鈥淭oday, entrepreneurship is a well-known concept. But it wasn鈥檛 viewed so well when we started doing this in the early 1990s. We were probably ten years ahead of our time. Someone said 麓Does everything have to be entrepreneurship?,麓 and wondered why we should devote resources to it,鈥� says Magnus Klofsten, professor in innovation and entrepreneurship at LiU.
Was asked a crucial question
The same year that Link枚ping Science Park (Mj盲rdevi) was established, in 1984, Magnus Klofsten completed his undergraduate education and was on his way into working life. Many of his fellow students were attracted to the world of finance. Magnus Klofsten was no exception.
鈥淏ut then I was asked if I wanted to participate in a research project focusing on venture capital. An offer you couldn鈥檛 refuse.鈥�
His thesis on early development processes in technology-based companies, from 1992, forms the basis for a handbook in startup entrepreneurship that is still in use. He continued his studies of start-up and entrepreneurship, building on the concept of the business platform. And he was involved in collaborations both in and outside the university, not least with Mj盲rdevi Science Park.
At first, we called it 鈥渇枚rkuv枚sen鈥�, the pre-incubator
鈥淲e started Sweden鈥檚 first business incubator together with Mj盲devi CEO Sten Gunnar Johansson, we initially we called it 麓f枚rkuv枚sen`, the pre-incubator. Ten years later, it became what is today called LEAD.鈥�
The Triple Helix model
Around the same time as Magnus鈥� thesis work, the American researcher Henry Etzkowitz (Stanford University) presented the theories of the triple helix model, i.e. the interactions between academia, industry and government.
Norrk枚ping鈥檚 industrial landscape. Photographer: Marie-Louise Elebring
Magnus later collaborated with Henry Etzkowitz in a study on the knowledge-based economy, focusing on the entrepreneurial ecosystem around LiU, which was published in 2005. In a similar study, they also studied the development of this ecosystem in Norrk枚ping.
A critical mass
鈥淚n both of these environments there is a critical mass of people, innovations and collaboration between different public agencies, academia and the business world,鈥� says Magnus Klofsten.
He has also founded and participated in the work of building competence centres at LiU, such as CIE, HELIX 1, HELIX 2 and AgoraLink. The goal was to develop strong links between research and practice.
鈥淓tzkowitz was on the HELIX international advisory board. I usually say that there are many rules in academia but also endless opportunities, if you have the will. And manage to attract the right resources and the right people.鈥�
Coaching entrepreneurs
Magnus Klofsten appears to practice what he preaches. He has taken the opportunities and developed ideas when they have arrived. Thoughts about support and coaching for entrepreneurs came at an early stage.
鈥淚n 1986, we at LiU and the network SMIL in Link枚ping launched the so-called Development programme for more established companies, and a few years later also the Entrepreneurship programme, which focused on the start-up of new companies. In the Development programme, the entrepreneur and company builder Uno Alfred茅n was engaged as a leader and we worked to coach the participants. The programme became something of an institution for growing companies with roots in LiU.鈥�
It was to be real-life
situations right away
He describes how several companies in the region applied for the programmes.
鈥淪ectra, Innovativ Vision, Programsystem, Softlab and a number of others were involved from the beginning. In the following rounds, several other well-known companies followed: for example, IFS, Kreatel, IVP, Epact, Psykologpartner and many more.
What was the fundamental idea?
鈥淚t was to be real-life situations right away, certainly not a course. It was both somewhat controversial and ingenious. It has to be relevant and rewarding and feel important. The entrepreneurs develop the company鈥檚 business and 麓massage麓 their key issues. With the support of the programme management. The participants are challenged and have to work very hard on their questions.鈥�
Magnus Klofsten can still remember how the programme began to get a life of its own.
鈥淲e ran the programme in various forms for many years.鈥�
鈥淲e received calls from other regions, municipalities and science parks in Sweden who wanted to have the programme. We ran the programme in various forms for many years.
Today, there are several individual courses in entrepreneurship as an integral part of several of LiU鈥檚 programmes. More than 500 students per year in some way study an entrepreneurship course at LiU. I am, of course, quite proud of that.鈥�
In recent years, he has turned his eyes inward in the organisations and focused on internal entrepreneurship, what is usually called intrapreneurship, on which he has published several studies.
Well, does everything have to be entrepreneurship?
鈥淢aybe not everything, but a great deal. There are many, many more entrepreneurs than we think of. But they don鈥檛 see themselves as such. In an organisation, it鈥檚 often about taking initiatives, starting and running projects, having an idea early that solves a problem,鈥� says Magnus Klofsten.
He thinks that Link枚ping University is a good example of this.
What is the future of the LiU-spin-offs in the 脰sterg枚tland region?
鈥淚t鈥檚 clear that no new global companies have been spun-off from LiU for many years. Perhaps it鈥檚 because the most brilliant talents are quickly bought out. However, the conditions are very favourable. We have Link枚ping Science Park and Norrk枚ping Science Park, two very prominent parks, and a top-class business incubator in LEAD. Furthermore, there is no shortage of expertise, innovative business ideas and entrepreneurial spirit. Another observation is that companies that start out as spin-offs from LiU often remain in the region 鈥� which bodes well for our future business community,鈥� says Magnus Klofsten.
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