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Experiences in the Netherlands with Strategic Research Agenda’s

Experiences in the Netherlands with Strategic Research Agenda’s. ir. Willem J. Zwalve November 2005.

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Experiences in the Netherlands with Strategic Research Agenda’s

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  1. Experiences in the Netherlands with Strategic Research Agenda’s ir. Willem J. Zwalve November 2005

  2. 1. What’s the problem?2. LTI’s as a solution3. Selection4. Four conrcrete examples5. Lessons learnt 6. The new innovation policy7. Key Business Areas8. Programmes9. The future of LTI’s10. The Food and Nutricion Case

  3. The European Paradox: the case of The Netherlands • High Public Research and Low Private R&D • High Quality Public Research (Nl nr. 10 in the world in output and nr. 3 in citation-impact) but Little Commercial Use: mismatch between supply and demand of scientific/techn. knowledge • European Summits Lisbon 2000/Barcelona 2002: Action needed to make better use of high quality public research

  4. Creating Leading Technology Institutes (1998) • PPP • Businessplan • Private sector investment • Call for proposals • Government role: matchmaking - organiser of selection proces and budget (± 50%)

  5. Selection criteria • Proposals by companies • Aimed at - scientific excellence - economic impact • Focus and mass

  6. 4 LTI’s • Netherlands’Institute for Metals Research (turnover 2004: € 16,75 mln; gvt.subs.45%) • Dutch Polymer Institute (turnover 2004: € 18 mln; gvt.subs.43%) • Telematics Institute (turnover 2004: € 15,6 mln; gvt.subs. 32%) • Wageningen Centre for Food Sciences (turnover 2004: € 14,9 mln; gvt.subs. 42%)

  7. Lessons learnt • Business in the driver seat works • Business plans executed succesfully • Make a better connection with SRA’s of companies • Invest in absorbtion capacity • Difficult to attract top level researchers • Creating international Centre of Excellence takes time • Focus and mass created succesfully What to do next?

  8. The new approach Programmes Generic measures for all companies General terms and conditions

  9. The new innovation policy • Making choices for key business areas • Demand-driven and tailor-made programmes • Aimed at having an impact and making a difference • Integral approach: From basic research to pre compatitive development • Only one flexible funding scheme

  10. The new innovation policy (2) Key Business Areas Programmes Projects

  11. What is a key business area? • A key business area • where innovation plays important role, • with strong industrial commitment & ambition • with all relevant stakeholders involved (universities + companies + institutes) • Based on an organised network, with a shared vision and strategic agenda, • Starting point for generating programmes

  12. What is a programme? • A detailed roadmap to realise the ambitions • Internationally outstanding • Ambitious • Focus & mass / impact • Public-private partnership, where industry is willing to make a substantial investment • The time horizon is 4-5 years

  13. The future of LTI’s? • Integrate LTI’s in broader programmes • Develop a matching applied research portfolio • More than ‘just’ RTD - SME’s - Sustainability - Rules and regulations - Attracting students • Connect programmes to FP

  14. WCFS+ 2e Universiteiten € 1e Industrie Joint Research Development Programme Communication, Training and Technology Transfer F&N Delta”An integrated approach Applicatie R&D (A&F, TNO, NIZO) Medium- Tech MKB High- Tech MKB Curiosity driven research

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