|Beiersdorf Technology Scouting Activities with INNOGET||Beiersdorf Technology Scouting has worked with Innoget since April of 2015 posting a total of 12 different technology calls on the platform||Beiersdorf has worked collaboratively with external partners (institutions, universities, SMEs, corporations) for decades. Digital development has led to completely new matchmaking models and scouting approaches in the past 15 years and opened great opportunities for innovative potential – at the same time presenting new challenges.
In several different projects (tech calls), Beiersdorf’s aim was to evaluate the potential of the Innoget technology transfer platform to i) Beiersdorf’s proprietary Open Innovation platform, the Trusted Network “Pearlfinder” (http://pearlfinder.beiersdorf.com/) and ii) to other scouting / open innovation / technology transfer means.
In September 2016, Beiersdorf launched a branded Open Innovation profile on the Innoget platform to foster synergies between Beiersdorf’s proprietary platform “Pearlfinder” and the activities via Innoget (https://beiersdorfopeninnovation.innoget.com/).
||Main stages of the process are:
Choice and diligent phrasing of technology need topic
Posting of technology call on Innoget platform
Evaluation of proposals, accepting and rejecting procedure
First contact with providers of accepted proposals
Initial discussions to assess and verify the quality of the presented solution and mutual interest
Setup of secrecy agreements for more detailed discussions of the technology and a potential collaboration
Setup of project plan and milestones, possibly joint development agreement
Testing / evaluation of technology / material in several stages from proof of concept to tests in final application
Introduction of technology / material in market product
||For the 12 technology calls Beiersdorf ran on the Innoget platform, 97 solution proposals were received, of which 21 were accepted. Nine of the 21 reached the stage where a secrecy agreement was signed. Six of the nine reached the testing stage. Compared to other initiatives, the activities on Innoget have been quite successful up to this point.
The results did differ remarkably between the individual tech calls, highlighting the importance of topic choice and phrasing for a given community.
One extremely successful example is a so-called “holy-grail” topic (i.e. a technological challenge pursued by Beiersdorf and the entire industry for years without finding a satisfying solution yet). This topic was re-phrased in an abstracted way that could be understood by addressees outside the cosmetics industry and posted on the Innoget platform. Beyond all expectations, ten proposals were received, of which five represented novel as well as suitable approaches. Two collaborations projects were successfully initiated based on the proposals received.
Besides addressing the solver community in a way that they can understand with a topic that they can contribute to, there is one other main bottleneck:
Technology maturity. Especially working with research institutes, the solutions mostly are not ready-to-use and require extensive further development and upscaling / commercialization. As neither the institute nor Beiersdorf as a manufacturer of finished goods are capable of this necessary step, it will require bringing in a third party. In principle, these constructs are possible and have been done by Beiersdorf before. However, needing a third party to fill the gap usually considerably adds to the complexity and costs, making it more difficult to achieve a win-win for all parties and diminishing chances for success.
||Beiersdorf’s objective is to identify technologies from other (adjacent) industries or academia for transfer into our applications. We are open to different collaboration models from joint development to supply agreements and any stage in between.
The main goals for reaching out to external partners and using external expertise and resources are i) speeding up development projects and ii) enabling solutions that Beiersdorf would not be able to create on its own, thus greatly increasing the innovative potential.
Main success factors from our experience are the following:
To identify technologies and collaboration partners such as choice of suitable topics for the addressed community or appropriate (possibly abstracted) phrasing of the technology need in order for it to be understood by the addressed community.
For a successful collaboration:
Effective communication regarding expectations, limits and interests of each party as well as project requirements and project progress
Suitable legal framework covering the collaboration
Openness, understanding and respect for the other party’s interests (especially when the two organization types differ markedly, such as a large enterprise and a university institute) to ensure a win-win outcome
Make sure you are aware of the success factors and diligently work on them.
Underestimate the crucial success factors and don’t have unrealistic expectations.
||Dr. Pia Rücker, Senior Technology Manager, , , , email@example.com, +494049093432, ||, , , , , , |
|CDILabs - An open innovation consortium||Faciliating collaboration between corporate companies and startups||CDILabs is a corporate innovation consortium aimed at enabling commercial collaborations between innovative tech startups/scaleup and multinational corporations. Launched in Turin, Italy, in 2016 by the Collège des Ingénieurs (CDI) and three leading industrial groups in automotive, infrastructures and energy industry (Fiat-Chrysler Automobile, Atlantia Group and ERG), the consortium has now grown to include over 10 multinational corporate partners, active in industrial sectors ranging from mobility to aerospace, from logistics to manufacturing, from renewable energies to oil&gas. During the course of the past three years since launch, CDILabs enabled over 40 pilots corporate-to-startup and initiated 5 collaborations corporate-to-corporate; with startups coming from than 20 countries in Europe and Israel.
