“innovation in context; · innovation practice? 1) national: new impetus for innovation and...
TRANSCRIPT
1
“INNOVATION IN CONTEXT;
NEEDS AND BEST PRACTICE”
“INNOVACIÓN EN CONTEXTO;
NECESIDADES Y BUENOS PRÁCTICAS”
2
WESTFÄLISCHE WILHELMS UNIVERSITÄT, MÜNSTER
1. Defining Innovation
‐ What do you consider to be the core ingredients of innovation?
‐ Describe how would like to see innovation improve over the next five years. What are
the outcomes you would like to see from a successful innovation programme?
The innovation is the core ingredient for the industrial competitiveness, the sustainable economic
and social development and to provide new jobs. It’s a complex phenomenon with plurality of actors
(Companies, Universities, Financial Corporations, etc). The innovation also codetermines the
evolution of the society, its attitude and its dynamic. The competitiveness of a company is almost
based on its innovative ability. A company can within new products or services develop new
markets, or with new methods reduce costs, so it´s competitive can be better.
In the IT‐Sector, the 78% of the turnover is made by products which are no older than 2 years.
Innovative activities, including the formation of an innovative company, the diffusion process and
utilization of the research results as well as the transfer of technology must be promoted.
In order to develop the profit of the economy and the society, it´s necessary to increase the use of
the research structure, the ability to reach new technical expertise and a better use of know‐how. Of
extreme importance are the research efforts with help an ambitious European innovation policy.
Small and Medium size Enterprises are very important carriers and actors for the innovation. They
play a leading role and their developments are a big contribution to new activities, to
competitiveness of the industry, to the economic growth and to the employment.
They also have some particularities which require specific back up and accompanying measures to
improve their international engagement so they can have a better access to new technologies which
cannot be developed by their own research teams but are needed to go on with their business.
3
There is certainly a need within Münster region for more effective and fruitful cooperation between
science and business, as well as for delivery of quality learning tools and skills development course
for the knowledge and technology transfer and innovation support professions.
We would like to see improve the channels between the Innovation Actors as well as an
improvement of the self‐confidence of the Westphalia people about their capacity to create
innovative products and solutions.
Another aim is to view a better knowledge transfer for social Innovation, and not only the usual
technology transfer.
At last, but not least, it would be useful to have a closer collaboration between small and medium
size companies and the university.
4
2. Policy
‐ Describe aspects of innovation policy on a 1) national, 2) regional, and 3) university
level. What is support is there for innovation? What resources are available? How is it
structured?
‐ What role should academia play in 1) developing, 2) supporting and 3) implementing
innovation practice?
1) National:
New Impetus for Innovation and Growth ‐ The Six Billion Euro Programme for Research and
Development
The Federal Government is investing an additional six billion euro in research and development
projects (R&D) in this legislative period. These funds are intended for measures which promise to
have a great mobilization effect on innovation and the markets of tomorrow. The Federal
Government is setting the tone for Germany's future viability as a location for research and
production. At the same time, it is providing an important contribution to increasing the share of
expenditure on research and development to three percent of GDP by 2010.
Our economic performance and prosperity are based to a high degree on knowledge and skills. If we
want to provide new impetus for growth and innovation, we need scientific breakthroughs which
can be transformed into economic efficiency. The new Federal Government is introducing a
seamless new innovation policy in the form of the Six Billion Euro Programme and the High‐Tech
Strategy.
As an important element of its new innovation policy, it is investing an additional six billion euro in
research and development projects (R&D) during this legislative period. These additional funds are
intended for projects which promise to have a great mobilization effect on innovation and the
markets of tomorrow. 600 million euro is available for the start‐up phase this year. These funds have
been earmarked for projects which will begin in 2006. Funding will increase continuously in the
coming years up to 2009. New processes will thus be set in motion and proven processes
5
strengthened. At the same time, this is the beginning of a new process of cooperation across federal
ministries. The Federal Government's entire research funding is to be pooled and merged to acquire
a new quality.
The Federal Government is aiming to build bridges between research and the markets of the future.
To do so, it is currently working on a High‐Tech Strategy for Germany with a view to introducing a
"seamless" innovation policy. This High‐Tech Strategy will pool Federal Government measures over
the next years, ranging from research funding right up to shaping the framework conditions in
selected high‐tech sectors. It will be finalized by summer 2006 and presented to the public.
The High‐Tech Strategy concentrates on how we can make the best use of the means at our disposal.
The Six Million Euro Programme focuses on where we can employ additional funds so that they exert
the greatest leverage on growth and employment. With its Six Million Euro Programme, the Federal
Government is providing an important contribution to achieving the three percent objective agreed
by the European Heads of States and Government in Lisbon in 2000. R&D expenditure is to rise to
three percent of GDP in the European Union by 2010. Industry is to contribute two thirds of these
funds and the state ‐ the Federal Government and the Länder ‐ the remaining one third. By
introducing these measures, the Federal Government is making an advance contribution. The onus is
now on the Länder and industry in particular to make their contributions.
