By I'll Make You Think SMART

Hey there, I’m Antoine, I’m a 30-something PhD and I read a lot. Politics, society, technology, business, self-development, you name it! This is my food-for-thought blog, and I bet I’ll Make You Think SMART, one book at a time! Read smart, think smart!

When Entrepreneurial Mindsets make Impactful Universities

When Entrepreneurial Mindsets make Impactful Universities

What if bringing entrepreneurial mindsets in Universities helped turning research into Impactful research? The term ‘entrepreneurial mindset’ isn’t a bad word here. It mostly suggests that academic research should be used to solve real problems for real persons. This requires an important mindset shift, however, as well as some serious Impact strategy-building work. Not to forget the guts needed to make change happen, of course.


Note: This article was originally published as ‘When Entrepreneurial Mindsets make Impactful Universities’ on The Asia-Pacific Circle.

 

Today is the last day of a fantastic trip to San Diego, California. I was brought here as part of a training program organized by The Chinese University of Hong Kong’s Knowledge Transfer Office in partnership with the UC San Diego University with a simple purpose: explore the topic of Impact and innovation with some of the most innovative minds out there.

I wasn’t sure about what to expect, to be honest. But the truth is that the last seven days have been value-packed as far as my Impact Thinking work is concerned.

Overall, the key insight I want to keep from this trip is that when it comes to building Impact in a University context, your best ally is clearly your ability to create and spread an entrepreneurial mindset in your institution. And all it takes is a willingness to build Impactful research and teaching strategies, a compelling message to communicate, a commitment to nurturing innovative ideas and teams way beyond existing practices, and guts to make change happen. For real, I mean.

Now, hold on, I can hear what you’re thinking right now. Academia and entrepreneurship are two very different things, and trying to mix both is like trying to turn a pony into a unicorn. It’s fun and the idea makes people laugh, but you can’t do it.

Well. I hear the argument. In fact, I hear it every day. But if you ask my opinion (thanks for reading by the way) I am convinced that it is wrong, wrong, and wrong again.

Universities can be innovative and entrepreneurial.

The idea that universities can’t be innovative and entrepreneurial is wrong. Period.

I’m not to be convinced of that, I challenge people every day to create some change out there. But to be very honest, the reality is that out there, in the real world, the perception that universities and academics are not innovative and not entrepreneurial is strongly anchored.

And that upsets me very, very, very much.

We are responsible.

This is bad news, but this is our fault. We are totally responsible for that negative perception that people have and the only way to change that is to bring some change into the model. The question is not whether we can do it. The question is whether we want to do it at all.

I wondered how far we could go, though, but this trip suggests that we can go very (very) far.

As far as UC San Diego is concerned, the entrepreneurial mindset has been developed at various every level, starting with decision-makers. At the Central University level, for instance, Chancellor Pradeep Khosla and Vice Chancellor Mary Walshok take a very realistic approach to things because they know too well that there is a massive difference between what professors and researchers want and what the University needs.

To say things simply, researchers want time and money, together with parking slots, time off for research and infinite funds without admins telling them no for this or that reason. But things don’t work like that and (as a general rule) research can’t just focus on research for the sake of research. Why? Because research-focused research leads to blue sky research and means that resources (time, money, human capital, and Impact capital) are invested the wrong way.

Like it or not, but Professors Khosla and Walshok are right. Research and teaching need to be real life-centered. Resources must be made available to support academic independence and to foster critical thinking, there isn’t the slightest doubt about that. But research needs to create an outcome, and that outcome needs to be Impactful.

Research must solve the problems that people face. Research must save lives. It needs to help people do better and live better. And it needs to support society and influence the way the world is developing by empowering policymakers to make the right decisions. Research simply can’t be something that we make for ourselves in an ivory tower. It needs to make an Impact beyond academia.

Mindset shift.

This, however, remains wishful thinking unless we, as Universities, academics and researchers, agree to take the idea into consideration and to operate a mindset shift.

I was saying earlier that UC San Diego worked on the issue at every level, and that clearly includes researchers and Professors too. Out there, the people who do the research are provided with support at every stage of the process.

They are encouraged to live with the idea that research needs to be Impactful, for starters. But they are also provided with a truly supportive ecosystem (rather than ego-system, see below) aligned with this idea.

