Partnered Innovation with blue chips Creating collaborative Advantage

Partnered Innovation with blue chips: Creating collaborative Advantage UVAC 2018 Annual Conference Dr Paula Turner: Head of Management Apprenticeships Dr Dane Anderton: MBA Programme Director Manchester Metropolitan University Business School Dept. Strategy, Enterprise and Sustainability

Triple helix for Apprenticeships Set of interactions between academia, industry and governments, to foster economic and social development. • Etzkowitz and Leydesdorff argue that the initial role of universities is to provide education to individuals and basic research • Interactions between the government and universities depends on the government’s general relationship to and policy towards higher education • Etzkowitz and Leydesdorff initially argued that the strength of the interactions between governments, industry and university depends on which component is the driving force in the framework. Etzkowitz and Leydesdorff, 1995

Partnered Innovation in Degree Apprenticeships Industry Prof bodies Degree Better quality workforce Work ready Commercial awareness Economic development Social development HEI Govn t

Apprenticeship Context and Drivers • SME GAP Project MMU – UK apprenticeship context is not stable • Compared to Austria, Germany and Switzerland • Universities vs Media coverage • Employer engagement – exclusive or inclusive? • Employer understanding and managing expectations • Institutional constraints – processes, mind-set, entrepreneurialism Levy confusion Rules of Engagement Changing Standard • What will the Stakeholders be able to deliver? (Rowe et al, 2016) Fluidity

A Research Findings: Enablers with blue chips Communication Collaboration C B Inte r Intra and Inter organisational boundaries Trust Intra Strategic adaptive capabilities (HEI) University

External Environment: Partnered Innovation in Degree Apprenticeships Industry HEI Prof bodies The driver is confused and creating fluid context which cannot be challenged easily (Govnt) Strength of connections weaken when communication, trust and collaboration are hindered by context Govn t HEI must step up and be agile enough to cope with this dynamism in the helix Partnerships with industry and Prof Bodies much strengthen for CA in lieu of the Govnts position

Insights and Outcomes from Partnered Innovation Cross Faculty working Internally Academic Staff Discussion Programme Flexibility Nonstandard entry Limiting Bureaucracy Changing Delivery Model and Mind-set Student voice Relationship management Informal Managing expectations with employers Externally Blended learning Academic Skills Development Formal Co-created timetables Off the Job Training Plans Support job Ads Manager mentor training Employer AGM Employer engagement Partner Staff as coaches Understanding Talent development plans Supporting companies to use levy

Concluding thoughts • Understanding influences beyond curriculum design • Sector learning to innovate in dynamic government policy conditions – better research and cohesion • University setting is a good platform for apprenticeships – can drive this • Strength of relationships to other actors is key (industry and prof bodies)! • Communication – frequent, honest and constructive • Collaboration – expectations and inclusion • Trust – hard to gain, easily lost • Strategic adaptive capability – people, processes and MINDSET) • Do not lose the ‘degree’ – Soft Skill • Curriculum design and delivery co-creation (depends on connections and inclusivity) • Cost / benefit to the organisation – managing this benefit well to increase engagement

Survey and Workshop • • Please help us by filling in this survey: UVAC Research Survey https: //mmu. eu. qualtrics. com/jfe/form/SV_0 v. NPe. Hud. FPcd. Ful Want to know more about Partnered Innovation? • Come to our workshop ….