HEInnovate: Shaping the Future of Higher Education Together

HEInnovate, an initiative of the European Commission and OECD, helps Higher Education Institutions become more entrepreneurial, innovative, and future-ready.

It offers a complete framework for change — guiding you from reflection to action. With HEInnovate, your university can assess its current position, design action plans, and access practical resources to turn ideas into impact.

Understand where you are today. Decide where you want to be tomorrow. Take concrete steps to get there.

Launched by the European Commission in partnership with the OECD, HEInnovate has supported institutions since 2013. As one of the Erasmus+ programme tools, it is embedded in EU policy and funding initiatives, making it a trusted starting point for transformation.

HEInnovate helps higher education institutions:

Understand where they stand and where to go next

Get a clear, evidence-based picture of your institution’s innovation and entrepreneurship capacity across eight key dimensions.

Use the self-assessment to identify your strengths, reveal blind spots, and build a shared understanding of your starting point.

🧭 Benefit: You move from intuition to insight — with data that drives informed decisions.

Build alignment and a shared vision

HEInnovate brings together perspectives from leadership, staff, students, and partners to create a common language for change.

It enables discussion on what entrepreneurship means in each context and helps establish shared priorities.

🤝 Benefit: Transformation becomes a collective journey owned by your whole community.

Turn insight into action

Move from reflection to results using practical tools such as Action Cards, case studies and planning templates.

Design initiatives, set goals and assign responsibilities to create a strategic roadmap tailored to your vision.

🚀 Benefit: Turn ideas into implementation, with guidance at every step.

Connect to European funding opportunities

Use your results to shape an Innovation Vision Action Plan (IVAP) and link to EU programmes such as the EIT HEI Initiative.

Access funding, partnerships, and a European community of peers pursuing the same goals.

🌍 Benefit: Scale your impact beyond your campus – connecting local change to Europe’s innovation ecosystem.

The tool is confidential, available in all EU languages, and open to all types of Higher Education Institutions. Results are delivered instantly, along with tailored learning resources and access to a community of experts.

Your HEInnovate Journey

The steps below guide you through the features and content of HEInnovate. By clicking on the carousel, you will gain an overview of how to use HEInnovate for an individual or group self-assessment.

Before you begin, take some time to explore the tool. Understand what
it offers, how the self-assessment works, and what kinds of resources
are available. This step helps you feel prepared and confident before starting the main process.​

Recommended resources:

  • User Stories - See how other institutions have used HEInnovate to guide change
  • Case Studies - Discover good practices in innovation and entrepreneurship across the 8 dimensions
  • Description of the 8 Dimensions - Understand the dimensions that HEInnovate assesses
  • Guidance Notes - Review detailed explanations of each statement in the self-assessment to better understand what you are evaluating
Discover — Learn about the tool

Start your journey with the HEInnovate self-assessment. Create a group, invite colleagues, and gather perspectives from across your institution on the 8 key dimensions of innovation and entrepreneurship.


When everyone in your group completes their assessment, HEInnovate automatically aggregates the results — showing where opinions align and where they differ. This shared evidence base becomes the foundation for your next discussions and decisions.

Recommended resources:

Reflect — Assess your institution

Once your results are ready, bring people together to explore what they mean. Organise a workshop or discussion to ask: Why do these results look the way they do? Identify underlying causes, discuss differences, and agree on priorities for change.


You can invite representatives from each group that completed the self-assessment, or hold a smaller session — whatever fits your context.
This step helps your community build shared understanding, ownership, and commitment to action.

Recommended resources:

  • Workshop Guide - Ready-to-use materials for group sessions
  • User Stories - Examples of how institutions have used HEInnovate to engage their communities
Engage — Discuss with your community

With insights and alignment in place, it’s time to design your strategic roadmap for change. Use HEInnovate’s Action Cards, planning templates, and case studies to decide what to do next.

Action Cards offer tailored recommendations and ideas based on your results, while templates help you translate them into concrete steps.

Recommended resources:

Plan — Design actions and set goals

Now, put your plans into motion. Launch new initiatives, strengthen collaboration, and build capacity for entrepreneurship and innovation across your institution.

You can also use your HEInnovate Action Plan as the foundation for
an Innovation Vision Action Plan (IVAP) — eligible for EIT HEI Initiative funding, which offers access to European partnerships and networks.
And remember — transformation is ongoing.


Revisit HEInnovate regularly to repeat the self-assessment, reflect on progress, and update your action plan for continuous improvement.

Act — Implement, monitor, and learn
HEInnovate in numbers
33.9K Self-assessments
taken
2.1K Higher-Education Institutions participated
34.6K Users
registered
2.9K Groups on the site
created

Explore What Makes an Institution Innovative: the Eight Dimensions of HEInnovate

Explore the eight dimensions of HEInnovate by completing the self-assessment. Under eight dimensions, there are 38 statements to consider in relation to your institution. 

Leadership and Governance

Entrepreneurial leadership and accountable governance are crucial to developing an entrepreneurial and innovative culture within an HEI. Such leadership defines entrepreneurship as a strategic priority and takes entrepreneurial and innovative practices from one-off experiment to an integrated approach that is core to how the HEI undertakes teaching, research and knowledge exchange.

  1. Entrepreneurship and innovation are a major part of the HEI’s strategy. Read More
  2. Leadership of the HEI demonstrates entrepreneurial attitude and competences that drive institutional change. Read More
  3. There is a structure/system for coordinating and integrating entrepreneurial activities across the HEI to facilitate the implementation of the institutional entrepreneurial agenda.
    Read More
  4. The HEI encourages and supports faculties, departments, units, teams and individuals to act entrepreneurially. Read More
  5. The HEI is a driving force for entrepreneurship and innovation in regional, social, community development and addressing societal challenges. Read More

Organisational Capacity: People, Resources, Incentives and Rewards

The organisational capacity of an HEI drives its ability to deliver on its entrepreneurial strategy. If an HEI is committed to carrying out entrepreneurial activities to support its strategic objectives, then key resources such as people, funding and investments, expertise and knowledge, reward and incentive systems need to be in place to sustain and grow its capacity for entrepreneurship and innovation.

  1. Entrepreneurship and innovation are supported by the institutional culture and sustainable funding. Read More
  2. Building new relationships and synergies are fostered by supportive institutional policies. Read More
  3. The HEI engages, recruits and promotes individuals with entrepreneurial attitudes, behaviour and experience. Read More
  4. The HEI invests in staff training and development to support its entrepreneurial and innovative agenda. Read More
  5. Rewards, incentives and recognition in career progression are given to staff who actively support the entrepreneurial and innovative agenda of the HEI.
    Read More

Entrepreneurial Teaching and Learning

Entrepreneurial teaching and learning involve exploring pedagogies, practices and flexible learning pathways to stimulate entrepreneurial mindsets in an inclusive and sustainable way. While the idea of creating a start-up remains a powerful and versatile pedagogical tool, entrepreneurship education is not just learning about how to transform an idea into a sustainable business. It is also about being exposed to entrepreneurial experiences and acquiring the skills and competences for developing an entrepreneurial mindset and equipping students to be able to contribute to addressing challenging issues such as sustainability and the UN Sustainable Development Goals (SDGs).

  1. The HEI provides diverse formal learning opportunities including the use of flexible learning pathways to develop entrepreneurial mindsets and competences. Read More
  2. The HEI provides a wide range of informal learning opportunities and experiences to stimulate the development of entrepreneurial mindsets and competences. Read More
  3. The HEI validates and assesses entrepreneurial learning outcomes and impacts. Read More
  4. The HEI co-designs and delivers a curriculum with external stakeholders which responds to societal challenges. Read More
  5. Results of entrepreneurship research are integrated into teaching and learning activities. Read More

Preparing and Supporting Entrepreneurs

HEIs can help students, graduates and staff consider starting a business as a career option. At the outset it is important to help individuals reflect on the commercial, social, environmental, and lifestyle objectives related to their entrepreneurial aspirations and intentions. For those who decide to proceed to start a business, or other type of venture, targeted assistance can then be offered in generating, evaluating and acting upon the idea, building the skills necessary for successful entrepreneurship, and importantly finding relevant team members and getting access to appropriate finance and effective networks. In offering such support, an HEI should ideally act as part of a wider business support ecosystem rather than operating in isolation.

  1. The HEI increases awareness of entrepreneurship and stimulates the entrepreneurial intentions of students, graduates and staff to start-up a business or venture. Read More
  2. The HEI supports its students, graduates and staff in starting, running and growing a business or new venture. Read More
  3. Mentoring and other forms of personal and entrepreneurial project development are offered. Read More
  4. The HEI offers or facilitates access to business incubation, acceleration, and financing. Read More
  5. Global challenges are reflected in the HEI's entrepreneurial initiatives.
    Read More

Digital Transformation and Capability

HEIs are already deploying digital technologies, however the uptake and integration varies among and within institutions. HEIs should make the most out of the opportunities presented by digital transformation and consider digital technologies as a key enabler of innovation and entrepreneurship. An HEI’s digital capability is defined as the ability to integrate, optimise and transform digital technologies to support innovation and entrepreneurship.

  1. The HEI fosters a digital culture and implements and monitors a digital strategy supporting innovation and entrepreneurship. 
    Read More
  2. The HEI invests in, manages and continuously improves a digital infrastructure that supports innovation and entrepreneurship. 
    Read More
  3. The HEI actively supports the use of digital technologies to enhance quality and equity in entrepreneurial teaching, learning and assessment. Read More
  4. The HEI actively uses open educational resources, open science and open data practices to improve the performance of the institution and increase impact on its entrepreneurial ecosystem. Read More
  5. The HEI makes full use of its digital capacity to promote sustainable and inclusive innovation and entrepreneurship. Read More

Entrepreneurial Ecosystem and Networks

An entrepreneurial and innovative HEI proactively connects with its ecosystem (intended as an array of interlinked actors pooling skills and resources to pursue a common goal) to deliver social, cultural and economic benefits. The capacity to connect with entrepreneurial ecosystems and networks represents an important catalyst for organisational innovation in the HEI. It also helps the advancement of teaching and research, and transforms the HEI into an important actor in regional development and issues related to territorial cohesion.

