| Abstract The paper presents a model for two-way technology transfer involving research institutions in CEECs and commercial organisations in EU countries. The bases are different but complementary. In CEECs large groups of scientists are developing highly complex, state-of-the-art theories sometimes, however, without a clear vision of their practical applications. In EU countries there are numerous research and technology consultancies with good understanding of market needs, well developed techniques for technology evaluation and good management practices for collaborative research ventures. The research organisations need closer contacts with high-technology industry while the consultancies want to strengthen their theoretical know-how foundations. These two types of organisations are thus natural partners for collaboration and meaningful technology transfer. The proposed technology transfer model is explained on the example of collaboration between IFTR, the technological research institution of the Polish Academy of Sciences and a British company, WS Atkins, one of the largest technology consultancies in the UK. |
Introduction
In the face of ever stronger competition in science and technology
from USA, Japan and Far East countries an effective cooperation
in R&D and technology transfer is of critical importance for
Europe. This is well understood by the EU countries, where for
over a decade various R&D Programmes (eg. BRITE/EURAM, ESPRIT,
etc.) provide a suitable framework for collaboration in development
and exploitation of basic and industrial research. Apart from
numerous technological achievements this collaboration helps to
create strong working links between diverse industrial and academic
institutions. Further advantages in strengthening of the European
competitive position can be expected from involving CEECs into
such cooperation. In many disciplines these countries have developed
a strong science base and in a favourable conditions can contribute
substantially to the European technological potential. With recent
introduction of new R&D Programmes (eg. COPERNICUS) a formal
structure for such cooperation has been created. This structure
is now filled with practical examples of collaboration and technology
transfer (see for example CORDIS data). The presented paper discusses
a model for technology transfer involving a consultant from the
UK and a research institution from Poland.
Technology transfer format
Lecture of publications concerned with science policy in Poland
(eg. [1]) provides a lot of evidence of importance given to the
scientific research in the future of Poland on the global market.
Equally, technology transfer plays a prominent role in strategies
for future development. In this context two principal routes for
technology transfer are identified: one representing transfer
of internal R&D to the industry and the other representing
transfer of externally developed technologies, mainly through
licensing or presence of international manufacturers. While the
second of these routes is, by its nature, lead by industrial activities
the first one seems to be the exclusive concern of academic communities
with relatively weak presence of representatives from the industry.
This situation reflects the domination of the science-push side
and may not result in optimal use of the research potential. Deficiency
of such domination could be better understood if we consider an
example of criteria for selection of strategic research priorities
and generic technologies, such as these developed recently in
the UK [2]: (1) demand-pull opportunities; (2) factors affecting
a country's ability to exploit those opportunities; (3) science-push
opportunities; (4) factors affecting a country's ability to take
advantage of these scientific opportunities; and (5) costs. The
demand side, associated with the industrial activities, takes
prominently the two first places. Similar approach to exploitation
of the science base and technology transfer can also be seen in
other EU countries and more decisive industrial involvement is
likely to be beneficial for Poland.
There are many models for technology transfer such as secondments
of personnel from academia to industry and vice versa, encouragement's
of link building between industrial organisations and research
institutions, creation of various government technology support
units and independent technology directorates, etc. In this paper
a model based on collaboration between a research institution
and a private consultant is considered. Such model is of particular
relevance for CEECs where the industrial demand-pull is relatively
weak and facilitating role played by commercial research organisations
could be particularly helpful.
Technology transfer policies of collaborating partners
The model for technology transfer discussed in this paper involves
collaboration between IFTR, a world renown scientific institution
engaged in basic research and WS Atkins, a private consultancy
with strong industrial background. In this section individual
policies for technology transfer of these two organisations are
presented.
Institute of Fundamental Technological Research
IFTR is the leading technology research institute in Poland with
very strong research teams (engineers, physicists, mathematicians).
The policy of IFTR is to conduct basic research with simultaneous
activities in transfer of the developed knowledge to the industry.
