Kwaliteitszorg en strategisch management van publiek-private onderzoekinstituten. Presentatie tijdens de DAIR conferentie 2 november 2006 Woudschoten

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1 Kwaliteitszorg en strategisch management van publiek-private onderzoekinstituten Presentatie tijdens de DAIR conferentie 2 november 2006 Woudschoten Ben Kokkeler Telematica Instituut Leading Technological Institute for ICT Innovation (Technologisch Topinstituut) Bestuur & Management Consultants, Leusden-Den Haag Telematica Instituut 2006

2 Personal profile 25 years of involvement and experience in International technology transfer, not for profit University management University spin offs, science parks Academic background Urban & regional planning, Political science, Environmental planning Science dynamics, Science communication Work settings, management positions at: TOOL Foundation (international technology transfer) University of Twente (the entrepreneurial research university, research and transfer policy, international marketing) ECIU, the European Consortium of Innovative Universities Universitaet Dortmund (Nord-Rhein Westfalia) The Dutch-Flemish Science Centers Association, ECSITE Europe The Telematica Instituut Bestuur & Management Consultants

3 Outline van mijn voordracht: kwaliteitszorg en strategisch management van publiek-private onderzoekinstituten Contextual challenges: Mode 2 Science & Society, Open Innovation Telematica Instituut in a bird s eye view Kwaliteitszorg en strategisch management

4 Contextual challenges Open Innovation Mode-2 Science & Society

5 Contrasting principles of closed and open innovation, Chesbrough 2003 Closed innovation principles Open innovation principles The smart people in our field work for us. Not all the smart people work for us. We need to work with smart people inside and outside our company. To profit from the R&D, we must discover it, develop it, and ship it ourselves. External R&D can create significant value; internal R&D is needed to claim some portion of that value. If we discover it ourselves, we will get it to market first. We don t have to originate the research to profit from it. The company that gets an innovation to market will win. Building a better business model is better than getting to market first. If we create the most and the best ideas in industry, we will win. If we make the best use of internal and external ideas, we will win. We should control our IP, so that our competitors don t profit from our ideas. We should profit from others use of our IP, and we should buy others IP whenever it advances our own business model.

6 Mode-2 Science & Society (Nowotny, Gibbons et. Al) Contextualisation of knowledge Socially robust knowledge Socially distributed expertise

7 Telematica Instituut Configuration and specific features TI s role as innovation accelerator

8 Enschede, Roombeek broadband district thriving environment for culture, media and ehealth related companies

9 Mission National Leading Technological Institute (LTI) focusing on: The strengthening of the innovative and competitive power of business and the improvement of societal quality through transfer of knowledge and knowledge products resulting from demand driven, market relevant research in the area of telematics

10 Facts & Figures 18 M turnover 200 fte research & innovation capacity 60 at companies 60 at universities 80 at Telematica Instituut HQ Open consortium: 8 universities, 30 companies, in addition about 60 companies in projectconsortia 50% contract research TI academic staff: Postdocs Multi-disciplinarity

11 Consortium members Business Research Amsterdam Amsterdam Finland Nijmegen Germany Eindhoven

12 Position as innovation accelerator Pursue a leading role in: Inventor of unique propositions, initiator, booster and coordinator of the total innovation cycle Formation of strong public-private consortia of market- and knowledge parties around an innovative concept Developer, manager and contractor of substantial and complex (inter)national programs and projects Fostering a continuous transition between the development and introduction phase of new services, products and technology with a view both on scientific and market developments

13 Mode of operation All research is organised in projects Lean and mean, tightly managed in a transparent way in close collaboration with project consortium partners Project consortia are substantial and cover the supply-user chain Angle of view is the end user, the approach is from end user towards technology provider Universities participate in the wide spectrum of alpha, bêta and gamma disciplines TICO injects multidisciplinary expertise, and acts as a smart broker Core-activities aim at market relevance, implying a bias at quick results, and flexible approaches K1 TICO K3 K2 K4

14 Stakeholder interaction Stakeholders Companies, societal inst. Government Knowledge institutes Project Development PD1 PDn PDm Expertise development EG 1 EG 2 EG7

15 Project operation and supervision Stakeholders Companies, societal inst. Government Knowledge institutes Project Development PD1 PDn PDm PM Expertise development EG1 EG2 EG6

16 Kwaliteitszorg en strategisch management

17 TI s open innovation practice TI creates public-private innovation communities, facilitates and stimulates knowledge sharing and circulation within these communities. TI adopts during the project life cycle the role of representative for the assembled stakeholders, conducts stakeholder management. TI assists and stimulates SMEs to join forces among themselves and with major companies, in order to be able to engage in joint innovative R&D.

18 TI s open innovation practice (2) In terms of technology development and innovation, TI stimulates and facilitates that: Competing companies co-operate in the development of future standards; Suppliers of complementary products and services coordinate their strategies and products/services, in order to create effective business models; Suppliers and users in a vertical chain optimise their operations in order to raise the overall efficiency and to develop and exploit new market opportunities; Technology suppliers and users meet in order to raise the mutual awareness of user demands and technological constraints and opportunities, in doing so creating opportunities for new products and services

19 Kwaliteitszorg Personeelsbeleid: gepromoveerde onderzoekers met een praktisch gerichte orientatie Al het werk in programma s en projecten Resource management, expertise ontwikkeling Professioneel projectmanagement Project supervisie, stakeholdermanagement Systematische projectontwikkeling en uitvoering: het Tollgate proces Continue feedback vanuit supervisie en stuurgroep Project evaluatie Impact registratie en analyse Lerende organisatie, intervisie

20 Strategisch management In nauwe interactie met operationeel management en kwaliteitszorg, platte organisatie Markt en klantgedreven orientatie, dynamiek Plancyclus: voortrollende Meerjarenprogramma s, Jaarplannen, Projectplannen Budgetallocatie en verdere sturing a.d.h.v. plannen en met EZ overeengekomen indicatoren Voortdurende onderhandeling, met EZ: jaarlijks, daarnaast over programma s 9 universiteiten en kennisinstellingen Jaarlijks 60 bedrijven en maatschappelijke organisaties die semi-structureel in programma s en projecten deelnemen Pro-actieve operationele en strategische communicatie

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