INNOVATION TOOLKIT SCIENCE AND INNOVATION NETWORK

Transcription

1 SIENE ND NETWORK & Powered by

2 & - LIK SETION TO GET STRTED - > Innovation > How and why firms innovate > ollaboration in innovation

3

4 & HOW IN ND WHY THE UKFIRMS INNOVTE IN 4 THERE RE MNY WYS TO DEFINE There are many ways to define innovation. For example the successful implementation of new ideas (IS), hange that creates a new dimension of performance. (Peter Drucker), New ideas that work (Nesta) There are also wordy official definitions by organisations like the OED that help us to collect uniform statistics and measure innovation. lick the thumbnails to learn more: There are three important concepts: INVENTION The creation of an idea to do or make something without verification that it works, or is commercially valuable new product or process that has proven to be commercially (or socially) valuable DIFFUSION The spread of innovation throughout society that generates its full benefit

5 & HOW IN ND WHY THE UKFIRMS INNOVTE IN 5 IS SO IMPORTNT EUSE LONG TERM EONOMI GROWTH DEPENDS ON IT THERE RE TWO SOURES OF EONOMI GROWTH t some point, the only way to increase living standards is to innovate, by creating new products, services, technologies or processes. MKEUP OF UK EONOMI GROWTH (PERENTGE POINTS). More inputs. New ways to get more output from those inputs = In a global economy, innovation is what allows UK firms to be competitive. The UK s comparative advantage is disproportionately derived from R&D and innovation intensive sectors. You can grow the size of your economy by increasing the number of people working (& their skills) or the capital they have available to use, e.g. to buy more machines. Nesta s Innovation Index measures the contribution of innovation to UK economic growth. 63% of the UK s economic growth between 2000 and 2008 was due to innovation. ut there are decreasing returns to scale. Doubling the number of machines has a limited impact on output if you already have lots of them. SOURE: INDEX (NEST) Plan I: The ase for innovation-led growth (Nesta) The Innovation Index (Nesta) International bench-marking of the UK science and innovation system (IS) Total factor productivity: a short biography (Hulten)

6 & HOW IN ND WHY THE UKFIRMS INNOVTE IN 6 ND IS LSO RITIL TO SOLVING 21 ST ENTURY SOIL HLLENGES Innovation policies of the past were profit oriented, and nationally focused. Today it is widely recognised that meeting challenges from climate change or water security, to caring for rapidly ageing populations, depends on innovation that seeks to generate social value at the same time. Scientific and technological innovations have a better chance of scaling up and achieving global impact if they are developed from the outset in conjunction!with social and business model innovations. * Grand challenges disregard national boundaries, meaning global collaboration in innovation and research is more important than ever. FOR GRND HLLENGES The Gates Foundation s Grand hallenges in Global Health is focused on overcoming persistent bottlenecks in creating new tools that can radically improve health in the developing world. $458 million has so far been awarded to partnerships in 33 countries. In the UK Nesta s entre for hallenge Prizes is collaborating with IS, Innovate UK and others on a new multi-million pound prizes for innovation to tackle grand challenges like resistance to antibiotics and zero carbon flight. OED Innovation Strategy Hours a Day: systemic innovation for an ageing population (Nesta)

7 & HOW IN ND WHY THE UKFIRMS INNOVTE IN 7 EFFETIVE SIENE ND SYSTEMS DEPEND ON OMPLEX SET OF RESOURES, INSTITUTIONS, ONDITIONS ND INTERTIONS NTIONL SYSTEMS N E DEFINED S:... the elements and relationships which interact in the production, diffusion and use of new, and economically useful, knowledge... and are either located within or rooted inside the borders of a nation state. LUNDVLL, 1992 The performance of an innovation system depends not just on the strength of each actor but on the quality of the links between them1* For example, a firm s ability to develop a new solar panel technology might depend on public investment in basic research, skills to develop the technology, access to finance for development, environmental regulation that creates market demand, standards that drive new levels of environmental performance, competition etc. Oxford Photovoltaics is an Oxford University spin-out that has used Innovate UK grants to commercialise publicly funded research into low cost, transparent solar cells that can be printed on glass. Regulations on the carbon emissions of new buildings may help create a market for this new type of solar cell. National Systems of Innovation (Lundvall) The impact of standards on innovation (lind) For more examples of SME success stories see the Innovate UK website.

