Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels How can a CRIS add Value for an Innovative...
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Transcript of Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels How can a CRIS add Value for an Innovative...
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
How can a CRIS add Value for an Innovative Organization?
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Academic research (15 yr): Biomedical, NL, USA, F, B, many different grants and working with industrial partners
Industry experience (8 yr): Biotech/pharma, Research Management, contracts, IP, licensing, partnerships/ merger, investments
International Research Management: Biotech/Pharma, EARMA + RIMS
Personal Background:
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
EARMA is the leading association of research managers and administrators across Europe. EARMA sets the highest standards for research management and administration.
A not-for-profit organisation from members for members.
E
European
A
Association of
R
Research
MManagers and
A Administrators
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
How can a CRIS add Value for an Innovative Organization?
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
1. Characteristics of an Innovative Organization?2. What is recognized as Added Value?3. role of a CRIS and Who are
the users and stakeholders?
Let’s start with a couple of questions:
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
•A- To find new resources and partners•B- To Manage existing resources and projects•C- To reach out/ disseminate: use and exploit
Value creation through:
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
•Knows its strategic goals, but is responsive to changing needs (where is the market)•Monitors its output efficiency (cost-benefit)•Using maximum of its internal + external resources (management) •Adaptive way of solving problems: innovation in both products as well as processes•Innovative in presenting its results/products to a wide stakeholder group
SOME Characteristics of an Innovative Organization?
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
1. assess the market or get better access to it2. Achieving a better operational efficiency3. Improving your management4. Developing or getting access to innovative products
and/or processes5. Increase your impact through a wide stakeholder
group=> NOTE: some of these are intimately linked to
each other or to your partners and rarely you can do it alone !
So: where is the Added Value?
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
commercial organizations may focus on this, butthe same is true for public organizations
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
- Role of University: Classical Humboldt model vs Enterpreneurial model
-mergers between Universities and Technikons
-strategic choices on 3rd stream money, new collaboration models/ partnership conditions
-Role University in economical development: at which level: regional or national?
-R=>D=>Growth: is it possible? If so, what to do, to make it happen in your place?
Changing role of Universities: need more professional management !
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
FP5 => FP6 => FP7:
from thematic interventions (FP5)to project oriented (FP6)to program oriented funding (FP7):
+> fighting fragmentation in Europe+> integrating relevant stakeholders
(in the field: Biotech + new IT infrastr.=> Bioinformatics; Air/ Space/automotive: shared infrastructures)
(new: virtual networks, less location based, GéANT !)
Example: European Framework Program funding:
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
1 -more complex technologies => knowledge of different disciplines
2 -more staff have now a higher level of specialization
3 1+2 => multidisciplinary teams required
4 -more stringent external requirements (e.g. safety and environmental regulations)
5 -above all: the sheer size of large projects, with exponentially increasing costs
More changes, also internally:
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Focus down on Research Management and CRIS’s:
• Which Information would be needed by whom?• and used for What? (purpose?) =>• Where do we want to stand 10 years from now?
1. Projects/ Programs2. Organizations3. People4. Results5. Resources
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
ProceduresOrganizationNegotiation Overviews
Reports
Administrative-driven, not value-driven:
•Research Management (e.g. HRM) •Map External Financing (3rd stream funds)•Map of Research Project partners•Resource management•Administration of research output of Institute•Liaison between Departments/Divisions
Classical information in Research administration:
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Outside a project:
-Government creates the context (incentives vs barriers) -The Institute creates the possibility (operational - Labs)-Regulatory Authorities set the rules-Funding sources provide the means-Higher Educ Inst provide the peopleAll need to understand the environment and have access to the right information
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
• Research Project Coordination:– Bus Dev aspects (external interface, legal)– Contracts/Reports (internal interface, Finance,
Legal, IPM)– Resource Administration (finance + personnel)
• Funding:– Help/support grants (writing, submission,
negotiation)– Administration/Follow up (external + internal
reporting)– Help/support Project management (PMO)
Roles of Research Management Office
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
How can we get more out of this?example: the life of an EU project
What do you need to know when:• You prepare your proposal idea• Develop your consortium• Negotiating a contract• Manage the project/resources• Manage the output: its exploitation-impact !
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Internal InfoCompet. Intelli. Proposal Implement
projectClosureValorisation
People interact
Management
Finance
Contracts
Negotiation
Project
Strategy Dev
Conversion
I II III IV
Selection Opport.
Grantsmanship
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
1- strategic level: top Executive level sets the Mission - focus for Institute: do we get a mandate to do this?
2- information level: what has been done already (state of the art)3- w/ whom to partner and why, competition? 4- what can we do ourselves and for what do we need a partner?5- is it important?: impact assessment
First decisions to prepare for an Innovative project:
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Planning:1- where to get funding ? Specific Requirements?2- project proposal preparation3- agree on project management, 4- Resource management (capacity?)5- agree on Knowledge Management, KTransfer, IPR 6- scenarios: what if….?
Next decisions to prepare an Innovative project:
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Negotiation: 1- contract management2- feedback to Executive management
Project Management:1- manage finances and resources (space,
infrastructure)2- manage people (timesheets, promotions)3- connect data sources for joint research?4- consortium communication levels5- monitor results: reporting6- Knowledge Management, KTransfer, IPR7- (milestone) decisions: changing directions
Managing an Innovative project:
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Individual Project Decisions at different stages:• Start:
– Description, project unique ID (number, acronym), entry dbase
• Definition:– Feasibility phase, budget, work plan, partners, contracts,
funding
• Go/no-go decision:– Proof of principle achieved, market, risk/benefit evaluation,
resources available
• Milestones:– Continue, increase/ decrease resources
• Valorization:– Licensing, spin-off projects, new development project
• Termination:– Reporting, contract liabilities
Individual Project Life Cycle:
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
How to do Project Management in a large project?
