DG Educationand Culture

Partnerships for Innovation andSocio-Economic Impact:

The Entrepreneurial UniversityStockholm, 19-20 March 2014

REPORT OFPROCEEDINGS

Report authors:

• Rebecca Allinson

• Zsuzsa Jávorka

from technopolis |group|

Disclaimer:

This proceeding report presents the main points and conclusions of the presentations, speeches and discussions from the University-Business Forum held in Stockholm on 19-20 March 2014.The report does not contain verbatim all that was said during the Forum. The information and views set out in this reportdonotnecessarilyreflecttheofficialopinionoftheEuropeanCommission.

Reproduction is authorised provided the source is acknowledged.

European CommissionDGEducationandCultureUnitC2HigherEducationandInnovation;Entrepreneurship;EITEmail:EAC-university-business@ec.europa.eu

Royal Institute of Technology Brinellvägen 8SE-10044Stockholm

The dedicated website for the conference has been updated to include speakers’ presentations and is available to view at: http://ubforum-sweden.teamwork.fr

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TableofContents

Acknowlegments ii

List of Abbreviations iv

Introduction 1

Emergingthemes 2

Day 1

Welcome Address 3

Opening Speeches 3

SessionI:PartnershipforGrowthinEurope 6

SessionII:KnowledgeClusters:TheDevelopmentofSuccessfulInnovationEcosystems 13

Day 2

SessionIII:Multi-DisciplinarityandMulti-LayerInnovation 20

SessionIV:InspiringPathwaysforMovingForward 23

InspirationalPresentations 24

Concludingremarks 27

References 28

Optional programme 28

Additional programme 29

Appendices

Conferenceprogramme 30 List of speakers and biographies 38 List of participants 58Theconferenceinnumbers 63

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Acknowlegments

We thank all the speakers for their part in making the forum a success:

• TuulaAntola,DirectorofBusinessDevelopment,CityofEspoo• CarlBennet,BoardChairman,GetingeGroup• EugeniaBieto,DirectorGeneral,ESADE• CharlotteBrogren,DirectorVinnova,SwedishGovernmentalAgencyforInnovationSystems• MarioCervantes,SeniorEconomist,OECD• AdrienneCorboud,VicePresidentforInnovationandTechnologyTransfer,EPFL• LucaFerrarese,BancaSellaHolding,ManagerofOnlineBanking• FaustoGiunchiglia,ChairmanoftheBoardofDirectors,TrentoRise• PeterGudmundson,KTHPresident• Jean-Charles Guibert, Director for Technology Transfer, FrenchAlternative Energies andAtomic

EnergyCommission(CEA),&DirectorofMINATEC• UllaHamilton,ViceMayor,CityofStockholm• MikaelHedberg,CEOCentiveSolutions• WolfgangHerrmann,PresidentTUM,TechnischeUniversitätMünchen• HansHofstraat,VicePresidentPhilipsResearch• PeterHoneth,StateSecretary,MinistryofEducation,Sweden• HannuKauppinen,Vice-President,NokiaResearchCenter• FinnKjærsdam,President,AalborgUniversity• HansLindqvist,KarolinskaInstitutet• HaraldLudanek,ExecutiveVicePresidentandHeadofResearchandDevelopment,Scania• SaraMazur,VicePresidentandHeadofEricssonResearch• DorisMessina,BancaSellaHolding,DirectorofMarketingandInnovation• StenNordin,Mayor,CityofStockholm• MargaretaNorellBergendahl,VicePresidentKTH• AxelPolack,GeneralPartner,TVMCapitalLiveScience• ErikPuura,VicePresidentTartuUniversity,EntrepreneurshipCentre• Markus Reuter, Director of Technology and Management, Outotec• CharlotteRønhof,ConfederationofDanishIndustries,INDEX:designtoimprovelifeandMADE• AnnaSmee,DirectorofVentures,TheYoungFoundation• TuulaTeeri,PresidentAaltoUniversity• JanTruszczynski,DirectorEducationandCulture(EAC),EuropeanCommission• RobValli,UniversityofIllinois,CollegeofBusiness,DirectorIBC&GCP• HansvanDuijn,RektorMagnificusTUEindhoven• EdgarvanLeest,StrategyManager,BrainportDevelopment• AlexandervonGabain,ChairmanEIT• LinnarViik,Partner,StrategyandInvestmentsMobiSolutions• RomanVilimek,ProjectleaderUserResearchE-Mobility,BMWGroup

And the sessions’ moderators:

• RichardHudson,CEOScienceBusiness• PärLager,CEOAnthonBNilsenUtbildningAB

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We would like to acknowledge the important contributions of all our conference participants and in particular those who shared their personal insights.

A special thank is also extended to GunnarLandgren, Node Director EIT ICT Labs Stockholm, who opened the doors of their labo-ratories to all conference participants, as well as to the master and doctoral students who presented theirresearchprojects,andtoPärHedberg,CEOof STING Stockholm Innovation and Growth.

A study visit was organised for a smaller group of conference participants to ERICSSON Labs. We wouldliketothankUlfWahlberg,VicePresident,Industry and Research Relations for his contri-bution,whoinvitedthegrouptoEricssonStudio,presented Ericsson’s research strategy andexplainedtheircommitmenttofindfuturesolutionsalsoinpartnershipwithKTH.

A welcome dinner the day prior to the conference was offered by the City of Stockholm in the wonderfulpremisesoftheStockholmCityHall.WewouldliketothankMargaretaBjörk,PresidentoftheStockholmCityCouncil,forherwarmwelcomeand for a most appreciated guided tour.

StockholmCityHall:thewelcomedinner

StockholmCityHall:theCouncilChamber

StockholmCityHall:theGoldenHall

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List of Abbreviations

CNRS CentreNationaldelaRechercheScientifique

EAC DirectorateGeneralforEducationandCulture

EIT EuropeanInstituteofInnovationandTechnology

HEI HigherEducationInstitution

IIP InnovationImmersionProgram

IPR IntellectualPropertyRights

KICs KnowledgeandInnovationCommunities

KTH RoyalInstituteofTechnology

STINGStockholmInnovationandGrowth

UBC University–BusinessCooperation

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IntroductionThis Thematic University-Business Forum on «Partnerships for Innovation and Socio-Economic Impact: The Entrepreneurial University» was organised by the European Commission, DG Education andCulture,inpartnershipwithKTH,theRoyalInstituteofTechnologyinStockholm,Sweden.

University-BusinessThematicForumsareorganisedinMemberStatestoexploreissueswhicharehighboth onnational andEuropeanpolicy agendas. In addition, every two years, theEuropeanCommis-sion organises a forum in Brussels which is part of wider efforts to support the Modernisation of Higher EducationinEurope1 and has a key role in supporting the implementation of the Europe 2020 Strategy.2

Europe2020presentsaclearmessage:tostaycompetitive,Europemustinvestinpeople,theirabilityto innovate and to adapt to change. Universities sit at the heart of the knowledge triangle of research, educationandinnovation,whicharedriversoftheknowledgeeconomy.Highereducation,incooperationwith business, can help deliver the skills necessary to compete and the environment to enable innovation.

The EuropeanCommission established the EU Forum for University-Business Dialogue in 2008 toadvance and facilitate interactions between the academic and business world. The University-Business Forum provides face-to-face opportunities for discussion, networking, mutual learning and the illustra-tionofgoodexamples.3

TheThematicForuminStockholmprovidedanopportunitytoexplorethesocio-economicimpactsofuniversity-business partnerships and their effect on innovation through discussions and presentations fromacademia,businessand representativesofnationalandEuropeanpolicymakers. It featuredamixofkeynotespeeches,paneldiscussionsandpresentationsof inspirationalexamplesaround thefollowing topics:

1. PartnershipsforGrowthinEurope

2. KnowledgeClusters:ThedevelopmentofSuccessfulInnovationEcosystems

3. MultidisciplinaryandMulti-LayeredInnovation

4. InspiringPathwaysforMovingForwards

1 DeliveringontheModernisationAgendaforUniversities:Education,ResearchandInnovationCOM(2006)208final2 http://ec.europa.eu/europe2020/index_en.htm3 Anewpartnershipforthemodernisationofuniversities:theEUForumforUniversityBusinessDialogue:Brussels,COM(2009)158final

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Emergingthemes

• Academia, business and the public sector share the view that the different stakeholders need to work togethertomakelocalandregionaleconomicinnovationanddevelopmenthappen;networkingandclusteringaswellasinter-sectoral,interdisciplinaryandtransnationalmobilityaretobestrengthened;itisimportanttobreak-downexistingsilosandivorytowersthatpreventcooperationbetweensectorsanddisciplines;

• Universitieshavetoprovideexcellenceinteachingandresearchbutarealsorequestedtocreate,shareandexchangeknowledgewithsociety;newparadigmsshouldbeappliedforassessinguniver-sitiesandteachingstaff;

• Interactionwithbusinessisneededfordevelopingrelevantcurriculathataremeetingtheneedsofindividualsandsociety,equippinggraduateswiththerightskillsandmindsetsforthelabourmarket;

• Universities are also the best place to stimulate entrepreneurship, entrepreneurial skills and to fa-cilitate the exchange, flowand creation of knowledge.The development ofmore entrepreneurialmindsets through education needs to be encouraged and attitudes in Europe towards entrepre-neurshipneedtobechanged;developingEurope’sappetiteforinnovationandattitudetowardsrisk;

• Entrepreneurshipshouldalsobeencouragedwithinorganisationsorlargefirmstoturnnewideasandprojects intoaction, theso-called ‘insideentrepreneurs’or ‘intrapreneurs’.Companiesshouldprovide employeeswith opportunities to explore innovative ideas for developing or creating newproducts,processesandapproaches;

• Entrepreneurship ismore thana cornerof the knowledge triangle; it is aboutattitudeand takingresponsibilities. «Why should universities have autonomy if they cannot think in an entrepreneurial way?»;

• Highereducationinstitutionsshouldadaptquicklytothefastchangingworld,skillsaremorerelevanttocompanies/employeesthancertificates;lifelonglearningisimportantaswellasmobility;

• Socialinnovationneedstobeexploredasameansofcreatingsocialvalue,addressingsocietalchal-lengesandusingtechnologyandinnovationtoimprovequalityoflife;

• There is a need to increase the focus on people and interactions between them. This implies a more person-centredandperson-orientedapproachwhichshouldalsobereflectedinthesupportservicesprovided.

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Day One

Welcome address and introduction

The conference was officially opened with thewelcoming remarks from KTH President Peter Gudmundson. The theme of the conference –the establishment of inter-sectoral partnerships for innovation and socio-economic impact - is timely and highly relevant to universities worldwide.

Universities play a key role in the development of society, especially when they cooperate with private and public organisations. There are high expectations on universities

whicharesometimesofaconflictingnature:Uni-versitiesarerequiredtofosterbusinesscreation,support businesses and generate new spin-offs on one hand and to educate students and provide them with complementary skills for solving unem-ployment issues on the other. What is the best balance?KTH’smotto,”scienceandart”,reflectssuchabalance.KTHhasa strong200year-old

tradition. Today, 15,000 un-dergraduate and graduate studentsandalmost2,000PhDstudents are enrolled at KTH.KTHcollaborateswith public andprivate partners in both research and education.IthasbuiltstrategicrelationshipswithEricssonandScania(forexample).However,thepartners are not only industrial, they include other types of organisations as well, like the Stockholm County and City Council (OpenLab joint initia-tive)andtheEuropeanInstituteofInnovationandTechnology(EIT).KTHisinvolvedintheKICICTLabsandKICInnoEnergy.Overall,KTHengagesits partners in dialogue with staff from all levels of the institution about research and long-term strategic thinking on education.

Professor Gudmundson called for even closercollaboration between society and universities to face the increased competition and challenges ahead both in education and innovation.

Opening speeches

Mr Jan Truszczyński, Director General of Education andCulture(DGEAC)welcomedthe opportunity to discuss innovation and growth throughqualityeducationand

entrepreneurial skills. It iswellknown that innovation is a must;

strengtheningEurope’scollectivecapacityisalsoa must. To this end sectors and stakeholders need tojoinforcesasneitherasinglesectornorasinglestakeholderhassufficientresourcesonitsowntoface global challenges. The ten-year strategy of DGEducationandCulture restson threepillars:(i) improving competitiveness, (ii) maintainingthe socio-economic model and (iii) increasing

resourcesefficiency.ThereisahighleveldemandforclosingtheskillsgapinEuropeandimprovingthe employability of graduates. In 2012, thereweretwomillionunfilledjobsinEuropeandhighrates of unemployment at the same time, in parti-cular among young people. The situation has not yetimproved.Employersstillhavetroublefindingpeople with the right skill sets. There is a crucial need for higher education institutions to collabo-rate with businesses, the labour market and other sectors of education to create strategic alliances. Noonecanaddresstheseproblemsinisolation.

Different forms of partnerships have been promoted and incentivised at EU level. Thesupport of exchanges between the worlds ofacademia and business along with the investment in education and training for skills development

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have become crucial to boost productivity and competitiveness and, in the long term, to foster in-novationandgrowth.DGEducationandCulture’sportfolioofactivitiestofosteruniversity–businesscooperation, innovation in higher education and entrepreneurship includes financial supportthrough the Erasmus+ programme, in particularthroughtheKnowledgeAlliancesandtheStrategicPartnershipsunderkeyaction2«Cooperationforinnovation and good practices». Support through Horizon2020isprovidedbytheEIT,theEuropeanInstitute for Innovation and Technology whichbuildsonEurope’sexcellentuniversities,researchcentresandbusinessestojointlycreateanetworkof innovation and excellence centres. In the2014-2020period,theEITwillbeestablishingfivenewKnowledgeInnovationCommunitiestoworkon important economic and societal challenges suchas:(i)healthanddemography(activeagingandhealthyliving),(ii)sustainableaccesstorawmaterials(iii)addedvaluemanufacturing,(iv),foodsecurityand(v)urbanmobility.ThethreeexistingKICs on climate change, information and com-munication technologies and sustainable energy have already trained more than a thousand young entrepreneurs, incubated more than a hundred new companies, and developed a wide range of new products and services.

One of the key challenges in higher education today is the need for institutional change in developing more entrepreneurial higher education institutions. In order to support this, the European Commis-sion launched theEntrepreneurial Framework forHigher Education or HEInnovate in November2013. It is a tool for higher education institutions(HEIs)lookingforinspiration,adviceandpracticalrecommendations in order to further develop their entrepreneurial capabilities. HEInnovate is anonline self-assessment tool developed in coope-rationwiththeOECDandindependentexperts.Apan-Europeandisseminationcampaignhasstartedin 2014 with a range of workshops organised in the Member States throughout the year. The demand for workshops demonstrates that many higher education institutions in Europe are looking for

support to develop their entrepreneurial potential. A HEinnovateworkshopwasorganisedinStockholmalongside this conference programme.

Mr Peter Honeth, State Secretary from theSwedishMinistryofEducationhighlightedthattheexpectationsput upon higher education institutions are disproportionate, totheextentthatHEIsmaybeconsidered to be the answer to all societal problems. While it is positive that universities are acknowledged for generating impact, such demand also creates risks. Universities need to have a high degree of self-reliance and independence to carry out their three main tasks, namely research, education and creating useful knowledge.

Research in many aspects is the basis for the production of knowledge. The generation of knowledge is recognised as very important by go-vernments, who invest in research through public funding programmes. All types of research are needed;bothcuriosity-drivenresearchandappliedresearch have a large role to play in producing new knowledge. The short and long-term perspectives of research agendas also need to be considered andhighqualitystandardsarecrucial.

The role of education, compared with that of research, is underestimated in the general debate. Education iscrucial inmakingknowledgeusefuland in introducing entrepreneurship in society. Thousands of students graduate every year with the latest knowledge based on research under-taken within higher education institutions. The approach to teaching and delivering education needs tobe innovativeandmodern. It needs toprovide graduates with the right skills for the labour marketanditalsoneedstofulfilthechangingex-pectations of new generations of students.

Generating knowledge is not just about startingnew enterprises, creating new centres or filingpatents. It is also about helping tomakeuseoftheknowledgegenerated inanefficientway.Todo this, universities work with their surrounding

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society in many ways, using available support mechanisms and incentives to further enhance their activities. There are many different funding sources available both nationally and at the European level that foster such cooperation.In addition to Horizon 2020 and the Erasmus+Programme,EuropeanStructuralandInvestmentFunds also support research and education.

Keynote speechThe Stockholm Innovation Systems – Working In Partnership For A Competitive Region

The keynote speech was delivered by Mr Sten Nordin, Mayor of

Stockholm. Stockholm and Oslo are the fastest growing cities in Europe.Stockholm’spopulationhas just reached900,000and it

will reach one million with a metro-politan area of 2.1 million in the near

future. In 2007, the City Council adopted‘Vision 2030’, expecting only to reach the onemillion inhabitants mark by 2030. The fast pace of changehasrequiredthecitytoplantheconstruc-tion of 140,000 new homes. This represents the size of the third largest city in Sweden,Malmö.To support the growing population, a new under-ground rail system is being built, as well as a new

by-pass route. However, new roads and homesare not the only priority for cities, they also need to ensure the quality of services to citizens andqualityoflifeandaddressthechallengeofsustai-nable development.

There are eight universities in the greater Stockholm area, and the collaboration with all of themworks very well. In light of Stockholm’sfuture expansion, its educational system is veryimportant and the younger generation need to be involvedinmakingitasmartcity.Partofthiseffortto become a smart city includes the OpenLab project inwhich thecity isproud tobe involved.Itrepresentsacommitmentfromeveryoneinthedevelopment of Stockholm. The city contributes to theproject fundingandprovides realchallengesfortheLabtosolve,forexample,howtoachievequality in the care of the elderly. There is alsoan Open Stockholm award competition, where ideas and smart applications can be submitted. Stockholm has an entrepreneurial culture and engages fully with its education system, with ini-tiatives including secondary schools. Innovationis also part of the city’s tradition as demonstrated byoneof its famous citizens:AlfredNobel.TheMayor closed his presentation by inviting the Forumparticipantstojointheirexcitingfutureandhelp create a smart city.

