Intrapreneurs
to Accelerate Innovations for “Make in India� Thanikachalam Vedhathiri vthani2025@gmail.com (Paper ID M 1132)
i ?
Intrapreneur ship Environment
Objectives • Assess the potentials of well trained, motivated and competent engineering faculty members in the context of “Make in India” • Present the best global practices of intrapreneurs for the creating innovations • Identify the difficulties faced by the star faculty members in the activities connected under consultancy projects • Suggest remedial measures and interventions that could be approved by educational administrators
Intraperuneur • Qualified, competent, risk taking and innovative faculty members of engineering institutions who undertake global consultancy projects under corporates, governments, MNCs and IDAs • They utilize the resources of the institute • They bring external funds for research, product development and solve many existing problems in planning, design, prototype development and testing • They think out of box and develop innovations • They create new industry relevant graduate, postgraduate and doctoral programs • They assist the graduate students to acquire skills and competencies to meet the challenges of globalized economy
INTRAPRENEUR DEFINITION
“MAKE IN INDIA” • “Make in India” provides a large scope for planning industry relevant graduate and postgraduate programs in cooperation with the companies in the industrial corridors and hubs. • The skills and competencies of intrapreneurs could be channelized towards planning innovative solutions to emerging problems • Ultimate success of such initiatives depends on the human capital which could develop knowledge capital • The engineering institutions could accelerate the academic environment to be conducive for the intrapreneurs to undertake innovative projects.
Desired Role of Intrapreneurs • Assessing the design and prototype needs of various companies in the industrial corridors and hubs • Ability to take risk in solving many emerging problems of modern manufacturing and maintenance • Developing high performing teams through coaching and training • Forming consortium of talent pool by inducting adjunct faculty members from industry and national labs.
Global Initiatives • Intrapreneurship is well built into American educational system • American engineering institutes encourage academicindustry partnership (Katherine Chudobe, Mary Beth Watson and Kevin Crowston, 2012) • Mark Gorden recommended commercialization of University owned technology • Renu Khater (2013) the President of the University of Houston established a strategic partnership to develop the 21st century workforce through an undergraduate petroleum engineering program • US Senate Task Force emphasized University-Industry Partnership through large scale collaborations • Further this Task Force suggested freedom to the researchers and autonomy to the institutions.
U.S Senate Task Force and Others • Emphasized university- industry partnerships through large scale collaborations • It suggested freedom to the researchers and autonomy to the institutions • UNDP and US Department of Commerce focused on high-performing intrapreneurs • They concluded that creative thinking of the intrapreneurs brings full-scale success in sustaining effective university– industry partnership • These give rise to industrial leadership of the USA • The University of Texas has fixed that about 25 % of the research expenditure has to be generated through industry sponsored research • It further enhanced the ranks of the faculty so that they can undertake industry sponsored research projects
Research Questions • Have we periodically modernized the labs and workshops to meet the innovations of fast growing technology? • Are we creating a conducive culture and academic environment to bid for the challenging global projects under MNCs and IDAs? • Are we encouraging risk taking abilities of the outstanding faculty members to undertake consultancy projects? • Are we recognizing the problems faced by the intrapreneurs in undertaking innovative projects and programs? • Are we encouraging our key performing faculty members to plan interdisciplinary and multidisciplinary programs under MNCs and IDAs?
