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Sigrid Johannisse, manager innovation programs high tech systems, Ministry of Economic Affairs/ SenterNovem, the Netherlands

Open innovation in an international context: the Holst Centre and Point One

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Open Innovation models in the Netherlands

1. Policy Context

2. The Holst centre

3. Innovation program Point One

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1. Policy context

Drivers of Open Innovation

• R&D costs grow faster than revenues due to increased

complexity/ multi disciplinarity.

• Increasing global competition has shortened time to market

forcing companies to innovate more rapidly.

So: sharing cost, knowledge and networks has become a necessity.

A need for different models of innovation for industry is evident.

Matching public instruments are required.

But how? Three guiding principles Dutch Policy:

1. Specialization / front runner position based on developed

strenghts is essential.

2. Innovation is more than R&D: SME policy, human capital.

Programmatic vs project orientated policy.

3. Clear commitment from industry

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2. Holst Centre

Open Innovation Centre for Autonomous Microsystems and Systems-in-Foil

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Holst Centre

• Joint centre of TNO (4500 fte, Netherlands) and IMEC (1300 fte, Belgium)

• Created in 2005, co-funded by government and industry

• Critical mass: 120 + 60 fte in 2007; 220 + 100 fte planned in

2010

• Ambition: Internationally recognized institute on 2 innovative

technology fields with significant market potential

• Partnering worldwide and employing 18 nationalities

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Holst Centre: Concept

• Creating generic technologies, time to market 3..10 years

• Partnering with industry and universities

• Open innovation through precompetitive shared programs

• Results are shared between partners

• Starting in our own „back yard‟ but with international ambition

Wireless Autonomous Transducer Solutions

Systemsin

Foil

Technology Integration

© Holst Centre

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• HTC initiated by Philips, now housing >50 companies

• Growing from 5000 to 8000 researchers

• Sharing of lab facilities (www.miplaza.com)

• New Open Innovation Research Centres (such as Holst Centre)

Open Innovation at High-Tech Campus Eindhoven

Materials Analysis

Electronic

measurement

Thin Film

clean room

OLED Device

Processing

Reliability lab

Photonics

cleanroom

Electronic

Prototyping

8000 m2 cleanroom

Equipment

Engineering

Life Sciences

facilities

EMC lab

Holst

R2R lab

Holst

Offices

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Open Innovation through Shared Programs

• Creating focus and mass: Collaboration of industrial partners at level of technology programs within the two program lines

• Not one size fits all: Several “tailormade” ways of cooperation possible according to needs and position in value chain, including matching IP-models

• Strategic cooperation: demand driven programs are defined together- Not an addition of singular interest, but of shared interests and technological challenges- Based on mutually identified trends and developments

• Pre- competitiveness as key succesfactor: creating opportunities; No specific applications as a goal, but finding solutions for challenges together

• Open programs: no fixed consortia, but open entry for new partners with added value

• Half yearly update of roadmaps through partner meetings

• Holst / government: accountability for key performance indicators

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A Key Component: Industrial Residents

• Employed by the industrial partners of Holst

Centre

• Taking part in the research programs at Holst

Centre

• Enabling fast transfer of results to industrial

partners

• When co-inventing, industrial partner becomes

co-owner of IP

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IP Model Enabling “Open Innovation”

• R&D on generic technologies

• Industry value chain, universities and research organizations

brought together under a single roof

1. Participation fee: non-exclusive right of use

2. Co-inventing by Industrial Residents: co-ownership of IP

3. Exclusive Programs: exclusive IP

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Industrial Partnerships

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3. Innovation programs

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Innovation program Point One

• Started 2006 – 2009 (€54 million)• + 2007 - 2011: € 135 m. for international

cooperation Eureka / JTI’s• 2008 – 2011: new claim under construction• Total investment in HTS field: 2004 – 2010 €

