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