The Federal Government is thus also reacting to the fact that investments in research and
development (R&D) on the part of industry are becoming increasingly dependent on economic
trends. Experts have observed that companies are withdrawing from long‐term research. Instead of
taking advantage of strategic research to open up new markets, they are acquiring new
competences by outsourcing research or buying in research results ‐ including the results of publicly
financed research. Publicly financed research is thus becoming more important.
Strengthening the powers of innovation of small and medium‐sized companies
The aim is to further increase the involvement of small and medium‐sized enterprises in innovations,
to improve the funding of innovations and to intensify the exploitation of research results. The
Federal Government is making an additional 62.5 million euro available in this field in 2006.
This will help to strengthen and extend the newly launched High‐Tech Start‐up Fund (10 million euro
in 2006, planned total volume in the next five years 262 million euro, thus triggering approximately
300 new start‐ups in the field of top‐class technology), the programmes to finance innovations
6
(including strengthening the ERP Innovation Programme by a total of 7.4 million euro; anticipated
mobilization effect of the programme more than one billion euro) as well as funding measures for
innovative small and medium‐sized enterprises, such as PRO INNO II (an additional 18.7 million euro
in 2006), NEMO (an additional 0.5 million euro in 2006), cooperative industrial research (an
additional 6 million Euro in 2006) and the funding of innovative growth leaders (INNO‐WATT, an
additional 5.5 million euro).
With all these measures, the Federal Government is aiming in particular to consistently support
young researchers and to strengthen international exchange and cooperation programmes. One
particular key area is to expand the promotion of the gifted in higher education with the aim of
reaching out to one percent of all students. All in all, the Federal Government is increasing its
expenditure on supporting young researchers and international exchanges by approximately 38
million euro in 2006.
(http://www.bmbf.de/en/6075.php)
Incentives for innovation from all ministries ‐ Stimulate competition and lead markets
Innovation policy must be given top priority. There has been a reversal in government budgets in
recent years in favour of science and research. As a result, there has been no decline in public
expenditure on R&D measured as a percentage of GDP since 2000. "Top priority" does not mean
more expenditure in every case. It can also mean improved coordination between ministries and
between different levels of government (including the EU) with the aim of giving industry and
society incentives for innovation. Although the political sector has only limited means for fostering
market innovations, government does significantly influence demand for advanced goods and
services through its shaping of the business environment.
Eliminate obstacles to innovation
Eliminate obstacles to innovation From the standpoint of companies that create innovation, the
most important thing is that difficult issues are tackled and the right answers to them will be found.
Consequently, obstacles to innovation ‐ which cause problems for small and medium‐sized
enterprises in particular ‐ must be eliminated as a matter of priority.
• The most important hurdle by far ‐ also in view of the restrictive behaviour on the part of
banks ‐ is the shortage of capital for future tasks. In the eyes of Germany's businesses,
improved means for internal financing, equity stakes and loans for innovation work would
7
be important prerequisites for an increase in their activities. Expanding public R&D and
innovation funding in ways that have a broad impact and improving the terms for external
financing are vital for small and medium‐sized enterprises with high R&D risk in projects that
target genuine market innovations.
• In the service sector in particular, regulations and administrative acts are once again being
cited with greater frequency as factors that hinder innovation. Nonetheless, all ministries
should use this development as an opportunity to review regulations on an ongoing basis to
determine whether they stimulate innovation or stand in its way. Innovation policy
predominantly involves establishing innovation‐friendly conditions. It must be meshed with
all other departmental policies. Innovation policy is a cross‐cutting task that acts as an
advocate for innovative solutions.
• Steps should be taken to ensure that revenue can accrue in firms that generate innovations.
This should be accomplished by establishing adequate protection of intellectual property
against imitation and the illegal transfer of technology (patent protection, protection of
proprietary rights, etc.).
(http://www.technologische‐leistungsfaehigkeit.de/en/4286.php )
2) Regional
NRW: The Innovation State in the heart of Europe
North Rhine‐Westphalia is known across the world as a centre of innovation. This is basically down
to two factors: the state has Europe’s largest concentration of research facilities, and it is among the
continent’s key industrial sites. Add to that our strategy of consistently “strengthen‐ing our
strengths”, increasing our profile, promoting excellence and focusing on those technologies that
represent the way forward, and you have our recipe for creating the best possible conditions.
Conditions for swift translation of research findings into marketable products and ser‐vices. Become
familiar with North Rhine‐Westphalia, the Innovation State. Here are some of the most important
facts.
NRW: Higher education and research
Knowledge creates the future. North Rhine‐Westphalia is investing in knowledge, the “raw material”
of innovation, economic growth and sustainable job creation. The state takes pride in hosting the
8
largest concentration of higher education and research facilities in Europe: some 470,000 talents are
studying at 59 universities to become the researchers and experts of tomorrow. More than 50 non‐
academic research establishments, 12 Max Plank Institutes and 13 institutes of the Fraunhofer
Society among them, as well as about 100 university‐affiliated institutes provide outstanding
working conditions for research. With this strong starting point, and through a daring reform
programme, North Rhine‐Westphalia is embarking on the way forward. The State Government
provides the higher education and research sector with a degree of leeway that is unparalleled in
Germany, and achieves international standards. Focusing on research excellence and technologies of
the future helps increase the North Rhine‐Westphalia research profile. Strong universities and
research establishments are North Rhine‐Westphalia’s most important assets for the future.
3) University
Innovation is supported by:
Innovation is a core ingredient for the University. Therefore, the whole administrative structure has
been thought to support and improve innovation in the different areas.
Besides the internal structure of the University, there are three more partners where the university
is involved or works hand in hand to promote and increase the innovation.
The three partners are:
Wirtschaftsförderung Münster GmbH:
Wirtschaftsförderung Münster GmbH, or WFM is the local service company for business
development and investments in Münster. Shareholders of WFM are the city of Münster (70%) and
local financial institutes (Sparkasse Münsterland Ost hold a 15% stake, Sparda‐Bank Münster eG and
Volksbank Münster eG each own 7.5%).
WFM holds shares in Technologie‐Park GmbH and indirectly in the Center for NanoTechnology
GmbH (CeNTech). The core business of both companies is to promote innovations and technologies
and offer consultancy for the formation of new, as well as growth of, existing technology‐oriented
firms.
WFM owns 200,000 sqm of undeveloped land ready for investments by technology and service‐
oriented companies. WFM provides land for a variety of industrial companies in specific industrial
zones which are situated in the immediate vicinity of the regional motorway infrastructure.
9
We manage a broad regional, national and international network of project developers, architects
and investors to complement your ideas and plans.
Our advisors are specialised by industry and are at your disposal with their knowledge and dense
network of experts.
Technologiepark GmbH:
The core business of Technologiepark Münster GmbH is the promotion of innovations and
technologies and the consultancy in the formation and growth of technology‐oriented firms.
Therefore it is the first choice for technology companies.
The Technologiepark Münster GmbH offers rental properties and commercial sites, a perfectly‐cut
infrastructure, numerous services and the precision mediation of contacts within an active
networking.
The Technologiehof Münster has established itself as the first choice for young enterprises operating
in future technologies. This is reflected in the successful establishment of more than 200 companies
here over the past years. On an area of around 10,000 m2 the Technologiehof offers space for the
flexible arrangement of rental properties ranging between 30 m2 and 400 m2 in size. In addition, it
provides many services and an optimal infrastructure.
CeNTech:
CeNTech promotes the formation of start‐up companies that originate from university research and
supports the expansion of companies in the nanotechnology sector. The CeNTech GmbH provides
the general conditions for entrepreneurs to further develop their research ideas into marketable
products. The founders will be guided through the first years and will be assisted with technical and
business know‐how.
The Center for Nanotechnology CeNTech in Münster is one of the first nano centers in Germany
consequently dedicated to technology transfer. A tight theme‐oriented and topographic network of
industrial R&D projects and up‐to‐date university research projects assists the foundation and
development of start‐up companies in one building and under the same roof.
Academia should have a leading part by teaching innovation and giving companies the tools to
increase their innovation level by implementing and developing new creative techniques.
10
A good example for this is the Workshop for the design of a whole Business plan. University has the
theoretical knowledge for a successful design, and the companies many times have the idea but
don’t have creative ideas how to bring this idea to the market.
11
3. Good Pratice
‐ Identify and describe good practices that you are aware of in the following areas:
o Modules on entrepreneurship
o IP support
o Spin off creation
o Incubation
o Access to finance
o Industrial engagement
o Teaching innovation
o Metrics for measuring success
Modules on entrepreneurship
Supporting female founders – Initiative Unternehmerin
Within the network of eleven regional partners, the AFO is involved in the joint project
“Münsterland: Initiative Unternehmerin” which is financed by the European Union Regional
Development Fund (ERDF) and co‐ordinated by the Handwerkskammer Münster. Intending to
provide information to female students and the alumni of the WWU Münster about how to build up
their own enterprises, the AFO will offer several seminars and other activities between 2008 and
2011. Among others, the topics “Conduct of Negotiation”, “Work‐Life‐Balance” and “Diversity‐
Management” will be covered during the project period.
The project’s scientific handling is ensured by the Forschungszentrum Familienbewusste
Personalpolitik, a research centre established by the WWU and by the Steinbeis‐Hochschule Berlin,
which examines the economic effects of family‐friendly actions.
