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L. SETYOBUDI

13 Desember 2013

TOPIK
1. Apakah Konsep Akademic
Entrepreneurship?
2. Tahapan pengembangan Industri Jasa
Kepakaran dan dukungan Perguruan
Tinggi (UB).
3. Bagaimana PIBLAM mendukung
Industri Jasa Kepakaran.

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Increasingly Universities are being

challenged about the impact of
their research on society.
Impact is however imprecisely
defined stretching from changing
public policy, changing the direction
of a research field to interactions
with industry, spin-out companies
and licensing.
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Expectations regarding the contributions of academics to

entrepreneurial activity in addition to their primary role
of carrying out teaching and research (Laukkanen, 2003)
have increased in recent years (Venkataraman et al.,
1992).
At a government policy level, the commercialization of
university-generated knowledge is often considered to be
a way of achieving national competitiveness (McMullan
and Vesper, 1987, Henderson et al., 1998, Mowery et al.,
2002) and innovation (Lam, 2005).
Therefore, university industry partnerships are
encouraged through making a wide array of funding
options available to such collaborative projects (Phan and
Siegel, 2006, Wright et al., 2006). This has escalated
pressure on universities to generate additional economic
returns (Storey and Tether, 1998, Shane and Stuart, 2002)
through bridging the gap between industry and the
universities (Mowery and Shane, 2002).
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a context specific understanding of academic

entrepreneurship is believed to be needed to
develop domestic capacities, and to carry out
applied research, that would be necessary to
achieve the economic growth (Pardey et al.,
2006), that will deliver positive social benefits
(Patel, 2003).
Therefore, the current study has underscored
the need for filling this gap in our knowledge
about academic entrepreneurship in low
income developing countries (Bercovitz and
Feldman, 2003).
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Academic Entrepreneurship (1)

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Academic Entrepreneurship (2)

Entrepreneurship (Kewirausahaan)
akademis adalah penciptaan lingkungan
untuk (dukungan aktif dari) eksploitasi
pengetahuan, stimulasi perilaku
kewirausahaan di antara semua anggota
dan struktur kelembagaan di masyarakat
akademik
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Definisi Academic Entrepreneurship

(Menurut bbrp peneliti)

University spin-offs, defined as new companies

exploiting intellectual property created in
academia, to be academic entrepreneurship (cf.
Shane, 2004),
A broader definition and include companies
started on the side of academic employment, and
some also focus on activities such as consulting,
commissioned research and teaching, large scale
science projects, patenting/licensing, sales, and
testing as indicators (cf. Klofsten & Jones-Evans,
2000; Stankiewizc, 1994).
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KONSEP ACADEMIC ENTREPRENEURSHIP

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$ 620.9 juta tahun 2004

uses

source
13%

2%
18%
19%

5%
3%

8%

4%

23%

12%
23%

4%
12%

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7%

12

13%

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LICENCING & ROYALTY REVENUE

TOTAL RESEARCH VOLUME

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Pemahaman (1)
UBEED - (pengembangan) suatu kursus
pelatihan bagi para peneliti dan web-tool
UBEED - validasi metodologi untuk
penciptaan perusahaan Jasa Kepakaran
UBBID - transfer konsep pra-inkubasi
untuk lingkungan dan kelembagaan
lainnya
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Pemahaman (2)
Semua proyek berfokus pada menurunkan
ambang untuk eksploitasi ide Jasa
Kepakaran
UBEED - berfokus pada pemberdayaan
peneliti (dan / nya idenya)
UBBusiness Units - berfokus pada
metodologi dan infrastruktur untuk menjadi
perusahaan (spinning out companies) oleh
universitas
PIBLAM/UBBID - berfokus pada inkubasi
pra-/ lingkungan yang dilindungi bagi para
peneliti untuk menguji kelayakan pasar
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Roadmap Profit-Benefit Academic Research

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Attmarker Ltd.
http://attomarker.com/
Attomarker Ltd, a spin-out
company from the University of
Exeter, founded to develop a
novel, label-free, array-based
technology to monitor
concentrations of large numbers
of biomarkers in the blood to
provide a differential diagnosis of
disease to assist the clinical
decision makers.
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FRUGA INNOVATION LAB

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TOPIK
1. Apakah Konsep Akademic
Entrepreneurship?
2. Tahapan pengembangan Industri Jasa
Kepakaran dan dukungan Perguruan
Tinggi (UB).
3. Bagaimana PIBLAM mendukung
Industri Jasa Kepakaran.

