WE HELP LEADERS ALIGN
AND ACCELERATE DECISIONS

EDUCATION INNOVATION

UNIVERSITY OF TECHNOLOGY SYDNEY 
 

 Education Innovation
How can we intelligently connect the overlapping and disparate objectives of a multi-faceted business?

Known globally for its theory-meets-practice teaching style and innovative research hubs, the University of Technology Sydney (UTS) ranks as the highest performing university in Australia—and the eighth highest university in the world—under 50 years old.

In 2017, when Roy Green was Dean of the Business School, the institution’s leadership team became increasingly aware they had become a victim of their own success. With many overlapping and disconnected initiatives delivering courses and partnerships in innovation and entrepreneurship, the Vice Chancellor invited Green to undertake a university-wide stocktake of all relevant activities. Pivot was invited to partner with him to deliver this audit.
 
Pivot interviewed over 30 key stakeholders across the university’s leadership team, including Deans, Deputy Vice-Chancellors, and Heads of Programs or Units. The strategic consultants then ran key stakeholder engagement workshops to discuss how the strategy and structure underpinning UTS’s innovation and entrepreneurship ecosystem could be developed to create better coordination and connectivity.

The Challenge

Audit UTS’s university-wide Innovation & Entrepreneurship Strategy and clarify exactly “where they play” so the university could better focus their programs and partnerships.

The Outcome

The Vice Chancellor received and acted on the 10 recommendations we made in our final report, creating a new leadership structure and aligning innovation and entrepreneurship activities and measures across the university.

 Education Innovation

We visualised UTS’s innovation and entrepreneurship value chain as an ecosystem, zeroing in on their core activities so that every leader and stakeholder had a shared model and language to discuss and share UTS’s strategic priorities.

The audit canvassed both the achievements and future potential of UTS in innovation and entrepreneurship.Using a human-centered design approach, it collected data, generated insights, and engaged the UTS community with a view to translating their ongoing vision into a set of practical recommendations.

The feedback from the interviews and workshops were synthesised to speak to four key pillars for ongoing success; scaling entrepreneurial mindset, growing start-ups, engaging industry and community, and lifting UTS’s precinct profile. 10 recommendations were distilled and communicated in a final report and delivered to the Vice Chancellor. This report provided a common reference point for leaders and staff at UTS to better understand what would be changing and what would remain, as they prepared to rationalise their innovation and entrepreneurship programmes.

“ALONGSIDE PIVOT, WE FOUND 74 SEPARATE ENTREPRENEURSHIP AND INNOVATION SUBJECTS ACROSS THE CAMPUS. VERY FEW ACADEMICS WERE AWARE THESE OTHER SUBJECTS EXISTED.”

Roy Green, Emeritus Professor, UTS Innovation Advisor