12
POWeR – Patent Offensive Westphalia Ruhr
The network aims to install a sustainable culture of patents and business start‐ups and to realize
innovative transfer processes by joint projects, the exchange of experiences, and university‐spanning
structures.
Administrational Workshop for patent‐based spin‐outs: trains the universities Administrational staff
in order to offer the academic inventor a service‐oriented, competent and interlinked
administrational support system.
Workshops series to boost spin off companies composed by different modules such as: Simulation of
forming a company, Soft Skill Training, Diversity Management, Development of a Business plan and
others.
IP support
The WWU Münster was involved by the development of the IPR‐Helpdesk, which offers :
Website
Detailed information on the IP issues involved in Community‐funded research and innovation
projects, with many documents and other resources, such as FAQs, glossary, news and related links
at your disposal.
Helpline
Personalized answers to your specific IP‐related questions and doubts, delivered by our experts in 3
working days by e‐mail.
Online courses
Modules on IP and the Community‐funded programs for research and innovation, which will help
you to study the key issues involved and test your knowledge of it, in a simple and user‐friendly
manner.
Training on‐site
13
Tailor‐made courses given by our experts to multipliers (National Contact Points, members of the
Enterprise Europe Network, regional agencies for innovation, etc) across Europe.
Daily news and events of interest for our users
IPR Bulletin
Our journal on IP and R&D with expert articles and practical sections, published quarterly.
http://www.ipr‐helpdesk.org/About_us.html
Patentführerschein:
On the website www.patentfuehrerschein.de you can learn a lesson about the subject "Patents" for
free. You can learn e.g. something about
* fundamental terms of the patent right
* conditions for a patent
* originators and their rights
* procedure of the disposition of patents
and about other specific subjects.
PROvendis:
PROvendis speeds up the process of technology transfer
General objective is to utilize the innovation potential of universities and research organizations
commercially through the transfer of knowledge to companies.
Innovations and a scientific edge are the basis for economic success and prospective jobs. In global
competition it is important how quickly and how well a knowledge edge is converted into a
competitive lead. Ultimately both ‐ science as the supplier of technology and business as user and
marketer of the innovation ‐ profit from technology transfer.
14
As a patent evaluation agency for 23 universities of North Rhine‐Westphalia PROvendis offers
companies exclusive access to the inventions and patents of over 20,000 scientists in a wide variety
of technology fields. At the same time, PROvendis initiates, follows and supports collaborative
projects between research and business to create the prerequisites for a successful transfer.
Spin Off Creation:
POWeR – Patent Offensive Westphalia Ruhr
The network aims to install a sustainable culture of patents and business start‐ups and to realize
innovative transfer processes by joint projects, the exchange of experiences, and university‐spanning
structures.
Administrational Workshop for patent‐based spin‐outs: trains the universities Administrational staff
in order to offer the academic inventor a service‐oriented, competent and interlinked
administrational support system.
Workshops series to boost spin off companies composed by different modules such as: Simulation of
forming a company, Soft Skill Training, Diversity Management, Development of a Business plan and
others.
Technologiepark GmbH:
The core business of Technologiepark Münster GmbH is the promotion of innovations and
technologies and the consultancy in the formation and growth of technology‐oriented firms.
Therefore it is the first choice for technology companies.
The Technologiepark Münster GmbH offers rental properties and commercial sites, a perfectly‐cut
infrastructure, numerous services and the precision mediation of contacts within an active
networking.
The Technologiehof Münster has established itself as the first choice for young enterprises operating
in future technologies. This is reflected in the successful establishment of more than 200 companies
here over the past years. On an area of around 10,000 m2 the Technologiehof offers space for the
15
flexible arrangement of rental properties ranging between 30 m2 and 400 m2 in size. In addition, it
provides many services and an optimal infrastructure.
Wirtschaftsförderung Münster GmbH:
Wirtschaftsförderung Münster GmbH, or WFM is the local service company for business
development and investments in Münster. Shareholders of WFM are the city of Münster (70%) and
local financial institutes (Sparkasse Münsterland Ost hold a 15% stake, Sparda‐Bank Münster eG and
Volksbank Münster eG each own 7.5%).
WFM holds shares in Technologie‐Park GmbH and indirectly in the Center for NanoTechnology
GmbH (CeNTech). The core business of both companies is to promote innovations and technologies
and offer consultancy for the formation of new, as well as growth of, existing technology‐oriented
firms.
WFM owns 200,000 sqm of undeveloped land ready for investments by technology and service‐
oriented companies. WFM provides land for a variety of industrial companies in specific industrial
zones which are situated in the immediate vicinity of the regional motorway infrastructure.
We manage a broad regional, national and international network of project developers, architects
and investors to complement your ideas and plans.
Our advisors are specialised by industry and are at your disposal with their knowledge and dense
network of experts.
