Technology & Innovation Centre: Closing the gap between concept and commercialisation

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Technology Strategy BoardDriving Innovation

Technology andinnovation centresClosing the gap betweenconcept and commercialisation

Strategy and implementation planMay 2011



Technology and innovation centres

02 | Technology Strategy Board

To compete success ully in tomorrow’s global knowledgeeconomy, innovation is vital. The new network o centres is

a trans ormational long-term strategic investment by the UK Government to help generate economic growth by fllinga critical gap in the UK’s national innovation landscape.It aims to accelerate business innovation by building abridge between our world-leading research base and thecompanies, large and small, which are ambitious or growthin technology-enabled markets. This is a ast-pacedinitiative with long-term beneft. Focusing on a small

number o areas, it will harness the UK’s strengths, buildcapacity and generate the critical mass needed to competee ectively in global value chains and high growth markets.

As the UK’s national innovation agency, the TechnologyStrategy Board will set up, oversee and co-ordinate thenetwork o centres as part o the wider UK innovationlandscape. Following the announcement o the programmein Autumn 2010, this document sets out our vision, strategyand plan or the centres.

The technology and innovation centres will create a newramework or long-term investment and joint working

between business and the UK research base,complementing the other programmes and resourcesavailable to stimulate innovation. We aim to trans orm theresource available to accelerate the translation o research

Closing the gap betweenconcept and commercialisationThe Technology Strategy Board is creating a new networko world-leading technology and innovation centres –a major new investment in the UK’s innovation landscape.



Closing the gap between concept and commercialisation

Technology Strategy Board | 03

into proftable products and services, and expect UK businesses o all sizes to use the centres to fnd newopportunities to accelerate – and reduce the risk o –product and service development.

There was a strong and positive response rom business

and others to the prospectus we issued in January and weare moving ahead rapidly with the technology and innovationcentres programme. Two centres are already in developmentand this document announces a third, in o shorerenewable energy – as well as identi ying the areas whichhold the most potential or urther centres in the short term.We will be discussing these with business and researchcommunities in the coming months and will make

proposals or a urther three centres ollowing this input.

We recognise that many success ul businesses are workingin areas outside the priorities we have identifed or the newcentres, and there are many other ways in which support– rom the Technology Strategy Board and others – worksto accelerate innovation. Our strategy document, Concept to Commercialisation , explains how we will continue to workwith business over the next our years to acceleratebusiness innovation across a wide range o areas.

This programme has huge potential. Together withbusiness, research and academia we are creating a vitalresource which will help to drive economic growth byclosing the gap between concept and commercialisationand enhancing innovation in specifc technology areas

or years to come.

This document explains how.

The vision ...................................... 04

Developing the concept ...... 06

The strategic plan .................. 08

Implementing the plan ........ 14

Next steps ...................................... 21

Getting involved ........................ 21

http://www.innovateuk.org/_assets/0511/technology_strategy_board_concept_to_commercialisation.pdf








The technology and innovationcentres programme representsa long-term strategic investment tocreate a trans orming innovationresource, enabling the UK toaddress market needs in key areasand compete in the global marketso tomorrow – generating growthand wealth or the UK.

The vision


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The vision

The new network o technology andinnovation centres will stimulate innovation,accelerate growth and anchor high valuedevelopment activity in the UK. It will makeworld-leading research and technologiesavailable in a way that UK businesses canengage with, in a pro essional andentrepreneurial environment. Using these

technologies and resources, business willbe able to develop new products andservices more rapidly and e ectively.

The network will build on the UK’soutstanding research capability, bothacademic and business, and provide anaccelerated path or technologies to move

rom concept towards commercialisation.

The network o centres is one part o theGovernment’s broader agenda to stimulateinnovation and growth. The TechnologyStrategy Board’s 2011-2015 strategic plan,Concept to Commercialisation eaturestechnology and innovation centres as akey element but also highlights the manyother approaches and programmes inplace and planned, working with partnersto accelerate and support businessinnovation in di erent ways.

