle for bridging the university-
industry divide.
3. Student internship and job placement programs. There is little disagreement that people
are the most important form of knowledge transfer. Leading regions have multiple methods to
link their students to work experience and job opportunities in the private sector. These include
mentorship programs, internships and business plan competitions.
4. Multidisciplinary research centers or institutes with industry buy-in. Establishing and
promoting centers or institutes that have a mandate to perform collaborative research with
industry and cut across two or more academic disciplines.
5. Effective lateral communication within the institution. The sharing of information can
foster a collaborative atmosphere within the university and between the university and the
outside community.
The following figure illustrate the systematic review of UIC.
How? - University-industry cooperation formation process: Once we understood the
ecosystem and developed the university model aligned to that system then question comes of
operational relations ship building with the industry. It is assumed that the university has the
capacity and capability of developing the essence which is required by the industry. It is also
understood that university has the openness in culture and adaptability to absorb the ever-
changing requirements of the industry and has impetus to develop it.
The first step in UIC formation process is Partnership Identification. This identification
process will be based on established purpose and then obtaining general knowledge of the
capabilities of potential partners. Possible purpose could be specific sector’s practical problem
knowledge gathering & giving them the best possible solution in the light of latest advancement
available around the globe. The other possible purpose could be developing the skilled
manpower as per the need of the industry.
Then comes the contact establishment stage. Which industry of the sector can get the benefit
of mutual competencies and partnership in maximum? In initial contacts each other
assessments according to purpose is the stepping stone in establishing new contacts. Partner
Assessment and Selection criteria must be formulated before going in to any kind of
negotiation. Then comes the partnership negotiation step in which university choose the
partners, define the partnership, define and agree on the partnership’s documented purpose or
mission/vision, determine the specific common goals/objectives for the particular effort,
define the organizational structure of the partnership, define the management and
administration of the partnership with clearly defined responsibilities. Then agree on the plan.
Finally, Agreement Signing with explicit milestones and identifying the
measures/indicators for success with specific interim and/or final deliverables.
The general activities which will take place during all this process are given in the table:
The university should work with clear objectives to promote industry & the university
collaboration. The following are some of the broader aims of the cooperation:
 Facilitate entrepreneurship and enterprise development for industrial sector
 Offer cost effective & research driven technology solutions for national industry
 Applied Industrial development in emerging technologies through triple helix
(Academia –Industry – Government)
 Bridge between government & industry
After having the clear mind set & objectives, the university should define the partnership type
and parameters. This partnership should be strategic not static. A strategic partnership is a
formal alliance between two business entities in which terms and expectations clearly defined in
a contract with mutual businesses with complimentary resources. The partners allowing each
other to share and obtain new assets without having to develop them in-house. The partnership
nature and alliance should be fully documented with maximum possible details. Major partner
ships types are: Strategic alliance, Joint venture, Limited liability partnership
Research and development partnership and Marketing Partnership.
When we deep dived in to the cooperation and collaboration we found certain research’s
outcomes which are summarized in the following figures:
How these relationship and its dynamics can be further segregated and focused for the results are
explained in the above diagram. Three factors mainly play important role in the success for these
relationship 1) Institutional Factors –Flexibility 2) Relationship-Honesty and 3) Output Factors –
Clarity. The scale, phase, level of leadership and discipline are the moderation factors which
again play vital role in the UIC (university industry collaboration). In my understanding figures
are the best tools to understand the whole process so to summarize these relationship, please see
the below figure explain the whole process:
Implications for the UNIVERSITY:
1. Building & Testing Institution’ Resources: Resources play an important role in the
successful implementation of IUCs. The quality and the utility of a collaboration is
strongly dependent on the resources a partner can offer to each other. Finance, time, staff
and equipment are critical resources. Accuracy of planning and the commitment of
partners, expectations of the partners and good timing is critical for successful IUCs. To
facilitate a successful collaboration, access to highly qualified human resources, to
infrastructure such as libraries and lab space or to technical equipment is important.
Access to shared use equipment arrangements should be clear planned.
The ability of partners to learn about and understand one another, the bureaucracy, the complex
structure and the inflexibility and decision‑making differences should be taken in account. The
clarified responsibilities and roles - right from the beginning of a partnership should be ink. The
development of mechanisms and processes and willingness to change should always be kept in
cards. Both companies and universities will benefit when they work together closely and use
each other’s experience and feedback for further improvements.
2. Role of Relationship: Frequency of communication is vital to create a shared
understanding. Good personal relationships are the basis to enabling vital linkages
between companies and universities. Contacts and actions should not only include
management level but must be on the operational level too. Regular interaction,
continuous feedback, mutual exchange of information and updating partners about
incidents or new activities are important for the positive outcomes. Communication
through a variety of channels, such as e mails, regular meetings or face to face
communication is advantageous. A reciprocal communication (regularly, timely,
adequately and accurately) is also beneficial to establish positive expectations about the
future behavior of partners, particularly when the partnership is new
3. Focus on result orientation: It is essential that the partners establish a shared
understanding of the objectives. Agree upon achievable project goals and develop an
exact strategy plan throughout the whole collaboration. Partner selection process ahead of
a collaboration is advisable. Partner evaluation method with specific criteria is
recommended. An effective knowledge and technology transfer is important for a
successful collaboration. Differences in the knowledge base, cultural factors, and limited
knowledge transfer experience are major barrier in UIC and should be clearly actionized.
4. Managing the environment: Governmental support, legal restrictions or the market
environment impact on IUCs. The government is an influential power that can either
enhance or harm collaboration. The market potential of the research results also have an
impact on UIC. Legal aspects of IUC collaborations and are about contracts and
intellectual property rights. Contracts detailing the arrangement, roles and responsibilities
reduce the later disputes. Formal agreements are especially advisable in complex
collaboration projects or to ensure mutual access to expensive infrastructure.
Confidentiality and non-disclosure agreements play an important role in IUC projects and
the setting up of proper agreements is an important task for the participating partners.
Again I summarize all the above university – Industry collaboration (UIC) factors and steps in
following table: The most of the step should be taken in pre – work of UIC.
How to Collaborate?
Pre work
Clarify purpose and goals of collaboration in advance Clearly discuss motivations and expectations
Clarify roles, responsibilities for participants For research, establish data management
agreements
Create a communication plan and process Define the expected outcomes and measures
Define the expected outcomes and measures Create a reward structure: monetary and others
Establish clear descriptions of respective financial,
human & resource contributions from participants
Establish clear descriptions of respective
financial, human & resource contributions from
participants
Identifications – areas of collaboration Mechanics of collaboration
Potential challenges Way forward
Now I will reproduce the areas of collaboration which is suggested by most of the literature.
Areas of collaboration:
Research partnerships
Inter-organizational arrangements for pursuing collaborative
R&D, including research consortia and joint projects.
Research services
Research-related activities commissioned to universities by
industrial clients, including contract research, consulting, quality
control, testing, certification, and prototype development
Shared infrastructure
Use of university labs and equipment by firms, business
incubators, and technology parks located within universities
Academic entrepreneurship
Development and commercial exploitation of technologies
pursued by academic inventors through a company they (partly)
own (spin-off companies).
Human resource training
and transfer
Development and commercial exploitation of technologies
pursued by academic inventors through a company they (partly)
own (spin-off companies).
Commercialization of
intellectual property
Development and commercial exploitation of technologies
pursued by academic inventors through a company they (partly)
own (spin-off companies).
Commercialization of
intellectual property
Use of codified scientific knowledge within industry
Informal interaction
Formation of social relationships (e.g., conferences, meetings,
social networks).
I have discussed a lot about the mechanics of collaboration in the previous section. Only I need
to mention that this will vary from industry to industry and will also depends on the area of
collaboration.
The challenges which may hinder the process and should be managed in professional manners
are highlighted according to their degree of occurrence.
5.
Objective Setting – General to Specific.