The Rady School of Management is an example of that, and people such as Professor Vish Krishnan (thank you Vish, by the way) visibly do a fantastic job of helping and training others in realizing that a more entrepreneurial culture-development is at the core of things.

The management school, for instance, is connected to a variety of programs and institutes throughout the University, and it helps people to create bridges all over the place. Management means finance and entrepreneurship, so management connects with engineering, with medical research or with oceanography.

At the scientific level, the Scripps Institution of Oceanography for instance turns research into real-life solutions and technology. Their research is not only practical, but it is also supported by the industry thanks to a Corporate Alliance program which ensures that researchers are highly connected to the industry at all times and don’t just depend on academic publications to let the world know about what they do.

The results are impressive! More joint research means more relevance, more practicality, more patents, more publicity, and more opportunities to change the world positively. Which is what we ought to achieve, right?

A strong culture is the basis.

The idea that we can go very (very) far is plausible and realistic. In fact, it is so realistic that it is already happening here and there. Particularly there, as a matter of fact. But the starting point should be the same everywhere. We should try and develop a strong entrepreneurial research culture focused around making a difference for an end-user. And here are some very concrete ideas which can be borrowed from the UC San Diego way.

Getting the real world inside Universities acting as powerhouses.

One way of doing things is to increase knowledge transfer from Universities to the outside world. Typically, that goes through the use of patents and IP rights development and protection, which is very important. Yet, what comes out of every mouth at UC San Diego is that merely investing in patents isn’t enough, because patents are not the real source of representation, influence, and money. So we need more.

Think about it.

Would you rather have a big slice of a small cake or a small slice of a big cake?

The question is not that silly… In fact, it is asked by every young entrepreneur out there. Should I talk about my idea? Aren’t they going to steal it from me? Ultimately, the clouds are full of ideas that people never use, so focusing on getting our ideas out there seems to be a good start.

What matters, in reality, is to turn Universities into powerhouses where knowledge is produced and made available to the world in reasonable ways at various stages of the process. UC San Diego and the Rady School of Management do that in multiple ways, which include bringing in residence entrepreneurs and investors alike but also creating numerous opportunities for interaction. Letting the world about the research we do is key!

It’s not just about patentable research, however.

Powerhouses aren’t just a matter of patentable research, however.

One big topic of discussion over this week was the nature of the research which can lead to Impact and, therefore, should be invested in. From a pragmatic perspective, it is clear that a piece of research which leads to developing a revolutionary microscope is worth investing into, because the patents which get produced out of it are palpable and can produce money. Maybe. At some point. Or not.

From a realistic perspective, however, our innovative and entrepreneurial mindsets can’t simply focus on engineering and palpable innovations because there are lots of ways in which more theoretical research topics can help making an Impact on society and communities.

For instance? Professor Mary Walshok gave us an immensely inspiring talk in which she explained how she – as a sociologist – had provided the industry with key insights as to how this community acted and interacted with that community. Ultimately, knowledge helps decision-makers to turn an educated guess into an informed decision, right? If so, then that suggests that non-patentable and non-palpable insights are gold.

Policy and law schools have the same role to play, because they can provide sharp analyses of past, current and future society problems which will need to be discussed at the policy and regulatory levels. So why don’t we invest in building ties with the real world on these aspects too? Why don’t we communicate openly on the influence we have? Why don’t we invest in building Impact incubators for our research?

In a fascinating talk, Director of Innovation Design Greg Horowitt went even further. How about developing a policy incubator where researchers of multiple disciplines would meet decision-makers on a regular basis to talk about fundamental society issues?

For instance, what does it mean to create a digital identity? That topic isn’t just about building tomorrow’s RFID chip! It can bring lawyers, sociologists, engineers in the same room, and when it does, it also opens a wide range of joint research opportunities! The same goes for the future of education, to cite but one more topic, but Greg threw plenty of immensely Impactful ideas here.

Innovation mindsets require innovation teams focused on innovating.

To get there, what we need is to push Universities to develop a more entrepreneurial mindset. And that implies making sure that Universities have innovation teams focused on innovating, beyond the patenting stage.

We need to invest in ideas here!

Again, Greg Horowitt got me to think about a lot of concepts which, I think, need to be explored and developed with a lot of ambition. For example, shifting “from an ego-system to an ecosystem” built around stakeholders is one method (oh yeah). But investing in speculative design thinking is also an idea that I have been pushing for a while.