Technology and innovation centres willprovide access to the best technicalexpertise, in rastructure, skills andequipment – resources which companies,particularly small ones, can seldom a ordalone. By providing a national ocus or jointwork between businesses and the researchbase, individual centres will create a criticalmass o activity which will bene t the entiresectors in which they operate, and beyond.

The centres will attract work andengagement rom a wide cross-sectiono industry ranging rom multinationals tosmall businesses, and will have thereputation to work closely with the bestuniversities and other technologyorganisations in the UK and internationally.They will also act as connectors, sharingexpertise between centres and acrossresearch institutions.

They will provide an innovative andentrepreneurial environment, enablingthe development o new value chainsand acilitating a variety o routes to thecommercialisation o new products,processes and services. They will haveinternational reach, connecting with othercountries’ centres o business andresearch excellence, and building aninternational reputation which will alsohelp to attract inward investment.

The programme to establish these centreswill trans orm the resource available orinnovative businesses in the long term,establish world leading capabilities or theUK and achieve global impact.

‘We will invest over £200 million in technologyand innovation centres over the next ouryears. These centres will be great or research,great or business – and they’re going to putBritain back at the top table or innovation.’

Prime Minister David Cameron, 22 October 2010







Developing the concept

The initiative to create a new UK networko technology and innovation centres,as a long-term investment in innovationand uture growth, has been taking frmshape since Autumn 2010.

Many have contributed and continue tocontribute to this thinking – leadingentrepreneurs, government departments,parliamentary committees and the wider

business and research communities whowill be instrumental in, and will beneft

rom, the centres in uture.



Developing the concept

In March 2010, the entrepreneur HermannHauser produced an infuential report,The Current and Future Role of Technology& Innovation Centres in the UK , whichidenti ed best practice rom around theworld and made a robust case orlong-term UK investment in a network otechnology and innovation centres which

would ‘deliver a step change in the UK’sability to commercialise its research’. Therationale or establishing such centres was

urther rein orced by Sir James Dyson inhis 2010 report Ingenious Britain .

In Autumn 2010 the Governmentannounced that it would invest over£200m in a network o technology andinnovation centres over the our-yearspending review period, and that theTechnology Strategy Board would bethe agency responsible or creating and

overseeing the new acilities.

In January 2011 the Technology StrategyBoard published a prospectus 1 whichproposed key principles or the newnetwork – what the centres should do,the criteria or choosing their areas owork, how they should be run and theprocess or their development.

The new plans or physical centres which

would ocus innovation and pre-commercialdevelopment caught the imagination o theUK’s researchers and businesses. Theprospectus invited views on the areas or

uture technology and innovation centres,and on the proposed management andgovernance arrangements. Over 500overwhelmingly positive responses werereceived, welcoming the proposals andsuggesting a wide range o areas or utureinvestment 2. This input rom the researchand business community has been

invaluable in complementing our ownexperts’ work to de ne the strategy ordeveloping the centres programme.

In early 2011 the House o CommonsScience and Technology Committeeconducted an enquiry into the prospects

or technology and innovation centres,seeking its evidence rom many quarters.The resulting report also stronglysupported the initiative and the thrust othe proposals in the Technology Strategy

Board’s prospectus, and made somepractical recommendations about how theprogramme should be taken orwardwhich have made a valuable contributionto the development o our plans.

As the programme develops, thecontinued involvement o researchinstitutions, business, government andother partners will be vital, both inestablishing the centres and in workingwith them, to ensure that this majoraddition to the innovation in rastructure

o the UK will achieve its purpose.

To nd out how to contribute tothe development o the technologyand innovation centres programme,see Getting involved on page 21.

1 Technology and innovation centres; a prospectus, Technology Strategy Board January 2011, www.innovateuk.org2 A summary o these responses will be available on our website at www.innovateuk.org

http://www.innovateuk.org/_assets/pdf/corporate-publications/prospectus%20v10final.pdf

http://www.innovateuk.org/_assets/pdf/corporate-publications/prospectus%20v10final.pdf





The investment o over £200mover the our years rom 2011 to 2015will enable the establishment o six centres in key areas.

Working with business, we havedeveloped a strategy or the creationo the new network.

