How can a CRIS add Value for an Innovative Organization?

1. How can a CRIS add Value for an Innovative Organization?

2. Personal Background: Academic research (15 yr): Biomedical, NL, USA, F, B, many different grants and working with industrial partners Industry experience (8 yr): Biotech/pharma, Research Management, contracts, IP, licensing, partnerships/ merger, investments International Research Management: Biotech/Pharma, EARMA + RIMS

3. European Association of Research Managers and E A R M A Administrators EARMA is the leading association of research  managers and administrators across Europe. EARMA sets the highest standards  for  research  management  and  administration. A not-for-profit organisation from members for members.

4. How can a CRIS add Value for an Innovative Organization?

5. Let’s start with a couple of questions: • Characteristics of an Innovative Organization? • What is recognized as Added Value? • role of a CRIS and Who are • the users and stakeholders?

6. Value creation through: • A- To find new resources and partners • B- To Manage existing resources and projects • C- To reach out/ disseminate: use and exploit

7. SOME Characteristics of an Innovative Organization? • Knows its strategic goals, but is responsive to changing needs (where is the market) • Monitors its output efficiency (cost-benefit) • Using maximum of its internal + external resources (management) • Adaptive way of solving problems: innovation in both products as well as processes • Innovative in presenting its results/products to a wide stakeholder group

8. So: where is the Added Value? • assess the market or get better access to it • Achieving a better operational efficiency • Improving your management • Developing or getting access to innovative products and/or processes • Increase your impact through a wide stakeholder group • => NOTE: some of these are intimately linked to each other or to your partners and rarely you can do it alone !

9. commercial organizations may focus on this, but the same is true for public organizations

10. Changing role of Universities: need more professional management ! - Role of University: Classical Humboldt model vs Enterpreneurial model-mergers between Universities and Technikons-strategic choices on 3rd stream money, new collaboration models/ partnership conditions-Role University in economical development: at which level: regional or national?-R=>D=>Growth: is it possible? If so, what to do, to make it happen in your place?

11. Example: European Framework Program funding: FP5 => FP6 => FP7:from thematic interventions (FP5)to project oriented (FP6)to program oriented funding (FP7):+> fighting fragmentation in Europe+> integrating relevant stakeholders(in the field: Biotech + new IT infrastr.=> Bioinformatics; Air/ Space/automotive: shared infrastructures) (new: virtual networks, less location based, GéANT !)

12. More changes, also internally: 1 -more complex technologies => knowledge of different disciplines2 -more staff have now a higher level of specialization 3 1+2 => multidisciplinary teams required 4 -more stringent external requirements (e.g. safety and environmental regulations) 5 -above all: the sheer size of large projects, with exponentially increasing costs

13. Focus down on Research Management and CRIS’s: • Which Information would be needed by whom? • and used for What? (purpose?) => • Where do we want to stand 10 years from now? • Projects/ Programs • Organizations • People • Results • Resources

14. Classical information in Research administration: ProceduresOrganizationNegotiation OverviewsReports • Administrative-driven, not value-driven: • Research Management (e.g. HRM) • Map External Financing (3rd stream funds) • Map of Research Project partners • Resource management • Administration of research output of Institute • Liaison between Departments/Divisions

15. Outside a project: • Government creates the context (incentives vs barriers) • The Institute creates the possibility (operational - Labs) • -Regulatory Authorities set the rules • -Funding sources provide the means • -Higher Educ Inst provide the people • All need to understand the environment and have access to the right information

16. Roles of Research Management Office • Research Project Coordination: • Bus Dev aspects (external interface, legal) • Contracts/Reports (internal interface, Finance, Legal, IPM) • Resource Administration (finance + personnel) • Funding: • Help/support grants (writing, submission, negotiation) • Administration/Follow up (external + internal reporting) • Help/support Project management (PMO)

17. How can we get more out of this? • example: the life of an EU project • What do you need to know when: • You prepare your proposal idea • Develop your consortium • Negotiating a contract • Manage the project/resources • Manage the output: its exploitation-impact !

18. Grantsmanship IV III Management I II People interact Strategy Dev Contracts Negotiation Finance Project Internal Info Compet. Intelli. Proposal Implement project Closure Valorisation Selection Opport. Conversion

19. First decisions to prepare for an Innovative project: 1- strategic level: top Executive level sets the Mission - focus for Institute: do we get a mandate to do this?2- information level: what has been done already (state of the art)3- w/ whom to partner and why, competition? 4- what can we do ourselves and for what do we need a partner?5- is it important?: impact assessment

20. Next decisions to prepare an Innovative project: Planning:1- where to get funding ? Specific Requirements?2- project proposal preparation3- agree on project management, 4- Resource management (capacity?)5- agree on Knowledge Management, KTransfer, IPR 6- scenarios: what if….?

