Document 183047

Welcome to MBA4PhD!
09:00
Welcome to MBA4PhD
Introduction of MBA4PhD team
Introduction of participants
Orientation to entrepreneurship and business studies
Learning process in MBA4PhD
12:15
Lunch
13:00
Brief to forthcoming learning activities
Experiences and benefits from entrepreneurship focused
MBA – Aleksandra Karimaa, PhD
14:30
Coffee
BID – An Introduction
- A special unit at the University of Turku conducting
research and providing education in innovation and
entrepreneurship and in information technology
- We are three professors, ten doctors and over 60 experts
in the field of business and information technology
- We have a long experience in research and development
projects – we have carried over 2.000 projects in more
than 100 countries
- Common topics include product and service concepts,
commercialisation, business opportunities and business
models, new ventures and business development...
What Does BID Stand for?
- BUSINESS
• start-ups, business opportunities and business models,
new venture creation
- INNOVATION
• part of the University’s innovation system, innovation
and entrepreneurship education, new ventures and
new technologies
- DEVELOPMENT
• business development and improvement
Team and Experts - UTU
Antti Paasio
Pasi Malinen
Sari StenvallVirtanen
Valtteri
Kaartemo
Kirsi Peura
Kaisu Paasio
Vesa Hautala
Nina Ellfolk
Veijo Pönni
Team and Experts
- External
Jussi Paasio
Juhani Lahdenperä
Thomas Hedner
Aslak Felin
Tapani Saarinen
Olli Lassila
Dylan Jones-Evans
Greetings from the Programme Director
Professor Pasi Malinen
Our Challenges...
I
Input
- The Finnish innovation system development since
1979
- Universities, research units, science parks, etc.
- Large R&D spending (#3 in the world/capita),
TEKES
Output
- Low entrepreneurial activity (GEM)
- Too few research-based innovations and
companies
- Too few growth companies in knowledge
-intensive areas
Our Challenges...
-
II
High number of PhDs
Abundance of PhDs, > 1600 per year
Compared to 90s, approx. 500 per year
Approx. 2,4 % unemployed (increasing)
Most serious situation in biology and
biochemistry
Our Challenges...
III
Where are the future jobs?
- Academia – limited number of positions
- Industry – companies are cautious to recruit R&D
due to the economic climate
- Incentives for business start-up
- “Unconventional” jobs
Recent survey at the UTU (2012, with 46 %
response rate)
- 36,5 % in permanent employment
- 45 % in temporary employment (part-time and fulltime)
- 0,4 % as entrepreneurs
Entrepreneurship is Important
- Society & economics – entrepreneurs create
jobs and welfare
- Organisation perspective – intrapreneurship is
an important recourse for innovativeness and
renewal
- Human perspective – entrepreneurial attitude
and mindset are important to everyone no
matter what they do
MBA4PhD Programme
• New and innovative educational initiative
• PhD+MBA = MBA4PhD
• Entrepreneurship and new venture creation in
focus
• Tailored and contextualised to the field of life
science
• Target-driven with the aim to support the
personal learning objectives
MBA4PhD Aims...
- To develop entrepreneurial post-graduates by fostering the
entrepreneurial mindset;
- To increase the understanding of the target group in business
competence, business logics, start-ups and commercialisation;
- To increase the employability of the doctoral candidates;
- To train skilled and knowledgeable professionals that are able to
respond to the current and future needs of the industry and
future employers (whether in academia or industry);
- To create a platform and network for sustaining innovation
projects.
Let’s Get to Know Each Other!
Write in the paper:
1. Your name (first name)
2. Your favorite hobby / interest
3. Your special skill
Class 2013 Profile
Admissions
Country of citizenship
• Inquiries received 47
• Finland 3
• Accepted 10 (21%)
• India 3
Age
• Iran 1
• Mean 30
• Poland 1
• Range 26-36
• USA 1
Gender
• Colombia 1
• Male 7
• Female 3
Class 2013 Profile
- Discipline
Biochemistry
Pharmacology
Adolescent psychiatry
Biomaterials science
Biomedical sciences
Neurobiology and stem
cell research
Molecular medicine
Chemical engineering
Class 2013 Profile
– Entry & Est. Completion Year
Year of entry to PhD studies
Estimated year of completion
2005
2013
2009
2013 / 2014
2009
2014
2009
2014
2011
2015
2011
2015
2012
2014
2012
2014
2012
2016
2012
2016
Class 2013 Profile
Prior business education, if
any
• 4 Participants
• Mean 23 ECTS
• Range 15 – 30 ECTS
Industry experience
• Yes 5
• No 5
Areas of experience
• Marketing
• Social entrepreneurship
• Sales and marketing
• Proprietorship
• Founding partner in a
company
What do these concepts mean?
“Entrepreneurship”
“Entrepreneurial Opportunity”
“Entrepreneurial”
The Three Things
Entrepreneurs Do
Let’s compare what you got and what is said here!
http://www.youtube.com/watch?v=M7VZIbeUrSU
What is E-ship about?
