Research and Innovation Management Programme Presentation

1. Research and Innovation Management Programme Parliamentary Portfolio Committee on Science and Technology CSIR Innovation Leadership and Learning Academy (CiLLA): Mr Awie Vlok 15th November 2005

2. Purpose today To share the programme composition based on conversations to date and agree process forward for implementation and delivery

3. Presentation outline • Background & process to date • Facilitators overview • CSIR • UP • Academic Articulation model • Programme composition • Short course • National Certificate • Outstanding logistics

4. Background & process:March-October 2005 • Learning needs questionnaire • Presentation by CiLLA • PC request for integrated 2-3 yr programme resulting in qualification(s) or credits towards • Learning Framework to CHE • Academic delivery partners explored • Proposal by CSIR/UP

5. CSIR Innovation driven Mandate Client base Research and Innovation practicing professionals Research and Innovation networks R&I training material World class R&I institution UP Innovation strategy De Bono Institute Institute of Technological Innovation R&I training material/structures Research capacity Academic Networks CSIR/UP partnership

6. From Science Council Act-why we exist- “The objects of the CSIR are, through directed and particularly multi-disciplinary research and technological innovation, to foster, in the national interest and in fields which in its opinion should receive preference, industrial and scientific development, either by itself or in co-operation with principals from the private or public sectors, and thereby to contribute to the improvement of the quality of life of the people of the republic…”

7. CSIR Into the future Celebrating 6 decades of science excellence in 2005, the CSIRis undergoing organisational transformation, focusing on a strengthened intellectual core, to ensure the ability to meet South Africa’s science and technology needs into the future.[PMG Note: graphic(s) not included please email info@pmg.org.za]

8. Research and Innovation Management[PMG Note: graphic(s) not included please email info@pmg.org.za]

9. Academic articulation model • Multiple entry/exit levels accommodate a range of delegates and their learning requirements or career development objectives. • Successful completion of various levels provides access to formal University of Pretoria post-graduate qualifications in Technology Management (admission requirements).

11. Learning Objectives • Understanding R&I process • Understanding dynamic nature of elements • Understanding underlying competencies for success across R&I value chain • Shared understanding of attitude, skill and knowledge; individual & organisation • Relate Member roles in S&T based innovation • Quality learning and sharing environment

12. Why Innovation? • Key for success in all organisations, commercial and public. • Through higher levels of newness in what they do and how they perform this better than others, many benefits emerge, like better • Policies • Technologies • Products • Processes • Business models • Client loyalty & market indicators

13. The Problem • Managers may agree that Innovation is important but not have knowledge, skills and capabilities for the “How to” side of the innovation challenge. • Managers bombarded with offerings suggesting particular technique or model will provide ‘magic wand’ quick solutions like creative thinking, process engineering, commercialisation and softer aspects like culture • Managers lack benchmarks and reference points available in other functions that have had to emerge before being recognised today as part of an organisation’s management portfolio. • Cause and effect relationships between management practices and innovation excellence is an area of managerial endeavour where managers still have more questions than answers. • “Innovation management today is where the Quality movement was 30 years ago…in 30 years we may find that innovation is not nearly as random as we think today…”(Prof CM Christensen:MIT,2002) • Most literature covers specific elements of the innovation challenge

14. The solution • Increasing numbers of recorded lessons; success and failure • Increasingly possible to integrate tried and tested, actionable insights when managers need a better understanding of the cause and effect relationships to improve their ability to influence innovation outcomes through improved management practices. • More evidence of Innovation success stories approached as multi-disciplinary initiatives • Clear evidence of importance and nature of underlying processes • Most organizations have had some innovation experience, good or bad. Only through sharing experiences and dialogue about the usefulness of these to the real challenges, will the field become recognised and only then will we see the appointment of people responsible for Innovation, like we have people responsible for finance, production, quality, HR and so on. • This programme builds on: • the experiences of professional researchers, scientists and practitioners • practices of local and multi-national corporations • learning materials of tertiary educational institutions locally and abroad

15. Unique learning opportunity • Pioneered by Parliamentary Portfolio Committee on Science and Technology • CSIR and University of Pretoria combined forces to present a series of learning opportunities in Research and Innovation Management: • Multiple entry/exit levels to accommodate a range of delegates and their learning requirements or career development objectives

16. Learning design sources • Inputs from learning and experiences of professional researchers, scientists, academia and innovation practitioners as well as practices of local and international organizations. • Presenters/learning facilitators include faculty members, experienced researchers and research managers as well as prominent thought leaders from industry and government.

17. Short Course in Research and Innovation Fundamentals Successful completion of 5 days = full credits for National Certificate) • Overview of the Research and Innovation landscape • key challenges for management and leadership. • For innovation to be successful at organisational level, the innovation journey starts with the individuals. • Brain profiling of candidates/teams reveals liberating and/or inhibiting factors influencing the quality, flow and acceptance of innovative contributions of the individual or team. • The following topics are covered: • Drivers of science & technology based innovation • Innovation challenges and requirements for leadership • Improving personal innovation • Improving organisational innovation • Strategic management of innovation as process based value chain • Research ethics

18. Who will benefit from attending • Parliamentarians • Senior government officials at all tiers of government • Research & Innovation managers • Decision makers and influencers responsible for areas where R&D and Science and Technology can make a difference.

