Pleidooi voor het inzetten op een open grass roots benadering van innovatie

1. Open Innovation at Kennispark Twente
Kees Eijkel

2. Content
•Introduction to Kennispark
•Open Innovation approach
• 2 examples
•Conclusion and discussion
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3. A PRO’s value in valorisation
Large open knowledge base
Often radical to a large extent
Large talent base
Courageous (naive ?)
No large commitments yet
Open to “strategic evolution” (no reputation to uphold)
Facilities
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4. Kennispark
• Joint venture of University, Saxion, city, region,
province
• Help establish a complete ecosystem for
entrepreneurship and innovation
• Raise the temperature: ambition, role models, fun
• Goal: jobs
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5. Strategy
Research Economy
Engage and
Fuel, Support challenge
focus, •Facilities Interact
feedback •Networks •Coffeetable
•Financing •Lab floor

6. How are we positioned ?
Central question: the Public Research Organization (PRO) as the
starting point of a process or as part of an ecosystem
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7. What do we organize/coordinate
• Starters/growers • General
• Training, skills development • Communication
• Business case preparation • Marketing
• Financial networks • Acquisition
• Awareness, incubation • Learning/networking
• Industry • Contact with talent,
• Consortia knowledge, money, facilities
• Portals • Authorities
• Regional strategic agenda • Stable basis for development
• Settlers • Monitoring of results
• Value: events and networks
• Facilities
• Conceptual area development
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8. Results
Result Start Now
Entrepreneur training 100 200/yr
Transfer IP 2 15/yr
Financing 1 15 funds, 27 M€
Starters 25 60+/yr
SME questions 80 250/yr
Open Innovation 2 15 consortia
Events A few 150/jr
Settlers Pipeline 100 1000
Acclaim None Benchmark
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9. Example: Lab On A Chip
•Albert van den Berg
•Detlef Lohse
•Frieder Mugele
•Many Others
•Lots of key papers
•Extensive research funding
•Prizes
•20 spin-offs
•All across value chain
•International take-overs
•Micronit: 30% of all DNA tests worldwide
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11. Champions
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12. Open Innovation Centres: why ?
• Standard formats are relevant, but have limited possibilities
• How to organize cooperation in a more comfortable set-up ?
• Standard formats:
• Good students and papers (no control)
• Contract research (loss of control)
• Consortia
• Goals set at start, no “development”
• Consortium and goals governed by external factors
• Contracts: tough negotiation on rates and IP: everything to be
decided at start
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13. It’s hard to understand each other !
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14. Basic set-up
• Joint effort outside of the university
• Strong legal basis (foundation, ltd)
• Governance: joint decision on yearly plans
• Joint budget
• Joint IP policy
• Balance between shared and owned may vary
• Acceptance of primary interest of partners
• Company: economic use of results
• PRO: quality of research, publication
• Some defined processes to protect these
• Acquire new partners
• Acquire funds
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15. Examples
• TPRC (ThermoPlastics)
• CMI (Medical Imaging)
• Twents Lab voor Telegeneeskunde (Telemedicine)
• Centre4Cloud (Cloud Computing)
• T-Xchange (Serious Gaming)
• High Tech Factory/High Tech Fund (Nano production facility)
• LEO (Robotics for care)
• OICAM (Advanced Materials)
• Texperium (re-use of textiles)
• XUV (Extreme UV Optics)
Every unit uniquely tailored to interests and goals of owners
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16. Example 1: TPRC
• Why: speed up non-core technology for various value chains:
aerospace, wind, automotive, etc.
• Foundation
• Tier 1 (100 k) and tier 2 (20 k) members
• Board chosen by members
• Program board with member representatives decides on
program, advisory to board
• University interest protected by definition of university projects
• Industry interest protected by joint budgeting and IP agreement
• TPRC: all IP in Foundation and standard agreement on use
• Goal: become key technological resource (excellence)
• Strategy element: growth
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17. TPRC
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18. Example 2: Centre4Cloud
• Why: speed up uptake of Cloud computing for users and for
companies who earn money in IT
• Information and education
• Advice
• Intervision: what is happening, what should be my response ?
• Design new business models
• Format: project
• Run by Kennispark
• Various groups of partners provide value in various sub-projects
• Light, temporary, but high energy
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19. Centre4Cloud
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20. In conclusion
• It is possible to define new methods of cooperation
• Like everything else, it’s a process of growth
• Build flexibility and patience into the system
• Beautiful additional tool to speed up the learning curve
• PRO’s and industry are both changing
• Beautiful instrument for acquisition
• New warm leads based on strenghts
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21. Thanks for you attention !
k.eijkel@kennispark.nl
www.kennispark.nl
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