The ultimate aim of an entrepreneurial HEI is to embed innovation and entrepreneurship into the organisational DNA so that they become part of the organisation´s culture and its values, policies, structures and practices. Once entrepreneurship has become a part of the organisational DNA, reflected in everyday practices and the ‘way things are done’, there may no longer be the need for visible and tangible structures. However, in the short and medium-term, visibility – both inside and outside looking – will be important to expand the levels of engagement and support for the entrepreneurial agenda.

There are different models that help secure and coordinate the diversity of inputs from within an institution to support the implementation of the entrepreneurial agenda. Importantly, the model should take into account existing relationships, coordinate across departments, faculties and other units, and avoid the duplication of work both inside the HEI and within the surrounding entrepreneurial ecosystem. The existing models can be grouped into three main types:

• The first type is characterised by its close links to senior management, often in the form of a dedicated unit, which is part of the rector's or the vice rector's office, and tasked with overseeing the entrepreneurial agenda
• The second type includes coordination mechanisms, linked to specific professors who have entrepreneurship in their title or a chair on, or related to, entrepreneurship
• Finally, a model, which is followed by an increasing number of higher education institutions, is the establishment of an entrepreneurship centre, which promotes easy access and visibility inside and outside the organisation

Whichever model is employed, there should be clear objectives set for the implementation of the entrepreneurial agenda with measurable targets to evaluate success, and related accountability.