An overview of the themes, issues and strategies in developing university/corporate partnerships at a time of systemic change and pervasive technologies. Presented at the Pearson Colloquium for Brazilian higher education and university rectors in Campinas, Brazil (26.8.2014)
It was my pleasure to share these ideas and best-in-class solutions for Human Capital Management at the at the 46th LTEN conference in Nashville, TN with my colleague and co-presenter John Constantine.
"Think as a Corporate University" is a journey that departs from actual trends, shows us the new challenges of both CLO as well as her/his Team, and arrives to the pillars needed to build a succesful and meaningful learning experience.
This presentation stresses the importance of building the Corporate University driven by the corporate behavioral values synthetized in the brand.
World Corporate University Forum - The Challenge of take the Corporate Univer...Katrina Thornely
Damien O'Donoghue - General Manager of the GAC Corporate Academy presented at the World Corporate University Forum on the 13th April 2015 in Dubai. The presentation talks of the challenge of taking the Corporate University beyond simply training. For more information about GAC Corporate Academy please visit gacacademy.com
It was my pleasure to share these ideas and best-in-class solutions for Human Capital Management at the at the 46th LTEN conference in Nashville, TN with my colleague and co-presenter John Constantine.
"Think as a Corporate University" is a journey that departs from actual trends, shows us the new challenges of both CLO as well as her/his Team, and arrives to the pillars needed to build a succesful and meaningful learning experience.
This presentation stresses the importance of building the Corporate University driven by the corporate behavioral values synthetized in the brand.
World Corporate University Forum - The Challenge of take the Corporate Univer...Katrina Thornely
Damien O'Donoghue - General Manager of the GAC Corporate Academy presented at the World Corporate University Forum on the 13th April 2015 in Dubai. The presentation talks of the challenge of taking the Corporate University beyond simply training. For more information about GAC Corporate Academy please visit gacacademy.com
A presentation from Drake Resource Group, originally presented for Corporate University PDN (Professional Development Network), a special interest group that belongs to the Chicagoland Chapter of ASTD (CCASTD). The purpose of the presentation was to share our experience and case studies in the areas of clarifying the difference between roles and competencies and then articulate the process involved in curriculum design.
For more information on organizational development and curriculum design, visit us @ www.DrakeRG.com.
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
9 out of 10 L&D professionals now believe it is important to integrate learning and work more effectively and 2013 will be a pivotal year for change for the profession. We can no longer ignore the fact that organisations and individuals are expected to respond continually to change and learning professionals now have a unique opportunity to support them. This presentation, delivered by Laura Overton , Managing director of independent benchmarking company at Learning Technologies 2013 looked at the latest research from Towards Maturity with 500 organisations to explore what we can learning from top learning companies who are successfully integrating learning into the workplace .
The session considered practical ways to
• Respond faster to business change
• Increase the on-going sharing of good practice
• Improve the application of learning back at work
• Build talent and performance
• Adapt learning to individual need
You can find lauraoverton on linked in
Find out more about Towards Maturity at www.towardsmaturity.org
Download the 2012-13 Towards Maturity Benchmark Study at www.towadsmaturity.org/2012benchmark
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
5 Barrier to Effective Employee Training Programs and How to Crush Them | Web...BizLibrary
Even in organizations where training and development priorities are closely aligned with business goals there’s plenty of room for improvement.
So, the question is what barriers do we need to be overcome if training and development departments are to increase the value they add to workforce performance and productivity, and remain relevant?
In this webinar we'll outline the 5 barriers to effective training and development programs and best practices for overcoming those barriers.
1. Efficiency - leveraging technology
2. Status Quo - inertia and risk aversion.
3. Convenience - throwing training at the problem and hoping it works.
4. Training Mindset - moving from a focus on training to performance.
5. Manager Support - managers are the single most important factor in improving employee performance.
www.bizlibrary.com/webinars
An APAC-wide research survey uncovering how ready our leaders and senior management are for the future of work, now. In four key areas: Technology/Innovation, The Human Touch, Strategy and Productivity. The research has driven rather challenging conclusions for greater urgency to ready our organisations and senior management for an ever more disruptive age. The paper is complete with suggested actions / first or next steps.
New Global research updated in December 2016 to help organisations build and develop leaders, managers and a workforce fit for the future. It's about preparing for the future, now.