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SESSION I: PARTNERSHIP FOR GROWTH IN EUROPE

There is a wide recognition that innovation is key toeconomicgrowthandsocialprogress;andsuc-cessfulsolutionstosocietalchallengesrequiretheengagement of all types of stakeholders such as higher education institutions, companies, entre-preneursandinvestors.Individualorganisationsorsingle disciplinary approaches cannot guarantee robust results; thisputsevenmoreemphasisonthe importance of collaborative and multidiscipli-nary activities across the borders and systematic approaches.

Panel session 1: THE INNOVATION CHALLENGE AND OPPORTUNITY FOR EUROPE

Keynote Learning From The EIT: Driving Innovation Through Ecosystems That Foster Entrepreneurship

Thekeynotepresentation,openingthefirstpaneldiscussion, was delivered by Dr Alexander von Gabain,ChairmanofEIT.Inhispresentation,Drvon Gabain highlighted the experiences gainedfromtheEIT.Therearemanychallengessocieties

have to face, where innovation can come to the rescue.InEurope,thereisahugepotentialto be unlocked. There are many powe-rhouses of research and science, increasing number of centres of excellences,high-classeducation,alargeSMEbaseandgrowingcoope-ration and entrepreneurship. In spiteof this, if we look at most of the relevant statistics, Europe does not have the samedrive and performance as the USA or the emerging economies.IfwetakeallinnovativecompaniesinEurope(largeandsmall)weseethatonlytwopercent were founded in the last 25 years, compared with 21 per cent in the USA.

The EIT was set up with the aim to stimulateinnovation and to shape the European innova-tion landscape. The EIT’s strategy is to createandsettrendsintheEuropeanecosystems.TheknowledgetriangleisatthecentreoftheEIT’sacti-vities.Itaddressestopicsofhighsocietalrelevanceby bringing together education, research and busi-nesses.Entrepreneurship lies at the core of theactivities, as an ingredient of utmost importance.

TheEITactivitiesareimplementedthroughKICseach of which consists of five to six co-location

Learningfrom

theEIT:DrivingInnovationthroughEcosystemsthatFosterE

ntrepreneurship-

AlexandervonGabain

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centres. Co-location centres provide the oppor-tunity for all stakeholders to meet in person. InStockholm,theEITICTLabsco-locationcentreisinKista[KistaScienceCity,isthe“SiliconValley”of Stockholm with universities, research institutes and enterprises that are particularly prominent in mobile and wireless communication, multimedia andbroadbandsystems].FromtheHorizon2020budget,€2.7billionhasbeenallocatedfortheEITandthefivenewKICsthatwillbelaunchedinthenext seven years.TheKICsare expected to befinancially sustainable after a set-up period andthey have to show a strong focus on added value in their planned activities.

Panel discussion

• Charlotte Brogren, Director, Vinnova, theSwedishGovernmentalAgency for InnovationSystems

• Markus Reuter, Director of Technology and Ma-nagement, Outotec

• Wolfgang Herrmann, President TUM, Tech-nischeUniversitätMünchen

The first panel discussion focused on the inno-vation challenges and opportunities for Europe.Societal challenges are reflected in universityeducationandresearchatnationalandEuropeanlevel. Challenge-driven innovation offers oppor-tunities to business/academia collaboration that cangiveEuropealeadingrole.Toassuresustai-nability and to move towards a circular economy willrequirenewskillsfromtomorrow’sgraduates.Universities need to integrate the concept of sus-tainability to a larger extent into their curriculain order to satisfy the needs of society and give Europeanadvantage.

Reinforcing Dr von Gabain’s opinion, the panel-lists emphasised the need to combine different ‘ingredients’ to address the challenges Europehas to face, in particular through new types of leadership. Furthermore, they pointed out that training students to become entrepreneurial is one of the crucial roles of education in order to close the gap between invention and innovation. Such processes have to start in secondary schools, where entrepreneurial skills should already be integrated in education.

Dr Charlotte Brogren took a look back at Swedish history, which has had many innovators, entrepre-neurs, and global companies that are nowadays operating all over the world. Sweden is highly rated as an innovation friendly environment. Despite the many achievements so far, Sweden cannot sit backandrelax.We live ina fastchangingworld,with new technologies, markets, opportunities and global challenges; thewayof doing innovation isevolving.Thequestions facedbypeopleworkingtoday requiremany different skills and can oftenonlybeansweredthroughcollaborativeefforts. Inresponding to these changes, environments which facilitate collaboration need to be created and made widely available. This means opening up facilities such as laboratories to a wide range of stakehol-ders.Thenewwaysofworkingalsohaveamajorimpacton the institutionsand require changes inthe way businesses or universities operate.

To turn these challenges into opportunities, we need knowledge. There has been a dramatic increase in the number of universities (30 percent increase compared with 10 years ago in Sweden)and in thenumberofstudentsenrolledin tertiary education. Universities have to be an integrated part of education and research and make knowledge valuable for the rest of society. This requires thatworld-class research is linkedto education and this should be a mission for everyone working at universities.

There is also a need to increase the involvement of both graduate and undergraduate students in research. Education, research and innovation

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across different disciplines. Outotec’s work is true ‘systemsengineering’.Itbuildsondifferentscien-tificfields,aimedattheultimategoalofdeliveringproducts to the customers.

Outotec is working in areas sustainable explo-ration, extraction, processing, recycling andsubstitution of raw materials. Through this work, questionsareraisedonhowtobetrulyresourceefficient. This is a significant challenge for thefuture and one which Dr Reuter raises to students who can take these questions and potentiallycreate businesses out of the solutions. The aim is to‘minimisefootprintbutalsomaximisehandprint’.

Mr Wolfgang Herrmann, President of theTechnical University Munich (TUM) emphasisedthat entrepreneurial thinking and acting mean more than just setting up a new company. En-trepreneurship isanattitudeandamindset; it isabout real action and taking one’s agenda in one’s own hands. TUM has 36,000 students, 10,000

should not be regarded as linear activities. The rest of society does not follow faculty borders, therefore universities should also encourage more cross-faculty collaboration. The knowledge flowbetween universities and society needs to happen in both directions and should be further supported.

Dr Markus Reuter provided insight from Outotec’s activities, in particular those related to the university environment. For companies, understanding the full picture and thinking in the long term are crucial. Strategiesneedtoleadtorealactions,andtheEITisagoodexampleinthewayithasmadeitsvisionoperationalthroughtheestablishmentoftheKICs.

Outotec is a leading company in mineral and metalprocessing technologies.Nowadaysabout50 per cent of copper and other precious metals used in gadgets go through Outotec. Never-theless, if Outotec wants to be future proof they have to renew and invest in innovation. Outotec has changed its working practices to get where it istoday.Inthepastthecompanyworkedinsiloswhich needed to be broken down if they were to become more efficient. In many companies,employees tend to behave conservatively but with a sufficient driving force, change can befostered. Since the company has to work across boundaries, itexpects thesame fromacademia.They strive to work with the best universities/pro-fessors, with the additional challenge of working

InnovationinSweden-CharlotteBrogren

EnablingResourceEfficiency: The“EntrepreneurialUniversity-Industry”Partnership-MarkusA.Reuter

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employees, including 500 professors and 200 associated professors from industry. There have been 380 companies started from TUM during the past 20 years, with a total workforce of over 11,000. TUM combines technical and life sciences, whichisauniquecombination.TheUniversityhasastrongfocusonexcellenceinitiatives.

Universities contribute significantly to Munich’seconomy,anareawiththehighestdensityofHEIsand businesses in Germany. Important societalchallenges require collaboration, and toaddressthem international and interdisciplinary collabora-tionneeds tobebuilt.Entrepreneurship ismorethan a corner of the knowledge triangle, it is about attitude and taking responsibilities. «Why should universities have autonomy if they cannot think in an entrepreneurial way?» High risk researchshould take place at universities as well, since this kindofresearchbringsthemostefficientcontribu-tionstosociety.Entrepreneurstaketheiragendasin their own hands. This is also valid for univer-sities. TUM is trying to bring all these different elements together. An entrepreneurial university should have the following features:

1. Governance should be well structured with dedicatedpositionse.g.Vice-PresidentforIPR(intellectualpropertyrights)andcom-mercialisation, entrepreneurship, talent managementanddiversity;

2. Clearpolicyoncollaboration;atTUM,forexample,financialvolumefromuniversitybusiness collaboration has reached €140m per annum. This includes more than a thousandcontractsperyear;

3. Internationalcooperationisveryimportant;TUM participates in international networks, includingtheEuroTechuniversityalliance,andhasalsosetupbranchesoutsideEurope;

4. Humanresourcesareatthecoreofallacti-vities, similarly to businesses. Selecting the right people and employing a proportion of staff on non-permanent contracts to maintain flexibilityarekeyfactorsofsuccess;

5. Universities are not companies, but they can

stillactentrepreneuriallywhentheydefinetheirscientificcontentandagendainordertoachievethebestscientificperformance.

Panel Session 2: UNIVERSITY – INDUSTRY – SOCIETY PARTNERSHIPS: EXPLORING NEW MODELS OF COOPERATION

The second panel discussion explored newmodels of cooperation and sought to answer whether the knowledge base at universities and researchinstitutesissufficienttowarrantinnova-tion driven growth or, if we need new instruments andadifferenttoolboxforresearchandeducationto support societal development. Engagementwith business and community can lead universi-tiestocopebetterwiththecomplexityoftoday’ssocio-economic and cultural challenges.

Keynote Innovation Immersion Program

The keynote presentation was delivered by Mr Rob Valli Director of InnovationImmersion Program at theUniversity of Illinois. Mr Vallipresented the notion of ‘dif-ferentiating yourself’. Almost everybody is competing, but how does one differentiate oneself? The InnovationImmersionProgram(IIP)bringstogetherinterna-tional groups of students working virtually together tosolverealproblems.IIPseekstoenhancecol-laboration between global technology clusters by providing a platform for information, exchange,and engagement. The programme is funded by companies,andIIPstudentsworkininternationalteams to create innovative solutions for clients, culminating in an immersion trip and presentation to technological leaders in Sweden, Israel, andSingapore.

The program builds on the philosophy that no matter where you are located in the world, everybody wants to create something great. Peopleneedtofindwhatisrightforthem,insteadofwantingtoduplicateSiliconValley.

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a platform for universities and students and to engage in emerging technologies and ecosystems around the world.

Panel discussion

• Jean-Charles Guibert, Director of TechnologytransferatCEAandDirectorofMinatec

• CarlBennet,BoardChairman,GetingeGroup

• ErikPuura,VicePresidentTartuUniversity,En-trepreneurshipCentre

Mr Jean-Charles Guilbert introduced Grenoble and Minatec. Grenoble is one of the most inno-vative cities in Europe. The Grenoble area hastraditionally housed strong high-tech industries - a historical science park was built by the Lumière Brothers - and Minatec was established nearby.

The projects carried out by the students havemanyobjectives.Theinternationalstudentteamsprovide consultation for local and/or technolo-gical clients, supervised by an academic advisor. As a result, they gain international networking experience, internship opportunities and anunderstanding of notions such as ‘Technopre-neurship’ and ‘Clusternomics’. For example, in2013studentsworkedwithanITstartupcompanyinIsraelonaUSmarketentryproject.Sixmonthsaftertheproject,theCEOofthestartupmanagedtoraisemillionsinUSDinvestment.TheCEOnotonlyengagedthestudentsintheprojectbutalsoin the pitch he gave to the potential investors. Suchexposuretoreallifeproblems,andthereco-gnition of the importance of entrepreneurship on campus, provide the opportunity to better prepare students and to connect them with emerging clusters,ecosystemsandtechnologies.Inter-dis-ciplinarity is needed to create new companies and to solve global problems through innovation. A key partoftheIIPisbringingtogetherheterogeneousstudent groups and asking them to work together to solve real life problems. The collaborative work helps creating investment readiness potential in students. The programme’s vision is to create

TheInnovationImmersionProgram

(IIP)-R

obValli

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Minatec is an innovation campus with a focus on micro- and nanotechnologies. It combinesacademia, research and businesses on a jointcampus, moving a step beyond being an incubator. It isaone-stopshopforstudents, research,andindustry.Minatecislocatedinonesquarekilometreand provides space for teams from the Technical University of Grenoble, facilities for academic and CNRS (CentreNational de laRechercheScien-tifique) researchers, and ishome toCEA’sLETIelectronics laboratories and businesses, research and development laboratories and start-ups. There are buildings on campus dedicated to education, technology transfer, and many research labora-tories. The campus has a flow of around 4,000people daily, 1,000 students and 3,000 resear-chers.Investmentintheresearchfacilitiesoveraten year period has been €1.5 billion. The annual budget of Minatec is about €350million, out of whichindustrialcontractsaccountforover60percent. The outputs show that the campus results in more patents per researcher than anywhere else inFrance (300patentsayear). Inaddition,there are about 1,600 scientific publications, 10start-ups established, and over 400 Master’s and PhDstudentsgraduatingeveryyear.

Mr Carl Bennet stressed the importance of inno-vation and entrepreneurship. The global economy creates big markets for products and services, but also generates tough competition. The Getinge Group competes using its knowledge, therefore high quality in both education and research arebasic to survival. There is an increasing demand to provide better customer care for lower costs, and without innovation businesses cannot succeed. Furthermore, without innovation a company cannot grow. Bringing education and business together for societal benefit is highly important.They turn knowledge into innovation, knowledge that is generated in collaboration with training centres, research organisations and universities. Forexample,GetingeworkswithKTH,KarolinskaInstitute and Uppsala Hospital; further partnersinclude MIT, Fraunhofer Gesellschaft, FrankfurtUniversityHospitalandthePierreandMarieCurie

UniversityinFrance.Itiskeytosuccesstohaveanopenattitudeensuredbygoodquality,whichstarts with good education that is based on good research. The challenge for the future is to create a climate that is based on open collaboration between different parties. The ambition should not be investing in research for the universities, but rather the creation of a knowledge based economy.

Thefinalspeechinthepaneldebatewasdeliveredby Mr Erik Puura.MrPuuradrewattentiontofivekey points, which higher education institutions should consider in our fast changing world:

1. Access to information has changed and uni-versitiesdonothavemonopoly.Informationisavailablethroughothermeans;

2. Skills are becoming more important than diplomas;

3. There is a need for lifelong learning and for changing lifelong learning. Teaching materials have to be constantly updated, whichisabigchallenge;

4. Students are taking over with new ideas and projects,thataretrulyinter-,multi-andtrans-disciplinary. Universities can not change fast enough to understand what comes out of thesecollaborations;

5. Mobility - companies ask universities for in-formation about how the younger generation isbehavinginthejobmarket.Youngpeopleare so globally mobile that an important issue to be taken into consideration is the time they stay with one employer.

The University of Tartu has 17,000 students, itis responsible forhalf ofEstonian researchacti-vities and hosts half of the PhD students. The2014-2020 development plan of the University is based on four blocks:

Thefirstblockistheinternationalresearchuniver-sity: positioning the university in the world, in the region, in the country and in the town. The second blockaddresses teachingqualitywhich isbasedon research outcomes, and incorporates the need

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for continuous change. The third block is the entrepreneurial university. Tartu University was askedtoleadingthedevelopmentoftheEstonianHEIs towards an entrepreneurial ormore entre-preneurial approach. The fourth block refers to the development of a strategy with special regard to the institutional dimension. Recently, the univer-

sity formed a consortium on entrepreneurship and innovation ledby theFacultyofEconomics.Theconsortium provides basic courses to students andcontinuingstudents;devisesmorespecialisedcourses and carries out research on entrepre-neurship. The new programme will be available across the whole country.

UniversityofTartu:entrepreneurialuniversity-ErikPuura

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SESSION II: KNOWLEDGE CLUSTERS: THE DEVELOPMENT OF SUCCESSFUL INNOVATION ECOSYSTEMS

The prosperity of regional economies, ecosys-temsandEurope’scompetitivenessdependsincreasingly on the development of knowledge clusters, where a number of stakeholders such as knowledge institutions, companies, entre-preneurs, investors and talent are connected together and continuously interact to advance knowledge and innovation. Research and innovation activities at regional level often rely on the development of such clusters, which bring together universities, research centres, companies, regional authorities and other stake-holders.Clustersarecapableofcreatingdynamicenvironments, helping knowledge transfer and facilitating collaborations between regions and institutions that might otherwise never meet.

Panel session 1: HIGHLIGHTS FROM SUC-CESSFUL INOVATOIN MODELS IN ESPOO AND STOCKHOLM

The topic of this session was discussed through two panel sessions: ‘Highlights from successfulinnovationmodels inEspooandStockholm’and‘BuildingtheEindhovenknowledgecluster’.

Keynote: The Importance of Partnership between Universities and Local Stakeholders: Barcelona as a Successful Example.

