Partnership Satisfaction Impact Survey Final

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Partnership Satisfaction Impact Survey Final

  1. 1. FITT (Fosterring Interregional Exchange in ICT Technology Transfer)
  2. 2. Partnership Management <ul><li>Partnership management is essential to assure the best relationship and cooperation, business or research, between TTO’s and industrial partners. </li></ul><ul><li>Relationship Management with partners and customers enables to: </li></ul><ul><ul><li>Have more efficient exploitation of the research results </li></ul></ul><ul><ul><li>Create mutual trust, long-lasting and positive relationships </li></ul></ul><ul><ul><li>Pave the way for future transfer opportunities </li></ul></ul><ul><ul><li>Successful partnership management brings mutual benefits: </li></ul></ul><ul><ul><ul><li>Identify opportunities </li></ul></ul></ul><ul><ul><ul><li>Stay aligned to market needs/expectations </li></ul></ul></ul><ul><ul><ul><li>Identify & solve specific problems </li></ul></ul></ul>
  3. 3. Partnership Management <ul><li>This practice is supported by three main pillars: </li></ul>
  4. 4. The satisfaction survey <ul><li>Satisfaction survey impacts the organization at different levels: </li></ul><ul><ul><li>The organization’s culture </li></ul></ul><ul><ul><li>The internal processes </li></ul></ul><ul><li>The main objective is to identify sources of dissatisfaction and to initiate improvement actions with specific indicators that allow a close follow-up. </li></ul><ul><li>Hints: </li></ul><ul><li>Conducting a “mirror” survey is strongly recommended to compare the perception of partners’ satisfaction with the staff’s point of view  Identify the gap between internal and external perception and initiate actions to reduce it </li></ul><ul><li>Outsourcing the survey could overcome impartiality issues </li></ul>Satisfaction survey is a tool that shows how the Public Research Organization is perceived by clients and partners
  5. 5. The satisfaction survey process <ul><li>The survey process: </li></ul><ul><li>Select indicators according to what you want to measure and your objectives  assure the follow-up of the indicators over time </li></ul><ul><li>Prepare the questionnaire according to the communication channel and reduce the bias </li></ul><ul><li>Segment your clients and partners before picking up the sample  All the relationship with them must be closed at the start of the survey </li></ul><ul><li>Run the survey by phone (for instance) complemented with face to face interviews with clients and partners expressing a high degree of dissatisfaction </li></ul><ul><li>Process the qualitative and quantitative data, stress strengths and suggest improvements </li></ul><ul><li>Disseminate result across the organization </li></ul>
  6. 6. The impact of research results <ul><li>Impact Assessment is a “tricky” practice to put in place due to the choice of the relevant indicators </li></ul><ul><li>A long time span is very often required to assess the impact of the research results to be considered as reliable: more than 5 years in most cases </li></ul><ul><li>It is difficult to isolate the impact of a transferred result from other organizational activities, decisions, etc. </li></ul><ul><li>The impact of the results must only be assessed after their transfer </li></ul>Impact assessment is a tool to enable an in-depth evaluation of impact of public research and transfer activities on economic, environmental and social fields.
  7. 7. Impact survey: some indicators Category of impacts Example of indicators Impact on economy, technology and commercialization <ul><li>Product/Service/Process/ Creation/Improvement </li></ul><ul><li>Cost-savings </li></ul><ul><li>Research Methods Creation/Improvement </li></ul><ul><li>Patent Applications </li></ul>Impact on knowledge, expertise and human capital <ul><li>Expertise strengthening </li></ul><ul><li>Research Methods Improvement </li></ul><ul><li>Scientific Impacts: scientific publications, conference and seminar presentation </li></ul>Impact on networking and social capital <ul><li>Network creation </li></ul><ul><li>Domestic networks, Global networks </li></ul><ul><li>Organizational and social innovations </li></ul>Impact on decision making and public discourse <ul><li>Participation in legislative and strategic planning </li></ul><ul><li>Norms, Regulation and standards </li></ul>Impact on social and physical environment <ul><li>Material/Resources and/or Energy Consumption Reduction </li></ul><ul><li>Regional development and growth Promotion </li></ul><ul><li>Safety Promotion </li></ul>
