Developing a successful enterprise culture among academic … · 2015-08-22 · of its future as one of the world's leading teaching and learning universities. • …continues to

Faculty of Arts, Design and Social Sciences

Developing a successful enterprise culture among academic colleagues Heather Robson & Steven Kyffin

15th May 2014 DASSH : Shifting Landscapes





Newcastle: heart of the North Eastern Industrial Revolution

1830s… Coal, Iron, Gas, Chemicals….Steel,

Ships, Railways, Pharmaceuticals, Arms and Energy Industries

1980s… Technology (life science (Stem Cell),

digital economy, Energy, Healthcare, Energy (Solar and Wind)

1990s…(2000s) Culture Led Regeneration Creative Cities, people, rearticulating

sense of place, space Innovation, Creativity, Culture 5


Newcastle: heart of the North Eastern Industrial Revolution •  Key Economic Growth, Education & R&D areas: http://www.investnortheastengland.co.uk/key-sectors.html

–  Digital Economy (Gaming, SAGE) –  Technology (printable electronics) through the venture culture (Entrep’ship) –  Automotive Manufacturing (Ultra low carbon) –  Well being & Aging –  Medical (Stem Cell and Genetic) Research –  Clean tech and Energy (new & renewable - off shore wind) –  Cultural arts

•  North East Local Enterprise Partnership

–  Innovation; (Impact areas) Business Growth; Employability and Social Inclusion; Education and Skills; Low Carbon;

–  Innovation, (competence areas) social enterprise, leadership and management, design, business development support

–  Higher Level Skills (relevant to economic growth sectors, as above)

•  Seats of UK learning in the North east –  Durham….. Classics & Science –  Newcastle…. Medicine, agriculture, … –  Northumbria…. Innovation, Entrepreneurship & professional practice

6


Value added : three distinct forms

Our Choice! These three broad domains of purposeful learning – discovery, solutions and practice – each

represent fundamentally different businesses: they each serve different markets and customer needs, with different values and different delivery processes, and they demand different capabilities and skills.

7


Northumbria’s Purpose…

•  ….a group of colleges in the North East of England, each with their distinctive histories and cultures, became University of Northumbria at Newcastle in 1992.

•  …a mature, innovatory university, with a vision of its future as one of the world's leading teaching and learning universities.

•  …continues to lead and be led by ‘national and international developments in nineteenth, twentieth and now twenty-first century purposes of ‘higher education’ and radical change in the external policy environment.

8



The Role of the Faculty

Social, Political and Cultural Creative Leaders... Agents of Change

•  Lead our Disciplines, –  contribute to higher

prosperity, economic and cultural growth, …through innovation and creativity, beyond academia

•  Be sustainable: People, Planet & Profit…

10


11

Academic Departments

ARTS : Fine Art, Performing Art, Scriptwriting, Applied Drama, Art and Design History; Management Arts, Cultural, Events, Heritage, Museum Media, Music, Conservation & Preventive Conservation

DESIGN : Fashion, 3D

Design Interior Design, Design

for Industry, Multidisciplinary

Innovation, Design

Management

MEDIA & COMMUNICATION DESIGN: Advertising, Cultural Studies, Film and Television, Journalism, Mass Communication, Media Production, Media, Interactive Media Design, Graphic Design, & Animation Design

HUMANITIES: American Studies, English Literature, Linguistics, Creative Writing, History

SOCIAL SCIENCES & LANGUAGES: Criminology, International Development,

Sociology, Politics, English Language, Modern Foreign Languages


Enterprise : Innovation@Northumbria

•  A real-world focus reflected in the scope of the activity we undertake

•  Better placed and able to respond to social need locally, nationally and globally

•  Creating valuable “Impact” and “Change” •  in a variety of sectors including:

–  Criminal justice system –  Third-sector voluntary organisations –  NGOs, –  National and Regional Museums –  North East SMEs (e.g. Eve Products Ltd), –  Health Care sector SMEs, –  Cultural Organisations –  Educational Organisations (e.g. UNESCO).

