Открытые инновации: преодоление разрыва между наукой, институтами развития и промышленностью
11 ноября 2011 г. состоится открытый семинар Герта Шоха “Открытые инновации: преодоление разрыва между наукой, институтами развития и промышленностью, организованный Лабораторией экономики инноваций Института статистических исследований и экономики знаний НИУ ВШЭ.
11 ноября 2011 г. состоится открытый семинар Герта Шоха “Открытые инновации: преодоление разрыва между наукой, институтами развития и промышленностью”, организованный Лабораторией экономики инноваций Института статистических исследований и экономики знаний НИУ ВШЭ.
Герт Шох (Geert Schoch) — бывший директор по международным связям Нидерландской организации прикладных научных исследований (TNO); управляющий директор компании “Schoch & Partners”, предоставляющей консалтинговые услуги в области исследований и разработок и инновационного развития компаний с акцентом на коммерциализацию технологий на международном уровне.
1. Assessing the applicability of a ‘Open Innovation (=Shared Research)’ approach
R&D has become much more multidisciplinary than in the past. And the pace of development has strongly increased as the R&D community is a globally connected community in which each researcher builds upon the progress of others.
For a company the needed know—how base is too broad and volatile and the costs and risks are stressing the R&D budgets. Companies along the value chain need to be brought together in joint innovation. Shared research should not be confused with open-source, ‘public’ research: the results can only be accessed by the companies participating in the Shared Research Program and knowledge protection has priority over publication.
Key questions: a. Is there a clear need for organisations to team up for some of their research goals, creating generic results instead of working alone or with others in fully exclusive project mode?; b. Can participants create their own exclusive competitive products and services using results of the shared research?; c. Is the centre sufficiently positioned as a neutral party, able to act as trusted party amidst commercial participants?
2. Defining research domain and roadmaps
Choosing a sufficiently focused research domain is essential to any centre that aims to have an international position. Considerations: The research domain must address major needs of industry. The background know-how that the founding organisation bring in must give the centre a kick-start. The chosen focus must be based on analysis of the R&D competition and must enable the centre to ‘make the difference’, creating unique technologies.
Key questions: a. Is the research domain sufficiently specific to trigger attention and make the difference internationally?; b. Has the R&D competition been analysed well enough to identify real opportunities for unique results?; c. Are longer-term research goals defined on an abstract level and have concrete, shorter term goals been derived and laid down in roadmaps?; d. Is there a sufficient coherence between the views and needs of participants so that a shared roadmap can be created?
3. Building an ecosystem of innovating partners
Participants in an open innovation centre are active partners rather than passive clients. Employees of the partners reside physically in the centre. The activities are managed by Program Managers. A good balance should exist between researchers with industrial experience, those with academic experience and bright starters having just acquired an academic degree. Besides its own staff, researchers of the participants are intensively involved in the programs, bringing additional experience.
Key questions: a. Is a highly –qualified initial team of pioneers available to give the centre a kick-start?; b. Are region and site of the centre attractive to local and foreign knowledge workers?; c. Are the participating companies willing and able to bring in high-quality staff as industrial residents to the centre?
4. Formalizing partnerships and handling IP rights
Each partner has a bilateral agreement with the centre derived from a standard agreement. The centre is responsible for coherence of the contracts. The centre aims for multiyear commitments. When entering a program companies pay an entrance fee giving them non-exclusive rights to program background, as far as needed for exploitation of the foreground created during their participation. Participants also pay a yearly fee and consider the centre as an extension of their own R&D. They are not subsidised themselves and they receive perpetual non-exclusive rights to the foreground.
Key questions: a. Does the centre have clear, simple and flexible ways of contracting with participants, avoiding complexities such as consortium agreements?; b. Does the centre have a way of working to fairly treat both early and later entrants, creating a win-win situation?; c. Does the IP model of the centre motivate and enable the intended participants to become active partners rather than passive clients of R&D?
5. Financing an Open Innovation Centre
The centre should be financed by two sources: by fees of industrial participants and by public (mainly national) funding. The different sources do not translate into separate projects. The public part is essential as it allows the centre to explore new directions for research.
Key questions: a. Is the value proposition of the R&D offering sufficiently appealing such that intended industrial participants are able and willing to contribute significantly in cash?; b. Is the expected impact such that governments support the goals and are willing to contribute? c. Is the overall budget sufficient to create an internationally unique and credible position in its domain?
Семинар состоится в 16:00 по адресу: ул. Мясницкая, д. 20, ауд. К-327.
Рабочий язык: английский без перевода.
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