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Tahapan pengembangan Industri Jasa

Kepakaran (IJK)
INDUSTRI JASA KEPAKARAN UNIVERSIITAS
BRAWIJAYA (IJK-UB)
Awareness/Kesadaran
Feasibility
Preparation
Start-up
Growth
Innovation
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Awareness/Kesadaran
Kesadaran: Perguruan Tinggi adalah sebuah
lingkungan di mana penelitian dan pengajaran
berlangsung dan banyak ide (bisnis) baru yang
muncul ide formulasi bisnis
Tidak setiap ide bisnis = peluang bisnis
Satu ide bisnis mungkin menghasilkan lebih
dari satu peluang bisnis
Perguruan Tinggi sebagai laboratorium untuk
Entrepreneurship kewirausahaan
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Bagaimana Perguruan Tinggi Bisa

Mendukung (mempercepat) Tumbuhnya
Kesadaran (awareness)
Penciptaan kesadaran pentingnya
Entrepreneurship/kewirausahaan dalam
komunitas akademik
Mempromosikan & memfasilitasi eksploitasi
pengetahuan melalui penciptaan perusahaan
IJK-UB
Membuat dan berkontribusi pada lingkungan
hidup dengan "contoh", role models
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Feasibility
Technical feasibility
Market feasibility
Tetapi juga:
Entrepreneur or employee
Does entrepreneurship suits me
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Bagaimana Perguruan Tinggi dapat

Mendukung (mempercepat) Kelayakan
(feasibility)
Create opportunities for experimentation
with entrepreneurship
Support the development from
(technical/scientific) opportunity to
business opportunity
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Preparation
Collection of necessary resources:
Technical resources
Physical resources
Human resources
Social resources
Organisational resources
Financial resources
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Bagaimana Perguruan Tinggi dapat

Mendukung (mempercepat) Persiapan
(preparation)
Facility sharing
Equity
Intellectual property
Networks
Student involvement
?
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13

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TOPIK
1. Apakah Konsep Akademic
Entrepreneurship?
2. Tahapan pengembangan Industri Jasa
Kepakaran dan dukungan Perguruan
Tinggi (UB).
3. Bagaimana PIBLAM mendukung
Industri Jasa Kepakaran.

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Bagaimana UBEED/PIBLAM mendukung (1)

Awareness/feasibility)
Creation of awareness among
researchers for the exploitation of
knowledge
Training course and tools for researchers
Open and supportive environment for
experiments with aspects of
entrepreneurship
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LANJUTAN
UBEED UBBusines Unit (awareness)
Development of tools (methodology)
for other universities:
Best practice
Quality management system
Training course

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Bagaimana UBBID/PIBLAM mendukung (3)

UBBID (feasibility/preparation):
Provide a structure the pre-incubator
for testing the feasibility of the
product / service in the market
Researcher-entrepreneur has the
opportunity to experiment with being
an entrepreneur
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Academic Entrepreneurship:
Number of NUS Spin-offs, 1980-2006
NUS change in policy to encouraging technology
commercialization through spin-off and start-up
formation after 2000 has facilitated an increased rate of
spin-off formation
Average number of spin-offs based on NUS IP increased
from less than 1 per year before 2000 to 5 per year after
2000
More than 60 start-ups by NUS professors, students and
alumni received seed-funding and incubation/mentoring
services from NUS Entrepreneurship Centre since
2000, > 10 have received follow-on investments by
external investors
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Key Changes in NUS, Before and After Shift

to Entrepreneurial University Model
AY1996/7
1414
39.0%
843
70.1%
17,960
4,478
20.0%
13% 2
< S$100 mil
1,751
1,307 4
13
4
21 6

