Transcript Extranets: Concepts, Standards and Cost Issues

UK Knowledge Transfer
Experience:
Can it be Applied in Baltic States?
Prof.DrTech. Algirdas Pakštas
London Metropolitan University
Dept. of Computing, Communications
Technology and Mathematics
[email protected]
©2004-2005 Algirdas Pakštas
UK Knowledge Transfer Experience:Can it be Applied in Baltic States?
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Abstract
• This talk is presenting overview of various
opportunities and funding schemes which exist
in the UK to support Knowledge Transfer
activities. At first the general picture of various
funding programs related to Knowledge
Transfer is given. It is followed by the brief
description of the UK Research Councils
Knowledge Transfer Taxonomy. Role of the UK
Department of Trade and Industry is explained
with special attention to the Small and
Middlesize Enterprises (SMEs). Finally,
Knowledge Transfer Partnerships (KTPs) and
way they work are presented.
©2004-2005 Algirdas Pakštas
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Speakers Biography:
Prof. Algirdas Pakštas received his M.Sc. in Radiophysics and
Electronics in 1980 from the Irkutsk State University, Ph.D. in
Systems Programming in 1987 from the Institute of Control Sciences,
Moscow. Currently he is with the London Metropolitan University,
Dept. of Computing, Communications Technology and Mathematics
where he is heading research activities (Research Director). He is
also doing research in the area of Communications Software
Engineering and is teaching specialised courses such as “Network
Planning and Management”. He is active in the following IEEE
Communications Society Technical Committees: TC on
Communications Software (Chair), TC on Multimedia
Communications (past vice-Chair) and TC on Enterprise Networking
(past vice Chair). He has published 3 research monographs (2
authored and 1 edited) and more than 140 other publications. He is
a senior member of the IEEE and a member of the ACM and the New
York Academy of Sciences. He is currently a member of the Editorial
Boards of the ‘IEEE Communications Magazine”, “Cybernetics and
Systems Analysis”, “Journal of Information and Organizational
Sciences” and “CompSIS”.
©2004-2005 Algirdas Pakštas
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Outline
• Definitions
• Research Councils UK (RCUK) Knowledge
Transfer Taxonomy
• Role of the UK Department of Trade and
Industry
• Knowledge Transfer Partnerships and How they
Work
• Conclusions
• Some useful Web-sites
©2004-2005 Algirdas Pakštas
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INDUSTRY
MARKET (New products, processes and services)
Smart (and regional
variants)
STEP
Sector schemes
Eg Biowise
KTP( TCS)
LINK and
Foresight LINK
Awards
EC FP5-6
University
Challenge
Applied PhDs:
CASE; ENG D
Science
Enterprise
Challenge
Managed & thematic
programmes (RCs)
Research Council grants,
Studentships, Fellowships
BASIC RESEARCH
Research Councils UK (RCUK)
Knowledge Transfer Taxonomy
Broad Classification
Co-operation in Education and
Training
Knowledge
Transfer
People and Knowledge Flow
Collaborative Research with
Users
Commercialisation of R&D
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Some Specifics
The Research Councils UK use a common set of schemes to promote KT – many
are long-standing and well known. But can also accommodate considerable
flexibility.
Co-operation in Education and Training
-
at doctoral level, CASE and Industrial CASE
-
skills replenishment for those already in employment via CPD
People and Knowledge Flow
-
5000 postgraduate students and 4000 research assistants on
research grants supported each year
-
24 Faraday Partnerships, often hosted by independent Research
and Technology Organisations, linking user needs and academic
capabilities
Collaborative Research with Users
-
LINK is the Government’s flagship scheme
Commercialisation of R&D (NB - ip owned by universities)
-
exploitation of research performed within RC-owned institutes
-
business plan competitions; entrepreneurial training
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Role of the UK Department of
Trade and Industry
• Science & innovation: central to Government’s agenda
– Key to increased productivity
– Investment in innovation & research generates:
• new knowledge and technology
• supply of highly trained people
• knowledge transfer
– Future of UK manufacturing and services in global market:
• must move up the value chain to secure future
• requires innovation in products, processes, organisation
©2004-2005 Algirdas Pakštas
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Who are the players?
• over 3.5 M firms – from very large to
very small
• 170 higher education institutions
(HEIs) + FE colleges
• over 100 independent research
organisations
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Changes in DTI’s approach to
innovation
• moving from many “schemes” to a few
“products”
• being more selective in what we support
• investing more in less
• involving business as advisers
• involving other supporters – eg RDAs
• linking with the science base
• thinking global
• being “foresightful”
©2004-2005 Algirdas Pakštas
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Shift from many old, to fewer new products
Acorn
Launch Aid
Building Up Biomaterials
Digital TV Initiative
Rethinking
Construction
(9 products)
Investigating an
innovative idea
Initiative to promote advanced
metals technology
Inside UK Enterprise
Harnessing Genomics
LINK
