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L. SETYOBUDI
13 Desember 2013
TOPIK 1. Apakah Konsep Akademic Entrepreneurship? 2. Tahapan pengembangan Industri Jasa Kepakaran dan dukungan Perguruan Tinggi (UB). 3. Bagaimana PIBLAM mendukung Industri Jasa Kepakaran.
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• Increasingly Universities are being challenged about the “impact” of their research on society. • Impact is however imprecisely defined stretching from changing public policy, changing the direction of a research field to interactions with industry, spin-out companies and licensing. 12/12/2013
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• Expectations regarding the contributions of academics to entrepreneurial activity in addition to their primary role of carrying out teaching and research (Laukkanen, 2003) have increased in recent years (Venkataraman et al., 1992). • At a government policy level, the commercialization of university-generated knowledge is often considered to be a way of achieving national competitiveness (McMullan and Vesper, 1987, Henderson et al., 1998, Mowery et al., 2002) and innovation (Lam, 2005). • Therefore, university industry partnerships are encouraged through making a wide array of funding options available to such collaborative projects (Phan and Siegel, 2006, Wright et al., 2006). This has escalated pressure on universities to generate additional economic returns (Storey and Tether, 1998, Shane and Stuart, 2002) through bridging the gap between industry and the universities (Mowery and Shane, 2002). 12/12/2013
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• a context specific understanding of academic entrepreneurship is believed to be needed to develop domestic capacities, and to carry out applied research, that would be necessary to achieve the economic growth (Pardey et al., 2006), that will deliver positive social benefits (Patel, 2003). • Therefore, the current study has underscored the need for filling this gap in our knowledge about academic entrepreneurship in low income developing countries (Bercovitz and Feldman, 2003). 12/12/2013
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Academic Entrepreneurship (1)
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Academic Entrepreneurship (2) • Entrepreneurship (Kewirausahaan) akademis adalah penciptaan lingkungan untuk (dukungan aktif dari) eksploitasi pengetahuan, stimulasi perilaku kewirausahaan di antara semua anggota dan struktur kelembagaan di masyarakat akademik 12/12/2013
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Definisi Academic Entrepreneurship (Menurut bbrp peneliti)
• University spin-offs, defined as new companies exploiting intellectual property created in academia, to be academic entrepreneurship (cf. Shane, 2004), • A broader definition and include companies started on the side of academic employment, and some also focus on activities such as consulting, commissioned research and teaching, large scale science projects, patenting/licensing, sales, and testing as indicators (cf. Klofsten & Jones-Evans, 2000; Stankiewizc, 1994). 12/12/2013
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KONSEP ACADEMIC ENTREPRENEURSHIP
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5
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$ 620.9 juta tahun 2004
uses
source 13%
2% 18% 19%
5% 3%
8%
4%
23%
12% 23%
4% 12%
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34%
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7%
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13%
6
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LICENCING & ROYALTY REVENUE
TOTAL RESEARCH VOLUME
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Pemahaman (1) • UBEED - (pengembangan) suatu kursus pelatihan bagi para peneliti dan web-tool • UBEED - validasi metodologi untuk penciptaan perusahaan Jasa Kepakaran • UBBID - transfer konsep pra-inkubasi untuk lingkungan dan kelembagaan lainnya 12/12/2013
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Pemahaman (2) Semua proyek berfokus pada menurunkan ambang untuk eksploitasi ide Jasa Kepakaran • UBEED - berfokus pada pemberdayaan peneliti (dan / nya idenya) • UBBusiness Units - berfokus pada metodologi dan infrastruktur untuk menjadi perusahaan (spinning out companies) oleh universitas • PIBLAM/UBBID - berfokus pada inkubasi pra-/ lingkungan yang dilindungi bagi para peneliti untuk menguji kelayakan pasar 12/12/2013
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Roadmap Profit-Benefit Academic Research
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Attmarker Ltd. http://attomarker.com/ Attomarker Ltd, a spin-out company from the University of Exeter, founded to develop a novel, label-free, array-based technology to monitor concentrations of large numbers of biomarkers in the blood to provide a differential diagnosis of disease to assist the clinical decision makers. 12/12/2013
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FRUGA INNOVATION LAB
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TOPIK 1. Apakah Konsep Akademic Entrepreneurship? 2. Tahapan pengembangan Industri Jasa Kepakaran dan dukungan Perguruan Tinggi (UB). 3. Bagaimana PIBLAM mendukung Industri Jasa Kepakaran.
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Tahapan pengembangan Industri Jasa Kepakaran (IJK) “INDUSTRI JASA KEPAKARAN” UNIVERSIITAS BRAWIJAYA (IJK-UB) • Awareness/Kesadaran • Feasibility • Preparation • Start-up • Growth • Innovation 12/12/2013
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Awareness/Kesadaran • Kesadaran: Perguruan Tinggi adalah sebuah lingkungan di mana penelitian dan pengajaran berlangsung dan banyak ide (bisnis) baru yang muncul ide formulasi bisnis • Tidak setiap ide bisnis = peluang bisnis • Satu ide bisnis mungkin menghasilkan lebih dari satu peluang bisnis • Perguruan Tinggi sebagai laboratorium untuk Entrepreneurship kewirausahaan 12/12/2013
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Bagaimana Perguruan Tinggi Bisa Mendukung (mempercepat) Tumbuhnya Kesadaran (awareness) • Penciptaan kesadaran pentingnya Entrepreneurship/kewirausahaan dalam komunitas akademik • Mempromosikan & memfasilitasi eksploitasi pengetahuan melalui penciptaan perusahaan IJK-UB • Membuat dan berkontribusi pada lingkungan hidup dengan "contoh", “role models” 12/12/2013
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Feasibility • Technical feasibility • Market feasibility Tetapi juga: • Entrepreneur or employee • Does entrepreneurship suits me 12/12/2013
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Bagaimana Perguruan Tinggi dapat Mendukung (mempercepat) Kelayakan (feasibility) –Create opportunities for experimentation with entrepreneurship –Support the development from (technical/scientific) opportunity to business opportunity 12/12/2013
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Preparation Collection of necessary resources: –Technical resources –Physical resources –Human resources –Social resources –Organisational resources –Financial resources 12/12/2013
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Bagaimana Perguruan Tinggi dapat Mendukung (mempercepat) Persiapan (preparation) –Facility sharing –Equity –Intellectual property –Networks –Student involvement –? 12/12/2013
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TOPIK 1. Apakah Konsep Akademic Entrepreneurship? 2. Tahapan pengembangan Industri Jasa Kepakaran dan dukungan Perguruan Tinggi (UB). 3. Bagaimana PIBLAM mendukung Industri Jasa Kepakaran.
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Bagaimana UBEED/PIBLAM mendukung (1)
• Awareness/feasibility) –Creation of awareness among researchers for the exploitation of knowledge –Training course and tools for researchers –Open and supportive environment for experiments with aspects of entrepreneurship 12/12/2013
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LANJUTAN…… • UBEED – UBBusines Unit (awareness) –Development of tools (methodology) for other universities: • Best practice • Quality management system • Training course
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Bagaimana UBBID/PIBLAM mendukung (3) • UBBID (feasibility/preparation): –Provide a structure – the pre-incubator – for testing the feasibility of the product / service in the market –“Researcher-entrepreneur” has the opportunity to experiment with “being an entrepreneur” 12/12/2013
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Academic Entrepreneurship: Number of NUS Spin-offs, 1980-2006 NUS’ change in policy to encouraging technology commercialization through spin-off and start-up formation after 2000 has facilitated an increased rate of spin-off formation • Average number of spin-offs based on NUS IP increased from less than 1 per year before 2000 to 5 per year after 2000 •More than 60 start-ups by NUS professors, students and alumni received seed-funding and incubation/mentoring services from NUS Entrepreneurship Centre since 2000, > 10 have received follow-on investments by external investors 12/12/2013
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Key Changes in NUS, Before and After Shift to Entrepreneurial University Model AY1996/7 1414 39.0% 843 70.1% 17,960 4,478 20.0% 13% 2 < S$100 mil 1,751 1,307 4 13 4 21 6