Until now I have discussed the university formation understanding, drivers of university
capacity building, Innovation ecosystem, model building for the university and systematic
process view of the university – industry linkage along with it potential challenges.
In the coming section, I will suggest the objective setting process for the university along
with importance and highlights of its key systems which are pivotal for the university capacity
building and can contribute to industrial development. I will also cite the examples and model of
the top technology universities.
The basic of this section can be well describe by this figure:
0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%
Resistance from students
Resistance from…
Lack of incentives (no…
Cost of collaboration
Technology issues
Now I am going to discuss the mechanical part of objective setting and building a
strategic plan for the university according to the existing literature suggestion: Following are the
main areas of objectives which should be included in the strategic plan & set of key performance
indicator which should be included in the university dashboard.
Objectives –Critical Few
Increase the Number of UNIVERSITY
Graduates
Build UNIVERSITY National &
International Reputation for Educational
Excellence
Define Student Success
Create the Prominence of UNIVERSITY’s
Research Profile Nationally
Build Participation of Faculty, Staff and
Students in Research
Develop the Impact of UNIVERSITY’s
Research Programs
Set the Number of Participants in Outreach
and Engagement Activities
Build UNIVERSITY’s Economic Impact
across the Pakistan
Create Greater Transparency
Architect System-wide Collaboration among
Communicators
Implement a Streamlined Process for
Communicating with Govt. & Industry
Promote Growth and Opportunity for
University Advocacy
Identify Major NATION wide Challenges for Which UNIVERSITY Can Provide Thought
Leadership and Outreach Support While Also Deploying Resources and Expertise to Help
Address These Issues
Details of Strategic KPIs of the University
Value-added - Staffing. Value-added
Employability and destinations (employment rates /
starting salary
Quality of Research - research outputs / funding Student Satisfaction / experience
Finance-financial performance / sustainability / efficiency Achievement / attainment (average awards)
Widening participation / Fair access Learning and development in key areas
Non-continuation / Continuation Return on student loan investment / value for money
Entry qualifications Course / Teaching quality
Admissions Class size
Demand Contact and study hours
Entrepreneurship support Postgraduate activity
Employment creation Estates, facilities and student services
Industry engagement Commercial activities
Contribution to economic growth and development
regionally and nationally
Public engagement and social / community impact)
Knowledge Transfer Sustainability (environment impact)
Administrative efficiency
In the beginning of the university it is recommended to have five years plan with above
mentioned key performance indicators setting. The main focus required on strengthening the
faculty, enhance the excellence of undergraduate education, enliven the student residential
community, enrich targeted programs, elevate key professional departments, fortify
commitment to interdisciplinary research programs and build leadership as an urban and
national university.
The academic reputation, employer reputation, faculty student ratio, citations per faculty,
international faculty and international students should also be the part of the KPIs.
All the work up till now is the basis for the production of ingredients of any top university of the
world which is chief in designing, excellent in inventing, the best in collaborating and translating
the students’ expertise to reach the world. What these universities focus on, interdisciplinary
programs, analytical rigor with curiosity, building playful imagination and appetite for solving
the hardest problem. The right vision with the right leader ship can give the properly worked out
plan. This plan implementation in true spirit will lead to build the university and its environment
to produce the ingredients which can build the university capacity and competency to help
industrial development in the country. The more university has the capacity, the more it will be
required by the industry.
In the final section, I cite the MIT example of designing, collaborating and translating the
students’ expertise to reach the world. MIT undergraduates work shoulder to shoulder with
faculty, tackle global challenges, pursue fundamental questions, and translate ideas into action.
The lifeblood of the Institute’s teaching and research enterprise, MIT graduate students and
postdocs represent one of the most talented and diverse cohorts in the world. From science and
engineering to the arts, architecture, humanities, social sciences, and management, and
interdisciplinary programs, MIT offer excellence across the board. The university also pioneer
digital education — like MITx— which offers flexible access to MIT-rigorous content for
learners of all ages.
Across MIT, faculty help set the global standard of excellence in their disciplines: They are
pioneering scholars who love to teach. Deeply engaged in practice, they topple conventional
walls between fields in the push for deeper understanding and fresh ideas. In fact, many faculty
actively work in at least one of MIT’s interdisciplinary labs, centers, initiatives, and institutes
that target crucial challenges, from clean energy to cancer. MIT campus is a workshop for
inventing the future and rest all are apprentices, learning from each other as they go.
MIT like to make an impact, emphasize designing, inventing, collaborating, and translating
students’ expertise to reach the world. Through signature experiential learning programs like
UROP , UPOP, MISTI, PKG, IAP, D-Lab, and Sandbox, students can pursue virtually infinite
co-curricular and extracurricular projects — at MIT. Honeycombed with legendary laboratories
and dozens of makerspaces, a wind tunnel, a research nuclear reactor, and a glass lab, MIT
campus adds up to a prime spot to make the most of student’s potential.
For executives, managers, entrepreneurs, and technical professionals eager to tap fresh thinking
and new research from MIT. MIT offer dozens of executive and professional programs. Some
are online. Some are on campus. Ranging from two days to 20 months, they all share MIT’s
signature focus on practical solutions for the real world.
K-12 Resources: make a special effort to spark creative power of science, technology,
engineering, and math in students from kindergarten through high school — in school, after
school, and over the summer. MIT engage students, teachers, and families with a range of hands-
on K-12 offerings, from structured field trips to MIT’s Edgerton Center programs designed to
encourage girls in their love of technology and science. MIT also offer an array of resources for
teachers, to help them make science and engineering easy to grasp and irresistibly interesting.
I summarize all the above MIT design of program in the following grid:
Experiential learning
programs
• UROP
• UPOP
• MISTI
• PKG
• IAP
• D-LAB
• Sandbox
• Students can pursue
virtually infinite co-
curricular and
extracurricular projects
Open Learning -
Leveraging digital
technologies
• MITx, open online
courses, offers flexible
access to a range of
interactive courses
developed and taught by
instructors from MIT
• the MicroMasters
credential — Recognized
by industry leaders hiring
new talent
• Open Course Ware - Offer
teachers and learners
worldwide the materials
for more than 2,400 MIT
courses, freely available
online
Professional & Executive
Education
• MIT Professional
Education
• Sloan School of
Management Executive
Education
• MIT xPRO
• Bootcamps
K-12 Resources
• K-12 Science &
Engineering
Opportunities
• Open Course Ware
Highlights for High
School
• K-12 Outreach
• App Inventor
• Scratch
• Teaching Systems Lab
• Lemelson-MIT Program
Recommendations.
Configurations of Collaboration:
Cooperation structure University Role Business/ industry contribution
Strategy networks Foresight of emerging research
fields and technology
developments
Foresight of emerging markets and
technology developments
Research thematic clusters Different disciplinary expertise
on research development in
thematic area
Access to international research
partners
Ideas for new research
Researchers and graduates
Expertise on market developments and
potential
Applied research and development
expertise
Access to global business partners
Knowledge of global economic
developments
Start-up or innovation
services
Students and researchers with
business ideas
Community building among
students and researchers
Marketing and communication
of events
Mentors members
Venture Capital
Partners for start-ups (for example as
first clients or demonstration cases)
Tech. transfer & innovation
services
Financing and training staff
Allowing commercialization as
acceptable pursuit
Mentorship and financial support
for IP
Joint core technical facilities Technical know-how and staff to
ensure maintenance
Funding for infrastructures
Shared large research
infrastructure
Research and technical expertise
to ensure state-of-the-art status
and develop methodology
Funding for infrastructures,
technological expertise
University research centers
with impact mission
University research with
international visibility attracts
national and international funds
And talent to the country.
Companies and public external
stakeholders adopt research in
their development and cooperate
to meet challenges together
Joint labs/ interface research
centers
Provide researchers and facilities
for applied research and
prototype development Research
expertise Researchers (Master’s
students, PhD, postdocs)
Funding and expertise for IP and
commercialization
Funding for PhDs
Funding for research
Infrastructures
Joint campuses, science parks Openness to external partners,
private-public partnerships, in
research and education to create
dynamic campus environments
Infrastructural Investments private-
public partnerships with long term
perspective
Instruments of cooperation and Industry-university interaction
Cooperation instrument/ interaction format Function for Industry, universities, students
Supporting Bachelor’s or Master’s theses, based on
interaction between engineer/ external stakeholder,
academic advisor and student
Helps students expose themselves to real work
environments and trains their problem-solving skills. Helps
companies solve concrete short-term problems that demand
some technical knowledge and several months of research
Providing internships for students in companies Helps graduates be more successful on the labor market.
Helps companies find and test potential future employees
Courses and trainings given by practitioners, from one-day
labs about a specific topic to lectures or seminars in
standard module in university curriculum
provides students with insight into real-life professional
challenges and solutions
Real-life cases and challenges integrated in university
lectures/ seminars
Helps students develop interdisciplinary problem-solving
skills. increases the relevance and hence the appeal of study
programs
Successful entrepreneurs as mentors for start-ups or role
model entrepreneurs in entrepreneurship training
helps students consider the opportunities and challenges of
starting their own business and to lower the threshold of
becoming entrepreneurs themselves
Joint research projects Answers research questions. brings industrial and academic
researchers together helping mutual understanding of each
other’s’ interests and challenges
Contracted research Helps companies solve concrete problems and innovation
challenges. Provides flexible funds to university researchers
– apart from its use to solve the given research problem,
these funds can be used freely for other research,
infrastructural or maintenance purposes
Funding research labs at the university, (sponsoring the
space and PhD students participating in the research)
Develops specific technology solutions and prototypes for
companies. Enhances long-term innovative capacity of the
company. Provides costly research infrastructure for
university researchers
Sponsoring professorships (internationally competitive
salary, possibly also including start-up funds, research
infrastructures)
Strengthens key competence area for a company. Helps the
university’s internationalization
Part-time positions for industry researchers at the
university and vice-versa. Cross-appointments
helps mutual knowledge of needs and challenges,
understanding each other’s methods, concepts and attitudes
Joint Institutes or Labs Helps address long-term challenges which are of mutual
interest to academia and industry.
Helps support state-of-the-art infrastructure and thereby
 The university should create a formal agreement with various industries, i.e.
memorandum understanding in order to strengthen the UIL. It is better to be
formal to create good interaction rather than being informality.
 Independent UIL office should have to be established so as to develop, foster and
focus on the interaction of the university’s all departments with industries rather
than running one institute-industry technology transfer office which concern only
the interaction of one part of the university (only mechanical Technology).
 This office should be established for research and community engagement.
Academicians (researchers) should have to develop excellent proposal so as to
attract better fund from external sponsor organizations. Moreover, they should
have to provide quality services to the stakeholders in order to gain the trust of the
industries. The academicians is the significant variable to strengthen the
University-Industry Linkage, the today’s better performance and good relation of
the university in general, academician in particular, would be the helpful strategy
to strengthen the tomorrow’s UIL.
References
Last Name, F. M. (Year). Article Title. Journal Title, Pages From - To.
Last Name, F. M. (Year). Book Title. City Name: Publisher Name.
Footnotes
1
[Add footnotes, if any, on their own page following references. For APA formatting
requirements, it’s easy to just type your own footnote references and notes. To format a footnote
reference, select the number and then, on the Home tab, in the Styles gallery, click Footnote
Reference. The body of a footnote, such as this example, uses the Normal text style. (Note: If
you delete this sample footnote, don’t forget to delete its in-text reference as well. That’s at the
end of the sample Heading 2 paragraph on the first page of body content in this template.)]
Tables
Table 1
[Table Title]
Column Head Column Head Column Head Column Head Column Head
Row Head 123 123 123 123
Row Head 456 456 456 456
Row Head 789 789 789 789
Row Head 123 123 123 123
Row Head 456 456 456 456
Row Head 789 789 789 789
Note: [Place all tables for your paper in a tables section, following references (and, if applicable,
footnotes). Start a new page for each table, include a table number and table title for each, as
shown on this page. All explanatory text appears in a table note that follows the table, such as
this one. Use the Table/Figure style, available on the Home tab, in the Styles gallery, to get the
spacing between table and note. Tables in APA format can use single or 1.5 line spacing.
Include a heading for every row and column, even if the content seems obvious. A default table
style has been setup for this template that fits APA guidelines. To insert a table, on the Insert tab,
click Table.]
Figures title:
Figure 1. [Include all figures in their own section, following references (and footnotes and tables,
if applicable). Include a numbered caption for each figure. Use the Table/Figure style for easy
spacing between figure and caption.]
For more information about all elements of APA formatting, please consult the APA Style
Manual, 6th Edition.
0
1
2
3
4
5
6
Category 1 Category 2 Category 3 Category 4
Series 1 Series 2 Series 3

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University for industry Pakistani context

  • 1. 1 UNIVERSITY FOR INDUSTRY Nasir Saeed Khan – MSc. Pure Mathematics, MBA Consultant for FMCGs & Retail _ Pakistan Author Note nsktareen@gmail.com, +923018212311 Abstract Universities are organizations that perform a key role within contemporary societies by educating proportions of the population and generating knowledge. The exchange between industry and academia is also vital in engineering education. Coming days & years are the most demanding and transformative period in engineering education history. Challenges that are unique in their number, nature, and scale will impact the ability of the engineering education system and its institutions to carry out the core missions of teaching, learning, and research. Challenges related to who we teach and employ, and the learning and work styles and expectations they bring to our institutions. This will include challenges related to the role are expected to play in advancing the economic development and competitiveness of our country
  • 2. and nation, as well as the lives, jobs, and careers of university graduates. New engineering university option is to become a leader of these trends, shaping their direction and impact, or face being university like existing. “Building UNIVERSITY Forward” should be the systematic response to the education, economic, and technological leadership challenges Pakistan faces. The objective of this study is to search the university basis of partnership with industry & building modal to become the need of the industry. The study was done through the analytical view of the publications & literature on the topic. UNIVERSITY FOR INDUSTRY The study inquires the need of the kind of university that should be built to promote industrial growth in Pakistan and to further fulfill its industrial needs. The national environment for the university shall be controlled and channelized positively through a detailed study of existing world leader institutions in engineering such as Massachusetts Institute of Technology etc. I have in-depth assessed the models of these universities, and further inquired their implications for the national and international industrial requirements. The Pakistani nation, academia, industry is dynamic and should not be expected to put their plans and aspirations of growth on hold. We need to build a university in an ever-changing environment that should be based on our national values and mission. Learning about the world, helping to solve the industry’s greatest problems, and working with national and international collaborators should be the university’s utmost priority. Accordingly, I am sharing my research, which indicates the step by step approach to build an international level engineering university that is aligned with our core question “how to become the need of the industry” while also taking in account the changing international environment.