- Entrepreneurship is (mainly) about two things:
-
Opportunity recognition (OR)
-
(Opportunity assessment, OA)
Opportunity exploitation (OE)
- Well-known concepts related to e-ship also:
-
Creative destruction (Schumpeter)
-
Effectual entrepreneurship (Sarasvathy)
Opportunity Recognition
- Considered the first critical step in starting up a business
- Person’s past experiences, also risks and market trends
have an effect
- Does only people with an entrepreneurial mindset
recognise opportunities?
-
”Chance favours only the prepared mind” (Louis Pasteur)
-
Continuous information seeking: (1) questioning;
(2) observing; (3) experimenting; and (4) idea networking
- OR is not important only when beginning a new business,
but throughout the entire lifetime of any enterprise
(opportunity orientation)
Opportunity Exploitation
- “Get it done” phase
- Involves the decision to act upon a perceived opportunity
- During opportunity exploitation people acquire and
organise requisite resources and competences to
develop a product or service and take it to an existing or
new market
- Not all opportunities being perceived are acted upon
- Two factors influence whether or not individuals choose
to exploit discovered opportunities
-
The nature of the opportunity
-
The nature of the individual
Seeing the Unexpected
http://www.youtube.com/watch?v=rVRaGaMG7eg
Key Entrepreneurial
Behaviour
- WHAT?
- Bring ideas to action that lead to change that has
value to others
-
Taking initiatives
Seeing, grasping, creating opportunities
-
Being innovative
-
Taking responsibility
-
Holistically managing business/projects/situations
Key Entrepreneurial
Skills
- HOW?
-
Creative problem solving
-
Intuitive decision making under uncertainty
-
Team working and networking
-
Communication
-
Negotiating
-
Selling
-
Strategic thinking
Relevance of Being
Entrepreneurial
Capacity to
behave enterprisingly/entrepreneurially
A globally influenced ‘life-world’ of
greater uncertainty and complexity
Setting up and
growing a
business/
organisation
immediately?
Establishing/
Designing/Working in
entrepreneurial
organisations
of all kinds
Enjoying
and creating
enterprising
life style
Setting up and
growing a
business/
organisation
eventually
Allan Gibb
Attributes of Highly
Entrepreneurial Employees
-
Ability to deal with risk
Results oriented
Energy
Growth potential
Team player
Multitasking ability
Improvement oriented
J. Hadzima, MIT Sloan School of Management
Key Competences for Lifelong
Learning (in Europe)
Knowledge, skills and attitutes in the knowledgebased society - should be acquired by everyone:
1. communication in the mother tongue
2. communication in foreign languages
3. mathematical competence and basic competences in science
and technology
4. digital competence
5. learning to learn
6. social and civic competences
7. sense of initiative and entrepreneurship
8. cultural awareness and expression
Personal Learning Objective
• Opportunity to work on concrete issues through
the learning experience – this can be many
different things
• Defining the learning objective will help you
• get the most of the programme;
• reach conrete goals (no matter what they are);
• With completing the programme requirements
including the thesis
Your personal learning objective
Put it in form of a drawing
with 2 sections:
Where I am now – Where I want to be
Causal vs. Effectual
Reasoning
Causation vs. Effectuation
Causation: The focus is on achieving a desired
goal through a specific set of given means.
Causation invokes search and select tactics and
under-lies most good management theories.
Causal thinkers believe that “If I can predict the
future, I can control it.”
Effectuation: The focus is on using a set of
evolving means to achieve new and different
goals. Effectuation evokes creative and
transformative tactics. Effectual thinkers believe
that “If I can control the future, I do not need to
predict it.”
A Quick Snapshot to
Entrepreneurial Principles
-
Lemonade Principle
Bird in the Hand
Affordable Loss
Crazy Quilt
Sarasvathy et al. 2010; Sarasvathy 2008
Bird in Hand Principle
– Start with Your Means
Don’t wait for the perfect opportunity. Start taking
action, based on what you have readily
available: who you are, what you know, and who
you know.
Crazy-Quilt Principle
– Form Partnerships
Form partnerships with people and organizations
willing to make a real commitment to jointly
creating the future—product, firm, market—with
you. Don’t worry so much about competitive
analyses and strategic planning.
Lemonade Principle
– Leverage Contingencies
Embrace surprises that arise from uncertain
situations, remaining flexible rather than
tethered to existing goals.
Affordable Loss Principle
– Set Affordable Loss
Evaluate opportunities based on whether the
downside is acceptable, rather than on the
attractiveness of the predicted upside.
Perceptions of Academics
- PhDs are usually considered too theoretical
- Lack of practical application skills and
knowledge
- Risk averse, security driven
- Individualism during the PhD process should be
diverted into team work and value building for
others
Skills Needed
in the Industry I
Scientific thinking forms the basis:
- Scientific thinking – true measure of
understanding the content
- Professional success is dependent on how one
can translate an idea into a successful result
(publication, product etc.)
