Appendiks 4A CIEL. Copenhagen Innovation and Entrepreneurship Lab. Tagensvej 16 DK-2200 Copenhagen N

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1 Appendiks 4A CIEL Copenhagen Innovation and Entrepreneurship Lab Tagensvej 16 DK-2200 Copenhagen N

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3 i samarbejde med Application CIEL Copenhagen Innovation and Entrepreneurship Lab 1. Introducation (basic information) Kontaktinformation for ansøger: Ansøgerinstitutionens navn: Copenhagen Business School Adresse: Solbjerg Plads 3 Postnr. og by 2000 Frederiksberg Telefon: www-adresse: Ansvarligt institut / fakultet: Projektansvarlig (rektor el. lign) Rektor Johan Roos Projektleder: Mette Mønsted Projektleder Projektleder telefon: Projektets adresse: Porcelænshaven 18 B Projektet gennemføres i samarbejde med: Københavns universitet Danmarks Tekniske Universitet Personale tilknyttet Det Entreprenørielle Universitet: VIP personale tilknyttet det nye center: (navn, stilling, . CV vedlægges i bilag) TAP personale tilknyttet det nye center: (navn, stilling, ) Finn Valentin, Mette Mønsted, Daniel Hjorth, Sigvald Harrysson, Søren Hougaard, Søren Salamo, Per Dannemand Andersen, John Heebøll, 2 lecturers N.N., Dieter Wegner, Claus Bøttcher Sørensen Admin staff will be appointed when agreements and appropriations are ready. DTU appoints the Center Director, and CBS, DTU, and KU one manager each. These four will form the Leadership Team. Further admin staff for communication, controlling, marketing and secretary will be appointed for the Center. Project Managers: Mikkel Trym Andersen Trine Middelbo Sørensen Nynne Christiansen 1

4 i samarbejde med Ansøgt beløb for perioden Samlet budget for projektet DKK: Ansøgt tilskud DKK (fra EBST): Egen finansiering DKK: Vækstfora finansiering DKK: Anden finansiering DKK: Project resumé Project title: Resumé: Objectives: Milestones: 36 mio DKK excl. Moms 10 mio DKK excl. Moms 5 mio DKK excl. Moms 21 mio DKK excl. Moms,- DKK excl. Moms CIEL Copenhagen Innovation and Entrepreneurship Lab 1 CIEL builds on a unique collaboration, in which researchers and students from CBS, DTU and KU will work together to create significant entrepreneurial impact. Building on a strong strategic commitment of the partner universities, CIEL will gather novel and trans-disciplinary research, teaching, and entrepreneurship support activities in close cooperation with entrepreneurs and industry, to form an engine of substantial entrepreneurial growth. The lighthouse CIEL provides a model for cooperation between institutions, professions, disciplines, industries, and sectors leveraging the strength of 50,000 students, 4,000 researchers and more than 800 university and industry partners for growth impact for society. The objective of CIEL is to be a leading international entrepreneurship and innovation center in the league with Silicon Valley and following the inspirational initiatives from schools like Babson, LBS, and Stanford. Through the involvement of three large research universities, CIEL aims at creating a new model of generating entrepreneurship research, training, and support with an impact in greater Copenhagen and the rest of the country, as well as building a model for international collaboration to stimulate new methods of teaching, training, and support. The model for the academies of expertise, the Every Student an Entrepreneur program, and the elaborated training of teachers in entrepreneurship will engage 50,000 students in the region. CIEL will be established with a defined model and dedicated management team in April 2011 and activities to create synergy and joint projects should be full scale during the first semester. CIEL will establish the first Academy of Entrepreneurial Excellence during 1 CIEL meaning sky in French. Our association is that a construction based on 3 pillars is a strong fundament to reach the sky. Our vision is to create a high reaching landmark that provides not only the Danish, but also the international community with an example of best practice in entrepreneurship. 2

