The European R&I program H2020:  "linking Research with Innovation to create Impact in Society"
Upcoming SlideShare
Loading in...5
×
 

The European R&I program H2020:  "linking Research with Innovation to create Impact in Society"

on

  • 723 vues

The European R&I program H2020: 

The European R&I program H2020: 
"linking Research with Innovation to create Impact in Society"
Presentation done durin the H2020 infoday at Institut Pasteur de Tunis, may, 15, 2014

Statistics

Vues

Total Views
723
Slideshare-icon Views on SlideShare
451
Embed Views
272

Actions

Likes
0
Downloads
1
Comments
0

4 Ajouts 272

http://www.scoop.it 266
http://news.google.com 3
http://www.slideee.com 2
http://ri.search.yahoo.com 1

Accessibilité

Détails de l'import

Uploaded via as Adobe PDF

Droits d'utilisation

© Tous droits réservés

Report content

Signalé comme inapproprié Signaler comme inapproprié
Signaler comme inapproprié

Indiquez la raison pour laquelle vous avez signalé cette présentation comme n'étant pas appropriée.

Annuler
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Votre message apparaîtra ici
    Processing...
Poster un commentaire
Modifier votre commentaire

    The European R&I program H2020:  "linking Research with Innovation to create Impact in Society" The European R&I program H2020:  "linking Research with Innovation to create Impact in Society" Presentation Transcript