As the Head of Impact at the CUHK Law Faculty, I have recently introduced a dose of Impact thinking into our work and the results are very (very) encouraging. For the research teams the exercise is rather surprising because post-its, smiling stickers and color markers aren’t really part of the research apparel, but as with entrepreneurs, the surprise is always positive.

See for yourself!

Some of the feedback I’ve received so far suggests that the method helps “consolidating the team’s objectives and goals … by creating a timeline to delineate how they will be met through self-assigned individual tasks”.

But those very entrepreneurial methods don’t stop there! They also help “identifying stakeholders who may be able to assist us in the (various) stages of the research” and they provided a means “to more concretely plan the type of outputs (we) can disseminate for the most effective impact”.

Oh, and perhaps more importantly, these methods help researchers to realize that there are many opportunities “to engage with beneficiaries throughout the research process as opposed to simply informing them of the findings and hope that they do something with it”.

Said differently? Developing an innovation mindset in Universities requires innovation teams focused on innovating.

Patents are important and the teams in charge of turning ideas into patents are strategic. But investing in innovative methods to equip researchers with an entrepreneurial mindset is the first stage in developing the knowledge which leads to patents. Let’s keep that in mind.

All it takes is guts, a commitment, and a compelling message.

The idea that Universities can’t be innovative and entrepreneurial is wrong, but it persists because it lives in three types of minds.

First, Senior Management teams are too often focused on building Universities which do good at research assessment exercises and rankings of all sorts, but in doing so they take the risk of forgetting that being relevant to the real world is extremely important for everyone. It helps to educate leaders and thus makes happy clients, it helps developing society and improves reputation, but it also helps with external funding and ultimately gets sharper results from a research perspective.

Second, the idea that innovative research models aren’t suitable lives in researchers minds. I make no judgment here, but because ranking pressure influences our work the reality is that academics are trained to think in terms of grant funding and paper publishing. And that leaves them very little room to focus on making a difference out there.

Third, the public often has a very negative perception that academics and universities aren’t relevant. Too far, not interested in real-world realities, not reactive, you name it.

Combine these three elements and see for yourself, the picture isn’t really bright. We need a new message here!

Equipping researchers with an entrepreneurial way of seeing things isn’t a bad word.

The next step is, therefore, to develop an entrepreneurial culture in University contexts. Once again, I can hear many people being upset with my message.

Hang on a minute, did you just say ‘a strong entrepreneurial culture’? But we’re academics, not entrepreneurs, why don’t you give us a break?

Here is the thing though. Talking about bringing in an entrepreneurial way of doing things isn’t a bad word and it is not a plague either.

Being entrepreneurial in your approach to doing things doesn’t mean that you need to get pressurized with numbers and results, that you need to do things industrially, or that you will lose your academic freedom. No. An entrepreneurial approach means that, by talking to people out there and by making your research relevant to society, you gain a massive opportunity to get your hands on questions which matter and need to be solved by niche experts. It’s all about building win-win partnerships, really, and the biggest risk you take as a researcher is to make your research stronger and sharper.

Planting seeds.

So what we need, clearly, is to plant seeds.

The senior management in many universities needs to open their eyes and realize that research needs to increasingly focus on being relevant to the world. The research community in general needs to stop hiding behind those preconceived ideas which suggest that academics can’t make a serious contribution out there and should not try and be relevant to the real world. And the public needs to start seeing academia not as being disconnected but as being a resourceful powerhouse. Because this is what it is.

Don’t get me wrong here, I am not saying that academic research is not relevant. I am saying that as long as it stays hidden into academic limbs, it simply cannot be relevant to people who have other things to do than exploring complex and expensive databases in order to figure out whether someone is working on a niche topic.

We are good at research, this is a fact. And we are excellent at producing niche research, this is another fact. What we are rarely good at it so put that niche research in front of the right eyes. Not only does it make a huge difference, but it also means that we deprive ourselves of an opportunity to make a difference.

As I wrote earlier, we are totally responsible for that negative perception that people have of academia, and the only way to change that is to bring some change into the model.

The question is not whether we can do it. The question is whether we want to do it at all.

There is a choice to make, that’s for sure, but in the real world out there entrepreneurial mindsets make Impactful Universities. All it takes is a willingness to build Impactful research and teaching strategies, a compelling message to communicate, a commitment to nurturing innovative ideas and teams way beyond existing practices, and guts to make change happen. Just saying.

