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KIMconference 2016: Innovation as a business growth driver

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On June 14th, KIM organised a new edition of the KIMconference, “Innovation as a business growth driver”. In this brochure, we have collected some of the thoughts, knowledge and lessons learned by those attending the event and KIM’s team.
We would like to thank the speakers and the audience, who have shared with us their knowledge and thoughts about the corporate entrepreneurship model, the best ways of implement and nance it, and how to adapt basic research to market needs in order to allow greater competitiveness and business growth based on improvements in innovation.

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KIMconference 2016: Innovation as a business growth driver

  1. 1. On June 14th, KIM organised a new edition of the KIMconference, “Innovation as a business growth driver”. In this brochure, we have collected some of the thoughts, knowledge and lessons learned by those attending the event and KIM’s team. We would like to thank the speakers and the audience, who have shared with us their knowledge and thoughts about the corporate entrepreneurship model, the best ways of implement and finance it, and how to adapt basic research to market needs in order to allow greater competitiveness and business growth based on improvements in innovation. “Innovation is one of the most important resources we have to promote economic recovery. We need to make the companies realize that innovation is continuity”. Jordi Baiget i Cantons Conseller d’Empresa i Coneixement Generalitat de Catalunya (Catalan Government) 1. KIMconference 15 things we learned at KIMconference 2016 June 14th , 2016 Palau Macaya, Barcelona “It’s not easy to get significant results from classical dynamics of corporate R & D + i, because if you don’t have ownership, passion and commitment -more common in startups, nothing happens. We must generate dynamics in which these two worlds, startup and large businesses, have a point of synthesis. And this point is the corporate entrepreneurship”. 2. “We have a structured process to transfer our technology. Between 5 % and 10 % of patents are used, and the rest is a source of cost. You have to give freedom to the researchers if we want them to get something good. What to do with the rest of patents? I recommend minding unused product portfolio because they can be applied to another area of activity”. 3. Andrea Marcello Intellectual Property Counsel Philips Xavier Marcet President Lead to Change (LTD) “The challenge is to talk about tech transfer in the business environment, because com- panies are not interested in Tech Transfer but innovation and business”. 4. Sam Waes ESA Technology Broker Network Manager Verhaert “Something to keep in mind for researchers is that after lots of researches, lots of papers, years and years, it does not work when you are happy because it is ready. You need to start thinking in how you are going to sell it years before it is proved it works. You have to do the two things in parallel”. 5. Stephen Dunne Managing Director Starlab Barcelona “We wanted to detect the employees who wanted to develope something new or want to do things in a different way, so we had some calls with them, and then the ideas went selected by a committee. But in that process we also go for those who were angry, complaining, those who thought the company was not doing things well. We told them ‘Ok,nowisyourturntostartanentrepreneurship initiative’”. 6. Julián Vinué Director Wayra Barcelona (Telefónica) “How can you bring a research result to the market if you start from the solution and not from the problem? And if you don’t understand the difference between the user and the costumer, who is going to give you the money?”. Andrea di Anselmo Vice President META Group 7. “For us, in order to accept a project, the team is 80 % or 90 % of it. In second place, the project needs to match with our core business and in third place, we look at scala- bility, want a project that can grow”. 8. Joan Albà Founding Partner Fluidra Accelera “Something you may want to look at when you are selecting your investor is that he should have enough resources to follow you on when you are for the financing runs, because typically you will always need a new investor in the next financing run. If your new investor sees that your existing investor is putting a little more money in the company, that gives a signal of strength to the new investor”. 10. Óscar Farrés Investment Manager European Investment Fund (EIF) “Even in a very conservative industry as ours -security printings, it’s possible to work in open innovation. Firstly, we need external help because we don’t have experts in every technology (for example, we don’t have a chemical plant). And secondly, we think our patents could be useful for other markets and we would like to get back the return of our investment. So we have signed an agreement with different entities when something is interesting for both parts”. 12. Paloma Varela R&D+i and Engineering Director Fábrica Nacional de Moneda y Timbre (FNMT) “The intrinsic motivation to initiate corporate entre- preneurship is given by three components: mastering to develop and learn new things, autonomy to be able to take your own decisions and propose to work in something important for you, for the company and for the society. In our company we don’t look for entrepreneurs, we just create the conditions for people to say ‘Hey, I’m here and I have an idea’”. 9. Juan Luis Rodríguez Sánchez del Álamo Deputy Director of Innovation Projects Repsol “First thing for innovating in a market that already exist is to learn from the weakness of the existing products and the technology, see which kind off applications are not covered in the market, and see how to do the technology differentiation, a disruption. Then there is always a new business creation. For example, in the printing market, we have moved from transactio- nal (I give you ink and you pay for the ink) to contractual (you only pay for what you use)”. 11. Josep Tarradas R&D Director Hewlett-Packard Our challenge in technology transfer is the gap. The gap has always existed and don’t turn all researchers into entrepre- neurs and all entrepreneurs into researchers. Mind that gap. We need to thing about ways to reach that gap. 13. Sam Waes ESA Technology Broker Network Manager Verhaert (TalkingaboutthenewI+Ddynamics) “Companies are starting to have experience in the complexity of how to select innovative ideas. But complication is not the same of complexity. A complicated world produces problems that you can solve by knowledge; complexity world produces paradoxes that need another kind of solution. Sometimes you need not only the internal knowledge of your industry; sometimes you need another kind of people and attitudes. The role of startups could be essential”. Xavier Marcet President Lead to Change (LTD) 14 “What we look for in startups is strategic return and internal support, and we want these companies to help us to strength our core competences or help us in market intelligence. Team, business unit, business model, market opportunity and competitive advantages that companies are able to generate in a sustainable way are keys of our choice. We want startups to be flexible and fast and not to be absorbed by our slower pace”. 15. Marta Borao Investment Manager Repsol Energy Ventures

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