Patent consultation‐hour at the WWU
The AFO, together wit PROvendis, regularly offers meetings with intent to consult and inform
scientists of the university about all subjects concerning "Invention and patents".
All scientists of the WWU Münster are invited, including the medical faculty.
Business Idea Mining:
Idea Mining stands for creativity workshops (Thinks Tanks), which are requested by a company or
organization and performed on the spot. During these workshops interdisciplinary teams develop
ideas on current corporate problems as well as question formulations.
16
Most of the 12 man teams are made up of company employees as well as academic scientists and
scholars. The workshops are professionally moderated and usually last for 5‐6 hours.
Idea Mining requires creativity as well as a personal idea‐finding potential. The particular about Idea
Mining develops through synergy effects emerging from mutual stimuli within interdisciplinary
teams. Through Idea Mining companies are enabled to acquire access to academic know‐how and
potential junior employees.
The core of the Business Idea Mining is that the problems to be solved are those specific of new and
innovative ideas about how to sell or make more marketable an spin off company.
Incubation:
Technologiepark GmbH:
The Technologiepark Münster GmbH is the first stop in Münster for new and young companies from
the technology sector. Individual support and services will help to make business start successful.
The services include individual consulting, business incubator seminars, support in setting up a
business plan, mediation of contacts and much more.
The Technologiepark is specialized on supporting start‐ups from the universities. Students and
graduates receive a coaching in form of seminars, lectures, workshops and individual consulting.
Promising start‐up teams get the chance to obtain a three month coaching within the start‐up office.
This comprises a fully equipped and ready to start office room at no charge and extensive support by
experienced business advisors to work out a business concept.
Access to finance:
ERDF: European Regional Development Fund
Framework and tasks
In order to reduce the gap between the levels of development of the various regions and the extent
to which the least‐favoured regions and islands (including rural areas) are lagging behind, the ERDF
contributes to the harmonious, balanced and sustainable development of economic activity, to a
17
high degree of competitiveness, to high levels of employment and protection of the environment,
and to equality between women and men.
Therefore, the ERDF helps to financing new innovative projects, such as spin off companies.
Exist Stipendien Seed
EXIST is a support programme of the Federal Ministry of Economics and Technology (BMWi) aimed
at improving the entrepreneurial environment at universities and research institutes and at
increasing the number of technology and knowledge based company formations. The EXIST
programme is part of the German government’s “Hightech Strategy for Germany” and is co‐financed
by funding of the European Social Fund (ESF).
The objectives of the EXIST programme are:
* to establish a lasting “culture of entrepreneurship” at universities and research establishments,
* to support consistent transfer of scientific knowledge into commercial output,
* promote the enormous potential of business ideas and entrepreneurial personalities at
universities and research establishments in a targeted manner,
* to increase the number and the chances of success of innovative business start‐ups.
The EXIST programme line "Business Start‐Up Grants" supports the preparation of innovative
business start‐up projects at universities and research establishments.
The grant aims to help scientists, university graduates and students develop their business ideas into
business plans and to advance their ideas for products and services. To cover their living expenses,
the entrepreneurs receive a grant between 800 to 2,500 euro per month, depending on their
degree, for a maximum period of 12 months. In addition, they receive materials and equipment
(worth 10,000 euro for solo start‐ups and 17,000 euro for team start‐ups), funding for coaching
(5,000 euro) and, if necessary, child benefit of 100 euro per month and child. The university or non‐
university research institute offers them infrastructure during the pre‐start‐up phase and provides
technical and start‐up‐related assistance.
18
The EXIST programme line "Transfer of Research" promotes especially sophisticated technology‐
based business start‐up projects in the pre‐start‐up and the start‐up phase. EXIST “Transfer of
Research” complements the broadly targeted EXIST “Business Start‐Up Grants” with an excellence‐
oriented measure for high‐tech start‐ups.
The purpose of the first funding phase is to support research teams at universities or research
institutes so as to enable them to provide proof for the technological feasibility of their product idea
and to prepare the business start‐up. The funding includes staff expenses for up to three staff
members and 50,000 euro for materials and equipment. After one year, funding is available for
another person with managerial skills to become a member of the start‐up team later. The
maximum funding period is 18 months in the pre‐start‐up phase.
During the second funding phase, the newly founded technology‐oriented companies can be
supported with up to 150,000 euro to continue the product design, for instance up to the prototype
realization and to be able to solicit external funding for their company.
Applications for all programme lines are to be submitted to the respective university or research
institute.
Venture Capital Founds (WWU Administrative Structure)
The WWU engages to help new spin off to get access to the venture capital founds. Therefore is the
whole administrative structure of the university used to prepare the application of new founds.
WWU Administrative Structure:
Besides to offer an administrative assistance to the spin off’s the university also facilitates buildings
or rooms for the new companies.
Industrial Engagement:
AFO Advisory Board
The network of Innovation Office (AFO) is supported by an advisory board appointed by the
rectorate. This council mentors the strategic planning of the university’s knowledge transfer.