The consortium is structured as an open innovation platform based on a three-phased methodology. Each year, the process starts with the investigation of business and technological innovation needs and exchange of experiences among partners (Exploration phase), scouting of innovative solutions and technologies matching with corporate needs (Selection phase), with subsequent testing and validation on small-scale pilots (Pilot phase) before evaluating large-scale implementation.
||Stage 1: Exploration
CDILabs methodology starts with identifying clear Innovation Needs for each of its corporate partners. These needs are defined together with the Partner Company through interviews with reference persons within the Partner Company. CDILabs then brings together and summarizes the needs emerged, and validate them against Top Management’s priorities, in order to identify the themes on which to focus innovation efforts. This paves the way for successful collaborations and grows an internal corporate culture favourable to innovation.
In parallel, the consortium acts as a catalyser for joint opportunities among CDILabs partner companies: each one gets to interact and talk to the other corporate partners at roundtables, thematic events, and ad-hoc meetings, facilitating networking and sharing of innovation experiences and practices.
Stage 2: Selection
Once priorities and needs are defined, CDILabs looks in the market for solutions potentially able to address needs expressed by the corporate. CDILabs’ scouting perimeter focuses on innovative companies (typically post-seed startups) at European level, which encompass Israel. The pre-screening takes into account multiple parameters, such as solution maturity, expected implementation costs, as well as scaling potential and potential for new business opportunities. Preselected startups are then invited to meet the corporate at a Matchmaking day, which is an annual CDILabs event where startups present their solutions and identify potential use cases for a cooperation. The format of the event mixes pitching sessions for inspiration with one-to-one private meetings for focused business discussions, and is invite-only.
Stage 3: Pilots
Following CDILabs Matchmaking Day, the corporate companies identify startups that are able to address its needs and start discussing a pilot collaboration - shaping a framework of collaboration from objectives to resources and operational activities. To fast-track innovation, the pilots projects typically lasts only three months to one year, on a specific geography with a precise objective and budget.
In most cases, the pilot is a direct startup-to-corporate suppliers relationship, though some projects may also require the involvement of suppliers, research centres or other third-party partners. Significant innovation opportunities can be found also in corporate-to-corporate pilots.
Upon completion of the pilot, the result of the collaboration is evaluated on various KPIs and the corporate takes the decision whether to scale the solution. Post-pilot next steps can be: further co-development, co-licensing, supplier relationship, as well as reasoned investments and acquisitions.
||TOUCHPOINT: Meetings between CDILabs and Partner Companies
Touchpoints of the process are meetings between CDILabs and Partner Companies, typically happening across the corporate organization, from C-level executives to BUs experts; meetings and calls between startups and corporates; an annual Matchmaking Day; roundtables between corporates; ad-hoc events for ecosystem building.
BOTTLENECK: Attaining Commitment
Main bottleneck is having a clear corporate commitment which is an enabler for a good relationship management with startups. It is essential that the corporate identifies clearly on its innovation needs, so that the scouting of solutions can be tailored for the overall organization priorities while matching what the operational level is looking for – and ready to work with. From the beginning it is also essential to identify for each Innovation Theme clear reference persons, who then act as project managers during pilots for ensuring they run smoothly and in schedule.
SUCCESS FACTOR: Creation of an Innovation Culture
The main objective of the multinational companies taking part in CDILabs consortium is to create a favourable culture of innovation within their organization, enabling to bring to life new products, services and business models. The main objective of startups is to access new sales channels, validate their solutions with large clients and create long-term partnerships with actors critical for scale-up.
The main success factors are clearly defined objectives and a structured innovation process to manage the relationship between procedure-based established groups versus dynamic and challenging innovation suppliers such as startups.
||Innovation in established businesses can be a long, time-consuming and resource-intensive process. By streamlining the access of corporates to new solutions developed by startups, offering to C-level executives insights on innovation trends tailored to their needs, an access to an international network of partners, and creating open communications channels allowing key discussions to take place, CDILabs contributes to reducing the risk of innovation and unlock new opportunities for its members. An open innovation consortium such as CDILabs is a fast track for knowledge & best practices sharing, Innovation risk mitigation, internal culture growth and a multiplier of Innovation opportunities.
