Danish Technological Institute Soeren Stjernqvist, CEO. Introduction It s all about innovation Governance The DTI approach

Transcription

1 Danish Technological Institute Soeren Stjernqvist, CEO Introduction It s all about innovation Governance The DTI approach

2 Snapshot of Danish national performance Export: Back on track at post crisis level 51 pct. by manufacturing industry R&D: 3,06 %. GDP (2010) 2 % by private sector GDP: But the Danish GDP seems to have suffered very significant and lasting damage from the economic crisis Employment: industry is most affected Unemployment 6 pct. 20 pct. jobs lost in industry ( ) pct. jobs lost in transportation, textile, wood and paper, plastics, glass and concrete industries Productivity is seen as major source USA SWE UK GER DK

3 Significant challenges: WEF: Denmark lag behind: Competitive performance: From 3rd in 2008 to 12th in 2012 Companies use of technology Innovation capacity Availability of the latest technologies Collaboration between universities and business community Public demand for advanced products

4 Founded 1906 by Gunnar Gregersen Technological To support research Danish industry, - developed mainly with small the enterprises, necessary scientific by providing approach, technical but assistance without the in the means form of of making teaching, science. advice, The testing purpose and is to develop technological new fields research for manufacturing Gunnar Gregersen Under protection by Her Majesty Queen Margrethe An independent, not-for-profit institution

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6 Area of Operation Technological uncertainty Idea Is it possible? 8-15 years Basic/strategic Research New/emerging Technologies Is it feasible? 3-8 years DTI s area of operation Commercial/proven Technologies Can it be improved? 0-2 years Market Is it attractive? Is there a need? How are all the markets demands fulfilled? Resource depletion

7 Three types of services: Technological development Comprehensive applied research and development of new technological solutions Technology integration Ensuring successful implementation in correlation with market, organization, environment and culture Technology validation Documentation through testing, standards and certification

8 Ministry of Science, Innovation and Higher Education 12% Research and Development 25% Revenue EUR 140 millions 28% Danish business customers 13% Organisations and public customers 22% International customers

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10 The 9 essentiel elements Insight into technologies Inspiration for solutions R&D activities Impact for the customer Insight into the customers world Commercial activities Consulting Product Laboratories New knowledge Better products Better processes Increased competitiveness Increased income Greater power of innovation More workplaces Employees Equipment Cooperation partners 10

11 The 9 essentiel elements R&D activities Target 56 M.EUR Insight into technologies Inspiration for solutions R&D activities Impact for the customer Insight into the customers world Smart Grid Robotics Employees Equipment Cooperation partners 11

12 DTI

13 The 9 essentiel elements Insight into technologies R&D activities Insight into the customers world Inspiration for solutions Commercial activities Consulting Product Laboratories Commercial activities Target: 103 M.EUR in 2015 New knowledge Better products Better processes Increased competitiveness Increased income Greater power of innovation More workplaces Employees Equipment Cooperation Lab. partners Consulting Product 13

14 The 9 essentiel elements Insight into technologies Inspiration for solutions R&D activities Insight and solutions for our target customers Impact for the customer Insight into the customers world Commercial activities Consulting Product Laboratories CT scanners New knowledge Better products Better processes Increased competitiveness Increased income Greater Oil and power gas of innovation More workplaces 14

15 The 9 essentiel elements Yearly investments - equipment 7 M.EUR. New facilities for DMRI 20 M.EUR. R&D activities Inspiration for solutions Impact for the customer Commercial activities Consulting Product Laboratories Employees Equipment Cooperation partners 15

16 The 9 essentiel elements Insight into technologies R&D activities Inspiration for solutions Impact for the customer Insight into the customers world Commercial activities Consulting Product Laboratories Employees Equipment Cooperation partners 16

17 Danish Technological Institute Soeren Stjernqvist, CEO Introduction It s all about innovation Governance The DTI approach

18 Governmental interest vs. DTI as a going sustainable Institute Support to suffering market segments Technology Product/services International vs. national Support to emerging markets with potential growth New technologies New market segments Job creation From R&D to applied innovation No support to areas with private competition Sustainable business models Business in attractive markets Business in market with sufficient funding Growth opportunities Customer satisfaction on delivered product/services Financial key performance Profitability Cash flow Financial strength Governmental support Governmental influence/control: 1. Strategic direction 2. Role of DTI 3. Execution

19 Danish Technological Institute Soeren Stjernqvist, CEO Introduction It s all about innovation Governance The DTI approach

20 The DTI approach to R&D Platforms must fit with Danish industry Partnerships are essential Portfolio strategy to sources of income

21 The DTI approach to commercial activities Mission alignment Business mindset Niche strategy Lab facilities are essential Internationalisation

22 What does success look like from our perspective Impact Industry Society Recognition Business community Academia High calibre people Solid finance Long timeframe Equipment Freedom to operate

23 What does success look like for innovation and technology centres London, 2012

24 24 October 22, 2012 What does success look like The TNO mission: established by law in years ago TNO connects people and knowledge to create innovations that boost the sustainable competitiveness of industry and well-being of society.