5 i samarbejde med Integration of the project beyond the funding period: 2. Strategy Overall strategy: the first year and two more during the second year. The bio-business master will start during the first year. The research generator project will initiate at least 2 projects the first year, and 4 in the second year. New extra curricular activities will be mostly launched be mid Development of the Every Student an Entrepreneur program will have progressed significantly (partners engaged, further development funding secured), pre-test will be performed in the second half of CIEL builds on strong strategic commitment of the three partner universities, which gather in this unique initiative. All activities pooled in CIEL are designed from a goingconcern perspective. The three partnering universities will continue supporting the general set-up and activities are expected to provide revenues (e.g. STÅ, external research/ support funding). Unique opportunities offered The Copenhagen Innovation and Entrepreneurship Lab CIEL is established as a joint initiative of University of Copenhagen (KU), Technical University of Denmark (DTU) and Copenhagen Business School (CBS). It is designed for creating substantial economic impact through comprehensive and effective support of entrepreneurial activities. CIEL offers unique opportunities for creating entrepreneurial impact as the three partner universities: Allow immediate access to 50% of the Danish student population. Combine a comprehensive set of disciplines ranging from basic science, over applied technology, to humanities, and business, which offers a broad entrepreneurial opportunity base and corresponds adequately to the cross-disciplinary demands of successful start-ups. Outperform in international university research rankings in their respective fields (see Appendix 2.A), thus, offering Denmark s broadest and deepest research-generated opportunity base. Already offer Denmark s strongest entrepreneurship system, including e.g., own venture funds (DTU Symbion Innovation), Copenhagen School of Entrepreneurship at CBS, Incubators (e.g. Katalyst at KU), and science parks (COBIS, Scion DTU) with national and international reach, which will be substantially leveraged through CIEL. Can build on well-established relations to the vast majority of Danish firms from all different industries, ranging from health-care, biotech, pharma over high-tech to service and experience industry firms. Are well embedded in the Greater Copenhagen innovation eco-system, which offers valuable access to knowledge-based industry resources and a well-functioning entrepreneurship and innovation infrastructure. Vision CIEL will become a powerful growth engine with significant regional, national, and international impact. CIEL will become the nucleus and driver of pulling the greater Copenhagen area in the same league as Silicon Valley for Northern Europe. CIEL will be exceptionally attractive for national and international high-potential entrepreneurs, young 3

6 i samarbejde med growth firms, and established corporate innovators. Those growth drivers will become immersed in a comprehensive and dynamic entrepreneurship eco-system, which pools private and public actors together with the three partner universities, to create one of the world s foremost powerhouses of innovation and entrepreneurship. Objectives The Copenhagen Innovation and Entrepreneurship Lab aims at achieving substantial entrepreneurial impact. In particular, CIEL will significantly enhance value creation by growth-entrepreneurs. To accomplish this, CIEL will: Create awareness for and initial experience with entrepreneurial opportunities for all students from the three partner universities. Become the preferred partner of all entrepreneurial actors for competence enhancement and support, adequate to the needs of high-potential entrepreneurs at all different start-up stages from initial intent to accelerating later-stage growth. Develop as a highly visible national and international resource base for entrepreneurship, recognized as a leading research center and for its innovative approaches for teaching excellence as well as for its novel and professionally executed support activities. CIEL principles for achieving entrepreneurial impact To achieve substantial entrepreneurial impact, CIEL is designed following a set of central principles: Activities as close as possible to the research and study environments and as central as necessary. User driven approach by building upon and supporting student-driven initiatives and by constantly focusing on entrepreneurs needs. Going-concern Sustainable business models must support all activities and all partners engage with significant commitment to the joint entrepreneurship effort. Openness CIEL actively engages in partnerships with interested national and international partners to leverage its activities and to broaden its scope Equal partnership between the three universities in communication, contribution, and effort. Focus on and commitment to coordination, learning, and exploration of synergies between the three partners Strategic commitment of the CEIT partner universities All three CIEL partner universities are highly committed to promoting entrepreneurship in research, teaching, and extra curricular activities. All partners have or are in the final stages of implementing an entrepreneurship strategy. CIEL is designed as a shared strategic platform, which will form part of each partner s strategy. This strategic intent is additionally supported by the formal partner agreement to establish CIEL (Appendix 2B). Integration into DTU strategy Entrepreneurship and Innovation are an integral part of DTU s strategy and strategy process. Innovation and entrepreneurship are one of the four central overall goals of 4

7 i samarbejde med DTU (Appendix 2C). This strategy is translated to a more concrete innovation policy (Appendix 2D), guiding DTU s activities to promote entrepreneurship at all different levels. The strategy is enacted through a yearly strategy process: 5-year rolling-plan strategies are developed at the institute and center level and approved by DTU direction. This forms the basis for yearly action plans and related yearly success reporting. The templates used for strategy, action plan, and reporting explicitly requires information on entrepreneurship activities and related key performance indicators. From a structural perspective, responsibility for entrepreneurship is positioned at all management levels of DTU. The pro-rector has entrepreneurship as one of his primary areas of responsibility (Appendix 2E), at the institute level, (vice-) directors are in charge, which in larger institutes are supported by innovation consultants (employees). Across institutes, DTU has delegated responsibility for specific entrepreneurship tasks to the department for research and innovation (AFI), DTU Management, DTU Business, DTU Match, DTU Symbion Innovation, and Scion DTU. Participation of DTU as a partner in the CIEL is fully covered by DTU s strategy and matches the strategic intent of DTU direktion to significantly strengthen entrepreneurship activities. Integration into KU strategy Interest and support for the areas of innovation and entrepreneurship have recently gained a tremendous momentum at the University of Copenhagen. Strategically focusing entrepreneurship at KU is mainly driven by: A new pro-rector and a newly established Council for Research & Innovation with strong commitment and mandate to support entrepreneurship throughout the university (Appendix 2F). The positive results of a number of novel entrepreneurial projects The demand from students for active support. The entrepreneurial potential, due to the excellent research level, the educational diversity and volume of students, is evident. The strategy for entrepreneurship at KU (courses, activities, etc.) is an integral part of the University s performance contract with the Ministry of Science & Technology. Also it is part of the University s Strategic Action Plan, which is annually negotiated and approved by management. The faculty and institute action plans and the concrete measures aiming for more entrepreneurial outcomes are increasingly important. Some faculties are in the process, others have already formulated a strategy for entrepreneurship in line with the initiatives outlined in this proposal (Appendix 2G Faculty of LIFE: Strategy on Entrepreneurship). KU is committed to integrating CIEL goals and activities at all strategic levels within the project period (Appendix 2H). KU s participation in CIEL is driven by a strong management commitment, where entrepreneurship is an important and integral part of the strategic focus. Integration into CBS strategy CBS has a long anchored tradition to give priority to innovation and entrepreneurship in 5