Dr Eugenia Bieto, Director General of ESADE, began the panelsession with a keynote speech. Barcelona, with five millionpeople in the metropolitan area, is very international, innovative, open to the world and is increasingly becoming a hub for entrepreneurs. The city’s recent history started with the 1992 Olympic Games. Preparation for theGames improved the infras-tructure, but more importantly it made the citizens feel proud to be part of a community. The city understood that it had to become international and that this internationalisation could not be built justaroundmajoreventsbutthatsomethingnewneeded to be created. The solution was to focus on innovation. Barcelona embedded innovation-drivenleadershipcreating“Barcelonaasapeoplecity” throughopendata,sustainablecitygrowth,socialinnovation,allianceandbetterservices.In2013BarcelonawasnamedthefourthSmartCityinEurope: it became thehomeofMobileWorldCongress – the world’s biggest mobile techno-

KnowledgeClusters:TheDevelopmentofsuccessfulInnovationEcosystems-Barcelonaasasuccessfulexample-EugeniaBieto

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logy trade show. The 22@ Barcelona Districtprogramme converted empty railway yards into an innovation neighbourhood that is now home to 4,500 firms, thousands of housing units, 12R&Dtechnologyclusters,newspaceforstartups,links to more than ten universities and a home to Barcelona Activa, an incubator that by 2010 hadcreated1,700companiesand3,200jobs.InMarchthisyeartheEuropeanCommissionnamedBarcelona the European Capital of Innovation(“iCapital”). This prize was given based on theintroduction of new technologies to improve the qualityoflifeofcitizens.WhatmakesofiCapitalasustainable innovation ecosystem is:

• Place:goodEuropeanlocation,bythesea

• Privatesector:establishedcompaniesandstartups;

• Research and universities and all systems relatedtoinnovationandentrepreneurship(193researchandtechnologycentres;nineuniversi-ties;twotopbusinessschools).

Dr Bieto concluded that to be innovative a city needs to base its strategic vision on knowledge and innovation (from the public area), includepublic-private partnerships, encourage networks of universities and research centres and ensure the capacity to attract venture capital and create industry champions.

Panel discussion

• Margareta Norell Bergendahl, Vice President,KTH

• Tuula Antola, Director of Business Develop-ment,CityofEspoo

• UllaHamilton,ViceMayor,CityofStockholm

The panel speakers commented on Barcelona’s success. Professor Margareta Norell Bergen-dahl, theVicePresidentofKTH,wasimpressedwith Barcelona’s early decision to become inno-vative and with the mix of private and publicpartnerships. Ms Tuula Antola, Director of Business Development for the City of Espoo,was pleased to hear Barcelona’s long-term com-

mitment. Ms Ulla Hamilton, Vice Mayor of theCity of Stockholm, commented (with humour)that Barcelona is a tough competitor. This panel continued with the presentation of highlights from innovation models of Espoo (Finland) andStockholm.

KTHVicePresidentProfessor Margareta Norell Bergendahl introduced the concept of the entre-preneurial university using the example of KTH.An entrepreneurial university has to be populated by innovative people; it needs to train studentsand teachers to the best quality, making themwant tobeentrepreneurial and innovative;whilealso developing a fruitful ecosystem.

Professor Bengendahl told the audience aboutKTH’s strategic relations with such leadingSwedishmultinationalsasEricsson,Saab,Scaniaand Sandvik. The challenge they are addressing at the moment is how to become better at moving people fromuniversities tocompanies.KTHhasengaged a large number of professors and pro-fessionals from these companies, teaching the university to work with companies and creating relationships. Building local competence helps retain and attract companies, but the univer-

AnEntrepreneurialUniversity:theexampleofKTH MargaretaNorellBergendahl

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sity also fosters the local innovation ecosystem, along with other institutions such as Stockholm University and the city government – keepingeducation at the centre of this system. OpenLab is onesuchexample.Itisacentrewherestudents,educators and researchers from Karolinska Ins-titutet,KTH,StockholmUniversityandSödertörnUniversity are working on challenges faced by theCityofStockholm,StockholmCountyCounciland theStockholmCountyAdministrativeBoard.The goal is to produce proposals for solutions to complexsocial issuesinthisregionthroughnewinterdisciplinary collaboration between traditional knowledge areas. This initiative was sparked by long-term discussions between different partners about existing and future social challenges andhow to deal with them.

Ms Tuula Antola, Director of Business Develop-ment for theCity of Espoo, presented the city’sstory.Espoohasgrown tenfold in50years; it isthe second largest city in Finland and is part of the Helsinkimetropolitanarea.It isayoungcityandis liked by business start ups. The city strategy for 2013-2017iscalled“TheEspooStory”andisdrawnononepage.TopreparethisstrategytheCitytooka wide consultative approach: received 15,000 ideas through an open questionnaire; organisedopenevenings;engagedschoolchildrenasparti-cipants, and so on. Such an approach has really embracedthespiritofEspoo,whichisoneofopeninnovation and collaboration. One part of the story istheinnovationhubwhichislocatedintheEspoodistrictsofOtaniemi,KeilaniemiandTapiola.Thearea and its lively activities are well described by thenameInnovationGarden.ThecentreofInno-vation Garden is the T3 initiative, which derives from the Finnish words for science (tiede), art(taide)andtheeconomy(talous).TheT3initiativewas launched in2010andwasused inEspoo’sapplication for the iCapital award. Although theprizewenttoBarcelona,Espoowaspleasedtobeamongthesixfinalists(outof58applicants).

What makes the city innovative? The number of research centres is important but the synergy and interaction between people is even more important.

All actions need to be at the people-to-people level. This was probably Espoo’s major innova-tion. They did not tell themselves how brilliant they were but asked for testimonials including from the MayorofEindhoven,neighbouringcities,startupsand big corporations, medical doctors and artists, andallwhowantedtoparticipateinthisproject.

Ms Ulla Hamilton, Vice Mayor of the City ofStockholm, closed the session by describing how Stockholm is taking a role in the competitive in-ternational world by attracting talent and capital into its clustersof ICT, life sciences, clean tech,gamingandmusicetc.Itsvisionistobeaworldclass city by 2030. In order to be competitive asmall city like Stockholm has to cooperate with the region, business sector and universities. Such cooperation is already taking place.

1. Goodinfrastructureisinplace.ItwouldnotbeacityofICTandgamingifStockholmdidnothaveStokab–acity-ownedcompanysetup in 1994 with a mission to build a compe-titivelyneutralfibrenetworkforInternetandtelecommunications. Developed without any subsidiesitbenefitedthecity’seconomy.

2. TheElectrumFoundationwascommis-sionedbyrepresentativesoftheICTsector(Ericsson,IBM,Packetfront),arealestatecompany, the research institute Acreo, the KTHRoyalInstituteofTechnologyandtheStockholmMunicipality.Itsroleistostimulate

Espoo:agreatplacetogrow-TuulaAn

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growth and cooperation in research based and innovative growth companies in the ICTsector.Itstwowholly-ownedsubsidia-riesincludeKistaScienceCityandSTING(StockholmInnovationandGrowth).

3. OpenLabisagoodexamplehowchallenges,such as elderly care, can be addressed and howuniversitiescanhelpinfluenceday-to-day life in a city. These lead to service innovations.

4. The Open Stockholm Award is a good way of showing how to cooperate in developing good ideas for businesses and services. The purpose of the competition is to encourage the use of open data, and through this, create new ideas and solutions that are of interest to citizens,theCityofStockholmandtheregionfor the development of services and mobile applications.

5. StockholmRoyalSeaportInnovationisanarena for innovation, learning and collabo-ration on the theme of sustainable urban development–anarenathatbringstogethercompanies, academia and the city on various researchanddevelopmentprojectstohelpStockholm Royal Seaport meet its ambitious environmental and sustainability targets.

6. InnovationStockholmisacooperationbetween the city, universities, chambers of commerce,ElectrumFoundation,VinnovaandtheCountyboard.Itisahands-onactionprogramme with the goal for Stockholm to become the world’s most innovative economy by 2025.

7. StockholmLifeisaveryexcitingandnewlydeveloping cluster in Stockholm where the three areas of life sciences, clean tech and ICTarecombined.

Panel session 2: BUILDING THE EINDHOVEN KNOWLEDGE CLUSTER

Keynote The Role of Technology and Talent in an Interconnected World

The second panel session started with a keynote speech by Dr Sara Mazur,VicePresidentandHead of Ericsson Research.She pointed out that although a lot of comparisons during this University-Business Forum arebeingmadewithSiliconValley,we need to remember that the birthplace of 2G, 3G and 4G mobile technologies was not Silicon ValleybutStockholm.AKTHalumna,whoholds69 patents herself, she recounted Ericsson’srole in creating the four generations of the GSM standard.Althoughafairlyoldcompany(setupin1876),Ericssonhasbeenverysuccessfulworkingwithinnovation.Thisisoneofthemajorreasonswhy the company is still here.

Ericsson invests 14 per cent of the company’sturnover in R&D, which has resulted in over35,000 patents. The future brings untold changes inwhatthecompanyreferstoas“theNetworkedSociety.”Initsvision,Ericsson’stechnologieswillbeusednotjustforcommunicationsbutformis-sion-critical, business-critical and society-critical applications. Dr Mazur advised the audience to “keepthequalitylevelhighonthebasiclevelsofeducation,maths, physics and technology,” andto cooperate with companies all through society to make sure that research is relevant to society. By working with universities, industry can pinpoint issues andquestions that need to be answeredin the future, and which in some cases will make universities more innovative.

Cooperationbetweenindustryandresearchisattheheart of the regionaroundEindhoven,oftencalled Brainport. It has a unique environmentwhich fosters crucial cooperation and open inno-vation, is considered as one of the most promising, fastdevelopinghightechregionsinEurope,isa

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hotbed and breeding ground for innovation and home to world-class business, knowledge insti-tutes and research institutions.

Panel discussion

• HansvanDuijn,RektorMagnificus,TUEindhoven.

• EdgarvanLeest,StrategyManager,BrainportDevelopment.

• HansHofstraat,Vice-President,PhilipsResearch.

At the start of the second panel session Mr Edgar van Leest, Strategy Manager of Brainport Deve-lopment,highlightedthattheBrainportregion(andEindhoven in particular) has received numerousawardsandmentions.Forexample,itwasdescribedasthemostinventivecityaccordingtoOECDstatis-tics and the third most interesting place to invest by

the Financial Times, announced only a week before theForum.Itisalsooneofthemostinventivecitiesoftheworldwith22.6patentsregisteredper10,000capita. One of the reasons for such success is its ability to be adaptive and cooperative in order to be able to compete. The three pillars of the Dutch economyandsocietyarethethree ‘ports’:Airport(Amsterdam),Brainport (Eindhoven) andSeaport(Rotterdam).Althoughtheireco-systemhasalong-standing tradition and history, the debate about knowledge creation and business creation is still going on: the R&D expenditure is high (7.9 percent inSoutheastBrabant);and theregionhasacompetitive supply chain with companies located in Eindhoven becoming ‘head-to-tail’ companies(and second and third tier suppliers becomingmoreandmoreimportant).OpenInnovationplaysan important role in the region and helps in creating industriesforthefuture–“thelabisourworldandtheworldisourlab”.

From Brainport as a region the next speakermovedtheattentiontooneuniversity–TUEind-hoven(TU/e).Professor Hans van Duijn, Rektor MagnificusofTUEindhoven,commentedthatthegoals and tasks of TU/e have changed from the timeitwassetupin1944whentheNetherlandswas in terrible shape, engineering was a driving

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force and industry needed a technical school. Nowtheuniversity isembracing innovationandworking for society, industry and science. TU/e is a leader in the field of mechatronics; datascience isbecomingaflourishingfield;and theuniversity is taking a societal outlook working on issues of mobility, energy and health. As govern-ment policy is changing and public money is verydifficulttoget,TU/eisinteractingmoreandmorewith industry.TheCWTSLeidenRankingshows that TU/e scores very high on co-publica-tions with industry and on their impact. They also look at FP7/Horizon2020, and up to five yearsago they had technological roadmaps driven by industry. As an entrepreneurial university TU/e is very active: It runs incubators, gets involved inbusiness development and works together with industryandtheEIT.ForappliedresearchTU/estarted several research centres, such as the Data Science Centre (DSC/e). This centre will meetthe urgent need for knowledge and engineers in thefieldofdatascience.Twentyresearchfieldswill be clustered in this research institute to work together with industry in providing engineers with the necessary knowledge.

One of the most successful and prominent indus-trial players in the Brainport Eindhoven regionis Philips. Dr Hans Hofstraat, Vice PresidentofPhilipsResearch,startedhispresentationbycommenting that “It is good to learn fromeachother”. Open innovation is in Philips’ DNA: itis important to open up to the world in order to accelerate. It is a two-way operation. From theperspectiveoftheBrainportcluster,Philipsisco-located with several very relevant players and partners. The way they deliver their portfolio of

activities is based on identifying and focusing on societal challenges. For example, togetherwithTU/eandMaximaMedicalCentre,Philipsisad-dressing a flagship medical problem: what canyou do in case of critical early birth? To address this issue the partners built a programme together, with twenty people focusing not only on the child and the mother but also on the people who will be providing the care.

Peopleareimportant.Talent,andpeopleworkingtogether, are crucial. Philips needs experts inareas which are critical to the company and thus is interested in developing people who really know theirsubject.At thesame time theyneedpeople who are connectors and networkers. Inan ideal situation they need this in one person (which is usually not possible).Theyalsoneedpeoplewhoare ‘intrapreneurial’,whostick theirheads up inside the company. All these can be developed with the help of the entrepreneurial university. Ultimately it is all about entrepre-neurial passion, working together on a path to co-creation, accelerating interesting ideas and building prototypes to show things to the users.

The moderator invited the panel to comment on the previous presentations by naming Espoo,Barcelona and Stockholm as Brainport’s main competitors. The unanimous answer of the panel members was that these locations are partners rather than competitors. They are working togetherindifferentprojectsandprogrammesforexampleintheKICs,andthereisanongoingdis-cussion about building a strong cluster together to competeagainstChina, southEastAsiaetc.They are hoping that the European Commis-sion will make ongoing cooperation in Europe

BuildingtheEindhovenKnowledgecluster-EdgarvanLeest,HansvanDuijnandHansHofstraat

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smoother by eliminating or reducing some outs-tanding issues, e.g. mobility of students. Another point of the discussion highlighted the role of public sector involvement. There are different kindsofpolicy-makers:theregionalones,thenextdoor ones and the national ones. The Brainport Foundation for example acts as a board of theboards;and theyhavea long-term focusandaclearagenda.ThePanelconcludedwithadviceto the European Commission on how to makeuniversities more entrepreneurial:

1. ByrelaxingthecriteriathroughwhichEUlooks at the universities, i.e. citations, publi-cationsetc.,andintroduceotherindicators;

2. BydevelopingEurope’sappetiteandattitudetowardsrisk;

3. By removing all borders especially in heal-thcare(whereeveryyeareachcountryorregion has its own rules in healthcare and makingtheexportofproductsdifficult,evenwithinregions;

4. By stimulating interaction between industry (betweenestablishedandsmallcompanies).

ThePanelclearlyviewedtheUSAasarolemodel.ThereissomeriskaversioninEurope,whereintheUSA they dare to take the risk and go with it. This applies also to universities.

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SESSION III: MULTI-DISCIPLINARY AND MULTI-LAYER INNOVATION

“Social innovation is for the people and with the people. It is about solidarity and responsibility. It is good for society and it enhances society’s capacity to act.»-JoséManuelBarroso,Presidentof theEuropean Commission.4 With the EU currentlyengaged in a new growth strategy for a smart, sustainable and inclusive Europe by 2020,5 the social dimension of innovation is of growing impor-tance.Although theexactdefinitionof thesocialdimension remains elusive and is not always used consistently, it is a term which is more commonly occurring in addressing societal needs. The EuropeanCommissionhaspublishedaguide tosocialinnovationwhichprovidesaworkingdefini-tion: “Social innovationcanbedescribedasthedevelopment and implementation of new ideas (products, services and models) to meet socialneeds and create new social relationships or collaborations…”6 Therefore it is a powerful way of addressing some of the issues of accelerated economic growth, employment and wealth.

Panel session 1: KNOWLEDGE SOCIETY AND SOCIAL INNOVATION

Keynote The Role of Social Innovation

This session, moderated by Richard Hudson of Science Business kicked off with a keynote speech by Anna Smee, Director of Ventures attheYoung Foundation in theUK. At theYoungFoundation, theyusethenotionof ‘innovation totackleinequality’andworkwithSocialEnterprises.TherearemanydefinitionsofSocialEnterprisebutwithin theYoungFoundation there isa focusonbusinesses, which are performing a role of social goodbutarealsoself-sustainingfromafinancialperspective. Anna Smee’s role is to steer Social Enterprisesawayfromgrantsanddonationsandto help them to set up sustainable commercial bu-

Day Twosinesses.Togiveaflavourof thetypesof start ups supported and encou-raged by the Young Foundation,Anna Smee told the story of a young man called Joel, aged 12, from Inner London who needed extratuition at school. Joel found a univer-sity student who helped him, and from there they set up an organisation linking university students with children in his same situation called “TutorsUnited”.Thechallenge,whichheworkedontogetherwiththeYoungFoundation,washowto make the model financially sustainable.Witha diversified income base from the schools, theparents and also from housing associations, this model works and is a cost-effective way of getting children off the streets.