The strategic plan



The strategic plan

Enhancing theinnovation landscapeThe new centres will bean important new elementin the UK’s innovationin rastructure and it is vitalthat they complement andenhance the existingstructures and resources.

We will ensure that they reach out to andwork e ectively with existing publicly

unded bodies such as the researchcouncils, universities and nationalmeasurement institutes, and withindependent research and technologyorganisations. The centres will work

closely with the other elements o theTechnology Strategy Board’s innovationinvestment programme, as well as withEU research and innovation support.

Across the UK there are many examples odi erent geographical groupings andphysical clusters o companies andresearch bodies which have an importantrole to play in innovation. As we examinewhere and in what technology areas toestablish a centre, we need to makechoices that will have the most potential

economic impact and be o most bene tto high-growth innovative businesses.

The new centres will occupy a distinctiveterritory. While there may be small clusterso businesses with bright ideas in aparticular area, it may be too early in termso technological development to establisha centre in that area. Equally, to justi y atechnology and innovation centre, a sectoror technology area even i well developedmust still demonstrate the potential orsubstantial growth – and or a physical

centre to make a power ul di erence to thepace o innovation.

To have the right impact centres must betimely – working in the space betweenresearch and the stage where thetechnology is part o speci c businessplans and, or example, venture capital isavailable. They must work in the spacebetween concept and commercialisation.

Technologies evolve through di erent

phases and need di erent approachesto speed them along – rom connectingcommunities around embryonic ideas,through to demonstrator projects toencourage wider take-up. There are o tenvery high barriers to the adoption o atechnology; or example the need orlong-term investment in capital acilitiesand technical expertise may be well beyondthe unding ability and appetite or risk obusinesses, especially SMEs. In suchcases, and at the right time, a technology

and innovation centre will provide apower ul resource to help businessesdevelop new products and services basedon the innovative technologies madeavailable by the centres.

I m p a c

t

o f t e c

h n o

l o g y

& i n n o v a

t i o n c e n

t r e s

TimeResearch council programmes & institutesK radical conceptsK emerging technologies

Investment in in rastructure andexpertise needed to break downbarriers and acceleratetechnology adoption

Research and technologyin rastructure established withinbusinesses, consultancies andcontract research organisations

Clusters established

Venture capital and enterprisesupport available

Establish centre

Too lateToo early

Technology Strategy Board investments

Timeless and impact





These centres orm one part o theTechnology Strategy Board’s variedprogramme o long-term support orinnovation in the UK. They will eature inthe work o relevant innovationplat orms , which ocus on helpingbusiness to address major challengesthrough innovation, and work closely with

the Knowledge Trans er Networks .They will complement and work withexisting research and developmentprogrammes, SBRI (the Small BusinessResearch Initiative), demonstrator projectsand Knowledge Trans er Partnerships which generate business and academiccollaborations.

As a long-term component o the UKinnovation in rastructure, the new centreswill need to evolve into complementaryareas as the technologies mature and the

needs o business customers shi t.

Criteria orestablishing centres

An essential part o thestrategy to establish the newnetwork is the adoption othe right criteria or assessingand prioritising options orthe ocus o uture technologyand innovation centres.

We have adopted ve speci c criteria toguide these decisions:K Are the potential global markets which

could be accessed through the centrepredicted to be worth billions o poundsper annum?

K Does the UK have world-leadingresearch capability in the area?

K Does UK business have the ability toexploit the technology and make use oincreased investment to capture asigni cant share o the value chain andembed the activity in the UK?

K Can a proposed centre in this areaenable the UK to attract and anchor theknowledge-intensive activities oglobally mobile companies and securesustainable wealth creation or the UK?

K Is a proposed centre closely alignedwith, and essential to achieve, nationalstrategic priorities?

These criteria orm the assessmentramework or the many possible ocus

areas or these centres. Using our ownexpertise and in consultation with businessand research communities, we examinewhat di erence the establishment o acentre in an area would be expected tomake, including whether alternative

methods o support would deliver resultsmore e ectively, and whether it is timelyto set one up. We also look at whetherthere is a UK business community readynow to bene t rom the work o a centre.

We will only invest in a technology andinnovation centre when the area is ripe orsuch an investment and when this is themost e ective mechanism.