    • Frank Heemskerk © RIMS May 2014 Tunis The European R&I program H2020: "linking Research with Innovation to create Impact in Society" Tunis, May 2014
    • 2 Structure:Structure: - what is H2020? - how to build a consortium - successful proposal writing through the eyes of an evaluator - what is meant with 'impact'? - IPR issues in public-private partnerships - food for thought, Strategic elements for discussion Frank Heemskerk © RIMS May 2014 Tunis
    • 3 AboutAboutthe presenterthe presenter…… Academic research (15 yr): Medicine+Biology, PhD  NL (Utrecht), USA (NIH), FR (Pasteur), BE  >42 int’l grants, working with industrial partners Industry experience (17 yr): Biotech/Pharma, Research Management, contracts, IPR, licensing, partnerships with academia, merger, multiple private investments International Research Management: Biotech/Pharma, 2x President EARMA, founder ProTon Europe Assoc  founder and CEO RIMS bvba: 2002  Board member/investor of several start-up companies  Senior Associate European Inst Asian Studies- EIAS  Consultant& Evaluator EU, CPD Trainer & Coach  International Cooperation globally (own network of organizations Latin Am, Africa, SE-Asia, Europe) Frank Heemskerk © RIMS May 2014 Tunis
    • 4 Knowledge Strategy building Experienced management Research Development Risk control Shorter time to market access to new markets Innovation Expert partners Consortium building and public funding Sufficient capacitySufficient private funding Services Products Suppliers There is more to it than just R&D skills…There is more to it than just R&D skills… Frank Heemskerk © RIMS May 2014 Tunis Legal support
    • 5 RIMS can help you to move theRIMS can help you to move the Research idea all the way to Commercialisation:Research idea all the way to Commercialisation: 1. Analyze and optimize your R&D strategy:  help to find partners and build international academia/industry consortia  manage resources  get access to international funding sources 2. Research Management & Administration of larger (international/ European) projects:  structured proposal development (+ help with submission process )  negotiations  implementation and governance(as management partner)  final reporting  knowledge transfer 3. Training workshops in International Research Management and Knowledge Transfer 4. Hands-on Innovation management in start-up phase until Exit From Laboratory to Market: Frank Heemskerk © RIMS May 2014 Tunis
    • 6 Your partner for Research Management/ Knowledge Transfer on a global level: - Academic + Industry expertise - Clients range from SMEs, Research Institutes to big corporations (Johnson&Johnson, GSK) and governments - long track record (>42 EU projects, Evaluator for European Commission) - A global network of organizations (> 4 000) - Strategic Partner in Business Development, Sustainable Development and Capacity Building projects - advice on public and private Finance, Business Angel Investor - Managerial hands-on involvement - Clear focus on Life Sciences-Biotechnologies (Health, Agro, food) and related ICT fields (e-health, assisted living) - ‘Bench to Bedside’ / ‘Farm to Fork’ approach - Long experience with working in non-european contexts..... RIMS can provide you with valuable assets:RIMS can provide you with valuable assets: Frank Heemskerk © RIMS May 2014 Tunis
    • 7 BackgroundBackground linking Research to Innovation for Valorisation Frank Heemskerk © RIMS May 2014 Tunis
    • 8Frank Heemskerk © RIMS May 2014 Tunis Global Policy Context:
    • 9 Knowledge triangle:Knowledge triangle: Knowledge for Growth: Socio-Economic return Research Education Innovation jobs, growthIntellectual Social Economical Frank Heemskerk © RIMS May 2014 Tunis But HOW?
    • 10Frank Heemskerk © RIMS May 2014 Tunis Project Management and Value chainProject Management and Value chain
    • 11 Why R&D/ Innovation funding? • Where is the Value in joint R&D projects? • Innovate products (#, quality, etc) and processes • Feed pipeline with new/ improve products (students, courses, tools) • Diversify portfolio (projects), enter new markets, higher visibility • Why collaborate?: • Access to new knowledge • Access to unique infrastructure • Access to valuable materials, information dbases • Achieve critical mass (work faster/disseminate wider/ increase visibility) • Access to new experts (future staff?) • obtain public funding to lower the risks InvestInvest Innovate Internationalise Frank Heemskerk © RIMS May 2014 Tunis
    • 12 International Challenges: • Increased need for a multidisciplinary approach to approach complex problems • Not all expertise or capacity is available in house to do that alone • Demand for more exploitation of R&D (towards ‘Knowledge driven Societies’) BUT: • usually no cross border funding from national agencies • Language differences • Cultural differences => Complexity with Quality => Management issues…. => Responsible partnering across sectors WHYWHY InternationalInternational publicpublic fundingfunding?? Frank Heemskerk © RIMS May 2014 Tunis