25 25 October 22, 2012 What does success look like TNO High Tech Systems & Materials sustainable competitiveness Make it happen Surprising combinations All about sustainability Pushing the limits

26 26 October 22, 2012 What does success look like TNO 4000 people, 1/6 is TNO Hightech Systems & Materials: we focus on manuf. equipment for Pictures from TSB website Semiconductor Equipment Solar PV & LED Equipment Instrumentation (Science, Medical) Additive Manufacturing Functional materials/coating Machining Nuclear Tooling Forging Composites Chemical processing Lightweight This sounds..however the landscape issues sounds great

27 TNO Quality testing TNO Industry TNO Hightech Systems & Materials (surface engineering, high-performance materials) TNO Build Enviro TNO Textile technology Centre for Technical Ceramics Plastic and Rubber institute Institute for Building materialsen Wood institute Institute for Cleaning technologies Paint institute Metal institute Glass & Ceramics Plastics institute Test station for emballage Teststation for washing industry 1940 Leather institute Rubberinstitute Central Institute for Material Research Fibre institute Ceramics Institute 1930 What does success look like Leather test station October 22, 2012 Rubber test depart. Fibre test depart. Clay test station

28 28 October 22, 2012 What does success look like The Economist 21 st April 2012: 3 rd Industrial Revolution Additive manufacturing, 14 pages ends with the following last sentence: Can it be done? Back to the EuroMold exhibition, where TNO, an independent research group based in the Netherlands, showed a novel machine with 100 platforms travelling around a carousel in a continuous loop. A variety of 3D-printing heads would deposit plastics, metals or ceramics onto each platform as they pass to make complete products, layer by layer. Scale up the idea, straighten out the carousel and you have a production line with multiple printing heads. As we have a long, 400 year tradition in manufacturing equipment.

29 29 October 22, 2012 What does success look like Cornelis Corneliszoon van Uitgeest Inventor (1593) enabling Holland s Golden Age ( ) Sawing a tree took 2 men 30 weeks

30 30 October 22, 2012 What does success look like Cornelis Corneliszoon van Uitgeest 1593 patent sawing mill did not work 1597 the improved crankshaft besonder creckwerk - 3 saws at 120 o Now sawing a tree took 1 week, that is an improvement of 30 x

31 Export (283 B ) 31 October 22, 2012 Egbert-Jan.Sol@TNO.nl What does success look like NL 400 years later (16M=0.5% of 8B): strong trading (5 th ) economy(16 th ), agro/food (2 nd ), petro trading (1 st ), high-tech (equipment niches 1 st ) Infra, transport & construction ( p, added value 61 B ) Agro/Food, Petro Chemicals High-tech Systems ( p, 47 B ) 223 B 24 Financial, Media and ICT services ( p, 46 B ) Dutch (internal) market (324 B )

32 Import (250 B ) Export (283 B ) 32 October 22, 2012 Egbert-Jan.Sol@TNO.nl What does success look like Where do we create value: in industry Infra, transport & construction (Added value 61 B p, ) Financial, Media and ICT services ( p, 46 B ) Agro/Food Industry Petro-chemical Industry HighTech Systems ( p, 47 B ) 78 Dutch (internal) market (324 B ) 223 B Surplus 32 B (6B gas) 2.3M jobs in value creation Health Care ( people) Government ( people) 5M other jobs 16M popul. NL

33 33 October 22, 2012 What does success look like Shares of World Manufacturing Output (UK in %, in % - what when wrong?) 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% Others India China West Russia Japan 0% Brazil Limited by human power Shares equals to population Enabled by machinery Shares equals to economy

34 :09 Titel van de presentatie UK Manufacturing from 25% in 1950 to 2.9% in 2009 World=100% Popul China USA Japan Germany Italy UK NL A factory is a place where society concentrated its repetitive value creation Improving manufacturing implies more repetitive value creation and ultimately more exportable goods, affordable imports, more jobs & welfare

35 35 October 22, 2012 What does success look like Content Introduction TNO and our mission on innovation for competitiveness Focus on manufacturing equipment at TNO HTS&M Value creation in exportable goods in the Netherlands Success when manufacturing leads to export concept capabilities cash & the valley of death coordination policies industrial policy technology/innovation policy impact policy: make it happen (H2020) Conclusions