Indicator
Teaching staff
of which % foreign
Research staff
of which % foreign
Undergraduate students enrolled
Graduate students enrolled
Graduate students as % of total student enrolment
Percentage of foreign students studying at NUS
Total research funding
Total no. of research projects funded
Journal publications in SCI/SSCI
Patents filed
Patents granted
Cumulative patents granted by USPTO

FY 2007/8
2,103
51.9%1
1,710
78.6%1
23,330
7,020
23.1%
34.6%
> S$200 mil
1,759 3
3,2705
96
30
2447

2
Percentage for FY2004
Percentage of total student intake for 1997/8
4
6
Figure for FY2005
CY1996 5 CY2008
CY1990-1997 7 CY1990-2008
Source: NUS Annual Research Report (various years), National University of Singapore; NUS Annual Report;
Database of the USPTO; IPOS; ISI Web of Science; NUS Office of Research
3

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Comparisons of NUS vs. Selected Leading Universities

Patents granted by USPTO
Cumulative 1976 to 2005

2005

# of
patents

Rank among
worlds
universities

# of
patents

# of licensing

University of California

5615

310

265

MIT

2825

133

93

University of Illinois

545

10

65

63

Stanford University

1541

100

109

University of Pennsylvania

718

14

37

37

University of Southern California

413

31

35

35

Georgia Tech

510

22

43

43

Oxford University

98

97

34

Cambridge University

35

127

41

Imperial College

97

98

n.a.

National Univ. of Singapore

182

67

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Name of Institution

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NUS Publications and Citations 1996 vs 2006

The new emphasis on Technology Commercialization has NOT been at the expense
of pursuit of Research Excellence:
NUS annual journal article output increased almost 3-fold between 1996 and
2006
Research quantity (publications per faculty member) and quality (citations
received per faculty member and per paper) has also increased over this time
NUS journal articles tend to be more highly cited than the average Singapore
journal article

NUS journal publications

Citations to these publications
within 2 years of publication
Faculty
Publications/faculty
Citations/faculty
NUS average citations per article
Singapore average citations per article

1996
1,307

2006
3,367

3,128

11,8971

1414
0.9
2.2
2.4
2.0

1820
1.9
6.51
3.5
3.21

Note: Includes SCI- and SSCI-indexed articles only

1 Using citation data up to 7 August 2008
Source: Thomson ISI Web of Science

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Lessons from NUS experience

Set Appropriate Strategic Vision
Strong & Sustained Commitment by Top
Leadership
Introduce new organizational mechanisms to
support change
Recruit the right people to lead the change
Study global best practice, but innovate
ones own approach based on own unique
context; learn and adapt over time
Build strategic international linkages
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NUS Envisioned Role in Singapores

High Technology Economy
Venture capital /angel investors
& other venture professionals
attracted to work with University

World-class R&D
investments attracted
to collaborate with
University

NUS as Global
Knowledge Enterprise

Top talents (researchers,

students) attracted to work &
study in University
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High tech ventures created or

facilitated by University

Talented graduates with

entrepreneurial mindsets
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New Vision of NUS in the 21st Century: Towards a Global

Knowledge Enterprise
A leading global university centerd in Asia, influencing the future

To become a globally-oriented university,

in the distinguished league of the worlds
leading universities
To become a bold and dynamic
community, with a no walls culture and a
spirit of enterprise which strives for
positive influence and impact through our
education, research and service
To be a key node in the global knowledge
network, with distinctive expertise and
insights relating to Asia
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Tujuannya hal ini adalah: berbagi (sharing)

hasil, konsep dan metodologi
Bukan transplant tetapi lebih ke Transfer
Pada dasarnya tidak ada best practice, yang
ada hanya practice dapat di diskusikan lagi
Saat ini: UBEED, UBBID dan UB Business Unit
Kedepan:
Spin-off portfolio
Internationalisasi (Sudah untuk Pendidikan
Entrepreneurship)
Menjalankan Program
Inkubasi
yang EFEKTIF
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