Social Enterprise
ICT Carrier
Programme
(> 100 schemes)
NEW
WORLD
SETNET
LINK Engineering
OLD WORLD
SMART
International
Technology Service
Eureka!
Knowledge Transfer
Partnerships
Regional Assistance
©2004-2005 Algirdas Pakštas
UK Knowledge Transfer Experience:Can it be Applied in Baltic States?
TCS
Fit for the Future
UK Online for
Business
RSA
Envirowise
ITEC Skills
Programme
Faradays
Benchmarking Index
EGS
Phoenix Fund
Smart Grant for
R&D
Collaborative R&D
Developing E Business
CONNECT
TASME
Supply Chain Groups
High performance
workplaces
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DTI Business Support
Aim: to make DTI support easier to understand,
simpler to access and more effective
– About 150 DTI schemes reduced to 9 “products”
– First line of access through Business Links
– Flexibility within products to work with the market
– Complement other providers – eg Regional
Development Agencies (RDAs), EU
– Science & Technology products developed more
strategically
©2004-2005 Algirdas Pakštas
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Products for SMEs only
 Grant for Investigating an Innovative Idea
 Grant for R&D (Smart)
 Small Firms Loan Guarantee
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Grant for Investigating an
Innovative Idea
Pilot - will run until March 2005.
Open to SMEs and individuals intending to start a business in England.
Applications must be for a specific innovative idea which:
– Has the potential to deliver a business benefit from a new or improved
product, process or service
– Requires enhanced technological or organisational capability
– Has a role to play in commercial success of the business
The grant provides
Part reimbursement for:
– a mentor (Business Link adviser or independent consultant) to oversee the
project; and
– access to expert consultant advice required by the SME to achieve their
innovative idea
©2004-2005 Algirdas Pakštas
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Grant for Investigating an
Innovative Idea
Diagnostic
Applicants must have undertaken a pre-application diagnostic to
highlight any weaknesses and barriers in their ability to implement the
innovative idea.
Deliverable
A robust action plan that addresses all the weaknesses and barriers
highlighted by the diagnostic and helps the business to implement the
innovative idea successfully.
Grant level
75% of total consultancy costs up to a maximum of £12K.
©2004-2005 Algirdas Pakštas
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Grant for R&D: (Successor to
Smart)
• Four types of support
– Micro Projects
– Research Projects
(formerly Feasibility Studies)
– Development Projects
– Exceptional Development Projects
©2004-2005 Algirdas Pakštas
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Grant for R&D: Quick Look
Guide
Type of R&D
Purpose
Grant rate
Micro Project
<10 employees
Development of simple, low-cost
prototypes of technologically
innovative or novel products or
processes.
Grant 50% of eligible costs up to
maximum assistance of £20,000.
Research
Project
<50 employees
Development
Project
<250 employees
Experimental groundwork to
test feasibility of innovative
technology.
Experimental work that results
in a pre-production prototype of
a technologically innovative
product or process.
Development of high cost
technologies of ‘strategic’
importance for an industry or
technology sector.
Grant *60% of eligible project costs,
up to maximum assistance of £75,000.
Exceptional
Project
<250 employees
Grant *35% of eligible costs up to
maximum assistance of £200,000.
Grant negotiable up to 35% of eligible
costs, up to maximum assistance of
£500,000.
*Higher rate in Assisted Areas
©2004-2005 Algirdas Pakštas
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Grant for Research &
Development
Appraisal criteria :
• Eligibility (eg size of business)
• Technological innovation
• Technical risk
• Management ability
• Commercial potential
• Need for support
©2004-2005 Algirdas Pakštas
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Grant for R&D: Changes in
2004
• From 23 April 2004, grants awarded via
competitions
• SBS Regional teams determine
competition dates in their Region
Website - www.dti.gov.uk/r-d
©2004-2005 Algirdas Pakštas
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Small Firms Loan Guarantee
• Available to SMEs with viable business
proposals but lacking security
• Guarantee for 75% of a bank loan of
£5,000 to max £250,000 for 2-10 years
• DTI charges a premium of 2% on the
outstanding amount of the loan
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2. Products for any size of firm
 Knowledge Transfer Partnerships
(TCS+CBP)
 Best practice networks
 Implementing best practice
 Knowledge transfer networks
 Collaborative research and development
 Regional Capital Investment.
©2004-2005 Algirdas Pakštas
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Knowledge Transfer Partnerships
• Merger of TCS and CBP
• Graduates work in a firm for 1 to 3 years
• Specific project that will benefit the business
• Partnership with HEI or FE college or RTO
• Joint project supervision
• Business training for the graduate
• Cost to business offset by Government
sponsors
©2004-2005 Algirdas Pakštas
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ACCESS TO BEST BUSINESS
PRACTICE
Access to best business
practice
 New awareness campaign to show businesses
what’s working in other businesses, and
encourage adoption
 Awareness activities co-ordinated with/through
