brian fender keynote talkinkt09.innovationkt.org/presentations/keynotes... · – collaboration...

Innovation and Knowledge Transfer The role of the individual

Brian Fender

Innovation through Knowledge Transfer

Hampton Court Palace

2nd December 2009

1BF IKT December 2009

Innovation

Knowledge

+

SKILL

+

Problem (market need)

+

CREATIVITY

+

Benefit

BF IKT December 20092

Research into Innovatione.g. Oxford Handbook of Innovation

• Economic

– Economic growth; competiveness; employment

• Geographic

– Regional (clusters); national; globalisation

• Processes

– Nurturing; organizational; measurement

• Social

– Explicit and tacit knowledge; diffusion; networks; individual competences


Innovation

Benefit Economic

Geographic

Process; Social

Outcomes Social

Creativity

Problem (market need)

Skill

Knowledge

Process;Social

Knowledge Transfer1. Matching with the market

(complementary)2. Transfer of knowledge to

a new field


Creativity

Eureka moments

– Creativity > problem

• Fleming – penicillium notatum (Florey and Chain)

• Townes - Schawlow (Gould) – laser

• Watson and Crick (Wilkins & Franklyn) – double helix – human genome project

• Mandelbrot – fractals

;;and others


Development of the Endoscope

• What is a


From Endoscopy to LaparoscopyHistorical progression

• 1932 semi-flexible gastroscope

• Early 1950s fibre-optic endoscopy

– Peters, Curtiss and Hirshowitz (University of Michigan)

• Poor glass, difficult to form fibre bundles; cross talk between fibres

• 1956 Curtis –composite glass fibre

– Development work with manufacturers

• 1961 obviously improved instrument

• Late 1960s colonoscopy; late 70’s video-guided endoscopy

• 1983 replacement of the optic fibre bundle with ccd chip

• 1970’s and 80s Increasing levels of laparoscopy (gynecological)

– collaboration between gynecologists and manufacturers - crucial

• Late 1980s adoption of endoscopes and laparoscopes by general surgeons

• 1990 more than 80 companies started to develop laparoscopy products

• 1990s Gall-stone surgery transformed into laparoscopic procedure


Grand Challenges for EngineeringUS National Academy of Engineering

• Make solar energy economical• Provide energy from fusion• Provide access to clean water• Reverse engineer the brain• Advance personalised learning• Develop carbon sequestration methods• Engineer the tools of scientific discovery• Restore and improve urban infrastructure• Advance health informatics• Prevent nuclear terror• Engineer better medicines• Enhance virtual reality• Manage the nitrogen cycle• Secure cyber space


Make solar energy economical


Goals of the Grand Challenge Summits

• Enhance student interest in engineering and science.

• Increase the visibility and importance of engineering and science to society.

• Underscore the importance of recognizing that engineering education must be coupled to policy/business/law and must be student-focused.

• Enhance student interest in engineering, science, and technology entrepreneurship.

• Foment future collaborations of interested scientists,

engineers, policy makers and researchers in business, law,

social sciences and humanities needed to successfully address

these complex societal issues.


Innovation

Knowledge

+

SKILL

+

+

CREATIVITY

+

Benefit


Problem

11

Conceptualising Innovation


GlaxoSmithKline and Open Innovation

• Centre for Excellence for Drug Discovery"At the Center of Excellence for External Drug Discovery, we have a

single goal: to support the development of “best from anywhere”science. Our focus is on developing alliances with world-class research and development organisations that, like us, are open to innovation – not just in science, but in all aspects of the discovery process."

• GSK partners with UK Government and Wellcome Trust to stimulate innovation through the creation of a world-class science park

...aims to create a world-leading hub for early-stage biotechnology companies. The campus (at Stevenage) will pioneer a new operating model of open-innovation that should strengthen and grow the UK bioscience sector. It is hoped that this campus, supported by Government, business and academia, will compete with those inBoston, California and North Carolina in the United States”


Innovation IBM[The wisdom of crowds – James Surowiecki]

• World Jam2001

– a new collaborative medium to capture best practices on 10 urgent IBM issues. 6000 posts; 268,000 views

• InnovationJam2006

– IBMers, family and clients discuss how to combine IBM’s new technologies and real world insights to create new market opportunities

– 150,000 people from 104 countries and 67 companies

– 10 new 1BM businesses with seed investment of $100m

• InnovationJam 2008

– To advance IBM’s vision of “The Enterprise of the Future”

– Staff from a 1000 companies + IBMers engaged in a conversation over a 90 hour period around the themes of: Built for change; Customers as partners ; Globally integrated and The planet and its people.

• AlphaWorks - IBM Emerging Technologies �outside early adopters


Open Innovation and IBMSecurity and Society

‘ The Global Innovation Outlook is designed to facilitate collaborationand openly share the many insights from its participants... to

report spark new ideas, businesses and partnerships going forward .... to solve the world’s most vexing security problems.’


Open Innovators

Intermediary Platforms• Innocentive - open innovation problem solving

• TekScout - crowdsourcing R&D solutions• Fellowforce - innovation challenge board covering many disciplines

• IdeaConnection - idea marketplace and problem solving• Yet2.com - IP market place

• Innovation Exchange - open innovation market place• Idea Bounty - crowdsourcing ideas

• Open Innovation Gmbh/Battle of concepts - challenge boards

Innovation ServicesBig Idea Group - organize innovation contests and idea hunts

• spigit Enterprise - stimulate innovation and intrapreneurship• Idea Crossing - organize innovation quests

• Sense Worldwide - tap into the global creative R&D network• Pharmalicensing - open innovation for the life sciences

• Human Grid - small online tasks solving• The Crowd fund Company - tailored crowd funding projects

• ideavents - implement open innovation strategies

• Platforms for entrepreneurs• Incuby - online community for inventors

• spigit Innovation - peer review of business ideas• VenCorps - community powered capital

• WhyNot - idea exchange• Idea Blob - monthly contest for entrepreneurial ideas

Freelance platformsodesk - global marketplace for remote work

• elance - freelancers• Guru - freelancers

• Ki Work - sourcing online work• Amazon Mechanical Turk - low-cost crowdsourcing...........