Identify corporate needs & priorities early on
Tailor the selection of innovative solutions to corporate needs
Create open communication channels between startups and corporates, facilitated by a neutral third party, to ensure both actors speak the same language
Clear up the pilot's objective, resources, reference persons and KPIs before the project starts
Do not restrict too much the field of research
Do not commit to investments/acquisitions without having previously tested/validated the solution proposed by the innovation actor through small-scale pilot(s)
As an innovation platform, remain neutral in the process, not pushing for a technical solution or another, but rather looking at the solution’s application and long-term usefulness
||David Storer, Strada Torino 50, Orbassano (TO), Italy, firstname.lastname@example.org, +39 335 6942465, ||Alessandro Magny, Via Giuseppe Giacosa, 38, Torino, Italy, email@example.com, +39 3282143417, CDI Labs |
|Collection of University-industry Interfacing Experiences||PhotonDelta BV Knowledge and IP Sharing Model||PhotonDelta is a new initiative from the Technical University Eindhoven. Photonics has been acknowledged as a key technology for the future. As many of today’s chips require more and faster access to data, knowledge etc. The technology to deliver and meet these needs are lagging behind.
The aim of PhotonDelta is to build a global “end-to-end ecosystem” of researchers, chip designers, foundries, corporates, investors and soft/hardware developers. The initiative has been founded to accelerate the growing international business demand for photonics technologies. It is an open, collaborative network of trusted partners.
Sharing knowledge and IP is crucial in accelerating the research and product development in the area of photonics technologies. The model that has been selected to facilitate this is the model described above.
How the model has been applied is described below. The initiative consists over various entities collectively known as PhotonDelta. Five key entities make up the crucial structure:
PhotonDelta Integrated Knowledge and IP B.V.
PhotonDelta Institute for Photonic Integration
PhotonDelta Technology Research Center
PhotonDelta Office B.V.
The research carried out in the Technology Centres will develop technologies up to Technology Readiness Level 6 in close collaboration with PhotonDelta Cooperative members, both Industry and Academia. This will ensure that the companies always have access to state-of-the-art, proven technologies and prototypes of products.
The companies in the Technology Centres will develop solid IP portfolio’s in close collaboration with other PhotonDelta companies and the Institute of Photonics Integration. PhotonDelta is organized as a collaborative community following the principles of open innovation.
PhotonDelta is a closed initiative in principle. This means that companies need to become a member of the Cooperative. Once the companies are a member of the Cooperative, they will have access to the Knowledge and IP database. This database will include pre-published data which companies outside of the Cooperative would not have access to. It may also include knowledge and insights which are traditionally not published. Pre-published data will only be accessible for 3 months and then Academics will be free to publish. This follows common arrangements made between companies and academia when collaborating.
Licenses to protectable IP will be done on a new model using license bids and standard license agreements to help lower the barriers and decrease the negotiation time.
As mentioned above, the Integrated Knowledge and IP B.V. will have a portal, which gives access to knowledge, insight, prepublications and patents. Insight in all is given on the basis of a research license. The portal to the IP and knowledge generated in PhotonDelta makes use of Innoget’s Cloud system9.
In addition to posting of new insights, knowledge and protectable IP, the Innoget Cloud system also allows for parties to post questions to the Cooperative members (anonymously) for specific knowledge, expertise, facilities or IP. This way, the Academics, too, will have a better insight into what the companies are looking for.
||PHASE 1: SET UP
Setting up the IP Cloud and the Industry Community.
Training of Academics and Industry to use the system
PHASE 2: ECOSYTEM
In the second phase, building a robust and sustainable ecosystem for Academia and Industry. For example, a closer connection or collaboration with students and the educational side.
||Overcoming the current culture and expectations:
There is little motivation for TTO’s to engage in new models. As many TTO’s are financed by the Institution. Regardless of their performance, they will survive. Adopting a new model, means their skillset needs to change a little and more focus should be given towards collaboration and partnership management. Some TTO’s have been set up as part of a (Holding) Company owned by the University. Those TTO’s will not be in favor of offering IP at a low price as they are dependent on it for their own survival. In either case, there is little motivation to change to a new model.
Companies expect to have to pay for IP. They are suspicious when IP becomes “cheap” thinking that it is the equivalent of having no value. This is true when TTO’s combine the traditional office with Easy Access Models. Often patents are offered via the traditional route first if the TTO believes it has value. Only when no partner(s) is/are found, will it be offered via alternative routes (e.g. Durham University).