8 & HOW IN ND WHY THE UKFIRMS INNOVTE IN 8 THERE RE VRIOUS WYS TO VISULISE SYSTEMS FOR EXMPLE FROM THE POINT OF VIEW OF FUNTIONS ND ONDITIONS: OR FROM THE POINT OF VIEW OF INSTITUTIONS: MIN ORGNISTIONS SHPING THE SOTTISH SYSTEM: SOURE: EDLER, J. ET L (2011) MESURING WIDER FRMEWORK ONDITIONS FOR SUESSFUL, NEST, LONDON. SOURE: THE SOTTISH SYSTEM: TORS, ROLES ND TIONS (2006)*

9 & HOW IN ND WHY THE UKFIRMS INNOVTE IN 9 POLIY REFERS TO LL PULI INTERVENTIONS THT SEEK TO SUPPORT THE GENERTION ND DIFFUSION OF It involves increasing the SUPPLY of resources for innovation: Examples: Through grants, subsidies, skills, entrepreneurs and research ut also influencing DEMND to pull innovation through the system and influence markets Examples: Through regulation, standards and using government s huge purchasing power.

10 & HOW IN ND WHY THE UKFIRMS INNOVTE IN 10 POLIIES HVE DIFFERENT GOLS GOL Increasing inputs to innovation Increasing non-financial capabilities (eg access to skills and expertise) Enhancing connections and complementarities Enhancing demand for innovation EXMPLES R&D tax credits, grants for R&D, public support for venture capital Support for exploiting IP, technical support services, skilled migration and mobility schemes luster policy, support for networks, collaborative R&D programmes, support for intermediaries Public procurement policies, pre-commercial procurement of R&D Improving framework conditions for innovation Regulation, standards, business environment Improving discourse and preparedness Foresight and horizon scanning, technology roadmapping exercises The ompendium of Evidence for Innovation Policy (MIoIR) The OED-World ank Innovation Policy Platform

11 & HOW IN ND WHY THE UKFIRMS INNOVTE IN 11 POLIIES MY HVE SIGNIFINT IMPT (EITHER INTENTIONL OR UNINTENTIONL) ON INTERNTIONL T HOME UK policies may attract R&D investments (eg low corporation tax) or talent from abroad (eg favourable immigration policy or targeted scholarships); or they may facilitate introduction of those technologies, business models or new practices that are generated abroad (eg soft landing incubators or business support) ETWEEN Programmes to foster international research collaboration produce new knowledge, but also build bridges and relationships that additional stakeholders may exploit. Funds for collaborative R&D help support partnerships between firms and universities internationally. ROD The host country policy environment affects export opportunities for innovative UK companies (eg protectionism & subsidies), the opportunity to codevelop products and take them to market (eg IPR regime & wider legal environment) and the ability of UK companies to access funding (e.g requirement to conduct R&D locally or transfer technology)

12 HOW ND WHY FIRMS INNOVTE IN 12 HOW & WHY FIRMS INNOVTE

13 HOW ND WHY FIRMS INNOVTE IN 13 RNGE OF FTORS INFLUENE FIRMS DEISIONS TO INNOVTE Innovation is risky and often expensive. The value of new ideas and intellectual property is only as great as the firm s ability to exploit them. Factors influencing a firm s decision to innovate The community innovation survey, conducted every two years across Europe, reaches over 28,000 UK firms, and shows us which factors influence innovative UK companies to invest in innovation. The chart opposite shows the factors which influence a firm s decision to innovate. FTORS (% OF LL RODER INNOVTORS RTING HIGH ) ommunity Innovation Survey (IS)