AnnaSmeesetoutfivepiecesofadviceforthoseworking with entrepreneurs:

• Be realistic: not everyone is an entrepreneur. Although it is very valuable to give open access to entrepreneurship training, only a minority are future entrepreneurs. Therefore the long term tailored support needs to be reserved for the few with the greatest potential. An issue is iden-tifyingthesefutureentrepreneurs;

• The process of creating entrepreneurs is not a short one. Those involved need to be prepared and committed but also know when to walk away. Thereisafiniteamountoffundingoutthereandif the money can be better used elsewhere, you need to have the strength to walk away and supportadifferentprojectwithgreaterpotential;

• The importance of partnering. This is very difficulttodoaloneandisalsoaprocess,whichgreatlybenefitsfromadiversesetofpartners.TheYoung Foundation teams upwith banks,socialinvestors,venturecapitalfirmsandalsowith children to get the right kind of partnership andsupportinplace;

4 europa.eu/rapid/press-release_SPEECH-11-190_en.pdf5 http://ec.europa.eu/europe2020/index_en.htm6 http://ec.europa.eu/regional_policy/sources/docgener/presenta/social_innovation/social_innovation_2013.pdf

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• Align theobjectivesof thewould-beentrepre-neur and the support organisation at the outset. Itisimportantthatbothsideshaveacommonunderstanding of the extent of the ambitionsand goals of the entrepreneur. Sometimes people forget to ask if the innovator is even interestedinrunningacompany;

• Tailor the support to the individual entrepreneur. All people are different and it is important to take time and analyse what the entrepreneurs really need and provide the correct support to make that happen.

Panel discussion

• Charlotte Rønhof, Vice President Confedera-tionofDanishIndustries,boardmemberINDEX

• Hannu Kauppinen, Head of Nokia ResearchCenter

• FaustoGiunchiglia,Chairmanof the board ofDirectors, Trento Rise

Social innovation is still a term which is used widely and interpreted differently. However thispanel session highlighted how social innovation can also bring together people to work together in multi disciplinary, multi stakeholder partnership.

Charlotte Rønhof introduced INDEX: Designto Improve Life®, a Danish non-profit organisa-tionwith a global reach. INDEX is about designto improve life, addressing the global challenges. It inspiresbyshowinghowpersonallivescanbeimprovedbydesign. It educatesbyusingglobalchallengesasalearningresource.Itengagesbyinvolving decision makers in investing in design. INDEXrunsanawardeverytwoyears,andin2013receivedmore than1000nominations.CharlotteRønhof presented some of themain challengesandthesolutionsofferedthroughINDEX.Intheareaofmobility, aproject on the smart highwayhas developed a paint for roads which lights up to warn drivers about bad weather conditions.

Another project is giving motorbikes to healthcare workers, recognising the need to adapt to the conditions of rural areas to access patients in a cultural relevant and sustainable way. Intheareaof food,aprojectcalledLepsis isusingstandard kitchen appliances to propose a way to grow grasshoppers for food, shifting protein intake from meat to grasshoppers. Finally in the area of lifestyle,RaspberryPi is a project providing lowcost computer power and an understanding of coding, to ensure the coding skills of future ge-nerations. Design is a crucial part of innovation, the two together can respond to the new grand challenges as design bring the user element to the fore;thereisgreatpotentialininnovationderivedfrom users. In looking to the future, CharlotteRønhofhighlightedtheissuesofmakingproduc-tionmoreefficientandhownewknowledgeaboutautomationprovidespartoftheanswer.Inmanu-

INDEX:D

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facturing, new standards are being set by design and this means that many different types of people needtoworktogether.Inconclusionthereisgreatpotential in innovation derived from the needs of theactualusers;technologyanddesigngohandinhand in the development of future solutions. The combination of research fields is important; andcollaboration between universities and companies has great potential. Finally, she introduced the conceptof‘respondability’aboutthecommitmentof those who believe to have an ability to respond and undertake action.

Hannu Kauppinen, Head of Nokia ResearchCentre, described technology collaboration inNokia. Nokia is 149 years old and is constantlyreinventing itself. The company is currently selling its mobile phone business to Microsoft and starting a new chapter. There will be three core areas of business in which to innovate: network infrastruc-ture and services, mapping and location services, advanced technologiesand licensing (tobeesta-blished in 2014). The company, even after thetransitionwillremainlargewith56,000employeesand€13billionrevenue.Nokiainvests20percentof its revenue in R&D. There is the ambition tobuild a technology licensing business through the new advanced technologies and licensing arm. This section of the company will use innovation, which has been developed through the devices andservicesofNokiaover the years, andbuildsonthefoundationof30,000patents.Nokiahasaglobal research network and works closely with universities in all of the locations, in many cases movingdirectlyontothecampus.ForexampletheOtaniemiOpenInnovationHouseislocatedontheAalto university campus and the building is shared not onlywith the university but alsowith theEITICTLabs.InFinlandinparticular,Nokiaiscollabo-ratingsignificantlywithSMEsaspartofitsrenewalprocess.Twoyearsago,atapointwhereNokialaidoff 20,000 people, the company started the Bridge programme to help those made redundant to set up their own companies. This has been very suc-cessful and 90 per cent of the companies set up throughtheprogrammearestilltrading.Collabora-

tionattheEUlevelisfocusedonthreeareaswhichwill continue underHorizon 2020.TheGrapheneFlagship,investmentin5GandEITICTLabswhereNokia isa foundingpartnerandacorepartner intheHelsinkinode.TheEITICTLabs involvementgives access to new service innovation. HannuKauppinenhighlightedtheimportanceofuniversi-ties as a source of education as well as research for Nokia, reflecting on the relationship betweenNokia and the entrepreneurial university. Manystudents have not had access to an entrepreneurial education.Nokia has launched theNokiaXChal-lenge, a $2.25 million global competition to identify and reward innovative technology in healthcare.

Fausto Giunchiglia, Chairman of the Board ofDirectors at Trento Rise, explored the notion ofsocial innovation as a means of creating social value, of addressing societal challenges and of using technology and innovation to improve qualityoflife.Focusingontheuseoftechnologyto improve quality of life, Fausto Giunchiglia in-troduced theworkof theEIT ICTLabs inTrentowhere they have introduced the slogan “ICT forqualityof life”. IntheTrentonodeof theEITICTLabstheyhaveidentifiedthemselvesasasmartcity which embeds an integrated holistic view of wellbeing, society and health. Instead of theknowledge triangle, the smart city uses the term “knowledgepyramid”withpeopleas theapexofthepyramid. Giving theexampleof tourism,hehighlighted the importance of the people-centric experience.TrentoRisemakesuseofbigdatatoenhancetheoverallexperience.In2013theUni-versity Olympic Games were held in Trentino and the work at Trento Rise helped athletes to manage all aspects of their lives during the games, and alsotomeasuretheir lifeexperiencesduringtheprocess. In conclusion, in order to make socialinnovation happen, people’s mindsets need to be changed and this process includes a component of education and understanding of the users’ needs. Crowdsource innovation is an importantstep forward, along with the need to fully unders-tandthenextgeneration.

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SESSION IV: INSPRING PATHWAYS FORM MOVING FORWARD

Keynote Innovation for Future Products, Technology and Environmental demands - A Challenge for Engineering

Harald Ludanek, Executive VicePresident and Head of Research

and development at Scania, gave a keynote speech on Innovationfor Future Products, Technologyand Environmental Demands - A

Challenge for Engineering EducationandResearchProgrammes.DrLudanek

presented the view from industry on the innova-tionprocess.Keypoints for future innovationarecooperation, teamwork and internationalisation. Commentingontheoveruseofthewordinnovation,Ludanek told that in its annual report Scania makes very fewreferences to innovation;nevertheless itdescribes the product-driven innovation processes in detail, which the company develops, based on customer demand. Once the customer demand is understood, then it will be simpler to devise the right solutions. Yet, innovation projects are becomingmorecomplexandcompaniesarecommittedtotryandreduce thesecomplexities throughteamwork

and by reducing bureaucracy. Looking at trends in mobilityHaraldLudanekhighlightedhow ICTcanbeused to createmore integrated, efficient, safeand sustainable transport systems.

Theachievementof this result requiresconside-rablecooperationbetweenICT,businessmodelsand legislation. Scania and KTH have a visionofaEuropeanCentre for IntegratedSustainableTransport Systems. Although this is a complexundertaking, the result will bear fruit.

AsacknowledgedbytheEuropeanCommission,ifEuropewantstobea leader in innovationandenterprise it must improve the dialogue between theeducationsectorandthemarketplace.Coope-ration between businesses and higher education institutionsencouragestheexchangeandsharingof knowledge, helps create long-term partnerships and opportunities and drives innovation. It alsohelps universities develop curricula that are relevant and meet the needs of individuals and society, equipping graduateswith the right skillsandmindsetsforthelabourmarket.However,coo-peration between stakeholders with such different backgrounds and aspirations is not always easy. To ensure that hurdles in the way of successful university-business cooperation are minimised, examplesofexistingcooperationareimportantto

InnovationforFutureProducts,TechnologyandEnvironmentaldemands:AChallengeforEngineering,EducationandResearchprogramsHaraldLudanek

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Inspirational presentations

• Hans Lindqvist, MSc student, KarolinskaInstitutet

• RomanVilimek,Project leaderUserResearchE-MobilityBMW

• DorisMessina,DirectorofMarketingandInno-vation, Banca Sella

• Luca Ferrarese, Director Online Bank, Banca Sella

• MikaelHedberg,CEOCentiveSolutions,MScstudentKTH

Mr Hans Lindqvist,aMScstudentatKarolinskaInstitutet,toldaninspiringstoryfromtheOpenLabinitiative. The Stockholm County Council chal-lenged a multi-disciplinary team of students from four universities. The team worked out a solution about how to face and solve an issue on elderly care. Working in an environment like the OpenLab helped the team to realise that they cannot rely on their competencies alone – but they need toconsult and interact together with other professio-nalsinordertofindasolution.

Moving from healthcare to mobility, Mr Roman Vilimek, Project LeaderUserResearchE-Mobi-lity at BMW, said that the e-car was a paradigm shift not only for customers but also for manu-facturers. BMW have understood that e-vehicles willonlysucceediftheymeetclientexpectations.

The decision was made to build a number of cars and engage with academic partners and users on learningprojects to test them.TheMiniEwasademonstration electric car developed as a conver-sionofitsMiniCoopercar.BMWdiduserresearch,sought direct contact with government bodies and worked with infrastructure developers. The Mini Ewasdeveloped for field trials anddeployed inseveral countries: 1,415 private customers and a hugenumberof fleetcustomersused these testvehicles. All the knowledge collected was used to improve the car as well as to offer mobility solutions.TheMiniEwas part ofBMWProject,which was followed in January 2012 by a similar trialwiththeBMWActiveE,andthelastphaseofprojectwasthedevelopmentoftheBMWi3urbanelectric car, that went into mass production in 2013.WhatBMWlearntfromthesejointprojectswas three things: 1. The need to reduce bureau-cracy in project applications and administrationprocesses;2.Theneedtoreduce‘time-to-market’intheEUprojects;and3.TheneedtostrengthentheroleofSMEs.

The third inspiring example came from a verydifferent and more traditional business: banking. Ms Doris Messina,DirectorofMarketingandIn-novation, and Mr Luca Ferrarese, Director Online Bank, presented Banca Sella, an Italian privatebanking group. Since its incorporation in 1886the main goal of the bank was to blend tradition and innovation. Along with the development of the so-called web 2.0 technologies, Banca Sella, throughSella.it,wasamongthefirstItalianbanksto develop its products and services following the suggestionsofcustomers,andamongthefirsttodevelopthepotentialofmobilebankinginItaly.In1997theywerefirsttolaunchonlineservicesandto become first e-commerce initiative inEurope.In1998theGroupsetupthefirstonlinebank.In2013theystartedSELLALAB–aR&Dlaboratoryand accelerator for local businesses and start-ups.It islocatedonthebanksoftheriverCervoBiellaonthesiteofanoldtextilefactoryandwooldistrict dating back to 1800. This area is an inno-vationpolewithafocusonbankingandfinancing

inspire the stakeholders who are still hesitant to makeasteptowardsthisexcitingfuture.

This session started with four examples of in-novative solutions, emphasising cooperation of university with industry and public sector, developed by students as well as by established industrial players.

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sectors. SELLALAB also offers support and co-working space where startups and professionals in thedigitalworldcanworkandexpand.Theyworkin collaboration with incubators, entrepreneurs, investors, institutionsanduniversities.Examplesof co-operation with universities include: a call fortalentintheiruniversitynetworkPolitecnicodiTorino,TheUniversitàCattolicadelSacroCuoreinMilaninordertolaunchcutting-edgeprojectsfortheGroup;R&Dprojects(forexamplewithTrentoRISE);involvementintheMaster’sprogrammeinmanagementand risk;andscholarships inengi-neering at the University of Trento. Banca Sella’s nextstepsareaboutworkingwithitsnetworkandimprovingtheknowledgeofcustomerexperienceandneeds,decreasingcomplexity,optimising itsvalue chain, and creating new offers for young people and new solutions for corporate customers.

Thefinal inspiringexampleof thedaycamefroma KTH student and CEO of Centive Solutions,Mr Mikael Hedberg. His company is developingvirtual reality 3D glasses which allow the user to walkaroundinsidetheir‘movie’.Theteamconsistsof people of four different nationalities with back-grounds in computer science, engineering and business. The process they have gone through so farhasbeenexciting:thisprojectstartedwhenthefounderwasastudent inParisanddidastudentproject (and explicitly decided to do it for them-selvesandnotalargecorporate).Theycreatedaprototype, won the title Best start up of Microsoft Imagine Cup 2012 in France, were accepted bytheKTHstudentincubatorStudentInc.forayear(where the Vinnova research grant helped toensurethecustomersatisfactionwiththeproduct)and after that moved to Aachen in Germany close totheTechnicalUniversityofAachen.MrHedbergcommented that the hardest part of the startup process predated the development of the business idea.HeblamesanattitudeinEuropetowarden-trepreneurship,anda focusonfinding jobs inbigcompanies.“Youdonotgetinspiredbytheselargecompaniesbecauseyouarejustoneemployeeandyoudonotfeelincentivestodoyourownthing.”Itisdifferent inSiliconValleywhereeveryone talks

aboutentrepreneurship.AccordingtoMrHedberg:“InSiliconValley, theentrepreneur isa rockstar,andinEurope,heisthecrazyguywiththecrazyideathatmayormaynotwork.”

Panel session: MOVING FORWARD

Keynote Building Bridges between Disciplines and Sectors

Before moving to the PanelSession to discuss the topic of moving forward, Professor Tuula Teeri, President of AaltoUniversity, delivered a keynote speech talking about building bridges between dis-ciplines and sectors. The results of the 2010 university reform in Finland showed that in spite ofexcellentuniversity-industrycollaborationsandlinks, Finnish research and innovation system was losing ground. When the new Universities Act(2010)extendedtheautonomyofuniversities,Aalto University was created by merging three major Helsinki universities in Technology, Art,DesignandEconomics/Business.Thisintroduceda big change to the university, as what it needed was to focus on and understand the customer. The idea is that if there isacombinedexcellenttechnology base then there is a need to learn more about customer needs and thoughts and move into design driven innovative business de-velopment. Aalto has gone through a big change process in the last five years. All improvementprojects are concentrating on excellence, trend-setting art, pioneering education etc.

There is much talk about innovation and economic growth but not enough about individuals. World-class standards require top talents. There is aneed to put more focus on people and less on institutions.Recruitment(alsoatuniversities)canbe reformed by including younger talent in career planning and by educating ‘game-changers’. AtAalto students are not perceived as customers but asco-creators.Themost importantobjectivesofAalto University are to develop and cultivate the passion-based, student-centric learning culture,

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aswellasthequalityofresearchandeducation.The three ‘factories’, spearhead projects ofAalto University – Media, Service and Designfactories–areservingasexperimentalplatforms,showrooms and sources of inspiration for all the parties involved.Forexample,DesignFactory isin essence a place where students, teachers, re-searchers and industry partners can interact under thesameroof.Itisverymotivatingforthestudentsto solve real life problems and the outcomes of this interaction and projects are very different;sometimes it is a new product in the company or anewproductidea;sometimesastudentstartsacompany based on the idea.

Looking into the future, Aalto wants to move the elements of the innovation triangle closer to each other where everything is integrated. The right impact can be achieved by integrating these acti-vities early on.

Thiskeynotespeechraisedanumberofquestions:isitimportanttobeexcellenttobeanentrepreneur?Excellenceisindeedneeded.ThekindofeducationofferedbyAaltomayseemtobemoreexpensivebut the whole educational scheme is changing. Universities cannot afford to have 700 studentsand one teacher any more but they can have studentsworkingingroupsinstead.Itisimportantto think how much to invest in different types of education. Has thismadeAaltomore creative inrecruitingstudents?Yes ithas.Theuniversitystillhas entrance exams, but the best students passand about 30 per cent come from outside Finland.

Panel discussion

• Mario Cervantes, Senior Economist OECD,Executive Secretary of theWorking Party onInnovationandTechnologyPolicy

• FinnKjærsdam,President,AalborgUniversity

• AxelPolack,GeneralPartner,TVMCapitalLiveScience

• LinnarViik,Partner,StrategyandInvestmentsMobi Solutions

The panellists started the discussion by commen-ting on the topics discussed during the Forum.

The knowledge triangle works when university and research get very close and become inter-connected. Once this is in place innovation starts happening. This does not mean that universities stay in the centre - the landscape is dynamic and ever changing. What is missing in the current knowledge triangle model are start-up companies. The big challenge for universities is to address the differentiated demands of small companies. Aalborg University applies problem-based learning in connecting education and business. Small companies can work with students without charge. Such collaboration helps to bridge the gap between education and the business world. This is especially important when remembering that not allrequest/problemscomefromlargecompanies–manyoftheprojectscomefromsmallcompanies.Mr Cervantes commented that perhaps it is notthat easy for small companies to work with uni-versities, but there is a need to create demand. The Stockholm City Council trying to solve reallife problems by engaging different stakeholders is one example. Dr Polack commented that asinvestors they do not have any contracts with the universities.Iftheyhaveaproblem,theylaunchachallenge(forwhichthefirmoffers€500,000).Theanswer usually does not come from the universi-tiesbutfromateamofPhDstudents.

