looking for collaboration · 12/09/2013 2 sep 13th 2013 manetei talent and career workshop agenda...

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M i c k a e l P e r o , P h D ; F r a u n h o f e r I S I K a r l s r u h e

A n g e l a B e c k e r , P h D ; B a y e r Te c h n o l o g y S e r v i c e s

N a t a l i a M a y a , M S c ; B a y e r Te c h n o l o g y S e r v i c e s

M E T E I T l t & C W k h M d i d 1 3 1 4 S t b 2 0 1 3

LOOKING FOR COLLABORATION

M a n E T E I Ta l e n t & C a r e e r W o r k s h o p , M a d r i d , 1 3 - 1 4 S e p t e m b e r 2 0 1 3

© Fraunhofer ISI

Source: http://lubswww.leeds.ac.uk/manetei/home/

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MANETEI TALENT AND CAREER WORKSHOP

Agenda

1. Introduction - Bayer Technology Services2. Collaboration in basic and applied research3 C ll b ti i t h

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3. Collaboration in management research• Collaboration Fraunhofer ISI – BTS• Success Factors• Results

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Agenda


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Bayer Group - St ructure

Holding company

Group Management Board

Bayer Business ServicesBayer HealthCare

Business areas Service areas

Corporate CenterBayer AG

Group Management Board

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CurrentaBayer MaterialScience

Bayer CropScience Bayer Technology Services

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ProcessDevelopment

Process Development

Bayer Technology Serv ice

Technology Development

TDProduct

byProcess

IntegratedAnalyticalSolutions

DevelopmentinBiotechnology

Development for Chemicals

& Polymers

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Modeling & Simulationof Biological

Systems

TechnologyConsulting & Public Funding

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Agenda


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4. Conclusions

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Bayer ’s R&D Si tes are Wel l Located to Leverage the Scient i f ic Landscape

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Established R&D Cluster*

Emerging R&D Cluster*

Bayer R&D presence

* from SCRIP Business Insight Report, Sept 2011

Number and budget o f externa l cooperat ions 2012 in Bayer ’s R&D Uni ts

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total of 163 mio €Budget for cooperations

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Why Par t ic ipate? - Some Mot ives

Develop new markets together with future customers

Generate critical mass for breakthrough innovations

Share research risk

Access to external research resources

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Access to external research resources

HR Tool / Innovation Image

Reduce research cost up to 50%

Pros & Cons of co l laborat ions in bas ic and appl ied R&D

Strengths• Decrease innovation cost • Partners help achieve own objectives• Critical mass for technological breakthrough

Weaknesses• Effort & costs of proposal preparation • Delay by evaluation & negotiation processes• Coordination of several partners• Critical mass for technological breakthrough

• Dilute risk of S&T failure with partners• HR Tool “fellowships”• Political visibility & marketing tool

• Coordination of several partners• Duties to report• Cost statements• Effort & costs of project management• Long-term commitment to topics

Opportunities• Utilize external know-how• Reduce time-to-market• Business: Establish/care for relationship to

Threats• Share IP• Concessions regarding market options• Partially obligatory publication of results

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• Business: Establish/care for relationship to customers and suppliers

• Develop new market with potential future customers

• Launch novel topics or improve their visibility

Partially obligatory publication of results• Rejection of proposals by funding bodies

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Agenda


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F i rs t s tar t o f co l laborat ion wi th businessschools and univers i t ies - Open Innovat ion

Copenhagen Business School, Dep. for Innovation and Organizational Economics

- Crowdsourcing und Healthcare online communities (CBS MBA Executive Teaching Programs, spring 2012)Programs, spring 2012)

FU Berlin

- Lectures on Open Innovation, Partnering, Alliance Management

Mannheim Business School

- Bayer Case studies and support for Master programm

WHU Vallendar, Dep. of Entrepreneurship and New Business Development

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WHU Vallendar, Dep. of Entrepreneurship and New Business Development

- Lecture on “Open Innovation Pharma”, support of Master & Bachelor studies

Fraunhofer ISI, Karlsruhe

- Collaboration on „Managing emerging technologies“ within the ManETEI project

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Fraunhofer and Bayer are both at t ract ive Employers for Sc ient is ts : Innovat ion is key!

