13. How to make digital technologies
a driver for economic and social growth
in Flanders?
15/01/2014
13
14. iMinds wants to create
a lasting and positive impact
on society through
ICT innovation
14
15. The required eco-system
Universities
Large pools
of private
capital
Major
Corporations
Strategic Investors
R&D Centers
Potential Acquirers
Government
15/01/2014
Management
Entrepreneurs
Venture
Capital
Investors
Public Stock
Markets
Professions
15
17. iMinds focus: ICT and five vertical markets
Societal challenges
Employment
Urbanization
Ageing
Society
Globalization
Public health
for all and
well-being
Environment
Markets
Leveraging our research assets in multiple markets
Technologies
Cloud
computing
Internet
of Things
Big Data
Connectivity
& Sensor
systems
Security &
Privacy
Social
& context
based IT
19. ICON within the iMinds innovation toolbox
Time-to-market
5+ years
Strategic
research
Applied
Research
…1 year
Demand-driven
Incubation &
Entrepreneurship
Large-scale user
trials & living
labs
Training &
coaching
Technical testbeds
Facilities
Simulations
Knowledgedriven
Pre-competitive
Testing
Internationalization
Interdisciplinary
Explorative
ICON
Cooperative
Basics for
applied research
Financing
Networking
Proof of Concept
19
22. “The interface of two different worlds (industry
and academic) will definitely lead to the
development of new concepts and products”
“Because of interdisciplinary collaboration, our
engineers can broaden their horizon and gain
insights that are beyond engineering”
“By being immersed in the daily work practices of
the users, the research results are based on
actual context rather than on assumptions”
Quotes from the Accio project
22
23. Why is the ICON model so successful?
Easy access for industry, SME & non profit
• Red tape covered by iMinds or large organizations
• Two for one: iMinds and IWT
Partnership model
• Innovation clusters
• Value chain
Result-oriented agile research
IP Value creation model
23
24. Growing & differentiating our ICON portfolio
ICON and MiX projects approved
25
Smart Cities
20
Manufacturing
15
Media
ICT
10
Health
5
Energy
0
2010
2011
2012
24
25. The partner ecosystem is a mix between
SMEs, large companies and non-profit
Number of external participations in GBO and ICON 2005-2012
Type of company
100%
90%
17%
19%
Number of participations
24%
21%
16%
21%
Public/Non-profit
36%
80%
70%
23%
SMEs
33%
28%
60%
39%
15%
44%
35%
39%
45%
Large companies
50%
40%
30%
50%
20%
53%
49%
34%
42%
45%
34%
40%
10%
0%
GBO 2005 GBO 2006 GBO 2007 GBO 2008 ICON 2009ICON 2010 ICON 2011 ICON 2012
N = 525
20 missing with unknown type
26. ICON valorization types
3 typical ways ICONs add value to business
Demonstrate credibility
towards external partners and
generate business impact
Market
Spin-off
Launch new spin-off
company, joint-venture
or external startup
Product
Launch new productline or improve current
products
26
27. New business case leads to succesful
deal with Eurostar
RESEARCH OBJECTIVES
APPROACH
•
•
•
•
•
Real-time reliable TrainStation and in-Train
mobile communication
Video distribution (in train
and to ground)
Data management
framework
Business cases
•
•
ICON TR@INS 20062008
ICON TRACK 2010-2011
TRACK: 4 partners and 5
research groups. Strong
industrial project lead
Televic Rail
PROJECT RESULTS
CURRENT STATUS
•
•
•
•
New R&D team created
Developed prototype &
reliable demo
Project closing event was
turned into successful
customer event
•
•
Contract signed with
Eurostar (Televic Rail)
Development is ongoing
Characteristic of rail
business: sell solution
and develop for the
customer
28. An Example: outcome for SME
VIDEO : Televic Rail testimonial on results
Google search terms: track iminds video
Link: http://www.youtube.com/watch?v=yidYXExvdpM
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28
29. Digimeter within the iMinds innovation toolbox
5+ years
Strategic
research
Time-to-market
Incubation &
Entrepreneurship
Large-scale user
trials & living
labs
Training &
coaching
Technical testbeds
Demand-driven
Pre-competitive
Testing
Facilities
Simulations
Knowledgedriven
Applied
Research
…1 year
Internationalization
Interdisciplinary
Explorative
Cooperative
Basics for
applied research
Proof of Concept
Financing
Networking
Digimeter
29
32. Startup within the iMinds innovation toolbox
5+ years
Strategic
research
Time-to-market
Incubation &
Entrepreneurship
Large-scale user
trials & living
labs
Training &
coaching
Technical testbeds
Demand-driven
Pre-competitive
Testing
Facilities
Simulations
Knowledgedriven
Applied
Research
…1 year
Internationalization
Interdisciplinary
Explorative
Cooperative
Basics for
applied research
Proof of Concept
Financing
Networking
startup
32
34. Thank you for your attention.
We welcome your questions, suggestions, comments.
Join us
www.iminds.be
@iminds
34
Notas del editor
Schil 1: PRoF kernbedrijven (klein consortium)LedenTaken Actief betrokken bij het vormen van het conceptVormen marketing groepBouwen aan de kamer (investeerders)Financiering communicatie (800, 1800, 2800)MeerwaardeDVoetbalploeg bestuur (die de ploeg draagt)Schil 2: alle leden (groot consortium) -> DenktankLedenZorgactorenAcademische groepenTakenNemen deel aan de brainstormsVoetbalspelers Schil 3: PRoF-VIP leden (special interest group)Leden=bedrijven waar ze met velen op de markt zijn zonder een echt identificeerbare lead-spelerKrijgen info over prof voor het publiek wordt (op onze timing)Georganiseerd in SIG (themadagen)Parking voor concullega ledenRecrutering naar nieuwe ledenTakenCo-financiering (800, 1800, 2800)MeerwaardePRoF Label -> moet een afgeleide versie zijn (niet HET PRoF label)Informatie (we vertellen toch wat we willen)Meer dan algemeen publiek ?Vroeger dan algemeen publiek ?BezoekWe lVoetbal VIP seats
iMinds is indispensible in our modern society. By using computer programs and the Internet, we are able to work more efficiently, adress the bigger mobility issues and give better medical diagnose. ICT – and the Internet in particular – changes the way we communicate and the media we consume. A telephone at home is more than often replaced by Skype, television by Youtube and the paper by blogs. All around the world the growth in the ICT-sector contributes to the employment and the GNP (Gross National Product). Unfortunately, Europe is running behind the USA and Southeast Asia in the field of ICT. The main reason why the Flemish government invests in ICT research and development. Flanders has the ambition to become an important international player in this sector. This is whereiMinds steps in.
The five market segments Media, Health, Manufacturing, Energy and Smart Cities are so-called vertical market segments. ICT is everywhere and becoming a key function in all sectors of (our) society. ICT is nowadays also called an enabling technology. Our organization has been market and demand driven from start, therefore it makes sense to segment the market based on (types of) industry and societal relevance.Developing a strategy is about focusing and making choices. It is impossible to be active in all (vertical) market segments. A coherent and focused strategy is required, so that we are able to leverage the know-how that is present at the institute and build up expertise in selected fields. There are two main elements that have played a role in selecting market segments.Firstly, ICT should respond to global trends and societal challenges and offer solutions. It is our core belief that ICT is the driving force of innovation in various sectors of society. Moreover, our organization’s mission states: iMinds wants to create a lasting and positive impact on society through ICT innovation. iMinds has carefully identified a number of grand societal challenges on the national and European agenda, such as our ageing society or unemployment. Additionally, iMinds is characterized as a demand-driven institute. The selected segments should therefore address local needs and value creation of research outcomes should be possible in Flanders. In short, there is a socio-economic relevance of the 5 verticals in Flanders and in Europe.Secondly, in the selection of iMinds vertical market segments, obviously the iMinds skills and competences should create substantial value. ICT cannot (yet) play a vital role for each societal challenge or in each industry.As a result, four of the selected vertical market segments are clear B2B markets, while the Smart Cities segments represents a current (EU) policy domain.Besides ICT we defined five vertical markets, namely media, healthcare, energy, smart cities and manufacturing.On the slide (projected behind me) you can see the relation between those five segments, and societal challenges and technologies.The same technology can be applied in different segments – and one segment can contribute to different societal challenges. First and foremost we are a strategic ICT innovation center. This is our core business. We help transferring technologies to ICT companies, and we help creating new ICT companies. But within the context of our cooperative research, like our ICONs, we will focus on ICT in combination with one of the five defined markets.These market segments will replace our former application domains. Compared to our application domains, Mobility and Social & Secure Software have been left out in this picture. In our belief, Mobility should from a residential perspective be covered in the Smart Cities segment and from a transport perspective in the Manufacturing segment. Security is a domain that should in essence be covered throughout all segments.
Picture: www.innovatieraad.be
Jan Van HeckePiet VerhoeveFemkeOngenae
IP Value creation modelPriority to industry transfer with ‘protection’ within WPsiMinds keeps possibility to found new company if no existing one absorbs the tech.
GBO is the forerunner of ICON and ran from 2005-2008ICON started in 2009-2013
Gentleman = 30_40 no games Intrumental = high degree 50-60 yresTraditional = mother (retired+ lowMaster = youngster (<30 no/low income)Innovator = me alle experiment