When a Forum delegate commented that all these initiatives cost money, Dr Polack switched thetopic to venture capital funding, seldom mentioned during the Forum. In his opinion, a universitywanting to initiate interaction with companies needstolookintotheinteractionbetweenfinancialsupport, university and researchers. These three

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groups constantly interact with each other. It isnot thatdifficult to raisemoney tostartaprojectnowadays;theproblemscomelater.Forexample,in order to create a truly active biotechnology companyoneneedsUS$80-150mfunding.Ifoneis really determined to start such a company, it is important to think from the beginning where the follow-up money will come from. Lots of public money goes into start ups or very early stage but not into later stages. Europe cannot allowcompanies to be initially set up and then moved to the USA because there is not enough follow-up money in Europe. There is a strong and urgentneedtoconvincefinancialinstitutions(withsomebackup from political thinkers) that some of themoneyissetasideforinnovation.Inresponsetothispoint,MrCervantesnoted that it isnotonlyabout money: Europe does not have as muchmarket scale as the USA.

Inconclusion,thePanelmembersaddressedthetopic of the entrepreneurial university in the future. MrCervantescommented,fromtheOECDpers-pective, that universities are changing and need to adapt; furthermore they are becoming moreselective in their partnerships. For example uni-versities such as Oxford and Cambridge wereoriginally known for research but have since become known for ventures. Working with students onrealprojectsispromising,asitmakesiteasierto change the environment and the culture of the institutions. There is a global competition, what theOECDseesincreasinglyis‘awinnertakesall’approach. However, not somany of the world’suniversitiesareentrepreneurial.MrViikbelievedthatthefocusshouldbeonthosejobsthatalreadyexist.Mostcountrieshaveunemployment funds,but what about employment funds? There is a role foruniversitiesincontinuingeducationforthe60per cent of the workforce who will still be working or lookingforajob20yearsfromnow,inalandscapewhereentirelynewskillswillbeneeded.“Unem-ployment funds kick in when people lose jobs,”saidMrViik. “We should create an employmentfund to keep people in the employment market thatkicksinwhenpeoplelosejobs.”

Concluding remarks

The Forum closed with concluding remarks from Professor Ramon Wyss,VicePresidentInterna-tionalAffairsatKTH,andMr Peter Baur, Deputy HeadofUnitfromECEAC.

Professor Ramon Wyss noted that many systemic and societal aspects arose during the discussions and commented that society and everyone involved should think about societal innovation. Entrepreneurial universities playan important role here. He proposed to synthe-sise the forumconclusionsas ‘Humboldt2.0’asin principle 4 topics embodyHumboldt: (i) unityofeducationandresearch;(ii)pursuitoftruth;(iii)lifelonglearning;and(iv)academicfreedom.

Inaddition,hehighlightedthatinternationalisationhasbecomeacoreissueaswellasthequalityofenvironment as it has been proven that many good start-ups can emerge only in a good environment.

Mr Peter Baur thanked everyone for their attendance and the extremely interesting dis-cussions. He particularlycommented on the central role of people as key actors in innovation and on the crucial role of education and learning. Innovation is a people-driven process andeducation can help to make people more innova-tive. This is why higher education institutions are soinstrumentalinstrengtheningEurope’sinnova-tioncapacity.Howevertheycannotdothisalone;cooperation between the different stakeholders is essential. The presentations and discussions during this Forum illustrated how challenges, global and/or local, can be used to stimulate learning and entrepreneurial behaviour. Working on such challenges calls for interdisciplinarity and out-of-the-box thinking.MrBaur alsomentioneddemographicdevelopments inEurope, theneedfor life-long learning and the important role that

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Optional programme

StudyvisittotheEITICTlabsintheKistaScienceCityofStockholm.

Kista Science City is a creative melting pot inStockholm where companies, researchers and students collaborate in order to develop and grow. The foremost sector inKista is ICT (InformationandCommunicationTechnology).

EITICTLabsarefocusedon software engineering and IT services. Theconsortium’s primary nodes are in Berlin, Eindhoven, Helsinki,Paris, Stockholm andTrento.TheSwedishnode,withKTHasthemajorpartner in cooperation with SICS, Ericsson andTeliaSonera will be responsible for educational issues and for the area mobile communication.

TheSwedishnoderunsprojectswhichintegrateseducation, research and innovation in order to strengthen the local innovation system

higher education institutions can play here with the creationofnewpartnerships.Hisfinalremarkwasabout the concept of the entrepreneurial university andtheworktheCommissionwasundertakinginthisarea.HereferredtoHEInnovate,theself-as-sessment tool developed by the Commission incooperationwiththeOECD,whichaimstosupporthigher education institutions in their journeytowardsmoreentrepreneurialorganisations. Heinvited the participants to join the workshop onHEInnovate,organisedaftertheformalclosingofthe conference.

References:

• KTH news: http://www.kth.se/en/aktuellt/nyheter/education-seen-as-center-of-innova-tion-collaborations-1.465710

• ESNA article: “Report on the University-Busi-nessForum,Stockholm,18-20March2014”

• Blog: http://www.kth.se/blogs/pisi2014/

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Additional programme

After the conference, a workshop was organised around HEInnovate, an online self-assessmenttool for HEIs who wish to become more entre-preneurial. HEInnovate was developed by theEuropeanCommission,theOECDandagroupofsix independentexperts. Itwas launchedby theEuropean Commission on the 18th November2013, during a conference on «Innovation inHigherEducation»inBrussels.

HEInnovate a self-evaluation tool that helpsHEIs assessing themselves against a numberof statements of self-reflection related to theentrepreneurial nature of their higher education

environment across seven areas, including for example leadership and governance, pathwaysfor entrepreneurs or measuring the impact.

The 3-hour workshop was formed around facilitated group discussions, using the results of the completion of the self-assessment by the workshop participants prior to the workshop. Participantsengagedinthediscussionhighlightedthat the tool might be best used within an institution, by contrasting the views of different people occupying various positions. The self-assessment was developed at the right time since there is a growing demand for such an instrument both in Europe and in the USA (participantswere not aware of a similar tool existing in theUSA). The feedback provided on HEInnovatestressed the value of raising awareness around entrepreneurial education and of providing an overview and pointing out potential action areas for further development.

HEInnovateisavailableat:https://heinnovate.eu

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Appendices

DG Educationand Culture

Partnerships for Innovation andSocio-Economic Impact:

The Entrepreneurial UniversityStockholm, 19-20 March 2014

PROGRAMME

There is a wide recognition that innovation is key to economic growth and social progress. Successful solutions to societal challenges require the engagement of all types of stakeholders such as higher education institutions, companies, entrepreneurs and investors.

The prosperity of regional economies increasingly depends on the development of knowledge clusters, where a number of actors from different sectors and disciplines are connected together and continuously interact to advance knowledge and innovation. In each of these ecosystems, universities play a substantial role in creating new knowledge and in its dissemination to society. They contribute to the sustainability of innovation particularly through their graduates as well as with the flow of new knowledge.

The increased awareness of the role of universities for regional economic development and innovation, as well as for providing excellence in teaching and research, is one crucial driver for university and business cooperation. The current imperative to develop entrepreneurial capacity in Higher Education derives from the sector’s potential impact on the European Union’s ability to compete internationally and respond entrepreneurially (socially and economically) to both uncertainty and complexity induced by globalisation.

The university sector in turn is paying greater attention to its role in society and the need to contribute through education, knowledge creation and exchange with society. At the heart of this is the understanding that the universities contribute to innovation, jobs and growth.

The importance of education and training in meeting the many socio-economic, demographic, environmental and technological challenges facing Europe and its citizens today and in the years ahead has been recognised. Such recognition is also manifested in the Innovation Union Flagship Initiative of the Europe 2020 Strategy, which has listed a number of societal challenges Europe is facing and which, among others, calls for innovation partnerships and enhanced public-private collaboration to address these challenges.

The Nordic countries have been pioneers in developing national innovation strategies and building innovation-based economies. They score high on innovation index and entrepreneurship. This success has been largely attributed to the supply of highly trained graduates in R&D intensive sectors and the development of institutions that support knowledge exchange to sustain the innovation ecosystem. These high performances are linked to the interplay between large multinational companies, industrial policy, university education and research, and dynamic public sector organizations.

This University-Business Thematic Forum, organised by the European Commission in partnership with the Royal Institute of Technology (KTH), gathers representatives from the university and business world from relevant Nordic and Baltic, European and international organisations, public sector bodies and authorities as well as other stakeholders to discuss on how inter-sectoral and transnational partnerships can strengthen economic growth in Europe through the development of relevant innovation eco-systems.

March 1819.00 – 21.00 WELCOME RECEPTION Venue: Stockholm City Hall

Hantverkargatan 1, 111 52 Stockholm The welcome reception at the Stockholm City Hall is hosted by the City of Stockholm.

Welcome Speech, Margareta Björk, President of the Stockholm City Council - Registered guests only -

March 1908.00 – 09.00 REgISTRATIoN AND CoFFEE

09.00 – 09.40 WELCOME ADDRESS AND INTRODUCTION Peter gudmundson, President of the Royal Institute of Technology

OPENING SPEECHES Jan Truszczyński, Director general, Dg Education and Culture, European Commission Peter Honeth, State Secretary, Ministry of Education, Sweden

09.40 – 10.00 KEY NOTE SPEECH Sten Nordin, Mayor of Stockholm The Stockholm Innovation Systems – Working In Partnership for a Competitive Region

10.00 – 10.30 CoFFEE BREAK

10.30 – 13.00 SESSION I: PARTNERSHIP FOR GROWTH IN EUROPE Moderator: Pär Lager, CEo Anthon B Nilsen Utbildning AB

10.30 – 10.45 KEY NOTE Alexander von gabain, Chairman EIT Learning from The EIT: Driving Innovation through Ecosystems that Foster Entrepreneurship

PANEL SESSION 1: THE INNOVATION CHALLENGE AND OPPORTUNITY FOR EUROPE

Societal challenges are reflected in university education and research at national and European level. Challenge driven innovation offers opportunities to business academia collaboration that can give Europe a leading role. To assure sustainability and to move towards a circular economy will require new skills from tomorrow’s graduates. Universities need to integrate the concept of sustainability to larger extent into their curricula in order to satisfy the needs of society and to give Europe a cutting edge.

10.45 – 11.45 PANEL DISCUSSION: Charlotte Brogren, Director Vinnova, Swedish governmental Agency for Innovation Systems Markus Reuter, Director of Technology and Management, outotec Wolfgang Herrmann, President TUM, Technische Universität München

PANEL SESSION 2: UNIVERSITY – INDUSTRY – SOCIETY PARTNERSHIPS: EXPLORING NEW MODELS OF COOPERATION

Is the knowledge base at universities and research institutes sufficient to warrant innovation driven growth or do we need new instruments and a different tool box for research and education to support societal development? Engagement with business and the community can lead universities to better cope with the complexity of today’s socio-economic and cultural challenges?

11.45 – 12.00 KEY NOTE Rob Valli, University of Illinois, College of Business, Director Innovation Immersion Program Innovation Immersion Program

12.00 – 13.00 PANEL DISCUSSION: Jean-Charles guibert, Director of Tech Transfer of CEA & Director of MINATEC Carl Bennet, Board Chairman, getinge group Erik Puura, Vice President Tartu University, Entrepreneurship Center

13.00 – 14.30 LUNCH Plattan – Sing Sing

Lindstedtsv, 30

Selected start-ups from KIC InnoEnergy, Stockholm University and KTH as well as some posters about the KIC educational programs will be on display during the lunch break. Authors will be pleased to present their activities and achievements and to answer to questions.

14.30 – 17.00 SESSION II: KNOWLEDGE CLUSTERS: THE DEVELOPMENT OF SUCCESSFUL INNOVATION ECOSYSTEMS

Moderator: Pär Lager

14.30 – 14.45 KEY NOTE Eugenia Bieto, Director general ESADE The Importance of Partnership between Universities and Local Stakeholders: Barcelona as a

Successful Example

PANEL SESSION 1: HIGHLIGHTS FROM SUCCESSFUL INNOVATION MODELS IN ESPOO AND STOCKHOLM

The Nordic regions score high on innovation index and entrepreneurship. How does the interplay between universities and the public sector boost successful innovation ecosystems? The role of challenge based education, integrating societal problems into the curriculum is presented.

14.45 – 15.45 PANEL SESSION: Margareta Norell Bergendahl, Vice President KTH Tuula Antola, Director of Business Dev., City of Espoo Ulla Hamilton, Vice Mayor, City of Stockholm

15.45 – 16.00 KEY NOTE Sara Mazur, Vice President and Head of Ericsson Research The Role of Technology and Talent in an interconnected world

PANEL SESSION 2: BUILDING THE EINDHOVEN KNOWLEDGE CLUSTER The region around Eindhoven, sometimes called for Brainport is recognized as a top technology

breeding ground for innovation and home to world-class businesses, knowledge institutes and research institutions. The five focal sectors of Brainport Eindhoven region are High Tech Systems & Materials, Food, Automotive, Lifetec and Design. The panel will discuss how collaboration between university, industry and public sector can drive a world class innovation system.

16.00 – 17.00 PANEL SESSION: Hans van Duijn, Rektor Magnificus TUEindhoven Edgar van Leest, Strategy Manager, Brainport Development Hans Hofstraat, Vice-President, Philips Research

19.00 oFFICIAL DINNER Venue: Scandic Victoria Tower, KISTA

Arne Beurlings torg 3 A 164 40 Kista Stockholm

Thomas Andersson, CEo Electrum Foundation, Kista Science City A Short History from Green Fields to IT hub and the Role of the Electrum Foundation

OPTIONAL PROGRAMME

17.00 – 19.00 STUDY VISIT TO ICT LABS AND STING A bus transfer will be available for all participants to reach the study visit and the official

dinner venues.

EIT ICT LABS EIT ICT Labs is focused on software engineering and IT services. The Consortium’s primary nodes are

in Berlin, Eindhoven, Helsinski, Paris, Stockholm and Trento. The Swedish node, with KTH as the major partner in cooperation with SICS, Ericsson and TeliaSonera will, among other things, be responsible for educational issues and for the area mobile communication. The Swedish node run projects which integrates education, research and innovation in order to strengthen the local innovation system.

gunnar Landgren, Node Director EIT ICT Labs Stockholm

STING – STOCKHOLM INNOVATION & GROWTH With the support of industrial experienced business coaches, STINg contributes to the growth of new

Swedish technology companies and their competiveness on an international level. STINg business process is composed of five independent programmes: Startup, Business Lab, Business Accelerator, go global and go global Medtech. All the programmes focus on individual and international development of a business concept. The programmes are designed for entrepreneurs and innovators from academia, research institutes and from the business sector.

Pär Hedberg, CEo, STINg Stockholm Innovation and growth

March 20 08.30 – 10.00 SESSION III: MULTI-DISCIPLINARITY AND MULTI-LAYER INNOVATION Moderator: Richard Hudson, CEo Science Business

08.30 – 08.45 KEY NOTE Anna Smee, Director of Ventures, The Young Foundation The Role of Social Innovation

PANEL SESSION 1: KNOWLEDGE SOCIETY AND SOCIAL INNOVATION Innovation is moving from higher education and enterprises into societies. We speak of extended

enterprises, orchestrated innovation and the role of living labs. The result is a new dimension for university-business and public bodies cooperation, as well as new opportunities in university education.

08.45 – 09.45 PANEL SESSION: Charlotte Rønhof, Vice President Confederation of Danish Industries, boardmember INDEX Hannu Kauppinen, Head of Nokia Research Center Fausto giunchiglia, Chairman of the Board of Directors, Trento Rise

09.45 – 10.00 KEY NOTE Harald Ludanek, Executive Vice President and Head of Research and Development, Scania Innovation for Future Products, Technology and Environmental Demands - A Challenge for Engineering Education and Research Programs

10.00 – 10.30 CoFFEE BREAK

10.30 – 12.40 SESSION IV: INSPIRING PATHWAYS FOR MOVING FORWARD

Moderator: Richard Hudson

INSPIRATIONAL PRESENTATIONS Inspiring examples of innovative solutions, emphasizing the cooperation between universities

industry and the public sector.

10.30 – 11.20 Hans Lindqvist, Karolinska Institutet, MSc student Roman Vilimek, Project leader User Research E-Mobility BMW Doris Messina, Banca Sella Director of Marketing and Innovation; Luca Ferrarese, Banca Sella

Director online Bank Mikael Hedberg, CEo Centive Solutions, MSc student KTH

11.20 – 11.40 KEY NOTE

Tuula Teeri, President Aalto University Building Bridges Between Disciplines and Sectors

PANEL SESSION: MOVING FORWARD What are the hurdles that we need to remove to boost academic development and learning culture

within institutions and across Europe and how different stakeholders can engage, and improve their cooperation for a stronger impact on innovation and entrepreneurship.

11.40 – 12.40 PANEL SESSION: Mario Cervantes, senior economist oECD,Head of Country Study and outlook Division, Directorate of

Science and Technology Policy Finn Kjærsdam, President, Aalborg University Axel Polack, general Partner, TVM Capital Live Science Linnar Viik, Partner, Strategy and Investments Mobi Solutions

12.40 – 13.00 CONCLUDING REMARKS Lucia Langarica Recalde, Head of Unit C2, Dg Education and Culture, European Commission Ramon Wyss, Vice President International Affairs, KTH

13.00 – 14.00 LUNCH Plattan – Sing Sing

Lindsteddtsv, 30

ADDITIONAL PROGRAMME14.00 – 17.00 HEINNOVATE

Hand-on session for self-assessment addressed to Higher Education Institutions interested in measuring their performance as entrepreneurial institutions; in getting inspired by the best practices across European universities and in developing their entrepreneurial capabilities.