14 HOW ND WHY FIRMS INNOVTE IN 14 WE HVE GENERI UNDERSTNDING OF HOW THE PROESS WORKS SOURE: GREENHLGH ND ROGERS (2010), INTELLETUL PROPERTY ND EONOMI GROWTH

15 HOW ND WHY FIRMS INNOVTE IN 15 YET THIS LINER MOVEMENT FROM SI RESERH TO THE MRKET DOESN T PTURE THE RNGE OF WYS IN WHIH TKES PLE SERVIE This isn t just about the service industries. Service innovation takes place in many different sectors. For example the business model innovation that emerged in Europe from the deregulation of European airspace in the 1990s resulted in low-cost carriers like Ryanair and EasyJet. While the core business remains passenger transportation, it transformed the European airline industry and the travel industry in general. The application of IT has led to disruptive service innovations across many different parts of the economy. SOIL This directly creates value for society in addition to the economy. It engages new actors, resources, systems and processes in areas from education and healthcare to climate change and financial inclusion.! Microfinance is regarded as one of the most important social innovations of a generation. Muhammad Yunus was awarded the Nobel peace prize in 2006 for his work with the Grameen ank. With 2,500 branches, this microfinance bank provides credit to almost 8 million people, recovering over 98% of loans. Innovation in services (DTI) The Open ook of Social Innovation (Young Foundation) The Process of Social Innovation (Mulgan)

16 HOW ND WHY FIRMS INNOVTE IN 16 FOREIGN DIRET INVESTMENT ONTRIUTES TO NTIONL PITY FOR Foreign direct investment (FDI) occurs when overseas businesses invest in the UK, either by acquiring a ritish company or a stake in one, or by setting up a new subsidiary. The UK s!2014/15 Inward Investment nnual Report, published by UK Trade and Investment (UKTI), shows the UK has continued to strengthen its position as the leading European destination for foreign direct investment. The US and the Netherlands are the biggest inward investors into the UK. lmost one in five private sector workers in the UK is employed by a foreign business; between 1997 and 2010, foreign owned firms went from employing 11 per cent of the UK s private sector workforce to employing 19 per cent. ritics have argued that FDI, in the form of acquisitions, hollows out the UK s productive capacity since foreign owners are more likely to shift high value functions overseas and to neglect UK supply chains. However, survey evidence shows that foreign firms have a significant positive impact on the innovative capabilities of their suppliers in the UK. NISSN R MNUFTURING PLNT IN SUNDERLND Foreign Direct Innovation: The effect of FDI on innovation in the UK (Nesta) Inward investment report 2014/15 (UKTI) OMRDIER TRNSPORTTION PLNT IN DERY

17 HOW ND WHY FIRMS INNOVTE IN 17 DIFFERENT STGES OF GROWTH REQUIRE DIFFERENT TYPES OF FUNDING FOR The source of funding for innovation adapts as a start-up evolves, adjusting to changes in risk, capital needs and the relative due diligence cost, but in some stages finance may be too costly or simply not available. Venture capital for innovation is concentrated in a few sectors like IT and biotech, and is available to a very small proportion of innovative firms overall. ontracts to develop and supply products and solutions are a far more common route to growth. Public sector spending by large departments such as health and defence is also an important driver. Innovate UK s Small usiness Research Initiative taps into the spending power of government departments to create opportunities for small, innovative companies to access R&D contracts. From Funding Gaps to Thin Markets (Nesta) Public venture capital schemes (public funds or co-investment models) PULI SUPPORT FOR ESS TO FINNE INLUDES: usiness angel network support Exploding the myths of innovation policy (onnell) Tax credits for investors in innovative companies (directly or through funds) SOURE: RIDGING THE VLLEY OF DETH PRLIMENTRY REPORT, 2013 ridging the valley of death (Ho S&T select committee) Loan guarantees Grants (from R&D to innovation prototyping) The Small usiness Research Initiative (TS)