750 million

International

instruments

(ITEA/MEDEA

IS WBSO

Point One

Holst Centre

Telematica

Institute

IOPESI

NanoNed

GigaPort

Freeband

MicroNed

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Instruments for all innovative

companies

Innovation

Programs

General terms and conditions

Instruments for Innovation

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Programs

in operation

Survey

Current situation innovationprograms

Programs

under construction

Point-One

Food & Nutrition Delta Watertechnology

Automotive Maritime

Life Sciences & Health

MaterialsChemistry/Polymers

Logistics ICT & Services

Space / Geo-informatics

Creative industry

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PROGRAM criteria

• Focussed vision and ambition with coherent strategic

agenda (no compilation of loose projects)

• Internationally outstanding

• Based on (scientific) strengths

• Commitment of industry/ key players

• Accesible and transparant process

• Integrated approach: involving sme‟s, human capital, etc.

• Clear economic targets (export, R&D, start ups )

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Could include (not limitative)

• Grants

• Feasibility studies

• Vouchers

• Brokerages (national and International)

• Changing legislation

• Trade missions

• Knowledge transfer activities

• Education (vocational training)

• Stimulation of spin-off companies

• Joint research institutes

• Exchange of researchers

• R & D subsidies

• …

Public Incentives

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Developing programs

Trend watch &

stimulation of

innovative ideas

Finding areas with

growth potential

Look for dynamics

Continuous

process

Focus

Facilitate

stakeholders in

forming potential

key business areas

What are the

opportunities and

where can we co-

operate?

Vision & strategy

development

Facilitate

stakeholders in

developing a vision

and strategic

agenda

Shared vision and

strategic agenda

Suggestions from the

field for areas with

growth potential

Proposals from the

field for coherent

areas with growth

potential

Proposals from

the field for

innovation themes

Decision level 1:

Key business

area with growth

potential?

Seen from an

international

perspective

Yes Yes

NoNo

Decision level 2:

KBA?

Does this area

meet the criteria

for an innovation

theme?

KBA’s that

move on to the

programme

process

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Programme

development

Development of

programmes within

innovation themes

Innovation

programme

Programme

implementation

Development of

projects within

programmes

Project proposals

Project

implementation

Implementation of

projects within

innovation

programme

Innovation projects

Proposals from the field

for programmes

Decision level 4:

Innovation

project?

Does the project

qualify for financial

support?

Yes

NoNo

Yes

Innovation themes

from vision and

strategy trajectory

Decision level 3:

Innovation

programme?

Does programme

qualify for financial

support?

Developing programs

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Point One activity lines

Strategic Research initiatives I

Knowledge interaction

SME development

IV

III

IIP1

I. Strategic Research initiatives

R&D cooperation.

Strategic research agenda

II. Open innovation institutes

Knowledge transfer and valorization, such as Holst & ESI

III. Knowledge interaction between industry

& academia

Demand oriented Academic research curricula, student and

personnel exchange

SME development

QLTC, IP, VC fund, opening international markets, yellow

pagesTotal industry R&D investment: 5,500 Million €

Open innovation institutes

0. Strategic Innovation Mgt

Agenda; branding & governance

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Dresden

Crolles/

Grenoble

Nijmegen/

Eindhoven/

Leuven

•Thousands of

jobs created

•Large indirect

impact on

local economies

•Local networks

with SMEs and

Universities

European R&D ecosystems

… our potential is excellent

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A fruitful tradition of cooperation …

MEDEA+ status 2001-2008 (running and finished projects)

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Point One; the first year

1/3 of 300

companies involved

in P1

60 parties invest €110 mln

in projects

Strategische Research

Agenda

Human Capital roadmap

MKB roadmap

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Expectations: Point-One community

0 10 20 30 40 50 60 70 80

%

Source: Survey (green bars) and interviews (red bars) among P1 companies. Technopolis analysis. 2007

Access to new personel

Acquire new supplier relations

International visibility

Reduce time-to-market

Acquire new international contacts

Access to government subsidies for R&D

Acquire new (R&D) relations with other companies

Acquire new relations with knowledge institutes

Strategic cooperation and networking

Indentify new market possibilities

Acquire new knowledge/technologies