Skills Needed
in the Industry II
Structuring and planning tools:
- Strategic thinking, e.g. international competitor
analysis
- Basic understanding of the status of the
healthcare systems
Skills Needed
in the Industry III
Other skills:
- Understanding principles of developing
products
- Understanding principles of the value added by
a product in terms of customer point of view
- Understanding the purpose of the IPR
- Basic project management skills
- Basic principles of quality management
General Requirements
- Career paths versatile (as opposed to linear)
- Ambiguity and insecurity tolerance
- Networks (LinkedIn etc.)
- Team work and team building
- Project management
- Sales is needed everywhere(!)
MBA4PhD Programme
- The programme is 120 ECTS in total
- The length of the programme is 2,5 years
- Modular structure
-
Entrepreneurship and Innovation (30 ECTS)
New Venture Creation (30 ECTS)
Growth Management (30 ECTS)
-
MBA Thesis (30 ECTS)
Modes of Study
- Contact courses
- Include lectures, require attendance
- Group learning sessions led by academics and industry
experts
- E-learning courses
- Web-based, active participation required
- Self-studying with given deadlines
- Self-directed learning
- Written assignments (e.g conference papers…)
- Content and scope to be agreed with coordinator /
programme director
- Flexibility in terms of time
Programme Structure
Entrepreneurship and Innovation (30 ECTS)
-
MBA4PhD Kick-off (2,5 ECTS)
Introduction to Innovation and Business (5 ECTS)
Business Management of Start-ups (3 ECTS)
Business Development Laboratory (7 ECTS)
Intellectual Property Management (7,5 ECTS)
MBA4PhD Special Topics (3 ECTS)
Group Learning Sessions (2 ECTS)
New Venture Creation (30 ECTS)
-
Growth Management (30 ECTS)
-
Basic Delivery and Production (2 ECTS)
Entrepreneurship and Business Growth (5 ECTS)
Management of Entrepreneurial
Organizations (5 ECTS)
Innovation Management (5 ECTS)
Marketing of High-tech Innovation (5 ECTS)
Business Development and Sales Process (2 ECTS)
MBA4PhD Special Topics (4 ECTS)
Group Learning Sessions (2 ECTS)
Opportunity Recognition (6 ECTS)
Start-up Journey (10 ECTS) / Alternative Summer
Studies (10 ECTS)
Project Management (7 ECTS)
Understanding Business Numbers (3 ECTS)
Life science Strategy and Start-up Funding (2 ECTS)
MBA4PhD Special Topics (2 ECTS)
MBA Thesis (30 ECTS)
-
Seminar Series for MBA Thesis
MBA Thesis
Entrepreneurship and
Innovation (30 ECTS)
- MBA4PhD Kick-off (2,5 ECTS)
- Introduction to Innovation and Business (5 ECTS)
- Business Management of Start-ups (3 ECTS)
- Business Development Laboratory (7 ECTS)
- Intellectual Property Management (7,5 ECTS)
- MBA4PhD Special Topics (3 ECTS)
- Group Learning Sessions (2 ECTS)
New Venture Creation
(30 ECTS)
- Opportunity Recognition (6 ECTS)
- Start-up Journey (10 ECTS) / Alternative Summer
Studies (10 ECTS)
- Project Management (7 ECTS)
- Understanding Business Numbers (3 ECTS)
- Life science Strategy and Start-up Funding (2 ECTS)
- MBA4PhD Special Topics (2 ECTS)
Growth Management
(30 ECTS)
- Basic Delivery and Production (2 ECTS)
- Entrepreneurship and Business Growth (5 ECTS)
- Management of Entrepreneurial Organizations (5 ECTS)
- Innovation Management (5 ECTS)
- Marketing of High-tech Innovation (5 ECTS)
- Business Development and Management of Sales
Process (2 ECTS)
- MBA4PhD Special Topics (4 ECTS)
- Group Learning Sessions (2 ECTS)
MBA Thesis (30 ECTS)
- Seminar Series for MBA Thesis
- MBA Thesis
Introduction to Innovation
and Business
- Course is on a virtual learning platform, and
will be opened on Wednesday
- https://moodle.bidedu.fi/
- Are you familiar with Moodle?
- We have created user names and passwords
for you, and an invite will be sent to you on
Wednesday
Go Be an Entrepreneur!
http://www.youtube.com/watch?v=FOFm8fPP2Kc
Kick-off Post-assignment
- Read the following articles:
-
Saras D. Sarasvathy (2001) What Makes Entrepreneurs
Entrepreneurial? Harvard Business Review, 2001 168.144.175.22.
-
Jonathan T. Eckhardt and Scott A. Shane (2003) Opportunities
and Entrepreneurship. Journal of Management 2003 29: 333.
- Write a 4-6 six pages long reaction paper. Submit
it by e-mail to Kirsi and Kaisu (dl. 13.10.2013)
- NOTE! You are to react on texts of the articles ->
reveal, justify and explain your reasoning.