Open Innovation at Kennispark Twente Kees Eijkel

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Content

•Introduction to Kennispark

•Open Innovation approach

• 2 examples

•Conclusion and discussion

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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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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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Strategy

Research Economy

Fuel, focus,

feedback

Engage and challenge

Interact •Coffeetable

•Lab floor

Support •Facilities •Networks •Financing

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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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What do we organize/coordinate

• Starters/growers • Training, skills development • Business case preparation

• Financial networks

• Awareness, incubation

• Industry • Consortia

• Portals • Regional strategic agenda

• Settlers • Value: events and networks • Facilities

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• General • Communication • Marketing

• Acquisition

• Learning/networking • Contact with talent,

knowledge, money, facilities

• Authorities • Stable basis for development • Monitoring of results

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Results

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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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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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Champions

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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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It’s hard to understand each other !

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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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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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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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TPRC

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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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Centre4Cloud

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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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Thanks for you attention !

k.eijkel@kennispark.nlwww.kennispark.nl