14:00 - 14:25 WELCOME AND INTRODUCTION Margnus Klofsten

14:30 - 16:45 FOUR BREAK OUT GROUPS group A: room F2 Lindstedtsvägen 28 group B: room F3 Lindstedtsvägen 28 group C: room Hjärne at KTHB (KTH Library) osquars backe 31 group D: room Rinman at KTHB (KTH Library) osquars backe 31

16:45 – 17:00 WRAP UP AND CONCLUSIONS

Afterwards NETWORKING DRINK

HOW ENTREPRENEURIAL is YOUR UNIVERSITY?HEInnovate is an online self-assessment tool addressed at higher education institutions interested in developing their entrepreneurial potential and capacities. HEInnovate gives access to tailored resources addressing that particular institution’s needs, based on the results of a self-assessment, thereby providing guidance on how to become a more entrepreneurial HEI.It is open to everyone and can be used as a formal or an informal exercise, by individuals, or at the faculty or the institutional level.

Developed in collaboration with the oECD and a panel of independent experts, HEInnovate lets individual HEIs carry out their own, independent self-assessment via the website. HEInnovate does not have any benchmarking or ranking functions. All data entered by users is, by default, confidential and accessible only to that user.

HEInnovate offers a holistic self-assessment in the form of a questionnaire divided into 7 key areas:

Leadership and governance

organisational Capacity, People and Incentives

Entrepreneurship development in teaching and learning

Pathways for entrepreneurs

University – business/external relationships for knowledge exchange

The Entrepreneurial University as an internationalised institution

Measuring the impact of the Entrepreneurial University

HEInnovate targets heads of faculty, lecturers, staff and administrators in higher education institutions.

During the workshop, guidelines will be given on how to make the best use of the tool. Experts will be on hand to help interpret the outcomes and exchange information on practices and areas for improvement. The workshop is also aimed at facilitating peer-learning and knowledge transfer and provide an opportunity for networking and creating partnerships between institutions.

Don’t forget to bring along your laptop or tablet

http://heinnovate.eu

CONFERENCE SPEAKERS

List

Tuula Antola, Director of Business Dev., City of Espoo

Carl Bennet, Board Chairman, Getinge Group

Eugenia Bieto, Director General, ESADE

Charlotte Brogren, Director Vinnova, Swedish Governmental Agency for Innovation Systems

Mario Cervantes, senior Economist, OECD

Adrienne Corboud, Vice President for Innovation and Technology Transfer, EPFL

Luca Ferrarese, Banca Sella Holding, Manager of Online Banking

Fausto Giunchiglia, Chairman of the Board of Directors, Trento Rise

Peter Gudmundson, KTH President

Jean-Charles Guibert, Director of tech transfer of CEA & Director of MINATEC

Ulla Hamilton, Vice Mayor, City of Stockholm

Mikael Hedberg, CEO Centive Solutions

Wolfgang Herrmann, President TUM, Technische Universität München

Hans Hofstraat, Vice President Philips Research

Peter Honeth, State Secretary, Ministry of Education, Sweden

Richard Hudson, CEO Science Business

Hannu Kauppinen, Head of Nokia Research Center

Finn Kjærsdam, President, Aalborg University

Pär Lager, CEO Anthon B Nilsen Utbildning AB

Hans Lindqvist, Karolinska Institutet

Harald Ludanek, Executive Vice President and Head of Research and Development, Scania

Sara Mazur, Vice President and Head of Ericsson Research

Doris Messina, Banca Sella Holding, Director of Marketing and Innovation

Sten Nordin, Mayor of stockholm

Margareta Norell Bergendahl, Vice President KTH

Axel Polack, General Partner, TVM Capital Live Science

Erik Puura, Vice President Tartu University, Entrepreneurship Center

Markus Reuter, Director of Technology and Management, Outotec

Charlotte Rønhof, Confederation of Danish Industries, INDEX:design to improve life and MADE

Anna Smee, Director of Ventures, The Young Foundation

Tuula Teeri, President Aalto University

Jan Truszczynski, Director Education and Culture (EAC), European Commission

Rob Valli, University of Illinois, College of Business, Director IBC & GCP

Hans van Duijn, Rektor Magnificus TUEindhoven

Edgar van Leest, Strategy Manager, Brainport Development

Alexander von Gabain, Chairman EIT

Linnar Viik, Partner, Strategy and Investments Mobi Solutions

Roman Vilimek, Project leader User Research E-Mobility, BMW Group

Ramon Wyss, Vice President International Affairs, KTH Director KTH Energy Platform

CONFERENCE SPEAKERS

Biographies

Tuula Antola

City of Espoo Director, Economic and Business Development

Tuula Antola is an engineer inspired by people and an enthusiastic gardener of Espoo Innovation Garden. She is an alumnus of the Aalto University (Master of Science in Engineering, 1994). She is an innovation activist with passion for entrepreneurship, innovativeness and creative destruction as the source for renewal. In her present job as Business and Economic Development Director at City of Espoo she focuses on developing enablers of growth for companies. Prior this job she has earlier career as a headhunter, a marketing director, an environmental management consultant and a founding partner of three

innovative startups (InnoSpa Consulting Ltd, Powerkiss Ltd, Kaipaus Finland Ltd). She is an author of book 'Innovatiivisuuden johtaminen' (Leadership for Innovativeness, in Finnish 2006) and a writer of several columns and articles related to creativity and innovativeness. Tuula is known as an inspiring Keynote Speaker and moderator of conferences and workshops (e.g. ISPIM 2013, Places 2012). also covered the role of Project Manager of important projects such as: start-up of the Contact Centre; launch of the new on line trading platform; launch of the new home banking platform.

Carl Bennet Carl Bennet AB Chairman & CEO

Previous positions: President and CEO of Getinge M.Sc. in Business Administration, University of Gothenburg. Honorary Doctor of Technology, Luleå University of Technology. Carl Bennet is the main shareholder and chairman of the listed company Getinge, the private industrial group Lifco and the listed company Elanders. Carl Bennet is also board member of L E Lundbergföretagen (investment company) and Holmen (forest and paper). Getinge Group is a leading global provider of products and services for operation rooms, intensive-care units, sterilization centres, elderly-care facilities and companies and institutions that are active in the Life Science area. In total Carl Bennet AB Group have annual sales of approximately SEK 35 billion and approximately 21 600 employees.

Eugenia Bieto ESADE Director General

Director General of ESADE since 2010 and an Associate Professor in ESADE’s Department of Strategy and General Management. She holds a PhD from ESADE-Ramon Llull University, a degree in Business and a Master in Business Administration from ESADE and the UPC Polytechnic of Catalonia. She has written and co-authored various articles, papers and book chapters on entrepreneurship and innovation. Among other positions held at ESADE, she has been Corporate Deputy Director General (2005-2010) and Founder Director of the ESADE Entrepreneurship Institute (1997-2008). She has also occupied executive positions related to business innovation and development in the Spanish regional administrations of Catalonia and

Valencia. She has collaborated with various companies and two Spanish regional administrations in developing an entrepreneurial business culture and setting up economic development and/or innovation programmes. Today she serves on the following boards: Executive Board of Ramon Llull University. Board of Consultants to the BBVA in Catalonia. Board of Trustees to European Federation for Management Development, (EFMD). Strategic Board to Community of European Management Schools (CEMS). International Advisory Board to HEC Paris, France. International Advisory Board to University of St. Gallen.

Charlotte Brogren

Swedish Governmental Agency for Innovation Systems, VINNOVA

Director General

Charlotte Brogren joined VINNOVA as Director General on 1 September 2009. Before joining VINNOVA she worked for 15 years for the global electrical company ABB in various management positions within research & development, most recently, as Technology Manager for ABB’s Robotics Division. She has a PhD in Chemical Engineering from the University of Lund. Charlotte Brogren is a chairman of the board of the Swedish Industrial Development Found and holds several other board positions. Since 2005 she is a member of the Royal Swedish Academy of Engineering Sciences and since 2011 is a member of the council board of the International Electrotechnical Commission.

Mario Cervantes OECD Senior Economist

Mario Cervantes is senior economist at the OECD. He is the Executive Secretary of the OECD Working Party on Innovation and Technology Policy (TIP) which brings together policy makers from 34 member countries as well as the BRICs. In this position and with 20 years’ experience in science, technology and innovation policy, Mr. Cervantes helps national governments and innovation agencies develop better public policies for science, technology and innovation. He has written and lectured on patenting and licensing at universities, tax credits for business R&D, open innovation, the globalisation of R&D, demand-side innovation policies and smart specialisation. Current activities include work on open science, strategic public-private partnerships in

STI, and transitioning large socio-technological systems onto more sustainable paths. A graduate of Columbia University, the University of California at Santa Barbara and the Institut d' Etudes Politiques de Paris (Sciences Po), Mr. Cervantes has also studied at the Berkman Center for Internet and Society, Harvard Law School and was a Sloan Fellow in public policy at Princeton University’s Woodrow Wilson School of Public and International Affairs. Prior to joining OECD, Mr. Cervantes worked as a telecommunications policy researcher at the Columbia Institute for Tele-Information (C.I.T.I) at the Graduate School of Business, Columbia University, New York.

Adrienne Corboud

EPFL Vice President for Innovation and Technology

Adrienne Corboud was a researcher, teacher and consultant in the field of media and information technology policy with a variety of institutions (University of Fribourg, DAMS Bologna, CNRS Paris, McGill University, Montreal) for several years. In 1996 she joined the PTT in the management team of Radiocom (Radio.TV, Mobile) in charge of New Business Development and the international market. The PTT then became Swisscom, and Adrienne Corboud held various positions, particularly in the development of multimedia activities from 1997 to 2000. She then became Director of Product Marketing in Radio Broadcasting Services. In November 2000, she joined the Kudelski Group as Corporate Secretary. In January 2004, she was appointed Executive Vice President in charge of Business Development. As head of Business Development, she managed a

number of company and asset acquisition projects. As part of internal development projects, Adrienne Corboud has handled as from 2005, the launch and management of the Mobile TV activity, and of the Abilis start-up company. Since September 2008, she is Vice President for Innovation and Technology Transfer at the EPFL with the responsibilities to develop the Innovation Campus, the Science Park and the industrial partners.

Luca Ferrarese Banca Sella Holding Manager of Online Banking

Luca Ferrarese obtained a degree in Economics and after took a position of a bank clerk in several retail branches of Banca Sella S.p.A. In 2000 he started his internet customer development activity of inside Gruppo Banca Sella. He also covered the role of Customer care Manager and was in charge of the contact center start-up. In 2001 he took a position of Online Trading Manager and in 2006 of Online Banking Manager (responsibility on the whole on line business). From 2008 to 2012 Luca Ferrarese was a Commercial Manager in the Retail Division (responsibility of Retail Customers). Since 2013 he was an Online Banking Manager (responsibility on the “click & brick” model). Over the

last 15 years he also covered the role of Project Manager of important projects such as: start-up of the Contact Centre; launch of the new on line trading platform; launch of the new home banking platform.

Fausto Giunchiglia Trento Rise Chairman of the Board of Directors

Professor of Computer Science, University of Trento President and Chairman of the Board of Directors of Trento Rise, the Italian Academic core partner of the KIC EIT ICT Labs. ECCAI fellow, member of Academia Europaea, Fausto Giunchiglia has covered all the spectrum from theory to technology transfer and innovation. Some relevant roles: Vice-rector at the University of Trento (1997-2004); member of the committee for the strategic planning for eSociety of Trentino (2003, 2009); BoD member of the agency for the development of Trentino (2001-2004); Member of the Panel "Computer Science and Informatics" of the European Research Council (ERC), "ERC Advanced Grants" (2008 – 2013), Chair of the International Advisory board of the Scottish Informatics and Strategic Informatics and Computer Science Alliance (SICSA) of the 10 Scottish Universities; Coordinator

of the task-force in charge of the definition of the Italian National Research Program in ICT; Scientific Coordinator of the Italian Platform for the Future Internet, sponsored by the Italian Industrial Association and the Ministry of Research. Co-founder and first president of GraphiTech, a member of the IniGraphicsNet foundation (2002 – 2005). Fausto Giunchiglia studied or held positions at the Universities of Genoa, Stanford, Edinburgh. More than 40 invited talks in international events; chair of more than 10 international events, among them: ODBASE 2008, IJCAI 2005, Mobiquitous 2004, Context 2003, AOSE 2002, Coopis 2001, KR&R 2000, FLOC 1999; editor or editorial board member of around 10 journals, among them: Journal of Autonomous Agents and Multi-agent Systems, Journal of applied non Classical Logics, Journal of Software Tools for Technology Transfer, Journal of Artificial Intelligence Research. He held the following roles in scientific organizations: member of the IJCAI Board of Trustees (01-11), President of IJCAI (05-07), President of KR, Inc. (02-04), Advisory Board member of KR, Inc., Steering Committee of the CONTEXT conference

Peter Gudmundson

Royal Institute of Technology (KTH) President

Peter Gudmundson took up his appointment as President of the Royal Institute of Technology (KTH) in November 2007. He has a Master of Science degree in Engineering Physics and a doctoral degree in Solid Mechanics, both from KTH. Between 1993 and 2005 he led the work of the Department of Solid Mechanics at KTH. During this period the Department built up research into biomechanics and developed new cooperation with the paper industry. For four years Professor Gudmundson worked as a researcher at Brown Boveri in Switzerland followed by another four year period as a consultant at a smaller scale consultancy company in Vaxholm during the 1980s. The period 1989–1993 was spent as CEO of the Swedish Institute of Composites in Piteå. He is a member of the Royal Swedish Academy of Engineering Sciences (IVA).

Jean-Charles Guibert Technology Transfer of CEA MINATEC

Director

Jean-Charles Guibert graduated in 1981 from Languedoc University “Institut des Sciences de l’Ingénieur de Montpellier” in Materials science and then in 1983 from Strasbourg University “Ecole d’Application des Hauts Polymères” in Polymer science. In the 80’s and 90’s, Jean-Charles Guibert was actively involved in managing the development of lithographic activities and microelectronics program at CEA-Leti, the Europe’s largest microelectronics research centre. In 2000, as deputy manager of CEA-Leti in charge of strategic marketing and international

partnership development, he took an active role in the development of the MINATEC, one of the largest world-wide innovation campus in Micro-Nano-Bio Technologies. In October 2004, Jean-Charles Guibert was appointed Director for the Technology Transfer and Commercialization activities of CEA, a leading technological research organisation in Europe (15.000 staff, 3.3 B€ annual budget). This on-going responsibility covers strategic marketing, contracts, intellectual property and start-up creation. In addition, Jean-Charles Guibert was elected as Director of MINATEC in June 2008 by the steering committee. His task is to foster cross-exchanges between the different institutions within Minatec and to develop an international vision and recognition. Jean-Charles Guibert is an expert for the European commission and national authorities for innovation activities and micro and nanotechnologies (France, UK, Canada, Brazil among others) and at the international advisory board of NIMS in Japan. He is also at the board of different companies and non-profit organisations related to technology transfer activities (Minatec enterprises, CEA-Investment, EMERTEC, incubator GRAIN2, post-incubator PETALE, Rhone-Alpes regional agency for innovation,…). Jean-Charles Guibert is knight of the French National Order of Merit for his activity in research and Doctor Honoris Causa of INRS - Universite of Quebec / Canada.

Ulla Hamilton City of Stockholm Vice Mayor

Ulla Hamilton is Vice Mayor for enterprise, traffic and labor market for the City of Stockholm and has an extensive background in politics as well as private sector. She has been a member of Stockholm City Council since 1995 and a member of the Council of Mayors since 2006. She is a former Vice Mayor for environment and traffic and for environment and real estate. Ulla Hamilton is also a former member of the Local Government Councils of Uppsala and Lund. She worked as a political expert at former Prime Minister Carl Bildt’s chancellery from 1991 to 1994, and she was a consultant in public relations and public administration from 1995 to 1999. Before becoming Vice Mayor she was Communication Manager at Svenskt Näringsliv (Confederation of Swedish Enterprise). She holds a BA in Law from Uppsala University.

Mikael Hedberg Centive Solutions CEO & Co-Founder

Mikael Hedberg obtained a Bachelor degree in Engineering Physics and soon will present his Master thesis project in Machine Learning at the Royal Institute of Technology (KTH). He won the first place of Microsoft's Imagine Cup, France: Best start up, 10 000 participants in 6 categories and the first place of Challenge Project, ECP, France: 3D Interaction.

Wolfgang A. Herrmann

Technische Universität München (TUM) President

Wolfgang A. Herrmann studied chemistry at TUM. After obtaining his doctorate and postdoctoral teaching qualification at the University of Regensburg and following a research fellowship in the USA, he was appointed professor, first at the University of Regensburg and later at the University of Frankfurt. In 1985 he took over the TUM Chair of Inorganic Chemistry from Professor Ernst Otto Fischer. His awards include the Leibniz Prize (1987) and the Max Planck Research Prize (1991). He is one of the most highly cited German chemists (ISI) with 736 scientific publications and around 80 patents. Since 1995, Wolfgang A. Herrmann has been President of Technische

Universität München (TUM). He has been a leading light in the development of TUM’s forward-thinking entrepreneurial university strategy. His efforts paid off in 2006 and 2012, when TUM was one of a small number of universities singled out under the German Excellence Initiative. Several of TUM’s reforms have had a trend-setting effect in the German higher education space. The TUM President has received twelve honorary doctorates from German and international universities. His many awards include the Bavarian Order of Merit in 2007, the Bavarian Maximilian Order for Science and Art in 2012, the titles “University Manager of the Year” (Center for Higher Education / Financial Times Deutschland, 2009), and “President of the Year” (German Association of University Professors and Lecturers, 2012).