8 i samarbejde med Model for CIEL research, teaching, and dissemination of research to develop business innovation. At CBS entrepreneurship and innovation are a main dimension of research and teaching, and as an university CBS feels obliged to develop and disseminate new knowledge to enhancing entrepreneurial competences. CIEL provides an excellent opportunity for CBS to realize the objectives and create results and benefits for the society at large (Appendix 2I). CBS has just finished a thorough strategy process, which puts entrepreneurship and innovation at the core of the CBS s strategy process and vision (Appendix 2J). In particular, the strategy platform Business in Society with emphasis on creative enterprise design, design-driven Innovation, sustainability, and public-private collaboration provides a basis for integrating innovation and entrepreneurship. To anchor the new entrepreneurship and innovation strategy, CBS is planning to appoint a new dean, thus creating responsibility at the top management level for the platform Business in Society. CBS is committed to integrating CIEL goals and activities at all strategic levels and to secure implementation at all organizational entities. CBS s participation in CIEL matches the strategic intent of the CBS top management, which strives for establishing entrepreneurship and innovation as an important and integral part of the strategic focus. Strategy and strategy process of CIEL The management team of CIEL will develop a formal strategy based on the goals set forward in this application. Accordingly, this strategy will formulate strategic intent and planned activities in the four development areas (Strategy & Organization, Teaching, Research, and Extra Cur.). To operationalize the strategy, CIEL will follow the DTU strategy enactment process (5-year rolling plan, yearly action plan, and year-end reporting) with the CIEL board as the approving organizational body (see 3. Organization). Fundamental idea It is the fundamental idea of the CIEL model that entrepreneurship is best promoted by combining an exceptional set of compatible resources critical for entrepreneurial success: DTU: Denmark s strongest technology and science research facility as well as entrepreneurship support system. KU: Denmark s strongest basic science research environment coupled with excellent humanities research. CBS: Denmark s strongest business school offering entrepreneurship teaching and research excellence and support for entrepreneurial activities. Together these three partners combine competence, expertise, and volume, offering a unique potential for realizing substantial entrepreneurial impact. This model is inspired by best practice examples of Babson College (joining forces both with Olin College of Engineering and the liberal arts focused Wellesley College), Aalto University (coordinating distributed activity through a factory set-up and bottom-up student activity), and Stockholm School of Entrepreneurship (coordinating entrepreneurship activities for three Stockholm universities in shared center). 6

9 i samarbejde med Quality control: Communication and Dissemination: Governance model of CIEL In order to exploit these entrepreneurial opportunities, the three universities form an equal partnership for establishing CIEL. The governance model of CIEL builds upon the general guiding principles (see 2. Strategy) and is designed to facilitate: Lean and effective CIEL management structure by appointing a CIEL CEO and one CIEL manager for each of the three centers, which together form the management team (see organizational set-up under 3. Organization and Appendix 2K) Constant alignment with the universities entrepreneurship strategies and responsiveness to the demands of potential and actual entrepreneurs by establishing a CIEL board, composed of university pro-rectors and the CEO and by establishing a CIEL council, representing researchers and students as main drivers of entrepreneurial impact Continuous learning, improvement, and network to stakeholders by establishing a CIEL advisory board composed of experts from e.g., academia, VC, angel investors, politics, administration, foundations. Securing sustainability The going-concern principle of the CIEL is secured by: The long-term commitment of the partnering universities, which will secure financing of the basic CIEL structure beyond the initial financing period. Integrating existing entrepreneurship activities and adding value by leveraging them across all three partners (e.g., Proof of Concept Springboards, IP consulting). Designing new activities to generate revenue (e.g., equity stakes, paid service offering, STÅ from university courses) Actively seeking endowments from foundations and corporate sponsors. Building on CIEL objectives (see 2. Strategy) and following the application requirements, key performance indicators (KPI) will be developed (see table at the end of the form). The KPIs will be included both in the CIEL and the universities strategy process. The CIEL board will be responsible for monitoring the progress on KPIs. A CIEL administrator will be responsible for gathering and following-up on relevant KPI information. To reach its objectives, CIEL has to support its activities by a comprehensive communication and dissemination effort reaching students and faculty, cooperation partners, and stakeholders. CIEL communication will rely on a multitude of outlets including: A CIEL web-platform, which will be linked to the partner universities web-pages and also integrates cooperation partner platforms (e.g. featuring Venture Cup TV) A social media campaign with e.g., LinkedIn and Facebook groups Introducing specific formats for current university outlets (e.g. DTU Avisen) A series of events (e.g., Entrepreneurship festival, conferences, Entrepreneur Awards) The communication efforts set the scene, highlight relevance, and facilitate access to 7