    • 13 AlsoAlso, Europe, Europe can’tcan’t dodo thisthis alonealone eithereither:: •Science is global activity •Competition is global •Challenges are common and global •Problems are increasingly complex/ require complex infrastr. •Problems in e.g. Africa directly affect Europe too •Local assets and environments are unique => Need for international cooperation Frank Heemskerk © RIMS May 2014 Tunis
    • 14 Know-How Components Materials Know-How Components Materials PrototypesPrototypes ProductsProducts Services Business CasesBusiness CasesDistributeursDistributeurs MarketMarket TRL9 TRL6 Innovation Chain TRL6 TRL1 UsersUsers VALUE CHAIN Frank Heemskerk © RIMS May 2014 Tunis
    • 15 Find the Balance: • When to outsource or subcontract? (no IPR, full cost, full control) • When to buy-in? (access to IPR, partial costs, but control?) • When to co-develop/ joint-venture? (shared IPR, shared costs, but marketing and risks?) • How to coordinate when playing multiple roles?: strategy + contract management • =>What kind of partner are you? e.g. 4 types of SMEs: R&D performer Co-developer Subcontractor Late active adopter Front edge early adopter (Passive user) R&D level User involvement Frank Heemskerk © RIMS May 2014 Tunis
    • 16 ProposalProposal writingwriting: issues to: issues to bebe consideredconsidered 1. How might I develop my project ideas into viable proposals? 2. How do I align my project with donor’s objectives? 3. What do reviewers look for in winning project proposals? 4. What are key funding do’s and don’ts? 5. How best to protect & commercialize my research results? Need for partners, you can’t do this alone: teamwork 16 © Fit for Health 2.0, 2014 Frank Heemskerk © RIMS May 2014 Tunis
    • 17 Step 1: Register your organization and get a PIC: 17 © Fit for Health 2.0, 2014 Frank Heemskerk © RIMS May 2014 Tunis
    • 18 http://ec.europa.eu/research/participants/docs/h2020-funding-guide/index_en.htm 18 © Fit for Health 2.0, 2014 Frank Heemskerk © RIMS May 2014 Tunis
    • 19 PHCPHC--1818 WorkWork ProgrammeProgramme 20142014--2015:2015: exampleexample  'PHC 18 – 2015'  'Specific challenge'  'Scope'  'Expected impact'  'Type of action' © Fit for Health 2.0, 2014 Frank Heemskerk © RIMS May 2014 Tunis
    • 20 How to proceed? How to covert an Idea into a Project proposal? How to build a consortium Do’s and don’ts? Frank Heemskerk © RIMS May 2014 Tunis
    • 21 How to prepare a PROPOSAL:  Take it as a project in itself:  Scope, tasks/ delegation, time, resources….  READ the Workprogram, call text, additional documents  Templates  Submit ALL elements on time !  Lobbying:  use NCP’s, local support  Follow-up:  Timing, evaluation, negotiation  Use your partners, trust your Coordinator! but defend your own position !  IPR !!  Websites, tools  get professional help..... 21 Frank Heemskerk © RIMS May 2014 Tunis
    • 22 How to start?How to start?  Define the problem (e.g. medical need)  Identify the stakeholders (patients, industry, etc)  Define the requirements (e.g. Drug, quality, state of the art)  Define resources needed (costs, people, partners)  Identity risks (failure, competition,)  Work to process (what, who, when, how, what if)  Evaluation, managing and control the structure Frank Heemskerk © RIMS May 2014 Tunis
    • 23 Project aims – Project results A clear coherence between project aims and project results is the foundation for describing the impact Milestones It must be clear which results are expected! Overall Aims Specific Aims Work packages / Tasks Project Results © Fit for Health 2.0, 2014 Frank Heemskerk © RIMS May 2014 Tunis
    • 24 Use Methodologies:Use Methodologies: 1. IDEA:  novelty/challenge, scope/ final objective, develop a summary 2. FIND partners to form a consortium:  complementarity, divide roles and tasks, fill in gaps, agree on cooperation mode 3. DEVELOP proposal structure:  fine tune Objectives, design Workplan with work packages 4. WRITE proposal:  Positioning, Workplan, Budget, governance, exploitation strategy + explain how to generate socio-economic Impact 5. EXECUTE and CLOSE project:  pro-active Management, quality administration, quality and timely reporting, same for dissemination during project  proper closure, (sustainable) exploitation of results Frank Heemskerk © RIMS May 2014 Tunis
    • 25Frank Heemskerk © RIMS May 2014 Tunis Just writing some Objectives is not enough: complexJust writing some Objectives is not enough: complex projects are based on agreement between the rightprojects are based on agreement between the right teams ....teams ....