Hans Hofstraat Philips Research Vice President

Hans Hofstraat at present is responsible for Healthcare Strategic Partnerships in Philips Research worldwide, actively driving the Open Innovation approach to Philips’ Healthcare research program. He is a member of the Philips Research Healthcare Program Board, and directs programs in several Innovation Areas. Prior to joining Philips he was a senior research scientist at Akzo Nobel Central Research in Arnhem, the Netherlands, and conducted marine environmental research, in the laboratory of the Dutch Government’s Public Works Department in Rijswijk, The Netherlands. He completed his thesis (Free University, Amsterdam; awarded by Royal Dutch Shell prize) and post-doctoral work (Eidgenössische Technische Hochschule, Zürich, Switzerland) on low-temperature high-resolution luminescence

spectroscopy. Next to his work at Philips he holds several positions in (inter)national advisory bodies. Amongst others he is Member of the Dutch Advisory Council on Health Research (RGO), Initiator and Chairman of the Advisory Board of the Center for Translational Molecular Medicine, a Dutch-based public-private partnership, and Co-Chair of the Taskforce Roadmap Homecare and Self-Management of the Topsector Life Sciences & Health. Hofstraat authored over 190 publications with an h-index of 37 (Google Scholar). He holds 10 granted US patents, and a total of over 80 patent (application)s in various countries from 25 patent families in various fields.

Peter Honeth Ministry of Education, Sweden State Secretary

Peter Honeth is State Secretary at the Ministry of Education of Sweden since 2007. He is a politically appointed senior civil servant in the Government Offices who works directly under the Head of the Ministry or some other minister. Leads work in the ministry, responsible for planning and coordination. He studied Law at Stockholm University and obtained Master of Science degree in Law in 1975. In 1978 he took a position of Committee Secretary at the Ministry of Education. In 1979 he was appointed Desk Officer and between 1983 and 1990 was Director at the Ministry of Education. From 1990 to 2006 Peter Honeth was taking a position of University Director at Lund University.

Richard Hudson Science Business CEO & Editor

Rich has been a leading science and technology journalist in Europe for 30 years. Since 2005 he has been CEO and Editor of London- and Brussels-based Science Business Publishing Ltd., a media and communications company focused on research and innovation in Europe. He is also President of the Science|Business Innovation Board AISBL, a not-for-profit ‘think tank’ on innovation policy. Previously, he was with the Wall Street Journal for 25 years, as reporter, technology editor and, from 1997 to 2003, managing editor of the European edition. He is co-author of a book, now in 11 languages, on “fractal” analysis of financial markets with famed Yale/IBM mathematician Benoit Mandelbrot: The (mis)Behavior of Markets: A fractal view of risk, ruin & reward.” Professional memberships include Vice-Chair of the Programme Committee for Euroscience Open Forum 2014, and chair of the communications subcommittee for the European Commission’s Expert Advisory Group on “Innovation in SMEs.”

He is a graduate of Harvard College, a former Knight Fellow at MIT, and lives in Brussels.

Hannu Kauppinen Nokia Research Center Head

Dr. Hannu Kauppinen is currently holding the position of Vice President, Head of Nokia Research Center. He is responsible for the long term technology development in Nokia. Hannu Kauppinen has a strong track record in bringing research innovations to products. Hannu Kauppinen joined Nokia Research Center in 1997 and since then held leadership positions in Nokia’s wireless research. He has contributed to and overseen research in cognitive radio systems, cellular systems, wireless local connectivity, networking technologies, software defined radios, RF and antenna design, as well as sensing and positioning radios. During 2007-2008 and 2010-2011 Hannu Kauppinen was the Director of the Radio Systems Laboratory in Nokia Research Center. He was responsible for the research for 3GPP and IEEE radio standards as well as the research for cognitive and sensor radios to ensure

innovativeness and competitiveness of wireless communication solutions in Nokia’s products. Hannu Kauppinen holds a PhD degree in Physics from the Helsinki University of Technology (1997) and an Executive MBA from the Helsinki School of Economics (2007).

Finn Kjærsdam Aalborg University, Denmark President

Finn Kjaersdam is a professor in Urban Planning, where he has done research on the implementation of plans and the history of urban planning. This was followed by a position as dean of Engineering and Science for 17 years and Rector at Aalborg University for the last 9 years. During these 25 years, he has been devoted to the development and implementation of Problem Based Learning at Aalborg University, first in the education of engineers and later in all the educations at Aalborg University. To support the implementation of PBL at Aalborg University he have worked on the training of professors as supervisors, the physical layout of the university, the students examinations and the relations to business and public institutions. Also conflicts with the government and parliament have been a part of the implementation of PBL.

Finn Kjaersdam is board member of European Consortium of Innovative Universities, Confucius Institute for Innovation and Learning, International Society of City and Regional Planners, Association of European Schools of Planning, and the Danish Fulbright Commision. He holds a Gold Badge of Honour from UNESCO International Center for Engineering Education and the Jury Gagarin Memory Medal.

Pär Lager Anton B Nielsen Utbildning AB CEO

Pär Lager is CEO of Anthon B Nielsen Utbildning AB, a holding company that offers training for professional development to individuals, organizations and businesses. Previously he held positions of Manager Business Intelligence & Corporate Strategy at Svenska Spel AB, Political Advisor at Department of Education, Swedish Government, Vice President of Business Development at Sifo Group AB and CEO & Head of School at Berghs School of Communication. Pär Lager is a chairman at Berghs School Of Communication and MedLearn Group AB and a member of the board at Plan International and Swedish-Finnish Cultural Foundation. He holds a Master of Science degree in Political Science from Stockholm and Uppsala University

Hans Lindqvist Karolinska Institutet MSc student

Harald Ludanek Scania Executive Vice President, Head of Research

and Development.

Harald Ludanek joined Scania in 2012. After graduation, Dr.-Ing, Harald joined Volkswagen AG, where he held various positions. He has also worked at Skoda Auto MIBol/CZ. Before he joined Scania he was Head of Vehicle Development at Volkswagen AG. Harald Ludanek was appointed Executive Vice President and Head of Research and Development.

Sara Mazur Ericsson Vice President and Head of Research

Sara Mazur is Vice President and Head of Research at Ericsson. Prior to taking up this position, Mazur was Head of System Management within Ericsson’s Business Unit Networks, focusing on unit-wide technology and research coordination and strategic management of technologies, a post she held since 2007. Mazur has worked throughout her career on advanced technology to strengthen Ericsson’s technical excellence. She started at Ericsson Research in 1995 and has since held many management positions in the group that have kept her very close to the development of the telecommunications industry. Mazur holds a Master’s degree in science and a Ph.D. in Electrical Engineering from the Royal Institute of Technology (KTH) in Sweden. She

is also an appointed Docent in Fusion Plasma Physics in the same institute. Mazur is the inventor of 69 granted patents and has authored several journal articles in international physics journals and conference papers on international conferences. She is the co-author of the book Handbook of antennas in wireless communication. She maintains close ties with several universities and is a member of the strategic advisory board of the School of Electrical Engineering in KTH and member of Royal Swedish Academy of Engineering Sciences (IVA) on Education and Research

Doris Messina

Banca Sella Holding Director of Marketing and Innovation

Doris Messina holds a position of Director of Marketing and programme manager of innovation development in the Customer-Bank dialogue, Banca Sella Holding since 2010. Previously she was Director of Marketing and Commercial Organization, Banca Sella Holding in 2009. She was involved in review of the sales model and of organizational services for the distribution network, design of a new branch model, introduction of a portfolio approach and design of a technical solution for Customers through the use of innovative tools. Earlier in 2004 Doris Messina held a position of Director of Marketing and Direct Channels, Banca Sella Holding working with launch of the Sella.it brand, which includes the whole of Banca Sella’s online services. In 1998 she was Head of the Web-marketing Area, Banca Sella involved in launch of the first online current account in Italy and first trading online transaction in Italy. From 1996

to 1997 she was Programme Manager in European Educational Projects– Didael S.r.l – Milano (Italy).

Sten Nordin City of Stockholm Mayor

Sten Nordin is a Swedish politician of the Moderate Party. He was

a member of the Riksdag until 2008. In late April 2008, he was elected

Stockholm’s Commissioner of Finance (Swedish: Finansborgarråd), which also

gave him the title of Mayor of Stockholm.

Margareta Norell Bergendahl

Royal Institute of Technology, KTH Vice President

Margareta Norell Bergendahl is professor of Integrated product development and Vice President at KTH responsible for strategic collaboration with industry and society. Previously she held positions of Deputy President of KTH, Professor at KTH and NTNU, Industrial employments, Investigator for the Ministry of Education, Several board commissions in funding bodies, companies and academic organizations, Member and Board Member of the Royal Swedish Academy of Engineering Sciences. Margareta Norell Bergendahl obtained her PhD in Engineering at KTH. She is a member of Advisory board and former Management board of the International Design Society.

Axel Polack TVM Capital General Partner

Dr. Axel Polack joined TVM Capital in 2000. As an investment manager he is in charge of investments in project-focused companies as well as traditional venture capital investments. Dr. Polack’s expertise is based upon scientific training in various disciplines, broad understanding of the drug development process (molecular and translational medicine) as well as commercial experience resulting from his strategic and operational responsibilities as a board member as well as a member of management in various startup companies . Additionally to his entrepreneurial capacity within the portfolio and company management he is focusing on sourcing and assessment of new investment opportunities. Dr. Polack is a member of the Board of Directors of Noxxon Pharma AG (Berlin, Germany), Invendo Medical (Kissing, Germany, f-

star (Vienna, Austria) and Probiodrug AG (Halle, Germany). Before joining TVM Capital, Dr. Polack was General Manager of Innovative Technologies Neuherberg GmbH (ITN – now known as Ascenion). Ascenion acts as a marketing partner to research institutions of the Helmholtz-Gemeinschaft, for example, GSF – National Research Center for Environment and Health GmbH, which licenses patents and fosters start-up companies. In the eight years prior to Ascenion, Dr. Polack was the deputy head of the GSF – Institute of Clinical Molecular Biology. He holds a doctorate summa cum laude in medicine from the University of Freiburg and a Second Thesis (postdoctoral lecture qualification “Habilitation”) in the field of virology. Dr. Polack is also a member of the Governance Committee of Systems Biology Ireland (SBI) and a member of the supervisory board of the “Vakzine Projekt Management GmbH”. Dr. Polack’s doctoral thesis was honored with the Goedecke Research prize for outstanding fundamental research in medicine. In 1995 he was appointed assistant professor/private lecturer (“PD”) by the Ludwig-Maximilian-University in Munich. Since 1984 he has co-authored more than 50 publications in peer review journals.

Erik Puura University of Tartu, Estonia Vice President

Erik Puura obtained his Ph.D. in Chemical Engineering at the Royal Institute of Technology (KTH), Sweden. From 1998 to 1999 he was a Guest Researcher at the Department of Chemical Engineering, KTH. In 1999 he became a Researcher and Head of the Industrial Liaison Unit at the University of Tartu, Estonia. Between 2001 and 2003 he was a National Detached Expert at JRC Institute for Environment and Sustainability, Ispra, Italy. A Vice Director of the Institute of Technology, University of Tartu between 2003 and 2007. From 2007 to 2012 he held a position of Director of the Institute of Technology, University of Tartu. Participant in ‘Uppsala round table’ together with UUAB and Uppsala University Innovation. Centre, University College London Business and Edinburgh Research and Innovation

Markus A. Reuter

Outotec Oyj Finland Director of Technology and Management

Markus A. Reuter is a Director of Technology and Management at Outotec Oyj Finland and previously Chief Executive Technologist Outotec-Ausmelt since 2006. He worked for Mintek (leading furnace control group) and Anglo American Corporation (gold and flotation) in South Africa. Adjunct Professor at Aalto University, Finland since 2012. Professor & Professorial Fellow at the University of Melbourne, Australia since 2005 as well as Guest Professor at the Central South University in China since 2012. Professor at TU Delft, Netherlands as well as Emeritus 1996-2012 and Adjunct Professor at University of Stellenbosch (1999-2007). Supervised (and

co-supervised) 22 PhD and 105 Master students. Markus A. Reuter holds a Doctoral degree in Engineering from Stellenbosch University, South Africa, a Dr. habil. degree from RWTH Aachen, Germany, and a PhD degree from the University of Stellenbosch, South Africa. He has over 390 publications in books, encyclopaedias, journals, and conference proceedings and is the main author of the book “Metrics of Material and Metal Ecology” (Elsevier 2005). He serves on the Editorial Board of 3 academic journals. He is the lead author of the United Nations Environmental Protection (UNEP) “Metal Recycling: Opportunities Limits Infrastructure” report

Charlotte Rønhof

Confederation of Danish Industries, INDEX:design to improve life (Danish NPO) and MADE

Vice President

Charlotte Rønhof, Vice President has for more than 10 years been in charge of policy making on behalf of the Confederation of Danish Industry (DI) within research, education, innovation, design and diversity. In this capacity, Charlotte has been instrumental within the field in many large scale initiatives adopted by the Danish government in the last decade. Before joining DI, Charlotte worked with policy making for Danish Agriculture & Food Council. She has also worked at the Technical University of Denmark, the Ministry of Food and Leo Pharma. Charlotte holds a master in Dairy Science and has supplemented with a bachelor in Strategy, Organization and Leadership. Her board assignments also command a large share of her work, covering e.g. Danish Design Center, INDEX: Design to improve life, Manufacturing Academy

of Denmark (MADE), Science Advisory Board, Metropolitan University College, Symbion Research Park, Experimentarium City and The Universe Foundation.

Anna Smee The Young Foundation Director of Ventures

Anna joined The Young Foundation in February 2012 as Director of Ventures. She leads a team of over 20 professionals drawn from social, government, financial and consulting backgrounds. In this role Anna leads the work on venture selection and support, capital raising for new venture funds, social finance (including Social Impact Bonds) and venture related advisory work. She works across each of the Young Foundations core themes; education and training, housing and communities, and health. Prior to joining the Young Foundation, Anna was Managing Director of

Hundred Consulting, working with private equity and venture capital firms (and the companies in their portfolios) to shape their businesses and create lasting competitive advantage. She started her career in finance at Ernst&Young and worked for Dresdner Kleinwort, Aviva and Suncorp Bank in Australia, prior to becoming a strategy consultant. Anna holds a BSc in Economics, the Investment Management Certificate, and an MBA (Hons) degree from London Business School. Anna is a member of the Fabian Commission on Future Spending Choices and contributed to their reports Spending Wisely: Principles for a good spending review and The 2030 Vision

Tuula Teeri Aalto University, Finland President

Professor, PhD Tuula Teeri is the President of Aalto University since April 2009. Aalto University was founded as a part of the Finnish University reform in 2010 as a merger of Helsinki School of Economics, Helsinki University of Technology and University of Art and Design, Helsinki. Before assuming the presidency of Aalto University, Tuula Teeri was Professor of Wood Biotechnology and the Deputy President of the Royal Institute of Technology (KTH) in Stockholm. She joined the faculty of KTH in 1996 as a Visiting Professor and was appointed Full Professor in 1998. She was member of the KTH Faculty Board (2003-2007) and the Deputy Dean of the School of Biotechnology (2005-2007). Tuula Teeri has been member of the Boards of a number of organizations such as Institute of Surface Chemistry Sweden (2001-2004), Institute for Future Studies, Stockholm, Sweden (2003-2006), Swedish Research Council, Board for Natural Sciences

and Technology (2004-2006) and Swedish Foundation for Strategic Research (2004-2007). She is currently Board member of the Technology Academy of Finland, as well as the Finnish Business and Policy Forum (EVA) and the Research Institute of Finnish Economy (ETLA). Dr. Teeri earned her M.Sc. in Molecular Genetics (1982) and a Ph.D. (1987) from the University of Helsinki, while carrying out her dissertation research in the VTT Technical Research Center of Finland. She held different scientific positions at VTT between 1987-1998 and was Visiting Scientist at Genetech Inc in California, USA during 1992-1993. Tuula Teeri is a member of the Royal Swedish Academy of Sciences, the Royal Swedish Academy of Engineering Sciences, Technology Academy Finland and the Swedish Academy of Technology in Finland. She is also cofounder of SweTree Technologies.

Jan Truszczyński Director General Directorate for Education and Culture

Jan Truszczyński has been Director-General of the European Commission's Directorate-General for Education and Culture since May 2010, when he came from the position as Deputy Director-General in the same Directorate-General. He joined the European Commission in January 2007, when he was appointed Deputy Director-General for Enlargement, with responsibility for enlargement strategy and communication. From 2001 to 2005 Mr Truszczyński worked in the Polish Ministry of Foreign Affairs, first Undersecretary of State, then Secretary of State. In this capacity, he was Poland's chief negotiator during its EU accession negotiations.

Prior to that, Mr Truszczyński was Ambassador of Poland to the EU in Brussels from 1996 to 2001.

Robert Valli

University of Illinois Director IBC & GCP

Dr. Valli leads the premier student consultancy in the United States (IBC), at the university of Illinois and is the Director of Global Consulting & Innovation immersion Program (IIP). Throughout the past decade, Dr. Valli has forged long-term relations in the Middle East as a lecturer and adviser to a number of entrepreneurs and government policy- makers. Dr. Valli’s academic focus on entrepreneurship and technology management at Berkeley, Stanford, Cambridge and Illinois serves innovators striving to commercialize ideas and build sustainable enterprise. Rob’s professional background includes both investment banking and technology ventures in the Silicon Valley, policy development at the Kauffman Foundation and academic domain focus.