The Implementing the plan section o thisdocument outlines the initial priority list opotential candidate areas or technologyand innovation centres, ollowing ourassessment.

Technology and innovation centres are justone element o our long-term support orinnovation across many critical areas inthe UK. Areas where centres are not theappropriate or timely solution may still bea key target or innovation support throughother programmes and mechanisms.

For more in ormation on the TechnologyStrategy Board’s wider approach to

innovation please see the 2011-2015 strategicplan, Concept to Commercialisation ,at www.innovateuk.org

http://www.innovateuk.org/ourstrategy/innovationplatforms.ashx


https://ktn.innovateuk.org/web/guest

http://www.innovateuk.org/deliveringinnovation/smallbusinessresearchinitiative.ashx

http://www.ktponline.org.uk/


http://www.innovateuk.org/



http://www.ktponline.org.uk/

http://www.innovateuk.org/deliveringinnovation/smallbusinessresearchinitiative.ashx

https://ktn.innovateuk.org/web/guest





The strategic plan

Funding, operationand managementThe prospectus or technologyand innovation centres set outspecifc proposals or theiroperation and management.The comments receivedendorsed the proposed modeland so our strategy will adoptthese main eatures.

Roles

A technology and innovation centre willprovide a dynamic environment in whichmulti-disciplinary teams rom a diverse

range o backgrounds can work together.The role o a centre will be to:K enhance businesses access to

leading-edge technology and expertiseK reach into the research base or

world-leading science and engineeringK undertake collaborative applied

research projects with businessK undertake contract research or businessK be strongly business- ocused with a

highly pro essional delivery ethosK create a critical mass o activity between

business and research institutionsK provide skills development at all levels.

Structure

Each centre must be nationally inclusiveand create strong links to existingexpertise and capital assets. A centre willideally be based on one location, buildinga unique capability in a single physical

acility to maintain ocus and critical mass.However, in some circumstances amulti-site centre may be appropriate – orexample where there is a clear rationale orthis in providing links to research capabilityor to customers.

Funding and operation

Centres will gain their unds rom a mix ocore Technology Strategy Boardinvestment, and competitively wonbusiness and public sector unding.The typical unding model, which may

vary through the li e o the centre, can beexpressed in simpli ed terms one-third,one-third, one-third. This means that when

ully established the centres wouldgenerate their unding roughly equally

rom three sources:K business- unded R&D contracts,

won competitivelyK collaborative applied R&D projects,

unded jointly by the public and privatesectors, also won competitively

K core public unding or long-terminvestment in in rastructure, expertiseand skills development.

Core unding or each centre is expectedto be at least £5m to £10m a year –corresponding to an annual turnovero around £20m-30m. Each centre, onceestablished, will need to attract around£10m to £15m per annum rom businessto be viable. Centres may need substantialcapital investment or equipment in order to

provide access or business to the besttechnical expertise, in rastructure and skillsthat would otherwise be outside the reacho individual companies. They will need tobe run with a commercial mindset but withany surplus being reinvested into thecentre itsel .

The Technology Strategy Board will provideeach centre with core unding under anagreement with the organisation or bodyrunning the centre. The agreement will:K provide sustainable long-term unding

generally or a minimum o ve years,with an expectation o continuing or atleast 10 years, subject to continuingsatis actory per ormance and the uture

unding environment. This will need tobe complemented by long-termbusiness support

K de ne the governance arrangements,remit and bounds or the centre

K speci y quarterly reporting requirementsagainst agreed metrics andper ormance measures and an annual

per ormance reviewK speci y aspects such as nancial

liabilities, step-in rights i appropriate,and equipment ownership





K encourage the centres to link with,and draw on the outputs o , theresearch base and other centres

K de ne the membership agreementor the network o centres covering

branding, networking communications,publicity, environmental sustainabilityand other common aspects

K outline the principles or intellectualproperty management

K require annual plans to be submittedand approved.

More detailed in ormation on all thesetopics will be made available to thoseorganisations involved in establishingcentres in particular areas.