  • 3. The paper presents a framework for an engineering university and its role, positioning UNIVERSITY in the national arena. Not everyone will agree with everything in this framework, but it will be useful to make future decisions about the Institute’s activities which may serve a purpose of thoughtfulness and rigor that will likely contribute in making any major decision affecting university’s education and research activities. The first step in the paper is to recognize the features of new engineering university and its understanding before going any further: 1) what is the context of the university 2) the national context at the time of university formation 3) how the university develop its educational approach 4) what kind of curriculum is needed to be designed and implemented for the need of its students. The basic facilitators and constituent of the university’s features are a) Strength of academic leadership b) A friendly and exploratory educational culture c) student engagement in and understanding of new educational approaches d) in-house development of new tools and resources to support and advance the educational approach Secondly, I identified the six areas where the new university can invest to get our tag line results of becoming the need of industry can be achieved 1. Excellent People – How university can attract the talented and capacitated human resource in all of its branches and keep their ability alive. 2. Teaching and Learning, the core production area of the university and the maximum knowledge generation activities take place here so required high level of attention and investments 3. Student Support needed to attract the brightest mind and giving the “right type” of environment to enable them as per the national and international industry requirement
  • 4. 4. Infrastructure, Systems and Resources investment is needed to support the excellent people and students to reach the required benchmarks. Without the latest labs, campus management systems and learning supports matching the world speed and industrial requirement the produce and the producer cannot achieve the end results 5. Effective industry and community engagement at leadership and operational levels should be maintained to identify the mutual cooperation areas, finding the common new direction to help and to get help from govt., FCCI etc. 6. Continuous investment required in getting consultancy for the university from industrial & technological leaders in curriculum development, systems upgradation as per the futuristic needs of the industry Thirdly, keeping the track of all the leaders’ institution in engineering. The academic structure, pathways and linkages should be followed in a professional manner to be competitively productive and by eying the contemporary challenges with their solutions. I also touched upon the gauges of engineering education and its features along with MIT initiative of the New Engineering Education Transformation (NEET). Three pillars of the New Engineering Education Transformation has also been discussed. Next section of this paper is organized as follows. The next section provides the methodological five steps that can optimize the university role in industrialization of a country. These steps includes, understanding the elements of an innovation ecosystem and positioning of the university. Then I summarize a conceptual framework of sustainable innovation along with Quadruple Helix approach and models of an innovation ecosystem. The fifth section discusses Universities-industry collaboration and its systematic review. On these main themes I refer to
  • 5. UNIVERSITY: forms, motivations, formation and activities, enablers and inhibitors, and outcomes. Key system, like experiential learning, which are pivotal in achieving the productive outcomes from engineering university and suggestions are presented in the last section Understanding the University’s Basis and Formation- UNIVERSITY  Speed of a car can be mainly assessed through the engine specification, road conditions and its driver’s skill for the targeted speed. Similarly, for the engineering university future contributions and role in national/ international arena understanding is mainly based on the four factors: a) university context which includes the charter of the university, background, location selection, ability of the foundation leadership and faculties, the rationale for establishing, hierarchy in the organization, its role definition in the country’s economy and finally it collaborations with other world institutions b) The national context refers to features of the country like Pakistan is populated country, then its higher education system -framework , entry to university - the principles, government role, national spending on higher education and finally understanding the university & the government alignment c) the development of educational approach Experiential and self-directed learning, disciplinary knowledge, integration of engineering, science and design, student culture of initiative and hands-on learning and adapting to larger and more diverse student cohorts d) Curriculum design Project/portfolio-based, a common curriculum structure shared by all engineering departments, multidisciplinary experiences, student choice and flexibility, global outlook and experiences, the best practice into a coherent and integrated curriculum and programs management, structure and delivery in practice .
  • 6. Literature suggests without understanding and alignment of the above features with university’s mission, required objectives achievement will remain a question mark.  In this section, I will touch upon the six drivers of university. In these Areas University’s investment required to get the desire outcome “Become the need of the industry” as per the relevant literature. People: “Systems and rules are guidelines, leadership is lifeline.”― Janna Cachola An organization is really a factory for producing new ideas and for linking those ideas with resources - human resources, financial resources, knowledge resources, infrastructure resources - in an effort to create value. These are processes that you can map, with results that you can measure. The literature shows the high effects of leadership on the outcome of the university with features 1) Excellent people with accountability at all levels 2) their values and high engagement 3) Building capability for the future 4) Believe to achieve high performance 5) Capacity to build human resources framework systems and processes. This is the top priority area of the university to invest. Recommendation ‘academician’s significance’:  The university should form the incentive mechanisms for the university’s academicians for those who are researcher and engaged in collaboration work with industries. Besides, the university should encourage the researchers to transfer their research output into projects thereby benefited to industries as well as the surrounding community.  Staff development program also another means in order to enhance the academia research capability thereby strengthen the UIL. The bureaucratic obstacles have to
  • 7. be eliminated by formulating clear procedures and policies so as to accelerate and smooth the university-industry linkage.  Teaching and Learning: It should be absorbed that faculty and graduate capabilities aligned to future skill demand. All partnerships and program stair casing that allow students to readily progress. The learning content should informed by research and technology transfer engagement. The leading edge teacher education and career progression should be provided. The effective use of emerging education engaged learning, blended delivery can produce aspirational results. This is the second area of priority.  Student Support: Superior pastoral care and support, listening and responding to our students, delivering an enjoyable student experience, linking our students and graduates to employment should get the due focus.  Infrastructure, Systems and Resources: Delivery Sites, facilities gateway, Technology Park, student hub need to be invested. Development of Infrastructure, learning resources and technology to support leading edge learning. Digitization, Enrich Advising Support, Seamless User Experience, Technical Stabilization should be our strategy part while investing in our systems. There should be roadmap to incrementally install new systems & components to reduce technology risk and support sustainability. Funds needed to provide ongoing operational support for systems and systems should have the capacity for the future changes for example faculty mandated changes.  Industry and Community Engagement: Effective industry and community engagement at leadership and operational levels need to be invested. Effective engagement and partnership with FCCI and enhanced industry engagement will pay the dividend
  • 8. perpetually. Effective relationships with Government, Council, HECP, MS&T and BOI will keep aligning the university its objectives & deliverable clarity.  Consultancy: It is important to get consultancy from third party regarding developing industry engagement and systems that support the introduction of emerging technology and knowledge into business practice. Consultancy can support on recruitment, development and recognition of staff able to effectively transfer emerging technology and knowledge into organization The above mentioned six spaces are critical for asset to make the engineering university, cited in most of the literature and universities strategic plans.  Gauges of quality in engineering education – Comprehensions: Before going any further we should align on the quality engineering education gauges. Literature suggest the three parameters1) the quality and impact of the graduates 2) the ‘value added’ to students during their studies 3) the institution’s capacity to deliver a world-class education. The detail can be described through the following table: The above table suggest that during the formation of an engineering university & education structure one should have the specification of quality engineering education of that age. The following are the key features of quality engineering education. Quality and impact of the graduates ‘value added’ to students during studies Institution’s capacity to deliver The career trajectory and impact of graduates ‘Delta’ or ‘value added’ to students during the course of their studies The institutional leadership in and commitment to education “Career prospects ten years out” “Have the capabilities that industry needs now and in the future The quality and breadth of data that we need to make any objective assessments of the ‘delta’ in engineering programs? The educational culture The capacity of the institution to influence practice elsewhere if any