The industrial demand for R&D results in Poland is currently
very low. Industrial companies are deeply involved in day-to-day
problems of productivity, administration, marketing, etc. and
generally speaking, the desire for improvement of competitiveness
through R&D programmes is non existent. That is why, for the
time being, current policy of IFTR is to direct technology transfer
to organisations from EU countries (rather than directly to Polish
companies), by means of participating in multinational research
teams and to develop the culture for technology transfer at the
supply side in Poland. Simultaneously and wherever possible efforts
are undertaken to involve representatives from the Polish industry.
While this is not easy, SMEs, through their mobility and understanding
of market economy, are best prepared to take advantage of the
immediate access to results from the advanced research conducted
at IFTR. In establishing direct contacts with industrial EU's
companies IFTR is looking for collaborative ventures with academic
and consultancy partners there. In pursuing such approach IFTR
is learning from the experience of other academic institutions
and good example here could be the activity of CIMNE (International
Centre for Numerical Methods in Engineering) in Barcelona vigorously
developing contacts with the Spanish industry and animating technology
transfer there. The final goal of IFTR activity is to stimulate
the real needs for R&D results among Polish industry and to
establish technology transfer between partners in Poland
WS Atkins Consultants (WSA)
WSA is one of leading management and technology consultancies
in UK. It provides professional, technologically-based consultancy
and support services. WSA serve clients both in the public and
private sectors through its offices in the UK, the Middle East,
the Far East, Continental Europe and the US. Its strategy is to
maintain and develop a broad base of technological disciplines
and skills across our consultancy business.
WSA interprets technology transfer in two separate ways. First,
it means the degree to which it employs technology transfer in
operating its business and in transferring knowledge and techniques
to its clients. Second, it means the degree to which WSA advises
third parties on appropriate ways of exploiting the results of
R&D by the development and marketing of products and services
and by the management of patents and licenses.
Considering the first way, which is associated with the model
discussed here, WSA places considerable reliance on technology
transfer in developing its consultancy business and in providing
a service to its clients. A number of different types of transfer
modes take place: transferring technology from one sector to another;
licensing technology from third parties; licensing technology
to third parties; transferring technology from academia to industry
use; converting internal services to successful commercial businesses;
seeking strategic acquisitions which complement existing WSA capabilities.
These transfer modes are associated with a specific industrial
sector selected on the basis of marketing activity which includes:
Of particular relevance for discussion here is mentioned earlier
technology transfer from academia. Typically this has a form of
a joint participation in research projects where a scope of R&D
work, targeting a specific technical problem, is shared between
WSA and the research partner. The task for academic partner involves
a leading role in development of a new methodology or enhancement
of the existing one. During this stage WSA staff shadows research
work and acquires the necessary know-how for future exploitation
of the new technology. On the other hand WSA leads promotional
activities, such as conference presentations, publications or
specific industrial presentations, through selling and finally
the client support. It also provides project management and administration.
Model for technology transfer
Public financial support for scientific activities and a high
status of scientists in the CEECs has lead to creation of many
research centres which employ well qualified and talented scientific
personnel. Significant proportion of these is engaged in basic
research where often the main motivation is personal interest
of a scientist. Thus, research teams cluster around the strong
individuals with international reputation, who are able to assist
in obtaining attractive placement abroad.
In EU countries high technology industries create a strong demand
for continuously improved technologies. However, direct results
of R&D work undertaken by the academia are often in prototype
forms, with little robustness and usability. Furthermore, these
results should be more closely associated with industrial requirements
and commercialised. This requires broad understanding of the target
industry including technological, operational and human issues.
Also, due to strong competition on the research market this technology
transfer must be effectively managed. The above industrial know-how
is available with research consultancies which frequently found
their business on exploitation of links between the industry and
academia.
These two types of organisation, therefore, consultant and research
centre, are natural partners for collaboration in technology transfer.
The consultant provides initial contacts with the industry and
identifies specific R&D requirements. The research centre
undertakes the R&D work. Results of this activity are commercialised
by the consultant. This form of collaborative technology transfer
is beneficial for both partners. For the research centre it creates
the opportunity to participate in exploitable research which is
attractive for the industry, thus providing important feedback
and stimulus for future research. It also allows the research
centre to gain an insight into management of research activities
on a commercial basis. For the consultant, close involvement in
research work provides straight access to state-of-the-art knowledge,
often ahead of a wider public availability. Mutual association
of the two organisations improves also the overall credibility
of the results - from the scientific and commercial point of view.
