This presentation focuses on "edupreneurship" within the health and medical sector, particularly its relevance and integration into the curriculum at the Faculty of Medicine, Airlangga University. The speaker addresses the traditional view of entrepreneurship as solely profit-driven and argues for a broader definition, specifically "socio-medico entrepreneurship," which incorporates social value, innovation, creativity, and ethical considerations. The presentation highlights the Satria Airlangga floating hospital ship as a prime example of this concept, demonstrating how an entrepreneurial spirit enabled a traditional vessel to provide medical services to remote areas, relying on volunteerism, CSR funding, and innovative problem-solving. The speaker emphasizes the importance of developing entrepreneurial soft skills (leadership, communication, risk-taking, time management) in medical graduates, shifting the ideal from a "five-star" to a "seven-star" doctor who is also a researcher and agent of development/change/health promotion. The perceived ethical conflict of teaching entrepreneurship in medicine is discussed, advocating for a mindset shift towards innovation and social impact rather than just profit. The need for a stronger entrepreneurial ecosystem in Indonesia and specific examples of medical innovations are also touched upon.
Edupreneurship in the Medical Field: Fostering Innovation and Social Impact
0:06 Edupreneurship in Health/Medical Field: The presentation introduces the concept of "edupreneurship" applied to the health and medical sector, particularly in the context of medical education at Airlangga University.
0:54 The Satria Airlangga Floating Hospital: A key example is presented β a traditional ship transformed into a floating hospital, built in Galengsong, Makassar. Despite initial pessimism regarding its feasibility and funding needs (estimated 6 billion IDR for the ship, 400 million for engine/navigation), it became operational.
3:21 Social Impact and Sustainability: The ship has operated for four years, serving remote areas, assisting in disaster relief (e.g., Majene, Mamuju, NTT cyclone), and mobilizing activities like blood donation. Its sustainability relies heavily on the entrepreneurial spirit of those involved, volunteers, and significant CSR funding (moving 45 islands/destinations, involving 1600 volunteers, 2492 staff, treating over 1014 patients/1500 patient contacts).
5:26 Entrepreneurship Beyond Profit: The speaker argues that entrepreneurship is not always solely about profit. Social and non-profit business units are also forms of entrepreneurship.
5:42 Entrepreneurship and National Progress: A strong entrepreneurial spirit among citizens is crucial for national economic progress and prosperity, citing China as an example with government support. Developed countries generally have a much higher percentage of entrepreneurs than Indonesia (Indonesia 1.56%, America 12%, Singapore 7%, Japan 10%).
8:28 Social Piety: Developing an entrepreneurial spirit allows individuals, including doctors, to create opportunities (e.g., opening a hospital creates jobs) and provide benefits to the community, which is described as "social piety."
10:28 Evolution of the Doctor Standard: The standard for doctors is shifting from a "five-star doctor" (caregiver, leader, decision-maker, manager, communicator) to a "seven-star doctor" (adding researcher, piety/faith, agent of development, change, and health promotion). Entrepreneurship skills are identified as necessary for this evolution.
11:59 Integrating Entrepreneurship into Medical Curriculum: Airlangga University is developing a curriculum that includes entrepreneurship, specifically tailored for medical students, despite initial ethical questions from senior colleagues who traditionally associate it with unethical profit-seeking.
13:37 Socio-Medico Entrepreneurship: To address ethical concerns and align with the social soul of the medical field, the proposed curriculum focuses on "Socio-medico entrepreneurship," which is entrepreneurship based on medical and social needs, guided by ethics.
14:05 Top Entrepreneurial Universities: Examples of world universities recognized for entrepreneurship include Stanford, Harvard, UC Berkeley, NYU, University of Pennsylvania, and MIT, with hope for Airlangga to join them.
14:42 Definition of Entrepreneurship: It involves applying creativity and innovation, finding opportunities from problems, taking calculated risks, and creating value. Innovation and creativity are the core.
18:01 Example Innovation (Hospital): The speaker shares his experience building a mother and child hospital in Surabaya 10-11 years ago, differentiating it by promoting breastfeeding over formula milk, even implementing early initiation of breastfeeding in the operating room when it was considered impossible.
19:16 Cultivating the Entrepreneurial Mindset: Key steps include dreaming, thinking differently, reflecting on problems to find solutions, discussing ideas often, and continuously learning.
22:06 Traits of an Entrepreneur: Confidence, optimism, commitment, discipline, responsibility, achievement motive, active/agile initiative, statistics/calculation skills, courage to take risks, leadership, resilience, liking challenges. Risk-taking should be calculated, not reckless.
23:50 Soft Skills Training: The entrepreneurship curriculum aims to train essential soft skills like leadership, teamwork, communication, problem-solving, and time management, which are crucial for doctors.
25:34 Doctorpreneurship: Combining the characteristics of a doctor (work ethic, careful examination, good communication, innovation, continuous learning) and an entrepreneur (ethics, creative, innovative, independent, enthusiasm for learning, organizing) leads to "doctorpreneurship."
28:17 Benefits for Doctors: Entrepreneurship offers doctors refreshment, socialization, income opportunities (including passive income), acts as a form of worship by creating jobs/giving back, expands network, and allows applying medical knowledge in diverse ways (hospitals, labs, social initiatives like the ship).
30:29 The Importance of Starting: The key takeaway is to dare to start, view failures as temporary setbacks, and learn from difficulties.
31:05 Humble Beginnings: The speaker shares a personal anecdote about starting a hospital project by looking at newspaper ads, being laughed at initially, but eventually acquiring land and expanding through gradual steps and dedicated partners.
31:48 Team Selection: Emphasizes choosing a team with the right spirit, support, and willingness to endure initial difficulties.
33:27 Challenges in Implementation: The main challenge is changing the traditional mindset, especially among seniors, who view entrepreneurship for doctors as unethical or solely profit-driven, requiring patience and rational explanation.
34:22 Obstacles: Low entrepreneurial spirit, low intervention spirit, low innovation culture, lack of understanding of entrepreneurship, and anti-entrepreneurial sentiment are identified challenges.
35:31 Complementary Skills: Learning outside the core medical field (like business from figures like Chairul Tanjung) is seen as complementing, not reducing, medical competence.
35:42 Examples of Medical Innovations: Mentions a digital uterine contraction tool, a tool/skill for hyperbilirubinemia in newborns (cheap and effective), affordable incubators for premature babies, and the ITB-developed competitive ventilator during the pandemic.
37:19 Success Through Trying: Success comes from trying and learning, building opportunities.
37:50 Message for Teachers: On National Education Day, a reminder that teachers should embrace, open minds, and touch hearts.