Digital Natives (b1980-) InnovatorsBorn Digital- John Palfrey and Urs Gasser 2008

• Mark Zuckerberg – Facebook

– Collaborators: Dustin Moskowiyz, Chris Hughes and others

– Trusting the company’s users to sustain innovation

– Opened up platform (2007) – 5000 applications within months – worth $15b

– Interoperability

• Hurley – Youtube: Napstar; Yearbook

• Jack Dorsey – Twitter– 0 to 10m users in 2 years

– Twitter, Obama, H1N1


Knowledge SocietyThe impact of mass collaboration through digital technologies

�Knowledge and information based services

�Creative and cultural sectors

�Media and advertising; software and entertainment; film and television

�Communications and publishing

� Research, design marketing and communications in general manufacturing

� Education, health and public administration

� Retail trade, financial services and business services


Challenges to Business Models and Management‘Modern management has reached the limits of

improvement’ – G.Hamel

• Ensure that the work of management serves a higher purpose

• Eliminate the pathologies of formal hierarchies

• Reduce fear and increase trust• Redefine the work of leadership• De-structure and disaggregate the organisation

• Reinvent strategy making as an emergent process• Share the work of setting direction• Create a democracy of information

• Create internal markets for ideas, talent and resources• Empower the renegades and disarm the reactionaries• Expand and exploit diversity• Develop holistic performance measures• Further unleash human imagination


Individual and Corporate Roles

ExternalInfluencePressureor Focus

Internal Strengths/benefits

BF IKT December 2009 20

Challenges to Business Models and Management – Jens Christensen

• From closed to open and systemic innovation

• From industry-confined to a differentiated conception of the business environment: industry competitive forces, product and innovation life cycles �emerging product markets, emergent ecosystems and established industries driven by open innovation

• From product and innovation life cycles to convergence and divergence


Convergence and divergence


Innovation and Knowledge Transfer Players

Not just an HE- Business world

Interactions

Discovery Market

Intermediates

Government



The Political Scene

UK Government• Major investment in research. Science budget increase from £1.3b (1997) to

£3.7b (now) under a 10 year framework plan with an R&D target of 2.5% of GDP in 2014

• New (again) department : Business Innovation and Skills– High expectations of delivery by HE of economic and social benefits– E.g. Higher ambitions

• Technology Strategy Boardto connect and catalyse through strategic debate and competitive funding

– Application areas• Environmental sustainability. • Energy generation and supply. • Healthcare. • Creative industries etc

– Technology Areas• High value manufacturing• Nanotechnology etc.


Conservative Party Task Group

‘An Innovative Society: Capturing the Potential of Science and

Engineering’ . Objectives

1. To improve the effectiveness of UK Innovation

• Creation of an Innovative Projects Agency2. To use public procurement to drive innovation3. To stimulate UK R&D Investment

• R&D tax credits improved; greater university engagement

4. To raise school performance in STEM subjects5. To create the environment for more universities to be world

class6. To improve the UK’s national position in global excellence

in science and technology7. To raise the status of STEM in Britain8. To tackle the risk-averse culture9. To establish a Department of Science and Innovation

Role of Universities and KT


strategic; professional; institutes; global competition and collaboration

Research

TeachingStudent focused;Learning outcomes;Impact of Web 2.0 some collaborationIncreased internationalisation

Knowledge TransferKey strategic component;Open innovation -collaborationIncreasingly professional

26

Explicit and tacit knowledge

Net value of innovative

transfer

Knowledge codification

Significant innovation;

Modest barriers to transfer

IP


IP

27

HE Business and Community Engagement 2007-8 UK


Knowledge Transfer Partnershipsformer Teaching Company Scheme

Long standing publicly funded scheme; over 6000graduates and 3000 organisations have been involved

KTP Associates (Graduate) play a key role in managing andimplementing a strategic development project but also broker tacit knowledge

exchange between universities and business

UniversitiesPublic Research

Bodies,Further

Education

Business

Graduate


Knowledge Transfer PeopleCore competencies

• Good communication and interpersonal skills• Management skills• Commercial awareness

– New business development skills

– Negotiating skills

– Understanding of IP and licensing

– Discipline/industry specific knowledge– Understanding business (and innovative) model options

• Personal CPD plan• Personal library and information access strategy or plan• Personal Networking - use of social network skills

• Creation of Networks to build collaboration

• Cf Key elements of Education programme for Certified Trans- national TT professionals EC report August 2007


Institute of Knowledge Transfer

1. Individual Membership based on professional standards

• Peer reviewed work-place learning and CPD

• Articulation of skills and competencies required for professional success

2. Broad definition of knowledge transfer interests

Enables networking with and between more focused KT organisations:

� In private and public sectors

� By organisations drawn from business/industry; research/discovery and intermediate companies and facilitators


�Guidelines and standards�Model agreements�Case Studies�Database of awards�Academic underpinning projects�Process accreditation

The IKT offering


IKT

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