OBC | From flirt to innovation How to establish network ties between science and industry
Upcoming SlideShare
Loading in...5

OBC | From flirt to innovation How to establish network ties between science and industry



Andreas Kornherr, Mondi, Ulmerfeld-Hausmening, Austria

Andreas Kornherr, Mondi, Ulmerfeld-Hausmening, Austria
From flirt to innovation
How to establish network ties between science and industry




Total Views
Views on SlideShare
Embed Views



0 Embeds 0

No embeds



Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

OBC | From flirt to innovation How to establish network ties between science and industry OBC | From flirt to innovation How to establish network ties between science and industry Presentation Transcript

  • From flirt to innovationAndreas Kornherr & Gerhard DrexlerResearch & DevelopmentMondi Uncoated Fine Paper
  • Agenda Introduction to Mondi Terms and Definitions Flirting Networks Case studies Discussion
  • Mondi GroupMondi is an international paper andpackaging Group, with productionoperations across 28 countries and about23,400 employees.Its key operations and interests are incentral Europe, Russia and South Africa.The Group is involved in the manufactureof packaging paper, converted packagingproducts and uncoated fine paper.
  • Open Innovationtechnologies, Front End Ideas from externaltrends, markets sources, R&D partner, suppliers, literature, conferences, etc.) Developmentexternal licenses &know-how patents & licenses external products Market existing market new market
  • Modes of cooperation vertical external collaboration (supplier) horizontal external internal external collaboration collaboration collaboration (universities) (project) (other companies) external collaboration (customer)
  • Formation of collaborationse.g. university – industry high adaptability low high high University-industry research projects University research and collaborations, research funded by contracts consortia, joint ventures (with public or mixed public-private funding) from industry, uncertainty complexity academic consultinghigh knowledgeappropriability University research Research performed within the firm with without industry marginal or no university involvement, publicly involvement funded low Low high exclusivness low Source: Rossi 2010 (mod.)
  • Hunter–gatherer cooperation Source: Joseph Henrich, Nature 481, p. 449-450, 2012
  • Finding a Partner Dream: Aim:
  • Guide to FlirtingA flirt is a (erotically) motivated approach between two personsestablishing a cursory contact without obligation. “Flirting is a basic instinct, part of human nature. This is not surprising: if we did not initiate contact and express interest in members of the opposite sex, we would not progress to reproduction, and the human species would become extinct.” Kate Fox Social Issues Research Centre
  • Personal attitude for succesfull flirting high Degree ofConnectivity community small Degree of Mar Sharing kt personal low high Degree of Interactivity Source: Peter Gloor / MIT / 2006
  • From flirting to formal collaboration
  • From weak to strong networksIdentification of possible partners(congresses, literature, patents, internet,…)Adjustments with roadmapClarification of additional competenciesFormation of weak bonds(weak = meetings 1-2 times a year)intensification of bonds(strong = meetings several times a year, workshops)Concrete project definitionBudgets and contractsPublic funding(s)External technology userCombination, subsitution of partners
  • Type of collaborations betweenindustry & universities
  • Where do „weak“ relationships begin? uncertaintyEarly and longtermrelationships betweeninternal and externalresearchers can -depending on diversity What isand specifity - lead to possible?new perspectives andideas for the company. 5–10 J Can we make it?„Weak“ relationships are Do we want to?characterized by a high Implementationnumber but lowfrequency of contacts to 3–5 Jother persons. 1–2 J ressources Groenveld, 1997 (mod.)
  • Case study I - network of employees
  • Case study II – humidity indicators (smartcolours)
  • Case study II – humidity indicators
  • Case study II – Network details
  • 3 Projects
  • Summary Open Innovation is based on external collaboration Different modes of collaboration Networks form the basis of collaboration The flirt – from weak to strong networks Case studies relate networks to innovation 2 – mode networks
  • Building Relationships9 Innovation Events (2008-2010) 204 companies 9 events 2-mode network Degree centrality
  • Looking forward to questions, comments, inputs … Andreas Kornherr Gerhard Drexler Andreas.Kornherr@mondigroup.com Gerhard.Drexler@mondigroup.com Tel .+43 7475 500 - 5143 Tel.: +43 7475 500 - 5130FORWARD - LOOKING STATEMENTSIt should be noted that certain statements herein which are not historical facts, including, without limitation those regarding expectations of market growth and developments;expectations of growth and profitability; and statements preceded by “believes”, “expects”, “anticipates”, “foresees”, “may” or similar expressions, are forward-looking statements.Since these statements are based on current knowledge, plans, estimates and projections, they involve risks and uncertainties which may cause actual results to materially differ fromthose expressed in such forward-looking statements. Various factors could cause actual future results, performance or events to differ materially from those described in thesestatements. Such factors include in particular but without any limitation: (1) operating factors such as continued success of manufacturing activities and the achievement of efficienciestherein, continued success of product development plans and targets, changes in the degree of protection created by Group’s patents and other intellectual property rights, theavailability of capital on acceptable terms; (2) industry conditions, such as strength of product demand, intensity of competition, prevailing and future global market prices for theGroup’s products and raw materials and the pricing pressures thereto, financial condition of the customers, suppliers and the competitors of the Group, potential introduction ofcompeting products and technologies by competitors; and (3) general economic conditions, such as rates of economic growth in the Group’s principal geographical markets orfluctuations of exchange rates and interest rates.Mondi does nota) assume any warranty or liability as to accuracy or completeness of the information provided hereinb) undertake to review or confirm analysts’ expectations or estimates or to update any forward-looking statements to reflect events that occur or circumstances that arise after the dateof making any forward-looking statements.