Designing Infrastructure for Open Innovation 2.0 in European Research Networks

Open Innovation 2.0
The evaluation of the first implementation
of Open Innovation 2.0

Jeroen Klijs – www.chainsmanagers.com

11/15/2013

1

Assignment:
Design a valorisation
infrastructure for a European
innovation network
The example of the
IDECAT Network of Excellence


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2

IDECAT NoE (Case 2)
Aim:

Set up a sustainable research structure (~EIT) for the
European catalysis sector

Partners:

37 academic laboratories over 12 European Countries
Network of Excellence: best researchers of Europe in
Catalysis
2 Nobel Laureates
CNRS, NRSC-C, CSIC, University of Southampton, CNR,
KU Leuven, MPG, EPFL, …

My position:

Associate research and education (Eindhoven,
Strasbourg, Southampton)
WP12: Technology Transfer to the industry


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Catalysis is …
A catalyst is…
•Think of the catalyst under a car
•Yeast is a catalyst used to brew beer
•A catalyst is a substance that influences a chemical reaction, in
order to:
o
o
o

Reduce waste
Lower energy consumption
Make new medicine possible

An animated introduction to catalysis
http://www.youtube.com/user/proftromp/videos

Catalysis as an enabling technology

•European catalyst market: 1.500 million € / year
•80 per cent of all chemical industrial processes use catalysts
•EU chemical industry: 1.400.000 million € / year

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Assignment
•

The European Commission has set the following aims:
o One European market, also for research
o There is a belief that Europe should move towards Open Innovation
• I will explain this in the next slide
o A target for growth and jobs
• Innovation driven economy (Why an innovation economy? Why 3%?)
• Academia-industry collaboration

•

Your target is to
o Design infrastructure that benefits Informatics Europe, IDECAT or a similar
network
o While making Europe the most attractive continent for research and
innovation in the world… WHY?
o … by designing and implementing enhancements to Open InnovationWHY?

•

I will introduce “IDECAT” and the “open innovation” challenge in the
next slides


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Inside information on IDECAT
• IDECAT
o used to be three networks of excellence on catalysis, thus 2/3 of staff
made redundant at start
• emotional stress
o Project objectives not clear
o Professor are in the network most only for
• Research funding
• Prestige
o Notice: IDECAT budget can not be spend on research

• Participants
o
o
o
o

Do not know each other (information)
Are individualistic, as opposed to working as a group
Highly political environment (they are competitors, not colleagues)
Cultural differences


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Open Innovation by
Chesbrough
One Company
(Multinational / MNC)

Source: Chesbrough (2003)

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Open Innovation by
Chesbrough

Sell or license
for cash
(€ € €)

Patents
One Company

High Tech
Starters


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Open Innovation by
Chesbrough

Sell or license
for cash
(€ € €)

Patents
One Company

High Tech
Starters

Use cash (€ € €)
to obtain new
technologies
(patents, startups)

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Open Innovation by
Chesbrough

Sell or license
for cash
(€ € €)

Patents
One Company

High Tech
Starters

to obtain new
technologies
(patents, startups)

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Open Innovation by
One geographical region
Chesbrough
Extended city: e.g. Munich
/ Bayern, Silicon Valley
One Company

Sell or license
for cash
(€ € €)

Patents

High Tech
Starters

to obtain new
technologies
(patents, startups)

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Henry William Chesbrough
•

Used to work at Quantum
o Product development
o Marketing

•

Now Professor at Berkeley

•
•

Coined the term “Open innovation”
“Universities cannot participate in open
innovation, for as they are too slow”
(Chesbrough, 2003)

•

Open innovation
o
o
o
o

Focus on patents & start-up companies
Inside one region (extended city, Silicon Valley)
USA
ICT sector


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Your assignment
Open Innovation (Chesbrough)
•
•
•
•

•

Universities are too slow to
participate
No university-industry transfer
No interregional collaboration
Focus on patents & start-up
companies

Your assignment
•
•
•
•

o Europe focusses on research
collaborations (Verspagen,
2005)

IT sector in the USA

Note: Further research on the
above topics recommended
(Chesbrough, 2006)


You are an academic network,
…
… that has to work with industry
Integrate European research
From your experience, patents
and start-ups are not that
important

•

Chemicals sector in Europe

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The position of universities in
Open Innovation
European advances in Open Innovation
The example of the European chemicals sector


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More information about
IDECAT NoE (Case 2)
Extended
partners:

Very positive
evaluation:

Notes

IDECAT Industrial Board (IB)
35 Chief Technology Officers of multinationals in the
European Chemicals industry
Shell, BASF, TOTAL, Repsol, ENI, Sasol, …
The European Commission mentioned they felt IDECAT was
the best performing out of nearly 200 similar networks
They based this decision on our efforts for both technology
transfer to the industry and outreach
Both the academic IDECAT partners and the IDECAT IB
appreciated the knowledge infrastructure
Became European Research Institute for Catalysis A.I.S.B.L.
(ERIC) http://www.eric-aisbl.eu/


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Approach to implementing
“Open Innovation 2.0”
1. Develop the organisational structure (IDECAT
Industrial Board (IDECAT IB))
2. Research road mapping + collaborative proposals
3. Implement infrastructure to pool knowledge
resources


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Developing the organisational
structure of IDECAT
IDECAT
37 Research Institutes
/ Universities

IDECAT Industrial Board
37 Multinationals in
Chemistry

Open Innovation according to
Chesbrough (2003, 2006)
Open Innovation required for IDECAT Mission
IDECAT Industrial
Liaison Office
Support interaction to facilitate
exchange of knowledge

European Commission
Socio-Economic Environment:
- Funding (FP7)
- Legal issues

me & colleague in Valencia

11/15/2013

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Channels to Transfer Knowledge
(Bongers et al., 2003)
Bongers et al. (2003) did an inventory of all possible channels to transfer knowledge
1.
2.
3.
4.
5.
6.
7.
8.

