IIT Kanpur – Attaining Global L d hi i R hLeadership in Research

1Presented by: Jeet Bindra; October 12, 2010

VISIONVISION

IITK to attain and sustain a position amongstIITK to attain and sustain a position amongst the top 20 educational institutions globally in 20 years.y

As measured by the quality of:• Graduating students• Faculty• Research products• Societal impact

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ATTAINING GLOBAL LEADERSHIP

•Where are we today?

•Where do we want to be in 20+ years?•Where do we want to be in 20+ years?

•What will it take?

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IIT Kanpur is strongly positioned across multiple dimensions

1Global reputation of the IIT brand

IIT’s academic programme is considered amongst the best in the worldIITK has successfully built an ecosystem which continues to attract some of

the sharpest and the brightest minds in India– More than 3,00,000 aspirants sit for Joint Entrance Exam (JEE) of which

~5,000 are selected every year

Superior research IIT K’s wind tunnel is the largest across all educational institutes in India

2Superior research capabilities in select fields

gIITK has its own device fabrication labTotal lab infrastructure spend ~Rs.40 crores per annum

~367 sponsored projects, 30 patents filed during 2008-09State of the art laboratories/centres, such as, 4-i laboratory, Centre for

internet security, National information centre for earthquake engineeringIITK f lt h i t ti l l d f t lit hIITK faculty has won international accolades for top-quality research

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IIT Kanpur is strongly positioned across multiple dimensions

3Emphasis on socioeconomic initiatives

Strong commitment towards socio economic projects- River water cleaning (e.g., Ganga river project)- Social entrepreneurship (e.g., low cost education tool ‘Akansha’ piloted in

rural areas by Ministry of Human Resources and Development)- Agropedia project to develop an agricultural encyclopaedia

Indian history (e g decoding mystery of the iron pillar)- Indian history (e.g., decoding mystery of the iron pillar)- TMRS projects focused on enhancing railway security

• Space research - Mobility module for the Indian rover (Chandrayaan II)

A UG research initiative to build a nano satellite at IITK- A UG research initiative to build a nano-satellite at IITK

4Strong and supportive alumni

IITK alumni (25,000+) have performed exceedingly well in both industry and research

IITK foundation alone has raised over USD 5 million since its inception in 2000

Acted as the catalyst for- Seeding the PanIIT movement and multiple alumni chapters world wide- Supporting IITK-Caltech student exchange program- Setting up ~50 faculty chairs, establishing numerous scholarships,- Providing funds to attend international conferencesProviding funds to attend international conferences- Seeding the IITK 2020 Vision effort

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“We are unable to attract high quality“We are unable to attract high quality faculty, staff, and graduate students”

Rethink strategy on residential campus12

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We recommend a set of 10 initiatives for IIT K to sustain its leadership onteaching and learning effectiveness

1. Teaching/learning effectiveness

AAttract and retain best in class faculty

1. Ensure a faculty value proposition which is competitive with global standards (includes compensation, fellowships, greater freedom, dual appointment across universities, 2 body program for spouses etc)2. Introduce differential compensation and strengthen the performance management model3. Explore hiring from new sources of talent (e.g., PhDs from industry, part-time

)model)4. Create job options for spouse within and outside campus; invest significantly in improving the social infrastructure (e.g., schools, restaurants, recreation clubs etc.)

BStrengthen the graduate/ PhD program

5. Broaden selection process for the graduate/PhD program– Attract foreign students (e.g. south-east Asia) and simplify admission

processes– Collaborate with industry for targeted PhD programs, publicize industry B y g p g , p y

sponsored projects to attract students6. Enhance the overall value proposition for prospective students through

– Research focus, diversity, stipends, scholarships, infrastructure, exchange programs