    • 26 Exercise: Frank Heemskerk © RIMS May 2014 Tunis - Problem to WHAT - Problem to address? - Scope? WHAT - To do? - Achieve what? HOW - To implement? Where - To act? When - timing? - sequences? WHO - Can do what? WHO - Can use results? - How to create impact? 5: dissemination, exploitation, commercialization 6 Res Management & Admin 1 analyze, map 2 develop 3 test, validate 4 upscale
    • 27 Structure Part B:Structure Part B: Administrative form templates : • -a general section where the basic proposal details are filled in by the coordinator • -a list of declarations • -participants' and contact persons' data • -budget breakdown by organization and cost category • -ethical issues table: http://ec.europa.eu/research/participants/docs/h2020- funding-guide/cross-cutting-issues/ethics_en.htm • -call specific questions (if relevant) and gender aspects Science/Technology part: fill in core of your proposal (next slide) Stage 1 Step 3+4: pre-register with PIC and enter organizational/ admin data in online structured templates: 27 © Fit for Health 2.0, 2014 Frank Heemskerk © RIMS May 2014 Tunis
    • 28 Structure Part B:Structure Part B:  1: Scientific and/or technical Excellence, related to the topics in the call  1.1 Objectives  1.2 Relation to the work programme  1.3. Concept and approach  1.4. Ambition  2: Impact  2.1 Expected impacts  2.2 Measures to maximise impact - a)Dissemination and exploitation of results - Communication activities  3:Implementation  3.1 Work plan – Work Packages, deliverables and milestones  3.2 Management structure and procedures  3.3 Consortium as a whole  3.4 Resources to be committed  4: Members of the consortium  4.1 Participants (applicants)  4.2 Third parties involved in the project (including use of third party resources)  5: Ethics and Security  5.1 Ethics  5.2 Security Administrative form templates : Science/Technology part: in Technical ANNEX (download from sys Stage 1 Stage 2 Step 5: enter organizational/ admin data in online structured template: 28 © Fit for Health 2.0, 2014 Frank Heemskerk © RIMS May 2014 Tunis
    • 29 a few definitions:a few definitions: A work package is a major sub-division of the proposed project with a verifiable end-point – normally a deliverable or a milestone in the overall project. A deliverable represents a verifiable output of the project. Normally, each work package will produce one or more deliverables during its lifetime. Deliverables are often written reports but can also take another form, for example the completion of a prototype etc. Milestones are control points where decisions are needed with regard to the next stage of the project. 29 © Fit for Health 2.0, 2014 Frank Heemskerk © RIMS May 2014 Tunis
    • 30 Expected impacts as listed in the work program • Contribution towards expected impacts in WP (European policy, Europe 2020, environment)  Social impact: data, statistics. • Steps needed • why a European (rather than a national or local) approach? • account of other national or international research activities? Relations • assumptions and external factors Expected Impact 30 © Fit for Health 2.0, 2014 Frank Heemskerk © RIMS May 2014 Tunis
    • 31 Basic example Project Management & OrganizationBasic example Project Management & Organization Project Advisory Committee Project Board(WP leaders) (all partners) Protocol development Team Working Groups (per workpackages) Cooördinator Eur. Commission 31 © Fit for Health 2.0, 2014 Frank Heemskerk © RIMS May 2014 Tunis
    • 32  mostly 2 stage submissions: 7 page only in stage 1  very strict page limits (for sections 1-3)  template will provide context related help information (no Guide for Applicants anymore)  work packages now in Part 3  new tables for risk and costs  partner description in Part 4 (with CVs!)  section on Ethics  security and gender issues in the Annexes See H2020 Manual:  http://ec.europa.eu/research/participants/docs/h2020-funding- guide/grants/applying-for-funding/submit-proposals_en.htm The following parts of the proposal do not have page limits:  the administrative information  description of the consortium  the ethics annex including any supporting documents. New (as compared to FP7):New (as compared to FP7): 32 © Fit for Health 2.0, 2014 Frank Heemskerk © RIMS May 2014 Tunis
    • 33 Evaluation: useful tips and links Eligible proposals: - Submitted through the e-system before deadline !! - Complete (incl. admin part !), readable and printable Financial capacity: see Financial regulations and follow Rules for Participation Operational Capacity check: - CV or profile descript of key persons - List of max 5 publi’s/products/services - List of max 5 key projects/activities relevant to the proposed work - Description of 3rd parties (active working entities that rare not partners: e.g. hospital pharmacies, provision of access to ICT resources, other facilities) - Descript of any significant infrastructure, major equipment, etc - Include a draft Exploitation & Dissemination plan (2nd stage) - very strict page limits within template: excess pages will be marked with watermark and will be disregarded by evaluators See H2020-WP1415 annex B Frank Heemskerk © RIMS May 2014 Tunis