10 i samarbejde med specific activities. Efforts directed at diffusion and penetration rate, depend on the nature of specific activities: Supporting the general communication efforts, CIEL will also develop means to achieve a close to 100% student awareness for entrepreneurship (see Every Student an Entrepreneur program). Strategy process participation, in-house communication, and specific training programs will create awareness at faculty level. Diffusion related efforts will be designed as targeted support to relevant entrepreneur segments (e.g. structured support to all invention disclosures). 3. Organisation Description CIEL Organization of organizationnation by establishing a central organizational unit: the Copenhagen Innovation and En- The CIEL organization is designed to secure impact, effectiveness, visibility, and coorditrepreneurship Lab CIEL (Appendix 2K). This central unit will carry a substantial volume of activities with responsibility for: I. Overall management of CIEL and coordination of all entrepreneurship activities of the three partner universities performed by the CIEL Top Management Team (CEO and three managers) and the CIEL secretariat (liaison function, controlling, communication, etc.). II. Communication and marketing of CIEL and CIEL activity portfolio (see 2. Model/Communication). III. Program development, being a substantial and important task of CIEL in order to leverage activities across the partner universities and beyond, and to facilitate significant growth of entrepreneurship activities. Program development will be supported by CIEL through: Availability of central physical facilities for co-locating development and launch teams. Providing a central resource pool for financing development and launch of new teaching, research, or extra curricular initiatives. Offering expertise from central CIEL staff, access to CIEL Communities of Practice connecting national and international experts for specific subject areas (e.g. coaching cross-functional student entrepreneurs), and facilitating access to the CIEL network of partners. Project office support for e.g. coordination of teams and business model definition. Funding office for public advising in e.g. research call development, identification of relevant external funding opportunities and application support. IV. Operating centralized activities and programs in the four entrepreneurship domains (see a more detailed description of activities in 5., 6. and 7.): Strategy Providing support for developing and integrating partner universities strategies 8

11 i samarbejde med for entrepreneurship and innovation Organizing CIEL Advisory Board and CIEL Council (see below) Building and maintaining strategic partnerships with substantial cooperation volume Developing the organizational model and physical facilities of CIEL according to entrepreneurial needs Research Establishing and operating Communities of Practice (CoP) for entrepreneurship research, gathering relevant researchers from the three partner universities (and beyond), with the intention of matchmaking and idea generation for research projects and problem solving. Developing and operating research databases (e.g. multi-year tracking all startups at partnering universities) Organizing and hosting international research conference/workshops Supporting research projects through project office (e.g., coordination, controlling) Teaching Gathering and building a team of co-located core-entrepreneurship teachers and coaches permanently delegated to CIEL. Developing and hosting entrepreneurship courses or course-modules, where a cross-university/functional aspect is central. Developing and hosting train the trainer programs (e.g. Young Faculty Camp). Administering cross-functional student base for matchmaking to entrepreneurial teaching projects. Extra Curricular Developing and operating Every Student an Entrepreneur program Providing specialized start-up support activities through permanent or part-time staff for e.g., IP consulting (lawyer support), free commercial potential screening by Seed Capital) Maintaining a pool of entrepreneurs, industry professionals, and angel investors for facilitating Entrepreneur in Residence, Mentor and Angel Investor Platform programs Organizing International Outreach Programs e.g., International E-ship hub inviting international entrepreneurs/talents to accelerate at CIEL Open Office arrangements for actual and prospective entrepreneurial student teams Besides the main and central CIEL entity, CIEL will also establish local hubs (i.e., KU, DTU). The local CIEL entities will also carry some activities in the four entrepreneurship domains. It is their primary objective to secure linking of CIEL with the 9