Other Potential Pitfalls:
Imbalanced research portfolio. For an academic institution, this is vital. If the balance slides to primarily industry funding, the focus may shift too much to translational research with fundamental research decreasing.
A second pitfall is that the research output offered on the platform may result in a jungle of output, which becomes difficult to search and find what companies are looking for.
MIT’s Industrial Liaison Program dedicated to creating and strengthening mutually beneficial relationship between MIT and corporations worldwide.
University of Stratchclyde, Scotland, UK. However, little information can be found online.
The Structural Genomics Consortium (SGC) in Oxford, UK
||The basis of the model is about giving insight into research output to industry in a structured way that goes beyond the inventions and research tools offered in the classical model.
The model is aimed to:
Lower the threshold for knowledge exchange,
Increase collaboration between industry and academia both at a national level as well as an international level.
The long-term goals of the model include long-term partnerships between academia and industry, an enhanced quality of translational research and higher societal economic impact.
Success factors include:
Broadening the partner base (this can be for both the institution as well as the industry sector)
Increasing the number of research collaborations between academia and industry
Spend significant time in talking to companies and academics to explain the reasoning behind the lowered threshold to IP.
Invest time in going through different collaboration scenarios to make companies understand how the knowledge and IP sharing works, also when bringing in background IP.
Invest time in the acceptance of the IP tool and organize workshops to help academics and industry professionals use the tool efficiently.
Do not offer different parties different terms. If you decide to go for a standard process or fixed fee, all companies should abide. No exceptions.
Do not give companies the right to decide who is allowed to join the Community. This may result in favoritism and will not enhance the research output and collaboration necessarily.
||Hester Tak, Partner, , , , firstname.lastname@example.org, +31628986660, ||, , , , , , |
|TU Darmstadt idea challenge||The TU Darmstadt idea challenge is an event where both students and researchers present their innovative ideas in front of a broad audience. The applicants present their innovations under technical, economic and social aspects. The innovations are evaluated by a jury consisting of persons from academia, industry and politics. At the final event, the most promising innovations are awarded.
||The TU Darmstadt idea challenge is set up in three stages:
STAGE 1: Application
Both students and reasearchers are asked to send in their innovative ideas. They need to describe their ideas comprehensive and clear. An expert jury evaluates the quality of the innovative ideads and decides which of the ideas will make it to the secound round.
STAGE 2: Detailled description of the innovative ideas
The applicants are asked for a more detailled description of their innovative ideas. Furthermore, additional question need to be answered by the apllicants. Again, an expert jury will deceide which innovaive idea will make it to the finals. Only 5 innovative ideas are send to the finals.
STAGE 3: Final event
For the final event, the applicants are asked to prepare a 15 minutes presentation on their innovative idea. The applicants present their idea in front an expert jury. The expert jury awards the best ideas but does not publish their decisions yet. At the same day, there is a big event with several hundret guests. All the finalists present their idea in a one minute pitch presentation Afterwards, the jury will award the best innovative ideas.
||TOUCHPOINT 1: UNIVERSITY-INDUSTRY
Both students and researchers from TU Darmstadt present their ideas in front of an expert jury. The jury consists of many persons from industry. So industry members get to know new ideas from TU Darmstadt and students and researchers learn about the industry's needs.
BOTTLENECK 1: BRING THE CHALLENGE TO THE STUDENTS' AND THE REASEARCHERS' ATTENTION
The challenge needs to be brought to the students' and to researchers' attention so that they know there is challenge to apply for. E-Mail notifications and posters at the university campus are a great help.
BOTTLENECK 2: MOTIVATE STUDENTS AND RESEARCHERS TO SUBMIT THEIR IDEAS
This type of challenge only works if students and researchers submit their innovative ideas. However, some students and researchers might not be sure about the maturity of their ideas and, thus, may not apply for the challenge.
||This type of idea challenge is being performed for several years now. The website of 2018's challenge can be found at (in German):
motivating students and researchers to submit innovative ideas
motivate the industry to participate in the expert jury
use the event for marketing purposes
many resources needed for organizing such an event
||Performing an idea challenge is a very effective method to motivate students and researchers to present their ideas on the one hand and to bring the universities performance to the industry’s attention on the other hand.