    • 34 Evaluation: the entire process Frank Heemskerk © RIMS May 2014 Tunis
    • 35 http://ec.europa.eu/research/participants/portal/desktop/en /experts/index.html The best training is to become an expert Evaluator yourself ! 35 © Fit for Health 2.0, 2014 Frank Heemskerk © RIMS May 2014 Tunis
    • 36 Why is this so important? Frank Heemskerk © RIMS May 2014 Tunis
    • 37 EvaluationEvaluation criteria H2020 of EUcriteria H2020 of EU EXCELLENCE “relevant to the topics addressed by the call and credible approach” IMPACT “outputs of the project should contribute at the European and/or International level” IMPLEMENTATION “Quality and efficiency of the implementation” • Soundness of the concept, including trans-disciplinary considerations, where relevant; • Extent that proposed work is ambitious, has innovation potential, and is beyond the state of the art (e.g. ground- breaking objectives, novel concepts and approaches) • Enhancing innovation capacity + new knowledge integration • Strengthening the competitiveness and growth of companies by developing innovations meeting the needs of European and global markets &, if relevant, to deliver these innovations to their markets • other environmental and socially important impacts • Effectiveness of Exploitation /Dissemination of Results (incl. data& IPR management) • Coherence &effectiveness of work packages in work plan • Appropriate allocation of tasks and resources (budget, staff, equipment) • Quality of the consortium as a whole (including complementarity, balance) • Appropriate management structure and procedures, incl. risk and innovation management 1 2 3Min threshold: 4/5 Min threshold: 3/5 Evaluation criteria applicable to Collaborative project proposals, see H2020_WP1415_annex H Frank Heemskerk © RIMS May 2014 Tunis
    • 38Frank Heemskerk © RIMS May 2014 Tunis Market Seed, BA,FFF Local VC Int’l VC IPO Value Perceived Risk Research Technol-Commercial Industrialize Cash needs Development Validate Prototypes Funding Parallel Product Development & Transfer at right moment The Innovation Value chain: Risk perceptionThe Innovation Value chain: Risk perception and who plays which Role?and who plays which Role?
    • 39Frank Heemskerk © RIMS May 2014 Tunis rest of Society/ Government: Industry Academia Investors regulatory ethical legal fiscal infrastructure education! Community involvement understanding cooperation exchange Understanding matching expectations and in Life Sciences it’s not that simple….
    • 40Frank Heemskerk © RIMS May 2014 Tunis Who gets in first?Who gets in first?
    • 41Frank Heemskerk © RIMS May 2014 Tunis Negotiations !Negotiations !
    • 42Frank Heemskerk © RIMS May 2014 Tunis Academic issues:Academic issues: •Confidentiality (conferences, students, temp staff, patenting) •Protect vs time to publish (permission) •Material transfer issues •Lab records (signatures, consistency) •Quality control issues (originan data, consistency, security) •Ethics (access vs privacy, animal and human rights)
    • 43 IPR issues in Collaborative projectsIPR issues in Collaborative projects Frank Heemskerk © RIMS May 2014 Tunis Background Knowledge Foreground Knowledge Revenue sharing 3rd party licensing Access rights for own use Access rights for commercial use IPR: patents, licenses, models, authorship, copyrights, TMs, dbases, materials, etc (confidentiaity issues, material/ data transfer issues) Excluded, - list Included, + list
    • 44Frank Heemskerk © RIMS May 2014 Tunis 1. Different timelines (days, years) 2. different Expectations (%, €) 3. Lack of insight in business development in academia 4. Insufficient capacity (€, investment) to deliver 5. Organizational capacity (signing contracts, infrastructure) 6. Differences in Management culture and experience 7. Differences in legal and financial context !! 8. Quality Communication! PLUS: beware of International differences: financial, cultural and legal frameworks differ ! AcademiaAcademia--Industry Cooperation:Industry Cooperation: otherother ChallengesChallenges
    • 45Frank Heemskerk © RIMS May 2014 Tunis Sharing/Transfering Knowledge in a Responsible manner - share IP under Open Innovation contract - share risk according to role - share revenues through milestone payment see: Responsible Partnering Guidelines (see links on EUA, EARMA, EIRMA, ASPT-ProTon-Europe websites) intellectual capital profit image/goodwill ExamplesExamples ofof goodgood practisepractise::