Ever since tech-enabled learning offered a viable alternative to the classroom, we've been extolling the virtues of any-time any-place learning. But has learning innovation kept pace with the new models of any-time any-place working available to today’s worker?
Drawing on research conducted with over 3,000 L&D leaders and 13,000 learners around the globe, this slideshow will explore what the mobile enterprise is looking for from a modernised L&D programme, and how the top learning companies are actually delivering it.
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...Sage HR
Employers will be challenged to attract, retain and develop people in 2014. Organizations will need bold, innovative talent and human resources strategies to compete for skills amidst a global economy recovery. As retention concerns mount, organizations will focus on building a passionate, highly-engaged workforce.
Josh Bersin will expand on these challenges and more in Predictions for 2014: Building a Strong Talent Pipeline for the Global Economic Recovery. Available now to Bersin WhatWorks® members and on a complimentary basis to non-members, this annual report provides a preview of business, training and talent management developments in 2014.
VISIT HR BLOG -> cake.hr/blog
Talent’s at the top of the agenda – using technology to develop talent and bu...Laura Overton
Laura Overton, Manager of benchmarking practice Towards Maturity , takes an in depth look at the latest research to see how top learning companies are harnessing learning technologies to develop talent and build performance. This presentation is part of the 20 Minute Master Class series run by Successfactors (an SAP Company). Find out more about Towards Maturity Benchmarking at www.towardsmaturity.org.
How ready are our workplaces for these changes? Are L&D and HR professionals pro-actively contemplating innovation in the way learning is conceptualised and delivered?
Will 2020 look drastically different from how L&D is deliveredin 2015? This report provides insights into learning & development (L&D) priorities, future trends and aspirations. It also provides benchmarks into prevalent practices from organisations across the GCC region and beyond.
Innovative In-company and E-learning: best practice, adaptability and return ...Alan Bruce
Overview of techniques and principles used in in-company e-learning to produce excellence, innovation and return on investment. Comparative international analysis of best practice in innovative in-company learning.
A presentation from Drake Resource Group, originally presented for Corporate University PDN (Professional Development Network), a special interest group that belongs to the Chicagoland Chapter of ASTD (CCASTD). The purpose of the presentation was to share our experience and case studies in the areas of clarifying the difference between roles and competencies and then articulate the process involved in curriculum design.
For more information on organizational development and curriculum design, visit us @ www.DrakeRG.com.
7 Top Corporate Trends for Learning & Development in 2014EpiphanyEdu
Change is the only constant of the 21st century. With fast-growing technologies, work has evolved so much in the last 20 years. Employees and workers are expected to keep up to date and be constantly trained and retrained to keep up with the business expectations of the company. How has an increasingly globalised workforce and technology shifts affected the way corporations learn? We present to you 7 top trends to look out for in the Learning and Development Sector.
9 out of 10 L&D professionals now believe it is important to integrate learning and work more effectively and 2013 will be a pivotal year for change for the profession. We can no longer ignore the fact that organisations and individuals are expected to respond continually to change and learning professionals now have a unique opportunity to support them. This presentation, delivered by Laura Overton , Managing director of independent benchmarking company at Learning Technologies 2013 looked at the latest research from Towards Maturity with 500 organisations to explore what we can learning from top learning companies who are successfully integrating learning into the workplace .
The session considered practical ways to
• Respond faster to business change
• Increase the on-going sharing of good practice
• Improve the application of learning back at work
• Build talent and performance
• Adapt learning to individual need
You can find lauraoverton on linked in
Find out more about Towards Maturity at www.towardsmaturity.org
Download the 2012-13 Towards Maturity Benchmark Study at www.towadsmaturity.org/2012benchmark
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
5 Barrier to Effective Employee Training Programs and How to Crush Them | Web...BizLibrary
Even in organizations where training and development priorities are closely aligned with business goals there’s plenty of room for improvement.
So, the question is what barriers do we need to be overcome if training and development departments are to increase the value they add to workforce performance and productivity, and remain relevant?
In this webinar we'll outline the 5 barriers to effective training and development programs and best practices for overcoming those barriers.
1. Efficiency - leveraging technology
2. Status Quo - inertia and risk aversion.
3. Convenience - throwing training at the problem and hoping it works.
4. Training Mindset - moving from a focus on training to performance.
5. Manager Support - managers are the single most important factor in improving employee performance.
www.bizlibrary.com/webinars
An APAC-wide research survey uncovering how ready our leaders and senior management are for the future of work, now. In four key areas: Technology/Innovation, The Human Touch, Strategy and Productivity. The research has driven rather challenging conclusions for greater urgency to ready our organisations and senior management for an ever more disruptive age. The paper is complete with suggested actions / first or next steps.
New Global research updated in December 2016 to help organisations build and develop leaders, managers and a workforce fit for the future. It's about preparing for the future, now.
Ever since tech-enabled learning offered a viable alternative to the classroom, we've been extolling the virtues of any-time any-place learning. But has learning innovation kept pace with the new models of any-time any-place working available to today’s worker?
Drawing on research conducted with over 3,000 L&D leaders and 13,000 learners around the globe, this slideshow will explore what the mobile enterprise is looking for from a modernised L&D programme, and how the top learning companies are actually delivering it.
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...Sage HR
Employers will be challenged to attract, retain and develop people in 2014. Organizations will need bold, innovative talent and human resources strategies to compete for skills amidst a global economy recovery. As retention concerns mount, organizations will focus on building a passionate, highly-engaged workforce.
Josh Bersin will expand on these challenges and more in Predictions for 2014: Building a Strong Talent Pipeline for the Global Economic Recovery. Available now to Bersin WhatWorks® members and on a complimentary basis to non-members, this annual report provides a preview of business, training and talent management developments in 2014.
VISIT HR BLOG -> cake.hr/blog
Talent’s at the top of the agenda – using technology to develop talent and bu...Laura Overton
Laura Overton, Manager of benchmarking practice Towards Maturity , takes an in depth look at the latest research to see how top learning companies are harnessing learning technologies to develop talent and build performance. This presentation is part of the 20 Minute Master Class series run by Successfactors (an SAP Company). Find out more about Towards Maturity Benchmarking at www.towardsmaturity.org.
How ready are our workplaces for these changes? Are L&D and HR professionals pro-actively contemplating innovation in the way learning is conceptualised and delivered?
Will 2020 look drastically different from how L&D is deliveredin 2015? This report provides insights into learning & development (L&D) priorities, future trends and aspirations. It also provides benchmarks into prevalent practices from organisations across the GCC region and beyond.
Innovative In-company and E-learning: best practice, adaptability and return ...Alan Bruce
Overview of techniques and principles used in in-company e-learning to produce excellence, innovation and return on investment. Comparative international analysis of best practice in innovative in-company learning.
unimagined Shores: Jobless Futures and Digital GlobalizationAlan Bruce
Overview of the prfound and systemic changes in the job market and labor market access for marginaized groups, especially those impacted by disability. The presentation focuses on the impact of both globallization and new digital tecnologies. It posits a future where traditional jobs will disappear to be replaced by flexible employment structurres built around innovative socio-communicative competences and transferable methods of certification and accreditation.
Global Challenge, International Opportunity: Rehabilitation, Quality, Inclu...Alan Bruce
Presentation at NCRE Fall Conference in Washington, DC in November 2014. Focus on global dimesnions of rehabilitation education and international disability rights in professional best practice.
Open Horizons and Global Citizenship: the disruptive innovation of collaborat...Alan Bruce
Overview of issues and themes in international education and pedagogical transformation, set againsrightsand opportunities from perspectives of global citizenship. Keynote presentation at ICOFE Conference in Open University of Hong Kong, July 2016.
Seminar (4th in series) developed and presented as part of responsibilities of Visiitng Professorship in National Changhua University of Education, Taiwan (March 2016)
Summary presentation looking at developments related to changes in institutions as a result of markets, demographics, technology, austerity in higher education.
The importance of research chairs in the changing context in STI: A presentation delivered by Dr. Maurice Bolo Director, the Scinnovent Centre and Dr. Ellie Osir, senior program officer, IDRC Nairobi Office
Supporting Skills for Inclusion: International professional rehabilitation c...Alan Bruce
Paper presentation at NCRE Conference, Anaheim, California in April 2017 with colleague Dr. Terri Lewis. Looks at educational interventions to support marginal populations in traumatic environments. Focus is on refugee learning strategies in Europe, Taiwan and United States.
IWMW 2005: Challenges at the University of Manchester arising from Project UNITYIWMW
Slides for plenary talk on "Challenges at the University of Manchester arising from Project UNITY" given at the IWMW 2005 event held at the University of Manchester on 6-8 July 2005.
See http://www.ukoln.ac.uk/web-focus/events/workshops/webmaster-2005/talks/clark/
Supporting Learning in Traumatic Conflicts: innovative responses to education...Alan Bruce
Overview of innovative educational responses to needs of traumatized groups with specific reference to refugee camps in Greece and theoretical perspectives of conflict resolution.
Developing an integrated, motivation-driven competence development framework ...Alan Bruce
Recruitment and talent acquisition are enhanced by recent developments in constructing an integrated competence development framework which drives motivation and learning. Describes the design and application among Finnish employers.
Uncertainty: recognizing uncertainty and responding constructively in teachin...Alan Bruce
Overveiw of the nature and dfeinition of uncertainty and the role it plays in structualanalysis, change management and individual therapeutic intervention.
Inclusive Learning in a Time of Crisis: disruptive migrations and pedagogies ...Alan Bruce
Presentation at New Education Forum in European Parliament, Brussels (17 November 2016). Looking at educational integration, migration and integration of refugees.
Achieving Access in a Time of Change – ADOLL and Innovative InclusionAlan Bruce
Speech at Conference on access and innovative language learning at final conference of ADOLL project in the University of Granada, Spain, September 2016
Inclusion and UDL in the innovative learning spaces of global citizenshipAlan Bruce
Use of Universal Design forLearning to promote inclusion and equitable access in learning. Delivered to conference on innovative education and teachers in Warsaw, Poland in June 2016
Inclusion's Final Frontier: Universal Design for LearningAlan Bruce
The role and purpose of Universal Design for Learning in promoting greater inclusion for diverse learners. Specific reference to the EU UDLnet project. Delivered at EDEN Conference, Barcelona in June 2015
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Case Analysis - The Sky is the Limit | Principles of Management
Linking to Excellence: best practice in university/corporate partnerships
1. Linking to Excellence:
Best Practice in University/Corporate Partnerships
Dr. Alan Bruce
ULS Ireland
Campinas, Brazil: 26 August 2014
2. Objectives
1. Impact of Change and Globalization
2. The Innovation Mantra
3. Change: universities and business
4. Best Practice: Looking at Europe (and Ireland)
5. Asserting Vision and Values
3. 1. Impact of Change and Globalization
• Globalization – accelerating and pervasive
• Crisis and re-structuring since 2008
• Devaluation of the public sphere
• Stratification and inequity – raising social justice
• Labor market transformation
• Mobile capital and global investment linkage
• Rights and inclusion – token or real?
• Who owns what? And why?
• Access, quality and innovation in education
4. Globalized realities
• Patterns of constant change
• Permanent migration mobility
• Outsourcing
• Flexible structures and modalities
• Obsolescence of job norms
• Knowledge economy
• Ecological pressures
• Diversity as the norm
• Impact of pervasive ICT and instantaneous communications
5. Shaping enterprise dimensions
• Decreasing employee share in national income in all countries
• Labor productivity - up 85% since 1980
• Not reflected in wages - up 35%
• Declining social mobility
• Rising income inequality reflects declining equality of
opportunity
Global Wage Report 2012/13, ILO
Prof. Miles Corak, Journal of Economic Perspectives 2013
We are increasingly becoming a winner takes all economy… over
recent decades, technological change, globalization and erosion of
the institutions and practices that support shared prosperity have
put the middle class under increasing stress
Dr. Alan Krueger
Council of Economic Advisers & Princeton (2013)
6. A Transformed World
• End of old certainties
• No return to ‘normal’
• Polymorphic media
• Planet of Slums (Mike Davis): hypercities of the future
• Informal economies
• The normalization of brutality
• Constant connectedness and information explosion
7. Implications for business
• Less than 10% of SMEs in developing countries well
prepared for new conditions and increased competition in
global markets.
• An emerging opportunity to reap potential benefits of
global trade is establishment of business linkages between
SMEs and transnational corporations (TNCs).
• These linkages represent one of the best ways for SMEs to
enhance competitiveness and acquire a series of critical
missing assets: access to international markets, finance,
technology, management skills and specialized knowledge
• However, specific linkages promotion programs only have a
chance to succeed if a conducive policy environment is set
up.
