Prof. Elena Bou 10 Dic. 2012
Designing and Implementing a «KIC»: Learnings from our Experience
© Copyright 2012 ESADE
Index
1.
2.
3.
Introduction- The EIT framework
Putting the Concept into Practice
Our experience: designing a KIC
4. The result: KIC InnoEnergy
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5. Final Considerations
introduction
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The EU creates the European Institute for Innovation and Technology to bridge the “innovation gap” in Europe
introduction
> Knowledge triangle (education‐research‐innovation).
Better coordination is needed
> EIT (European Institute of Innovation and Technology).
• “To be the catalyst for a step change in the European Community’s innovation capacity and impact”
The EU creates the European Institute for Innovation and Technology to bridge the “innovation gap” in Europe
Hitos de ESADE en el Proyecto2007‐2009 Proyecto SUCCESS
Dec, 2009 Winners of the call‐ KIC InnoEnergy
2010 Kick‐off. Start‐up Creation
Dec, 2010 KIC InnoEnergy, SE‐ legally constituted
2011 Starts operations
July, 2011 KIC InnoEnergy‐Iberia, SL. ‐ constituted
“To be the catalyst for a step change in the European Community’s innovation capacity and impact”
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putting the concept into practice
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Putting the concept into “practice”
> Study conducted: Literature, Questionnaire (62 collaborations in the Energy & climate field) and 4 deep case study of best practices
> From the practical field: Initial implementations of knowledge triangle have been rather unsuccessful:
o Collaborations between INDUSTRY‐UNIVERSITY show little results (e.g. Chan et. al, 2008)
o Unsuccessful results due to unclear roles of the three actors. Change of behaviors are needed (e.g. Razak and Saad, 2007; Dodgson et al. 2008)
o Barriers coming from insufficient commitment and internal preparedness by the participating organizations (Saad, 2004)
o Successful joint research but rare joint patent applications (e.g. Liua, 2008)
o Importance of geographical proximity // face‐to‐face // trust (e.g. Mohannak, 2007; Cantner & Graf, 2006; Batenburg & Rutten, 2003))
o Incentives should change in order to support SMEs
o Different results according to sectors (e.g. biotechnology vs. ICT organizations) and countries
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Putting the concept into “practice”(2): at a micro level
Purpose and Objectives
MembershipGovernance
ModelOperational Process
ResultsKnowledgeTransfer
Preparation Implementation Outcomes & Sustainability
Little time devote it to this phase Crucial Phase
Incoherent design (no connection with Preparation phase) No model‐fits‐all
New skills and processes needed Broad span of results: identity (internal); effectiveness; impact (ext.)
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Our challenge:
how to design an integrative and
sustainable KIC in the energy field?
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our experience:key challenges in the
design phase
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Challenge 1: Integrative Objectives
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Challenge 1: Integrative Objectives
innovation
education research
• Strategic objectives Targets BSC
• Specific Outcomes:• Educational Programmes• Patents• Spin‐off companies• New products/services
•KIC: business plan roles & objectives
+ Motivation: institutions, people© Copyright 2012 ESADE
Challenge 2: Partners commitment & Preparation
> Trust is needed …
> It was built on existing collaborations
> Complementarity: innovation chain actors // technical and
social sciences (BS)
> Pilot Test: working on a common project helped to create a
community and to reduce distance
> EiT rules: financial scheme & long term collaboration
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Challenge 3: Governance
“looking for AUTONOMY, EFFICIENCY and
UNITY without killing DIVERSITY and CREATIVITY”
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Modelo de Gobernanza: Aspectos a considerar
• Características de los socios (número, grado de diversidad, tipología etc.)
• Sistema de Financiación (público, privada, etc.)
• Objetivos concretos / grado de integración / gestión del conocimiento
• Resultados / Éxito
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Modelo de Gobernanza
• Teniendo en cuenta que:• el número de participantes era alto y con gran
diversidad• el grado de confianza medio• el consenso en cuanto a objetivos moderado• y la necesidad de competencias de «red» era alto
…. Se decidió por un modelo de gobernanza tipo NAO (Network Administrative Organization)
… lo que implicaba: alto grado de orientación a resultados, estabilidad y la necesidad de ganarse la legitimidad interna y externamente….