Governance and management

A technology and innovation centre will bean independent entity, constituted on a‘not- or-pro t’ basis separately rom anyhost organisation or other major partners.Each centre will be required to establish abusiness-led Governance Board,composed o business users and expertsin the technology to steer the work o thecentre and oversee its programme o activity.

Centres should have operationalautonomy within their agreed parametersand objectives, allowing them to adapt tothe changing needs o their customersand the business base. Individual centreswill be responsible or business planningand delivery o their objectives within thecore ramework. They will also beresponsible or assets and liabilities,ownership and management o acilities,equipment and intellectual property.

The per ormance, culture and eel o anyorganisation inevitably comes down to a

ew key individuals, such as the CEO,Chair o the Board and other senior sta ,who must have the right blend oenthusiastic entrepreneurial spirit,industrial experience and knowledge othe academic base. To ensure the centresare run by highly capable, connected andcompetent individuals, we will work witheach centre to create an appropriate

ramework or the appointment o thesekey people.

This new programme requires relativelylight-touch but e ective centralmanagement to ensure that the networko centres achieves its objectives. This willinclude identi ying a range o appropriatemeasures to track the success o thecentres over time. To ensure this theTechnology Strategy Board will:

K Establish a speci c directorate withinthe Technology Strategy Board, headedby a new Executive Director, to handleits internal management responsibilities

or setting up and overseeing thetechnology and innovation centres.

K Establish an oversight committee toadvise on the establishment andrunning o the network. The committeewill act in an advisory capacity to boththe Technology Strategy Board and thetechnology and innovation centres. Its

main responsibilities will be:K to advise the Technology Strategy

Board on the strategic direction orthe centres and the establishmentand operation o the network

K to ensure robust links between thecentres and the wider innovationsystem

K to advise on uture investmentdecisions and continuity o unding

K to work with the Technology StrategyBoard on the appropriate successmeasures

K to review progress being made,including reviewing the businessand operational plans andper ormance o individual centresand reporting on the per ormanceo the network as a whole

K to champion the brand.



The strategic plan

The oversight committee will consist oindividuals with senior level experience

rom across industry, the research baseincluding the research councils, theDepartment or Business, Innovation andSkills, and the Technology Strategy Board.It will collect additional input rom othergovernment departments, UK Trade &

Investment and learned bodies. It shouldbe chaired by a senior industrialist.

We propose to invite members on apersonal basis, rather than representingcorporate interests, and despite the broadrange o interests to be represented wouldtarget no more than 6-8 members. Furtherannouncements will be made shortly.

Brand and identity

Overall, the identity o the technology andinnovation centres must be synonymouswith excellence.

The new network will have a clear andstrong corporate identity which will supportthis reputation and contribute to the

positive role they are expected to play inuture UK economic growth. Althoughoperating in di erent areas the centresshare a common vision; it will be important

or each centre to present itsel as part othis power ul network or innovation.

Developing an identity which will achievethis over time requires expert work on thetitle o the network, how it refects thevalues and aspirations, how the namingwill work in practice, and how it will bevisually represented. Views rom the

community are being taken into accountin this development work, which iscurrently under way and will be completedin the summer o 2011.

Intellectual property

Each centre will have a pro essional,planned approach to the management ointellectual property rights. The detailedapproach will vary or each technologyarea and sector but it must encouragecollaborative working. The arrangementsshould be fexible enough to be tailored tothe di erent circumstances o partnersand business users, large and small, andneed to protect existing intellectualproperty contributed to projects by boththe centre and its customers.

Centres will need to adopt a transparentand open model to draw in underpinningintellectual property rom research, andensure that new intellectual propertycreated within projects can be protectedand exploited success ully to the bene t othe centre, its customers or bothdepending on the circumstances.

The Technology Strategy Board will not, ingeneral, seek to take ownership ointellectual property created in centres.





We have confrmed and announcedthree areas in which centres will beestablished, and identifed 10 urtherareas which have the strongestpotential or uture centres.

We will be discussing these with thebusiness and research communitiesin the coming months and will bring

orward proposals or a urther three

centres in the light o this input.

Implementing the plan




The process o establishing the networko technology and innovation centresbegan in early 2011. To implement thestrategy we have developed a processwhich consists o ve key stages:K we screen technology areas which may

have potential or a centre, using thetechnology and innovation centre criteria

to identi y the strongest candidatesK we hold in-depth discussions with the

business and academic community toassess the case or a centre in that area

K we run a two-stage process to selectthe parties to run the centre and identi ykey partners

K we develop the strategic ramework andbusiness plan or the speci c centre inconjunction with selected hosts

K we then open the centre or business.

Initial areas or technologyand innovation centres

High value manu acturing

The rst con rmed technology andinnovation centre is in high value

manu acturing. Seven partners, withexpertise in di erent areas o this eld,will work together to orm the new centre.The partners are the Advanced FormingResearch Centre (based in University oStrathclyde), the Advanced Manu acturingResearch Centre (based in the Universityo She eld), the Centre or ProcessInnovation (located in Wilton andSedge eld), the Manu acturingTechnology Centre (sponsored by theuniversities o Birmingham, Loughboroughand Nottingham, and TWI Ltd), theNational Composites Centre (based inthe University o Bristol), the Nuclear

Advanced Manu acturing ResearchCentre (sponsored by the universitieso Manchester and She eld) and theWarwick Manu acturing Group (basedin the University o Warwick). Theseoperations will bring together aconsiderable asset base o leading edgeequipment and highly skilled personnel.

The new centre will provide integratedcapability and embrace all orms omanu acture using metals andcomposites, in addition to processmanu acturing technologies and bio-processing. It will draw on excellentuniversity research to accelerate thecommercialisation o new and emergingmanu acturing technologies with new andexisting port olios o partner companies.

During the initial phase to October 2011,the partners will work to:K develop a strategic ramework o

markets, industries and technologieswhich will guide the direction o thecentre. This work will be conducted inconjunction with the Institute orManu acturing, University o Cambridge

K establish the company limited byguarantee which will operate the centreand the legal ramework within whichthe individual partners will operate

K put in place the supporting legalagreements

K start recruitment o key personnelK agree a business plan and establish the

grant unding mechanism.

The centre in high value manu acturing isexpected to be operating by October 2011.






Other candidate areas A key stage in the development o thetechnology and innovation centresprogramme has been identi ying the areaswhich are priority candidates or theestablishment o a centre – those wherethere is most potential or a centre to havea catalytic e ect in stimulating utureeconomic growth.

The analysis that we have undertaken hasdrawn extensively on the responses to theprospectus published in January 2011,and has indicated that there are a numbero such promising areas, beyond the initialthree where the decision to establish acentre has already been taken. However,more work is needed with the businessand academic communities to assess thecontribution that potential centres in theseareas might make and exactly what their

ocus might be.

The urther priority areas that we areexploring as potential candidates or acentre, are:K complex systemsK digital media/creative industriesK uture citiesK uture internet systemsK photonicsK resource e ciencyK sensor systemsK smart grids and distributionK spaceK transport systems and integration.

All these areas have high potential or UKinnovation and growth, but our task is toidenti y those where a technology andinnovation centre is the right solution atthe right time.

The unding and resources or the centresprogramme are nite, enabling theestablishment o six centres in total in

this rst phase. So it is rom these priorityareas that we will take orward proposals

or a urther three centres, a ter discussionwith the relevant business and researchcommunities.

Technology areas not covered within these10 priorities will still be the subject ocontinued dialogue and, where relevant, arange o options will be considered as parto our ongoing programme o work tosupport business-led technology innovationin areas which present the greatestopportunity or uture growth. However,these 10 areas remain our ocus ortechnology and innovation centres in theshort term.

The ollowing pages outline the rationaleor selecting each o the 10 immediate

priority areas.

Complex systems

A complex systems technology andinnovation centre could ocus ondeveloping theoretically well- ounded yetpractical approaches to the engineering oreliable, secure and trustworthy complexsystems on which modern society relies.Such systems include elements o global

nancial markets, large parts o criticalnational in rastructure and the internet.Current approaches to so twareengineering do not scale to the complexitywe see in so tware-intensive systems andcannot take into account their emergentproperties and the behaviour o users.