 


About Antoine Martin (Ph.D.)?

Antoine Martin Think ImpactI am an Impact Thinking advocate and strategist. My journey with Impact began in Hong Kong in 2018 when I was tasked with developing an Impact strategy for academics.

Since then, I have developed a framework for Impact Thinking and coached academics, entrepreneurs and business teams on what Impact strategies can bring to their projects. I regularly write, speak and consult on the topic, please get in touch for more information!

 

Boosting your Education Business with Impact Thinking

Boosting your Education Business with Impact Thinking

What if you could boost your education business with some Impact Thinking? Running an education business is a real challenge for entrepreneurs. Whether we like it or not, it requires reconciling profitability and knowledge transfer through the delivery of invaluable value. And that requires a lot of Impactful Thinking. The question is, how do you turn a business-as-usual education model into an innovative value proposition?

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Unlocking Creativity? They remembered ‘Impact’!

Unlocking Creativity They remembered 'Impact'!

I didn’t plan this, it just happened. It started as a business talk where I explored mindsets and processes for unclocking creativity. Except that the discussion shifted and, in the end, all the attendance remembered was ‘Impact’. And it happened again, and again. In fact, the more I talk about the idea of Impact Thinking, and the more people pick it up.

In this article, I am telling you the story of that surprising talk. But be careful. It might give you some food for thought!


The story you are about to read started with a talk I gave in Hong Kong in early 2019. The event took place in a co-working space which invited me to talk about strategies for supporting creativity and innovation (i.e. unlocking creativity) to a few entrepreneurs.

I went there with my friend Philippe from Business Talents Asia, who coaches entrepreneurs and executives for a living. We both prepared our share of the discussion and got into the room, where we started talking to a small group of focused participants.

The talk went great. The attendance was receptive and participated very enthusiastically, which made the moment very constructive and enjoyable. Overall, everything worked as expected.

Well, nearly everything.

At the end of the session, we asked everyone in the room to write down a couple of keywords they would remember. We wanted to know if our talk would help them with unlocking creativity, whether personally or in relation to their business.

We expected them to tell us about business mindsets and process-building because, well, the talk had been structured around these topics. But they didn’t. Their responses were unanimous: Impact, Impact, and Impact.

And the best part is, it happened again, and again.

In this article, I am writing about how the word ‘Impact’ seems to be perceived and about why it makes a difference when approached strategically. With a little bit of luck, it will give you some ideas too!

Unlocking creativity and innovation requires a Mindset and a Process.

The starting point of a talk is always a question provided by the host. In our case, the purpose was to give the audience some food for thought as to ‘how to unlock infinite creativity and innovation’. I know, quite a program…

Considering our respective (and converging) expertise, Philippe and I decided to focus on one main idea, i.e. that unlocking creativity and innovation requires a mindset and a process.

Business Mindset.

For the first half of the talk, Philippe discussed the idea that, in the same way that running a business implies developing a business mindset, unlocking creativity was about building a way to think differently.

Thinking differently is important when it comes to creativity, and the best example of that is probably Apple. At some point ‘Think Different’ used to be the brand’s tagline and we all know what that mindset helped creating in terms of technological innovation over the past two decades. From computers to music players and phones, chances are that Apple was THE driver of technology as we know it.

Except that, over the past years, Apple has been focused on building flagship stores that people want to visit more than on developing innovative tech that people want to buy.

Yes, of course, new phones come up regularly… But how innovative are they compared to others?

As of today, it looks like Apple somehow depends on real estate to keep attracting clients. Said differently, the mindset is gone, and the idea of thinking differently has led the tech giant to become a great shopping mall architect.

Market strategy-thinking.

A solution to unlocking creativity is to think in terms of positioning and competition removal. There are various ideas to explore here.

Start with niche-ing yourself, for instance. Having a niche is the best way for a business to attract a focused and demanding clientele willing to pay for something unique. So by thinking in terms of differentiation and uniqueness you potentially have a creative boulevard ahead of you.

Another idea is to try and create better value for the client. Not by reducing the price or by giving more, no. But by thinking in terms of what the competition does in excess and in terms of what the competition misses. This is what Kim and Mauborgne – the authors of Blue Ocean Strategy, in case you wondered – call the Value Curve, and it looks like something similar to that:

blue ocean strategy

The X axis represents the various features offered by the competition, while the Y axis illustrates quantities. Here, as you can see, the competition offers a lot of elements 1-4 but very little of elements 5-6. And, because the value propositions are strictly similar, the prices are low.

