PowerPointPrsentation

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Socioeconomic Institute University of Zurich
Six Countries Programme Conference The Future of
Research,Rotterdam, 21-22th April 2005
Parallel Session 1, 21th April 2005
Entrepreneurial Universities Lessons from
Swiss Universities of Applied Sciences
Beat Hotz-Hart(in co-operation with Andreas
Reuter-Hofer)
Swiss Federal Office for Professional Education
and Technology OPET Socioeconomic Institute
University of Zurich beat.hotz_at_bbt.admin.ch
andreas.reuter_at_bbt.admin.ch homepage
http//www.soi.unizh.ch/chairs/hotz/index/html
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Table of Content

• Entrepreneurial Public Research Organisations
  (EPRO) its meaning and trends in Europe
• Situation in Switzerland the example of
  Universities of Applied Sciences
• Lessons from Swiss experience on UAS and
  implications for successful EPRO
• Summary and outlook into the future

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1. Entrepreneurial Public Research Organisation
its meaning

• University reform of organisational setting
  according to managerial principles
• Customer orientation and marketing of RD
  findings, of competences and infrastructure
• Adjustment of employment contract of RD personel
• Creating independent KTT-Offices with a broad
  portfolio of services
• Build up of its own portfolio of licences and
  investments
• Extending joint finances in teaching and RD with
  business sector

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... and its major success factors as a Business
Model

• ? ,Entrepreneurial market-oriented!
• Customer focus / driving forces behind innovation
• Need for stronger science-based knowlegde /
  fusion technologies by firms
• Need for extensive external enabling services by
  firms
• More outsourcing and flexibility, acquisition of
  exclusive market-oriented external knowlegde and
  expertise by SMEs (Open innovation,
  Chesborough)
• Excellent base of human capital and knowledge
• High flexibility
• International network

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Trends in Europe Stronger differentiation of
institutions

• Build up and expansion of KTT-Offices at
  Universities and Universities of Applied Sciences
• Creation of independent KTT-organisations close
  to Universities
• Build up and internationalisation of large scale
  RD-Institutions
• Expansion of RD-service provider in the private
  sector (KIBS)
• etc.

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Trends in Europe Attempt to classify important
examples
Degree of freedom of RD
FH Schweiz less than 20 by firms total RD
contracts?, 5 spin-offs, 5 license agreements
Low (commercial focus)
GWT Dresden 79 by firms, total RD
contracts100
Big ResearchInstitutes in RD
GermanFhG more than 30 by firms, total RD
contracts 60
High (no commercial focus)
KTT by naturalscience-oriented Universities
Imperial College London 20 by firms total RD
contracts more than 40, 50 spin-offs, 60
license agreements
Financing RD
privat
public
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2. Situation in Switzerland
Degree of freedom of RD
Low (commercial focus)
Big ResearchInstitutes in RD
Autonomous KTT-organisations with own
RD-capacities andstrong relationship to
own university
High (no commercial focus)
ETH Zurich and Lausanne
Financing RD
public
privat
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Situation in Switzerland The ,political view

• Performance contract KTT
• Practical orientation
• ,Transformer of basic research
• Political solution of EPRO

Economic System
Scientific System
... The Example of Switzerland (2) The
,Political View
ETH
MNE
UAS
SME
Knowledge-Transfer
Cant. Univers.
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Situation in Switzerland The ,true story is
more complex!
Economic System
Scientific System
SME
MNE
Spin-offs
privat RD services
Start-ups
Knowledge-Transfer
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Situation in Switzerland Empirical Evidence in
2002
Swiss Fed. Inst. of Technology
County Universities
UAS
Source CEST
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Explanation (I) Basic research-oriented
innovation processes
,Classical approach
Free Basic Research
Universities for Applied Sciences
ETH and Universities
Private RD Services
The new mode
Knowledge-orientiented basic research
proactiv, targeted basic research
Product and Process Development
reactiv, targeted basic research
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Explanation (I) and its consequences
proactiv, targeted basic research
Product and Process Development
Free Basic Research
reactiv, targeted basic research
Private RD Services
ETH and Big Universities
Universities for AppliedSciences

• Customer focus need for
• stronger science-based knowledge / fusion
  technologies by firms
• extensive external enabling services by firms

• Customer focus need for
• extensive external enabling services by
  firms
• exclusive market- oriented knowledge

InstitutionalConsequences!
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Empirical Evidence Outsourcing of RD
expenditure acc. Economic sector und recipient,
2000, in mio CHF

• important role of private RD-services
• major EPRO-competition from abroad

Strongly science-based
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Empirical Evidence Major clients of innovation
agency, CTI, according to project contracts
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Explanation (II) the impact of Bologna
Relationship between teaching and RD
Bachelor
Master

• UAS mainly teaching
• Related to practical and a_RD
• No research on top level needed
• Missing incentives for staff with aRD
  interests

• Mainstream in the eyes of Unis
• Teaching including RD
• Active RD on top level needed
• Strong staff with RD-potential
• Links to companies

• Knowledge base and competences finned out
• Growing separation of aRD from top level
  research
• Customer focus Second best solution as partner
  in transfer of scientific knowledge

• Scientific knowledge base and competences are
  renewed regularly

Customer focus First best solution as partner in
transfer of scientific knowledge
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Explanation (III) Education, Labour Market and
Competition in RD
Economic System
Teaching on tertiary level
Start-ups
Universities
Spin-offs
Flow of research-trainedhuman capital
Firms
private RD services
UAS
Competition in KTT
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3. Lessons from Swiss Experience on UAS

• Driving forces behind innovation and research are
  interrelated !
• Innovation depends on basic research and a strong
  science-based knowledge
• Fusion technologies
• Political vision of UAS in danger with respect to
  RD and KTT
• Bologna weakens science base of UAS
• Service activities of top universities in KTT are
  increased
• Firms look for internationally oriented first
  best-solutions with public or private partners
• Increasing competition of UAS through private
  services and increasing number of academics
• ? Natural selection of autonomous RTOs brings
  best results on successful EPRO-Business Model

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Implications for Successful Business Model on EPRO

• Competition pressure through .
• growing supply in KTT from private side
• foreign institutes in basic research with
  potential for transfer increases
• Strength of RTOs is based on basic research
• Customer focus by looking for institutional
  partners in science-based knowledge transfer
• Its own strong human capital base
• Specialisation and focussing needed -gt Build up
  of new institutions
• Overall supply of services needed (enabling
  customers!)

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Summary and outlook

• Growing differentiation between universities and
  RD-institutions
• Growing differentiation within research based top
  universities
• Increasing supply of private services in RD
• Intensified international competition amongst the
  best EPRO
• UAS lose relevance in RD -gt Trend towards
  teaching universities
• RD of major research institutions focuses more
  on basic research