19
It is understood to be a seismograph on economic trends as well as an external “early warning
system”. Its main responsibilities are controlling transfer activities and indicating trends from
business and communal practice as well as acting as a jury for the university’s Transfer Award.
Provendis:
PROvendis speeds up the process of technology transfer
General objective is to utilize the innovation potential of universities and research organizations
commercially through the transfer of knowledge to companies.
Innovations and a scientific edge are the basis for economic success and prospective jobs. In global
competition it is important how quickly and how well a knowledge edge is converted into a
competitive lead. Ultimately both ‐ science as the supplier of technology and business as user and
marketer of the innovation ‐ profit from technology transfer.
As a patent evaluation agency for 23 universities of North Rhine‐Westphalia PROvendis offers
companies exclusive access to the inventions and patents of over 20,000 scientists in a wide variety
of technology fields. At the same time, PROvendis initiates, follows and supports collaborative
projects between research and business to create the prerequisites for a successful transfer.
InnovationsAllianz:
The InnovationAllianz is based on a partnership network of the NRW universities to give support to
the regional activities with partners of the economy. The joint work acts as a stimulant for the
transfer actors and gives considerable competitive advantage to the members of this network.
http://www.innovationsallianz.nrw.de/selbstverstaendnis.html
Zentrum für Handwerk und Wissenschaft Münster e. V.
The industrial art has been working many years effectively together with the economic system. On
one hand, science knowledge and new technologies are made accessible to the industry and on the
other hand the industry gives questions and problems to be solved to the science community.
20
This collaboration was not defined by coincidence. It was promoted by the Zentrum für Handwerk
und Wissenschaft Münster e.V., a nationwide initiative of the Chamber of Handcraft Münster, the
WWU Uni Münster and the Universities of Applied Sciences of Münster and Gelsenkirchen.
In the recent past, the transfer of knowledge, personal and technology has been increased through
informative events, intermediation of praxis semesters for students and industrial art degree
dissertations as well as by the execution of joint projects.
http://www.hwk‐muenster.de/index.php?id=74
Collaborative Research Centres at the WWU Uni Münster:
Collaborative Research Centres are long‐term university research centres in which scientists and
researchers work together within a cross‐disciplinary research programme.
The general purpose is to create core research areas at universities by establishing temporary
centres of excellence; to promote interdisciplinary cooperation; to advance young researchers.
http://www.dfg.de/en/research_funding/coordinated_programmes/collaborative_research_centres
/index.html
Teaching Innovation:
WWU.Transferschule – Münster School of Innovation (MSI)
Modules in teaching knowledge transfer will be offered at the WWU.Transferschule for the first
time. Aiming to sensitise students and researchers of all faculties about the manifold processes of
knowledge transfer, the school also promotes enhancement of transfer itself. All in all,
WWU.Transferschule covers five thematic areas: structures, ideas, commercialization of knowledge,
expertise in contexts and e‐learning.
http://www.uni‐
muenster.de/imperia/md/content/wwu/afo/dokumente/afo_jahresbericht_2007.pdf
Metrics for measuring success:
The only used ways to measure the innovation level of the university is the number of applied
patents and the Patent success ratio (“A Simple New Measure of Innovation:The Patent Success
Ratio”, Michael McAleera, Daniel Slottjeb, Scientometrics, 2006).
21
4. University environment
‐ Give information on the following:
o Number of students
o Number of PhD
o Number of Universities in the region
o University strategic mission
Number of Students and PhD’s
In 2007 WWU, the third largest German University had around 40.000 students, 600 professors and
2.700 research associates. A total of around 5.000 people work for the University of Münster. The
budget for 2007 was 333 million Euros, of which 255 million come from the University ´s own income
and from subsidies of the State of North‐Rhine Westphalia. The remainder is made up to third‐party
funding, tuition fees and other locations.
One excellence cluster, eight special fields of research, six research training groups, one
international graduate school and numerous other centres and focus groups are evidence of the
strength and the diversity of academic activities at WWU. These are also reflected in around 130
courses of study which make the University of Münster especially attractive as a place of learning. A
constant rise in the number of courses of study has now led to the new Bachelor’s and Master’s
degrees.
Germany’s third largest University is represented in public by Rector Prof. Ursula Nelles. She is the
Chairwoman of the Rector’s Office, to which the Chancellor and four Pro‐Rectors also belong. The
Rector’s Office, which is elected by the University Council, consists of a total of eight members and
governs the University. WWU is currently divided into 15 departments and faculties which form the
basic organisational units of the University.
(Jahrbuch der WWU 2007)
Number of Universities in the Region
The 61 Universities and Universities of Applied Sciences in Nord Rhine Westphalia offer around of
2300 study paths. Already 470.000 young people uses this varied opportunities and to successfully
complete a first class scientific education in Nord Rhine Westphalia.