Institutional Factors that Enable Intrapreneurs • Mission of the institute which deliberately provides direction for taking for taking many innovative programs and projects • Freedom to use the institutional resources for externally funded projects as per the norms and standards • Unrestricted distribution letters of invitation (LOI) to the faculty • Encouragement to respond to LOIs/ advertisements for bidding for projects • Empowerment to the intrapreneurs • Standard norms for estimating the project costs
Resources that Enable Intrapreneurs • • • • • • • • • •
Modern labs and workshops Availability of well trained technical support staff Internet facility and modern digital library Corpus fund to meet the project related initial expenditure Project assistants with high motivation and competencies Modern office equipment 24x7 access to the department Protected environment Ergonomically designed workplace Project related computers and software
• Project related tools
Endogenous Factors that Enable Intraprenuers • Constant encouragement for high performance • Delegation of authority to develop technical and financial proposals • Conducive academic environment to form project-based interdisciplinary teams • Excellent leadership at department and institute level • Flexible norms for project execution • Monitoring of the project execution and solving the bottlenecks and constraints • Well written rules and accounting norms • Project focused training of the project associates
Desirable Interpersonal Relationships • Interpersonal cooperation among the line and staff for project activities • Patents are to be jointly owned by the intrapreneurs and the institute • Freedom to network with the external project related experts and research institutes where there is a shortage of in-house expertise • Research assistants are to be admitted into the doctoral programs based on the needs • Establishment of in-house multidisciplinary teams • Authority to co-opt experts from the industry, universities, and national labs
Problems to be Avoided • Handing over the consultancy projects to unrefuted external agencies • Suppressing the letters of invitation (LOI) • Forcing the project leaders to include unrelated external associates and to inflate the project cost due to competitor’s advice • Compelling the project leader to add unrelated works which are beyond the TOR • LOIs are handed over to the external agencies without informing the faculty members • Withholding the technical and financial proposals without forwarding to the project authorities • Syphoning the project gains without the knowledge of the project leader
Barriers to Faculty Collaboration • Lack of in-depth professionalism of the faculty members • Unrelated disciplines and departments • Paradigmatic differences • Insufficient training in key areas • Tenure of the faculty • Insufficient reward system • Bureaucratic and hierarchical administrative structures • Constant clash between line and management
Deepening Department’s Collaboration • Promote a Culture of Shared Leadership • Seek to build a shared Vision of the Institute in every moment and interaction • Eliminate the barriers to collaboration • Encourage integration of collaborative practices in all academic practices and responsibilities • Develop institutional rewards and recognition processes that support collaboration of individual initiates • Create professional development opportunities including sabbaticals, teaching circles, faculty forum discussion and retreat
Reward Systems • Develop Institutional Reward System and Recognition Processes • Support scholarship and initiate effective collaboration • Display the achievement in the news letter • Coach the younger faculty • Start mentoring system • Focus on the interdisciplinary collaboration • Encourage diversity of the faculty teams
Desired Culture of the Institutes ( Berguist & Pawlak, 2008)
• Developing the value and quality of character: Collegial • Sharing the commitment to serve the needs of the community: Managerial • Professional growth of all faculty members: Developmental • Finding the meaning in its roots, its community and its spiritual grounding
Virtual Culture • Values open shared and responsive educational system • Values the institute’s purpose to connect to the global and technological advances • Responds to the challenges facing higher education • Manages the economic constraints and decline in the government and public supports
Leadership Challenges • Attention to Faculty Selection Process • Right selection process to constitute the Board of Governors • Improving the capacity and decision making process of the Board • Promoting the culture of shared leadership • Enlarging the vision and mission of the institute • Facilitating the purposeful goals and objectives • Developing interdisciplinary and multidisciplinary programs • Facilitating the innovation and excellence
Suggestions for Improvements • Creation of standing committee of the Board on the “Institute –Industry – Business- Government Partnership” • Facilitate collaborations in undertaking industry sponsored research and development projects • Consult the faculty and assist them to generate realistic goals in bidding and implementing the sponsored projects • Encourage interdisciplinary and multidisciplinary programs and projects • Assist in protecting the intellectual properties
Reputation of the Institute • Could be built through intrapreneurs • Mentor the young faculty members • Get the annual feedback from the faculty, analyze and facilitate faster development • Nurture the academic environment • Support high performance and achievement • Develop global vision • Cultivate the faculty-leaders
Ultimate Objectives • Support intraprenuers to undertake projects under “Make in India” • Focus on Human capital to develop Knowledge capital • Modernize the institute’s resources • Coach and mentor the faculty to reach their high potentials • Recognize the contributions of the star faculty members • Create a culture for excellence
Ultimate view of Intrapreneur
Thank you Your questions Please