18 HOW ND WHY FIRMS INNOVTE IN 18 THERE HS EEN RISE IN LTERNTIVE FORMS OF FINNE FOR LIKE ROWDFUNDING The financial crisis spurred a range of new financial innovations. Models like crowdfunding and peer-to-peer funding are remarkable for their transparency and simplicity. This new alternative finance movement uses technology to bring those with money to invest closer to those who need it, allowing investors to create diversified portfolios, avail of tax incentives and back growing businesses, all without the need of large traditional institutions. THE ROWDFUNDING PROESS For example, in 2013 Zovolt, a UK based startup, raised 90,000 through crowdfunding platform rowdcube for its miniature wireless EG/Heart Rate sensor, which is able to send data in real time to mobile devices. Nesta research found that in 2013 alternative finance intermediaries facilitated almost half a billion pounds of business funding, through crowdfunding, peer-to-peer lending and invoice financing. While this is still a relatively small proportion of the overall funding for SMEs, it is growing fast. * * Find a range of practical resources, research and publications here.

19 HOW ND WHY FIRMS INNOVTE IN 19 IN

20 HOW ND WHY FIRMS INNOVTE IN 20 IN TKES DIVERSE FORMS, THESE RELTIONSHIPS HVE DIFFERENT DEGREES OF INTENSITY ND RISK OOPERTION OMINTION O-RETION Information sharing Informal Separate resources Low intensity Low risk Some joint planning Formalised partnership ommunication channels Resource matching Medium intensity Low-medium risk Shared mission/goal omprehensive joint planning New hybrid structure Pooled resources High risk Shared reward

21 HOW ND WHY FIRMS INNOVTE IN 21 GOVERNMENTS USE RNGE OF METHODS TO SUPPORT ON ilateral agreements Multilateral agreements Researcher mobility schemes UK RUK has an extensive range of bilateral agreements on joint research funding calls. Innovate UK has begun to organise joint innovation calls. The goal of the Global Innovation Initiative, a ritish ouncil programme, is to strengthen global research through multilateral partnerships. The UK also participates in the EU s Horizon 2020 programme. The UK has one of the most extensive lists of researcher mobility schemes in the EU. Examples include the Royal Society s Newton International Fellowship and several research council schemes. EXMPLES OF GOOD PRTIE FROM ELSEWHERE While international agreements are often non-commital, Sweden s innovation agency, Vinnova, is well known for the number of bilateral programmes that it runs. Germany s LIENT project involves RI countries as well as South frica and Vietnam in order to work together on environmental technologies and services. Sweden s dvanced International Training programme, run by SID and VINNOV, aims to promote innovation-led sustainable growth by funding inward mobility and training. Partnership programmes and initiatives Foreign branches or subsidiaries One example of a UK innovation collaboration initiative is the Lancaster hina atalyst Programme, which aims to support the development of partnerships between UK and hinese R&D intensive companies. The UK is well represented internationally by SIN, UKTI, Prosperity Officers and, in key countries, RUK. The Initiative Entreprises Innovantes promotes partnerships between French SMEs and their counterparts in abroad. ustria, Denmark, Germany, Italy, the Netherlands, and Sweden all have S&T attachés, mostly focused on the RIS, the US and Japan. Germany is notable for its international network of Max Planck and Fraunhofer research centres. SOURE: DPTED FROM EU OMMISSION REPRORT ON INTERNTIONL SIENE, TEHNOLOGY ND OOPERTION (2013)