22
(http://www.innovation.nrw.de/studieren_in_nrw/index.php?target=studienstarter )
23
Mission Statement
Top‐level research
The WWU Münster has developed a strong research profile in natural sciences, the humanities,
medicine, law and business administration. It targets top‐level research in high‐performance areas
for support and combines this with promoting first‐class junior research staff. At the same time, by
ensuring that broad research can be carried out it creates a secure basis on which excellence can
thrive.
Achieving excellence
For the WWU Münster, promoting excellence is a dynamic process which takes up new academic
and social challenges and responds appropriately.
• WWU’s central tasks include not only achieving outstanding research results, but also
promoting new fields of research which take up social and academic challenges and
contribute to mastering them.
• Successful work in many fields of research today requires cooperation in large groups of
researchers. The WWU aims at a comprehensive use of the potential set out in its profile to
set up single‐discipline and cross‐discipline groups of researchers providing the critical mass
necessary for excellent research work.
• The WWU promotes broad research on a wide range of subjects as a basis for the continual
creation of new focuses of top‐level research.
High‐quality teaching
WWU Münster’s aims in the field of research are closely linked with its own commitment to provide
high‐quality courses of study covering a wide range of subjects. In 2007 the University will to all
intents and purposes have completed its changeover to modular bachelor degree courses. It has
taken a pioneering lead in changing teacher training over to the double bachelor degree. The second
step – a bottom‐up process – will involve the Masters courses. The development of programmes for
structured PhD courses represents the third step in the realisation of the objectives set out in the
Bologna process. The WWU thus enables the best possible teaching to be provided, on the basis of
high‐quality broad and top‐level research.
24
Promoting junior researchers
The WWU Münster organises the promotion of outstanding academic junior researchers in Graduate
Schools which provide structured PhD courses. The University creates an environment conducive to
top‐level research carried out by postdocs. It also supports the setting up of groups of junior
researchers and the creation of junior professorships in order to strengthen links between
postgraduate education and research.
Gender mainstreaming
The WWU Münster considers equality for men and women to be a task of strategic importance. The
aim is to make it easier for women to combine an academic career and family interests. It is in
combination with the high quality of life offered by the Münster region that the University hopes to
reap benefits in recruiting brilliant researchers in the future. WWU’s second strategic objective in
the field of gender mainstreaming is to apply suitable measures to strengthen women’s social
qualifications in pursuing academic careers. In order to initiate such measures to reach these goals,
the WWU subjects its gender mainstreaming policies to an external “family‐friendly university
audit”.
Measures currently implemented (selection):
• Since 2000 the WWU has been running an internal equality programme, with an annual
budget of €200,000, which supports women in their academic activities.
• The University runs a training programme which is tailored to supporting young women
researchers with respect to their academic careers.
• The WWU is currently setting up its own facilities where the children of academic staff can
be looked after all day; there is a special focus on children under 3. The WWU will also be
offering a flexible and speedy service organising childcare, for example in cases of weekend
seminars or in emergencies. Last but not least, assistance is being planned for supervising
schoolchildren while they do their homework.
( http://www.uni‐muenster.de/en/profile/mission_statement.html )
25
5. Teaching Innovation
‐ Is innovation taught within your University?
‐ Are the programmes formal, with a qualification? Please describe them?
‐ Describe the participation on the programmes. To students? To academics? How popular is
it?
‐ Does your institution teach innovation externally? Who to? How?
Is innovation taught within your University?
Innovationsmanagement
In the Chair for Business Administration of Prof Schewe is Innovation management a specific
research area and it’s taught as a subject for the Business Administration Career. The specific themes
for the subject „Organization of Innovation Processes“ are:
