Andreas Kornherr, Mondi, Ulmerfeld-Hausmening, Austria
From flirt to innovation
How to establish network ties between science and industry
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OBC | From flirt to innovation How to establish network ties between science and industry
1. From flirt to innovation
Andreas Kornherr & Gerhard Drexler
Research & Development
Mondi Uncoated Fine Paper
2. Agenda
Introduction to Mondi
Terms and Definitions
Flirting
Networks
Case studies
Discussion
3. Mondi Group
Mondi is an international paper and
packaging Group, with production
operations across 28 countries and about
23,400 employees.
Its key operations and interests are in
central Europe, Russia and South Africa.
The Group is involved in the manufacture
of packaging paper, converted packaging
products and uncoated fine paper.
4. Open Innovation
technologies, Front End Ideas from external
trends, markets sources, R&D
partner, suppliers,
literature,
conferences, etc.)
Development
external licenses &
know-how patents & licenses
external products
Market
existing market new market
6. Formation of collaborations
e.g. university – industry
high adaptability low
high
high
University-industry research projects
University research and collaborations, research
funded by contracts consortia, joint ventures (with public
or mixed public-private funding)
from industry,
uncertainty
complexity
academic consulting
high knowledge
appropriability University research
Research performed
within the firm with without industry
marginal or no university involvement, publicly
involvement funded
low
Low
high exclusivness low
Source: Rossi 2010 (mod.)
9. Guide to Flirting
A flirt is a (erotically) motivated approach between two persons
establishing a cursory contact without obligation.
“Flirting is a basic instinct, part of
human nature. This is not surprising: if
we did not initiate contact and express
interest in members of the opposite
sex, we would not progress to
reproduction, and the human species
would become extinct.”
Kate Fox
Social Issues Research Centre
10. Personal attitude for succesfull flirting
high
Degree of
Connectivity
community
small Degree of
Mar Sharing
kt personal
low high
Degree of Interactivity
Source: Peter Gloor / MIT / 2006
12. From weak to strong networks
Identification of possible partners
(congresses, literature, patents, internet,…)
Adjustments with roadmap
Clarification of additional competencies
Formation of weak bonds
(weak = meetings 1-2 times a year)
intensification of bonds
(strong = meetings several times a year, workshops)
Concrete project definition
Budgets and contracts
Public funding(s)
External technology user
Combination, subsitution of partners
14. Where do „weak“ relationships begin?
uncertainty
Early and longterm
relationships between
internal and external
researchers can -
depending on diversity What is
and specifity - lead to possible?
new perspectives and
ideas for the company.
5–10 J Can we make it?
„Weak“ relationships are Do we want to?
characterized by a high Implementation
number but low
frequency of contacts to 3–5 J
other persons. 1–2 J
ressources
Groenveld, 1997 (mod.)
20. Summary
Open Innovation is based on external collaboration
Different modes of collaboration
Networks form the basis of collaboration
The flirt – from weak to strong networks
Case studies relate networks to innovation
2 – mode networks
22. Looking forward to questions, comments, inputs …
Andreas Kornherr Gerhard Drexler
Andreas.Kornherr@mondigroup.com Gerhard.Drexler@mondigroup.com
Tel .+43 7475 500 - 5143 Tel.: +43 7475 500 - 5130
FORWARD - LOOKING STATEMENTS
It should be noted that certain statements herein which are not historical facts, including, without limitation those regarding expectations of market growth and developments;
expectations of growth and profitability; and statements preceded by “believes”, “expects”, “anticipates”, “foresees”, “may” or similar expressions, are forward-looking statements.
Since these statements are based on current knowledge, plans, estimates and projections, they involve risks and uncertainties which may cause actual results to materially differ from
those expressed in such forward-looking statements. Various factors could cause actual future results, performance or events to differ materially from those described in these
statements. Such factors include in particular but without any limitation: (1) operating factors such as continued success of manufacturing activities and the achievement of efficiencies
therein, continued success of product development plans and targets, changes in the degree of protection created by Group’s patents and other intellectual property rights, the
availability of capital on acceptable terms; (2) industry conditions, such as strength of product demand, intensity of competition, prevailing and future global market prices for the
Group’s products and raw materials and the pricing pressures thereto, financial condition of the customers, suppliers and the competitors of the Group, potential introduction of
competing products and technologies by competitors; and (3) general economic conditions, such as rates of economic growth in the Group’s principal geographical markets or
fluctuations of exchange rates and interest rates.
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a) assume any warranty or liability as to accuracy or completeness of the information provided herein
b) undertake to review or confirm analysts’ expectations or estimates or to update any forward-looking statements to reflect events that occur or circumstances that arise after the date
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