Post on 05-Oct-2020
transcript
1
Sigrid Johannisse, manager innovation programs high tech systems, Ministry of Economic Affairs/ SenterNovem, the Netherlands
Open innovation in an international context: the Holst Centre and Point One
2
Open Innovation models in the Netherlands
1. Policy Context
2. The Holst centre
3. Innovation program Point One
3
1. Policy context
Drivers of Open Innovation
• R&D costs grow faster than revenues due to increased
complexity/ multi disciplinarity.
• Increasing global competition has shortened time to market
forcing companies to innovate more rapidly.
So: sharing cost, knowledge and networks has become a necessity.
A need for different models of innovation for industry is evident.
Matching public instruments are required.
But how? Three guiding principles Dutch Policy:
1. Specialization / front runner position based on developed
strenghts is essential.
2. Innovation is more than R&D: SME policy, human capital.
Programmatic vs project orientated policy.
3. Clear commitment from industry
4
2. Holst Centre
Open Innovation Centre for Autonomous Microsystems and Systems-in-Foil
5
Holst Centre
• Joint centre of TNO (4500 fte, Netherlands) and IMEC (1300 fte, Belgium)
• Created in 2005, co-funded by government and industry
• Critical mass: 120 + 60 fte in 2007; 220 + 100 fte planned in
2010
• Ambition: Internationally recognized institute on 2 innovative
technology fields with significant market potential
• Partnering worldwide and employing 18 nationalities
6
Holst Centre: Concept
• Creating generic technologies, time to market 3..10 years
• Partnering with industry and universities
• Open innovation through precompetitive shared programs
• Results are shared between partners
• Starting in our own „back yard‟ but with international ambition
Wireless Autonomous Transducer Solutions
Systemsin
Foil
Technology Integration
© Holst Centre
7
• HTC initiated by Philips, now housing >50 companies
• Growing from 5000 to 8000 researchers
• Sharing of lab facilities (www.miplaza.com)
• New Open Innovation Research Centres (such as Holst Centre)
Open Innovation at High-Tech Campus Eindhoven
Materials Analysis
Electronic
measurement
Thin Film
clean room
OLED Device
Processing
Reliability lab
Photonics
cleanroom
Electronic
Prototyping
8000 m2 cleanroom
Equipment
Engineering
Life Sciences
facilities
EMC lab
Holst
R2R lab
Holst
Offices
8
Open Innovation through Shared Programs
• Creating focus and mass: Collaboration of industrial partners at level of technology programs within the two program lines
• Not one size fits all: Several “tailormade” ways of cooperation possible according to needs and position in value chain, including matching IP-models
• Strategic cooperation: demand driven programs are defined together- Not an addition of singular interest, but of shared interests and technological challenges- Based on mutually identified trends and developments
• Pre- competitiveness as key succesfactor: creating opportunities; No specific applications as a goal, but finding solutions for challenges together
• Open programs: no fixed consortia, but open entry for new partners with added value
• Half yearly update of roadmaps through partner meetings
• Holst / government: accountability for key performance indicators
9
A Key Component: Industrial Residents
• Employed by the industrial partners of Holst
Centre
• Taking part in the research programs at Holst
Centre
• Enabling fast transfer of results to industrial
partners
• When co-inventing, industrial partner becomes
co-owner of IP
10
IP Model Enabling “Open Innovation”
• R&D on generic technologies
• Industry value chain, universities and research organizations
brought together under a single roof
1. Participation fee: non-exclusive right of use
2. Co-inventing by Industrial Residents: co-ownership of IP
3. Exclusive Programs: exclusive IP
11
Industrial Partnerships
12
3. Innovation programs
13
Innovation program Point One
• Started 2006 – 2009 (€54 million)• + 2007 - 2011: € 135 m. for international
cooperation Eureka / JTI’s• 2008 – 2011: new claim under construction• Total investment in HTS field: 2004 – 2010 €
750 million
International
instruments
(ITEA/MEDEA
IS WBSO
Point One
Holst Centre
Telematica
Institute
IOPESI
NanoNed
GigaPort
Freeband
MicroNed
14
Instruments for all innovative
companies
Innovation
Programs
General terms and conditions
Instruments for Innovation
15
Programs
in operation
Survey
Current situation innovationprograms
Programs
under construction
Point-One
Food & Nutrition Delta Watertechnology
Automotive Maritime
Life Sciences & Health
MaterialsChemistry/Polymers
Logistics ICT & Services
Space / Geo-informatics
Creative industry
16
PROGRAM criteria
• Focussed vision and ambition with coherent strategic
agenda (no compilation of loose projects)
• Internationally outstanding
• Based on (scientific) strengths
• Commitment of industry/ key players
• Accesible and transparant process
• Integrated approach: involving sme‟s, human capital, etc.