partner organisations (e.g. RDAs, SBS)
 Content covering the five themes of e-business,
skills, high-performance workplaces, business
processes and business relationships
 Horizon Scanning to keep ‘Best Practice’ up-todate and appropriate for business needs
 Feedback loop to incorporate successes into
future best practice content
©2004-2005 Algirdas Pakštas
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SUPPORT TO IMPLEMENT BEST
BUSINESS PRACTICE
Support to implement best
business practice
 Facilitated diagnostic to identify business
strengths and weaknesses, delivered by trained
advisers from the Business Links
 Based on results of the diagnostic, the adviser
facilitates action planning with the firm.
 Adviser brokers introduction to accredited expert
to help tailor and implement a best practice
project
 Follow-up diagnostic 6 to 12 months after
completion to evaluate and demonstrate benefits
 Additional support is planned for projects that
deliver improvements in supply chain
management and workplace practice
©2004-2005 Algirdas Pakštas
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UK Knowledge Transfer Experience:Can it be Applied in Baltic States?
3. Cross-cutting help - international
 DTI Global Watch Service
 UK Trade and Investment services
 EU Framework Programme
 EUREKA
©2004-2005 Algirdas Pakštas
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DTI Global Watch
Service
• Global Watch Technology Partnering
– International Technology Promoters (ITP)
• Global Watch Missions
• Global Watch Secondments
• Global Watch Information
– Global Watch and UK Watch magazines
– www.globalwatchonline.com
©2004-2005 Algirdas Pakštas
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Knowledge Transfer Partnerships
Mission
“To strengthen the competitiveness and wealth
creation of the UK by the stimulation of
innovation in industry through collaborative
partnerships between the science, engineering
and technology base and industry”
Extension of the TCS scheme
(formally Teaching Company Scheme)
©2004-2005 Algirdas Pakštas
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KTP Sponsors
• UK Central Government Departments:
– Department of Trade and Industry
– Department of Health
– Department for Environment, Food and Rural Affairs
• UK Research Councils
– Biotechnology and Biological Sciences Research Council
– Economic and Social Research Council
– Engineering and Physical Sciences Research Council
– Natural Environment Research Council
– Particle Physics and Astronomy Research Council
• Government Institutions in the UK Member Countries
– Invest Northern Ireland
– Scottish Executive
– Welsh Assembly Government
©2004-2005 Algirdas Pakštas
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Knowledge Transfer Partnerships
KTP = TCS + x + y
x = Scope for shorter projects
y = Projects with FE Colleges (teaching at
NVQ Level 4 in the subject)
• Like TCS, KT Partnerships will be about
enabling UK businesses to access the wealth
of knowledge, expertise and skills in the
UK’s Knowledge Base
©2004-2005 Algirdas Pakštas
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Knowledge Transfer Partnerships
• A KT Partnership could be about
accessing leading edge technology and knowledge
from the UK’s highest rated academic departments
• Or working with academics in a University’s
Business School to help a business develop its
marketing strategy
• Or working with tutors in a Further Education
College on a technical, but not leading edge,
project, perhaps by helping to develop a database
or website
©2004-2005 Algirdas Pakštas
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Summary of objectives of every
Knowledge Transfer Partnership
• facilitate the transfer of knowledge and the
spread of technical and business skills
through innovation project
• provide company-based training for
graduates in order to enhance their
business and specialist skills
• stimulate and enhance business relevant
research and training undertaken by the
knowledge base
©2004-2005 Algirdas Pakštas
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What is a Knowledge Transfer
Partnership?
A collaboration involving 3 partners with gain for all:
1.
A company that would benefit from additional expertise to
aid innovative product, process or market development
2.
An academic team with the mix of expertise to fill the
‘expertise gap’
3.
At least one graduate - KTP Associate – to carryout the
project work in the company over 1-3 years, jointly
supervised by company and academics.
©2004-2005 Algirdas Pakštas
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Improve Productivity
and Company
Strategic
Company-Based
Project
Enhances Knowledge Base’s
Relevance to Business
©2004-2005 Algirdas Pakštas
UK Knowledge Transfer Experience:Can it be Applied in Baltic States?
Enhances Graduate
Career(s)
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Criteria for Projects
• Company financially able to complete and exploit the
programme
• Programme will create strategically important change for the
company
• Academic input essential for an innovative result
• Associate s t r e t c h e d
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Project Lifecycle
Awards
Grading
Final Report
Post-project plans
Carry out the work
Recruit graduate/s
Grant
Proposal
Outline approval
Idea
©2004-2005 Algirdas Pakštas
UK Knowledge Transfer Experience:Can it be Applied in Baltic States?
1 to 5
years
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University benefits


