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Triple Hélix 2005

Development of a culture based on strategic and knowledge management of a Brazilian public research institute: the

case of the Nuclear and Energetic Research Institute

Desirée M ZouainWilly Hoppe de Sousa

Instituto de Pesquisas Energéticas e Nucleares -Brazil

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Who we are?

The Nuclear and Energetic Research Institute –IPEN is a Public Research Institute for Nuclear Technology and correlated areas.

It was founded in 1956.

It is financially supported by the Science and Technology Ministry (MCT) through the Nuclear Energy National Committee (CNEN) and is associated, in its post-graduate and graduate program, with the University of São Paulo (USP).

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Some data and information

• Permanent workforce of more than 1000 professionals (over 300 of them are doctors and masters)

• We have approximately 550 students.

• The total budget:US$ 40 million.

• By selling its products and services, IPEN generates an income of approximately US$ 11 million (mostly medicine nuclear products).

•Radioactive materials are Federal State monopole

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Historical context

1956 1990

One client: The Government

The objective:to contribute to theBrazilian Nuclear

Program

Management oftechnical projects

Strong competence in:• material chracterization anddevelopment• nuclear engineering• environment (basics)

Competence with less priority in:• industrial applications• nuclear medicine

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Historical context

1956 1990

One client: The Government

The objective:to contribute to theBrazilian Nuclear

Program

Loss of priority

Lack of focusand controlnumber 1

The first strategicdecision:“look for

money at fomentationagencies”

1995

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Historical context

19961995 1997

priority to nuclear medicineaplication

Start of the ISO 9002 certification process oftheradiopharmaceuticalsproduction

• Initiation of a strategicplanning process by the mainstakeholder (but it wasinterrupted later on)

• At least one result: Definition of IPEN´s mission

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Historical context

1998 1999

Starting process...of a multi-organizational

management improvement projectbased on the Brazilian NationalQuality Award coordinated byABIPTI

of the creation at IPEN of a Incubator Center for Technology-Based Companies in partnershipwith USP, IPT and SEBRAE

Management report

Lack of focusand controlnumber 2

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Historical context

2000

New strategic planning effort:

7 Programmes:• nuclear techniquesapplication• materials• environment• nuclear reactors• health• radiological safety• teaching and scientificinformation

Three finalfunctions:• research, developmentand engineering• teaching• product and servicesfunction

Evaluted by 36 performance indicators

Operated by 35 (2004)“Activities”

FirstDirector Plan

of IPEN

Evaluated andupdatedannualy

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Development of the Management Information System

2001 20042000

Development ofthe Director PlanManagementInformationSystem (SIGEPI)

Development ofthe firstBalanced ScoreCard

IntegratedWEB solution

MS EXCElspreadsheet

MS ACESS data bank

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Evolution of the CIETEC incubator oerformance

Number of… 1998 1999 2000 2001 2002 2003 2004

…candidates 72 0 91 90 37 109 58

…approved candidates 15 1 0 44 42 49 33

… jobs created n.a. n.a. n.a. 203 324 458 546

…income of the incubated companies (U$ x 1000) 85 404 1535 2330 5419 7749

…income tax4 (U$ x 1000)17 81 308 465 1081 1554

…articles published in the written media

n.a. n.a. n.a. n.a. n.a.n.a. 203

…articles broadcasted byradio or TV

n.a. n.a. n.a. n.a. n.a.n.a. 18

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Main benefits and recommendations

Main benefits

• The development of the Director Plan was a very important step to the establishment of a culture of knowledge, a planning culture and to generate commitment goals in the organization.

•For IPEN the CIETEC also meant a special opportunity to show the society its internal technological capability as well as the existence of new possibilities to apply and expand the application of knowledge developed in the nuclear and correlate areas and to work closer to important partners like USP and IPT

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Main benefits and recommendations

Recommendations

• The adoption by public research institutes of management models based on excellence, although difficult at the beginning is recommendable;

• The development of an Incubator Center for Technology-Based Companies as a partnership with other research institutes (IPT), university (USP), third sector organizations (SEBRAE) and State and Federal S&T department proved to be successful experiences.

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Thank you!

For more information...

Willy Hoppe de Sousawhsousa@ipen.br

Instituto de Pesquisas Energéticas e Nucleareswww.ipen.br