What does success look like for innovation and technology centres

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Jonah Park
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1 for innovation and technology centres London, 2012

2 The TNO mission: established by law in 1932 80-years ago TNO connects people and knowledge to

2 2 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.

3 3 TNO Industrial Innovation sustainable competitiveness High Tech Systems & Materials Make it happen Surprising combinations All about sustainability Pushing the limits

4 Pictures from TSB website TNO 4000 people, 1/6

Equipment Instrumentation (Science, Medical) LED

materials/coating Machining Nuclear Tooling

4 4 Pictures from TSB website TNO 4000 people, 1/6 is TNO Hightech Systems & Materials: we focus on manuf. equipment for Semiconductor Equipment Solar PV Equipment Instrumentation (Science, Medical) LED Lighting Systems Additive Manufacturing Functional materials/coating Machining Nuclear Tooling Forging Composites Chemical processing Lightweight This sounds..however the landscape issues sounds great

5 2010 2000 TNO Quality testing TNO Industry TNO Hightech Systems & Materials (surface engineering, high-performance materials) TNO Build Enviro.

5 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 Leather test station Rubber test depart. Fibre test depart. Clay test station

6 The Economist 21 st April 2012: 3 rd Industrial Revolution Additive manufacturing, 14 pages ends with the following last sentence: Can it be done?

6 6 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.

7 7 Cornelis Corneliszoon van Uitgeest Inventor (1593) enabling Holland s Golden Age ( ) Sawing a tree took 2 men 30 weeks

8 8 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

9 Export (283 B ) 9 NL 400 years later: where do we create value 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 )

10 Import (250 B ) Export (283 B ) 10 Don t surrender you value creating 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

11 Shares of World Manufacturing Output 1750-2000 (UK in 1950 25%, in 2010 2.9% - what when wrong?

11 11 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

12 25-10-2012 9:31 Titel van de presentatie UK Manufacturing from 25% in 1950 to 2.3% in 2009 1 0 World=100% Popul. 2000 2007 2009 1 China 1340 8.3 15.4 21.5 2 USA 315 24.8 17.4 15.1 3 Japan 128 15.

12 :31 Titel van de presentatie UK Manufacturing from 25% in 1950 to 2.3% in 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

13 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

13 13 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

14 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

14 14 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

15 15 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.

16 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.

16 16 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

17 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,

17 17 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!!)

18 On governance and technology coordination in NL In

factories even when they were old and non-competitive

Science coordination went to pre-competitive, lost

societal & industrial needs Technology coordination

transaction costs By the 20-ties it will evolve into

demo s & pilot lines Make it happen, create those

18 18 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

19 19 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

Brainport (<40 km Ehv): 71% Bosch Rexroth, Frencken Mechatronics, GL Group, KMWE, Neways Electronics, Norma,

20 20 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%

21 Orchestrate and make it happen Initiate joint initiatives and consortia Bringing private enterprise, knowledge institutes and government together

21 21 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

22 22 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)

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

Danish Technological Institute Soeren Stjernqvist, CEO Introduction It s all about innovation Governance The DTI approach Snapshot of Danish national performance Export: Back on track at post crisis level