Universum Survey: Top employers in Germanyin natural sciences

Deliver on “More Innovation,

Less Administration”

Expand and intensify our external collaborations (Open Innovation)

in natural sciences

Results „Young Professionals“

Results “Students”

1 Max-Planck-Gesellschaft

2 Fraunhofer-Gesellschaft

3 Bayer

4 Roche

5 BASF

1 Max-Planck-Gesellschaft

2 Fraunhofer-Gesellschaft

3 Bayer

4 BASF

5 Roche

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Strengthen our biological research and development

6 Novartis

7 Siemens

8 Merck

9 Sanofi

10 Pfizer Deutschland

6 Novartis

7 DLR

8 Merck

9 Boehringer Ingelheim

10 Siemens

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Bayer Technology Serv ices: a rea l organizat ional set t ing for test ing purposes

WP4

Entrepreneurial and managerial agency for technology innovation

WP6Entrepreneurial andmanagerial agency fortechnology innovation

WP5

Dynamic capabilities foremerging technology

WP1

Evolution ofnanotechnolog policy

WP3

Emergence andreconfiguration of

WP2

Balanced model ofemergent technologyimpact

WP7

Practioner centredtools for managing

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innovation industry emerging technologies

F raunhofer ISI : prov ides knowledge on too ls for managing emerg ing technolog ies

Practioner-Centred Tools for Managing

Emerging Technologies

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TechnologiesTechnology Services

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Informational –neo classical- argument: assuming that knowledge is a public good (i.e. non rival and non excludable), a sub-optimal equilibrium would be reached. Thus calling f bli t

The ra t ionale behind Europe funding ManETEI

for public support. Arrow, 1962

However debate on the public nature of knowledge

Investment costs for building an “absorptive capacity”Cohen & Levinthal, 1989; Pavitt, 1991; Callon, 1994

Currently two branches of thoughts on Public funded R&D

“New Economics of Science” –still informational- argument: increased diffusion of codified knowledge from IT revolution

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Dasgupta & David, 1994

Source of variety and flexibility (as opposed to private science) argument: skills, networks (reconfiguration), new capabilities

Rosenberg, 1990; Callon, 1994; Pavitt, 1998

Jo in t work focused on too ls fo r techno logy and bus iness in te l l i gence e .g . b ib l iomet r i cs and pa ten t ana lys is

Objective

Understand better the challenges companies

Participation

Clients and experts engage during the whole g pface when managing emerging technologies

Develop tools that help to improve the management of emerging technologies

p g g gprocess (stronger in the initial phase)

Most of the process is desk research based

Process

Define a search strategy / find relevant l ifi ti

Application

Monitor the evolution of emergent technologies

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classification

Retrieve data e.g. Scopus / Web of Science / Patstat / ICS Patent Plus

Analyze data and build up insightful indicators about the emergence and development of technologies

Detect business opportunities’/threats

Identify most important people / organisations / countries / S&T fields related to the emerging technology

Identify the most influential literature/inventions

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Larger stock of useful knowledge –informational argument- for:

Collaborative units:

Overv iew of the benef i ts f rom th is publ ic ly funded co l laborat ion (1)

More capacity to explore / solve problems, perform research and develop ideas for corporate use

Narin & al. 1997

Reputation i.e. diffuse / exchange / advertise in the community of practiceNightingale, 1997

Scientific community i.e. codified learning from collaboration through publicationsHicks, 1995

Skilled researchers

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Learn from corporate needs, competencies and applicability of research. Gain knowledge and know-how from multiple work environments and interaction with colleagues / projects. Gain access to infrastructures and e-infrastructures (i.e. data)

