How Universities really make a difference in regional clusters Prof. Dr. Peter Heydebreck

1. Clusters Conference – Building successful regions through dynamic Clusters How Universities really make a difference in regional clusters Prof. Dr. Peter Heydebreck Brno, May 30th 2005 p.heydebreck@inno-group.com Pethe@ikp.liu.se

2. Source of qualified personnel Universities: Potential key player in regional innovation systems • Training providers • Technology providers • Research partners • Spin off generators • Cluster engines

3. Competitive competence Sustainability Quality dimensions of clusters and regional innovation systems • Critical mass • Holistic system approach • Need orientation

4. Increased competition between Universities in respect to students, staff and funding Universities: challenges of today • Increased necessity to position the University as a whole and not to run a conglomerate of organisations • Strengthen the region

5. Champion strategy definition and implementation processes (Foresight) How Universities can contribute to strengthen regions • Improve the innovation climate and the entrepreneurial atmosphere in the region (case EXIST / KEIM) • Professionally commercialise research results and research potentials (case PVA Mecklenburg-Vorpommern).

6. Innovation systems today Challenge intensified by: • Challenged by lack of need orientation • Challenged by lack of sustainability • Challenged by lack of transparency • Challenged by lack of system approach • Challenged by lack of critical mass Lack of learning capacity!

7. What are the challenges of learning? • Overflow of potentially interesting subjects • Unawareness of what needs to be learned • Necessary knowledge is partly unavailable, partly difficult to locate or access • Lack of time to learn

8. How does regional Foresight promote learning? Foresight is a powerful tool to: • prioritise • thus fighting information overload • generate transparency on who holds critical knowledge • thus decreasing transaction costs • create a climate supporting mutual learning processes • thus helping actors to learn from each other and jointly create new knowledge • implement actions based on knowledge • thus giving learning a sense • integrate learning into business • thus securing time efficient sustainable learning

9. How can Foresight help? • Foresight is an early early wake-up call (15 years+) • Foresight stimulates and fosters mutual learning • Foresight creates consensus (participatory process) • Foresight creates dedication to action • Foresight is thinking the future • Foresight is debating the future • Foresight is shaping the future • Foresight is not forecasting the future

10. Roadmap vs. Foresight Tomorrow Today VISION Foresight process Strategic idea Roadmap- process

11. The MLP initiative Mutual Learning Platform is an initiative started by the European Commission (DG ENTR, RTD and REGIO) and launched under the Innovating Regions in Europe Network aiming at enabling regions to benefit from increased investment in research and innovation in Europe. In the scope of the MLP initiative workshops on regional foresight are organised The First regional foresight workshop will take place in Brussels on October 19th 2005 To submit your registration please contact: MLP-conference@inno-group.com

12. How universities make a difference (1) Case 1: EXIST / KEIM

13. Technology Region Karlsruhe • An average rate of 20% of sales invested in R&D • 1 out of 7 ICT companies is a research spin-off • 80% of the ICT companies are engaged in a co-operation with another company • Every second ICT company co-operates with a research institute within the Technology Region • The Technology Region Karlsruhe offers excellent conditions for ICT companies • 3 Universities & Universities for Applied Sciences • 7 Research Centres • 10 out 100 job positions in the R&D sector • 25,000 students, over 600 professors and 5,000 scientific workers • Karlsruhe is ranking among the best European High-Tech Regions. A combination of high research density and application-oriented research makes Karlsruhe an ideal location for knowledge-based business foundations

14. The KEIM Initiative - Mission Statements Development of the „KEIM Process“ as a common integration basis for all participating regional institutions. • Create an entrepreneurship culture in higher education and research institutions • Increase the number and quality of business start-ups from universities and research institutions through cooperation and experience exchange • Speed up the realisation and growth of business foundations through improved coordination and customised support offers

15. The KEIM Process Sucessful entrepreneurs Success stories Contacts/ first contracts Coopera- tion Lectures/ internships Mentoring

16. The KEIM Initiative - Results • High level of awareness of the KEIM initiative in the whole region • Strong integration of renowned institutes in the three participating universities • Strengthening the network and intensifying the cooperation in the KEIM region • Contact to over 10,000 interested people in the universities and regional research institutions over the whole period • Organisation of 150 information, qualification, and training events in the KEIM-universities per year – with approx. 2,500 participants • Support to over 630 start-up projects initiated by universities and regional research institutions – 210 companies founded • Initiation of new sub-projects and international activities

17. How universities make a difference (2) 3.000 Scientists Case 2: PVA Patent and Valorisation Agency Mecklenburg-Vorpommern • Ernst-Moritz-Arndt-University of Greifswald • University of Rostock • University of Wismar • Stralsund University of Applied Sciences • Neubrandenburg University of Applied Science • Research Institute for the Biology of Farm Animals • Fraunhofer Institute for Computer Graphics • Institute of Low Temperature Plasma Physics • Leibnitz Institute for Organic Catalysis Research

18. Value creation through the innovation lifecycle Universities / Research Institutes Course of exploitation Capital inflow from exploited research Research Projects > Spin-outs > Licensing > Sold Intellectual Property / Know-how

19. Exploitation generates capital Spin-Outs Licensing Know-How R&D-Projects Course of exploitation Capital Inflow Public Research Projects (international, national, regional)

20. A broad view on commercialisation Total number of inventions Filter 1: Is there a Market? Filter 2: What does the IPR situation look like? YES GOOD Out-licensing BAD Start-up NO Research cooperation Back to the drawing board (feedback)

21. The selection process Nordverbund AQUISITION of PROJECTS SELECTION AND VALUE CREATION Evaluation, Selection und Patenting COMMERCIALISATION of SELECTED IPR / INVENTIONS First Screening / Evaluating the Concept Second Screening / Evaluating Market Potential and IPR Patenting Developing a Commer- cialisation Strategy OUT-LICENSING START-UPS NO NO RESEARCH COOPERATION BACK TO THE DRAWING BOARD COOPERATION WITHIN NETWORKS

22. The PVA model Universities 49% 51% Technologies Public Private Partnership PPP Management

23. The PVA Model – Results 2002 - 2004 The Road from an idea to IPR and Licence Agreement • 156 Invention disclosures • 87 Detailed analysis • 56 Patents filed • License agreements: > 25 completed > 33 currently in negotiation The Road from an idea to a Start-Up • 982 Entrepreneurs • 158 Start-Up concepts • 8 founded companies

24. Thank you for your attention!!!