Understanding of industrial requirements and commercial
imperatives

Opportunities to put ideas into action

Development of relationships for other research projects
Staff development

Framework ideal for younger academics to build relationships
with industry in ‘safe environment’ supported by senior
academics & KTP consultants and to develop and hone new skills

Student placements

Student projects

Publishing academic papers
©2004-2005 Algirdas Pakštas
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University benefits



Knowledge Transfer Income

Value of typical 2 yr project with SME £100k

£21K Direct to School +£25 overhead
KTP Center's Partners awarded c. £10m in TCS/KTP income
since Centre estab. in 1998

U of E awards c. £2m

Tip of the iceberg of opportunity
Annual KTP grant ‘pot’ c. £25m

Including company contribution ‘pot’ c. £42m

Approx 14% coming to Scottish universities
©2004-2005 Algirdas Pakštas
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Role of the Supervisors


Industrial Supervisor

Day-to-day support to the project and the Associate

Guides Associate’s professional development
Academic Supervisor

Regular support to project and Associate (visits
company on average ½ day per week)

Guide Associate’s Professional development

Links to expertise with the Knowledge Base partner
©2004-2005 Algirdas Pakštas
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What’s changed from
TCS of old?
• Project duration 18-36 months
• Academic outcomes emphasised
• KTP Centre support :
– To ensure project plans are well defined & developed to
facilitate maximum benefit for all
– Minimal effort in proposal preparation & submission
– To enhance chances of approval – 100% success!
– Co-ordinate Associate recruitment process
– Introduction of potential partners
©2004-2005 Algirdas Pakštas
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Every KT Partnership is like
a 3-legged stool
– Leg 1: facilitating the transfer of knowledge
into a business
– Leg 2: providing business based training and
experience for graduates (10% of their time)
– Leg 3: enhancing the business relevance of
teaching and research in the knowledge base
• But, like a 3 legged stool, without any one of
those legs, or if any one of them is weak, a KT
Partnership will fall over
©2004-2005 Algirdas Pakštas
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CONCLUSIONS
• UK is a wealthy Western economy with long time
experience of managing its Hi-Tech industries and
Academia (including various consequences of noncareful investment into Engineering, R&D,
Knowledge Transfer and Higher Education) and
currently there are lot of changes;
• The Baltic States (Estonia, Latvia, Lithuania) is much
smaller economy which currently has significant
opportunities to exploit its Knowledge Transfer
potential as well as opportunities to fail doing that;
• The focused government programs in the Baltic
States are needed which will encourage, enable and
equip the Academia, Businesses and People with
necessary instruments and resources in order to
implement such potential and there is a lot to be
learnt from the UK experience in order to avoid
repeating common mistakes…
©2004-2005 Algirdas Pakštas
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Some useful websites
UK DTI
www.dti.gov.uk
(currently the noise seems to be that the Office of Science and
Technology will leave the DTI and go to the Department for
Education and Skills (DFeS) – THES April 1, 2005, p5)
KTP
www.ktponline.org.uk
Global Watch www.globalwatchonline.com
Faraday Partnerships
www.faradaypartnerships.org.uk
Eureka
www.eureka.be
FP6
http://fp6uk.ost.gov.uk
©2004-2005 Algirdas Pakštas
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More websites – science
parks and finance
UKBI
UKSPA
IASP
BVCA
www.ukbi.co.uk
www.ukspa.org.uk
www.iaspworld.org
www.bvca.co.uk
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