UNCTAD Information Economy Report, 2006
8. Policy Environment: threat or opportunity?
• Mythology of the ‘normal’ or standard
• Defining policy goals and aims
• Robust probing of social structure required
• Unmasking power, relationships and inequity
• Need to avoid cliché and assumptions
• Learners are immersed in and emerging into this changed
constellation – of which the gatekeepers often know little
9. 2. The Innovation Mantra
• Innovation supporting learning
• Innovation supporting work
• Re-evaluation of traditional methods and structures
• Changing needs
• Analyzing and responding to impact of globalization
• Change without changing – innovation with precedents
• Facing new realities – using evidence, connecting issues,
thinking outside the box
10. Innovation imperatives
Transformational learning and the sociology of innovation
Educational systems as networks of actors who reinforce
each other in stable configurations
Stable configurations prevent change
Vested interest acts against innovation and inclusion - seen
as threat
It is possible to have incremental change
Systems react to change even if they do not initiate it
The promising path is through disruptive innovation which
produces irreversible change (Christensen, Disrupting Class,
2008)
11. Directions and trends
Acceleration
Collaboration and networks
Collaboration with knowledge production centers
Increasing domination by market realities
Towards competence
Integrated learning for integrated learners
12. Innovation contexts
If learning, working and production are controlled
innovation is at best powerless, at worst sinister
At the core of innovation is an ability to assess critically and
express freely
Fundamental to innovation is the ability to ask questions
that challenge existing relations
Innovation is re-examining existing reality while posing
viable alternatives
13. Global Innovation Index 2014 Edition
• Understanding human aspects behind innovation essential for
design of policies to promote economic development and
richer innovation-prone environments locally.
• Recognizing key role of innovation as a driver of economic
growth and prosperity, and a broad horizontal vision of
innovation applicable to emerging economies: GII includes
indicators that go beyond the traditional measures of
innovation (e.g. R&D)
• Rankings:
Switzerland 1
Finland 4
USA 6
Ireland 11
Brazil 61
14. Resourcing Innovation
• Talent management initiatives
• Accurate forecasting of future skill needs
• Linkage with leading universities
• Human Capital
• Organizational Capital
• Network Capital
Transfers of economically useful scientific knowledge from
universities to industry generates substantial economic growth as
the experiences of classical high technology regions (e.g. Silicon
Valley) and emerging new technology centers around the world
demonstrate
• Listening
• Linkage
• Leading
15. 3. Change: Universities and Business
Education both structure and process
Aims and goals vary considerably
Education systems mirror world, society and relationship-matrix
of which they are part
Education systems as constraining as liberating
Forum for ideas or market for products? Or both….?
Commodification of knowledge
Impact on education systems (Freire, Illich, Field)
Impact on work (Braverman, Haraszti, Davis)
Impact on community
Knowledge and learning centrally linked as product and
process dimensions
16. Corporate universities
• The U.S. has been able to nurture and extract considerable
economic value from the intangible assets represented by
its scientists
• New efforts to bring science and industry closer together in
Europe, exploiting latent intangible assets locked away in
university scientific systems and practices.
• Direct and unreflective importation of institutional practices
that successfully unlocked such assets in the U.S. economy
risky to pursue in Europe, since the two systems of
university education differ in quite fundamental ways.
17. From Newman to Kerr
John Henry Newman (1873) The Idea of the University
1. Primary purpose of a University is intellectual and pedagogical
2. Range of teaching within University is universal; it
encompasses all branches of knowledge, and is inconsistent with
restrictions of any kind.
3. The University prepares students by allowing them to learn
about "the ways and principles and maxims" of the world
4. True education requires personal influence of teachers on
students.
Clark Kerr (1963) The Uses of the University
1. Modern university is diversified – a multiversity
2. Serves needs of society, economic and cultural
3. Think tank – essential to progress
4. Master Plan for Higher Education (1960) in California
18. The triple helix
• Concept: Industry/University/Government
• How does learning sustain innovation?
• Focus on inherited structures and delivery mechanisms
• Access to and validation of knowledge central concerns
• Changes in governance: autonomy; budgets; performance
based practice
• Shift to external accreditation away from Ministries
• Emergence of more complex processes of innovation and
commercialization of research
• Triple Helix Systems of Innovation (Ranga & Etzkowitz 2013)
• What is now the role of the University?