12 i samarbejde med local research, teaching, and extra curricular eco-systems. Effective Management Following the Governance Model outlined above, CIEL establishes a Top Management Team (TMT) headed by a CEO to secure comprehensiveness and cohesion of the entrepreneurship initiative. The management team is jointly overall responsible for CIEL operations and will establish a distribution of responsibilities according to competence and experience (e.g. manager may become focal for research programs). The CIEL board, composed of rector representatives from each university and the CEO provides strategic direction and oversees management operations. The board also secures strategic linking to the partner universities. To further support CIEL management and to secure an activity portfolio of CIEL, optimally responding to entrepreneurial needs, both an advisory board and a CIEL council are established. The CIEL advisory board will gather external experts committed to CIEL and include: venture capital representatives, angel investors, government representatives, serial entrepreneurs, and international experts and researchers. The CIEL council will gather representatives from student entrepreneurship networks, student organizations (e.g. Stardust) as well as representatives from university institutes (e.g., department heads, innovation consultants). The council will provide valuable user information and allow immersion of CIEL into local eco-systems. CIEL board and TMT meet regularly with both entities and are obliged to respond to recommendations. Establishment of the organization: To achieve fast establishment and up-scaling, CIEL is building on a well-prepared basis: A primary contractual arrangement between the three partner universities has already been established by the mutual partner agreement (Appendix 2B) Physical facilities are dedicated and ready for use as off day one. Governance model and management structure is agreed upon by the partners and can be immediately operational. A large number of entrepreneurship activities, already existing at the partner universities will be pooled and coordinated in CIEL (Next Generation, portfolio of extra curr. activities, research projects) Commitment of a larger number of highly competent cooperation partners has been achieved already in the preliminary application phase, as documented by Letter of Intents (see next section). CIEL has also prepared the ground for substantial acceleration and growth of activities after establishment: The application suggests a list of innovative activities to be initiated by CIEL in each of the entrepreneurship domains. Hence, CIEL development can build on a substantial idea list, increasing the footprint of the entrepreneurship programs. 10

13 i samarbejde med Cooperation Partners 4. Facilities Address: Description and rationale for location: CIEL will dedicate a substantial resource pool for innovative program development. Students, faculty, or other interested partners can seek start-up and launch financing for their entrepreneurship support initiatives (in all domains). The CIEL resource pool will provide an effective incentive for distributed actors to take initiative, which will enhance CIEL s activity portfolio substantially and fast. Through integrating international experts and local users in the governance model, CIEL secures expertise and need-driven adjustments of activities, supporting growth and impact. CIEL creates a number of central platforms for best-practice sharing (e.g., CoP of entrepreneurship researchers), which will also contribute to continuous improvement of the activity portfolio. CIEL engages three different groups of cooperation partners: Partners, which already form part of the universities entrepreneurship system and are committed through their existing links to the universities. This group includes partners, like SCION DTU, DTU Symbion Innovation, Seed Capital, Symbion, COBIS, Kolding Synergy Park, RIA Risø Innovation Activity and Fonden for Entreprenørskab. The partners contribution will focus mainly extra curricular activities and education efforts according to their already exercised contributions. Partners, which have participated in the concept development for this application and/or which signal commitment for participation by providing a Letter of Intent. These partners will form an integral part of CIEL and contribute to specific activities (see for detailed contribution potentials Appendix 11B). Partners, which CIEL intends to integrate for further enhancing scope and impact of the entrepreneurial initiative. This includes in particular Danish and international industry partners, which already are in close interaction with the partner universities. CIEL sees cooperation with industry as a substantial building block for further development of its entrepreneurship efforts and aims at developing close industry ties (including additional funding) for mutual benefit. Following CIEL s guiding principles of openness, collaboration with other partners for mutual benefit will be actively pursued and developed. Green Lighthouse, Tagensvej 16, DK-2200 Copenhagen N CIEL is situated in the Green Lighthouse in the hearth of the new Science City North. Green Lighthouse is the living nerve of the CIEL it is where engineering, humanities, science, and business join in the mutual interest of innovation and entrepreneurship (Appendix 4A). Choosing the Green Lighthouse as the CIEL physical location is motivated by: The exceptional visibility of the Green Lighthouse, which is a new innovative and price winning CO2-neutral building. Its location in Copenhagen s most dynamically developing neighborhood the Science City North. In this centre of growth, the Faculties of SCIENCE, HEALTH, and FARMA live side by side with the Copenhagen Bio Science Park, the Copenhagen University 11

14 i samarbejde med Description and rationale for integration of CIEL in respective universities: 5. Research Strategy: Hospital, and about half of the Danish Research Centres of Excellence. An ambitious investment plan of DKK 2.5 billion is currently being implemented ( ) providing a world-class science infrastructure. The investment includes a new Niels Bohr Science Park and a major expansion of the Health Faculty. The overall aim of the Science City is to foster further synergy between the city, the research environments and the business community. Its central location with respect to distance to the study and research environments of the three partner universities (map in Appendix 4A). Green Lighthouse is CIEL s shared workspace ensuring trans-disciplinary cooperation and joint efforts, best practice sharing for activity development and improvement, and coordination across partner universities. To secure student and researcher proximity and closeness to our educational activities, the central facility extends to local facilities at each university. Like the Green Lighthouse, the local infrastructure is already in place and geared to meet the increasing demand. The local facilities include: Copenhagen School of Entrepreneurship; Howitzvej 60, 1.sal; Frederiksberg DTU Business; Build. 421; DTU Lyngby Campus Afdeling for Humanistisk Innovation; KU-Humaniora; København S CIEL aims at becoming a resource base for entrepreneurship and innovation, which significantly enhances our understanding of the start-up and innovation phenomena. To this end, CIEL will Support and leverage existing research efforts at the three institutions. Create a platform for trans-disciplinary cooperation among entrepreneurship researchers at the three partner universities and including our international partner institutions. Build and sustain an internationally unique database by tracking all new entrepreneurial initiatives and entrepreneurs over a multi-year time line. Stimulate innovative research projects in the entrepreneurship domain. The strategic research efforts of CIEL will create an entrepreneurship research accelerator promoting trans-disciplinary research based on the synergy between the universities, and linked to the Academies of Entrepreneurial expertise (see 6. Teaching). Regarding existing research activities (Appendix 5A), the CIEL facility will be used to present and discuss research, including workshops on new research ideas, for seminars, PhD activities, and conferences. On the basis of a comprehensive registration of ongoing research, CIEL organizes presentations and seminars for entrepreneurship and innovation researchers, including complementary perspectives. For example, research in biotech venturing will be discussed from an entrepreneurship and innovation perspective, integrating scientist from medicine, biotech etc., and local business people. Based on the Academies of Expertise (see 6. Education) the collaboration between uni- 12