22 HOW ND WHY FIRMS INNOVTE IN 22 FROM JOINT VENTURES TO STRTEGI LLINES, THERE RE MNY DIFFERENT FORMS OF OLLORTIVE GREEMENT ETWEEN FIRMS The OED defines a joint venture as: a contractual agreement between two or more parties for the purpose of executing a business undertaking in which the parties agree to share in the profits and losses of the enterprise as well as the capital formation and contribution of operating inputs or costs. It is similar to a partnership, but typically differs in that there is generally no intention of a continuing relationship beyond the original purpose. ut there are many kinds of collaboration on innovation beyond joint ventures. s companies find increasingly flexible models of collaboration, strategic partnerships are common. These entail some degree of strategic and operational coordination and may include things such as joint research and development (R&D), technology exchanges, exclusionary market and manufacturing rights, and comarketing agreements. WHY DO OMPNIES SEEK PRTNERSHIPS ND S RELTING TO? ccess product and financial markets; Share costs of R&D; Share risk, reduce uncertainty; ccess complementary resources and skills of partners, such as finance, complementary technologies; enefit from research synergies or access facilities; ccelerate return on investments through more rapid diffusion of innovation o-opt competition; ttain legal and political advantages in host countries. Key terms in FDI (OED) For more on this see the work of Professor Nicholas Vonortas at the enter for International Science and Technology Policy, George Washington University

23 HOW ND WHY FIRMS INNOVTE IN 23 THE VLUE RETED Y UNIVERSITY-USINESS INTERTION GOES FR EYOND PTENTING, SPIN OFFS ND LIENSING There are many ways in which public research can be transferred, exploited, and commercialised. Knowledge flows and commercialisation channels are not unidirectional and often operate in simultaneous and complementary ways. recent survey by the UKIR identifies the various channels through which knowledge flow between universities and businesses, and highlights the importance of people interaction from conferences and advisory boards to student placements and invited lectures. While 17% of the firms surveyed said their interaction with the university had been initiated by a Technology Transfer Office (TTO), this was the least common way to initiate a relationship. Direct approaches and follow up to chance meetings at conferences were more common, highlighting the importance of building dense, informal networks between universities and businesses. International league tables show the UK ranking highly for academic-industry collaboration. THE LMERT Various toolkits have been developed to help universities and industries interact successfully. The Lambert Toolkit is widely recognised, and although less than 10% of university-business collaborations in the UK use a Lambertstyle agreement, it is still seen as a useful template and starting point for good practice. ommercialising public research (OED) The onnected University (Nesta) usiness perspectives on knowledge exchange in the UK (UKIR) The Lambert toolkit 8 years on (IPO)

24 HOW ND WHY FIRMS INNOVTE IN 24 HNNELS OF KNOWLEDGE FLOW ETWEEN UNIVERSITY ND INDUSTRY RE DIVERSE, WITH VRYING SIGNIFINE FOR INDUSTRY HNNEL DESRIPTION INTERTION INTENSITY? INDUSTRY SIGNIFINE? PULISHING Most traditional and widespread mode of knowledge transmission Low High ONFERENES & NETWORKING Professional conferences, informal relations, casual contact and conversations are seen as among the most important channels by industry across sectors Medium High OLLORTIVE RESERH & RESERH PRTNERSHIPS Resources are jointly committed by academic researchers and private companies. Range from small scale projects to large scale strategic partnerships eg PPPs High High ONTRT RESERH ommissioned by a private firm to pursue a solution to a problem of interest, involves creating new knowledge as per the specifications of the client. Usually more applied than collaborative research High High DEMI ONSULTING Research or advisory services provided by researchers to industry clients. Often led by individuals and not institutionalised. High High INDUSTRY HIRING, STUDENT PLEMENT Firms get access to talent pipeline but main benefits for universities (joint supervision of theses, internships collaborative research) Medium Medium PTENTING &LIENSING Ranked among the least important channels by both industry and researchers. Despite policy focus, little transfer of tacit knowledge Low Low PULI RESERH SPIN OFFS Receives substantial attention, but in fact a rare form of entrepreneurship compared to alumni and student startups Low Low PERSONNEL EXHNGES May take many forms, usually university or industry researchers spending time in alternate settings Medium Low STNDRDS ccording to OED research, at least as important a knowledge transfer channel as patents Low Medium SOURE: OMMERILISING PULI RESERH, NEW TRENDS ND STRTEGIES, 2013, OED

