innovation to market
TRANSCRIPT
R&D Clusters’ management and business modelPOLIGHT experiences
ICMED seminar, Sevilla (E), October 26 2011
� Born on 2009 , POLIGHT cluster accounts 130 enterprises operating on Sustainable building and hydrogen technologies;
� It’s a R&D cluster, main purpose is to foster the collaboration among R&D centers and enterprises in developing innovative technologies for the above mentioned markets;
� Before being designated cluster manager, Environmnet Park had a 10 years experience on technology transfer on those had a 10 years experience on technology transfer on those two domain, operating with hundreds of local enterprises.
� After a 3 year experience, an emerging exigency is to strength transition to market of R&D outcomes and, in general, a more close to market approach
� Thus make necessary to individuate how cluster can operate this mission
� Being a common European Clusters’ need, cooperation at EU level is suitable and necessary.
� Whilst member's R&D activities are mainly funded by a regional devoted programme (ERDF based) and others national and EU’s ones, Cluster management is supported by regional ERDF funds (up to 50%) , members fees and a co-financement of Cluster Manager.
30%
• In the next future less fund for cluster management are expected (ex. Germany and Belgium) = self
20%
50%
Own resources member's fees regional programme
(ex. Germany and Belgium) = self sustainability
• Clusters shall be in the condition to offer to their members useful and reliable services, so to justify higher membership’s fees
• Those service offers shouldn't reply similar ones offered by actors such as consultants or associations
Following some examples of services POLIGHT provides to members, so far supported by regional co-financement for cluster management, with some comments about enterprise liking, overlapping with other actions and opening of enterprise to pay the cluster extra costs for specific services
� Technological and normative foresight Technological and normative foresight Technological and normative foresight Technological and normative foresight
Anticipate to members information on evolution of directives or Anticipate to members information on evolution of directives or local regulation, stimulus for new R&D actions to innovative products and services . Building material , NZEB and energy services EU Directives. Cluster provide medium term anticipation on evolution, but SMEs do normally operate with a short term one. Service is highly appreciated, but it’s a top –down approach, scarce propensity to recognize fees for that. Service provided by industrial association too.
� Support internationalization and B2B networkingSupport internationalization and B2B networkingSupport internationalization and B2B networkingSupport internationalization and B2B networking
Operated in collaboration with Chamber of Commerce and other agencies and association , is highly appreciated . Require high investment and visibility. In particular links with major enterprises that can be driver for SMEs technology development . “De minimis” problem with EU funds even if collective made. collective made.
� Innovation Supply chain to MarketInnovation Supply chain to MarketInnovation Supply chain to MarketInnovation Supply chain to Market
The idea is to create a coordinated offer of innovative solutions for market On building means put together techs and product providers, builders, design and finance, under a common “brand” umbrella. POLIGHT is running an experience on energy building retrofit. Necessary for cluster to have a role in the chain to have recognized its service.
� Support on technical solutionsSupport on technical solutionsSupport on technical solutionsSupport on technical solutions
Very appreciated service and high demand, an opening to pay for that . In energy refurbishment , support to builders to introduce innovative solution so to ensure a energy gain/cost favorable ratio. It’s a matter of private actors too, but cluster is appreciated because “third part” looks.
� Interface with Public Authorities (Public procurement for Interface with Public Authorities (Public procurement for Interface with Public Authorities (Public procurement for Interface with Public Authorities (Public procurement for � Interface with Public Authorities (Public procurement for Interface with Public Authorities (Public procurement for Interface with Public Authorities (Public procurement for Interface with Public Authorities (Public procurement for innovation, Smart Cities)innovation, Smart Cities)innovation, Smart Cities)innovation, Smart Cities)
On building market public sector is highly important, and sometimes SMEs think that cluster (being supported by public) could be a bridge towards local authorities. And vice versa , policies development needs a contact with innovative business environments. It’s a typical cluster mission, but this role often overlaps with other institution and is not fully visible and recognized.
� All examples represent opportunities to foster innovation to market, final scope of Cluster Policies. Cluster can play a role in this , but barriers exist, especially on visibility.
� Even if market oriented services are fundamental for a full exploitation of cluster’s mission, a complete turn towards a “full market business model” would not be fully suitable.
� Not all this services would be “extra paid” by SMEs for, but are important inside innovation process (i.e. foresight, interface with PA), and in these cases local or EU funding to interface with PA), and in these cases local or EU funding to management will be necessary.
� R&D programmes are key opportunities to create a synergies among enterprises Innovation shall be the keywords to differentiate Cluster’s identity and position.
� An effort in increasing cluster managers competences and capacities is a must. In particular for market driven activities.
� International cooperation could play a major role, not just best practices exchanges but common market activities too.
GrazieEnvironment Park S.p.A.
Science and Technology Park for the Environment
Via Livorno , 60 10144 Torino (I)
Massimo DA VIA’
Grazie