Part 1 – Basics for organization of non routine duties
1.1 Types of decisions
1.2 Change Management as theoretical starting basis
1.2.1 Purpose and Process of the Change Management
1.2.2 Form of appearance of Change Management
1.2.3 Resistance by the Change Management
1.2.4 Behavior in Change Management Situations
1.3 Project management as basis fort he form of organization
1.3.1 Single Project Management
1.3.2 Multi‐Project Management
1.3.3 Interface Management
Part 2 – Selected non‐routine duties
2.1 Post Merger Integration
2.1.1 Basics
26
2.1.2 Central Integration actions
2.1.2.1 Drawing Integration Project
2.1.2.2 Design oft he Management Organization
2.1.2.3 Staff the Management Team
2.1.2.4 Adjust personnel attitude
2.1.2.5 Interleave Business Operation
2.1.3 Timing the Integration Process
2.1.4 PMI‐Project Control
2.2 Business Process Outsourcing
2.2.1 Basic Considerations
2.2.2 BPO and the defining context
2.2.2.1 Meaning of contingency of the factors of influence
2.2.2.2 Making more operative the environment
2.2.2.3 BPO‐Forms and specific context
2.2.3 Organization of the BPO
2.2.3.1 Service Modells
2.2.3.2 Management Modell
2.2.3.3 Servicemanagement‐Instrumente
2.2.4 Assignment of BPO‐Performances
2.3 Innovation‐management
2.3.1 Concept of Innovation
2.3.2 Resistance by the Innovation and it´s conquer
2.3.2.1 Causes oft he resistance and it´s fortification
2.3.2.2 Innovation enemy, Momentum of the Managers
2.3.2.3 The function of the Resistance
2.3.3 Promotoren‐Modell as Organization model for Innovations
2.3.3.1 The specific achieving contribution of the Promoters
2.3.3.2 Information and Interaction connections
2.3.3.3 Opponents and Promoters
27
2.3.3.4 The Organization Process
2.3.4 Organization oft he Innovation Duties in the Company
2.3.4.1 Basics of the creation of the team
2.3.4.2 „Organic“ versus „mechanic“ Structure
2.3.4.3 Properties of an innovation sensible company
Part 3 – Organization techniques: Creativity management
3.1 Theoretical basics for creativity
3.1.1 Creativity – congenital or acquired?
3.1.2 Creativity – Result of methodic information policy
3.1.3 Creativity – thought‐styles change
3.2 Creativity techniques
3.2.1 Brainstorming
3.2.2 Collective Notebook
3.2.3 Method 635
3.2.4 Synektik
3.2.5 Bionik
3.2.6 Morphologic Analysis
3.3 Limits of the organized brainstorming
http://wiwixc.uni‐
muenster.de/WIWI/Orga//studieren/veranstaltungen/ws20082009/orga2/orga2.html
The AFO, together with the POWeR Network, offers a series of lectures and conferences about
Innovation, Spin Offs and Soft Skill trainings. These conferences are hold by third partners
specialized on each area.
http://www.patente‐gruendungen.de/
28
In the Institute for Business Chemistry is Innovation management a specific research area and it is
offered as a integral course for the Business Chemistry Career.
The Module for Innovation and Technology Management introduces the students into the research
of the Innovation Management and the different methods of incentive innovation in the company or
the research group.
http://www.uni‐
muenster.de/imperia/md/content/wirtschaftschemie/msc_wirtschaftschemie_module.pdf
WWU.Transferschule – Münster School of Innovation (MSI)
Modules in teaching knowledge transfer will be offered at the WWU.Transferschule for the first
time. Aiming to sensitise students and researchers of all faculties about the manifold processes of
knowledge transfer, the school also promotes enhancement of transfer itself. All in all,
WWU.Transferschule covers five thematic areas: structures, ideas, commercialization of knowledge,
expertise in contexts and e‐learning.
http://www.uni‐muenster.de/AFO/transferschule.html
Idea Mining
Idea Mining stands for creativity workshops (Thinks Tanks), which are requested by a company or
organization and performed on the spot. During these workshops interdisciplinary teams develop
ideas on current corporate problems as well as question formulations.
Most of the 12 man teams are made up of company employees as well as academic scientists and
scholars. The workshops are professionally moderated and usually last for 5‐6 hours.
Idea Mining requires creativity as well as a personal idea‐finding potential. The particular about Idea
Mining develops through synergy effects emerging from mutual stimuli within interdisciplinary
teams. Through Idea Mining companies are enabled to acquire access to academic know‐how and
potential junior employees.
http://www.uni‐muenster.de/AFO/ideenmining.html
Are the programs formal, with a qualification? Please describe them.
Innovations management at the chair for Business Administration is a formal qualification and a
chooseable obligatory subject.
29
Innovation management at the chair of Business Chemistry is a module included in the Bachelor
Program.
Idea Mining, WWU.Transferschule and Lecture Series give students Credit Points for the Bachelor
degree program in the field General Studies.
Describe the participation on the programs. To students? To academics? How popular is it?
The participation grade of students on the different programs offered by the Innovation Office is
higher than the offer of lectures. Not only because of credits points, students find it a great
opportunity to enlarge their knowledge and get prepared for the upcoming business live.
Academics are also very interested, because they know that part of their job is to manage innovation
as well as to enlarge their point of view.
The Innovation modules at the Business Chemistry and Business Administration are so popular, that
the demand is bigger than the offer, so that only the best students can access to these modules. The
other issue is that it is only available for this both bachelor programs and not for other programs; we
aim to increase this offer to other programs as well as more free places for students.
The popularity of the innovation programs is increasing every semester, because of the multiplicator
effect by the students and academics. Also the handed out certificates are welcome because they
enrich the CV.
Does your institution teach innovation externally? Who to? How?
The lecture series as well as the other programs has an external participation quote of
approximately 20% which is always available until there are no waitlist for students.
There are also plans to open a POWeR‐School which aims to offer the same lecture series and
seminars but for external participants.