Bridging the divide between Industrial and Academia relationship. Prof. Dr. Utz Dornberger in4in Workshop Ruanda, 2014

Transcription

1 Bridging the divide between Industrial and Academia relationship Prof. Dr. Utz Dornberger in4in Workshop Ruanda, 2014

2 Disparity in Business and Science Scientific world and the business world share complementarities between them, though their objectives are different. The scientist looks for new knowledge, while the entrepreneur seeks profit; for their respective successes, they have to concentrate on their objectives. Vice Rector Prof. Dr. Schneider Albert-Ludwigs-University Freiburg Medium-sized Enterprise Conference 2007, Freiburg 2

3 Classic Model: Reactive Knowledge Transfer The core function of the University Transfer Offices is to channel the enquiries from the private sector to the specific researchers in the universities. Enquiries Transfer Office Enterprise Enterprise Transfer Institute 1 Institute 2 Enterprise Private Sector Transfer Institute n University 3

4 Need of Entrepreneurial Spirit The research productivity is high in the Universities, but they hardly play a role for innovation, as the universities pay little attention to the incentives of the entrepreneurs and the entrepreneurial competencies. Knowledge transfer to the enterprises has not worked as well in the reality as it was expected. The reason for such dysfunctionality lies in the absence of the integration of the entrepreneurial spirit of the knowledge producer in the process of the knowledge transfer Röpke (2001), The Entrepreneurial University, p. 5 4

5 New Perspective: Proactive Knowledge Transfer Universities & Research Institutes Start-up Support Demand Growth Support Demand Attracting Investment Private Sector 5

6 Proactive Knowledge Transfer: Start-up Support The universities and research centers will give birth to enterprises in the region. Active Innovation promotion Enterprise Enterprise Institute 1 Institute 2 Institute n University Guiding the Start-up Starting up Enterprise Starting up Private sector 6

7 Academic Spin-offs Academic spin-offs transform technological inventions developed from academic research that are likely to remain unexploited otherwise (Shane, 2004) In most countries, universities and research centers can claim the intellectual property (IP) rights on technologies developed in their laboratories. This IP typically draws on patents or copyrights. Therefore, the process of establishing the spin-off as a new corporation involves transferring the IP to the new corporation or giving the latter a license on this IP. 7

8 Critical Steps in Academic Spin-off Creation Developing a proof of concept, that demonstrates that the invented method or new theory is probably useful in a particular application - for example a new product. Developing a fully functioning new product that can be sold in the market. Developing a successful business model for the spin-off; a business model depicts the rationale of how the spin-off will create, deliver and capture value. Forming a start-up team that is possessing all necessary competences, especially market knowledge and experiences. Attracting start-up funding to finance the development of prototypes and new products; this may involve acquiring financial resources from venture capital firms, angel Investors, banks, or other providers of early-stage financial capital. Acquiring the first customer. The first customer, also called an early adopter, can provide candid feedback to help the spin-off refine future product releases and also provide access to a distribution channel or other forms of support. 8

9 Challenge: Relevance of Proof of Concept GAP Many findings and research results have high relevance, but only few of them are commercially applicable Proof of Concept (PoC) is not attractive for the industrial applications Enterprises Product development Proof of Concept Academic Research Universities 9

10 Resources Challenge: Death Valley of Technology Transfer Academic Research Product Development There is little public support to finance the last step from Proof of Concept to final product 10

11 Challenge: Business Model Development Challenges: Distribution Channels Customer Relationship Tool: Business model Canvas (Osterwalder) 11

12 Real innovation efforts Source: Probst 2014; Keeley, L. et al

13 Successful innovation efforts Source: Probst 2014; Keeley, L. et al

14 Challenge: Team Building Professionalization of team members Attracting experienced professionals 14

15 Challenge: Start-up funding Need of an extensive network to provide tailor made financing to young companies: Public money through local government, EU, etc. Local Venture capital money International Venture Capital Companies Strategic Investors 15

16 Challenge: Acquiring the first customer Few Business Angels Limited manpower with sales experience in the Hightech-Sectors Weak integration with the industry networks Contacts through the research networks can be used only partly for commercial application 16