  • 9. Criteria for selection of student intake Flexibility and student choice Teaching and learning support Reward and recognition of teaching Educational research activities Extra-curricular opportunities Opportunities to work across disciplines Academic approach Assessment and feedback New Engineering Education Transformation: In June 2016, MIT launched the New Engineering Education Transformation (NEET), an initiative charged with developing and delivering a world-leading program of undergraduate engineering education at the university. Building on MIT’s established educational strengths, NEET responds to the need for a focus on ‘new machines and systems’ in engineering education. The NEET vision is built upon three pillars  An educational approach that is underpinned by design synthesis and innovation  Educational delivery that integrates effective and appropriate modern pedagogical approaches, supported by a flexible curriculum  An educational structure that reflects the challenges facing engineering in the 21st century. New Engineering Education Transformation program focus on new machines and systems VIA 1) a balanced approach to analysis and synthesis 2) a foundation in modern engineering academic approaches. It has five established principles. a) Useful knowledge: in industrial society, science and technology were legitimate foundations for higher knowledge b) Societal responsibility: to apply the fruits of scientific discovery to the satisfaction of human wants c) Learning by doing: converting personal experience into knowledge d) Education as preparation for life: provide students with an education that better
  • 10. prepares engineers to function as professionals e) The value of fundamentals: education should be based on the fundamental principles. What makes these machines new, and NEET’s approach relevant, is the degree, nature, and pace of change in modern science and technology. Very few of today’s practicing engineers received training in a whole range of fields that will define the careers of our graduates. For example, the new machines of tomorrow are likely to be facilitated by: ● Machine learning ● Internet of Things ● Autonomous and robotic systems ● Novel materials design and manufacturing systems ● Smart grids, cities, and urban infrastructure ● Sustainable materials and energy systems ● AI-driven healthcare diagnostics and therapeutic The organization and structure of most engineering programs is around siloes disciplines (civil, mechanical, electrical, chemical, etc.) and their machines. Reinforced by the accreditation process, this curricular structure is very repeatable, prescriptive, and good at generating certain “types” of engineers—a situation that is then reinforced by many companies that use the labels to inform their hiring practices. The established professional organizations further perpetuate the silos. Preparing young people to design a “new machine” means approaching their overall training very differently. We must work energetically to overcome academic inertia, conservative
  • 11. influences in accreditation and professional societies, and the hiring practices of major companies. In the future, students must be able to work on machines and systems that are complex, highly networked and part of larger systems of systems, have higher levels of autonomy and are supportive of a sustainable environment. UNIVERSITY surely has the same objectives of developing engineers for future and existing requirement of industry, serving the needs and wants of the society. NEET concept development and following should be the core of UNIVERSITY educational approach. UNIVERSITY should also produce the same skill set in their students which are expected from MIT graduates by their industry. Which are mainly listed below along with the Humanistic Thinking: Making Discovering Interpersonal skills Personal skills & attitudes Creative Thinking Systems Thinking Critical & meta cognitive thinking Analytical Thinking Computational Thinking Experimental Thinking What UNIVERSITY should DO? Prepare student to develop the new machines and systems. Prepare student to be makers, discoverers or on the spectrum. Shape UNIVERSITY education around the way we best learn Teach student the NEET Ways of Thinking --- how to think and learn more effectively by themselves. HOW?  By integrating mechanical, informational, molecular, biological, and energetic components
  • 12.  By understanding & networking complex part of larger systems of system  By giving higher levels of autonomy and independence of action in all dimensions  By providing support a sustainable environment  Understanding the NEET Project-Centric Model & NEET Threads: This model suggest that university should produce new machines makers and discoverers. For this UNIVERSITY needs to develop educational program which support the student in these directions. Bold thinking encouragement of student should be the complementary part of this educational plan. Ideas evolutions in the direction required the participation, communication among all the stakeholders and Thought Leaders of the industry, society, faculty, students. This ideas evolutions cannot be open and should have clear benchmarking and timing for any idea. Following pictures shows the MIT model reflecting NEET adaptation.
  • 13. Along with the NEET approach UNIVERSITY should also keep track of the top engineering institution approaches and their on ongoing development. The university
  • 14. should have the clear view & understanding of the current top engineering institutions and also keep on building the future scenarios for the engineering institution. In this regard I collected some features of current top engineering institution and future top engineering universities. How University can become "The Need" of Industry in Pakistan After understanding the university formation & it basic approach toward the engineering education now I will again comeback to the paper main focus on how part that is “How university can become the need of the industry?” In this section I emphasized five step approach that will mainly cover the complete idea and methodology of our core question. 1. Understand Industry/government objectives for development & value addition (Eco system). For example Vision 2025, 11th 5- year. Plan, annual plan Growth Strategy, University capacity and place in the institutional landscape. Here we try to understand the
  • 15. eco system of the university & industrial growth. The focus will remain on conceptual models. 2. Identify sectors where UNIVERSITY can have the greatest marginal impact. For this purpose UNIVERSITY expertise/Capacity evaluation & development will be discussed. The Value addition - sector scan methodology and frame work research will be produced here. Importance of Patron guidance and Stakeholder input will be taken into account. 3. Importance of setting of UNIVERSITY objectives and impact indicators by which to measure success and direction will remain the discussion. Team goal-setting by UNIVERSITY management and Faculty importance in becoming the need of industry part will remain in focus. 4. Design Research /Value addition activities specific to the needs of each priority sector frame work by using UNIVERSITY management and Faculty expertise along with outside feedback. 5. Finally Plan of the structure, systems, and resources needed for implementation will be discussed. Experiential learning part will be discussed in bit detail Discussing and giving detail of each part will be quite lengthy and will lose the focus on the objectivity so I tried to limit myself to the concept and framework. You will not find the sector scan data, detail of UNIVERSITY impact area & value addition activities. It will be covered through the examples of different top universities like MIT and CALTECH. By understanding and developing the systematic approach on the above five areas will give answer to our question that how UNIVERSITY can become the need of the industry. Eco system understanding: This will start with understanding and mapping of the university positioning in the current national engineering scenario and landscape. This positioning should
  • 16. be based on two dimensions: Fundamental science orientation and application orientation. This exercise will clarify the role of the university in the internal stake holders and will make UNIVERSITY clearer it message to external stake holders regarding its role, This pointed time I don’t have much data for the UNIVERSITY so I am reproducing a positioning model developed in 2008 by Stokes. After clarifying and mapping UNIVERSITY position in the landscape it is important to understand how to build the linkage between industry and the UNIVERSITY. For this complete understanding of innovation eco system is must because without innovation no industry can survive, compete and excel. As UNIVERSITY want to lead in the industrial development and innovation so it is pivotal to understand innovation eco system of Pakistan
  • 17. and the world. This can also be describe by the model. Before going any further it is mandatory to define the innovation system and open innovation. What is the Innovation System? Building on the evolutionary and interactive innovation model: Innovation occurs in a division of labor, many private and public actors involved Innovation systems are networks of firms and organizations influencing the innovation process in a particular area through their interaction (Lundvall1992, Edquist2005) Universities are key elements in the subsystem of knowledge generation and –diffusion What is (Open) Innovation? ……The new imperative of creating and profiting from technology” Innovation is the creation of new or the re-arranging of the old in new way. Open Innovation is a term coined by Henry Chesbrough in his book ‘open Innovation...’ “Open innovation is paradigm that assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as the firms look to advance their technology.” The use of purposive inflows and outflows of knowledge to accelerate internal innovation, and expand the markets for external use of innovation, respectively. NUTECH VISION Map the Eco System AVAILABLE OPTIONS Build and create competencies PLANS Roadmap to action
  • 18. Why is there a Need of Innovation? Economic Evolution, Service Based Economies Knowledge Base Economies. Stay Competitive in Changing Markets. To develop new markets A) to improve brand reputation b) to offer customers & society new benefits Ultimately, to sustain and grow business. Build a knowledge economy (government). Innovation & Technology transfer – How? Innovation is critical to driving growth in developed as well as emerging economies. The value chain of innovation should be further enhanced by several mechanism including the formation adjacencies and seizing the white space. Internationalization, strategic partnership, innovation, appropriate funding support, and fine tuning of national and organizational policies and system is critical for technology transfer and innovation. Technology transfer is an important mechanism that underpins innovation. Establishment of well-structured strategy that is coherent with coordinated efforts can accelerate the path to innovation.
  • 19. Elements of an innovation ecosystem: Culture of the ecosystem Human “capital” Knowledge production Supporting structures Institutional and National strategy processes Network communication channels and formats The basic idea of the innovation ecosystem is based on three types of stake holders: 1) Technology Generators like Companies – Large & SMEs, Universities and R & D institutes.2) Skilled Translators like Government, Research funders, Science Parks and technology transfer offices.3) Technology Seekers for example Companies – Large & SMEs and New startups. All these stake holders are interlinked and their outcomes depends upon each other cooperation, social, economic and environmental conditions. Major outcomes / KPIs of sustainable Innovation systems are product, Services, process, business model and business network. Better the ecosystem better would be their outcome. • Quadruple Helix approach: The Quadruple Helix is an innovation and collaboration model with a citizen/end-user perspective. It is useful in an innovation process where the citizen’s needs are central. Triple Helix model: innovation and collaboration model that describes the interaction between public sector, academia and industry
  • 20. How can or should the Quadruple Helix actors interact to enhance innovation? A) Stakeholder mapping: QH-actors specifically b) Involve all QH-actors from the beginning of the innovation process c) All actors speak the same language Quadruple Helix actors cooperate in their specific context and innovation process Why a Quadruple Helix approach? Before the QH approach, it was believed that government, academia and industry are the major actors in innovation – Triple helix approach, but the latest research suggests that without the account of society or people welfare innovation system will not work properly. The exclusion of citizen might lead to a) Innovators and end-users do not understand each other b) only technical innovation will take place instead of social innovation c) possibility of lack of transparency in the system d) frustration may occur on one side because of leaving one group e) products and services will not be used by citizen. Two approaches that can be used when using a Quadruple Helix Model:1) Living Labs Approach 2) Service Design Approach. Detail of these approaches are describes below table:
  • 21. How can we use the QH approach for the innovation along with relevant actor? Literature suggest different techniques at different steps like preparing and exploring stages may use different methods. The suggested chart is given in the papers as given below: On the basis of all the above factors we can build a model of innovation of ecosystem system for the UNIVERSITY, which should include: a) Values and nature of the ecosystem for the UNIVERSITY, will have the central role b) Infrastructural development c) External Opportunities d) Strategy development e) Societal Challenges f) Government Regulations g) Funding Framework h) Innovation Brokers & Facilitators– Detail studies of all these factors will conclude the model of innovation ecosystem. Examples of European and chines universities are taken from the literature along with their features for the understanding and developing model for UNIVERSITY.
  • 22. Model of an innovation ecosystem: Technical University of Munich, Germany
  • 23. Innovation: stakeholders Depth in institutionalized venture capital (VC) and other related forms of ‘risk capital’ that enable rapid rates of start-up formation and scale-up growth across a wide range of sectors.
  • 24. The Six Ingredients of a Great Tech Ecosystem: Literature indicates and suggest the following six ingredient of successful tech eco system. Implications for the UNIVERSITY: Concluding the ecosystem discussion and taking consideration of the national technology ecosystem UNIVERSITY should build its own model. The university should have its vision for the next 10 years. Then there must be annual plans with clear objective for the each year aligned to its ten years vision. In this plan all the stake holders’ inputs and capacity building measure with certain KPIs should be incorporated. 1. This document should contain all the activities (Hierarchical Context, Ecological Boundaries, Data Collection, Monitoring, Adaptive Management, Interagency Cooperation, Organizational Change and values etc.) and its time line 2. This should also define the roles that who will be the policy maker, Scientist, Managers and Citizens Following process and techniques can be used for building future vision: Horizon Scanning Driver Mapping Axes of Uncertainty Scenarios SWOT Analysis Road mapping
  • 25. How Collaboration will take place - University & Industry in Pakistan. A university industry relation has changed dramatically in recent years. Universities, research laboratories and research institutions are keys in driving a nation’s innovation system. According to Global Connect Report (2007) best practices related with commercialization researches and collaboration internal to the university and how it interfaces with the external community are the following. 1. The leadership of the university is strongly supportive of technology commercialization and student/researcher entrepreneurship. In addition to the willingness to embrace collaboration with industry leadership of universities can put in place policies that encourage entrepreneurial activity, ranging from promotion and tenure policies. 2. Entrepreneur-in-Residence programs. Entrepreneur-in-Residences are experienced business advisors from outside of the university who work with faculty interested in commercializing their research. They provide valuable coaching and mentoring to faculty and students, help align the expectations of what can be realistically commercialized, bring with them and entrepreneurial culture, and lastly serve as a vehicle for bridging the university- industry divide. 3. Student internship and job placement programs. There is little disagreement that people are the most important form of knowledge transfer. Leading regions have multiple methods to link their students to work experience and job opportunities in the private sector. These include mentorship programs, internships and business plan competitions. 4. Multidisciplinary research centers or institutes with industry buy-in. Establishing and promoting centers or institutes that have a mandate to perform collaborative research with industry and cut across two or more academic disciplines.
  • 26. 5. Effective lateral communication within the institution. The sharing of information can foster a collaborative atmosphere within the university and between the university and the outside community. The following figure illustrate the systematic review of UIC. How? - University-industry cooperation formation process: Once we understood the ecosystem and developed the university model aligned to that system then question comes of operational relations ship building with the industry. It is assumed that the university has the capacity and capability of developing the essence which is required by the industry. It is also understood that university has the openness in culture and adaptability to absorb the ever- changing requirements of the industry and has impetus to develop it. The first step in UIC formation process is Partnership Identification. This identification process will be based on established purpose and then obtaining general knowledge of the
  • 27. capabilities of potential partners. Possible purpose could be specific sector’s practical problem knowledge gathering & giving them the best possible solution in the light of latest advancement available around the globe. The other possible purpose could be developing the skilled manpower as per the need of the industry. Then comes the contact establishment stage. Which industry of the sector can get the benefit of mutual competencies and partnership in maximum? In initial contacts each other assessments according to purpose is the stepping stone in establishing new contacts. Partner Assessment and Selection criteria must be formulated before going in to any kind of negotiation. Then comes the partnership negotiation step in which university choose the partners, define the partnership, define and agree on the partnership’s documented purpose or mission/vision, determine the specific common goals/objectives for the particular effort, define the organizational structure of the partnership, define the management and administration of the partnership with clearly defined responsibilities. Then agree on the plan. Finally, Agreement Signing with explicit milestones and identifying the measures/indicators for success with specific interim and/or final deliverables. The general activities which will take place during all this process are given in the table:
  • 28. The university should work with clear objectives to promote industry & the university collaboration. The following are some of the broader aims of the cooperation:  Facilitate entrepreneurship and enterprise development for industrial sector  Offer cost effective & research driven technology solutions for national industry  Applied Industrial development in emerging technologies through triple helix (Academia –Industry – Government)  Bridge between government & industry After having the clear mind set & objectives, the university should define the partnership type and parameters. This partnership should be strategic not static. A strategic partnership is a formal alliance between two business entities in which terms and expectations clearly defined in a contract with mutual businesses with complimentary resources. The partners allowing each other to share and obtain new assets without having to develop them in-house. The partnership nature and alliance should be fully documented with maximum possible details. Major partner ships types are: Strategic alliance, Joint venture, Limited liability partnership Research and development partnership and Marketing Partnership.
