Turning data into actionable information in a timely manner remains a challenge for many organisations. Using information as a basis for business or academic innovation an even larger one that requires new open innovation models. Andrew Carr, Bull UK&I CEO, together with Stephen Booth, Associate IT Director for Coventry University, engaged with the audience in presenting ideas at the Bull sponsored Science & Innovation 2013 conference Westminster.

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Andrew Carr, CEO Bull UK& IrelandAndrew Carr, CEO Bull UK& Ireland
Stephen Booth, Associate IT Director, Coventry UniversityStephen Booth, Associate IT Director, Coventry University

2. 2© Bull, 2013
Think about this…….
Who are the superstars of the future?
Why do mathematicians confuse Christmas and Halloween?

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Context to Innovation…..
http://boost.bull.co.uk/video/

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The amount of data created by individuals is significantly less
than data created about them
The Digital Universe consists of:
– 1.8 trillion gigabytes
– 500 quadrillion files
– Nearly as many bits of data in the Digital as the Physical Universe
1 gigabyte of stored content can generate a petabyte of
un-stored transient data (e.g. digital TV signals)
Whilst information continues to explode, [IT] budgets/
resources remain stationary
Sales of George Orwell’s 1984 have increased 337%
since the NSA story leaked
IDC View; Extracting Value from chaos, June 2011
Why is there data everywhere?

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The role of data within innovation

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I asked you to think about…..
Who are the superstars of the future?
Data Scientists……..

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I asked you to think about…..
Why do Mathematicians confuse Christmas and Halloween?
I will leave you to go figure……..

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How Do We Do Data?
We don’t do ‘Big Data’ – yet……
We do do Data Analysis
We have used this to drive our own performance up the league tables
We are in the business of selling education to students.
We have to understand not just what the students of today want, but
what those currently in primary school will want in 10 years time
We do do Research
We specialise in ‘Applied Research’
We are very interested in collaborating with industry to drive innovation

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How Do We Do Innovation?
Two basic models of driving innovation
Traditional model – Closed Innovation
New Model – Open Innovation

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Closed Innovation Model
Research
Investigations
Development
New Products
and Services
Science & Technology
Base
The Market
• Traditional strategy based on ownership and control
• Reliant solely upon internal competences
• Innovation is viewed as an isolated process
• Research projects launched from the science and
technology base of the firm

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Open Innovation Model
Internal
Technology
Base
Other Firm’s Market
New Market
Current MarketExternal
Technology
Base
Technology Spin-offs
Outlicensing
• Chesbrough defined open innovation as a model in
which firms commercialise external ideas by deploying
outside (as well as inside) pathways to the market
• Open system where the focus is on external sources of
knowledge through licensing, partnerships and
technology agreements
Technology Insourcing

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Open Innovation Paradigm Shift
From ‘Not Invented Here’
To ‘Proud To Be Found Elsewhere’

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Approaches to Open Innovation
Outside-in
Involves opening up a firm’s certain processes of open innovation to
many kinds of external inputs
Determination to collaborate with universities, researchers, suppliers,
customers, competitors etc. for creating new knowledge and ideas
Inside-out
Requires organisations to allow unused and underutilised ideas to go
outside the organisation for others to use in their businesses and
business models
Outsourcing or partnering is a possible route to achieving this
Coupled process
Combines both of the above such that they happen simultaneously
Achieved through partnerships, spin-offs, joint ventures and strategic
alliances

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Approaches to Open Innovation
Boundaries of the
firm/business unit
Locus of innovation inside
the firm/business unit
Locus of innovation inside
the firm/business unit
Exploitation
outside
External
Knowledge
Outside-In Process
Inside-Out Process
Coupled Process

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Crowdsourcing
• Outsourcing it to an undefined,
generally large group of people
in the form of an open call
• An evolved form of open innovation
• Retrieves and integrates knowledge from unknown networks,
improving innovation capability beyond a firm’s known connections
and networks
• Broadcast search characteristics – applicable for technology and
knowledge transfer. For example a firm assigns a research problem,
which has been (partially) addressed internally, to an innovation
community network that consists of high-skilled individuals through
publishing an open request for collaboration.

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Barriers To Collaboration
Differences Challenges Academia Industry
Cultural differences Different value chains
Different types of people
attracted
Driven by pursuing basic science
and knowledge dissemination
Driven mainly by maximizing
a profit, market share and
consumer acceptance
Strategic tensions Different goals and drivers Originality of knowledge and
research
Educating students
Contributing to the world of work
Publish data
Transforming knowledge to
products
Generate profit
Exploit open innovation
Create competitive advantage
Operational tensions Goals, objectives and
timelines are different
Flexible organisational structure
Long-term orientation
Retain IP rights
Focused on product
Strict deadlines
Wishes to hold IP rights –
proprietary position
Learning challenges Learning may be viewed
differently
Using old knowledge and
background to develop new
knowledge and understandings
Outsourcing complex
scientific problems to
external companies for
creating innovations
Communication challenges Meaning of words differ
and are not clearly defined
Research as producing knowledge
for contributing to the wider
society
Research as transferring
outcomes to products and
services for direct profit
Commitment Commitment to different
stakeholders
Commitment to society, to
colleagues and to students
Committed to society,
customers and investors to
create and share value

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Overcoming the Barriers
Universities
Enhance the process of creating collaborations with industry as well as
professionalise the process of finding relevant partners through using
technological tools and resources.
Professionalise contract and collaboration management by efficient
operational structures
Set appropriate motives and incentives (funding) for transforming research
into products.
Support industry’s engagement in the process of publishing outcomes to
academic journals and conferences
Industry
Improve communication and define its requirements and interests clearly
Improve transparency (access to information, generation of online platforms for
ideas generation) and acceleration of decision making
Set up operational structures to promote collaboration and support and provide
guidance and support in publishing research findings to wider research community

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Connections
Universities connect to Industry to:
Enable technology transfer
Commercialise scientific outcomes
Partnerships are a core mechanism
Intellectual Property (IP) rights are fundamental for establishing
solid university-industry relationships
Need appropriate disclosure mechanisms
A searchable on-line marketplace for bringing together
innovation communities whilst protecting IP
https://opex.coventry.ac.uk/

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https://opex.coventry.ac.uk/

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A (future) Case Study
Manufacturing Institute
To be established as part of a formal partnership with the
Unipart Manufacturing Group
Twin aims of developing innovative approaches to
education, training and research in engineering, and
stimulating the Unipart supply chain and the wider high-
value manufacturing sector across the UK.
The project includes design and implementation of a new
dedicated academy building on the Unipart site in
Coventry, together with new courses and training
developments, joint academic-industry appointments and
research and development, and technology road-mapping.
The project will support the ambition of the Coventry and
Warwickshire Local Enterprise Partnership (LEP) for 5,000
new or up-skilled engineers by 2015,
and increases in the numbers of SMEs
active in research and development
in the area.

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Innovation can be defined as:
“something original, new, and important - in whatever field –
that breaks in to (or obtains a foothold in) a market or society”
Meaning don’t constrain your thinking to what you know
exists already….
Break the mould, think differently, act differently
The answer is what you need - what you know exists
In Summary…

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