The Enterprise of Academia: Strategies for Innovation January 2004

The Enterprise of Academia: Strategies for Innovation

January 2004

Science is a Principal Driver of Change

SOCIAL CHANGEInternet

ENVIRONMENTALCHANGE

Climate

NATIONALSECURITYCHANGE

Weapons of Mass

Destruction

HEALTH ANDMEDICALCHANGE

Biotechnology

SCIENCE-BASED

ECONOMY

Science has the power to completely transform civilization. For some, science has made life comfortable and secure. For others, it has meant death and destruction

Science Policy Can Drive Outcomes

Types of Benefits

Distribution ofBenefits

Distribution ofProblems

Emergence ofNew Problems

SCIENCEPOLICY

Given the impact of science, science policy is the key variable, yet almost entirely ignored.

Knowledge Production

Universities drive innovation

Universities are the primary knowledge producers in the United States

Evolution of the U.S. National Innovation System

• Laissez-Faire (1790-1940)

• War and Post-War (1940-1950)

• Federalization (1950-1975)

Laissez-Faire (1790-1940)

• Government has no distinct S&T policy or mission

• Key institutions in NIS were independent corporate R&D labs

• In the late 19th century, universities emerge as the home of basic science and advanced training

War and Post-War (1940-1950)

• Government establishes R&D institutions and expanded academic role to support the war effort

• Large-scale federal investment, federally mandated objectives, targeted funding and industry-government cooperation are the norm

• By end of war, hundreds of new labs established and potential of large-scale R&D to meet national objectives is demonstrated

Current Approach to Science and Technology Policy

Addresses– Conduct of S&T– Products and processes of S&T

Assumes– All societal outcomes will be positive– Linear model of innovation and societal

benefit

Inputs Processes Products Outcomes

Federalization: U.S. NIS Institutions

• Hundred of large industrial labs• Dozens of large federal labs• Thousands of small technology-oriented

labs and companies• Hundred of unconnected and unplanned

federal labs• Hundreds of thousands of researchers at

universities

But where are we going?

Indications of Societal Transformation

• GMO controversy• Affordability of AIDS drugs• Lack of medical insurance• Aging of the population• Changing climate

Discussion

How can science and science-based technology most effectively contribute to an improved quality of life for the greatest number of people?

– Malaria is the leading cause of death in young children. It is estimated that if malaria had been eradicated in Africa by 1960, GDP would be 32% higher than it is today.

– Until the 1950s, polio crippled thousands of children every year in industrialized countries.

Dual Agenda: Science and Social Equity

The challenge is to develop S&T policy that reaches a significant proportion of the population

– S&T and social issues are critically interdependent

– Technology strategy drives government spending and its social outcomes

– Linear thinking in technology policy is linear thinking in social outcomes

Science and Technology are Economic Drivers

Scientific and technical changes accounts for as much as 50% of long-run economic growth, even perhaps as much as 75%.

Lessons from Old Science Policy

• Desired outcomes can drive the science• Societal value of new knowledge is

determined by how it is used and by whom it is used

• Societal outcomes reflect who is making science policy

• Desired outcomes emerge when scientific advance is well-matched by societal needs

Cycle Dynamics

Conductof Science

EconomicOutcomes

S&TOutcomes

SocietalOutcomes

POLICY New industries

Tech transfer

Knowledge transfer

KnowledgeNetworks

New social structures

EducationNew skills

New institutions

New Science Policy

New Science Policy aims to create knowledge, cultivate public discourse and foster policies that help society grapple with the immense power of science.

A New Science Policy Framework

• Outcome-driven• Integrated• Informed• Self-correcting• Recognizes and responds to the

inextricable links between science and technology and societal evolution

The Evolving University

• The University Must Embrace its Cultural, Socioeconomic, and Physical Setting

• The University Must Become a Force, and Not Only a Place

• The University as Entrepreneur

• Pasteur’s Principle

• Intellectual Fusion

• Social Embeddedness

• Global Engagement

Universities Drive Innovation

• Underpin many of the major knowledge-based industries over the past two centuries

• Anchor clusters of innovation– Generate creative capital

– Generate knowledge capital

– Trains human capital

– Build social capital

– Attract financial capital

– Preserve natural capital

Universities Drive Entrepreneurial Activities

• Spur the creation, or ‘spin-off’ of new firms based on the R&D activities at the university

• Enable ‘social networks’ that encourage technical graduates to stay in the region, and that generate increasingly more high-tech entrepreneurial activity within the region

Role of the University

Knowledge production

Creativity

Innovation

Science and Technology

Economic Growth

DESIGN IMPERATIVE 1:

Leveraging Place

ASU Must Embrace its Cultural, Socioeconomic, and Physical Setting

Consortium for the Study of Rapidly Urbanizing Regions (CSRUR)

• Study the implications of human impact on the environment

• Interdisciplinary cohort of scholars

• Urgent local relevance

• Learn from experiences of other rapidly growing urban centers

DESIGN IMPERATIVE 1: LEVERAGING PLACE

Greater Phoenix 2100 Project

• Provide data and analysis to regional decision makers

• Published the comprehensive Greater Phoenix Regional Atlas

DESIGN IMPERATIVE 1: LEVERAGING PLACE

www.gp2100.org

Urban Design Institute


Societal Transformation

ASU Must Become a Force, and Not Only a Place

• ASU on the Move!• ASU Digital Gateway• ASU in Your Community• Family Engagement• CRESMET: Center for

Research on Education in Science, Mathematics, Engineering and Technology

DESIGN IMPERATIVE 2: SOCIETAL TRANSFORMATION

http://cresmet.asu.edu


ASU as Entrepreneur

A Culture of Academic Enterprise

• Intellectual capital as a the source of institution’s prosperity

• Build a culture of academic enterprise

• Moving from an agency model to an enterprise model

DESIGN IMPERATIVE 3: ASU AS ENTREPRENEUR

Virginia G. Piper Center for Creative Writing

• Established September 2003• The Piper investment endows

the Piper Center providing funding for operations and innovative programs, including an annual writers’ conference

DESIGN IMPERATIVE 3: ASU AS ENTREPRENEUR

www.asu.edu/pipercwcenter


Use-Inspired Research

Pasteur’s Principle

• ASU must be a university in which scholars consider the transformational effect of their work on society

• Academic programs must be relevant and wherever practicable, directly serve the needs of the people of Arizona

DESIGN IMPERATIVE 4: USE-INSPIRED RESEARCH

Consortium for Science, Policy, and Outcomes (CSPO)


www.asu.edu/cspo

Established in January 2003

Mission: to stimulate and support research and education on the role of religion in public controversiesInterdisciplinary and comparative study of religion

Center for the Study of Religion and Conflict

Center for the Production of Vaccines from Applied Crop Sciences (ProVacs)

• Develop mechanisms for the delivery of vaccines for hepatitis B, smallpox, and other large-scale killers through genetically-altered tomatoes.


www.azbio.org/centers/vaccines.html


A Focus on the Individual

Outcome-Determined Excellence/A Commitment to Diversity

• ASU focuses on outcome-determined diversity

• Commitment to diversity• Enhance the undergraduate experience

with learning in small groups

DESIGN IMPERATIVE 5: A FOCUS ON THE INDIVIDUAL

Polytechnic at ASU East

• Emphasis on experience-based learning and applications-based problem solving

• $27.5 million in new classroom and research space added

• 30% increases in enrollment for four years straight


ASU West

• ASU West is celebrating its 20th year• ASU West serves a diverse body of more

than 7,000 students• “Learning community” model expanded to

meet the demands of growth in freshman• Committed to the principle of “education

without borders”—learning that transcends fields of study, limitations of geography and the age of students


Barrett Honors College

• ASU as a powerhouse in national scholarship circles—producing more winners of top national scholarships that virtually any other university

• Mark Jacobs joins ASU as Dean of the Honors College


www.asu.edu/honors

Freshman Year Experience

• Ranked 23rd in the nation by U.S. News

• ASU names one of the 25 colleges for Hispanic students by Hispanic Magazine


www.asu.edu/vpsa/fye

ASU Leadership Institute for Sport and Humanity

Created to bring students, scholars, athletes, professional sports leagues, and leaders in business and industry together to reaffirm the important positive influences of sport in America



Intellectual Fusion

Interdisciplinary/Multidisciplinary/Transdisciplinary/Postdisciplinary

Arizona Biodesign Institute

DESIGN IMPERATIVE 6: INTELLECTUAL FUSION

www.azbio.org

Use-inspired fundamental bioscience and engineering

research, discovery and innovation

to meet human health needs

School of Life Sciences


http://sols.asu.edu

Genetics and Bioinformatics Ecology, Evolution and Environmental Sciences Environmental Engineering Environmental Fluid Dynamics – Air Biotechnology

CentersCES/CSRUREFD-AirSustainability Sensors

Institute for Studies in the Arts (ISA)


http://isa.asu.edu/

• Build on the innovative and renowned programs

• Enlarge scope of the institute

• Bring together researchers from diverse disciplines

• Special focus on the relationship of the arts to developments in technology and new media


Social Embeddedness

Public Service/Community Engagement/Outreach

• Public service has long been a defining characteristic of ASU

• Academic institutions reflect society in a utopian microcosm

• University as social incubator—we must engage the society evolving before our eyes

DESIGN IMPERATIVE 7: SOCIAL EMBEDDEDNESS

ASU Downtown Campus• Serves as the flagship

location for the Extended Campus and the ASU College of Extended Education.

• The Downtown Center is rapidly moving toward becoming another ASU campus.

• ASUonline and ASUtv deliver ASU courses and public service programming 24 hours a day


Impact in Pre-K Education

ASU has four primary goals:1. Develop high quality teachers

2. To develop strong school leaders

3. To create early interventions and

4. To encourage cooperation between schools and the private sector.


Stardust Center for Affordable Homes and the Family

Academic Community Engagement Services (ACES)• Over past decade more than

4,000 ASU students have given over 600,000 hours of service

• Students tutor reading, math, and science to more than 1,500 children in impoverished areas of Metro Phoenix—34 programs at 16 sites


Ecology Explorers


• Offers K-12 students the opportunity to participate in scientific research in urban ecosystems

• Program leads students through data collection techniques and the collection of initial data

• Students learn to look for patterns in nature

• Students submit questions and data online and are encouraged to meet with research scientists

ASU Main Campus in 2006

What is the collective good we want inquiry to promote? Philip Kitcher, Professor of Philosophy, Columbia University

Documents

The Enterprise of Academia: Strategies for Innovation January 2004