19. Course fees (Vat excl) Include tuition, learning materials and accreditation (Depending number of delegates and the logistics involved): • Short course in Research and Innovation Fundamentals = R6500 each • National Certificate in Research and Innovation Management = R28 500 each

20. How is management affected? • Management sciences guru, Peter Drucker, predicted in 1968 that the age of discontinuity was about to enter our lives, creating management challenges of how best to manage the organisation of the future. • He challenged management to learn how to build and manage the innovative organisation as group of humans capable of anticipating the new, capable of converting vision into technology, products and processes and willing and able to accept the new. • He saw the emerging organisation as radically different. Management got used to the idea of managing people to improve outputs on work they already knew how to do, a mind set which Drucker believed would be challenged.

21. Delegates will: • Learn what others are doing to achieve R&I results in today’s world with its fast changing priorities and demands for producing more with less • Understand the R&I process and its elements • Recognise the requirements for success on each step in a coherent set of processes • Understand the personal efficiencies and underpinning competencies required for R&I success • Acquire actionable insights for immediate application and ongoing personal development as role players in R&I landscape • Learn from the experiences of other delegates in a quality learning environment. • Avoid being stuck with yesterdays solutions that may not be appropriate for today’s challenges

22. Facilitators Profiles Professionals in the field and Academia under the auspices of the CSIR Innovation Leadership and Learning Academy and UP

23. Certificate Programme: Research & Innovation Management • 5 modules of 5 contact days each • Research and Innovation fundamentals • Innovation Context • Innovation strategies • Intellectual capital creation • Intellectual capital exploitation • The Research and Innovation value chain and systems of inter-depending elements that dynamically impact on each other and the success of the whole depends on getting the entire chain right • Key knowledge requirements for success • Innovation as a multi-disciplinary activity where a range of well-established business disciplines and functional practices are integrated into a comprehensive framework to help delegates to cope with the pressures and requirements of innovation. • A number of underpinning skills and competencies also form part of the learning content in the form of references and specialist applications

24. Module 1: Research and Innovation fundamentals • Drivers of science & technology based innovation • Innovation challenges and requirements for leadership • Improving personal and organisational innovation • Strategic management of innovation as process based value chain • Ethics

25. Module 2: Innovation Context • National system of innovation • Stakeholder expectations • Technology forces, foresight and technology roadmaps • Market needs, current and potential • Business and competitive intelligence

26. Module 3: Innovation strategies • Core competencies management • Foresight • Technology roadmaps • Investment portfolio and risk management • Resource strategies • Driving innovation through alliances (partnerships and JV’s)

27. Module 4: Intellectual capital (IC) creation • Innovation roles in IC generation, protection and management • R&D management • Offerings development and realization • Enabling environment; culture and processes

28. Module 5: Intellectual capital exploitation • Transforming knowledge into value; public good and commercial; positioning aspects • Commercialisation: business models and processes • Marketing of new technologies • Managing innovation as pipeline, how management can improve throughput by understanding the flow • Change management for technology transfer • Managing and leading the innovative organisation

29. Knowledge & Technology Unknown Knowledge creation Knowable Know- ledge Paradigm barriers Known/ Tacit Knowledge application Known/ Explicit Base Key Pacing Emerging Technology

30. Innovation Pipeline Innovation Programmes Unknown Research & Modeling Knowable Know- ledge Paradigm barriers Consulting Known/ Tacit Transfer Known/ Explicit Base Key Pacing Technology

31. Underpinning skills assumed in place(continuing education available) • Internet, ICT literacy, MS Suite, Open Source • Media • Personal mastery • Project management • Communication • Listening • Finance management • Presentations • Negotiations • Creative/lateral thinking • Selling • Entrepreneurship

32. Learning outcomes • Learn what others are doing to achieve R&I results in today’s world • Understanding R&I process and its elements • Recognise success requirements of each step in coherent set of processes • Understand personal efficiencies/competencies required • Acquire actionable insights for immediate application and ongoing personal growth and development as players in the process • Learn from experiences of other delegates in a quality learning environment

33. Proposed road map • Short course for Committee early 2006 • National certificate: 2006-2007

34. Outstanding logistics • Delegates nominations • Time slots • Contracting

35. [PMG Note: graphic(s) not included please email info@pmg.org.za]

36. In conclusion • Committee request treated as high priority • Programme design unique and caters for all tiers of Government and stakeholders • UP/CSIR alliance capable and keen to proceed • Commitment today will set delivery wheels in motion

37. Thank you …for leading the drive to enhance R&I competencies to contribute to our research and innovation outputs as a winning nation.