12


•  Increasingly organisations across all sectors are identifying the need for multi-disciplinary and creative approaches

–  To meet the rapidly changing challenges they face and transform ways of thinking and working.

•  A multi-disciplinary, design-led approach is at the heart of what we do

–  It enables us to take a holistic view when developing any opportunity

–  It allows us to challenge and re-frame each problem we address

13

Enterprise : Innovation@Northumbria


A Model for Enterprise and Engagement….

Transactional e.g. Contract Research, CPD…

Operational e.g. KTP, Longer term engagement, Post Doc…

Strategic, of high value mutually aligned to all partners – a major

commitment

•  Ways of working: Levels of Engagement and Activity •  Aligned to Key Academic Colleagues

Student Centred

CSR Engagement

Internal Collaboration

Professional Networks

Government, Agencies, Sectors

Structural Relationships

Strategic Links Private Public Third

Sectors

14


Longer'term'Internships'Placements''

UG'Collabora7ve'Projects'

PG'Collabora7ve'

Projects'

CPD'

Work'force'Dev'&'Training'

Workshops'

Contract'Research''

Consultancy'

Innova7on'Programmes'Collabora7ve'

Research'

KTP' Sponsored''PhD'

Graduate Recruitment

University / Faculty

Resources

Incr

easi

ng V

alue

/ D

epth

of R

elat

ions

hip

Regional National International

New talent

New Learning : New Ideas Creative Thinking

New Skills in Workforce Development

Know How : New Solutions and Knowledge Exchange

New and Discovery of Fundamental Knowledge

15

A Model for Innovation, Enterprise and Engagement….


Guiding Principles : Long Term Review of our Academic Profile

•  Research & Innovation Territory drives Education programmes: •  Research groupings/expertise will be the basis of all new curriculum developments.

•  Education (Professions) drive R&I Agendas: •  Curriculum developments (based on e.g. market) will be the basis of growth in

research groupings.

•  Partnership with Professional Practice and “Commercial’ (external) Context: •  Over-laying both of these is a principle of partnership/professional practice

working: justifying developments in either curricula or in research groups; allowing for a ‘practitioner model in an academic environment’ in appropriate areas.

Create the most integration & added value in the Res & Ents – Education – Admin (man’t and leadership) mix in the context of 404020.

16


Academic Ownership and Autonomy

17


Partnership Working

•  Creative and Cultural Leadership –  ADSS plays a key role in the

growth and impact of the Creative and Cultural Industries in the region

–  Growing contribution to the CCI profile nationally and internationally

•  Significant partner portfolio •  0

–  research innovation; –  learning and teaching

enhancement; –  employability; –  academic profile and

positioning –  income generation;

18


•  A genuine learning and research collaboration with global significance

•  A unique opportunity to increase the global impact of both organisations

•  High profile visibility and cultural leadership through the collaboration


School of Design : A creative community for Innovation

20


School of Design : A creative community for Innovation

21


Design Schools : Northumbria Design

The School of Design takes its roots from 1841, as the Newcastle Upon Tyne ‘Government School of Design’, headed by William Bell Scott and was by ‘act’ of the Government Department of Science and Art.

Commissioned to teach, not drawing, modeling,

colour, or the science of Perspective, projection or geometry, … but

to Create new Decorative Designs, ‘to have & express their Ideas’ …even to begin New Trades, ‘ to drive new forms of business’

Design : a player in Innovation, by seeing & doing

new things in new ways. The Role of Design Academia

22

Faculty of Arts, Design and Social Sciences 23

A Laboratory for Change: Daniel Weil 1993

Our aim is to renew the profession’s commitment to the cultural objectives of Design in the proposition of Products (systems, services and solutions) of

integrity and real value.