advertise the challenge in order to reach many students and researchers
find many jury members from different areas in industry, academia, and politics
prepare attractive prizes for the winners of the contest
perform an idea contest without having checked the IP situation for every submitted idea
||Philipp Neubauer, Magdalenenstr. 4, Darmstadt, Germany, email@example.com, , ||, , , , , , |
|TU Darmstadt Open Innovation Marketplace provided by Innoget||A university-managed Open Innovation Marketplace to boost university-industry cooperation: www.tuda-openinnovation.innogetcloud.com||Together with the platform provider, Innoget, the research group System Reliability, Adaptive Structures, and Machine Acoustics SAM of Technische Universität Darmstadt developed an Open Innovation Marketplace. Once registered at the marketplace, users from the university and the industry are invited to post tech calls, if they are looking for a technology or to post tech offers, if they have technology solutions to offer. The marketplace facilitates the process of finding the right research partner.
||STAGE 1: SETUP AND EVALUATION OF THE MARKETPLACE
The online platform, provided by Innoget, must be customised to fit the needs of a university Open Innovation Marketplace. Therefore, some adaptions are necessary. The design of the marketplace must be in line with the university’s corporate design, for example. Furthermore, the university has to learn how to use and manage the marketplace.
STAGE 2: INTRODUCING THE OPEN INNVATION MARKETPLACE TO THE PUBLIC
The Open Innovation Marketplace needs to be opened up for the public. Researchers, as well as industry partners need to be informed and motivated to join the marketplace. On the one hand, the university can send invites to researchers and companies they have worked with. On the other hand, people who are interested in getting access to the Open Innovation Marketplace can register themselves. But still, the university needs to check the quality of the registrations in order to avoid fake or incomplete accounts. Once the new users joined the marketplace, they need to get accustomed to the marketplace’s functionalities. Otherwise, they can ask for support from the university.
STAGE 3: MAINTAINING THE OPEN INNOVATION MARKETPLACE
Once the marketplace is running, it is very important to keep it alive. Therefore, the user’s opinions on possible improvements must be evaluated. By means of feedback mechanisms, the suggestions need to be collected and implemented. Tech calls and tech offers posted by users need to be checked, regarding the quality to ensure interesting and valuable content on the marketplace.
||TOUCHPOINT: MARKETPLACE PROVIDER – MARKETPLACE MANAGER
Innoget as the platform provider offers the platform to the university, the platform manager. Both have to jointly setup the marketplace. Furthermore, they have to agree on terms and conditions for the provided Open Innovation Marketplace.
TOUCHPOINT: MARKETPLACE MANAGER – MARKETPLACE USERS
The marketplace manager must engage and motivate new users to join the marketplace and to post content. He supports the users, if necessary, and gives feedback to the platform provider.
TOUCHPOINT: MARKETPLACE MANAGER – TECHNOLOGY TRANSFER OFFICE
The technology transfer office of the university is a main hub for the innovation processes of the university. The technology transfer office supports the marketplace manager by helping to promote the marketplace and to actively use the platform.
BARRIER 1: USER ENGAGEMENT
The main bottleneck is the engagement of users to the marketplace. The marketplace manager must convince the users to be active on the marketplace and to post content. The value of the marketplace highly depends on the number of active users and the amount of active content.
BARRIER 2: TERMS AND CONDITIONS OF THE MARKETPLACE
The marketplace provider is interested in selling the service of a provided platform to the marketplace manager. In turn, the marketplace manager must be convinced that the return on investment is appropriate.
||The marketplace itself is provided by Innoget. Their aim is to evaluate the chances of a university-managed Open Innovation Marketplace. The main success factor is a well programmed and reliable platform.
The research group, SAM manages the marketplace, regarding user and content management. The main success factor is the willingness of the users to actively contribute to the marketplace. A critical mass of users and tech calls/tech offers are necessary to ensure the marketplace stays alive. To motivate users to join the marketplace and to actively post content is a crucial point.
The TU Darmstadt technology transfer office incorporates the role of a marketplace booster. They are highly experienced in technology transfer and they have a great number of connections to industry partners. Therefore, the involvement of the TU Darmstadt technology transfer office is of main importance.
Discuss the terms and conditions of a long-term use of the marketplace at a very early stage in order to ensure a sustainable marketplace.
Prepare and customise the provided platform well to meet the university’s needs. The better the marketplace is prepared, the easier it is for the users to be active on the marketplace.
Get the potential users well informed about what to expect from the marketplace and motivate them to join.
Maintain the marketplace. The posted tech calls and tech offers need to be checked for quality in order to make sure, only valuable content is presented to the users.
||Philipp Neubauer, Scientific staff at TU Darmstadt, manager of the Open Innovation Marketplace, , , , Neubauer@sam.tu-darmstadt.de, +49 6151 16-23594, ||, , , , , , |