In a newsfeed on Higher Education issues from the States
there was a recent series of blogs on academic entrepreneurship. It offered advice over
four weeks with suggested exercises in order to help readers get their own
particular ‘business’ off the ground. The section that particularly struck me
was on the differences between the academic and the entrepreneurial mindset. I
am not sure there was anything new here, but it was the way in which it was
laid out, so simply and so clearly, and the way the comparison was made with
the ‘academic mindset’ that particularly struck me. The author identified five elements
to the entrepreneurial mindset:
-
Academics move slow. Entrepreneurs move fast.
- Academics study problems. Entrepreneurs solve problems.
- Academics function in constraint. Entrepreneurs create possibility.
- Academics focus on patterns. Entrepreneurs focus on the exceptions.
- Academics loathe promotion. Entrepreneurs live to sell.
‘As an academic my approach to change was to move slowly, deliberately
and cautiously. I believed that the best way to minimize mistakes was through
extensive conversation, committee meetings, producing volumes of written material,
etc. In other words, the best way to make a decision was by slowly moving
through a process that involved lots of talking, thinking and analyzing before doing anything. As an entrepreneur I act
first and analyze later. Quick movement is essential because my goal is to get
into action and fail as fast as possible. Every time I fail, I can evaluate
what worked (and didn’t work), make quick adjustments, and get back into
action. Failing gives me lots of data that I can use to adapt as I’m moving forward.’
That willingness to fail, and the learning from failure as part of the
process of development, was something that others had also commented on in
relation to entrepreneurship and something that I am more than aware that we
discourage within the academic world.
There are three or four areas where this has been particularly
successful (although the exact methods have changed in each case, and that goes
back to the idea of learning on the go). With employability I was asked to
chair a review. I identified the issues (the lack of embeddedness) constructed
a strategy and, with colleagues in the Careers Network costed out what was
possible. We took this to senior management, got the go ahead to make the
changes (although on a lower budgets than originally requested) and created a
model for employability that has by any standards been successful, lifting
Birmingham close to the top of the league tables. What is more the model has been
taken and applied in different ways in a number of different UK universities,
becoming known as the ‘Birmingham Model’, a clear sign of recognition and success. I followed this up with the
establishment of an in-house student employment agency (Worklink) despite being
told that we could never deliver on this internally, given the University's track record on such projects, and would be better off
buying an existing model off the shelf. I made the case for doing it ourselves and the result has been groundbreaking and succesful.
Switching areas slightly, I was asked to act as academic
lead on a Higher Education Academy sponsored project on Valuing Teaching at
Birmingham (VT@B). This aimed to identify how academic staff perceived teaching
across the institution and to make recommendation to improve the outlook and value
of teaching as a part of the wider academic process. The issue here was perhaps more
of perception than reality but there were clear things that could be
done and I made it my task to get these on the agenda of senior management and
delivered. We now support the academic promotions process with workshops and training
for Heads of School, placing teaching alongside research as well as addressing
other equality and diversity issues. We have also established a Birmingham
Teaching Academy and advertised for international Birmingham Teaching Fellows
to encourage and promote excellence and innovation in teaching. The landscape
has changed and teaching is now talked about alongside research as one of the strengths of the University. More importantly, however, the fact that the project existed, was
very well publicised and that I spoke to the senior team about it constantly
meant that the valuing of teaching became part of the conscious messaging of
the institution even before the project reported and that, in itself, has made
a significant difference to perceptions.
I could point to similar action around academic performance
and on issues of equality and diversity, perhaps with less obvious or visible success at
present, but in each case I set out with a clear objective, a sense of urgency
in terms of implementation and what I would generally think of as an
entrepreneurial mind set (as defined in the points set out above). I think I
have surprised myself, at least looking back on the last three years, on how successful
some of this has been. What I probably need to do now, however, is to see
whether the same principles can be applied to research as well as to the
management of the institution. Whether I can make the entrepreneurial mindset work for me individually as well as for the University as a whole.