cmi as a precursor to the eit michael kelly (director 2003-5: prof mike gregory cbe 2005- ) 24...
TRANSCRIPT
CMI as a Precursor to the EIT
Michael Kelly (Director 2003-5: Prof Mike Gregory CBE 2005- )
24 November 2008 15 November 2005Bratislava Strasbourg
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What was CMI?• A $100M initiative of the UK Chancellor of the
Exchequer in 2000 for six years
• 2 Strategic Partners – BT & BP (£2.5 million) + Gatsby Trust (£5M) + £6M from other ‘industry’
• 100% funded by the UK
• 50%:50% owned by CU and MIT
• CMI’s objective was to improve UK competitiveness and productivity and entrepreneurship, through:– improving knowledge exchange – practice and models
– changing UK university culture – a long-term project
• Now a residual CU-MIT Partnership Programme
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CMI Mission
To enhance the competitiveness, productivity and
entrepreneurship of the UK economy…
By improving the effectiveness of knowledge
exchange between university and industry,
educating leaders, creating new ideas, and
developing programmes for change in
universities, industry and government …
Using an enduring partnership of Cambridge and
MIT, and an extended network of participants.
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CMI Outcomes: Meta-Models
Research Education
Industry
KnowledgeExchange
Education for Innovation
KnowledgeIntegration
Engagement ofIndustry in KE
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Education for Innovation • Education for innovation requires:
– Deep conceptual understanding
– Personal and interpersonal skills
– Self efficacy
• Leading to new curricula (bio-engineering,
projects to bring out skills, mixed technical-
business MPhils, undergraduate exchange,
…..
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Knowledge Integration in Research
• Knowledge integration in research requires:
– Fundamental new ideas, developed with a consideration of use
– Awareness of the needs of society and industry
– The development of integrated communities
• Leading formation of Knowledge Integration Communities around emerging technologies - aviation, drug discovery, communications, technology management, quantum computing, …
• New ones being developed in financial sector, future healthcare systems, energy reliability, future cities, and the creative industries
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Important Ideas in Knowledge Exchange
EDISON PASTEUR
? BOHR
Quest for Fundamental Understanding
Co
nsi
der
atio
ns
Of
Use
1 D. Stokes (1997) Pasteur’s Quadrant Washington Brookings Institution
No Yes
No
Yes
We must focus on the ideas developed both with a view to the quest for understanding and the consideration of useH
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The six components of the KIC structure
EDUCATION
GOVERNMENT
IND
US
TR
YR
ES
EA
RC
H
Research idea with consideration of useResearch idea with
consideration of useCambridge
MIT
Other Universities U/graduate Graduate
Professional education
Regional Local
Industry Sectors
Large Companies
SMEs
Start Ups
VCs
Embedded KEEmbedded KE
SIKESIKE
National
Schools
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Participants of the SAI KIC
EDUCATION
GOVERNMENT IND
US
TR
YR
ES
EA
RC
H Research idea
Research ideaKEKE
SIKESIKE
NEMA
Luton Airport
Thomas Cook
Boeing
RR
B and K
BAA
BAeasyJet
Marshalls Aerospace
DHL
Virgin
RAeS
Lufthansa Cargo
MyTravel Airways
Lochard
NATS
MIT
Cambridge University
Cranfield University
Manchester Metropolitan University
East Midlands Development Authority Greater London Authority
Civil Aviation Authority
NLR
Britannia
Cranfield Ph.D.London Science Museum
Schools Outreach Programme
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The NGDD KIC community
EDUCATION
GOVERNMENT IND
US
TR
YR
ES
EA
RC
H Research idea
Research ideaKEKE
SIKESIKE
MIT
Cambridge University
M.Phil. Placements
DTI Technology ProgrammeERBI
i10
IBM
Microsoft
AstraZeneca
Affymetrix
Oxford University
Sanger Institute
Babraham Institute
Hitachi
Blue Gnome
Cambridge Cell Networks
Genapta
CeNeS
Unilever
Applied Biosystems
Cresset BioMolecular
Discovery
Celltech
SEEDA
EEDA
Scottish Enterprise
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KIC Wins
• SAI– Holism - arms around the whole problem– Tremendous press coverage– Intense industrial engagement– Flexibility in response to industry needs– School engagement leading to more students– Over-demand from ug/pg students for projects– New inter-industry collaborations
• NGDD– Radical new ideas at a newly defined interface
• Pervasive Computing– Turned off – no KIC added value emerging – topic not suited/people/…
• Communications– Morphed into a UK-centric spin-off company
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Engaging Industry in Knowledge Exchange
• Engaging industry in knowledge exchange requires:
– Proactively engaging industry in prolonged interaction
– Educating and empowering agents of innovation and KE
– Promoting a culture in universities and industry, and promotes university involvement in the problems of industry and society
• Leading to systematic dialogue with whole industry sectors, e.g. ground transport, construction, retail, leisure, ….,
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Early MIT Successes(Sector Interest Groups)
• The International Motor Vehicle Federation
• The Lean Manufacturing Initiative
• The University as a neutral ground to engage on issues of interest to the whole sector
• The University as the source of very wide-ranging expertise.
