Intrapreneurship and Innovation in Engineering Education

Intrapreneurship and Innovation in Engineering EducationV.Thanikachalam, B.E., M.Tech., Ph.D., M.S., FIE.,FIGS(vthani2025@gmail.com)Intrapreneur

Coined in 1980 by Gifford Pinchot , Management Consultant According to him:- Intrapreneurs focused on innovation and creativity-They transform an idea into profitable venture - The management has to create an environment where the employees are free to explore ideasFaculty Intrapreneurs?

1-2% of the well qualified faculty members in the autonomous institutes plan innovative projects and programs under external funding agencies and generate funds as entrepreneurs using the existing resources and infrastructureBold, creative, highly knowledgeable, risk takers and star performersThink out of boxDivers of innovation within the instituteSeek to provide solutions to unique industry driven problemsSeek policies, technologies, and applications that resolve barriers to increase the productivityTake on a task within the institute to increase the capacity of the institute. Entrepreneurs

Have broad visionEstablish organizations to generate innovative productsTake risks, but within the context of the environmentHave more directly applicable skills and competencies for a selected projectFocus on the project undertakenSelect creative executives and managersEncourage them to deliver outstanding productsProblems of Faculty Intrapreneurs

Non-focused Educational EnvironmentNon-delegation of required authority for project based activitiesAdditional works beyond the signed agreements/ contractsFrequent change of project staffMerging project gains into grants-in-aidBarriers to submit the bid documentsOpportunities for Undertaking Sponsored Programs and Projects

Programs under International Development Agencies (IDAs)Programs under various MinistriesPrograms under AICTE, UGC & State GovernmentPrograms under MNCsPrograms under public sector organizationsPrograms under private sector companies

Hybrid Model: Institute supported Intrapreneurs for Innovation

Support from the Board of GovernorsStrong Institute LeadershipCulture to support and reward IntrapreneursSupport cross disciplinary and interdisciplinary teamsNurtures the champion s for innovation and developmentEcosystem

Establish center for undertaking consultancy works and projectsSupport Interdisciplinary approach connecting various needed departmentsEmpower senior faculty as an administrator with decentralized administrationProvide adequate resources and technical support staff

Innovation Centers

Exclusive dedicated centers which combine sponsored projects, research, product development, testing, revising, patenting, executive development, faculty development, mentoring the graduate students and developing capstone projects and practicumsFoundation for technology transferDevelop new entrepreneursIncubation centersOne stop solution centersCommercial DevelopmentLarge scale collaboration with the industries

State of the Art

Mark Gorden recommended the commercialization of university owned technologyUS Senate Task Force emphasized University-Industry Partnerships through Large Scale CollaborationsIIT Chennai established an Industrial Park to promote innovation, created physical infrastructure support system for R&D, incubation of entrepreneurial ventures, commercial development and facilitating networking with professional resourcesIIT Mumbai focused on the innovation and established entrepreneurship parkIIT Kharagpur established Science and Technology Entrepreneurs ParkIIT Delhi established a Foundation for innovation and technology parkBarriers to Faculty Intrapreneurs

Kezar and Lester (2009) identified the following factors:Limited professionalism of the faculty membersDiscrepancies and water tight departmentsLimited training and socializationTenure of the facultyLimited reward systemBureaucratic and hierarchical administrative structuresClash between academic and administrative structuresGuidelines for Deepening Department Collaboration

Hower A Mark (2012) suggested:Promote a center of shared leadership and responsibility for institutional goalsDevelop shared vision of the instituteActively reduce the barriers to collaboration and integrate practicesCreate professional development activitiesGuidelines

Develop institutional rewards and recognition processes that support collaborative practicesActively seek to expand the diversity processes that support collaboration and individual practicesReflect periodically as an institute of the systems, process and relationships of the faculty members in the projectsFocus of the Institutional Culture on Intrapreneurs (Bergquist and Pawlak, 2008)

Collegial: Developing the values and quality of character of societys future leadersManagerial: Commitment to serve underserved populationDevelopmental: Creation of programs and activities furthering the personal and professional growthAdvocacy- Establishment of equitable and egalitarian policies for the distribution of resources and benefits in the institutionFocus of the Institutional Culture

Virtual: Values open, shared, responsive educational systemConnects to global and technological advances of recent timesResponds to the challenges facing higher educationIncluding economic constraints and declining public supportsTangible: Finds meaning in roots, its community and its spiritual groundingStatewide Governing Boards (Paul Linenfelter, Richard Novak, Richard Legon , 2008)

Built in connection with business and civic leaders to the higher education public policy dialogsProvide permanent forum for higher education policyBalance institutional priorities with the public goodShow willingness to help , lead and support strategic changesEngage in system wide and statewide support for institutional planningLeadership Challenge (Paul Lingerfelter, Richard Novak, Richard Legon, 2008)

Arises from uneven attraction to Board member selection processImprove the Board capacity and performanceSelect deserving executives on the basis of their understanding of institutional vision and performanceBuild greater merit into the appoint processEnsure focus on high performanceEnsure needed delegation to intraprenuersNeeded Improvements from the Board

Form a standing committee on industrial collaborationsGenerate goals and objectives for consultancy projects, innovations, & sponsored projects,Encourage to plan and implement interdisciplinary projectsEncourage internal revenue/fund generation through sponsored research and development projectsEncourage intrapreneursEmpower themEstablish consultancy centers and extensions center in the industrial corridorsEncourage consultancy center activitiesSummary

Intrapreneurs are key drivers in various institutions and can serve as excellent leaders .They further develop the institute to reach excellence.Institutes have to encourage and recognize successful intrapreneurs so that the institute could grow faster.Thank you

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