Promoting the Demand for Partnerships for Innovation Bob Hodgson Zernike (UK) Limited Lisbon December 2001 ZERNIKE (UK) Partnerships for Innovation: Fostering Industry-Science Relationships

ZERNIKE (UK) Structure Structure and purpose  models and changes  differentiation  bridges  Concerns` Bob HodgsonLisbon, December 2001 Purpose  promote plurality and flexibility

ZERNIKE (UK) Underpinning models: classic systemic models  Technology push - scientific and political popularity  Market pull - driven by need  Chain linked - large company sophistication  Polar functions - micro chain analysis  Regional networks - getting the act together Bob HodgsonLisbon, December 2001

ZERNIKE (UK) Typical model: Kline-Rosenberg Bob HodgsonLisbon, December 2001

ZERNIKE (UK) Bob HodgsonLisbon, December 2001 Cambridge University roll call Glaxo SmithKline Beecham Marconi

ZERNIKE (UK) Typical model: Kline-Rosenberg Bob HodgsonLisbon, December 2001 No longer strangers to research Overwhelming feedback

ZERNIKE (UK) Typical model: Callon et al Bob HodgsonLisbon, December 2001

ZERNIKE (UK) Bob HodgsonLisbon, December 2001 Differential research intensity

ZERNIKE (UK) Typical model: Callon et al Bob HodgsonLisbon, December 2001 Phenomena of biotech firms  market capital for medium term funding  zero sales, high R&D  specific or new paradigm?

ZERNIKE (UK) Interactive models have changed Old Models, New Paradigms  old barriers are coming down  new arrangements are emerging with different tensions  different rules need to be developed  A key area is the management of IP  protect  commercialise  incentivise  legitimise  share rewards - build legitimacy Bob HodgsonLisbon, December 2001

ZERNIKE (UK) Underpinning models: business drivers  Sources of technology for firms Bob HodgsonLisbon, December 2001  Customer driven - supply chains  Competition driven - cluster models  Leaders and followers - differential patterns

ZERNIKE (UK)  Customer driven - supply chains  Competition driven - cluster models Underpinning models: business drivers Bob HodgsonLisbon, December 2001

ZERNIKE (UK) Leaders and followers - differential knowledge and interaction Underpinning models: business drivers Bob HodgsonLisbon, December 2001 leader distant invader Core competence gaps close invader distant invader distant invader

ZERNIKE (UK) Perspectives and dilemmas: firms  Innovate or die  NTBFs  global giants Prime area for partnerships  Innovate and die  cost minimizer  buyer defined  commodity businesses  Product and service mix Bob HodgsonLisbon, December 2001

ZERNIKE (UK) Thinking world class region Bob HodgsonLisbon, December 2001 Greater Cambridge Strengths: World class research base Dynamic high tech community Specialist property Weaknesses: Congestion / greenbelt Growing issues of affordability Disparities across the sub-region Bedfordshire and Luton Strengths: Research specialisms at Cranfield Growing expertise in the environmental sector Expertise in manufacturing and light engineering Weaknesses: Comparatively weak skills base and a lack of entrepreneurialism Some structural economic concerns Milton Keynes / North Bucks Strengths: World class specialisms in education and learning Infrastructure for further growth Focus for inward investment Weaknesses: Footlooseness Skills Oxfordshire Strengths: World class research base Dynamic high tech community Specialist property High quality workforce Weaknesses: Congestion / greenbelt IT Infrastructure Labour and skills shortages

ZERNIKE (UK) Differentiation: some concerns  Differentiation: sectors and scale  Bio and medical sciences  SMEs and fast flexibility especially in ICT  Public purpose: health defence environment  Large firms and global competitiveness  Clusters cooperation and competition  Bridges and people Bob HodgsonLisbon, December 2001

ZERNIKE (UK) Bridges and people  Jesuits and culture  the three Fs  incentivising the actors  Migrants and knowledge  Promotion and the champions league  Capturing and embedding  Engaging the other half Bob HodgsonLisbon, December 2001

ZERNIKE (UK) Legitimacy and support  Crucial for all the stakeholders  Seizing the initiative  Oslo and the vikings  Four crucial ingredients  Language - being able to talk to each other  Purpose - having a clear shared vision of future  Incentive - funding to lubricate and rewards  History - no substitute for doing it Bob HodgsonLisbon, December 2001