36 36 October 22, 2012 What does success look like Thoughts on Value Creation Manufacturing is repetitive value creation, but over time the added value created becomes less and you need to innovate Innovation is the only sustainable source of value creation But from concept capabilities cash is a chain as strong as its weakest link Think: top science, lost manufacturing and leading financial business Question: will your RTO s lead to a stream of new manufacturing capabilities for new exportable products

37 37 October 22, 2012 What does success look like Example of Accelerator, started early 2011 Atomic Layer Deposition spin-out in 3 year from idea to spin-out because we made it 30 x faster, opening up new markets as solar PV.

38 38 October 22, 2012 What does success look like Thoughts on Innovation If innovation is the only sustainable source of welfare creation And if in the innovation chain from concept capabilities cash manufacturing cap. is missing, one needs new manufacturing capabilities to help new technologies turn into new exportable products. So measure success in this sense of new manuf. capabilities/technologies, but choose your focus areas carefully you are not alone or on your own The dominant innovations occur in international value chains Know your position and don t stay on an isolated island Europe s H2020 and the smart specialization Create an efficient (non-political) governing with all actors Triple helix, shared innovation, open governance

39 39 October 22, 2012 What does success look like The Triple Helix model from open innovation to open governance B K B=Business/Companies K=Knowledge/Uni s & Labs G=Government G Sub-optimal too less, no help B G K State monopoly too rigid, over-regulated B G K Balanced Triple Helix e.g. accelerating co-operation to acquire public/eu funds The challenge is the tricky balance, not too much or too less with three parties (with two it will not work!!)

40 40 October 22, 2012 What does success look like On governance and technology coordination in NL In the 80-ties it was industrial policy backing up factories even when they were old and non-competitive In the 00-ties policy shifted to an innovation policy Science coordination went to pre-competitive, lost itself in publication pressure and drifted away from societal & industrial needs Technology coordination diverged and got overly complicated with a lot of transaction costs By the 20-ties it will evolve into an impact policy H2020 funding also for TRL 4-8 with demo s & pilot lines Make it happen, create those much needed new activities in strong, world competing regional eco systems

41 41 October 22, 2012 What does success look like Concluding Success for an RTO looks like Ultimately a contribution to export New successful companies But both can take years to achieve We focus at the leverage of private/mixed/public funding (50/25/25) We focus on shared research programs with multiple companies, and, if possible together with other European RTO s (7 e.g. Holst)) We focus on EU participation in associations/boards and programs (10-20% of total budget and hit rate of 30-50% on tenders) in selected (smart specialization= Hightech systems) area s

42 42 October 22, 2012 What does success look like

43 43 October 22, 2012 What does success look like R&D index per region WBSO (general subsidy for R&D) Regionale R&D index = R&D wages/nr of total employees Regio Noord-Friesland: 74 Regio Delft/Rotterdam: 555 Zuid-Oost Brabant (Brainport): 1068 Brainport 20 km by 10 km Area Eindhoven-Helmond 25% of all private R&D in NL High-Tech Systems valley of Europe

44 44 October 22, 2012 What does success look like Regional Smart Specialization High Tech Systems 5 OEM s 14 1e lijns toeleveranciers 320 2/3e lijns toeleveranciers Brainport (<40 km Ehv): 80% ASML DAF FEI Company Océ Technologies Philips Healthcare Brainport (<40 km Ehv): 71% Bosch Rexroth, Frencken Mechatronics, GL Group, KMWE, Neways Electronics, Norma, NTS Group, Prodrive, SKF, VDL ETG,. Brainport (<40 km Ehv): 34% Rest Nederland: 38% België: 12% Duitsland: 7% U.S.A.: 4% ROW: 5%

45 45 October 22, 2012 What does success look like Orchestrate and make it happen Initiate joint initiatives and consortia Bringing private enterprise, knowledge institutes and government together national and international Co creation platforms (Shared Research) next to bilateral Contract Research Chain innovation Built on best practice: Holst Centre

46 46 October 22, 2012 What does success look like Concluding Success for an RTO looks like Ultimately a contribution to export New successful companies But both can take years to achieve We focus at the leverage of private/mixed/public funding (50/25/25) We focus on shared research programs with multiple companies, and, if possible together with other European RTO s (7 e.g. Holst)) We focus on EU participation in associations/boards and programs (10-20% of total budget and hit rate of 30-50% on tenders) in selected (smart specialization= Hightech systems) area s