25 HOW ND WHY FIRMS INNOVTE IN 25 THERE RE MNY EXMPLES OF SUESSFUL LRGE SLE UNIVERSITY-INDUSTRY S IN THE UK DUNDEE S IOTEHNOLOGY LUSTER The division of signal transduction therapy, run by Sir Philip ohen, is supported by the MR and the University of Dundee, and attracts 2.7million per year in funding From 5 of the world s largest pharmaceutical companies: strazeneca, oehringer Ingelheim, GlaxosmithKline, Merck Serono and Pfizer. The companies share the right to exploit the technical know how, kinase profiling service and unpublished results, but they pay for special services and to license the unit s IP. Forty per cent of the funding for this collaboration goes to a service facility with 25 staff in a series of backup teams that support the 14 research groups. This expert team can be accessed by the companies, providing reagents and chemicals which generate a further 4 million per company over the four year period. The unit has successfully spawned a number of start up companies, most of which remain in Dundee. SOURE: Plan I, NEST ROLLS ROYE, EPSR ND UNIVERSITY TEHNOLOGY ENTRES Rolls Royce has co funded large amounts of engineering research alongside the EPSR. Their network of University Technology entres provides stable funding partnerships with specific institutions, focused on research areas of interest to the company. eyond this, they have participated in research collaborations such as the DM (advanced aeroengine materials) project, a five year collaboration between Rolls Royce, QinetiQ and six universities, with funding from EPSR and DTI (now IS). This investigation into the behaviour of high temperature materials contributed to major engine improvements that Rolls Royce has put into production. SOURE: Plan I, NEST

26 HOW ND WHY FIRMS INNOVTE IN 26 ONLINE PLTFORMS RE PLYING N EVER IGGER ROLE IN ENLING S OLLORTIVE DEVELOPMENT PLTFORMS growing number of platforms enable online collaborative development. Marblar is an online collaborative development platform that lets users generate commercial applications for scientific discoveries. It attracts patents from NS and commercial support for product development from Samsung. Launched over a year ago, 30 patents have so far been curated on the site, resulting in thousands of product ideas. Open IDEO is a collaborative design platform. ROWDSOURING SOLUTIONS rowdsourcing solutions, involves defining a unsolved challenge or problems, and creating an online infrastructure through which the widest possible range of participants can submit solutions, be judged according to a set of strict criteria and be rewarded for their achievement. Online ideas marketplace Innocentive, a spin out from pharma firm Eli Lilly, has 250,00 registered solvers from 200 countries competing for over $35 million in prizes. The US government has created new legislation to allow government departments to solve innovation challenges with crowdsourced prizes.. ONLINE PROFESSIONL NETWORKS Whether it s the 250 million strong global Linkedin platform, or the Technology Strategy oard s _connect platform for the UK innovation community, there are a growing range of professional networking platforms that help firms to identify expertise, deals and track industry specific knowledge. These loose networks are a complement to offline networking programmes and their potential is rarely fully realised. PROPRIETRY PLTFORMS Proprietary digital platforms associated with products, which provide an opportunity for third party commercial innovations, have revolutionised the mobile and digital services industry. For instance, while the direct contribution to profits of pps sold in pple s pp Store is not huge, the indirect contribution, through value added to iphone and ipad products is enormous. There are now over 300,000 pps on Google s competitor ndroid platform, which have been downloaded over ten billion times. This model is likely to spread beyond the mobile industry.

27 HOW ND WHY FIRMS INNOVTE IN 27 OLLORTING INTERNTIONLLY EXPOSES INNOVTIVE OMPNIES TO DDITIONL RISKS WHIH REQUIRE TILORED MITIGTION STRTEGIES The risks that companies face when collaborating internationally can be categorised as: Innovative companies face specific risks that are less relevant to other businesses: Preventable risks that result from poor preparation or ineffective operational practice. E.g. failing to apply for a patent; choosing the wrong partner. They may also result from having a poor understanding of the local culture or from language barriers Strategic risks that companies take in the knowledge that they are likely to generate strategic or financial returns; e.g. conducting R&D in hina exposes a company to the risks of a relatively weak legal system, but they also gain access to local resources and markets. External risks such as political and economic factors and natural disasters that cannot be controlled, but can sometimes be influenced They are likely to require a higher risk tolerance, since the rapid and regular development of new products or services is key to their competitive advantage; They depend more than other industries on IP for their value and growth strategies. The risks innovative companies face, and their mitigation strategies, vary depending on company size and technology: Small companies may not have the resources to undertake market research, build government relationships and defend their IP. dvanced technologies are more difficult to copy as they embody a large amount of knowledge which is not published in patents. The real risk equation (Nesta) Risk management and innovation in business (llianz insurance) Managing Risk: New Framework (Kaplan)