The centre could help UK so twarebusinesses and those which rely onso tware per ormance to capitalise on thelatest approaches, tools, languages andtraining, based critically on learning at anindustry level and to adopt emerging leapsin practice at an early stage.

The 10 candidate areas:K complex systemsK digital media/creative industriesK uture citiesK uture internet systemsK photonicsK resource e ciencyK sensor systems

K smart grids and distributionK spaceK transport systems and integration.





Digital media/creativeindustries

A centre in this area could ocus on thenew media and new technologies whichwill ensure that the UK’s historical strengthin creative and media industries continuesin new global markets. Its aim could be toenable the UK to take an inter-disciplinarylead on the development o new multi-plat orm technologies, build new skills inentrepreneurialism, in intellectual propertyhusbandry and in digital creative design. Itcould also address the relevant legal,intellectual property and regulatory actorsin order to anchor important parts o thenew value chain in the UK. It couldaddress the development andmonetisation o digital services, such asthose based on media content, advertisingand social media, and the data derived

rom the use o such services.

It could help UK businesses in the creativeand media sectors to become earlieradopters o digital technologies and beamong the rst to grapple with andlucratively resolve the innovation,implementation and scale issues thatarise. The centre would also aim topropagate this learning across a broadrange o other sectors such as transport,energy and healthcare and in the processcreate new value chains.

Future cities

Future cities is an area which is generatingsigni cant global interest, but to date therehas been little in the way o R&D andinnovation which has taken a practicalapproach to solving some very complexissues. A uture cities technology andinnovation centre could work on integratedsolutions to enable cities to continue to bethe engines o uture sustainable growth. Itcould cover a wide range o technologiesincluding energy generation and supply,construction, ood supply, transport,healthcare, water and waste, digital services,

nancial services and manu acturing.

A centre in this area could help bringcommunities together, breaking downsome o the barriers between the di erentareas o expertise, creating linkagesbetween di erent supply chains, andcreating a shared vision o the commercialopportunities and the bene ts o integratingcity systems. There are opportunities tobuild on and integrate elements o theprogrammes we have already supportedand to develop urther activities to create alead or the UK in this area.

Future internet systems

A centre in this area could ocus on thecontinued evolution o the internet into akey engine o our uture economy andsociety, including its extension into aworld o connected objects, and themanagement and harnessing o theever increasing volumes o data. It wouldenable new, richer and potentiallydisruptive services which will becomewidely embedded across the way we dobusiness, live, and interact.

It could help UK businesses bene t romdeveloping, exporting and adopting adiverse range o internet technologies,including new network components andin rastructure, disruptive, low-cost,low-power sensors, data transport,storage, security, search and discoverytechniques and the generation oknowledge rom diverse data sourcesand the integration and management ocomplex, interconnected systems. It couldalso help businesses create new businessvalue chains or data-rich services, andservice delivery, including those basedon public services and using public data.




Photonics

A potential centre would be expected toocus on key enabling photonics

technologies that underpin a wide rangeo application areas including IT,telecommunications, de ence, automotive,energy, li e sciences, industrial andconsumer. The centre’s activity couldinclude materials, devices, packaging,lighting, lasers, optics, imaging, solarenergy, measurement, biophotonicsand displays.

It could provide access or UK businessesto world class photonics technicalexpertise, in rastructure, skills, andequipment that individual companies,particularly SMEs, could not a ord. Itcould also act as a hub or the photonicsindustry, and help UK businesses, whetherworking directly in the photonics industryor not, to work together to create newphotonics-based solutions quickly ande ciently.

Resource e fciency

A centre in this eld would need to beocused on a speci ed area within the very

wide range o possibilities under theresource e ciency heading. Onepossibility would be ocusing on at riskstrategic materials; such as the rare earthand platinum group metals that areessential to high tech industry. Otherpotential areas o ocus could include;design and manu acture or minimumresource requirements, reuse andrecycling, and new disassembly, recyclingand concentration techniques ordispersed, low concentration wastecontaining valuable materials.

The rst phase o development o theconcept o a resource e ciency centrewould be to work with stakeholders tode ne the area(s) o ocus that would be ogreatest bene t to the UK economy.