15 i samarbejde med KPI: versities and industry is used to develop ideas for industrial Ph.D. projects. CIEL connects to a network of excellent international universities, including some of the best research institutions in the world on entrepreneurship and innovation (Appendix 5A). Activating this network for different forms of guest researchers, faculty exchange, joint seminars and conferences, PhD courses, and guest lecturers will be an important part of the research profile. These activities will also spill-over to the teaching and creation of new tools for extra-curricular events. CIEL will support extension of an existing data base tracking bio business start-ups to (a) up-date this database for immediate research exploitation and (b) to secure learning for initiating a large scale tracking of all knowledge intensive entrepreneurial endeavors originating from the three partner universities. Exploiting this database, which may also be extended by cooperation with other research institutions, will offer a tremendous potential for empirical entrepreneurship research with significant impact. CIEL will centrally stimulate new entrepreneurship research by providing seed financing for research projects. A central resource pool will be made available for interested researchers or researcher groups to apply for research question and application development. CIEL will support e.g. researcher time, engagement of international research partners, and application writing workshops including temporary application project facilities at the Green Lighthouse. The CIEL management supported by the advisory board and the CIEL council will evaluate seed funding proposals and allocate resources according to research potential and fit to CIEL objectives. Appendix 5B shows a preliminary list of potential research projects, which could be further developed to full-fledged research applications based on CIEL research seed funding. Publication output of CIEL attached researchers is already accounting for more than 50% of the Danish entrepreneurship research. Through CIEL s additional research efforts, this number can be expected to grow at least with 200%. Publication outlets will continue to be recognized international journals and due to increased cooperation with our international partners, co-authored papers with research partners from top universities can also be expected to rise. The ambitions are to triple the number of researchers and research projects in entrepreneurship by Education and Training Strategy: CIEL builds on synergy and best practices to accelerate and further develop the existing entrepreneurship education, with the target to cover all academic areas within the next two years. Together, the three universities already offer a large number of entrepreneurship programs and courses to build on (Appendix 6A) and the potential of creating our mutual workspace is powerful. The strategy to meet our ambitious educational vision and goals reflects a novel window of opportunity. Our Academy of Excellence Programme is a strong example of this opportunity, where cross-institutional synergy is created, not only among us in the combination of research and education, but also at an international level, and with industry, as our partners. Entrepreneurship programs and courses are always the core and we will utilize entre- 13

16 i samarbejde med KPI: Programs: preneurship and innovation thinking in order to work with real cases set by entrepreneurs and our industry partners. In both the Excellence Programs and the shorter courses, we will introduce the area of entrepreneurship and give the participants the opportunity to access specialized knowledge in courses on tools and specialised skills for IP protection etc. In this way, the education strategy covers the whole value chain from ideation, business recognition, patents and IPR, business plans, marketing, venture and finance, as well as growth perspectives. New methods are developed and applied in collaboration across universities. Combining basic technical, science, and social science research with business opportunities is opening a fundamental opportunity for growth and value for Denmark, which is strongly supported by industry in the region of Copenhagen. The didactic methods are tied to action learning, innovation camps, working with real cases, all of which are important element to develop an entrepreneurial culture among students, and make them understand how to translate disciplinary knowledge into projects with value. The teaching methods and models developed have to be research based, and scalable to reach more than just a small percentage of the students. Also we emphasise the integration of entrepreneurship didactics in traditional disciplinary courses (6.4 and 6.5 in Appendix 6B) The methods are tied to international competence centres when this is relevant. An important advantage is the joint capacity to launch the program rapidly, due to the acceleration of existing programmes. The joint capacity secures the desired impact within the project period. CIEL will during the project period: Develop 3 new entrepreneurship educations / 50 % annual increase in the number of entrepreneurial educations. Develop 16 new entrepreneurial courses and triple the number of students completing an entrepreneurship course during their studies. Triple the number of courses (from 29 to 90 courses) that include entrepreneurial cases, methods, and didactics. Radically increase the number of high-growth spinouts and highly entrepreneurial candidates through a series of internationally recognised Entrepreneurial Programmes, based on mutual academic excellence and strategic business alliances. Develop 4 new internationally recognised entrepreneurial summer schools with at least 30% international student participation. Initiation of CIEL Entrepreneurial Programs of Excellence an educational flagship consisting of a series of international recognized academies based on a platform of academic excellence and strong business alliances. The aim is to develop five new international entrepreneurial master programs of excellence and to unfold the full entrepreneurial potential of high-growth areas, such as medico technology, welfare, green energy, digital services, food and health. The model builds on our approved and very successful Bio-business program a joint DTU, CBS and KU collaboration and 14

17 i samarbejde med Courses: Master program. Train-the-teacher programs that support the network and further education of entrepreneurship teachers building on our experiences from our joint Next Generation (see Appendix 6C) endeavor. A didactic training program compulsory for all newly appointed staff in order to qualify Assistant Professor positions. The current goal is to train six young lecturers per year in applying entrepreneurial didactics as an integral part of their disciplinary teaching. There is a great potential in developing the existing program by seeking the following goals: 50 % increase of lecturers, who are specialists in entrepreneurship and/or have the competencies to integrate entrepreneurship into the curriculum Training in entrepreneurial didactics will become a compulsory element in academic career development. The Academies of Entrepreneurial Programs of Excellence are formed as alliances across the universities and will be located at the central CIEL facility Green Lighthouse. All of the courses developed are part of the initiative. CIEL will in addition expand the number of entrepreneurship courses into new academic areas by utilizing our strong academic platform and by engaging an entrepreneurship course and program developer. See Appendix 6B for more details about the above programs. 7. Extra Curricular Activities Strategy: Together, the three partner universities have a rich infrastructure of support to entrepreneurial students, faculty, and start-up projects. CIEL will build upon this entrepreneurship system, leverage it across all partners, and develop it towards a comprehensive and integrated entrepreneurship support system, becoming an international benchmark case. The CIEL entrepreneurship support system is developed from a comprehensive perspective and aims at addressing entrepreneurial challenges at all different stages. Thus, the system covers activities from creating early awareness for entrepreneurship as a career opportunity, triggering initiatives for new ventures, supporting early start-up creation, to promoting later stage growth and development. CIEL will in particular take charge of four different roles: 1) Facilitating access CIEL will create opportunities (e.g. through events or consulting) for entrepreneurs to gain timely and adequate access to the different support mechanisms and system partners fit to the particular need. 2) Integrating support CIEL aims at securing a seamless process, where different support activities (and specialized partners) are integrated to provide continuous development of promising entrepreneurial cases towards accelerated growth. 3) Filling system-gaps CIEL will initialize and if necessary operate support activities to fill potential gaps in the support system. 4) Continuous system development CIEL will provide a platform for all specialized 15

18 i samarbejde med KPI: Activities: support system actors to meet, learn, and share best practice to secure continuous system improvement. See last table in the form. Following the strategy, CIEL will engage in a multitude of extra curricular activities: CIEL will start mapping support actors and offerings already available at the partner universities. This will form the basis for creating increased visibility of support opportunities and for identifying integration potentials. This will also allow identifying system gaps and support adequate additional activity design. CIEL will also develop exchange fora, gathering support actors and target groups from all partner universities to prepare, initiate, and coordinate roll-out across the three universities. In particular but not limited to, CIEL will address roll-out of DTU Symbion Innovation (including free commercialization assessment at invention disclosure), Scion DTU, Cluster Initiatives (e.g., Medico Innovation, Copenhagen Clean-Tech Cluster), SME outreach via DTU Match and RIA, and tool-training form CSElab/Katalyst. CIEL will take charge of existing cooperation agreements with the Innovation Centers Denmark to facilitate access to international entrepreneurship environments (e.g. DTU Silicon Valley Immersion program). Inspired by the Aalto model, cooperation with student networks will further leverage this activity. CIEL will pool legal and contractual support activity (e.g., IP protection issues) through delegation of legal staff to CIEL. CIEL will build upon existing cooperation with Connect Denmark and arrange springboard events for different industry areas and for different start-up stages from proof of concept to growth phase. Here, CIEL also will offer pitching training. CIEL will coordinate between different incubators (CSElab, Katalyst, Katapult and DTU institute facilities) in order to improve a network of incubators matching entrepreneurial needs. This will extend to also form cross-organizational student groups seeking incubator support. CIEL will take charge of maintaining and developing the relationship to the different entrepreneurship student networks, incl. Stardust and Venture Cup. Beyond taking charge of further developing and leveraging existing extra curricular activities, CIEL will also develop a portfolio of new initiatives. To create broad awareness for entrepreneurship and to optimally prepare the ground for later educational and extra curricular activities, CIEL will establish the ambitious Every Student an Entrepreneur Program. A social video game will be developed, which will engage students in developing a start-up firm (either own idea or prepared case) in a self-organized team-setting, reacting to external challenges in a competitive and dynamic market situation. (virtual incubator integration) Entrepreneur in Residence program immersion of experienced entrepreneurs into research labs and institutes to trigger entrepreneurial thinking, to identify opportunities, and to launch start-up initiatives. Entrepreneurship Mentoring Program CIEL establishes and operates a mentor pool, 16