– Creation of joint degree options with prestigious universities

7. Adequate post doctoral support (e.g., exit options, recruitment)

CContinue to i

8. Upgrade the infrastructure to keep pace with the increase in student strength9 U d t i l ith h i ft killCimprove

teaching pedagogy

9. Update curriculum with emphasis on soft skills10. Invest in continuing to build on student exchange programs

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"DEVELOP CENTERS OF EXCELLENCE RECOGNIZED GLOBALLY"GLOBALLY

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CENTERS OF EXCELLENCECENTERS OF EXCELLENCE

• Identify 5 technology areas for CoEs which hold potential for hi l b l i i i 10reaching global recognition in next 10 years

• Each CoE must have a clearly articulated vision to enable alignment in strategies, processes and hiring practices across the entire instituteinstitute

• Implement strong governance processes and provide adequate authorityL l i d i d t f di t t C E• Leverage alumni and industry funding to nurture CoEs

• The CoEs should aspire to have societal relevance

• Suggested metrics. • Publications in international journals• Intellectual property developed and acquired by global institutions

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Intellectual property developed and acquired by global institutions• Level of external funding attracted from across the world• Global job placement rates of graduates in the domain of CoE

"The CoEs should aspire to have psocietal relevance"

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“The Innovations at IITK must reach the society – must be productized/commercialized"productized/commercialized

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INNOVATION CENTERInnovation Center

Innomentoring HubINNOVATION CENTERInvestors

(Individuals, Institutions)

Investors(Individuals, Institutions)

Existing Eco System

Innomentoring Hub

~1-5 cr Entrepreneurs(F ll ti

Entrepreneurs(F ll ti

St 0St 0 Stage 1Stage 1 St 2St 2

st tut o s)st tut o s) (Full time involvement)

(Full time involvement)

Stage 0

Idea GenerationStudent excitement

Prototyping

Stage 0

Idea GenerationStudent excitement

Prototyping

Stage 1Incubation

DevelopmentSome sales & marketing

Max 3 years

Stage 1Incubation

DevelopmentSome sales & marketing

Max 3 years

Stage 2-Scale up

to the next levelInnomentoring Hub

Stage 2-Scale up

to the next levelInnomentoring Hub

Industry

Outreach

Industry

Outreach

External VisibilityMarket

relevance of

4i Labs4i Labs SIDBISIDBI Mentors(Partial involvement

be investors also)

Mentors(Partial involvement

be investors also)

Market driven feedback

researchIITK BrandingMatching of

market needs and existing research

Business development supportNetworkingConsulting

be es o s a so)be es o s a so)

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researchg

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We recommend a set of 11 initiatives to strengthen research effectiveness and output at IITK

2. Research effectiveness

AAttract and retain best in class faculty

1. Invite top 25 companies to set up R&D centres at the campus (e.g., Yahoo at IIT Mumbai, Texas Instruments at IIT Kharagpur, ST Microelectronics at BITS Pilani)

2. Partner with industry associations (e.g., knowledge partner for Indian Chamber of Commerce)3. Actively lobby with state and central government to establish an SEZ in Kanpur3. Actively lobby with state and central government to establish an SEZ in Kanpur4. Build a research consortium of international universities for enhancing research cooperation (Kanpur Indo American Program v2.0)5. Create joint research proposals in partnership with government in areas such as defence, water etc6. Offer options of research focused career tracks for faculty

BStrengthen the graduate/ PhD program

7. Reform student administration procedure8. Use graduate student body to augment teaching capacity

– Invest in enhancing teaching skills of the Ph.D. students (e.g., preparing d l ‘h t t h’)B PhD program modules on ‘how to teach’)

– Link scholarships and incentives to amount and quality of teaching– Have graduate students for conducting tutorials and examination grading

CContinue to improve teaching pedagogy

9. Relieve faculty from pure administrative jobs through creation of shared secretarial staff10. Set up shared service centres across select areas (e.g., workshops, analytic, IT, secretarial services)Cpedagogy secretarial services)11. Ramp up strength of administrative and technical staff and significantly invest in training programs to upgrade skills

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ATTAINING GLOBAL LEADERSHIP

• It can be done!!!!!

• Will require all Stakeholders to work t th !!together!!

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If you are not the Lead Dog,The scenery never changes!!

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