1. Effective Routes to Innovation 14 th October 2015 Steve Shaw Executive Director E: sshaw@rapra.orgsshaw@rapra.org T: 01952 288366 W: www.rapra.orgwww.rapra.org

2. Contents Why listen to RAPRA? Routes to Innovation including the ‘environment’ that businesses have to work in Real or perceived challenges faced by companies on the innovation journey How to avoid, or at least minimise obstacles to achieve success in your innovation project. Effective Routes to Innovation!

3. Why listen to RAPRA The original remit for RAPRA as stated in our Memorandum of Association: “To promote research and other scientific, technological, information or consultative work in connection with rubbers, plastics, and allied materials and trades and industries associated therewith or allied thereto or any of them (“the said trades and industries”), and for this purpose to raise money by subscriptions levied on the members of this Association and otherwise howsoever.”

4. Why listen to RAPRA Formed in 1919, RAPRA is probably the oldest independent non-profit organisation in the world dedicated to helping Industry commercially exploit the latest polymer technology. Our salaries are paid by our members who are commercial companies, so we act entirely on their behalf. RAPRA can - and does - connect with the best available resources, commercial, publically funded, academic or trade based to fulfil its role. It has a seat on the Polymer Advisory Group that informs Innovate UK of the R&D funding needs of Industry.

5. Routes to Innovation ‘Innovation can be viewed as the application of better solutions that meet new requirements, inarticulated needs, or existing market needs.’ Maranville, S (1992), Entrepreneurship in the Business Curriculum, Journal of Education for Business Resources you’ll need on the way… Motivation – be in no doubt that even if the process goes smoothly, it will involve a lot of hard work and sleepless nights. Getting and staying motivated to complete your project can be a challenge. Minds – You and your staff are the greatest experts on your business, but it is often desirable and necessary to have the assistance of other great minds that bring new knowledge and skills. Money – Even the largest global companies are mindful of the cost of being Innovative. Smaller companies generally cannot afford to take ‘big’ risks, unless they get external financial support.

6. Routes to Innovation – the map TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 Basic principles observed and reported Technology Concept and/or application formulated Critical function: proof of concept established Laboratory testing of prototype component or process Prototype system verified Integrated pilot system demonstrated System incorporated into commercial design System ready for full scale deployment Laboratory testing of integrated system Technology Readiness Levels (TRLs) A NASA researcher, Stan Sadin, conceived the first scale in 1974. It had seven levels which were not formally defined until 1989. In the 1990s NASA adopted a scale with nine levels which gained widespread acceptance across industry and remains in use today. Industry and other government organisations, have tailored definitions for certain TRLs to suit their own needs, but their overall scales match NASA's traditional scale very closely.

7. Routes to Innovation – the UK environment TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 Technology Assessment & ProvingPre-ProductionProduction Implementation Stakeholders: Government, Academic Institutions & (ideally No. 1) INDUSTRY Industry problems Commercially viable solutions

8. Real or Perceived Challenges TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 Technology Assessment & ProvingPre-ProductionProduction Implementation Industry problems Commercially viable solutions Referred to as the ‘Valley of Death’ Stakeholders: Government, Academic Institutions & (ideally No. 1) INDUSTRY

9. Real or Perceived Challenges TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 Technology Assessment & ProvingPre-ProductionProduction Implementation Primarily sponsored by Large Companies and Government organisations Industry problems Commercially viable solutions Referred to as the ‘Valley of Death’ Government bodies e.g.: Engineering & Physical Sciences Research Council (EPSRC), Science & Technology Facilities Council (STFC) Transition phase from ‘theory’ to ‘practice’ where it is crucial that Industry is involved Government bodies e.g.: Department for Business, Innovation & Skills (BIS), Innovate UK, Knowledge Transfer Network (KTN) Industry has to embrace and roll out the new technology or processes

10. Real or Perceived Challenges - Input TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 Technology Assessment & ProvingPre-ProductionProduction Implementation Primarily sponsored by Large Companies and Government organisations Industry problems Commercially viable solutions Government bodies e.g.: Engineering & Physical Sciences Research Council (EPSRC), Science & Technology Facilities Council (STFC) Transition phase from ‘theory’ to ‘practice’ where it is crucial that Industry is involved Government bodies: Innovate UK, Knowledge transfer Network (KTN) Industry has to roll out the new technology or processes How well are Industry problems (especially those faced by SMEs) being gathered and analysed to provide the stimuli for funded research? How much do the current University research funding mechanisms encourage engagement with SME’s?

11. Real or Perceived Challenges - Processing TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 Technology Assessment & ProvingPre-ProductionProduction Implementation Primarily sponsored by Large Companies and Government organisations Industry problems Commercially viable solutions Government bodies e.g.: Engineering & Physical Sciences Research Council (EPSRC), Science & Technology Facilities Council (STFC) Transition phase from ‘theory’ to ‘practice’ where it is crucial that Industry is involved Industry has to roll out the new technology or processes How well does BIS, Innovate UK and the KTN engage with Industry? Does Industry (especially SME’s) find it easy to engage with research bodies? Do SME’s feel motivated to? Government bodies e.g.: Department for Business, Innovation & Skills (BIS), Innovate UK, Knowledge Transfer Network (KTN)

12. Real or Perceived Challenges - Output TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 Technology Assessment & ProvingPre-ProductionProduction Implementation Primarily sponsored by Large Companies and Government organisations Industry problems Commercially viable solutions Government bodies e.g.: Engineering & Physical Sciences Research Council (EPSRC), Science & Technology Facilities Council (STFC) Transition phase from ‘theory’ to ‘practice’ where it is crucial that Industry is involved Industry has to roll out the new technology or processes How often does Industry get offered new technology or processes appropriate to its needs? Government bodies e.g.: Department for Business, Innovation & Skills (BIS), Innovate UK, Knowledge Transfer Network (KTN)

13. Avoiding, or minimising the obstacles TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 Industry problems Commercially viable solutions Get independent help to correctly identify your ‘Industry Problems’ and get them passed into the system at the optimum stage Do your research about Routes to Innovation, or get to know someone you trust who guide you Collaborate to share the resource cost (remember earlier slide - M, M & M!)

14. Effective Routes to Innovation TRL 1 TRL 2 TRL 3 TRL 4 TRL 5 TRL 6 TRL 7 TRL 8 TRL 9 Industry problems Commercially viable solutions Contact RAPRA for help with any aspect of your innovative R&D

15. Thank you Discussion Steve Shaw Executive Director E: sshaw@rapra.orgsshaw@rapra.org T: 01952 288366 W: www.rapra.orgwww.rapra.org