Salter & Martin, 2001

Creating new methodologies to tackle analytical problems

Awareness of new knowledge concerning the assessment of emerging technologies

Overv iew of the benef i ts f rom th is publ ic ly funded co l laborat ion (2)

g g g g gor other specific topics

Increase internal organizational R&D capacities through the development of new methods, data availability and techniques

Rosenberg, 1992 ; Klevorick et al. 1995

Forming new networks and stimulating social interaction

Through researchers maintaining the collaboration e.g. company, other researchers, networks in emerging technologies

Through the awareness of a potential partner / knowledge and know-how sources

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Callon, 1994

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n.b. Reference to EU publicly funded collaboration between a firm and a researchorganisation

Ref lect ions on co l laborat ion ‘s condi t ions

Conditions (dichotomous property)

Financial support (c.f. rationale of EU project slide). Enables the project financiallyand validates the structure

Lundvall, 1992; Callon 1994

Social network and personal ties. Pre-existing ties between actors were a conditionfrom the project partners to collaborate

Granoveter, 1973

Complementarities Team“ work is built on inter dependencies and the

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Complementarities . „Team work is built on inter-dependencies and thedevelopment of a community of practice

Wenger 1998

A little more words on complementarties...

Complementary sk i l ls and exper t ise is a pre- requis i te for a successfu l co l laborat ion

W d

We need:• Understanding key challenges forcompanies• Collecting valuable opinions on

emerging technologies

We can offer:• Expertise, methods and tools to

monitor and assess emergingtechnologies

• Academic / policy point of view

We need:• Identifying focus areas and

gaps in a timely manner• Common understanding of path

to follow • Stronger links to strategy• Systematizing / formalizing the

technology intelligence process

We can offer:• Expert knowledge on emerging

technologies• “Hands on” practices on new

2

3

1

2

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Knowledge co-creation

y a ds o p act ces o etechnologies

• Corporate point of view

1

2

3

Capabilities/competences building

Collaboration strengthening

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Chal lenges: research consor t ia + management f ie ld

Participation in research consortia (as opposed to research contracts)

More complex collaboration managementp g

Only general goal defined. Precise outcome usually cannot be defined at thebeginning of the project.

Management field

Business research (as opposed to basic research) is usually done in-house. Part of the interest of companies to entering into this type of collaboration is that this type of research cannot be justified in-house although of strategic importance

Dealing with intense interaction (as opposed to university inventing and industry

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Dealing with intense interaction (as opposed to university inventing and industryexploiting)

Information disclosure (company´s goal and strategy)

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Ref lect ions on co l laborat ions ’ success factors

Open/flexible mindset and power balance

Communication and commitment

Trust and stimulating environment

People involved

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People involved

Belonging to the same „innovation system“

Open/ f lex ib le mindset and power ba lance

Why is it important?

To be able to continuously adjust/adapt objectives

To manage the cultural gap which is clear when dealing with business challengesTo manage the cultural gap which is clear when dealing with business challenges

Industry on academia: Academia on industry:

Is too structured and theoretical Is too disorganized and unstructured

Research goes to slow Need to step back and reflect

Proposals are nice but how to implement them in practice?

Advances in knowledge frontiers is not appreciated

Too focused on outcomes, rather than impacts Too focused on impacts, rather than outcomes

Pertuzé, 2010; Edmondson, et al., 2012; Barnes et al., 2002

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Pertuzé, 2010; Edmondson, et al., 2012; Barnes et al., 2002

What are the enablers?