Sharing of facilities
Cooperation in education
Contract research
Publications
Conferences
Mobility of people
Informal contacts
Cooperation in R&D

9.
Patents
10. Spin-offs and
entrepreneurship

Open Innovation according to
Chesbrough (2003, 2006)

Open Innovation required for IDECAT Mission
“Open Innovation 2.0”


11/15/2013

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Start with Informal contacts
• Knowledge transfer almost always starts with this channel
• IDECAT Industrial Board formed…
• … from Chief Technology Officers known by IDECAT
researchers
35 Chief Technology Officers of multinationals in the European Chemicals
industry
Shell, BASF, TOTAL, Repsol, ENI, Sasol, …

• Academia-Industry Research Roadmap developed and
implemented


11/15/2013

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Collaborative Research is next
• Cooperation in R&D

Acedemia-Industry

o Universities supply ideas, companies market
o Precompetitive research: Capacity building in EU

• Publications

Acedemia-Academia

o Papers with multinational authors well perceived

• Sharing of facilities
o Booklet: Information on experimental equipment “from
Software to Synchrotron”
Acedemia-Academia-Industry

• Academia-industry collaboration
• Collaboration in-between European regions
• Participants believe in the collaborative system


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+

20

Last, all other channels for
knowledge transfer are developed
These channels support collaborative research that
was set up just before (which is why these channels
for knowledge transfer come last)
• Education: Set up European PhD & MSc
• European world-leading conference on catalysis
• Mobility of researchers
o Visits to other universities
o IDECAT Recruitment Service

• Contract research: Industrial Board buys research
from academia and start-up companies
• Event to broker Patents and High-tech starters to
the Industrial Board

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The resulting structure for
“Open Innovation 2.0” at IDECAT
Chesbroug:
One Company

IDEA

MARKET
11/15/2013

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(precompetitive)
Collaborative Research
• 37 MNCs
• 37 Research
institutes / universities
(idea side)

IDEA

MARKET
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Multiple geographical
regions in Europe
(precompetitive)
• 37 MNCs
• 37 Research
(idea side)

IDEA

MARKET
11/15/2013

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Patents and licensing
Multiple geographical
regions in Europe
(precompetitive)
• 37 MNCs
• 37 Research
(idea side)
• high tech starters (SME)
Collaboration in education

(OPEN)
IDEA

High tech starters

Contract research

Mobility of
people

MARKET
(CLOSED) 11/15/2013

25

Conclusion


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Key research findings
•

Answers to research recommended by Chesbrough (2006):
o
o
o
o

Open Innovation outside USA: EU
inter-regional collaboration works
transfer of knowledge beyond patents and start-ups (Bongers, 2003)
University-Industry links can work


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Benefits to IDECAT partners
•

Both industrial and academic partners in IDECAT have access to a
set of tools that allow them to access knowledge throughout Europe
o Supportive when writing research grants
• Curie ITN: Recruitment service
• Dissemination section
• Partner search (small companies, analytics, modelling)
o A company that wants to develop an innovative product
• Has access to knowledge resources previously unavailable (lack of
information)
• Can reduce development cost
o Promotional value
• European Commission called IDECAT the best performing Network of
Excellence out of nearly 200 similar networks


11/15/2013

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References
Bongers, F., Hertog, P. den, Vandeberg, R., & Segers, J. (2003, October). Naar een
meetlat voor wisselwerking: Verkenning van de mogelijkheden voor meting van
kennisuitwisseling tussen publieke kennisinstellingen en
bedrijven/maatschappelijke organisaties [Towards the measurement of
interaction: Exploration of the possibilities for measuring technology exchange
between public research institutions and companies/social organisations] (Final
report to AWT). Dialogic, Utrecht: The Advisory Council for Science and
Technology Policy (AWT).
Chesbrough, H.W. (2003). Open Innovation.
Chesbrough, H. W., Vanhaverbeke, W., & West, J. (2006). Open innovation:
Researching a new paradigm. Oxford, UK: Oxford University Press.


11/15/2013

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Questions?
• Would such a system benefit Informatics Europe?

?

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Chains Managers
Supporting academics and companies
to accelerate knowledge transfer


11/15/2013

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Challenges and solution to
implement Open Innovation 2.0
Challenges

•

Neutral ground is a benefit to
avoid:
o
o

•
•
•

Discussion within a university on dealing
with IP developed at the university
Discussion in-between universities on
which system to use

Data collection is a challenge
Investment requirements
There are additional benefits
that come with size of the pool
of knowledge


Chains Managers solutions

•

•
•

•

We offer neutral ground,
shaped in a professional
solution
We have proven experience in
collecting the data required
We enable sharing of cost for
development and
maintenance over multiple
users
We offer one central solution

11/15/2013

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Chains Managers – Our team
Jeroen Klijs
•Educated in chemical process engineering, in Technical
Innovation Sciences, and in Technology Policy
•Knowledge transfer expert with several previous positions in
that area
•Specialized in the development of infrastructure that
supports the commercialization of knowledge

Maarten Swemmer
•Educated in Human Computer Interaction: user centered
design
•Worked on best in class content management processes
and corresponding business implementation
•IT generalist with experience in online marketing, online tool
development and (integration in) complex IT landscapes


11/15/2013

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Chains Managers
Interested? For information, questions, or an
introduction to our tool, do contact us.
Jeroen Klijs Msc
Jeroen.Klijs@ChainsManagers.com
www.chainsmanagers.com

Supporting both academics and companies to
accelerate knowledge transfer


11/15/2013

34

Designing Infrastructure for Open Innovation 2.0 in European Research Networks

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