There is also other important implication. Taking into account that labour costs in CEECs are about a quarter of the comparable costs in EU countries allows considerable flexibility in planning and conducting the research work, which is the highest risk part of the whole undertaking. Therefore, overall exposure of the project is much reduced.
Example of bi-laterral collaboration
In previous section the main objectives for technology transfer
by the consultant and the research institute are discussed and
their complementary nature is exposed. This complementarity creates
opportunity for successful collaboration.
An example of the presented model for technology transfer is illustrated
below on the collaboration between WSA and IFTR. First, in response
to requirement form the offshore industry to exploit potential
reserves in the current design and assessment methods for offshore
structures WSA undertook the project to develop a computer code
for system reliability analysis. In its initial stage it quickly
become apparent that existing methods for collapse analysis of
offshore structures are too expensive and a radically new approach
was indispensable. Looking for a solution WSA had engaged in dialogue
with IFTR where a new method for structural remodelling was under
development. One of main attraction of this method was its superior
computational efficiency and suitability to include arbitrary
structural modifications. After close investigation it become
apparent that this approach could be generalised to include other
applications, such as analysis of collapse behaviour which was
required for the system reliability. Furthermore, flexibility
of the developed approach made it particularly suitable for reliability
calculations, where specific failure modes are randomly generated.
On this basis it was decided to include IFTR as subcontractor
in then the BRITE project P1270. This initial collaboration proved
very fruitful and lead to development of entirely new software
suite for deterministic and probabilistic analysis of offshore
structures. This first product was in a prototype format, aiming
to demonstrate the feasibility of the new approach and also to
provide convincing evidence about advantages of the system reliability
approach. While these objectives have been achieved it took further
five years and several industry sponsored project before the software
reached a commercially acceptable standard. Now, the task ahead
is to defend this new approach in the face of both scientific
and commercial competition.
During the initial period of collaboration both organisation have
learned the ways of operation and internal culture of the other
partner, looking continuously for elements of common interest.
The personal basis has been considerably widened, mainly through
a programme of visits in WSA offices by Polish researchers. Three
years ago WSA has opened an office in Warsaw which now maintains
close contacts between the two organisations. These contacts have
lead to many new initiatives undertaken on local and European
basis. Several applications for KBN support has been made and
recently the first contract has been awarded. Also a number of
EC funded projects has been applied for and a COPERNICUS project
has been won in 1995. All these initiatives are aiming to expand
the area of collaboration while retaining the core of technological
development. For example, the original approach for structural
modification is now extended to deal with active structural control;
methods for structural safety assessment of offshore structures
are being adapted to bridge structures. The collaboration, which
was originally concerned with R&D project is now also targeting
more specific commercial applications, where particular technological
development are undertaken on a contract basis.
Experiences from collaborative R&D projects
Good preparation of collaborative project is essential for creation
of conditions facilitating achievement of scientific and commercial
goals. The most important aspect, for the manager and the consortium
partners alike, is the ability to clearly formulate the project
objectives and to identify the interest of the project with that
of the partners. Once this is done it is important that all partners
are prepared to make compromises giving the priority to this overall
objective. Taking into account potentially deep differences in
working practices between partners initial selection and good
communication in the preparation stage should be addressed very
seriously. Particularly when conflict of interest exists between
partners outside the project.
It is inevitable that there will be delays in adherence to the
project work programme and the financial resources will be stretched.
Good management, effective leadership and transparent share of
responsibilities are thus essential.
Conclusions
A collaborative effort involving a research institution from Poland
and a consultant from the UK has been described. Taking advantage
of already established European R&D programmes (e.g. COPERNICUS)
the two organisations realise meaningful technology transfer between
academia and industry. The complimentary character of their respective
activities is beneficial for both sides and creates an important
base for further expansion of this activity. Building on this
success the authors wish to encourage national government bodies
to support more effectively multi-sectorial and multi-national
cooperation.
References
[1] Kuklinski A. (1994): Transformation of Science. The experiences
and prospects in Poland 1900 - 2000. Konstancin Conference.
[2] (1993): Realising our potential. A strategy for Science, Engineering and Technology. White Paper. London, UK.
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