It is for education to explore and experiment in order to provide research, data, and approaches (methodologies), which will enable practitioners (the

profession) to respond to the opportunities offered by the new Technologies, ideas, and global alignments.

…it is vital that education should re-establish its place as a testing ground and

as a laboratory for the trial of new perspectives and approaches that the day-to-day pressures prevent practitioners from attempting.


All in this Together : Experimental Media

•  Consumer participation in Welfare Reform, through a deeper understanding of the claimant stereotypes.

•  interaction design combines design, arts and human science perspectives to advance the potential, make beneficial changes in a range of challenging contexts; e.g.

–  creative digital economy, and on ageing and wellbeing, behaviour-change across the lifespan, community empowerment through technology and other design interventions

•  Making Sense : Qualities of Living focus on “Experimental Media” in creative practice:

24

’

“All in this Together”


Disciplinary (Design) Research : The Academy’s Challenge The Creative Consortia and collaborative integration

•  Transformational Research •  Creating new ways of thinking and

doing •  Inspiration, insights and integration •  A common approach, working across

all four stakeholder groupings •  Enabling a Creative Partnerships &

Industrial Consortia •  Academic Impact: (Design)

new design principles (know how) for –  emerging industrial contexts, human

contexts, behaviours and qualities of life, –  integration with University Research

themes and –  international networks

25

Discipline

(DESIGN)


Creative Consortia : innovation for emerging growth areas

Collaborative Future thinking platform

PEOPLE & MARKETS

GROWTH STRATEGY

TECHNOLOGY DEVELOPMENT

DESIGN

Copyright Philips Design & IJD Vol. 3(1) April2009

- Future business model - Socio cultural mindsets

- Macro drivers of social change

- Design qualities

- Design language

- Emerging and maturing


Integrated, multi-disciplinary and connected

27

Industrial design Visual and

Performing Arts

Fashion design

History Politics

Criminology

Interaction design

Creative Writing

Technology specialists

Social science

Human factors

Brand strategy


Cultural Identity & a Sense of Place

•  What role ‘culture’ might play in forming public understandings and shaping policy in relation to the environment and environmental resources in Global contexts (UK Northern)

•  Deeper understanding in ‘what it means to be a Global Citizen’, Identity, social policy, environmental issues, Place.

•  (EU Horizon 2020. Societal Challenges: Climate Action, resource efficiency and raw materials. Europe in a changing world. Inclusive, innovative and reflective societies).

•  International development : Global Learning Initiative

28

Northumbria University Global Learning Initiative


Access to talent: a challenge of the Creative Age

Examples of some trends & drivers: (credit: Philips Research/Design HR Recruitment studies)

–  Aging societies will lead to enduring future global skill shortages –  The competition for talent is on the rise in a global job market –  The tools of value creation are now embedded in people –  The talent of tomorrow will add value through creativity –  Meaning and the fulfillment of life goals are becoming key –  Entrepreneurship is on the rise – multiple jobs –  Changing relationships between employers and employees –  Talented teams stick together and move together


Enterprise & Education: Learning through Doing Graduate Exit profile. 4 Pathways. Different Competence Profiles. Our Education and Research Programmes are designed to support the students across these personal Development tracks.

•  Academic leader…. (Phd. To professor)

•  Creator (Designer) Maker. (SME)

•  Consulting practitioner (external practice) & Staff Designer, Corporate Design function Leader (Internal)

•  Creative thinker to Strategic leadership in other contexts. –  Leadership & management, Marketing, Innovation, Product management, ….

30


Enterprise & Education: Learning through Doing Practice–led residency programme •  Created over 30 successful businesses and continues

to grow •  Recognised for the significant contribution the

Creative Industries make to the UK’s economy and cultural and social well-being

•  Practice-led approach and philosophy in research, learning and teaching; developing partnerships and establishing relationships with the sector,

•  Festivals and leading Arts resources –  (including: Gallery North, BALTIC 39, Graduate

Studio Northumbria, Print and Paper Studio. BALTIC Centre for Contemporary Art, LIVE Theatre, Great North Run Culture, Tyneside Cinema, Northern Stage, New Writing North Tyne and Wear Archives and Museums, GIFT, Summerhall-Edinburgh Festival) is a key dimension of our work and commitment to the region.