21. Managing an Innovative project: Negotiation: 1- contract management2- feedback to Executive managementProject Management:1- manage finances and resources (space, infrastructure)2- manage people (timesheets, promotions)3- connect data sources for joint research?4- consortium communication levels5- monitor results: reporting6- Knowledge Management, KTransfer, IPR7- (milestone) decisions: changing directions

22. Individual Project Life Cycle: Individual Project Decisions at different stages: • Start: • Description, project unique ID (number, acronym), entry dbase • Definition: • Feasibility phase, budget, work plan, partners, contracts, funding • Go/no-go decision: • Proof of principle achieved, market, risk/benefit evaluation, resources available • Milestones: • Continue, increase/ decrease resources • Valorization: • Licensing, spin-off projects, new development project • Termination: • Reporting, contract liabilities

23. How to do Project Management in a large project? Source: Accenture Analysis, 2001

24. Budget Resource Planning: MATRIX DEPARTMENTBudget / Expenses FIN ‘Large’ Projects small Projects/ Dept. Activities TOTALS: Functional budgets Proj 1 Proj 2 Proj 3 Proj 4 Other DPT 1 53 € 29 € 18 € 1 € 2 € 103 € PROJECT Budget / Expenses Department Heads DPT 2 24 € 34 € 32 € 4 € 6 € 100 € DPT 3 41 € 33 € 15 € 12 € 10 € 111 € … 55 € 17 € 22 € 3 € 9 € 106 € TOTALS: Project budgets 173 € 113 € 87 € 20 € Expenses not related to projects RMO Project Leaders

25. Final decisions to close an Innovative project: Use and Exploitation:1- what did we develop: the project output?2- who should know about it?(reporting, dissemination, new stakeholders)3- who could use the results? 4- Can the results be exploited in other ways (new partners, industry, new projects, internal learning) 5- IPR, contracts, licensing, liabilities, etc

26. Genome Information Network Contract Discovery Toxicogenomics DBs Functional Genomics DBs HTS andCombi-Chem Predictive Modeling and Rational Design Population Genomics DBs Metabonomics DBs Novel Biologics Design Bioinformatics Formulation &Manufacturing HardwareInfrastructure B2B Reagent Exchange Hardware/ASP Formulation Network Privacy and Security Dri-Science Technology Clinical Validation Automated ChemicalSynthesis Data Management Patient Recruitment Bioinformatics Chemi- informatics Protocol Planning &Management Global Submission Predictive Modeling Diagnostics & Monitoring Due to the proliferation of information in the discovery space, the new R&D business model will evolve to become a virtual network of coordinated service providers Target ID Regula- tory Virtual R&D Lead Discovery Clinical Valid. Source: Accenture Analysis, 2001

27. 3 Examples in practise:

28. Bgr: Robot technology + IT platform + new assay developed w/ public funding + IPR generated 1) implemented in Drug discovery (High Throughput Screening few million compounds) 2) transformed into commercial diagnostic platform (new market and new partners !!) Use 2: knowledge base on viral characteristics in patients => proprietary position in market Use 1: feedback into redesign of drug candidates + better control in Clinical Trials => unique competitive advantage Challenges: sheer size, heterogeneity dbases, privacy towards patients (2) and partners (1) Practical example of multilayer comm. use:

29. But how to do this in a virtual network of coordinated service providers? Source: Accenture Analysis, 2001

30. DrugDiscovery & Development Understanding HIV Drug resistance is the key to new drugs Platforms Treatment monitoring tools Genomics UHTS Phenotyping Bioinformatics Phenotypic Database GenotypicDatabase Pharmacogenomics engine Drug Targets New Drugs

31. Value creation through: • A- To find new resources and partners • B- To Manage existing resources and projects • C- To reach out/ disseminate: use and exploit • A- Innovation in use of resources and partners • B- Innovation in management • C- Innovation in dissemination & exploitation

32. Thank you for your attention !

33. existing IPR and project results (what’s new, is it worth it, who else is working on this) - patents, contracts, competitive intelligence, literature partnerships/ consortia(can we do this together) - conferences, partner search, (experts), IRC, etc funding possibilities(who’ll pay) - national, FP6, other funding bodies, corporate, VC project/ program planning(what can we do) - legal regulations, quality control, communication ! - internal data, partner data, compability of formats ! resource mngmt(which resources are available) - Human, instruments/ equipment, infrastructure dissemination (who uses results, transfer of knowledge, how to protect yourself/ who has access / who are competitors) € = BONUS, not the goal ! Research Management Information needs: (for both Policy Decision maker as a RM)

34. Statement euroCRIS seminar Sept’03: • the future of Europe – wealth creation and quality of life – is predicated on R&D (research and development) ; • without R&D information the research policy decision makers cannot guide, manage and evaluate the R&D and its output; • at present R&D information is distributed and heterogeneous • it is necessary to make accessible the information under a homogeneous user interface • the homogeneity can be provided by technologies utilising CERIF (Common European Research Information Format)

35. Individual Project Life Cycle: Idea Box PHASE A Project definition PHASE B Feasibility phase PHASE C Execution phase PHASE D Prototype or Development FULL Project proposal Project info sheet + ID Project Progress Reports REPORTS or Termination Report Research Project Team Development Project Team GO/NO-GO GO/NO-GO Steering committee DECISION LEVEL Executive management Resources Planning Legal/IPM Business Dev.

36. First decisions to prepare for an Innovative project: 1- strategic level: top Executive level sets the Mission2- information level: w/ whom to partner and why, what to do3- project proposal preparation4- project management, Resource management5- Knowledge Management, KTransfer, IPR 6- afterwards: feedback into Research and Education