  • 29. When we deep dived in to the cooperation and collaboration we found certain research’s outcomes which are summarized in the following figures:
  • 30. How these relationship and its dynamics can be further segregated and focused for the results are explained in the above diagram. Three factors mainly play important role in the success for these relationship 1) Institutional Factors –Flexibility 2) Relationship-Honesty and 3) Output Factors – Clarity. The scale, phase, level of leadership and discipline are the moderation factors which again play vital role in the UIC (university industry collaboration). In my understanding figures are the best tools to understand the whole process so to summarize these relationship, please see the below figure explain the whole process: Implications for the UNIVERSITY: 1. Building & Testing Institution’ Resources: Resources play an important role in the successful implementation of IUCs. The quality and the utility of a collaboration is strongly dependent on the resources a partner can offer to each other. Finance, time, staff and equipment are critical resources. Accuracy of planning and the commitment of partners, expectations of the partners and good timing is critical for successful IUCs. To
  • 31. facilitate a successful collaboration, access to highly qualified human resources, to infrastructure such as libraries and lab space or to technical equipment is important. Access to shared use equipment arrangements should be clear planned. The ability of partners to learn about and understand one another, the bureaucracy, the complex structure and the inflexibility and decision‑making differences should be taken in account. The clarified responsibilities and roles - right from the beginning of a partnership should be ink. The development of mechanisms and processes and willingness to change should always be kept in cards. Both companies and universities will benefit when they work together closely and use each other’s experience and feedback for further improvements. 2. Role of Relationship: Frequency of communication is vital to create a shared understanding. Good personal relationships are the basis to enabling vital linkages between companies and universities. Contacts and actions should not only include management level but must be on the operational level too. Regular interaction, continuous feedback, mutual exchange of information and updating partners about incidents or new activities are important for the positive outcomes. Communication through a variety of channels, such as e mails, regular meetings or face to face communication is advantageous. A reciprocal communication (regularly, timely, adequately and accurately) is also beneficial to establish positive expectations about the future behavior of partners, particularly when the partnership is new 3. Focus on result orientation: It is essential that the partners establish a shared understanding of the objectives. Agree upon achievable project goals and develop an exact strategy plan throughout the whole collaboration. Partner selection process ahead of a collaboration is advisable. Partner evaluation method with specific criteria is
  • 32. recommended. An effective knowledge and technology transfer is important for a successful collaboration. Differences in the knowledge base, cultural factors, and limited knowledge transfer experience are major barrier in UIC and should be clearly actionized. 4. Managing the environment: Governmental support, legal restrictions or the market environment impact on IUCs. The government is an influential power that can either enhance or harm collaboration. The market potential of the research results also have an impact on UIC. Legal aspects of IUC collaborations and are about contracts and intellectual property rights. Contracts detailing the arrangement, roles and responsibilities reduce the later disputes. Formal agreements are especially advisable in complex collaboration projects or to ensure mutual access to expensive infrastructure. Confidentiality and non-disclosure agreements play an important role in IUC projects and the setting up of proper agreements is an important task for the participating partners. Again I summarize all the above university – Industry collaboration (UIC) factors and steps in following table: The most of the step should be taken in pre – work of UIC. How to Collaborate? Pre work Clarify purpose and goals of collaboration in advance Clearly discuss motivations and expectations Clarify roles, responsibilities for participants For research, establish data management agreements Create a communication plan and process Define the expected outcomes and measures Define the expected outcomes and measures Create a reward structure: monetary and others Establish clear descriptions of respective financial, human & resource contributions from participants Establish clear descriptions of respective financial, human & resource contributions from participants Identifications – areas of collaboration Mechanics of collaboration Potential challenges Way forward Now I will reproduce the areas of collaboration which is suggested by most of the literature.
  • 33. Areas of collaboration: Research partnerships Inter-organizational arrangements for pursuing collaborative R&D, including research consortia and joint projects. Research services Research-related activities commissioned to universities by industrial clients, including contract research, consulting, quality control, testing, certification, and prototype development Shared infrastructure Use of university labs and equipment by firms, business incubators, and technology parks located within universities Academic entrepreneurship Development and commercial exploitation of technologies pursued by academic inventors through a company they (partly) own (spin-off companies). Human resource training and transfer Development and commercial exploitation of technologies pursued by academic inventors through a company they (partly) own (spin-off companies). Commercialization of intellectual property Development and commercial exploitation of technologies pursued by academic inventors through a company they (partly) own (spin-off companies). Commercialization of intellectual property Use of codified scientific knowledge within industry Informal interaction Formation of social relationships (e.g., conferences, meetings, social networks). I have discussed a lot about the mechanics of collaboration in the previous section. Only I need to mention that this will vary from industry to industry and will also depends on the area of collaboration.
  • 34. The challenges which may hinder the process and should be managed in professional manners are highlighted according to their degree of occurrence. 5. Objective Setting – General to Specific. Until now I have discussed the university formation understanding, drivers of university capacity building, Innovation ecosystem, model building for the university and systematic process view of the university – industry linkage along with it potential challenges. In the coming section, I will suggest the objective setting process for the university along with importance and highlights of its key systems which are pivotal for the university capacity building and can contribute to industrial development. I will also cite the examples and model of the top technology universities. The basic of this section can be well describe by this figure: 0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0% Resistance from students Resistance from… Lack of incentives (no… Cost of collaboration Technology issues
  • 35. Now I am going to discuss the mechanical part of objective setting and building a strategic plan for the university according to the existing literature suggestion: Following are the main areas of objectives which should be included in the strategic plan & set of key performance indicator which should be included in the university dashboard. Objectives –Critical Few Increase the Number of UNIVERSITY Graduates Build UNIVERSITY National & International Reputation for Educational Excellence Define Student Success Create the Prominence of UNIVERSITY’s Research Profile Nationally Build Participation of Faculty, Staff and Students in Research Develop the Impact of UNIVERSITY’s Research Programs Set the Number of Participants in Outreach and Engagement Activities Build UNIVERSITY’s Economic Impact across the Pakistan Create Greater Transparency Architect System-wide Collaboration among Communicators Implement a Streamlined Process for Communicating with Govt. & Industry Promote Growth and Opportunity for University Advocacy Identify Major NATION wide Challenges for Which UNIVERSITY Can Provide Thought Leadership and Outreach Support While Also Deploying Resources and Expertise to Help Address These Issues
  • 36. Details of Strategic KPIs of the University Value-added - Staffing. Value-added Employability and destinations (employment rates / starting salary Quality of Research - research outputs / funding Student Satisfaction / experience Finance-financial performance / sustainability / efficiency Achievement / attainment (average awards) Widening participation / Fair access Learning and development in key areas Non-continuation / Continuation Return on student loan investment / value for money Entry qualifications Course / Teaching quality Admissions Class size Demand Contact and study hours Entrepreneurship support Postgraduate activity Employment creation Estates, facilities and student services Industry engagement Commercial activities Contribution to economic growth and development regionally and nationally Public engagement and social / community impact) Knowledge Transfer Sustainability (environment impact) Administrative efficiency In the beginning of the university it is recommended to have five years plan with above mentioned key performance indicators setting. The main focus required on strengthening the faculty, enhance the excellence of undergraduate education, enliven the student residential community, enrich targeted programs, elevate key professional departments, fortify commitment to interdisciplinary research programs and build leadership as an urban and national university. The academic reputation, employer reputation, faculty student ratio, citations per faculty, international faculty and international students should also be the part of the KPIs. All the work up till now is the basis for the production of ingredients of any top university of the world which is chief in designing, excellent in inventing, the best in collaborating and translating the students’ expertise to reach the world. What these universities focus on, interdisciplinary programs, analytical rigor with curiosity, building playful imagination and appetite for solving the hardest problem. The right vision with the right leader ship can give the properly worked out plan. This plan implementation in true spirit will lead to build the university and its environment to produce the ingredients which can build the university capacity and competency to help industrial development in the country. The more university has the capacity, the more it will be required by the industry. In the final section, I cite the MIT example of designing, collaborating and translating the students’ expertise to reach the world. MIT undergraduates work shoulder to shoulder with faculty, tackle global challenges, pursue fundamental questions, and translate ideas into action. The lifeblood of the Institute’s teaching and research enterprise, MIT graduate students and postdocs represent one of the most talented and diverse cohorts in the world. From science and engineering to the arts, architecture, humanities, social sciences, and management, and