  1. The HEI creates effective collaboration and enhances synergies with its entrepreneurial ecosystem and networks. Read More
  2. The HEI is an active partner in developing and implementing local and regional entrepreneurial and innovation strategies. Read More
  3. The HEI has strong links with incubators, accelerators, science parks and other external initiatives supporting the development of a sustainable entrepreneurial ecosystem. Read More
  4. The HEI integrates research, education and knowledge exchange to build resilient communities. Read More

The Internationalised Institution

A sustainable entrepreneurial HEI integrates internationalisation into the design and delivery of education, research, and knowledge exchange by introducing new questions, approaches and alternative ways of thinking. Through considering international societal challenges, including the UN SDGs, the entrepreneurial HEI is also better equipped to support its ecosystem.

  1. The HEI reflects on global trends, societal and ecological challenges in its entrepreneurial agenda. Read More
  2. The HEI explicitly supports inclusive and sustainable forms of mobility of its staff and students. Read More
  3. The HEI's entrepreneurial agenda contributes to global and social cohesion, mitigation of climate change and the HEI carbon neutrality. Read More
  4. The HEI engages in deep transnational cooperation with other European HEIs. The HEI places European cooperation at the core of its strategy and considers it as a driver for creativity and innovation. Read More
  5. The HEI pursues international engagement across all its activities: teaching, research and knowledge exchange to deliver impact at local, regional, national and international levels. Read More

Impact of the Entrepreneurial HEI

Entrepreneurial and innovative higher education institutions need to understand the impact of the changes they bring about. The entrepreneurial HEI combines institutional self-perception, external reflection and an evidence-based approach.  An HEI that monitors the impact of all activities connected to the entrepreneurial and innovation agenda generates valuable information and data to be used to improve its own performance. Metrics should span beyond spin-off creation, the volume and quality of intellectual property generation and research income generation. Assessment activities should focus also on graduate entrepreneurship, skills and competence development, teaching and learning outcomes, talent retention, contribution to global, national and local economic development or the impact of the institution’s broader entrepreneurial agenda.

  1. The impact of the HEI’s entrepreneurial activities is regularly assessed across all its activities. Read More
  2. The HEI assesses the impact of its entrepreneurial agenda with key performance indicators, narratives and dedicated assessment tools. Read More
  3. The performance indicators allow for comparisons with other national or international peers. Read More
  4. The learning generated from the assessment of impact drives the further development of the entrepreneurial and innovation activities of the HEI to enhance its future impact. Read More

News & Events

Read the latest HEInnovate news and see our upcoming events. You can also sign up
to our news and newsletter to receive notifications and updates from the HEInnovate community.

Upcoming Events

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Learn from other universities

You can view and download case studies that showcase different institutional approaches and practices along the eight dimensions of HEInnovate, and user stories about the experiences of various HEIs undertaking the HEInnovate assessment.

  • Case studies

The European Bioeconomy University (EBU) is an alliance of eight higher education institutions (HEIs) with a dedicated focus on the bioeconomy. The institutions are from different European countries: Austria, France, Germany, Finland, Italy, the Netherlands, Poland and Sweden. The bioeconomy is that part of the economy that is concerned with the production and manufacturing of biological resources or with providing related services. In the project Fostering Entrepreneurship for the Bioeconomy (FOEBE) from 2020 to 2023, the EBU trained Master students from bioeconomy study programmes in...

  • Case studies

The University of Antwerp (UAntwerp) has entrepreneurship as an explicit educational priority. It is a member of the Young Universities for the Future of Europe European University Alliance (YUFE). The University sees an urgent need to reform doctoral education to deliver more entrepreneurial graduates equipped with open science competences and to open new career opportunities for doctoral candidates. UAntwerp coordinated a European project entitled “Developing and Implementing hands-on training on Open Science and Open Innovation for Early Career Researchers” (DIOSI). In this project...

Expert Group

The expert group is an important driving force behind taking HEInnovate forward. In this section you can read the profiles of our experts and contact them.

An enthusiastic user of HEInnovate, Barbara Gabriel has already implemented it twice in the Department of Mechanical Engineering of the University of Aveiro with two distinct target groups. HEInnovate is the catalyst for change and for several...

Oto Hudec has a background in statistical and evaluation methods and has almost 20 years of experience in the management of education and development at the Faculty of Economics. At the same time, he also works as a head of the Institute of Regional...

Alessio is a Full Professor of Agribusiness, Rural Development and Branding at the Department of Agriculture, Food and Environment of the University of Pisa. His professional experience includes coordinating several Erasmus+ funded projects ( The...