Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels How can a CRIS add Value for an Innovative...

Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels

How can a CRIS add Value for an Innovative Organization?


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

Personal Background:


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.

E

European

A

Association of

R

Research

MManagers and

A Administrators


How can a CRIS add Value for an Innovative Organization?


1. Characteristics of an Innovative Organization?2. What is recognized as Added Value?3. role of a CRIS and Who are

the users and stakeholders?

Let’s start with a couple of questions:


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

Value creation through:


•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

SOME Characteristics of an Innovative Organization?


1. assess the market or get better access to it2. Achieving a better operational efficiency3. Improving your management4. Developing or getting access to innovative products

and/or processes5. 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 !

So: where is the Added Value?


commercial organizations may focus on this, butthe same is true for public organizations


- 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?

Changing role of Universities: need more professional management !


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 !)

Example: European Framework Program funding:


1 -more complex technologies => knowledge of different disciplines

2 -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

More changes, also internally:


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?

1. Projects/ Programs2. Organizations3. People4. Results5. Resources


ProceduresOrganizationNegotiation Overviews

Reports

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

Classical information in Research administration:


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 peopleAll need to understand the environment and have access to the right information


• 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)

Roles of Research Management Office


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 !


Internal InfoCompet. Intelli. Proposal Implement

projectClosureValorisation

People interact

Management

Finance

Contracts

Negotiation

Project

Strategy Dev

Conversion

I II III IV

Selection Opport.

Grantsmanship


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

First decisions to prepare for 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….?

Next decisions to prepare an Innovative project:


Negotiation: 1- contract management2- feedback to Executive management

Project 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

Managing an Innovative project:


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

Individual Project Life Cycle:


How to do Project Management in a large project?

Source: Accenture Analysis, 2001


Budget Resource Planning: MATRIX

DPT 1

small Projects/ Dept. Activities

‘Large’ Projects

DPT 2

DPT 3

…

DEPARTMENT Budget / Expenses

PR

OJE

CT

Bu

dg

et /

Exp

ense

s

Proj 1 Proj 3Proj 2 Proj 4

TOTALS:

Functional budgets

TOTALS:

Project budgets

Other

53 €

24 €

15 € 12 € 10 €

32 € 4 € 6 €

18 € 1 € 2 €

3 € 9 €

33 €

29 €

34 €

87 €

17 € 22 €

20 €

55 €

RMO

113 €

41 €

106 €

111 €

100 €

103 €

FIN

173 €

Project Leaders

Dep

artm

ent

Head

s

Expenses not related to projects


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

Final decisions to close an Innovative project:


ClinicalValid.

TargetID

LeadDiscovery

Regula-tory

Automated ChemicalSynthesis

Formulation

B2B Reagent Exchange

Formulation &Manufacturing

Clinical Validation

GlobalSubmission

Diagnostics &Monitoring

Patient Recruitment

Protocol Planning &Management

Dri-Science Technology

Chemi-informatics

Bioinformatics

Predictive Modeling

Hardware/ASP

HardwareInfrastructure

Network

Data Management

Privacy and Security

Predictive Modeling and Rational Design

Novel BiologicsDesign

Bioinformatics

Contract Discovery

HTS andCombi-Chem

Population Genomics DBs

Functional Genomics DBs

Genome Information Network

Toxicogenomics DBs

Metabonomics DBs

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

Virtual R&D



3 Examples in practise:


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:


But how to do this in a virtual network of coordinated service providers?



PhenotypicPhenotypicDatabaseDatabase

GenotypicGenotypicDatabaseDatabase

Understanding HIV Drug resistance is the key to new drugs

UHTS UHTS PhenotypingPhenotyping

Treatment monitoring

tools

New Drugs

BioinformaticsBioinformatics

GenomicsGenomics

Drug Targets

Pharmacogenomics enginePharmacogenomics engine

DrugDrugDiscovery & Discovery &

DevelopmentDevelopment

PlatformsPlatforms


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

Value creation through:

•A- Innovation in use of resources and partners•B- Innovation in management•C- Innovation in dissemination & exploitation


Thank you for your attention !Thank you for your attention !


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)


• 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)

Statement euroCRIS seminar Sept’03:


Individual Project Life Cycle:PHASE A

Project definition

PHASE B

Feasibility phase

PHASE C

Execution phase

PHASE D

Prototype or

Development

RE

PO

RT

SD

EC

ISIO

N

LE

VE

L

Project info sheet + ID

Steering committee

Project Progress Reports

FULL Project proposal

Resources Planning

Executive management

or Termination Report

GO/NO-GO GO/NO-GO

Legal/IPM Business Dev.

Development Project Team

Research

Project Team

Idea Box


1- strategic level: top Executive level sets the Mission2- information level: w/ whom to partner and why, what to do

3- project proposal preparation4- project management, Resource management5- Knowledge Management, KTransfer, IPR 6- afterwards: feedback into Research and

Education

First decisions to prepare for an Innovative project:

Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels How can a CRIS add Value for an Innovative...

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