Source: Accenture Analysis, 2001
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Budget Resource Planning: MATRIX
DPT 1
small Projects/ Dept. Activities
‘Large’ Projects
DPT 2
DPT 3
…
DEPARTMENT Budget / Expenses
PR
OJE
CT
Bu
dg
et /
Exp
ense
s
Proj 1 Proj 3Proj 2 Proj 4
TOTALS:
Functional budgets
TOTALS:
Project budgets
Other
53 €
24 €
15 € 12 € 10 €
32 € 4 € 6 €
18 € 1 € 2 €
3 € 9 €
33 €
29 €
34 €
87 €
17 € 22 €
20 €
55 €
RMO
113 €
41 €
106 €
111 €
100 €
103 €
FIN
173 €
Project Leaders
Dep
artm
ent
Head
s
Expenses not related to projects
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Use and Exploitation:
1- what did we develop: the project output?2- who should know about it?(reporting, dissemination, new stakeholders)3- who could use the results? 4- Can the results be exploited in other ways (new partners, industry, new projects, internal learning) 5- IPR, contracts, licensing, liabilities, etc
Final decisions to close an Innovative project:
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
ClinicalValid.
TargetID
LeadDiscovery
Regula-tory
Automated ChemicalSynthesis
Formulation
B2B Reagent Exchange
Formulation &Manufacturing
Clinical Validation
GlobalSubmission
Diagnostics &Monitoring
Patient Recruitment
Protocol Planning &Management
Dri-Science Technology
Chemi-informatics
Bioinformatics
Predictive Modeling
Hardware/ASP
HardwareInfrastructure
Network
Data Management
Privacy and Security
Predictive Modeling and Rational Design
Novel BiologicsDesign
Bioinformatics
Contract Discovery
HTS andCombi-Chem
Population Genomics DBs
Functional Genomics DBs
Genome Information Network
Toxicogenomics DBs
Metabonomics DBs
Due to the proliferation of information in the discovery space, the new R&D business model will evolve to become
a virtual network of coordinated service providers
Virtual R&D
Source: Accenture Analysis, 2001
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Bgr: Robot technology + IT platform + new assay developed w/ public funding + IPR generated
1) implemented in Drug discovery (High Throughput Screening few million compounds)
2) transformed into commercial diagnostic platform (new market and new partners !!)
Use 2: knowledge base on viral characteristics in patients => proprietary position in market
Use 1: feedback into redesign of drug candidates + better control in Clinical Trials => unique competitive advantage
Challenges: sheer size, heterogeneity dbases, privacy towards patients (2) and partners (1)
Practical example of multilayer comm. use:
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
But how to do this in a virtual network of coordinated service providers?
Source: Accenture Analysis, 2001
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
PhenotypicPhenotypicDatabaseDatabase
GenotypicGenotypicDatabaseDatabase
Understanding HIV Drug resistance is the key to new drugs
UHTS UHTS PhenotypingPhenotyping
Treatment monitoring
tools
New Drugs
BioinformaticsBioinformatics
GenomicsGenomics
Drug Targets
Pharmacogenomics enginePharmacogenomics engine
DrugDrugDiscovery & Discovery &
DevelopmentDevelopment
PlatformsPlatforms
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
•A- To find new resources and partners•B- To Manage existing resources and projects•C- To reach out/ disseminate: use and exploit
Value creation through:
•A- Innovation in use of resources and partners•B- Innovation in management•C- Innovation in dissemination & exploitation
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Thank you for your attention !Thank you for your attention !
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
existing IPR and project results (what’s new, is it worth it, who else is working on this)- patents, contracts, competitive intelligence, literature
partnerships/ consortia (can we do this together)- conferences, partner search, (experts), IRC, etc
funding possibilities (who’ll pay)- national, FP6, other funding bodies, corporate, VC
project/ program planning (what can we do)- legal regulations, quality control, communication ! - internal data, partner data, compability of formats !
resource mngmt (which resources are available)- Human, instruments/ equipment, infrastructure
dissemination
(who uses results, transfer of knowledge, how to protect yourself/ who has access / who are competitors)
€ = BONUS, not the goal !
Research Management Information needs: (for both Policy Decision maker as a RM)
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
• the future of Europe – wealth creation and quality of life – is predicated on R&D (research and development) ;
• without R&D information the research policy decision makers cannot guide, manage and evaluate the R&D and its output;
• at present R&D information is distributed and heterogeneous
• it is necessary to make accessible the information under a homogeneous user interface
• the homogeneity can be provided by technologies utilising CERIF (Common European Research Information Format)
Statement euroCRIS seminar Sept’03:
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Individual Project Life Cycle:PHASE A
Project definition
PHASE B
Feasibility phase
PHASE C
Execution phase
PHASE D
Prototype or
Development
RE
PO
RT
SD
EC
ISIO
N
LE
VE
L
Project info sheet + ID
Steering committee
Project Progress Reports
FULL Project proposal
Resources Planning
Executive management
or Termination Report
GO/NO-GO GO/NO-GO
Legal/IPM Business Dev.
Development Project Team
Research
Project Team
Idea Box
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
1- strategic level: top Executive level sets the Mission2- information level: w/ whom to partner and why, what to do
3- project proposal preparation4- project management, Resource management5- Knowledge Management, KTransfer, IPR 6- afterwards: feedback into Research and
Education
First decisions to prepare for an Innovative project: