boston mzk 6
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How to best turn innovation policy in practise ? How to increase innovability of nations ? Which tools ?TRANSCRIPT
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Innovability - Turning Innovation Policy into Practise -
Gerd Meier zu Köcker
iit – Institute for Innovation and Technology
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The Morocco Case- Dream or Nightmare for Policy Makers -
Governmental task:
Improve national competitiveness in Solar Energy
Funds available: EUR 10 Mio
Measurable impact: 3 – 5 years
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3© VDI/VDE-IT 13.04.23
Phases of the innovation process Results
Research
Development
Production
Commercialisation
Mass application
Invention
Prototype
Exploitable product
Market success
Impact on economy
Quelle: FSU Jena, Fritsch, VL Innovationssysteme SS 2009
How Innovation Happened in the Past
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Sources for Innovation – Today -
Source: IBM CEO Study
External Sources Internal Sources
Persons
Relationships
Organisations
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Sources for Innovation – Today -
Source: IBM CEO Study
External Sources Internal Sources
Persons
Relationships
Organisations
Hot spot for innovation
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How Innovability Depends on Organisation Issues
Delmenhorst, 9. Dezember 2010
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Delmenhorst, 9. Dezember 2010Basierend auf dem House of Innovation Konzept von A. T. Kearney
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5Innovation strategy
Organisation andculture
Product life cycle Enabling Factors
Innovation results
Organisational Innovability
- A Self-assessment -
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Silent Evolution of New Industries
Source: pwc, 2012
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How Converging Technologies Shaping New Industries
© VDI/VDE-IT 13.04.23
Smart packaging industry
Food
SensorsPackaging
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How Converging Technologies Shape New Industries
© VDI/VDE-IT 13.04.23
Biomarker industry
Biology
Optical Technologies
Health
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Different Disciplines Have to Co-operate for Polymer-Based
Innovations
MaterialScience
Production technologies
Analytics
New generation of polymer-based
PV panels
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Innovations for Emerging Markets (I)
Injection pumps for cars
ChallengeDown-Scaling of existing highly sophisticated injection pumps to enter Indian market
Why?Entering new markets
Discovering new applications
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How Policy Makers can Stimulate Innovation
Fiscal and regulatory measures- e. g. feed in law -
Institutional support - Institutions as innovation services providers -
Programmatic support
- Funding innovations -
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Challenges
Innovation Policy Wheel
• Complexity• Technological Convegence• Organisational Convergence• Velocity• Internationalization
• Cut budgets• Decision making processes• Funding tools• Administration• External pressure
Policy
• Expectations• Re-shape of new industries• Societal challenges • Market demands
Society / Markets
Academia
Determinantsof innovability
PersonsOrganisations
Networks
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Analysis:
Level of Scientific Excellence
Innovation Leagues
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Development of new technologies
Coping societal and global
challenges
Analysis I:
Supporting Solutions or Technologies
X
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Analysis: What Determinant(s) Shall be Improved?
30 Determinants of a National Innovation Systems
National Innovation Policy
Regional Innovation Policies
Foresight R&D Agenda
Master Plans
Cluster Policy
Training & Education
Technology Transfer Centres
Technology Parks
Funding Agencies
Clusters
Innovation Service Providers
Business Promotion Agencies
STI Funding Schemes
Fundamental R&D Programmes
Entrepreneurial Support
Applied R&D Programmes
Joint Funding Schemes
Cluster Development Programmes
Universities
Institutions for Fundamental R&D
Incubators Private R&D Institutions
Entrepreneurs
Innovators
SMEs
PolicyLevel
InstitutionalInnovation Support Level
Programmatic Innovation Support Level
Innovation Capacity Level
Large Companies Innovation Friendly
Regulations
Private InvestorsAccompanying Measures to Support STI
Internationalisation Support
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Status of Development of the Institutional Innovation Support
Providers in Zambia
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Status of Development of the Innovation Actors in Zambia
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Status of Development of the Programmatic Innovation
Support in Zambia
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Portofolio of Measures to Improve Innovability in Zambia
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Portofolio of Measures to Improve Innovability in Manaus / Brazil
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Portofolio of Measures to Improve Innovability in Indonesia
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Key programme design figures
Design:
New Role of Academia Due to the New Nature of Innovation
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Setting the Framework Conditions for better Cooperation
between Science and Technology
Collaborative R&D projects
Fixed budget
Fixed budget
Competitive programmes / calls
Collaborative R&D projects
1970 / 1980 Nowadays
… in competitive programme calls for collaborative R&D
Turning major parts of the fixed annual budgets of universities …
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Development of Annual Budget of FhG-IDG
Source: Fraunhofer Institute IGD
Fixed budget
Industry
EU – collaborative projects
Federal level – collaborative projects
Collaborative projects with
industry
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….how to do it ?
… what has to be funded ?
….who has to be funded ?
… which instruments
Design:
Key Outline of Programme Design Features
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28Period of time for exploitation / commercialization
lo
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1 2 3 4 5 6 7 8 9 10 …… 15 years
Company Specific
Innovation Support
Applied Research
Basic Research
Accompanying
Innovation-related Measures
Design: Funding Schemes for Microsystem Technology in Germany
Mobility & Exchange Programs
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Design:
Linking Programs to Other Innovation Support Schemes
Weak linkages between cluster and other innovation support programs in some European countries
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Implementation:
Examples for Good and Bad Practises on Program Implementation
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Measuring:
Measuring Output, Outcomes and Impact
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32Delmenhorst, 9. Dezember 2010
Erfolgsfaktoren bei FuE-Verbundvorhaben
Technische Kompetenz und Know-how des Konsortialführers (58 %)
Integration der Endanwender ins Konsortium (54 %)
Kenntnisse der wesentlichen Industrieprozesse (33 %)
Klarheit der Projektziele (32 %)
Technische Kompetenz des gesamten Konsortiums (27 %)
Quelle: eigene Untersuchungen, basierend auf einer Auswertung
von rund 5.000 Verbundvorhaben
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33Delmenhorst, 9. Dezember 2010
Zu ehrgeizige Zielsetzungen, zu hohe technische Komplexität der angestrebten Problemlösung (30 %)
Fehlen eines klaren Verwertungs- und / oder Geschäftsplans (24 %)
Zu hohe Einführungs- oder Produktionskosten (19 %)
Falsche Einschätzung der Marktbedürfnisse (12 %)
Änderungen der Bedürfnisse des Marktes während der Projektlaufzeit (11 %)
Andere Gründe (20 %)
Quelle: eigene Untersuchungen, basierend auf einer Auswertung von rund 5.000 Verbundvorhaben
Versagensgründe bei FuE-Verbundvorhaben
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34Delmenhorst, 9. Dezember 2010
Einfluss der Projektmanagement-
erfahrung vor Projektbeginn
Quelle: eigene Untersuchungen, basierend auf einer Auswertung von rund 5.000 Verbundvorhaben
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35Delmenhorst, 9. Dezember 2010
Einflussfaktor: Konsortialstruktur
Quelle: eigene Untersuchungen, basierend auf einer Auswertung von rund 5.000 Verbundvorhaben
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36Delmenhorst, 9. Dezember 2010
Quelle: eigene Untersuchungen, basierend auf einer Auswertung von rund 5.000 Verbundvorhaben
Einflussfaktor: Verwertungsrisiko bzw. Verwertungskompetenz der Konsortialpartner
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37Delmenhorst, 9. Dezember 2010
Erfolgsfaktoren bei FuE-Verbundvorhaben
Technische Kompetenz und Know-how des Konsortialführers (58 %)
Integration der Endanwender ins Konsortium (54 %)
Kenntnisse der wesentlichen Industrieprozesse (33 %)
Klarheit der Projektziele (32 %)
Technische Kompetenz des gesamten Konsortiums (27 %)
Quelle: eigene Untersuchungen, basierend auf einer Auswertung
von rund 5.000 Verbundvorhaben
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38Delmenhorst, 9. Dezember 2010
Zu ehrgeizige Zielsetzungen, zu hohe technische Komplexität der angestrebten Problemlösung (30 %)
Fehlen eines klaren Verwertungs- und / oder Geschäftsplans (24 %)
Zu hohe Einführungs- oder Produktionskosten (19 %)
Falsche Einschätzung der Marktbedürfnisse (12 %)
Änderungen der Bedürfnisse des Marktes während der Projektlaufzeit (11 %)
Andere Gründe (20 %)
Quelle: eigene Untersuchungen, basierend auf einer Auswertung von rund 5.000 Verbundvorhaben
Versagensgründe bei FuE-Verbundvorhaben
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Thank you very much for your attentionThank you very much for your attention
Dr. Gerd Meier zu Köcker
Chairman of the Board
Institute for Innovation and Technology
Steinplatz 110623 Berlin
Tel.: +49 (0) 30 310078-118Fax: +49 (0) 30 310078-222E-Mail: [email protected]
www.iit-berlin.de
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The aim of this conference is to convene a commemorative series of activities on the intellectual legacy of Schumpeter with specific reference to developing countries. Specific objectives of the initiative are to:(a)outline the essential features of Schumpeter's ideas of relevance to development policy and practice;(b) explore the role of innovation in polymer research in addressing development challenges such as industry, agriculture, health, water, shelter and environmental management;(c) disseminate the results among development policymakers, scholars, and practitioners; and(d) identify new research directions on innovation and development.
(b)Vortrag Vietnam und Budapest
(c)IBM einleitung(d)ANIS(e)Innovation nicht gleich research !!(f)New nature of innovation(g)Knowlege triangle
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41© iit, 13.04.23
Institute for Innovation and Technology
The Institute
Belongs to: VDI/VDE Innovation + Technik GmbH
Established in 1978
200 employees
Active in more than 25 countries world-wide
•Innovation policy advice
•Analyzing framework conditions for innovation
•Funding innovation
•Measuring impact of innovation support
Internet: www.iit-berlin.de
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Selected Success Factors of a Competitive
National Innovation System – Policy Level
National policy makers are committed to long-term public investments in innovation
High demand orientation and tailor-made
National Innovation Strategy focus’ on competitive advantages of a nation (appropriate level of innovation sought)
Implementation of National Innovation Policy with all relevant stake holders
Regulatory and fiscal measures are fully utilised for innovation (CSP innovation boost in Algeria or China through feed-in laws)
Design features of innovation support measures are demand-oriented (smart money, high impact)
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Berlin, January 6th,l 2009
Many different actors of a national innovation system are available know and fulfil their tasks and duties are fully operational (staff, budget, equipment, etc.) operate in an innovation friendly surrounding
Funding agencies are responsible for the design and management
of public funding measures (on behalf of Ministries, low
administration) Close co-operation and communication between industry and
science (e. g. stimulated by public funding)Innovation actors on meso-level are be open for transnational co-operationInnovation friendly surrounding (e. g. Public Understanding of Science)
Selected Success Factors of a Competitive National Innovation System – Meso Level
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Berlin, January 6th,l 2009
Sufficient educational and vocational training system into force
Low barriers towards funding and financing R&D, even for SME
Public innovation actors can operate in a flexible and customer
oriented way
Close co-operation between industry & science (stimulated by public
funding)
Universities, public R&D-institutions and innovation agencies do not
have a fixed budget
Incentives for exploitation and commercialisation of R&D results are given
Selected Success Factors of a Competitive National Innovation System – Micro Level
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Key Expectation from Clients in the Field of
Polymer Injection Molding
0 10 20 30 40 50 60 70 80 90 100
Innovation
Price per kilo
Productivity
Overall costs
Support in material construction
Flexibility of application
De-forming velocity
Percentage