The green curve, by contrast, got rid of the common 1-4 elements and focuses on what the competitors don’t provide. With that comes uniqueness, obviously. And a higher price.

In sum, to unleash unlimited creativity and innovation, the key is to figure out what to increase, what to decrease, what to delete and what to create. When you do that, chances are that you’ll come up with ideas that others never had, and that you will have access to markets only available to the most creative minds.

Process integration.

Turning creativity into a mindset has two major interests. One, it creates opportunities you never thought existed. Two, a business focused around a creative mindset has unrivaled tools to create a common language for a team, which in turn can unleash more and more innovation.

But in reality, having a mindset is not enough. Having a mindset – whether it is a business mindset or a creative mindset – is just a basis. You need more!

What you really need to unleash innovation is a process designed to push every team member to think in terms of change and improvement whatever they do.

One element here is to have a creative agenda, a funny and misleading term (I illustrated it with a colorful pinky girly diary during the presentation) which is nothing but a synonym for creative strategy. Simply put: what do you want to achieve? By when? how do you plan on getting there?

Another element is therefore to build a system for permanent testing and measuring. Or, said differently, a process.

You can try and innovate all you want, but if you don’t follow a formal process which forces you to question your creativity at all times, from creation to testing and measuring, then how can you expect results?

The answer to that is simple. You can’t.

The idea I decided to test: integrating Impact Thinking into the equation.

And then came a third idea that I decided to include in the talk, to test and measure the reactivity of the audience. That idea is what I call Impact Thinking.

Integrating Impact Thinking into the “unlocking creativity” equation was a deliberate test for me, but I needed to find out whether people could be reactive to a talk based strongly on an Impact concept they didn’t know anything about. Eventually, the only way to get a clear idea was to take a risk, so I went all in.

Introducing Impact Thinking.

Of course, the first step for me was to introduce the concept of Impact Thinking to the audience. The idea will sound obvious, but basically, it is a matter of saying that you should try and think in terms of what you can change and improve for a specific audience.

The point is interesting because it forces you to think in terms of change. First, identifying the status quo, the reasons behind it and the ways to possibly alter it. Second, thinking in terms of problem, in terms of beneficiary and in terms of cause. Third, thinking in terms of Wanted Impact.

And that changes the equation in many regards.

From Value Curve to Impact Thinking.

I mentioned earlier that Blue-Ocean ways of thinking about value creation are a great way to build products that nobody else has, if you remember.

But what I realized was that talking in terms of Impact Thinking was a brutal way to make your value curve dramatically different.

While entrepreneurs may have difficulties to think in terms of value curve – because it requires to think really differently, with concepts you rarely know – adding a notion of impact in the discussion often makes your value curve jump.

Take the above curve for instance, and imagine that it describes a tech product of some sort, with many competitors and a usually low market price. All the competitors are on the same line, pretty much, and we are looking for a way to get our own value curve at a very different level… without really knowing where to start.

Now, let’s introduce some Impact Thinking into the graph by adding a ‘Wanted Impact’ into the curve.

To illustrate, imagine that you are Steve Jobs and that you are looking for a way to get rid of competition on the Walkman market. The goal is to unlock creativity, but it is also to create a revolutionary product that people will need.

After some heavy brainstorming, you come to the conclusion that your wanted Impact is to revolutionize music equipment by turning music devices into unlimited music databases (as compared to the former equipment which could store a couple of hours of music at most).

As soon as this Impact is introduced into the value curve, the product is immediately out of reach for competitors. The Walkman could store an hour of music? The iPhone promised to store millions. The maths are easy to do!

The new product is immediately disruptive. Its originality increases and so does its traction capacity – which actually rockets. In the end, competition diminishes drastically, but the acceptable price is massive compared to the competition. Why? Because people are now happy to pay more for something which exponentially increases their perceived value (and doesn’t exist anywhere else).

Said differently? Adding a dose of Impact Thinking is the best way to work on unlocking creativity. It will rock your world.

Unlocking Creativity = Building a Christmas Tree.

Now, of course, the idea of Impact Thinking does not stop there, and part of the talk brought us back to the importance of building strategies. And I mean, Impactful Strategies.

Again, thinking in terms of Impact creates a massive leap forward because it creates an opportunity to start from the end.

When one knows the Impact they want to achieve ultimately, or the results they want to reach, they can start planning ahead. Planning then gives a variety of tools, which can all be calibrated depending on the wanted Impact.

For instance? Well… What message are you going to communicate? How is that message helping you to get to your wanted Impact? How does it inspire people and push them to contribute? Next? What resources do you need to find? What efforts do you need to make? What actions do you need to plan?

In short, in the same way that a tree only becomes a Christmas Tree after you have put your heart into it, Impact thinking is a magic way to help you think ahead and plan whatever you plan on doing. I call that my ‘Build a Christmas Tree’ approach to making an Impact.

Impact - Build a christmas tree 2

So, in the end, they remembered Impact, Impact, and Impact again.

After an hour and a half of talking about unlocking creativity and innovation with an Impact flavor, Philippe and I ended the talk and invited the participants to enter into a discussion with each other.

But before doing that we asked the audience to fill in a simple feedback form. This form contained several elements, the main of which were a list of keywords and a short impact assessment.

For the keywords, some of our guests remembered ‘mindset’ whilst others remembered ‘process’. But all of them remembered Impact. Then we asked whether the talk was likely (or not!) to change their approach to doing business.

The feedback was unanimous: Impact Thinking would make a difference into the way our guests approached creativity.

This was rather a surprise. The talk was a test and, again, my goal was to verify the hypothesis I had formulated that people might be interested in the concept of Impact Thinking. Well, I was wrong. The participants didn’t feel interested. They felt caught and hooked by it.

After the session, they kept talking about it. One participant – expert in career coaching – told me how my approach to Impact matched her personal approach to life. Another participant who had spent twenty years in the advertising industry explained that, regrettably, his job had been to focus on meaningless communication when it should have focused on Impact, Impact, and Impact.

It happened again, and again.

In short, we went there to talk about creativity and innovation as a mindset, and all they remembered was Impact. This story is interesting because it suggests that there is, after all, another way of doing business and of building Impactful Strategies. But it is also interesting because this story keeps happening to me.

Impactful Strategies for the education industry.

A couple of weeks ago I had an opportunity to talk at another event. In Hong Kong again, but this time on business strategies for the education industry.

The idea was interesting but rather vague, so I gave a call to the organizer and asked what the expectations were. I gave her the example of the creativity and innovation talk, and we talked about our options. After twenty minutes she came up with a new proposition: “why don’t we change the event topic to… Building Impactful Strategies for the Education Industry? This is what we had in mind all the way down, but we just couldn’t formulate it!”

Researchers too.

Whilst I use talks and discussions with entrepreneurs to test my Impact Thinking concepts, let’s not forget that I work in a Law Faculty, where I head the Impact strategy dynamic. And the interesting is, the same happened there as well.

With the help of Design Thinking experts, I organized an Impact Thinking workshop with a colleague of mine. Again, the hypothesis I had made was that we would manage to make him realize the potential of using Impact Thinking when planning research projects traditionally affected by enormous internal and external constraints which, let’s be frank, tend to spoil the fun.

After two hours of workshop masterfully conducted by Youssef (our facilitator), the feedback arrived, abrupt and enthusiastic: Impact Thinking is a memorable tool, and it made me realize how easily I could turn research into an Impactful product relevant to stakeholders I had never thought about before.

Or, said differently, Impact Thinking means partners, cash, support, and an opportunity to change the world. Even for researchers normally not interested in doing business.

How Impactful are you?

I won’t go into more details and examples here, suffice it to say that my Impact Thinking concepts now echo to businesses and institutions in various places.

The question, really, becomes to find out where you stand on the Impact side of things.

Have you considered whether a dose of Impact Thinking could change someone’s life? Yours, maybe? What if Impact Thinking created an opportunity to reconsider the way a product, service or organization works? What if Impact Thinking gave you an opportunity to create more cohesion in a team by creating a common language between people?

Think about it and let me know!

 


About Antoine Martin (Ph.D.)?

Antoine Martin Think ImpactI am an Impact Thinking advocate and strategist. My journey with Impact began in Hong Kong in 2018 when I was tasked with developing an Impact strategy for academics.

Since then, I have developed a framework for Impact Thinking and coached academics, entrepreneurs and business teams on what Impact strategies can bring to their projects. I regularly write, speak and consult on the topic, please get in touch for more information!

 

 

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