    • 46 Examples and casesExamples and cases Frank Heemskerk © RIMS May 2014 Tunis
    • 47Frank Heemskerk © RIMS May 2014 Tunis Case 1: Key role of Dissemination in Creating a new Market & Impact intellectual capital market profit ExamplesExamples ofof goodgood practisepractise::
    • 48Frank Heemskerk © RIMS May 2014 Tunis Main objectivesMain objectives  To develop a novel concept of compact, high efficiency and cost-effective waste treatment plant for water recycling in textile finishing.  The idea builds on the application and further development of the know-how, developed by the European Space Agency, on membrane bioreactors for 100% water recycling in micro-ecological space-life support systems. Collective Research Example: SPACE2TEXCollective Research Example: SPACE2TEX
    • 49Frank Heemskerk © RIMS May 2014 Tunis  Expected economic benefits  Water and energy savings,  Water treatment cost savings,  Sludge recovery costs  Main strategic & social benefits  Opening a new market for MB technology in textile waste water recycling, worth 165 M€/year in the medium term in Europe Improve the QUALITY OF LIFE AND HEALTH for the European citizens,  Improve COMPETITIVENESS of the textile finishing and hence creating new employment opportunities for estimated 12.400 people by 2010,  ENERGY SAVING from warm water and reduction of estimated 700 thousands of tons CO2. Collective Research Example: SPACE2TEXCollective Research Example: SPACE2TEX
    • 50Frank Heemskerk © RIMS May 2014 Tunis Publicationsopen WWW-server RTD performers Industrial Associations Associated Companies Dissemination to Third Party; Scientific community open WWW-server Reporting Workshops Conferences SME Core Group Collective Research Example: SPACE2TEXCollective Research Example: SPACE2TEX
    • 51Frank Heemskerk © RIMS May 2014 Tunis Example 2:Example 2: Thematic international Cluster: translational research to market
    • 52Frank Heemskerk © RIMS May 2014 Tunis  Small M Curie Chair project:  Top female specialist USA => Central European country  Idea => Chair at University + research program on HIV vaccine (Nanomedicine)  VALUE coming out:  Develop a Clinical trials vaccine cluster: building up specific expertise  Develop larger international Consortium to do world class R&D and attract more public funded € projects  Center of Excellence that is unique for Central-East Europe  High level training events in specialist areas  Now a spin-off company (jobs)  + leverage for investment (private €) International Thematic Cluster on NanoMedicine:International Thematic Cluster on NanoMedicine:
    • 53Frank Heemskerk © RIMS May 2014 Tunis Cluster Strategic Product Development Plan:Cluster Strategic Product Development Plan: © VTC ImmuneTherapy cluster Transfer to othersTransfer to others New ideas pipelineNew ideas pipeline Build prototypesBuild prototypes Test with patients: safety+efficacyTest with patients: safety+efficacy Example:Example:
    • 54Frank Heemskerk © RIMS May 2014 Tunis Example 3: - new research => public € - improved efficiency and organization - bigger capacity that can be re-utilized for other products - enhance product pipeline - company growth => jobs and private €
    • 55 VersatileVersatile R&D environments:R&D environments: Res R&D Platform Know how Dev High-end Services Products Key end user to validate clients A A A A A I I I to validate A Frank Heemskerk © RIMS May 2014 Tunis
    • 56 PhenotypicPhenotypic DatabaseDatabase GenotypicGenotypic DatabaseDatabase Understanding HIV Drug resistance is the key to designing new drugs: UHTSUHTS PhenotypingPhenotyping Treatment monitoring tools New Drugs BioinformaticsBioinformatics GenomicsGenomics Drug Targets Pharmacogenomics enginePharmacogenomics engine DrugDrug Discovery & DevelopmentDiscovery & Development PlatformsPlatforms Frank Heemskerk © RIMS May 2014 Tunis
    • 57Frank Heemskerk © RIMS May 2014 Tunis Create leverage (industry case):  Idea for proprietary HIV assay => patent + specific know how + unique proprietary dbase 1. Enables faster drug discovery progam (core) => attract investment 1 for drug development (Tibotec) 2. Enables Spin-off company for diagnostics=> short term revenue stream (Virco) 3. Enables to attract investment 2 for capacity development => result: Real GROWTH • Tibotec (started 1994) - Virco (started 1995) • 1998: 28 people • 2002: 250 people and acquired by Johnson& Johnson (500 M€) • 2010: 670 people and 2 drugs on the market (blockbuster...) Company example 4: Flemish region of Belgium