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Sector Interest Groups
• CMI uses its brand to bring together senior executives in a sector of the economy to engage in a systematic dialogue with a range of senior academics.
• The academics listen in the initial stages - this is important for sector buy-in!
• The aim is to identify the strategic issues that offer threats or opportunities to whole sectors (regionally, nationally, globally) on the time-scale of ten years.
• From an agreed identification of the issues, joint programmes of research, education, policy development, ….. are framed and agreed
• Funding sources to carry out the work are agreed• The cycle repeats on an annual basis.• THIS SHOULD BE THE MODUS OPERANDI FOR EIT
KIC FORMATION
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Scope of Engaging Industry(at end 2005 – more came later)
• Over 150 companies involved with our research projects and KICs.
• Over 40 companies involved with our MPhil projects
• Over 50 companies involved in our SIG process
• Dozens of companies involved with our educational programmes
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The Regions
• CMI as the Cambridge SEC - source of material for other SECs.
• Summits – RDA based
• Regional Innovation Strategy
- LDA, EEDA, SEEDA - CMI a partner
• Scottish EnterpriseBuilding robust academic-industry links
• Other projects on SIKE etc in regions.
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‘Home Runs’• Praxis - course for Tech Transfer• KICs - e.g. the Silent Aircraft Initiative, holism• Many research breakthroughs:
Aging infrastructure, light weight metals,biomaterials, rhodococcus, energy-efficient buildings, …
• MPhils, New Curricula, Skills projects…• SIGs - the call to industry• Policy inputs to HMG.• Student exchange - privately supported
– etc
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Personal Post-Reflection in 2008
• Final report: ‘Accelerating Innovation by Crossing Boundaries’ at
//www.cambridge-mit.org/downloads/• Why no Phase II?• Some embedded practices – could have been more• Widespread emulation of CMI by RCUK, EIT, …• MIT has follow-up work with Portugal!!• Aging Infrastructure lessons
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Summary of CMI
• Value over and above business as usual• Bold and innovative experiments at the
academic-industrial interface • Knowledge exchange as the key focus• International role model• Large effort on metrics and assessment• Policy inputs• Holism and integration the key attribute
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A Final, Personal, Note on EIT• MIT evolved over decades - the EIT sponsors will have to be
patient - 30 years minimum
• Is MIT’s success in the US transportable to EU?
• MIT acts locally in greater Boston: 0.25M students and a very strong high-tech hinterland
• Brand is earned, not bought.
• Culture/Ethos takes time to develop and be recognised.
• EIT will never work if faculty are civil servants
• EIT reacting with ETH, KTH, TUM, IC, EP?
• Does not come cheap: MIT >$1B /annum
• Is building enough (the only dated suggestion from 2005!!!)
• Don’t start unless you are determined to succeed, and can see the way, i.e. sustained united political will coupled with strong and independent academic leadership.
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KICS for 2009
• Climate resilience, energy efficiency and sustainability of the EU built environment
• Future demographics – the nature of the EU community and society with an aging, more diverse, and multi-ethic population
• The Future Health of Europe – prevention before cure of illness and disease
• A Resilient Economy – first- and second-mover advantage in a rapidly changing world
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Thank You
and
Further Discussion
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Keys to MIT• Founding charter - mens et manus, industrial arts, land grant …• Technology “culture” pervasive - “A great university polarized around
science and technology”• Industry influence ever-present - visiting committees, MIT
Corporation, entrepreneurship centre, …• Interdisciplinary problem-based approach - enabled in part by a
unified campus and faculty (e.g. Engineering-Sloan)• Flexibility and responsiveness to external opportunities - Radar
(RadLab), Educational Technology (Open Courseware)• Supporting infrastructure - ILP, TLO, which are explicitly charge with
creating long term relationships and intermediating with industry• Culture - risk acceptable, entrepreneurship celebrated, …• Clarity and flexibility of policy - IP, outside professional activities• Close linkage of research and education - transfer of research results to
education, UROP, intellectual continuum• Bold strong academic leaders - Bush, Draper, Vest, …
MIT is both a member of the networks and source of best practice