  8. 8. Stakeholders <ul><ul><ul><li>Satisfaction survey: </li></ul></ul></ul><ul><ul><ul><ul><li>Quality service (2 full-time persons)  Coordinate the survey, present the results to the staff, recommend and engage actions </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Top and middle Management  Communicate the results inside the five CRP Henri Tudor’s departments. Disseminate the results among the research teams </li></ul></ul></ul></ul><ul><ul><ul><ul><li>CRP Henri Tudor’s Board of directors  Presentation of the results and recommendations </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Partners and clients  feedback on the survey results and the actions engaged </li></ul></ul></ul></ul><ul><ul><ul><li>Impact assessment: </li></ul></ul></ul><ul><ul><ul><ul><li>Project management office (1 part-time person)  Define the process and coordinate the related activities </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Other potential stakeholders: </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Governmental organisms : Ministry of the high education and the research, Ministry of the economy and the Research National Fund (FNR)  Set the performance contract terms as a function of impact achievements </li></ul></ul></ul></ul>
  9. 9. PRO’s & CON’s <ul><ul><li>Remain aligned with the clients/partners and market expectations </li></ul></ul><ul><ul><li>Engage the organization in a constant self-improvement process </li></ul></ul><ul><ul><li>Assess the impact of the transferred results  Realize the real value of the PRO in its region or country </li></ul></ul>PROs CONs <ul><ul><li>Satisfaction indicators are in most cases too global do not providing specific feedback to the teams or individuals </li></ul></ul><ul><ul><li>These practices impact the culture and process of the whole organization  Big changes require to be managed carefully </li></ul></ul>
  10. 10. Rationale <ul><li>Use the Satisfaction survey if : </li></ul><ul><ul><li>Your clients’ and partners’ satisfaction is part of your mission or objectives </li></ul></ul><ul><ul><li>You mainly provide solutions to real problems and need feedbacks from the market, clients or partners </li></ul></ul><ul><ul><li>You assess the performance of your organization in a key performance indicators (KPI) basis </li></ul></ul><ul><ul><li>You are ISO 9001 certified and you have to fulfill the quality requirements </li></ul></ul><ul><ul><li>Use the Impact assessment if: </li></ul></ul><ul><ul><li>You have to express before your stakeholders how valuable your organization is for your region/country </li></ul></ul><ul><ul><li>You want to assess the real performance of the organization and its alignment with its mission </li></ul></ul>
  11. 11. Outcomes <ul><li>Evaluation of the real contribution of the satisfaction survey requires a longer time horizon  at the current state it is too early to claim their real contributions of this practice </li></ul><ul><li>Impact Assessment of the transferred research results has not been successfully implemented yet (at CRP Henri Tudor)  Rethinking in progress </li></ul>Partnership management requires time to see tangible results: start the process, monitor it and above all…be patient
  12. 12. Lessons Learned
  13. 13. Suggested Readings <ul><li>Link to bibliography </li></ul><ul><ul><li>“ Responsible Partnering. Joining Forces in a World of Open Innovation. A Guide to Better Practices for Collaborative Research and Knowledge Transfer between Science and Industry” - Guidelines published by European University Association, European Association of Research and Technology Organizations, European Industrial Research Management Association, ProTon Europe </li></ul></ul><ul><ul><li>“ University-Industry Research Relations in the United States” - by Bronwyn H. Hall </li></ul></ul><ul><li>Link to relevant websites </li></ul><ul><li>http://www.innovation.gov.uk/lambertagreements/ </li></ul><ul><li>http://www.industrie.gouv.fr/guidepropintel/outils_contractuels/contrat_de_consortium.htm </li></ul>

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