    • 58Frank Heemskerk © RIMS May 2014 Tunis Case 4: Clinical Studies in Africa: invest in infrastructure and people to create Impact issue: no infrastructure to support studies + therapy compliance in long term: key role for NGO - roads, sewer - schools, childcare - training/professional education - medical supply people image/goodwill planet profit ExamplesExamples ofof goodgood practisepractise::
    • 59 Successful industry partnerships are based on:  A) complementary R&D capacity  B) track record w/ external funding (public and/or private)  C) track record w/ industry- academia cooperation  D) familiarity w/ IPR _ Finance management See: “Responsible Partnering Guidelines” handbook: http://www.eua.be/eua-work-and-policy-area/research-and- innovation/Responsible-Partnering-Initiative.aspx Frank Heemskerk © RIMS May 2014 Tunis
    • 60Frank Heemskerk © RIMS May 2014 Tunis 1. Focus NOT only on Tech Transfer and short term returns (# of licenses transferred, milestone and royalty payments received, etc) 2. Do Focus on VALUE building for multiple stakeholders (who are the potential beneficiaries around the University? How can there be a socio- economic return for the University?) socio-economic IMPACT elsewhere 3. Make optimal use of the assets and resources of partners in local and global networks and work through consorti 4. If you Focus on joint provision of solutions (not on products) with the right Business Model, plenty of revenue/ funding can follow ! ConclusionsConclusions -- Recommendations:Recommendations:
    • 61Frank Heemskerk © RIMS May 2014 Tunis Sust Devlpmt is about building socio-economic value for the Community that can become financially self-supporting: intangibles and to manage them not as cost elements, but as investments in PPP - Social capital (People, Knowledge, Skills, Health, Qual. Life) - Intellectual capital (Profit, Research, IP => Innovation of product/service portfolio) - Goodwill (People => Profit, Growth, new Markets) - Environmental capital (Planet, waste as resource) nb: these are interconnected ! FoodFood forfor thoughtthought::
    • 62 Food for thought, elements for discussion Frank Heemskerk © RIMS May 2014 Tunis
    • 63Frank Heemskerk © RIMS May 2014 Tunis Right timing for innovation....Right timing for innovation....
    • 64Frank Heemskerk © RIMS May 2014 Tunis Know-How Components Materials Know-How Components Materials PrototypesPrototypes ProductsProducts Services Business CasesBusiness CasesDistributeursDistributeurs MarketMarket TRL9 TRL6 Innovation Chain TRL6 TRL1 UsersUsers VALUE CHAIN SOCIAL + INTELLECTUAL goodwill + ENVIRONMENT+
    • 65 Frank Heemskerk © RIMS May 2014 Tunis
    • 66 How toHow to start developing a balancedstart developing a balanced Business Plan?Business Plan?  Define the problem (e.g. medical need + target market niche) and WHO is the (paying) customer  Identify the stakeholders (patients, industry, regulatory, etc)  Define the requirements (e.g. drug, quality, state of the art)  Define Business Model  Define resources needed (costs, people, partners), especially the skill set of the core team  Work the process (what, who, when, how, what if)  Identify and evaluate risks (technical failure, cash flow, competition, slow adoption, etc)  managing culture, control levels and risk management, the governance structure, advisors and innovation for growth Frank Heemskerk © RIMS May 2014 Tunis
    • 67 Project Leader Technical Expert Consultant Security Expert Union Rep Communication Expert Project Leader Assistant project leader ICT expert Expert logistics Project: City Development Frank Heemskerk © RIMS May 2014 Tunis Poor Scientist Management PitfallsManagement Pitfalls
    • 68 Leadership: essential, but not sufficient...Leadership: essential, but not sufficient... “And stop telling me everyone has his own way of doing things !” Frank Heemskerk © RIMS May 2014 Tunis
    • 69 Soft Skills: - Networking ! - Teamwork - Presentation skills ! - Empathy - negotiation skills Hard Skills: - scientific/technical knowledge across disciplines - Project management - Time management - Budgeting Frank Heemskerk © RIMS May 2014 Tunis
    • 70 Communication PitfallsCommunication Pitfalls Frank Heemskerk © RIMS May 2014 Tunis Culture Poor project definition Poor Communication No ownership No champion Poor planning Not aligned with organization Insufficient resourcesInappropriate structure lack of control Organisation People
    • 71 “International/public entrepreneurship in a complex network environment: you need professionals to enable the different players to act together” Frank Heemskerk © RIMS May 2014 Tunis LLearn to listen to each other and cooperateearn to listen to each other and cooperate
    • 72Frank Heemskerk © RIMS May 2014 Tunis Research & Innovation Management Services bvba Dr Frank Heemskerk E= Frank.Heemskerk@telenet.be Tel.: +32 16 474092 W= www.rimsinternational.eu Further informationFurther information  Thank you for your attention.