Post on 07-Apr-2018
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Jari Kuusisto and Martin Meyer 1
Nordic Competence Centres asHybrid Research Environments
Prof. Jari Kuusisto & Prof. Martin Meyer University of Sussex
11-14 July 2011Triple Helix IX International Conference
Stanford University,Stanford, California 94305, USA
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Introduction
Evolving nature of R&D activities Significant changes have taken place over the recent years Important one is evolving interface between science and industry There is also a shift from pure technology development towards product-
service based solutions
The raise of Open and User Innovation paradigm The scope and nature of innovation activities has become much broader There are many new sources of innovation, new actors and objectives
that R&D management needs to tackle New research and innovation environments are emerging , they aim to
make research more user-relevant and tend to operate in an open
innovation mode
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Hybrid research organisations
User-driven competence centres can be seen as primeexamples of hybrid research organisations
They seek to facilitate needs-driven basic research in what has becomeknown as Pasteurs quadrant.
Increasingly this type of research is performed in a context that reachesbeyond typical academic or industrial labs, and can best be characterizedas hybrid environments.
This research provides insights from a study of Nordicuser-driven competence centres
Study was commissioned by the Nordic Council of Ministers / NICE
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Outline of the research
Research questions What is the structure of the User Driven Competence Centre (UDCC) like? What types of processes are required in the development and
management of UDCC? What are the key activities of the UDCC? How the evaluation and monitoring of UDCC can be organised?
Research data Literature and policy documents Personal semi-structured interviews in 5 countries 12 high level experts and competence centre staff
Analysis
Literature review and policy document analysis Qualitative analysis of interview material, data triangulation
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Developingunderstanding onusers needs
New researchmethods that providein-depth understandingon user needs
Business driven R&D&I
User-driven innova7on
Users as R&D&Iactors and resources
New level ofInterac8on givesUsers more power &responsibili8esin the R&D&I process
User innova7ons andtheir commercializa7on
Users develop innova8ons fortheir own purposes;this provides businesses withnew ideas and commercial
opportuni8esKuusisto, 2009
User-driven - what it means?
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Joint innova7onprojects
- Commercializa8on ofinnova8ons developedby users
- User generated content- Pla orms that supportuser innova8on
Open R&D andinnova7on process
- U8lisa8on of internaland external resources
- Sophis8cated userneeds analysis
- Ethnography- User communi8esand social media
Tradi7onal R&D process
- Internal R&D&I- Tradi8onal marketresearch
- Product and technologyfocus
User innova7ons
- Users developinnova8ons for theirown needs
- U8lisa8on of s8ckyinforma8on
Producersopera7onalmode
User centric
Product andproduc8on
centric
Users rolePassive Ac8ve
Evolving R&D activities
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Competence centres Hybrid research organization
Industry Universities
Public sector
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User-driven Competence CentreKey characteristics
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Priori8sed development areas given broad focus areas Broad framework for user driven R&D&I ac8vi8es
C o n n e c 8 n g w i t h w i d e r s o c i e t y a n d S M E s
K n o w l e d g e d i s s e m i n a 8 o n a c 8 v i 8 e s
Recruitment of industry and academia Leading edge businesses and research performers
Organising of structure and key processes Assisted but user driven organisa8on of R&D&I ac8vi8es
Recruitment of key personnel Small team of high calibre individuals
Research programme development Joint development efforts between academia and industry
Research programme and proposals for funding agencies Internal and external research performers draX proposals for funding bodies
Go / No Go decisions for research projects Research programme kick off, and / or development of new proposals
Monitoring and external evalua8ons of ac8vi8es Feed back and development of Competence Centre ac8vi8es
Setting up a hybrid organization
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Emergent Innovation Environments
Competence Centres portray diversity of approaches In terms of their structures
Separate legal entity University institute
Virtual network Size and scope of research activities Resources in terms of
Budget and personnel Position and influence in the national innovation system
National flagship organisations Limited piloting activities
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Emergent Innovation Environments II
Strive towards user orientation varies significantly Some Centres adopted well tested approaches moving beyond traditional
R&D Yet they are still hosted by universities and research institutes and
very focused on a given area of science and technology
Others seek to create genuinely new environments for user orientedinnovation Research and innovation activities are coordinated by third entity,
e.g. a publicly listed company, in which industrial partners,universities and research institutes are shareholders
Companies as users - rather than researchers - set the researchagenda
Their mission to bring about industrial renewal and breakthroughinnovations
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SHOKStrategic Centre
of ExcellenceFinland
GTS Ins8tutesDenmark
VINNExcellence Centres
SwedenSFI/CRICentresNorwayCOE
Iceland
Scope of
topics
User needs orienta8onScience push
Broad rangeoftopics
Topicalfocus
Mode of innova7on
Mapping of competence centres
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Competence centres - value added
Clarifies the division of labour:a. Basic research is science for the sake of scienceb. Competence centre is a platform for strategic needs driven basic
research andc. Business R&D&I aims at results that can be brought on the markets
User involvement and close cooperation with theresearch community
d. Secures needs driven (market pull) character of research programmese. Better relevance of the researchf. Can lead into faster lead times from research to markets
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Competence centres - value added
Can significantly cut down fragmentation typical of R&D&I projects -> benefits the industry
Competence centres positioning as national flagships They bring together in the same organisational setting leading
businesses and top research organizations
Public funding Secures status as pre-commercial research aiming at
commercialized outcomes in 5-10 years time The key role of public funding is to act a catalyst, it is not the
cause itself
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Strategic Centres of Excellence in Finland
Forest cluster: Forestcluster Ltd Information and communication industry and services:
TIVIT Ltd Metal products and mechanical engineering: FIMECC Ltd Energy and the environment: CLEEN Ltd Built environment innovations: RYM Ltd Health and well-being: SalWe Ltd