19. University: changing roles and expectations
• Stakeholders expect universities to respond to needs beyond
classic education, teaching and research
• Strengthening the knowledge economy
• Restructuring basic institutions
• Assimilating new populations
• Democratization, access, social mobility, critical thinking and
sustainability
• Embedding the complexity of modern societies in a dynamic
socio-economic-learning matrix
• Industry/corporate linkage occurs in this context
• Best practice is multidimensional depending on these needs
20. Universities at the crossroads
A review of evidence from the perspective of knowledge-seeking
firms and knowledge-generating universities reveals a striking
asymmetry:
• Companies presently seek mainly public science outputs
• Universities pursue proprietary science opportunities more
heavily in their dealings with business and industry.
At the same time:
• Knowledge flows are being promoted more aggressively
• Universities are being totally restructured, harmonized and
decentralized regarding governance and accountability.
Together, these momentous events may pose potentially divisive
pressures within universities among their various faculties and
individual members.
21. Outlook for partnership
Miller (2003) fundamentally optimistic about
transformational potential of new knowledge architectures
Carneiro (2007) identifies
Paradigm shifts (industry-globalization-utopia)
Delivery modes (role-access-customized)
Driving forces (State-market-community)
• Intangible assets are the core economic competencies on
which strategy depends and a key feature of Europe’s
knowledge economy
• For businesses this includes intellectual property
components (licenses, patents, copyrights, trademarks,
etc.) and more subtle intangible capacities embedded in
strategic, differentiating competencies.
22. 4. Best Practice: Looking at Europe
(and Ireland)
From common market to Union: 28 Member States
Economic powerhouse: the social model
Free movement of labour and capital
Diversity, complexity and danger zones
The impact of learning synergies
Balancing national educational systems with common needs
Encouragement of linkage
The Lisbon Strategy (2000):
Innovation
Adaptability
Entrepreneurship
Equal Opportunities
23. Europe, Learning Support and Linkage
Part of integration strategy since outset
Designed to address labour market needs
EU has no competence in national education
Structural funds: address imbalances
Form of redistributive financial tool
ESF Priorities:
Improving human capital
Improving access to employment
Increasing adaptability
Improving social inclusion of disadvantaged people
Strengthening institutional capacity
Advancing reforms in regards to employment and inclusion.
24. EU Framework Programmes for RTD
Advanced ICT support
Innovation and sustainable research
Budget of FP7 (2007-13): €50,5 billion
Budget of FP8 (2014-20): over €80 billion
Europe 2020
The five key priorities:
• Raising adult employment rates
• Improved investment in research and development
• Reduction in greenhouse gas emissions
• Reduction of early school leaving and increased rates of
completed third level education
• Reduction of poverty levels by 25%.
25. EU Partnership frameworks
• Broad industry interests in university research are mainly
focused on the public science outputs (basic science, open
publications, highly-trained workers, etc.)
• University interests in industry are more narrowly focused on
proprietary science in the form of joint research projects and
intellectual property
• Many segments of industry have given too little attention to
their innovation and knowledge requirements
• Only a few university disciplines appear to have considered
the potential value of their research to business or industry
partners
• EU and Member States continue to press universities to play
more important roles in the emergence of a competitive
knowledge economy and to dedicate more resources to R&D
26. European resources
1. EU Funding offers significant opportunities
2. EU funding is not a substitute but a supplement
3. The non-finance resources offer as much if not more
4. Transnational action is the only viable method in a globalized
world
5. No substitute for professionalism and expertise
6. All rests on vision and passion for community needs
6. University/corporate partnership based on added value and
CSR
27. EU thematic Objectives (2014-20)
• Research and innovation
• Competitiveness for SMEs
• Employment and labour mobility support
• Social inclusion and combating poverty
• Education, skills and lifelong learning
• Institutional capacity building.
28. The Irish example
• The net effect of Ireland’s policy of targeting mobile foreign
investment is seen in the locating in Ireland of 24% of all
available US manufacturing investments in Europe, and close
to 14% of all FDI projects locating in Europe
• Since 1980, 40 per cent of all new US inward investment in
European electronics has come to Ireland
• The quality of the Irish education system and the existence of
a high skills labor pool recognized as being critically important
to the attraction of inward investment
• In contrast to the leading US Universities, Irish universities not
seen as providing such “cutting edge” graduates as might be
required for specialist research and product development
work.