28 HOW ND WHY FIRMS INNOVTE IN 28 INTELLETUL PROPERTY IS THE GRMMR OF ON, ND THERE RE MNY DIFFERENT ROUTES TO PROTETING IT While patents and other formal rights are often thought of as the main ways to protect IP, businesses use a wide range of formal and informal approaches. For example, trusted relationships are key to innovation collaborations and must be cultivated over time. In a recent survey 74% of firms surveyed said that cultivating commitment and loyalty is an effective way to protect IP, compared to just 51% for a patent. PPROH TO PROTETION Patent Design right Trademark opyright Secrecy/nondisclosure agreement Restricted access to information Division of duties ultivating commitment & loyalty Fast innovation cycle omplex product design DESRIPTION n invention which is a product or a process that provides a new way of doing something, or offers a new technical solution to a problem. Design Right refers to the specific legal protection available to unregistered designs in the UK. sign (logo/words that make a brand) which distinguishes goods and services from that of a competitor. rtistic and creative works Inventions that haven t been patented Trade secrets that have not been registered for legal protection Involves splitting stages of the production or research process between different partners or suppliers llows partners to share information without fear of IP theft ringing products and services quickly to market reduces risk of being copied Products that do not embody large amounts of advanced knowledge are relatively easy to copy and manufacturers often make them unnecessarily complex in order to mitigate this ollaborate to innovate (ig Innovation entre) IPO: Types of IP IP toolkits and guides

29 LERN MORE

30 & HOW IN ND WHY THE UKFIRMS INNOVTE IN 30 LERN MORE OED (2005) Oslo Manual: Guidelines for ollecting and Interpreting Innovation Data, 3rd Edition. vailable at: oslomanualguidelinesforcollectingandinterpretinginnovationdata3rdedition. htm Hulten (2000) Total factor productivity: a short biography. vailable at: OED (2002) Frascati Manual: Proposed Standard Practice for Surveys on Research and Experimental Development, 6th edition. vailable at: frascatimanualproposedstandardpractice forsurveysonresearchandexperimentaldevelopment6thedition.htm OED (2010) The OED Innovation Strategy. vailable at: Nesta (2012) Plan I: The ase for innovation-led growth. vailable at: Nesta (2013) 5 Hours a Day: systemic innovation for an ageing population. vailable at: Nesta Innovation Index. vailable at: innovation-index Lundvall (1992) National Systems of Innovation: Toward a Theory of Innovation and Interactive Learning vailable at: books/about/national_systems_of_innovation.html? id=idxgwacw-4o&redir_esc=y llas, T. (2014) Insights from the international bench-marking of the UK science and innovation system. vailable at: government/publications/science-and-innovation-system-internationalbenchmarking lind (2013) The impact of standardization and standards on innovation. vailable at: the_impact_of_standardization_and_standards_on_innovation.pdf