Sensor systems

A sensor systems technology andinnovation centre could cover ouraspects: materials, devices, controlsystems or various sensor types, andsensor networks. It would build on thelarge investment in the area by theEngineering and Physical SciencesResearch Council and contribute toaddressing a number o the TechnologyStrategy Board’s challenge areas –including healthcare, detection andidenti cation o in ectious agents andenergy – and complementing existinginnovation plat orms. It could act as a hub

or the sensors industry and also help UKbusinesses in a wide range o sectors –whether working directly in the sensorsindustry or not – to access technicalexpertise, in rastructure, skills, and

equipment which would otherwise be outo their reach. It could help UK businessesand the research base work together tocreate new sensor-based solutions quicklyand e ciently.

From these 10 priority candidate areas wewill take orward proposals or a urther threecentres, a ter discussion with the relevantbusiness and research communities.Join the discussions on _connect

https://ktn.innovateuk.org/web/guest;jsessionid=F062FB906306A14E89D7E00F91EDC27C.ColsAnobron7






Smart grids and distribution

A centre in this area could provide a ocusor integrating UK research, development

and demonstration in the area o energygeneration, distribution and demand(including integration o electric vehiclesand heat pumps etc). It would seek totake advantage o major new opportunities

or distributed energy generation andend-user demand management. It wouldpotentially cover digital technologies,in ormation management, grid control,e ective transmission and energy storagesolutions, and the relevant underpinningtechnologies such as sensors.

It could help UK business in both thesupply and energy using sectors toproduce new ‘smart grid’ solutions anddemonstrators whilst also assisting thedevelopment o the necessary standards,legal and regulatory rameworks.

Space

A technology and innovation centreocused on space could cover a wide

range o technologies used in the spaceindustry – rom the development osatellites through to the delivery oeveryday services derived rom spaceapplications.

It could help UK businesses developnew spacecra t systems and payloads(such as propulsion, power sources andprocessors), new applications o spacedata (including climate data services,and applications integrating earthobservation and satellite navigation).It might also provide technologydemonstration opportunities to addressthe high costs o testing technologiesand services rom space.

Transport systemsand integration

The scope o a transport systems andintegration centre would be expectedto cover modeling o transport systemsand vehicles/people/goods within thesystem, as well as the physical testing onovel approaches to integration o thetransport system.

It could help UK businesses involved inall parts o the transport supply chain:in rastructure, digital service providers,equipment suppliers, content suppliers,vehicle manu actures, public bodies,

reight and public transport operators,research bodies, to work together to createnew solutions to moving people andgoods quickly, e ciently and cheaply.



Next steps & Getting involved

Next steps

Schedule or establishing therst three con rmed technology

and innovation centres

A more detailed implementation plan or the nextthree centres in this phase will be developed oncethe areas have been con rmed. We intend all to be

ully operational by 2013.

There is huge potential in this new networko sector- ocused technology andinnovation centres. But to achieve thispotential will need the wide participation obusiness, research and academia – whothemselves will both deliver and bene t

rom the advances that the centres willachieve.

The Technology Strategy Board will becontinue to engage with the relevantbusiness and academic communities toexplore in more detail what a technologyand innovation centre could achieve ineach area, and the extent o businesscommitment and engagement to workingwith and unding speci c centres.

To join in these discussions please visit theTechnology Strategy Board website atwww.innovateuk.org and the _connect collaboration and networking plat orm athttps://ktn.innovateuk.org

Getting involved

2011 2012 2013

M A M J J A S O N D J F M A M J J A S O N D J F M A M J

Strategy

HVM

Cell Therapy

O shore Energy

EOI: Expressions o interest HVM: High Value Manu acturing

Initialscreening

Implementation Centre Operational

Proposals Centre OperationalImplementationEOI

Proposals Centre OperationalImplementationEOI



https://ktn.innovateuk.org/

https://ktn.innovateuk.org/






Technology Strategy BoardNorth Star HouseNorth Star AvenueSwindonSN2 1UE

Telephone: 01793 442700

www.innovateuk.org

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Technology & Innovation Centre: Closing the gap between concept and commercialisation

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