Stanford Triple Helix Conference presentation

8/6/2019 Stanford Triple Helix Conference presentation

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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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2 Jari Kuusisto & Martin Meyer

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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Jari Kuusisto and Martin Meyer 9

User-driven Competence CentreKey characteristics


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10 Jari Kuusisto & Martin Meyer Jari Kuusisto & Martin Meyer 10

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

Stanford Triple Helix Conference presentation

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