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Promoting the Demand for Partnerships for Innovation

ZERNIKE (UK). Partnerships for Innovation: Fostering Industry-Science Relationships. Promoting the Demand for Partnerships for Innovation. Bob Hodgson Zernike (UK) Limited. Lisbon December 2001. ZERNIKE (UK). Structure and purpose. Structure. models and changes differentiation

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Promoting the Demand for Partnerships for Innovation

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  1. ZERNIKE (UK) Partnerships for Innovation: Fostering Industry-Science Relationships Promoting the Demand for Partnerships for Innovation Bob Hodgson Zernike (UK) Limited Lisbon December 2001

  2. ZERNIKE (UK) Structure and purpose Structure • models and changes • differentiation • bridges • Concerns` • Purpose • promote plurality and flexibility Lisbon, December 2001 Bob Hodgson

  3. ZERNIKE (UK) Underpinning models: classic systemic models • Technology push - scientific and political popularity • Market pull - driven by need • Chain linked - large company sophistication • Polar functions - micro chain analysis • Regional networks - getting the act together Lisbon, December 2001 Bob Hodgson

  4. ZERNIKE (UK) Typical model: Kline-Rosenberg Lisbon, December 2001 Bob Hodgson

  5. ZERNIKE (UK) Cambridge University roll call Glaxo SmithKline Beecham Marconi Lisbon, December 2001 Bob Hodgson

  6. ZERNIKE (UK) Typical model: Kline-Rosenberg • No longer strangers to research • Overwhelming feedback Lisbon, December 2001 Bob Hodgson

  7. ZERNIKE (UK) Typical model: Callon et al Lisbon, December 2001 Bob Hodgson

  8. ZERNIKE (UK) Differential research intensity Lisbon, December 2001 Bob Hodgson

  9. ZERNIKE (UK) Typical model: Callon et al • Phenomena of biotech firms • market capital for medium term funding • zero sales, high R&D • specific or new paradigm? Lisbon, December 2001 Bob Hodgson

  10. ZERNIKE (UK) Old Models, New Paradigms Interactive models have changed • old barriers are coming down • new arrangements are emerging with different tensions • different rules need to be developed • A key area is the management of IP • protect • commercialise • incentivise • legitimise • share rewards - build legitimacy Lisbon, December 2001 Bob Hodgson

  11. ZERNIKE (UK) Underpinning models: business drivers • Sources of technology for firms • Customer driven - supply chains • Competition driven - cluster models • Leaders and followers - differential patterns Lisbon, December 2001 Bob Hodgson

  12. ZERNIKE (UK) Underpinning models: business drivers • Customer driven - supply chains • Competition driven - cluster models Lisbon, December 2001 Bob Hodgson

  13. ZERNIKE (UK) Underpinning models: business drivers • Leaders and followers - differential knowledge and interaction distant invader close invader leader distant invader gaps Core competence gaps distant invader Lisbon, December 2001 Bob Hodgson

  14. ZERNIKE (UK) Perspectives and dilemmas: firms • Innovate or die • NTBFs • global giants Prime area for partnerships • Innovate and die • cost minimizer • buyer defined • commodity businesses • Product and service mix Lisbon, December 2001 Bob Hodgson

  15. ZERNIKE (UK) Thinking world class region • Greater Cambridge • Strengths: • World class research base • Dynamic high tech community • Specialist property • Weaknesses: • Congestion / greenbelt • Growing issues of affordability • Disparities across the sub-region • Milton Keynes / North Bucks • Strengths: • World class specialisms in education and learning • Infrastructure for further growth • Focus for inward investment • Weaknesses: • Footlooseness • Skills • Bedfordshire and Luton • Strengths: • Research specialisms at Cranfield • Growing expertise in the environmental sector • Expertise in manufacturing and light engineering • Weaknesses: • Comparatively weak skills base and a lack of entrepreneurialism • Some structural economic concerns • Oxfordshire • Strengths: • World class research base • Dynamic high tech community • Specialist property • High quality workforce • Weaknesses: • Congestion / greenbelt • IT Infrastructure • Labour and skills shortages Lisbon, December 2001 Bob Hodgson

  16. ZERNIKE (UK) Differentiation: some concerns • Differentiation: sectors and scale • Bio and medical sciences • SMEs and fast flexibility especially in ICT • Public purpose: health defence environment • Large firms and global competitiveness • Clusters cooperation and competition • Bridges and people Lisbon, December 2001 Bob Hodgson

  17. ZERNIKE (UK) Bridges and people • Jesuits and culture • the three Fs • incentivising the actors • Migrants and knowledge • Promotion and the champions league • Capturing and embedding • Engaging the other half Lisbon, December 2001 Bob Hodgson

  18. ZERNIKE (UK) Legitimacy and support • Crucial for all the stakeholders • Seizing the initiative • Oslo and the vikings • Four crucial ingredients • Language - being able to talk to each other • Purpose - having a clear shared vision of future • Incentive - funding to lubricate and rewards • History - no substitute for doing it Lisbon, December 2001 Bob Hodgson

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