The study is aimed at identifying opportunities and directions of transformation of universities by entrepreneurial type in Russia. We conduct comparative analysis of education systems and experience of change management of universities in Russia and in foreign countries. We identify factors, affecting the business processes at universities. We conclude that Russian universities have high innovative potential and low level of its implementation. Based on the classification of University’s business processes and the application of the Business Model Canvas (BMC) we analyze the value proposition of three types of universities. We show the ways for emerging entrepreneurial universities in Russia. We conclude that there is a need to ensure favorable conditions for the formation of innovator which has skills necessary for modern economy.
Highlights:
1) Modern conditions require extrabudgetary fund-raising and improvement of Universities’ performance. It highlights the ways of transforming the university into an entrepreneurial type;
2) The analysis of foreign and Russian experience of change management in Universities’ activity shows the ongoing transformation of the business processes of Universities.
3) The comparison of education systems in Russia and foreign countries shows the major differences in funding, structure of public and private Universities and institutional conditions. At the same time we note positive quantitative and qualitative changes in Russia;
4) The success of a modern University’s transformation depends on its “adaptive capacity”, which might be achieved through implementation of a nonlinear control system;
5) Application of Business Model Canvas allowed to characterize business processes of Universities of different types and to identify their value proposition;
6) Along with training and scientific research the entrepreneurial University focuses on creation and introduction of results of scientific and educational activities in the external environment;
7) Leveraging additional financing, infrastructure development and innovative activities should be aimed at improving the quality of educational services;
8) Change management at universities needs to be sustainable and spread to all divisions, involving them in decision-making processes.
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