29. Policy framework in Ireland
“Ireland by 2013 will be internationally renowned for the
excellence of its research, and will be to the forefront in
generating and using new knowledge for economic and social
progress, within an innovation-driven culture.”
Quick response to change
Social partnership and dialogue
Learning/enterprise linkage
Response to crisis of 2008
30. University/corporate linkage measures
1. Strategic Research Clusters
2. Centers for Science, Engineering and Technology
3. Competence Centers
4. Technology Transfer Offices
5. Industry-Led Networks Pilot program
6. Innovation Partnerships Innovation Partnerships
7. Applied Research Enhancement
8. Skillnets
9. Fusion
31. Specific Irish university/business
innovation centers
1. Nexus Innovation Centre: University of Limerick
2. Ignite Business Innovation Centre: NUI Galway
3. Centre for Excellence in Learning and Teaching: Galway
4. Nova: University College Dublin
5. Invent: Dublin City University
6. National Institute for Digital Learning: DCU
7. Digital Hub: Dublin
8. Trinity Research & Innovation: Trinity College Dublin
9. Centre for Investment Research: University College Cork
32. 5. Asserting Vision and Values
• Stakeholders in universities are wide-ranging, both internal
and external
• Pressures on corporate and academic worlds are similar, if
different in detail
• Universities to survive must be relevant and visionary
• Universities are now expected:
• To be more outward looking
• To provide leadership and service
• To make efficiency gains
• To maintain standards and quality
• To obtain new and additional revenue sources
33. Shaping Trends
Ubiquity and access
Innovation – the new imperative
Universities, Companies, Customers, Communities
Quality, standards and assessment
Curriculum or competence: institutional crisis of European educational
systems
Freedom, openness and creativity in the digital economy
Openness as global logic based on free and open-source software
Battles over digital rights management and IPR
Links between open content, open science and open collaboration make
collaborative creativity sustainable
Move from Information Age to Conceptual Age (Daniel Pink 2005)
34. Anticipating the future
• Excellence goes beyond mechanical quality measurement
systems
• Ethics are now central to good business
• Critical role of diversity and equality approaches
• Gender and inclusion – the centrality of women
• Demographics and youth intervention
• Competitiveness and sustainability
• Universities as business or a place apart?
• Offering critical space and alternative perspectives
35. Imaginative discourses of change
• Skillbeck Report (2001)
• Challenges and changes are within institutions
• Changes are ubiquitous
• Changes are systemic
• Changes are radical
• Evolving Corporate Universities Forum (Istanbul 2012)
• attract, retain and enhance highly skilled employees
• invest in developing a culture of learning throughout the organization
• spread a common culture as engines of strategic change
• ability to promote importance, value and contribution of a learning
culture
• ensure integration of HRM systems and policies with learning initiatives
• build genuine partnerships with world-class learning institutions
36. Keys to success in university-corporate
partnerships (MIT Sloan review 2010)
1. Define the strategic context as part of the partnership process.
2. Select partnership project managers with three key attributes:
•In-depth knowledge of technology needs
•Inclination to network across organizational boundaries
•Ability to make connections between research and opportunities for
product applications
3. Share the vision of how collaboration can help the university and
company.
4. Invest in long-term relationships.
5. Establish strong communication linkage with the university/company
team.
6. Build broad awareness of the project within the institutions.
7. Support the work internally until the research can be exploited.
37. What universities offer corporate
partnerships
• Offering a highly valued learning environment for personal
growth in a time of radical change.
• Relevance in a technologically connected and evolving world
• Fostering critical thinking and the formation of values
• Providing imaginative alternatives in a time of crisis
• Facilitating access to diverse and non-traditional learners
• Maintaining independence and objectivity in research
priorities
• Providing valued learning outcomes for a vastly altered
student population
• Moving beyond Western models of assumed timeless
excellence
38. Best practice = community linkage
D’ou venons nous?
Que sommes nous?
Où allons nous?
39. Obrigado!
Dr. Alan Bruce
ULS
DUBLIN – HELSINKI - AMSTERDAM - CHICAGO
www.ulsystems.com
abruce@ulsystems.com