Indicator Teaching staff of which % foreign Research staff of which % foreign Undergraduate students enrolled Graduate students enrolled Graduate students as % of total student enrolment Percentage of foreign students studying at NUS Total research funding Total no. of research projects funded Journal publications in SCI/SSCI Patents filed Patents granted Cumulative patents granted by USPTO
FY 2007/8 2,103 51.9%1 1,710 78.6%1 23,330 7,020 23.1% 34.6% > S$200 mil 1,759 3 3,2705 96 30 2447
1
2 Percentage for FY2004 Percentage of total student intake for 1997/8 4 6 Figure for FY2005 CY1996 5 CY2008 CY1990-1997 7 CY1990-2008 Source: NUS Annual Research Report (various years), National University of Singapore; NUS Annual Report; Database of the USPTO; IPOS; ISI Web of Science; NUS Office of Research 3
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Comparisons of NUS vs. Selected Leading Universities – Patents granted by USPTO Cumulative 1976 to 2005
2005
# of patents
Rank among world’s universities
# of patents
# of licensing
University of California
5615
1
310
265
MIT
2825
2
133
93
University of Illinois
545
10
65
63
Stanford University
1541
4
100
109
University of Pennsylvania
718
14
37
37
University of Southern California
413
31
35
35
Georgia Tech
510
22
43
43
Oxford University
98
97
9
34
Cambridge University
35
127
4
41
Imperial College
97
98
7
n.a.
National Univ. of Singapore
182
67
26
Name of Institution
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NUS Publications and Citations 1996 vs 2006 The new emphasis on Technology Commercialization has NOT been at the expense of pursuit of Research Excellence: • NUS’ annual journal article output increased almost 3-fold between 1996 and 2006 • Research quantity (publications per faculty member) and quality (citations received per faculty member and per paper) has also increased over this time • NUS journal articles tend to be more highly cited than the average Singapore journal article
NUS journal publications Citations to these publications within 2 years of publication Faculty Publications/faculty Citations/faculty NUS average citations per article Singapore average citations per article
1996 1,307
2006 3,367
3,128
11,8971
1414 0.9 2.2 2.4 2.0
1820 1.9 6.51 3.5 3.21
Note: Includes SCI- and SSCI-indexed articles only 1 Using citation data up to 7 August 2008 Source: Thomson ISI Web of Science
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Lessons from NUS’ experience • Set Appropriate Strategic Vision • Strong & Sustained Commitment by Top Leadership • Introduce new organizational mechanisms to support change • Recruit the right people to lead the change • Study global best practice, but innovate one’s own approach based on own unique context; learn and adapt over time • Build strategic international linkages 12/12/2013
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NUS’ Envisioned Role in Singapore’s High Technology Economy Venture capital /angel investors & other venture professionals attracted to work with University
World-class R&D investments attracted to collaborate with University
NUS as Global Knowledge Enterprise
Top talents (researchers, students) attracted to work & study in University 12/12/2013
High tech ventures created or facilitated by University
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New Vision of NUS in the 21st Century: Towards a Global Knowledge Enterprise A leading global university centerd in Asia, influencing the future
• To become a globally-oriented university, in the distinguished league of the world’s leading universities • To become a bold and dynamic community, with a “no walls” culture and a spirit of enterprise which strives for positive influence and impact through our education, research and service • To be a key node in the global knowledge network, with distinctive expertise and insights relating to Asia 12/12/2013
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• Tujuannya hal ini adalah: berbagi (sharing) hasil, konsep dan metodologi • Bukan transplant tetapi lebih ke Transfer • Pada dasarnya tidak ada “best practice”, yang ada hanya practice dapat di diskusikan lagi • Saat ini: UBEED, UBBID dan UB Business Unit • Kedepan: – Spin-off portfolio – Internationalisasi (Sudah untuk Pendidikan Entrepreneurship) – Menjalankan Program Inkubasi yang EFEKTIF 12/12/2013 LSB PEE DOSEN UB
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