So, what is the Technology Strategy Board? Simply put, we are concerned with supporting business innovation, enabled by technology, to produce business benefit, economic growth and quality of life.
We are sponsored by DIUS – Department for Innovation, Universities and Skills. I want to emphasise this because the misconception persists in some corners that we are part of BERR, which is not the case. But the benefits of being an arm’s length body is that we can work across government and across the whole spectrum of innovation. This is critical because we can only achieve what we are setting out to do through partnerships . Partnerships with business first and foremost – who we see as our customers. But also partnership with a wide range of stakeholders who are already joining with us, or who we need to bring along in future, on this journey of innovation. These include research councils, RDAs, devloved administration, research and technology organisations and a range of other bodies playing in this space. They all have a part to play.
Challenge led innovation means that instead of starting with science and wondering how to apply it, we start with the great challenges that society faces, and look for the science, the technology and indeed the creativity that might address them and the competitive challenge of maintaining world leading business and sectors in the UK. We plan for 50% of our resources to be directed at supporting challenge-led innovation We are doing this in several broad areas, listed here, where we have and must maintain a world-leading position. We call these key application areas and for each of these we will have specific strategies to address their particular needs. I don’t have time to go through all of them in detail, but by way of illustration, in a few minutes I’m going to ask Derek Allen and Filomena La Porta from my team to outline for you our energy transmission and supply strategy, which includes investment of up to #20 million annually in the Energy Technologies Institute And Sian Brereton and John Cass will be announcing for the first time some of our initiatives in the creative industries sector.
Suggest not to run through all these, just say here they are. Perhaps explain one or two. Across the KTNs there are 35,000 members. The university membership varies from KTN to KTN, but overall approx. 25% of KTN membership is from universities.
UK capacity to develop and exploit the technology? significant research capability/capacity to exploit opportunities Potential for Impact and Timescale: further research and innovation with significant impact in right timeframe, competitive activity – key benchmark for right things at the right pace. The Size of the Global Market Opportunity: create value added in UK, taking account of the global market potential. A Clear Technology Strategy Board Role: add value identifying and addressing barriers, critical policy challenges, lever in other public funds, raise engagement, cross-government co-ordination - a clear basis for business to engage in the agenda
This is about taking challenges that Government has at least a partial responsibility to address, and has some of the potential levers - procurement, regulation, standards or taxes!!! It requires we know what business can deliver - not just the usual suspects, but those from outside the area applying “new to market” technology. And what science can provide in the future - and help define goals and support development
OECD countries spend almost 10% of gross national product on healthcare
The opportunities for business are tremendous and a number of new large players are already taking this on board. Key players such as BT, Intel, IBM, Pfizer have already seized the business opportunities afforded by the global remote market
Assisted Living Innovation Platform Ageing, Innovation and Business Jackie Marshall-Cyrus – Lead Specialist 20 th March 2009 Driving Innovation
The Technology Strategy Board is… A national body supporting business innovation for business benefit for economic growth for quality of life
The aim of the platform is to significantly advance the technology to meet the demand for independent living from those suffering from chronic conditions (e.g. CHD, COPD, Type 2 Diabetes, Alzheimer's) in particular the increasing demand from the increasing number of the elderly.
Our job is to give the technology greater capability, make it easier to use and cheaper.
This presents a major opportunity for companies involved in the existing telecare market, for new players and for SMEs.
The Technology Roadmap January 2007– Headlines
Communications : addressing isolation, increased interactions between individuals and systems. Improved user interfaces, navigation and location (mobility?).
Data Processing : Data mining and data fusion
Sensors and Devices : increasing the range of functions and improving performance and design
Cross cutting issues : Security and authentication, systems reliability and integration and interoperability
Available on the Health Technologies KTN web site: http://www.alip-healthtechktn.com/index.php?option = com_remository&Itemid
Assisted Living Innovation Platform 2007 - 2012 2009 2010 2011 2012 SCDE (running) 2008 2007 Home based systems & UCD (running) ALIP KT (running) KNOWLEDGE TRANSFER AND STANDARDS SHORT TERM R&D LONG TERM R&D Business & Economic modelling Social and Behavioural studies OBJECTIVE: Large scale New technology Demonstrator EXTERNAL to ALIP: Whole Systems Demonstrators Knowledge Standards?