RESEARCH VALORISATION AND NETWORKVéronique Cabiaux

Agence de Stimulation Technologique

Tokyo, February 3-4, 2010

Henry Chesbrough, Open Innovation,Harvard Business School press, 2003

Open innovation

A recent report from OECD has identified four major drivers forinnovation :

• Co-creating value with customers and tapping knowledgeabout users

• Global knowledge sourcing and collaborative networks

• Global challenges as a driver for innovation

• Public sector challenges as a driver of innovation

Consequences

• Set up of web 2.0 tools

• Network organiszation

• Movement of technologies from driver toenabler of innovation

Open Innovation in universities

• Deutsche Telecom has set up its main research lab within the campus ofBerlin technical university. The lab is financed and headed by thecompany but has developped very strong collaborations with theuniversity (graduate students and post doc exchange etc.)

• In Finland, merging of three universities : Technology, Economy and Arts

• Master in applied anthropology at San José University

• The « Living innovation » platform : this platform develops newtechnologies to help people suffering from chronic diseases to live asindependantly as possible. This platform brings together companies,universities and hospitals.

THE WALLOON REGION CASE

Alongside businesses, the publicauthorities …

• Funding of research - DG06

• University KTOs, TTOs

• Guidance of research centres

• General assistance (InnovaTech)

• Intellectual property

• …

Must public support for innovationadopt the open innovation model?

• Governance

• Networking

• Development of network structuring tools

Our goal

A maximum of companies finds easily their wayto innovation and knowledge tranfer is a keypoint for economical development.

Raison d’être• To operate a high-performing system of intermediation,

• based on building a real network that enjoys full publicfinance,

• in order to raise the level of technological innovationamong Wallonia's companies, paying special attention tofirms that are not very, or not at all, innovative,

• and finally to encourage the development of acompetitive knowledge-based economy.

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Team AST

Etienne REUTERconseiller juridique

Xavier LEPOTconseiller

Cédric GUSTINconseiller

Cédric CHANGEURwebmaster

Myriam BOROWIAKassistante de direction

Julie PANSassistante

Véronique CABIAUXdirectrice

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Alain Krafftconseiller

Less hierarchically organised structures

Demotivated grassroots

• Information• Upward flowof information

The top tries to controleverything - an impossible

taskGenuine leadership

• Stratification• Regulation• Checks andcontrols

Few realpartner-ships

• Objectives• Performancecontracts

Motivated base

Info Info

• “de-hierarchisation”• Common values• Contracts

Multiplepartnerships

Change takes place in this directionThis applies to governments, businesses, all big private and

public institutions.

NetworkingThe DrivingForce:An efficientnetwork ofdifferentoperators whereeach has aspecific addedvalue, knowsand uses thoseof the others

But the complexity must not beapparent to businesses

Agence de StimulationTechnologique - Juin 2008

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La philosophie:Un accès aisé au serviceadéquat, et un routage verscelui-ci indépendant dupoint d’entrée dans leréseau

Structuring tools

• Network promotion (development of socialnetwork - cultures)

• Professionalisation and excellence

• IT tool ( “innovons.be” portal in technology)