17 Vermarktungsplattfom: MEDIPOS Kundenbindung Analyse von Einweiserdaten zur Identifikation von Einweiserpotenzialen und strategische Einweiserbindung Prozessmanagement Prozessanalyse, Prozessoptimierung, Prozesskostenrechnung von Klinikprozessen Technologiebegleitung Unterstützung des Technologietransfers aus der Forschung in die Wirtschaft: Innovationsmanagement, Strategieentwicklung, Vermarktungskonzept, Umsetzungsbegleitung Datenanalyse Einfache, flexible und dynamische Aus-wertung von Leistungsstrukturen im DRG-System auf Basis einer hochinnovativen Analyseplattform Weiterbildung zielgruppenorientierte Angebote für Management- und Prozesskompetenz des medizinischen Personals Kommunikation Analyse, Aufbau und Optimierung der Kommunikation zwischen niedergelassenen und Klinikärzten präoperative Planungsmodelle Zusätzlicher Informationsgewinn bei der OP-Planung und neuartige Trainingssysteme für die Aus- und Weiterbildung von Medizinern 17

18 Process of Start-up Support 18

19 New Perspective: Proactiver Knowledge Transfer Universities & Research Institutes Start-up Support Demand Growth Support Demand Attracting Investment Private Sector 19

20 Proactive Knowledge Transfer means growth support The majority of the technology based enterprises does not have more than employees Growth problems are not due to poor product quality, rather due to limited product portfolio and weakness in sales and distribution Intermediary role of public research institutes for the development of the networks for product development and marketing and distribution 20

21 New Perspective: Proactive Knowledge Transfer Universities & Research Institutes Start-up Support Demand Growth Support Demand Attracting Investment Private Sector 21

22 Proactive Knowledge Transfer means also attracting investments A critical mass of the enterprises can not be reached only through formation of the new enterprises Active marketing of the research expertise to attract companies to the region within the framework of joint R&D projects Marketing R&D-Competency Enterprise Enterprise Institute 1 Institute 2 Institute n University Joint Projects Investment Enterprise Investment Private Sector 22

23 Challenge: Sustainable Finance of Transfer Resources Limited resources in the university High dependency on the external public support A stronger entrepreneurial activity of the transfer actors is necessary Financial participation in the Start-up's Consultancy projects with the fast growing enterprises 23

24 The International SEPT Program decided in 2008 to implement a new international project called intelligence for innovation in4in Conviction that the future of our economies relies on the innovative Small and Medium-sized enterprises (SMEs) Role of Universities in the creation and the growth of innovative SMEs The in4in approach Dedicated to conveying theoretical knowledge, application-oriented findings and practice-relevant experience with regard to the management and promotion of innovation in SMEs An application-oriented set of strategies and instruments to be used by SMEs capturing important aspects for simulating the innovation culture and strengthening the innovation management 24

25 Fields of Activity Entrepreneurship Promotion at universities Consulting in promotion of innovation and entrepreneurship Training in Innovation Management Research in the field of innovation and entrepreneurship 25

26 in4in Worldwide 26

27 African in4in Network During the period ( ) African in4in-network will integrate all African partners to: implement knowledge and experience transfer among project partners in order to foster the establishment and further development of entrepreneurship promotion programs at universities develop locally adapted strategies to improve cooperation (network) management between universities and the private sector in the field of innovation and technology transfer. train the trainers at all African partner universities by establishing shortterm training courses in innovation and technology management. 27

28 The Alliance The African in4in-network Kwame Nkrumah University of Science and Technology Kumasi, Ghana Adama University, Ethiopia Inoorero University, Kenya INES-Ruhengeri, Ruanda University of Dar es Salaam, Tanzania Leipzig University 28

29 Objectives Portfolio of actions Implementing a knowledge and experience transfer to foster the development of entrepreneurship promotion programs at universities Developing adapted strategies to improve the cooperation between universities and the private sector in the field of innovation and technology transfer Developing and implementing a range of short-term training courses covering topics of innovation and technology management Expected results Implementing and developing entrepreneurship support centers at all partner universities Train the trainer at all African partner universities to establish short-term training course in innovation and technology management Establishing joint research projects in the field of entrepreneurship and innovation 29

30 Activities Entrepreneurship Development of Start-up Centres Good Practices Research Creative Industries in Africa Service Innovation Innovation Policy Priority Themes Sensibilization New Conference Entrepreneurship Book Cases Training Certified Innovation Manager Service Engineering 30

31 International SEPT Program Office: Beethovenstrasse 15, D Leipzig Germany Web: