… are expected to generate thought and invoke responses for either challenging the accuracy of the cannon, or for better articulating its potential effect to industry.
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Since Socrates, self-knowledge and self-awareness are at the heart of healthy relations whether for individuals or for organizations. Unfortunately, university and industry have hardly received sufficient incentives to invest in mutual awareness and the opportunity of cooperating with each other (Newman, 1852). The new era marked by technological advancements has intensified the call for renewal for both business schools and industry to become forces for good for all. The imperative of raising management innovators inside the academia and industry as skilled, bold, and action-oriented people that disrupt both universities and industry has become a common and irresistible priority. Beyond their spheres of influence, management innovators have the mandate of inspiring strong understanding of context-focused innovation, undertaking bold innovation policy reforms, building cross-sector platforms for idea-based market for innovation, incentivizing companies' own R&D efforts for market, and leading the reinvention of Burundi's university and industry to meet the universal development pace of every living system and society.
Fully self-aware participants from universities and industries are keen to invest in mutual discovery, to share on their exclusive vignette, to play an active role in designing, investing in, and running long-term collaborative projects. By offering each other platforms to come in and lecture on the MI findings they have experimented with, university and industry participants will have improved MI sustainability through shared vision of raising management innovators as disciplined people, capable of disciplined thought through critical thinking, and disciplined action.
Networking through scientific/professional conferences and constructive encounters with instrumental actors in advanced contexts of university and industry cooperation. BMIL coordinates a number of experts in their areas ranging from setting organizational learning systems, digital strategy, data analytics, management innovation culture audit and design, lean systems, foreign direct investment, etc. Each of these experts offer invaluable insights for moving systemic barriers to organizational reinvention for future success.
Constituting a group of trusted confidants: Both industry and university face unprecedented problems that fascinate them prompting them to generate good, purposeful, and novel ideas. The complexity of their environment put them in front of big problems requiring creative responses, while unlocking constructivist skepticism as a leverage for intellectual honesty, transparency, and professional humility as the most sought qualities for management innovation. Only by learning to behave as honest, transparent, and humble university and industry participants can harness.
Incentivizing faculty to become the cornerstone of MI research projects: It is not enough to publish to remain alive. The complexity of our times has added emphasis on research to produce revolutionary and disruptive knowledge instead preferring incremental knowledge production. This allows us to build reputable institutions driving on the emergence of new markets, accurate use of organized and systematic data, faculty with vast work experience in the industry.
Mutual definition of research significance for inclusive research impact: In ill-equipped context in innovation, societal effectiveness is an inherent demand for institutions. The threat of perishing from failure to publish becomes more serious once put into research usefulness. BMIL facilitates this through cooperation between industry and university participants in the definition of research problems, research design and execution, and dissemination, making publishing for exclusive tenure track record in academia an insufficient goal.
Development of cooperative dynamic capabilities through greater faculty differentiation with more integration of people with industry experience, awareness of new and untraditional competitors in their respective industries, and wider fundraising networks for running research with societal impact.
Upgrading professors' ability to lecture management innovation-sensitive classes hardly suffices if academic programs and policies fail to adapt.
Learning from transdisciplinary methodologies for educating bold yet humble, honest, and transparent people who reinvent organizations into entrepreneurial ecosystems as flexible professionals. They constantly push the boundaries of organizational reinvention by translating it into an endless source of entrepreneurial opportunity.