31


The Academy’s Challenge : Practice-led Invovation as Research

Structural challenges: •  Independent vs Integration of Research and Education. •  Independent vs Integrated Practice and Theory. To test new theory through practice,

experiment through Practice to form new theory. •  Recognise that researching and testing out ‘New Design territories and Forms of

Practice’ is part of Academic knowledge… •  Communities of Practice focused on external issues vs Autonomous Academic

focused on own Authority Author/ship… Personal Challenges: •  Experienced Practitioners are NOT always Academic in their nature •  Academics, who can Research, analyse and study practice (ASK) in order to Educate

and research it, are not always experienced in that practice in a commercial context. We need both and for colleagues to be continuing their professional lives in both spaces, simultaneously.

•  Phd.s are concerned with learning how to research as well as creating New Know How.

32



innovationNORTHUMBRIA


A common Solution : A Multi Purpose strategy Connecting for Impact: multidisciplinary approaches to Innovation in Small to Medium sized Enterprises (SMEs) Bailey, Smith, Aftab DRS//CUMULUS 2013 2nd International Conference for Design Education Researchers OSLO 14-17 May2013.

An 8 Stage Project and learning process : A problem Space Tapestry. (Connecting for Impact) Important to separate the •  Learning process and outcomes for the students (ASK)

–  Professional Skills, Methods & Tools –  Knowledge of context –  Ideas –  New Behaviors and Attitude

•  Value to the Participating or Sponsoring Collaborator (SME, Local Govt, Charity….). –  Ideas, IP, –  Knowledge (Consumer Insights, non validated) Directions for Techno development, –  Innovation methods, Business Models & Marcom strategies)

•  Value to Faculty / Academics. Their contribution to new knowledge) –  Knowhow on Learning and knowledge creation… –  Learning Spaces and Styles Disciplinary Stereotypes, –  New Creative Processes

35


Analytical Understanding through Doing

Scientific Experimental

Chemistry Rigour

Justification Left brain

Objective & Observational Cognitive creation

Segmented isolation Objectified quality

Efficiency Instituted & functional perfection

Laboratory

36

Synthetical Being as the source of knowledge Confidence Explorative Alchemy Relevance Instinctive Right brain Subjective & Interpretational Physical creation Holistic integration Intuitive beauty Effectiveness Relational cohesion Community

Some of the paradoxes


thank you…



Student Learning : Enabling Creative leadership

the ability to; !!•  Propose ways in which to introduce, realize and promote new ideas.!

•  To evaluate and balance the relative merits of ideas (quality) and processes. (time and money)!

•  To act confidently and constructively with the dynamics of a group (as a reflection of professional practice)!

•  To think strategically and link design ideas to potential market or commercial or polemic potential by explaining strategic relevance, differentiation, packaging, positioning, branding, or promotional opportunities. !


What does NSDesign create?

Design Research & Impact Intellectual leadership, Narrative, Positions

through:

•  New Ideas, products, systems, solutions

•  New Practices, …roles for Design, ways of working or Methods….

•  New knowledge about contexts of Life…

•  New IP, from which to build New Companies…

Design Education & People •  Future practitioners, consultants, in-

house, makers

•  Future Entrepreneurs

•  Future Researchers

•  Future Strategic Leaders

•  Future Academics and thinkers •  New knowledge about contexts of Life…


Design & the Future thru’ Teaching and Researching

We are familiar with the notions of •  Designers learn through doing. •  Research through Design / action research Integrating the use complementary creative processes of study, thinking and

doing to –

•  Create new knowledge, •  Develop new methods of creative practice, - used both inside and outside the

Industrial Company and User Communities •  Propose new Ideas for Living (& visions) for the future

in the world of communications, media, objects, system solutions and social innovations...

41


Design Research : The Academy’s Challenge Industrial partners & How we work with them. 5 contexts.

•  Graduate placement and graduate employment network to provides route to employment and sources of future talent.

•  Profession practitioners as ‘tutors’

•  Offer Continuous Professional Development programmes (‘credit’ earning) to industry

•  Contracted Research collaborating with Gov’t Programs (RCs)

•  Partners for Academics to maintain a professional practice with

42


Practice-led? education: Graduate Exit profile. 4 Pathways. Different Competence Profiles.

Our Education and Research Programmes are designed to support the students across these personal Development tracks.

•  Academic leader…. (Phd. To professor)

•  Creator (Designer) Maker. (SME)

•  Consulting practitioner (external practice) & Staff Designer, Corporate Design function Leader (Internal)

•  Creative thinker to Strategic leadership in other contexts. –  Leadership & management, Marketing, Innovation, Product management, ….

43


Innovation Profile

Character: Curious, intuitive, creative, connector & systems thinker (helicopter Big Picture visions), never gives up…

Motives: Creative transformation, Solutions and Results driven, connecting disciplines, discovery of new knowledge and understanding BIG problems .

Enablers of a Innovation Culture

“design led innovation”. –  building believable foundations in the people, technology and business triangle. –  The Innovation Design Team act as a creative catalyst, bringing together all required innovation partners within and outside

the organisation. –  engages with businesses to integrate people around an innovation ambition and support overall growth of the business. This ‘design-led thinking’ –  integrates different disciplines – Systems thinking, design, business and technology and translates people-focused

research, changes in society and design trends into technological feasible products and services that people want. Build relationships with clients to … –  Interpret and build bridges between new combinations of disciplines/cultures within innovation projects Personal characteristics and attitude –  · passionate about the impact of design on peoples lives –  · Self motivated –  · Independent –  . Entrepreneurial –  . High tolerance for ambiguity –  . Intellectual curiosity –  · Communicator –  . Networker


•  How / whether to enable New Colleagues to take Phds along side their Research and Teaching activities.

•  How / whether to Include the Student Learning activity to be part academic’s Research. –  Education in the Morning, Research with and through students as Experimental

Laboratory, in the afternoon!!

•  How / whether to align the Contract Research work with the PHd subject to enable a WIN WIN.

•  Grow our own Phd. –  Graduate Tutor scheme, as some EU / Dutch Universities do and align their Phd

Research with the aims of local design Companies, or corporate Design teams so that their own professional Practice experience can be developed.

45

The Academy’s Challenge : Practice-led Invovation as Research


Northumbria Design Research : Some Conclusions

•  Nearly fifty years of history, change is always difficult, even for designers •  Very few professional ‘Designers’ have Phds, value or know how to research in the accepted

Academic sense (scientific ??) •  Education for professional practice is part of the educational remit… •  Students want skills and experience knowledge, •  Industry & local govt looking for pragmatic solutions & ‘team’ people, •  ‘National Innovation’ agendas and the Discipline is looking to a ‘new future’,

•  High quality practice and creative ideas beautifully executed are not Academic Research •  The academic communities, which are interested in ‘Changing the world’ and ‘understanding it’

are often fuelled by two different cultures

•  University Research agendas and Positioning are often difficult to agree upon…( should there be one??, how to cluster, around Professional practice, Global Issues, or Future Contexts of Use…)

•  Whether to Work ‘alone’ or part of a collective team is often a challenge

•  Academic career paths, specialism vs holistic

46


: innovationNORTHUMBRIA

Documents

Developing a successful enterprise culture among academic … · 2015-08-22 · of its future as one of the world's leading teaching and learning universities. • …continues to