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Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
Kees Eijkel op DIA-symposium 22-2-2013
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Kees Eijkel op DIA-symposium 22-2-2013

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Pleidooi voor het inzetten op een open grass roots benadering van innovatie

Pleidooi voor het inzetten op een open grass roots benadering van innovatie

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  • 1. Open Innovation at Kennispark TwenteKees Eijkel
  • 2. Content•Introduction to Kennispark•Open Innovation approach • 2 examples•Conclusion and discussion01 Inhoudsopgave Inhoudsopgave 2
  • 3. A PRO’s value in valorisationLarge open knowledge base Often radical to a large extentLarge talent base Courageous (naive ?) No large commitments yet Open to “strategic evolution” (no reputation to uphold)Facilities01 Inhoudsopgave Inhoudsopgave 3
  • 4. Kennispark• Joint venture of University, Saxion, city, region, province• Help establish a complete ecosystem for entrepreneurship and innovation• Raise the temperature: ambition, role models, fun• Goal: jobs01 Inhoudsopgave Inhoudsopgave 4
  • 5. Strategy Research Economy Engage and Fuel, Support challenge focus, •Facilities Interactfeedback •Networks •Coffeetable •Financing •Lab floor
  • 6. How are we positioned ?Central question: the Public Research Organization (PRO) as thestarting point of a process or as part of an ecosystem01 Inhoudsopgave Inhoudsopgave 6
  • 7. What do we organize/coordinate• Starters/growers • General • Training, skills development • Communication • Business case preparation • Marketing • Financial networks • Acquisition • Awareness, incubation • Learning/networking• Industry • Contact with talent, • Consortia knowledge, money, facilities • Portals • Authorities • Regional strategic agenda • Stable basis for development• Settlers • Monitoring of results • Value: events and networks • Facilities • Conceptual area development 01 Inhoudsopgave Inhoudsopgave 7
  • 8. ResultsResult Start NowEntrepreneur training 100 200/yrTransfer IP 2 15/yrFinancing 1 15 funds, 27 M€Starters 25 60+/yrSME questions 80 250/yrOpen Innovation 2 15 consortiaEvents A few 150/jrSettlers Pipeline 100 1000Acclaim None Benchmark 01 Inhoudsopgave Inhoudsopgave 8
  • 9. Example: Lab On A Chip•Albert van den Berg•Detlef Lohse•Frieder Mugele•Many Others•Lots of key papers•Extensive research funding•Prizes•20 spin-offs•All across value chain•International take-overs•Micronit: 30% of all DNA tests worldwide01 Inhoudsopgave Inhoudsopgave 9
  • 10. Champions01 Inhoudsopgave Inhoudsopgave 11
  • 11. Open Innovation Centres: why ?• Standard formats are relevant, but have limited possibilities• How to organize cooperation in a more comfortable set-up ?• Standard formats: • Good students and papers (no control) • Contract research (loss of control) • Consortia • Goals set at start, no “development” • Consortium and goals governed by external factors• Contracts: tough negotiation on rates and IP: everything to be decided at start Inhoudsopgave 12
  • 12. It’s hard to understand each other !01 Inhoudsopgave Inhoudsopgave 13
  • 13. Basic set-up• Joint effort outside of the university • Strong legal basis (foundation, ltd) • Governance: joint decision on yearly plans • Joint budget • Joint IP policy• Balance between shared and owned may vary• Acceptance of primary interest of partners • Company: economic use of results • PRO: quality of research, publication • Some defined processes to protect these• Acquire new partners• Acquire funds Inhoudsopgave 14
  • 14. Examples• TPRC (ThermoPlastics)• CMI (Medical Imaging)• Twents Lab voor Telegeneeskunde (Telemedicine)• Centre4Cloud (Cloud Computing)• T-Xchange (Serious Gaming)• High Tech Factory/High Tech Fund (Nano production facility)• LEO (Robotics for care)• OICAM (Advanced Materials)• Texperium (re-use of textiles)• XUV (Extreme UV Optics)Every unit uniquely tailored to interests and goals of owners Inhoudsopgave 15
  • 15. Example 1: TPRC• Why: speed up non-core technology for various value chains: aerospace, wind, automotive, etc.• Foundation • Tier 1 (100 k) and tier 2 (20 k) members • Board chosen by members • Program board with member representatives decides on program, advisory to board • University interest protected by definition of university projects • Industry interest protected by joint budgeting and IP agreement • TPRC: all IP in Foundation and standard agreement on use • Goal: become key technological resource (excellence) • Strategy element: growth Inhoudsopgave 16
  • 16. TPRC Inhoudsopgave 17
  • 17. Example 2: Centre4Cloud• Why: speed up uptake of Cloud computing for users and for companies who earn money in IT • Information and education • Advice • Intervision: what is happening, what should be my response ? • Design new business models• Format: project • Run by Kennispark • Various groups of partners provide value in various sub-projects• Light, temporary, but high energy Inhoudsopgave 18
  • 18. Centre4Cloud Inhoudsopgave 19
  • 19. In conclusion• It is possible to define new methods of cooperation• Like everything else, it’s a process of growth • Build flexibility and patience into the system• Beautiful additional tool to speed up the learning curve • PRO’s and industry are both changing• Beautiful instrument for acquisition • New warm leads based on strenghts01 Inhoudsopgave Inhoudsopgave 20
  • 20. Thanks for you attention !k.eijkel@kennispark.nlwww.kennispark.nl Inhoudsopgave 21

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