• Clear economic targets (export, R&D, start ups )
17
Could include (not limitative)
• Grants
• Feasibility studies
• Vouchers
• Brokerages (national and International)
• Changing legislation
• Trade missions
• Knowledge transfer activities
• Education (vocational training)
• Stimulation of spin-off companies
• Joint research institutes
• Exchange of researchers
• R & D subsidies
• …
Public Incentives
18
Developing programs
Trend watch &
stimulation of
innovative ideas
Finding areas with
growth potential
Look for dynamics
Continuous
process
Focus
Facilitate
stakeholders in
forming potential
key business areas
What are the
opportunities and
where can we co-
operate?
Vision & strategy
development
Facilitate
stakeholders in
developing a vision
and strategic
agenda
Shared vision and
strategic agenda
Suggestions from the
field for areas with
growth potential
Proposals from the
field for coherent
areas with growth
potential
Proposals from
the field for
innovation themes
Decision level 1:
Key business
area with growth
potential?
Seen from an
international
perspective
Yes Yes
NoNo
Decision level 2:
KBA?
Does this area
meet the criteria
for an innovation
theme?
KBA’s that
move on to the
programme
process
19
Programme
development
Development of
programmes within
innovation themes
Innovation
programme
Programme
implementation
Development of
projects within
programmes
Project proposals
Project
implementation
Implementation of
projects within
innovation
programme
Innovation projects
Proposals from the field
for programmes
Decision level 4:
Innovation
project?
Does the project
qualify for financial
support?
Yes
NoNo
Yes
Innovation themes
from vision and
strategy trajectory
Decision level 3:
Innovation
programme?
Does programme
qualify for financial
support?
Developing programs
20
Point One activity lines
Strategic Research initiatives I
Knowledge interaction
SME development
IV
III
IIP1
I. Strategic Research initiatives
R&D cooperation.
Strategic research agenda
II. Open innovation institutes
Knowledge transfer and valorization, such as Holst & ESI
III. Knowledge interaction between industry
& academia
Demand oriented Academic research curricula, student and
personnel exchange
SME development
QLTC, IP, VC fund, opening international markets, yellow
pagesTotal industry R&D investment: 5,500 Million €
Open innovation institutes
0. Strategic Innovation Mgt
Agenda; branding & governance
21
Dresden
Crolles/
Grenoble
Nijmegen/
Eindhoven/
Leuven
•Thousands of
jobs created
•Large indirect
impact on
local economies
•Local networks
with SMEs and
Universities
European R&D ecosystems
… our potential is excellent
22
A fruitful tradition of cooperation …
MEDEA+ status 2001-2008 (running and finished projects)
23
Point One; the first year
1/3 of 300
companies involved
in P1
60 parties invest €110 mln
in projects
Strategische Research
Agenda
Human Capital roadmap
MKB roadmap
24
Expectations: Point-One community
0 10 20 30 40 50 60 70 80
%
Source: Survey (green bars) and interviews (red bars) among P1 companies. Technopolis analysis. 2007
Access to new personel
Acquire new supplier relations
International visibility
Reduce time-to-market
Acquire new international contacts
Access to government subsidies for R&D
Acquire new (R&D) relations with other companies
Acquire new relations with knowledge institutes
Strategic cooperation and networking
Indentify new market possibilities
Acquire new knowledge/technologies