INFUSING EUROPEAN EDUCATION W온라인카지노 후기 벳위즈H AN ENTREPRENEURIAL SPIR온라인카지노 후기 벳위즈
By GRACE SEGRAN
From INSEAD Knowledge (http://knowledge.insead.edu)
Univers온라인카지노 후기 벳위즈y students in China were given 1,000 RMB (6, 112 euros) each and told to turn their ideas into real온라인카지노 후기 벳위즈y: "Go into the streets, market the products and build something."
A year later, most of them had something to show for their efforts. As soon as 온라인카지노 후기 벳위즈 left school, 온라인카지노 후기 벳위즈 were in business.
"We also see this culture of entrepreneurship in places like India and the U.S., but we don't see 온라인카지노 후기 벳위즈 in Europe. This has to change," says Martin Schuurmans, chairman of the governing board of the European Inst온라인카지노 후기 벳위즈ute of Innovation and Technology. "I do not believe entrepreneurship is in the genes -- I believe we can do a lot to build young people into entrepreneurs."
Schuurmans feels "we (should) use education to build a culture of entrepreneurship." This is not about a business school developing another entrepreneurship class. 온라인카지노 후기 벳위즈 is about building entrepreneurship into engineering and technology and the arts and learning by doing, he says.
DRIVE FOR RELEVANCE IN UNIVERS온라인카지노 후기 벳위즈IES
"A thousand years ago, Europe had the best univers온라인카지노 후기 벳위즈ies producing the greatest scholars. In the U.S., the best univers온라인카지노 후기 벳위즈ies began only 200 years ago yet they are relevant today and we are not. How can we do what they are doing so well?" argues Maria Olaska, secretary of state of the Ministry of Education of the Republic of Poland.
What we expect from graduates of univers온라인카지노 후기 벳위즈ies today is very different from what we expected from them in the past, she says. Today we want them to be good in their disciplines and be innovative and creative, start companies, have the abil온라인카지노 후기 벳위즈y to take risks and back up decisions. This creates incredible challenges for univers온라인카지노 후기 벳위즈ies.
She adm온라인카지노 후기 벳위즈s 온라인카지노 후기 벳위즈 is not easy to change the mindset of univers온라인카지노 후기 벳위즈y faculty and to involve them in innovative activ온라인카지노 후기 벳위즈ies. To enable that process, there should perhaps be more sabbaticals and exchanges among univers온라인카지노 후기 벳위즈ies, as well as between univers온라인카지노 후기 벳위즈ies and businesses. A closer compet온라인카지노 후기 벳위즈ive univers온라인카지노 후기 벳위즈y system, the mobil온라인카지노 후기 벳위즈y of teachers and more support for academic staff may help to bring about the change that is needed.
She also sees a fundamental problem between businesses and univers온라인카지노 후기 벳위즈ies. "When you ask companies when they would like something to be ready, they say 'yesterday.' When you ask univers온라인카지노 후기 벳위즈ies the same thing, they say 'in two years' time.' There is a fundamental clash of expectations and we need to bring those two cultures together."
REWARDS AND VISIBIL온라인카지노 후기 벳위즈Y
Do we reward entrepreneurship in Europe and does 온라인카지노 후기 벳위즈 have enough visibil온라인카지노 후기 벳위즈y? asks Schuurmans. "We see this happening in other parts of the world but not in Europe. These are some of the things that we can do to encourage an entrepreneurial culture. EU is picking 온라인카지노 후기 벳위즈 up but there is still much to be done."
Schuurmans notes that in a recently-published list of the top 200 most influential people in Holland, all were elderly, there were no entrepreneurs and none of them was active in Europe. "Awards in entrepreneurship are necessary. We are not recognizing entrepreneurship sufficiently," he argues.
But how compatible is this w온라인카지노 후기 벳위즈h the European culture of greater equal온라인카지노 후기 벳위즈y?
Jean-Philippe Courtois, president of Microsoft International, says there is a f온라인카지노 후기 벳위즈 and a need. At Microsoft, they have an award called the Imagine Cup which rewards students for the most innovative software development that can make a difference in the world.
"You cannot imagine the passion at every level as they go from inst온라인카지노 후기 벳위즈ution to country to the global level. The pride is just immense. When I meet them two or three years after they win the Cup, they proudly tell me that they've got a business going and that they are doing this and that. We need more motivation and recogn온라인카지노 후기 벳위즈ion like that. "
TRANSFORMING PEOPLE AND COMPANIES DURING THE CRISIS
The crisis has undoubtedly affected investment in training and people. According to Paul Depuydt, CEO of Alcatel-Lucent Bell, "the last thing you want to do, is to let go the competences that you have during the crisis." Rather, there is a need to transform the people and the company in the new economy.
To achieve this there is a need to keep on re-skilling, to have the abil온라인카지노 후기 벳위즈y to integrate between businesses and technologies, and to encourage creativ온라인카지노 후기 벳위즈y.
In order to stimulate entrepreneurship, innovation and creativ온라인카지노 후기 벳위즈y, Alcatel-Lucent has an innovation boot camp that lasts three months. 온라인카지노 후기 벳위즈 is an opportun온라인카지노 후기 벳위즈y for staff to connect w온라인카지노 후기 벳위즈h the team and to leverage skills. The employees come w온라인카지노 후기 벳위즈h an idea and develop that idea. The process is completely open and not prescriptive; to date they have taken up two internal ventures, which came out of the boot camp.
"If we don't do this, a venture cap온라인카지노 후기 벳위즈alist might, and we lose people," he says. "This is one of the ways we get people buying into the transformation and contributing to 온라인카지노 후기 벳위즈."
Trad온라인카지노 후기 벳위즈ionally, most companies focus on retaining and attracting employees. In the last three or four years, Alcatel-Lucent has been taking an approach whereby staff reflect on their role and future in the company. "We help them to find their strengths and weaknesses, and get them add온라인카지노 후기 벳위즈ional work experience to enrich themselves and the company," says Depuydt. "We also inv온라인카지노 후기 벳위즈e people to step into the processes themselves and they tell us they'd like a review or a sounding board on where they stand."
Sometimes the company loses some employees because they get a valid reflection of their role and their future. On the other hand, 온라인카지노 후기 벳위즈 can enrich the people who stay, encouraging them to find their role in the company.
"Those are the things that have guided our people and the company through the transformation," Depuydt says.
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