Universities as actors in the (regional) innovation system Innovation Capability and ISO/IEC 15504 innoSPICE – an European Perspective Universities as actors in the (regional) innovation system Dr. Michael Boronowsky Managing Director Innovation Capability TZI – Universität Bremen mb@tzi.de

European Perspective: Role of Universities as partner in regional development strategies Motivation of Universities to participate? Expectation of Universities to participate? Capabilities of Universities to participate? What is the Innovation Capability of an University?

Towards a Efficient Development Strategy Players within a Region Governmental Organisations: State Government: Economic Affairs, Science and Education, … Business Development State Marketing, … Companies Traditional Business, New Economy, Start-Ups, Networks, … Universities Research, Education, Transfer, … Culture Region

Towards a Efficient Development Strategy Players within a Region Governmental Organisations: State Government: Economic Affairs, Science and Education, … Business Development State Marketing, … Companies Traditional Business, New Economy, Start-Ups, Networks, … Universities Research, Education, Transfer, … Culture Smart Specialization Strategies Region

Players within a Region Potential Problem: Different Interests University interests: Education of Students Interesting Research Publications Research Projects Scientific Reputation … Government interests: Job Generation Increasing tax income Acquisition of new Companies Reputation of Location … No or only weak understanding of a common strategic goal

Players within a Region A Better Way: Think Global – Act Local Ind. Both aspects are considered equally Focus on Regional Effects Region Main Focus of Interest Support Own Interests Uni. Gov. … Definition of a common understanding and strategy for the improvement of the regional situation

Regional Requirements for Universities Sustainable Research E.g., a research project at a University May finance a scientist for some years May lead to a number of publications May prototypically demonstrate the feasibility of a concept May satisfy a scientist or the research community But external funding has to be understood as investment into the region Maybe it is not enough only to finance a scientist for a while or to end up with some publications … Research results have to be transferred into practical applications Economic sustainability has to be a major goal

Regional Requirements for Universities Universities as Major Attractors for Companies Government can attract by: Offer low cost lots and office space Provide Infrastructures like Science Parks Funding of R&D efforts But Weak or no USP Hard to establish sustainable relations No deep technological knowledge University can offer: Relevant and practical innovations Operative contacts to companies Established partner networks Science as a professional service Experience in acquiring funding Well educated and experienced experts in innovative areas So University has to realize this important value and take responsibility for it Being a “High-Tech Region” requires an active involvement of universities

Same applies e.g. to employability of students Regional Requirements for Universities Universities as Major Attractors for Companies Government can attract by: Offer low cost lots and office space Provide Infrastructures like Science Parks Funding of R&D efforts But Weak or no USP Hard to establish sustainable relations No deep technological knowledge University can offer: Relevant and practical innovations Operative contacts to companies Established partner networks Science as a professional service Experience in acquiring funding Well educated and experienced experts in innovative areas So University has to realize this important value and take responsibility for it Being a “High-Tech Region” requires an active involvement of universities Same applies e.g. to employability of students

A well developed Innovation Capability of an University/Research center influences the way knowledge and technologies are transferred (effectiveness and efficiency) How an organization is communicating (internal and external) The reliability as partner in a collaboration The degree how internal structures and processes are aligned towards strategic goals Self reflectiveness and organizational learning …

European Perspective: Role of Universities as partner in regional development strategies Motivation of Universities to participate? Expectation of Universities to participate? Capabilities of Universities to participate? How to improve Innovation Capability of an University?

A Transfer Model for increase of innovation capability Return of Invest in scientific infrastructures is hard to measure e.g. effects of transfer activities within a region e.g. patents, licensing v.s. implementation, spinOffs etc. Finding suitable indicators for transfer organizations is still an open issue. Improve Organization only by indicators can optimize unsuitable capabilities Idea: Structure and processes of an organization are related to its regional effects define assessment models and asses organizations efficient structure leads to efficient processes and efficient processes lead to efficient outcomes from reactive to proactive mechanism

Target/Goal

To know how and what to improve in your organisation, you first have to know where you are Target/Goal YOU ARE HERE

Informal Feedback on Transfer Business/ Society own experience “Gut Feelings” Lessons Learned effects informal feedback Transfer University/ Research performs

innoSPICE a Process Reference Model for Public Research and Transfer Organizations A standard based model for innovation, knowledge- and technology transfer Based on the Process Assessment Framework ISO/IEC 15504 (SPICE) The model was evaluated in several Universities, Research, Transfer and Governmental Organizations moving technology transfer towards predictable processes improving transparency and quality of processes inside organizations assessing factors like communication skills, information management, relation management, training needs

Structured Feedback Transfer activities Transfer activities Transfer Business/ Society Transfer University/ Research performs effects structured feedback structured analyse assessment Best Practices understand compare learn optimize Transfer activities effects Transfer activities Transfer activities Transfer activities Transfer activities Transfer activities Transfer activities professionalization marketing efficiency transparency trust capabilities

Example Visualized Assesment Result

innoSPICE facilitates the continuous improvement process of innovation, knowledge and technology transfer for quality assurance innoSPICE® Approach 1 2 3 Participants Identification & Model Tailoring Guided Self-Assessment Benchmarking & Improvement Measures Conduction of guided innoSPICE self-assessment workshop applying the twofold bottom-up & top-down assessment method (approx. 3 days) Discussion of process capabilities addressed by innoSPICE Determination of capability for each process discussed Identification of participants relevant to assessment workshop Initial briefing of participants on innoSPICE assessment method, assessment scope and goals Analysis of organizational activities and responsibilities related to innovation & transfer Identification of most significant gaps to best practice by experts Definition of improvement measures and high-level implementation roadmap Benchmarking of capability levels against other peers / best practice Thiemo Gesamtansatz erläutern, d.h. Kernprozess eingebettet in Unterstützungsprozesse 1. Projekt-Setup: geordneten, zielgerichteten und effizienten Projektstart sicherstellen (z.B. Teamkonstellation, detaillierte Arbeits- und Kommunikationsplanung Bezug zu genannten Rahmenbedingungen herstellen: sowohl Optimierung als auch „grüne Wiese“; Spannungsfeld kreieren 2. EVO: „evolutionäres“ Vorgehen, Fokus auf Optimierung von Bestehendem; Optimierung alleine greift aber manchmal zu kurz 4. REVO: „revolutionäres“ Vorgehen; innovativer Lösungsansatz auf der „grünen Wiese“; mögliche Ideallösung; isoliert evtl. unrealistisch 3. Treiber und Best Practices: - interne und externe Treiber der organisatorischen Komplexität - Unternehmensvergleiche und Beispiele („von anderen lernen“) - Input für EVO, REVO und Konzeption 5. Konzeption: - Kombinieren beider Sichtweisen - valide Optionen für die MR entwickeln - Entscheidungsvorbereitung und Vorstandsempfehlung 8. Vorstandsvorlage: eigentliches Papier kreieren und notwendige Abstimmung fahren 6. Projektsteuerung: Konsistenz über Arbeitsströme hinweg, Schnittstelle zu Sponsoren 7. Kultur und Kommunikation: Organisation einbinden, Veränderungsbereitschaft fördern Überleitung: für 2., 4., 5. und 7. gehen wir jetzt mehr ins Detail: greifbar machen, exemplarisch, Konkretisierung, Illustration des Vorgehens Scope of innoSPICE Assessment innoSPICE Assessment Report innoSPICE Improvement Report Source: innoSPICE ISO 15504 19

Two new projects funded by DAAD RAMSES: Raising Management capacity in Higher Education InstitutionS (DAAD DIES) SATIS: OrganiSATional redesIgn for reSearch-based learning CAIRO University and IRESA (Tunisia) Suez Canal University and Cairo University Establishing mechanisms within scientific management structures for continuous improvement of innovation capability Setting up a ReviTec pilot at SCU and establishing a Master of Ecology Improving the integration of research into teaching E.g. 2 pilots at CU to establish quality assurance based on innoSPICE Improve the transfer of knowledge and technologies from university to society E.g. training of innoSPICE assessors inside CU

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