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KIC STRUCTURE CONCEPT
Universities
Firm
s
Research Cen
tres
KIC ManagerExecutive Directors
Region 1 Region 2 Region 3 Region 4
Universities
Firm
s
Research Cen
tres
Universities
Firm
s
Research Cen
tres
Universities
Firm
s
Research Cen
tresProject
Manager 1
Project Manager 2
Project Manager 3
Steering Committee
© Copyright 2012 ESADE
KIC STRUCTURE CONCEPT
Universities
Firm
s
Research Cen
tres
KIC Manager
Universities
Firm
s
Research Cen
tres
Universities
Firm
s
Research Cen
tres
Universities
Firm
s
Research Cen
tresProject
Manager 1
Project Manager 2
Project Manager 3
Steering Committee
Flexibility // Cognitive proximity
Division labor &integration
Region 1 Region 2 Region 3 Region 4
•Size•BroadImplementation•Geographical proximity
Executive Directors
NAO
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Challenge 4: Management
Coming together is a beginning,Keeping together is progress,
Working together is success(Henry Ford)
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Challenge 4: Managing the KIC
> Managing Diversity: • Collaborative Leader • Brokering Mechanisms • Units to support the KIC (learning
and network competencies)
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The result:KIC InnoEnergy
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The leading engine forinnovation and entrepreneurship
in Sustainable Energy
KIC InnoEnergy – A Strong Complementary Partnership of top European players with a proven
track record
3
• 11 empresas 10 centros de investigación 14 universidades
• 31% socios industriales
• >50% actores clave en energía en Europa
• Cubriendo el mixenergético
• Potente impacto en el triángulo del conocimiento
• Fuerte conexión con gobiernos nacionales y capital riesgo
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Objectives to be fulfilled by any KIC InnoEnergy activity
1. Decrease energy cost(€) [In all the value chain]2. Increase Security [Autonomy, Operational]3. Reduce green house gas emissions
How: Three integrated workstreams in 6 thematic fields, delivering 3 type of “products”
1. Education => MSc, PhD & LLL specialized in thematic fields, entrepreneurship & management2. Innovation Projects => Marketable technology product and services3. Business Creation => Nurturing entrepreneurship (start-ups, …) to become business
KIC InnoEnergy mission and objectives: contributing to EU Energy challenge
Output oriented Human capital is the corner stone© Copyright 2012 Kic Innoenergy
KIC InnoEnergy – A Strong Complementary Partnership of top European players with a proven
track record
3
• 11 empresas 10 centros de investigación 14 universidades
• 31% isociosindustriales
• >50% actores clave en energía en Europa
• Cubriendo el mixenergético
• Potente impacto en el triángulo del conocimiento
• Fuerte conexión con gobiernos nacionales y capital riesgo
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4
KIC InnoEnergy will bring innovation to the whole energy‐mix coherent with the SET Plan
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Partnership
Governance:
Partnership, governance and operations
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Only industry heavy involvement and leadership legitimizes us
Presence in partnership (from 14 in 2010 to 55 in 2011 to 98 in 2012)
Partnership, governance and operations (3/3)
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KIC Governance & operational structure
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KIC INNOENERGY, S.E. (Knowledge and Innovation Community)
Sociedad Europea
GPA (General Partnership Agreement) - Addenda, GA (Grand Agreement ) General AssemblyConsejo Administración, Consejo de Vigilancia (Supervisory Board)CEO: Diego PaviaFull Parner:• 1 acción (10.000 €)•100.000 €/año• 900.000 € en especies
KIC INNOENERGY IBERIA SL - Cluster Iberia (CC Iberia)Sociedad Limitada (KIC 51% capital y votos)
Shareholders AgreementConsejo Administración, Junta General, Consejo TécnicoCEO: Mikel LasaFormal partners: ESADE, UPC, Gas Natural, IREC, Instituto Superior Técnico Lisboa, Associate Partners: Tecnalia, Iberdrola EDP, CiematPartner:• 1 acción (600 €)• Consejo de Administración• Aprox. 4,5% como accionista
EC/ DGEACEIT (European Institute of Innovation & Technology)
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KIC Scoreboard: PROCESS- OUTPUT- IMPACT
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Processes
Partnership, governance and operationsIt is a company: Run by executives
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food 4 thought…
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• What who how?• Open to all but….
• Not for everybody,• And not for everything
• Partner’s perspective: • unexpected, demanding, able to cope with
uncertainty, long term strategy…• New products, better products + new capacities
• KIC perspective:• Gobernance is the key («no technological innovation»)
• Independent and proffessional executive team
Prof. Elena Bou‐ Dpto. Operaciones e Innovació[email protected]