Experience: Fraunhofer ISI has already experience working “cross boundaries” and knows how to bring the academic and industrial worlds together

Third-party funding (ManETEI)

The researchers have more flexibility on the type of research work

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To tap into the power of cross-boundaries collaborations

To achieve bidirectional knowledge transfer

Communicat ion and commitment

To achieve bidirectional knowledge transfer


Constant interaction and personal communication

Natalia‘s placement in Fraunhofer ISI for 2 months

Mickael visits BTS once per month

Regular scheduled meetings and discussions (in person and by phone)

People involved:

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p

2 from Fraunhofer ISI – Emergent Technologies Group (ManETEI)

4 from Bayer Technology Services – Product Technology and Innovation andStrategic Technology Consulting Group

Mora-Valentin & Montoro-Sanchez & Guerras-Martin, 2004


To allow free knowledge flow between the two parties (no IP framework)

Trust and s t imulat ing env i ronment

To facilitate disclose of information (goals, strategy)


Previous collaboration/connection between institutions

Pre-existing personal relationships between the institutions

The collaboration principle was always trying to reach mutal benefits and a win-winsituation

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To build trust and good personal relationships

T i t l bl “ b idi t bilit t th ll b ti

People invo lved

To overcome „internal problems“ by providing stability to the collaboration

Faulkner & Senker, 1995


External resources (two researchers funded by ManETEI in charge of strenghteningfurther the relationship BTS – Fraunhofer ISI)

Callon, 1994

Support from both institutions

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pp


. ...the elements and relationships which interact in the production, diffusion and use of

“ Innovat ion System” d is tance

p pnew, and economically useful, knowledge ... and are either located within or rooted inside the borders of a nation state

Lundvall 2002

Does the fact that two organization share a common objectives of the national innovation system favored the collaboration?

Freeman, 1995

If yes what does it mean in the light of a European funded project and ManETEI in particular?

A i f i ti l t f i ti ith E j t? Wh

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Are we reinforcing national system of innovation with a European project? Where are the complementarities and substitution effects between innovation systems (regional, national, european)?

Are national innovation systems dominant as opposed to e.g. sectorial european system ?

Malerba, 2002

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Survey to measure importance of sucess factors in the Fraunhofer ISI – BTS collaboration

Communicat ion and commitmentwas cons idered the most impor tant factor for success

Respondents: 5

Question type: ranking

To your knowledge and for the ManETEI project only, which were/are the most important factors to achieve a successful collaboration between BTS and Fraunhofer ISI? Please rank the following factors from 5 (most important) to 1 (least important).

Sum Stdev

Communication and commitment 5 5 5 4 2 21 1,30

Open/flexible mindset and power

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Open/flexible mindset and power balance

3 4 3 5 4 19 0,84

People involved 4 3 4 2 5 18 1,14

Trust and stimulating environment 2 2 2 3 3 12 0,55

Innovation system distance 1 1 1 1 1 5 0,00

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4. Conclusions

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Col laborat ion resu l ts

Tangible results

Tools

P bli ti Publications

Professionals with research and industrial exposure

Trust and good personal relationships built

Intangible results

Such as knowledge development

Validation of External resources (two researchers funded by ManETEI in charge ofstrenghtening further the relationship BTS – Fraunhofer ISI)

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g g p )

Support from both institutions (not necessarily top management)

“One shot” collaboration Activities discontinued Trained researchers on the labor market

Ex-post co l laborat ion scenar iosCareer workshop!

ImpactCollaboration legacy

Results from collaboration

collaboration

“Asymetric” collaboration

Unit 1 expands capabilities

Employ researcher(s) in the team

Knowledge and know-how from collaboration internalized but no additional resources needed

Unit 2 drops out

Employ trained researcher(s) but knowledge directed at other projects

Trained researcher(s) on the labor market

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Trained researcher(s) on the labor market

“Long term” collaboration

Unit 1 & 2 pursue their collaboration and

capabilities

Employ researcher(s) in Unit 1 & 2 or both in same unit

Pursue collaboration without trained researchers who are on the labor market

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Annex

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Advantages:

Allows respondents to indicate the relative importance of choices

Communicat ion and commitmentwas cons idered the most impor tant factor for success

p p

Consistency

Objectivity

Disadvantages:

More difficult to answer

Limits number of response options

May omit a respondent’s preferred answer

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Based on Perception

Different meanings

looking for collaboration · 12/09/2013 2 sep 13th 2013 manetei talent and career workshop agenda...

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