31 & HOW IN ND WHY THE UKFIRMS INNOVTE IN 31 LERN MORE Elder et al (2011). Measuring wider framework conditions for successful innovation. vailable at: MESURING-WIDER-FRMEWORK-ONDITIONS-SUESSFUL- DTI (2007) Innovation in services, DTI Occasional paper. vailable at: DTIpaper9.pdf Roper (2006) The Scottish innovation system: actors, roles and actions. vailable at: Murray et al (2010) The Open ook of Social Innovation, Young Foundation., London. vailable at: publications/open-book-social-innovation" " Manchester Insitute of Innovation Research (2012) The ompendium of Evidence for Innovation Policy. vailable at: net/compendium/ Mulgan, G. (2006) The Process of Social Innovation, Innovations, MIT, oston. vailable at: files/the_open_book_of_social_innovation.pdf The OED-World ank Innovation Policy Platform. vailable at: hesbrough (2006) Open Innovation: the new imperative to creating and profiting from technology. vailable at: about/open_innovation.html?id=oelih89yimc&redir_esc=y" IS (2012) ommunity Innovation Survey: vailable at: Nooteboom et al (2008) Network Embeddedness and the Exploration of Novel Technologies. papers.cfm?abstract_id=903743

32 & HOW IN ND WHY THE UKFIRMS INNOVTE IN 32 LERN MORE OED (2013) Interconnected Economies: benefitting from Global Value hains. vailable at: GVs-synthesis.pdf" UKTI (2013) Inward Investment Report 2014/15. vailable at: Dedrick et al (2008) Who profits from innovation in global value chains? Industry Studies. vailable at: Dedrick_Kraemer_Linden.pdf" * Nesta (2009) From Funding Gaps to Thin Markets: UK government support for early stage venture capital. vailable at: publications/funding-gaps-thin-markets Kraemer et al (2011) apturing value in global networks. vailable at: onnell and Probert (2011). Exploding the myths of innovation policy. entre for usiness Research, University of ambridge. vailable at: downloads/special-reports/specialreport-explodingthemyths.pdf OED (2013) UK participation in global value chains. vailable at: House of ommons Science and Technology Select ommittee (2013) ridging the valley of death: improving the commercialisation of research. vailable at: cmsctech/348/348.pdf" Nesta (2012) Foreign Direct Innovation: The effect of FDI on innovation in the UK. vailable at: default/files/foreign_direct_innovation.pdf The Small usiness Research Initiative (SRI): sbri.innovateuk.org/"

33 & HOW IN ND WHY THE UKFIRMS INNOVTE IN 33 LERN MORE Find a range of practical resources, research and publications here: Nesta (2009) The onnected University. vailable at: Technopolis (2012) Overview of international science, technology and innovation cooperation between Member States and countries outside the EU and the development of a future monitoring mechanism. vailable at: study_cooperation_countries _outside_the_eu.pdf * UKIR (2013) onnecting with the ivory tower: usiness perspectives on knowledge exchange in the UK. vailable at: report/8325/doc/usiness-universitysurveyreport.pdf" OED Key terms in FDI (2008). vailable at: investment/investmentfordevelopment/ pdf IPO (2013) ollaborative research between business and universities: The Lambert toolkit 8 years on. vailable at: attachment_data/file/311757/ipresearch-lambert.pdf For more on this see the work of Professor Nicholas Vonortas at the enter for International Science and Technology Policy, George Washington University: OED (2013) ommercialising public research, new trends and strategies. vailable at: OED (2013) ommercialising public research, new trends and strategies. vailable at: commercialising-public-research.htm Nesta (2012) Plan I: The case for innovation-led growth. vailable at:

34 & HOW IN ND WHY THE UKFIRMS INNOVTE IN 34 LERN MORE Nesta (2013) The Real Risk Equation. hapter in hina's bsorptive State: Research, innovation and the prospects for hina-uk collaboration. vailable at: chinas_absorptive_state_0.pdf#page=79 llianz Insurance (2013) Risky usiness: report comparing how combining risk management and innovation in business can deliver growth. vailable at: Risky-usiness-Report-pril-2013.pdf * Kaplan (2012) Managing Risk: New Framework. Harvard usiness Review. vailable at: %20management.pdf The ig Innovation entre (2013) ollaborate to innovate: how businesses can work with universities to generate knowledge and drive innovation. vailable at: IPO : Types of IP. vailable at:

35 LIK HERE TO RETURN TO THE POLIY HOMEPGE