  • 37. interdisciplinary programs, MIT offer excellence across the board. The university also pioneer digital education — like MITx— which offers flexible access to MIT-rigorous content for learners of all ages. Across MIT, faculty help set the global standard of excellence in their disciplines: They are pioneering scholars who love to teach. Deeply engaged in practice, they topple conventional walls between fields in the push for deeper understanding and fresh ideas. In fact, many faculty actively work in at least one of MIT’s interdisciplinary labs, centers, initiatives, and institutes that target crucial challenges, from clean energy to cancer. MIT campus is a workshop for inventing the future and rest all are apprentices, learning from each other as they go. MIT like to make an impact, emphasize designing, inventing, collaborating, and translating students’ expertise to reach the world. Through signature experiential learning programs like UROP , UPOP, MISTI, PKG, IAP, D-Lab, and Sandbox, students can pursue virtually infinite co-curricular and extracurricular projects — at MIT. Honeycombed with legendary laboratories and dozens of makerspaces, a wind tunnel, a research nuclear reactor, and a glass lab, MIT campus adds up to a prime spot to make the most of student’s potential. For executives, managers, entrepreneurs, and technical professionals eager to tap fresh thinking and new research from MIT. MIT offer dozens of executive and professional programs. Some are online. Some are on campus. Ranging from two days to 20 months, they all share MIT’s signature focus on practical solutions for the real world. K-12 Resources: make a special effort to spark creative power of science, technology, engineering, and math in students from kindergarten through high school — in school, after school, and over the summer. MIT engage students, teachers, and families with a range of hands- on K-12 offerings, from structured field trips to MIT’s Edgerton Center programs designed to encourage girls in their love of technology and science. MIT also offer an array of resources for teachers, to help them make science and engineering easy to grasp and irresistibly interesting. I summarize all the above MIT design of program in the following grid: Experiential learning programs • UROP • UPOP • MISTI • PKG • IAP • D-LAB • Sandbox • Students can pursue virtually infinite co- curricular and extracurricular projects Open Learning - Leveraging digital technologies • MITx, open online courses, offers flexible access to a range of interactive courses developed and taught by instructors from MIT • the MicroMasters credential — Recognized by industry leaders hiring new talent • Open Course Ware - Offer teachers and learners worldwide the materials for more than 2,400 MIT courses, freely available online Professional & Executive Education • MIT Professional Education • Sloan School of Management Executive Education • MIT xPRO • Bootcamps K-12 Resources • K-12 Science & Engineering Opportunities • Open Course Ware Highlights for High School • K-12 Outreach • App Inventor • Scratch • Teaching Systems Lab • Lemelson-MIT Program
  • 38. Recommendations. Configurations of Collaboration: Cooperation structure University Role Business/ industry contribution Strategy networks Foresight of emerging research fields and technology developments Foresight of emerging markets and technology developments Research thematic clusters Different disciplinary expertise on research development in thematic area Access to international research partners Ideas for new research Researchers and graduates Expertise on market developments and potential Applied research and development expertise Access to global business partners Knowledge of global economic developments Start-up or innovation services Students and researchers with business ideas Community building among students and researchers Marketing and communication of events Mentors members Venture Capital Partners for start-ups (for example as first clients or demonstration cases) Tech. transfer & innovation services Financing and training staff Allowing commercialization as acceptable pursuit Mentorship and financial support for IP Joint core technical facilities Technical know-how and staff to ensure maintenance Funding for infrastructures Shared large research infrastructure Research and technical expertise to ensure state-of-the-art status and develop methodology Funding for infrastructures, technological expertise University research centers with impact mission University research with international visibility attracts national and international funds And talent to the country. Companies and public external stakeholders adopt research in their development and cooperate to meet challenges together Joint labs/ interface research centers Provide researchers and facilities for applied research and prototype development Research expertise Researchers (Master’s students, PhD, postdocs) Funding and expertise for IP and commercialization Funding for PhDs Funding for research Infrastructures Joint campuses, science parks Openness to external partners, private-public partnerships, in research and education to create dynamic campus environments Infrastructural Investments private- public partnerships with long term perspective
  • 39. Instruments of cooperation and Industry-university interaction Cooperation instrument/ interaction format Function for Industry, universities, students Supporting Bachelor’s or Master’s theses, based on interaction between engineer/ external stakeholder, academic advisor and student Helps students expose themselves to real work environments and trains their problem-solving skills. Helps companies solve concrete short-term problems that demand some technical knowledge and several months of research Providing internships for students in companies Helps graduates be more successful on the labor market. Helps companies find and test potential future employees Courses and trainings given by practitioners, from one-day labs about a specific topic to lectures or seminars in standard module in university curriculum provides students with insight into real-life professional challenges and solutions Real-life cases and challenges integrated in university lectures/ seminars Helps students develop interdisciplinary problem-solving skills. increases the relevance and hence the appeal of study programs Successful entrepreneurs as mentors for start-ups or role model entrepreneurs in entrepreneurship training helps students consider the opportunities and challenges of starting their own business and to lower the threshold of becoming entrepreneurs themselves Joint research projects Answers research questions. brings industrial and academic researchers together helping mutual understanding of each other’s’ interests and challenges Contracted research Helps companies solve concrete problems and innovation challenges. Provides flexible funds to university researchers – apart from its use to solve the given research problem, these funds can be used freely for other research, infrastructural or maintenance purposes Funding research labs at the university, (sponsoring the space and PhD students participating in the research) Develops specific technology solutions and prototypes for companies. Enhances long-term innovative capacity of the company. Provides costly research infrastructure for university researchers Sponsoring professorships (internationally competitive salary, possibly also including start-up funds, research infrastructures) Strengthens key competence area for a company. Helps the university’s internationalization Part-time positions for industry researchers at the university and vice-versa. Cross-appointments helps mutual knowledge of needs and challenges, understanding each other’s methods, concepts and attitudes Joint Institutes or Labs Helps address long-term challenges which are of mutual interest to academia and industry. Helps support state-of-the-art infrastructure and thereby  The university should create a formal agreement with various industries, i.e. memorandum understanding in order to strengthen the UIL. It is better to be formal to create good interaction rather than being informality.
  • 40.  Independent UIL office should have to be established so as to develop, foster and focus on the interaction of the university’s all departments with industries rather than running one institute-industry technology transfer office which concern only the interaction of one part of the university (only mechanical Technology).  This office should be established for research and community engagement. Academicians (researchers) should have to develop excellent proposal so as to attract better fund from external sponsor organizations. Moreover, they should have to provide quality services to the stakeholders in order to gain the trust of the industries. The academicians is the significant variable to strengthen the University-Industry Linkage, the today’s better performance and good relation of the university in general, academician in particular, would be the helpful strategy to strengthen the tomorrow’s UIL. References Last Name, F. M. (Year). Article Title. Journal Title, Pages From - To. Last Name, F. M. (Year). Book Title. City Name: Publisher Name.
  • 41. Footnotes 1 [Add footnotes, if any, on their own page following references. For APA formatting requirements, it’s easy to just type your own footnote references and notes. To format a footnote reference, select the number and then, on the Home tab, in the Styles gallery, click Footnote Reference. The body of a footnote, such as this example, uses the Normal text style. (Note: If you delete this sample footnote, don’t forget to delete its in-text reference as well. That’s at the end of the sample Heading 2 paragraph on the first page of body content in this template.)]
  • 42. Tables Table 1 [Table Title] Column Head Column Head Column Head Column Head Column Head Row Head 123 123 123 123 Row Head 456 456 456 456 Row Head 789 789 789 789 Row Head 123 123 123 123 Row Head 456 456 456 456 Row Head 789 789 789 789 Note: [Place all tables for your paper in a tables section, following references (and, if applicable, footnotes). Start a new page for each table, include a table number and table title for each, as shown on this page. All explanatory text appears in a table note that follows the table, such as this one. Use the Table/Figure style, available on the Home tab, in the Styles gallery, to get the spacing between table and note. Tables in APA format can use single or 1.5 line spacing. Include a heading for every row and column, even if the content seems obvious. A default table style has been setup for this template that fits APA guidelines. To insert a table, on the Insert tab, click Table.]
  • 43. Figures title: Figure 1. [Include all figures in their own section, following references (and footnotes and tables, if applicable). Include a numbered caption for each figure. Use the Table/Figure style for easy spacing between figure and caption.] For more information about all elements of APA formatting, please consult the APA Style Manual, 6th Edition. 0 1 2 3 4 5 6 Category 1 Category 2 Category 3 Category 4 Series 1 Series 2 Series 3