19 i samarbejde med Cooperation partners: Venture Cup: recruiting from DTU and CBS executive program alumni, industry experts, Connect Denmark s board network. Platform for Business Angel Network CIEL creates a platform for increasing Business Angel visibility and facilitating mutual access. International entrepreneurship hub inviting international entrepreneurs/talents to accelerate at CIEL and partner universities (e.g. reaching out to Eastern Europe and Asia). This includes a targeted marketing effort and adequate mechanism for including international entrepreneurs into the CIEL support system. Zealand is an island, you shouldn t be program CIEL organizes a pool of students and interested recent graduates with divers backgrounds (engineering, science, business, and humanities) from which actual entrepreneurs can choose a project team to address a specific start-up challenge (e.g. assessment of commercialization opportunities). Continuous involvement in further development activities is dependent on entrepreneur decision. This program can be integrated into educational efforts. CIEL initiated incubators CIEL will prepare funding applications, support, and operate a number of new incubator initiatives, e.g. European Space Agency Business Incubator at DTU Space. Entrepreneurship challenges CIEL will organize campaigns / competitions to promote entrepreneurship related to specific opportunity fields. For example, will CIEL in 2011 organize the CDIO Academy Challenge gathering over 200 students from worldwide CDIO universities (e.g. MIT, KTH) to work on smart city solutions. See 3. Organization for a description partners and Appendix 2K for their respective roles in CIEL. Venture Cup is an important partner and a core element of our non-curricular activities. Over the years a large number of our students have participated and gained a lot - not only a large number of the prestigious prices, but also important experiences and a valuable network. Today, we demand that our students participate in Venture Cup in order to become associated members in our student incubators. CIEL is committed to bring the collaboration with Venture Cup to the next level. We are already experiencing how the Next Generation project, where Venture Cup also is partner, is strengthening our activities. CIEL will reinforce our activities further, where the integration of entrepreneurship in new academic areas and the excellence programs will be very useful in a new thematic setup of the Venture Cup competition. Additionally, we will broaden cooperation with Venture Cup to include joint campaigns in our international networks. For 2011 we have already agreed to launch a Venture Cup among the Nordic 5 Tech group, which also will become activity hosted by CIEL. We propose that at least a few of the regional Venture Cup staff members will be based in Green Lighthouse. CIEL will work with Venture Cup TV in the context of communication and dissemination, e.g. by providing access to international guest researchers or start-up success cases. Streaming conferences, workshops, or master classes through Venture Cup TV is also 17

20 i samarbejde med planned. 8. Integration of strategy, research, education, and non-curricular activities Strategy: Expected development: CIEL is designed to integrate the different entrepreneurship activity domains. The organizational model bundles responsibility for the complete activity portfolio at the CIEL top management team. Co-locating activities at CIEL and at the local secures further spill-over between the different activities. Following the principle of research-based education, CIEL secures a close connection between research projects and educational programs. From the outset, there is no valid conceptual argument for different weighting of the entrepreneurial activities. Each of the domains is equally important and mutually enforcing. Due to the inherent interdependencies, different weighting of effort can only be based on a limiting factor perspective i.e., those domains should receive preferred attention, which are currently underdeveloped. However, as CIEL integrates three exceptional universities, which each outperform in the different domains, a single limiting domain cannot be identified. It is more about leveraging activities across all partners and to launch innovative activities for futher growth. CIEL will thus, strive for establishing a comprehensive and effective entrepreneurship system targeting all entrepreneurship domains. Potential variation in budget allocation is only due to variance in cost/benefit relations and does not reflect strategic weighting of activities. Synergies will be exploited by CIEL at three different levels. 1) Synergies between the different activity domains examples: The Academies as central means to establish entrepreneurship education related to specific fields of knowledge will spill-over to the two other activity domains: (a) The educational effort can be expected to generate a stream of related start-up ideas (tissue design in bio business), which will be met by extra curricular offerings e.g. in terms of bio-business angel investor networks, bio-business springboard events. (b) The involvement of science, engineering, and entrepreneurship faculty in Academies will inform new subject-specific research question and thus, enhance scope and detail of entrepreneurship research. Tracking all university start-up initiatives in order to build a unique research database, will also allow identifying patterns of success and failure, which can inform improvement of extra curricular support mechanisms. The combination of extra curr. support and longitudinal tracking can in fact be understood as a large scale field experiment. Additionally, collecting start-up related information helps identifying role-models and success stories, which can be used as case material for entrepreneurship education. Additionally, recognized international researchers involved in joint research efforts will also be available for educational programs. Launching a social video game in the context of Every Student an Entrepreneur will also spill over to the educational efforts. Linking conceptual training in e.g. business plan development to the virtual entrepreneurship game, allows designing training as a response to a problem-driven need by students. 2) Synergies between the partner universities existing entrepreneurship activities Each partner already operates a diverse set of entrepreneurship supporting activities. 18

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