Rob holds a Ph.D. from Cambridge University, where he focused his thesis on entrepreneurship and new enterprisedevelopment. Through his work with the Kauffman Foundation, Rob has gained evidence-based experience that spans across the globe. This unique access offered a lens by which to observe the interchange of new enterprise and technology management. Throughout the past decade, Rob has forged long-term relations in the Middle East and China as a lecturer and adviser to a number of entrepreneurial and government policy-makers. His global network offers a ‘35,000 ft.’ vantage point to observe best practices in innovation and entrepreneurial education.

Hans van Duijn TUEindhoven, Netherlands Rektor Magnificus

Hans van Duijn has been the Professor in Mathematics (Applied Analysis) at the faculty of Mathematics and Computer Science at Eindhoven University of Technology since 2000. Previous to that, he worked at the Center for Mathematics and Computer Science in Amsterdam, and served as a part-time Professor at Delft University of Technology as well as an Honorary Professor at Leiden University. His specialty is mathematical research in differential equations. In 1996 he was awarded the Leermeesterprijs at Delft University of Technology and in 1998 the Max Planck research award by the German government. Hans van Duijn studied Physics at Eindhoven University of Technology and he earned his Ph.D. degree in Mathematics at Leiden University.

Since 2005 he serves as the Rector Magnificus of Eindhoven University of Technology.

Edgar van Leest Brainport Development Strategy Manager

Edgar van Leest works at the Brainport Development since 2007. He is responsible for the strategy formulation process for the Brainport foundation, for governmental relations to national government (The Hague office) and European institutions (Brainport Eindhoven EU Office). He also works with

European project portfolio of Brainport Development and regional cooperation with innovation hotspots in USA and Asia. Edgar van Leest is a member of the Management Team of Brainport Development NV and of the support staff Brainport 2020 agenda (commission Jan Zuidam). He obtained his Master in Management Sciences & Public administration at Radboud University Nijmegen and was a strategy consultant for national and local government and trade organizations for 12 yearsa. He was also a Public

servant for Eindhoven Region in the domains of economic development and spatial planning.

Alexander von Gabain European Institute of Innovation and Technology

Chair of the Governing Board

Alexander von Gabain obtained his Ph.D. in Genetics at the University of Heidelberg and held a post-doctorate position at the Stanford University. In the 1980s and 1990s, he was Professor at the University of Umeå and at the Karolinska Institute in Stockholm, Sweden, as well as an advisor to pharmaceutical and biotech companies. From 1992 to 1998, he was Chair of Microbiology of the University of Vienna at the Campus Vienna Biocenter, Austria and has helped to build the public private partnership of the Vienna Biocenter/IMP. In 1998, he founded Intercell AG and led the company as CEO until it was successfully floated on the Vienna Stock Exchange in 2005. Until 2009, he was Member of the Executive Management Board and CSO of the Company. 2011 he has re-entered the Company as member of the Supervisory

Board and today is continuing in this position, after the Company has been merged with Vivalis into the new biotech enterprise, Valneva, listed in Paris and Vienna. He has been co-founding further biotech firms and is Chairman of the business incubator of the Viennese Universities, Inits, leading to more than 140 start-ups. His research interest is in the field of biomedical research and documented by a large number of publications, book chapters, edition of books and patents. He is Chair (leave of absence) of Microbiology at the Max Perutz Laboratories of the University of Vienna and the Medical University, and foreign adjunct professor at the Karolinska Institute, Stockholm, member of several professional organizations and serves on the boards of biotech and venture capital enterprises. In 2008, he was appointed to the Governing Board of the European Institute of Innovation and Technology (EIT), of which he is the chairman since 2011. His achievements have been acknowledged by prestigious industrial awards, academic prizes, honourable memberships, including the Swedish Royal Academy of Engineering Science and latest the European Luminary Innovation award.

Linnar Viik Strategy and Investments Mobi Solutions Partner

Currently he is a lecturer and member of the board of the Estonian IT College. Linnar Viik is a member of the Governing Board of European Institute of Innovation and Technology, member of Advisory Board of Nordic Investment Bank, member of the Research and Development Council of Estonia. He is a founder and member of the boards of several mobile communications, broadband and software companies, currently serving as partner of strategy and investments of Mobi Solutions. Linnar Viik is former advisor to the Prime Minister of Estonia on ICT, innovation, R&D and civic society issues. His earlier occupations include United Nations Development Programme as advisor and Stockholm Environment Institute as Councilor. Linnar Viik has written over 120 articles and 10 reports, mostly on the topics of information technology and

innovation and he has been instrumental in the rapid development of Estonian computer and network infrastructure, as well as the Estonian Tiger Leap, Internet Voting and eSignature projects.

Roman Vilimek

User Research E-Mobility, BMW Group Project Leader

Roman Vilimek works in the BMW Group Concept Quality and Usability department. He is responsible for user research and scientific coordination in the international electromobility pilot projects. User feedback from the longitudinal MINI E and BMW ActiveE field trials conducted in several countries in Europe, the United States and Asia with public, private and academic partners decisively influenced the development of the BMW i3, the BMW Group’s first all-electric series vehicle. Roman Vilimek graduated with a degree in psychology at the University of Regensburg and received his doctorate with highest distinctions for his work on innovative in-vehicle interaction concepts. His investigations on human-machine interaction have earned him the Willumeit foundation prize for interdisciplinary research and a best-paper award at the Human-Computer Interaction International conference 2009. Before starting at the BMW Group he applied his research skills for several years on a large variety of Human-Machine Interface topics like the user-centered design of advanced interaction technologies, multimodal in-vehicle systems, health care systems and intranet applications at Siemens’ Corporate Technology.

Ramon Wyss

KTH

Vice President International Affairs Director KTH Energy Platform

Ramon Wyss is a professor in Theoretical Nuclear Physics at the Royal Institute of Technology (KTH) in Stockholm, Sweden. Ramon Wyss is Vice President of international affairs at KTH and also the Director of the KTH Energy Platform that is supporting all energy research at KTH. He has been a leader for setting up the Knowledge and Innovation Community (KIC) InnoEnergy consortium, the leading innovation facility of the European Union within the sustainable energy sector and is serving as board member of KIC InnoEnergy SE. Ramon Wyss lead the start of the Swedish Co Location Center of InnoEnergy, that is in charge of Smart Grid and Storage

58

List of Participants

FAMILY NAME FIRST NAME ORGANISATION COUNTRYALIAS Josep CatalanAssociationofPublicUniversities(ACUP) SPAIN

ALLINSON Rebecca Technopolis UNITEDKINGDOM

ANDERSSON Thomas KistaScienceCity SWEDEN

ANDERSSON Jon Scania SWEDEN

ANGELIS Jelena Technopolis Group ESTONIA

ANTOLA Tuula CityofEspoo FINLAND

ARACILGARCIA Antonio FundaciónUniversidad-EmpresadeValencia SPAIN

ARITON Doinita Danubius University of Galati ROMANIA

ARONSSON Peter Linnaeus University SWEDEN

ASTBERG Magnus EuropeanCommissionRepresentationinSweden SWEDEN

BAUMANIS Aldis Turiba University LATVIA

BAUR Peter EuropeanCommission GERMANY

BEHBOUDI Afrouz HögskolaniSkövde SWEDEN

BENNET Carl Getinge Group SWEDEN

BERBERS Yolande KULeuven BELGIUM

BERLANGA Alicia UniversitatPolitècnicadeCatalunya SPAIN

BERNANDER Mathias University of Agder NORWAY

BERONIUS Karoline RoyalInstituteofTechnology SWEDEN

BIETO Eugenia ESADE SPAIN

BINDIG Petra PhotonicSweden SWEDEN

BJÖRK Margareta StockholmCityCouncil SWEDEN

BJÖRKMAN Ivar OpenLab SWEDEN

BJURSELL EvaKristinaCecilia

EncellvidHögskolanJönköping SWEDEN

BLAUS Johan RoyalInstituteofTechnology SWEDEN

BO Ib CVU BELGIUM

BODA Miklos ELTE HUNGARY

BOELSMAND Jens UCN DENMARK

BROENG Jes Technical University of Denmark DENMARK

BROGREN Charlotte GovernmentAgencyforInnovationSystems SWEDEN

BRÖMME Tino ESNAEuropeanHIgherEducationNews GERMANY

BUCKSCH Richard Linneaus University SWEDEN

CANO MariaPilar UniversidadInternacionalMenéndezPelayo(UIMP) SPAIN

CERVANTES Mario OECD FRANCE

COWBURN Richard KarolinskaInstitutet SWEDEN

DANDANELLDAVEBY Ylva Linnaeus University SWEDEN

DANIELSSON Mats Stockholm University SWEDEN

DERLUKIEWICZ Niki WrocławUniversityofEconomics POLAND

DERLUKIEWICZ Damian WrocławUniversityofTechnology POLAND

DIMITROV Georgi EuropeanCommission BULGARIA

DOMINGUINHOS Pedro SetúbalPolytechnicInstitute PORTUGAL

DOPPLER Elisabeth Ministry of Science and Research AUSTRIA

DORUP Kresten UniversityofCopenhagen DENMARK

EKERDALLOVEN Emma Innovationsplatsen,Karolinskauniversitetssjukhuset SWEDEN

ENOCSON Hans GE SWEDEN

ERICSSON Lisa RoyalInstituteofTechnology SWEDEN

ERIKSSON Per Lunds universitet SWEDEN

59

FAMILY NAME FIRST NAME ORGANISATION COUNTRYFARTUNOWA Maria MinistryofEducationandScience BULGARIA

FAU Emma METAGroup BELGIUM

FERRARESE Luca Banca Sella ITALY

FLASDICK Julia DIHK GERMANY

FOSSAS-COLET Enric UniversitatPolitècnicadeCatalunya SPAIN

FRANKE Adrijana FraunhoferDevelopmentCenterX-RayTechnology GERMANY

GERGILS Håkan SwedishEntrepreneurshipForum SWEDEN

GISBERT Vanessa Stockholm Business Region SWEDEN

GIUNCHIGLIA Fausto University of Trento ITALY

GOTZ Steve CNG@TrinityCollegeDublin IRELAND

GRAFFNERNORDBERG

Malin UUInnovation SWEDEN

GRÖNLUND Hans SwedishCouncilforHigherEducation SWEDEN

GUDMUNDSON Peter RoyalInstituteofTechnology SWEDEN

GUIBERT JeanCharles CEA FRANCE

GYLFADÓTTIR MariaKristin ResearchCentreofIceland ICELAND

HAHN Magnus ScaniaCVAB SWEDEN

HAMILTON Ulla Trafik-Arbetsmarknads-OchNäringslivsfrågor SWEDEN

HAMMARSKIÖLD Karin Swedish Association of Architects SWEDEN

HÄRVIDEN Magnus SwedishPermanentRepresentationtotheEU BELGIUM

HASSELGREN Björn RoyalInstituteofTechnology SWEDEN

HEDBERG Mikael CentiveSolutionsGmbH SWEDEN

HEDBERG Pär STINGStockholmInnovationandGrowth SWEDEN

HEDER Efka SEECEL CROATIA

HELDÉN Lena Teknikföretagen SWEDEN

HERNANDEZ Diana inno AG SWEDEN

HERRMANN Wolfgang Anton Technische Universitaet Muenchen GERMANY

HOFSTRAAT Hans PhilipsResearch THENETHERLANDS

HOLMRANNALEET Anne IKInvestmentPartners SWEDEN

HONETH Peter MinistryofEducationandResearch SWEDEN

HOVDAR-STOJAKOVIC Ingrid Salzburg University of Applied Sciences AUSTRIA

HUDSON Richard Science|Business BELGIUM

HUGANDER Olof GovernmentOfficesofSweden SWEDEN

ISTOMIN Valerii SevastopolNationalTechnicalUniversity UKRAINE

JACOBSEN Troels University of Stavanger NORWAY

JANOŚ Tomasz WrocławAcademicHub POLAND

JAUNSUBRENA Laima StateEducationDevelopmentAgency LATVIA

JÁVORKA Zsuzsa Technopolis Group UNITEDKINGDOM

JOHANSSON Pär LTUBusinessInnovations SWEDEN

JOHANSSON Lennart RoyalInstituteofTechnology SWEDEN

JOHANSSON Arne RoyalInstituteofTechnology SWEDEN

JONSSON Beatrice ScaniaCV SWEDEN

JOSHI Somya eGovlab-DepartmentofComputerandSystemsSciences

SWEDEN

JUSTE Maria Luisa UniversitatPolitècnicadeCatalunya SPAIN

KAELEP Terje Foundation Archimedes ESTONIA

KALLASTE Marianne Tallinn University of Technology ESTONIA

KÄLLBLAD Emma RoyalInstituteofTechnology SWEDEN

KAMKINA Lyudmyla NationalMetallurgicalAcademyofUkraine UKRAINE

60

FAMILY NAME FIRST NAME ORGANISATION COUNTRYKARLSSON Bengt Nova,Oskarshamnskommun SWEDEN

KARLSSON Ulf RoyalInstituteofTechnology SWEDEN

KARPASH Maksym Ivano-FrankivskNationalTechnicalUniv.ofOilandGas

UKRAINE

KAUPPINEN Hannu NokiaCorporation FINLAND

KÉPE-HOLMBERG Monika EuropeanCommission CECHREPUBLIK

KIHLANDER Ingrid RoyalInstituteofTechnology SWEDEN

KJAERSDAM Finn Aalborg University DENMARK

KLIEWE Thorsten UniversityIndustryInnovationNetwork THENETHERLANDS

KLOFSTEN Margnus Technopolis UNITEDKINGDOM

KOBBEROE Flemming Fink Aarhus University DENMARK

KOCHURA Volodymyr DonetskNationalTechnicalUniversity UKRAINE

KORÁNYI László NationalInnovationOffice HUNGARY

KORDAS Victor RoyalInstituteofTechnology SWEDEN

KOROGOD Nataliia NationalMetallurgicalAcademyofUkraine UKRAINE

KRAGHOLM Søren University of Agder NORWAY

KRASSÉN Patrick ConfederationofSwedishEnterprise SWEDEN

KROPFITSCH Christian FHWienderWKW AUSTRIA

KUMAR Suresh UniversityofCopenhagen DENMARK

KÜTTEL Olivier EPFL SWITZERLAND

KYRYCHENKO Konstantin Sumy State University UKRAINE

LAGER Pär ABNU SWEDEN

LANDGREN Gunnar RoyalInstituteofTechnology SWEDEN

LANNEFORS Nils Alstom Sweden SWEDEN

LARSSON Lars-Eric Uppsala University SWEDEN

LAURELL Fredrik RoyalInstituteofTechnology SWEDEN

LEHNER Frank DESY GERMANY

LEKARP Fredrick RoyalInstituteofTechnology SWEDEN

ŁEPETA Maria MinistryofScienceandHigherEducation POLAND

LI Haibo RoyalInstituteofTechnology SWEDEN

LINSSTROEM MikaelE. RoyalInstituteofTechnology SWEDEN

LINDQVIST Hans OpenLab SWEDEN

LJUBIĆ Maja SEECEL CROATIA

LJUNGMAN Ulrika RoyalInstituteofTechnology SWEDEN

LUDANEK Harald Scania SWEDEN

MACII Enrico PolitecnicodiTorino ITALY

MAGNUS Klofsten LinköpingUniversity SWEDEN

MANRIQUEDELARA Eduardo FundaciónUniversitariadelasPalmas SPAIN

MATSUK Iulia SevastopolNationalTechnicalUniversity UKRAINE

MAUKOLA Jenny ResearchEurope UNITEDKINGDOM

MAZUR Sara Ericsson SWEDEN

MEERMAN Arno The Science-to-Business Marketing Research Centre

GERMANY

MENG Liqiu TechnischeUniversitätMünchen GERMANY

MESSINA Doris banca sella ITALY

MOORE Stephen University of Wolverhampton UNITEDKINGDOM

MORGEN Henrik Climate-KIC UNITEDKINGDOM

MOSCON Roberta EuropeanCommission ITALY

NIELSEN Lotte Fuglsang Aalborg University DENMARK

61

FAMILY NAME FIRST NAME ORGANISATION COUNTRYNORDENADLER Johan Karolinska SWEDEN

NORDIN Sten Mayor of Stockholm SWEDEN

NOREK Mikolaj FIM SWEDEN

NORELLBERGENDAHL Margareta RoyalInstituteofTechnology SWEDEN

NOVORODOVSKA Tetiana NationalMetallurgicalAcademyofUkraine UKRAINE

OMEARA Judith Technical Unversity Munich GERMANY

ÖNSTEN Anneli RoyalInstituteofTechnology SWEDEN

ÖRTQUIST Jonas CountyAdministrativeBoardofStockholm SWEDEN

ÖSTLING Per-Anders RoyalInstituteofTechnology SWEDEN

PAAS Tiiu University of Tartu ESTONIA

PALLARÈSMARZAL Josep UniversitatRoviraiVirgili SPAIN

PALM Kristina RoyalInstituteofTechnology SWEDEN

PALMER Emily EuroTechUniversitiesAlliance BELGIUM

PASHAYEVA Aytaj University of Tampere FINLAND

PÄTS Peeter University West SWEDEN

PEHRSON Susanna RoyalInstituteofTechnology SWEDEN

PEREVERZA Kateryna RoyalInstituteofTechnology SWEDEN

PEREZ-ESPARRELLS MªdelCarmen Universidad Autónoma de Madrid SPAIN

PETTERSSON Paul Mälardalenshögskola SWEDEN

POLACK Axel TVMCapitalGmbH GERMANY

POPOV Oliver DSV,StockholmUniversity SWEDEN

PORS Anne Aalborg University DENMARK

PROIDAK Iurii NationalMetallurgicalAcademyofUkraine UKRAINE

PUURA Erik University of Tartu ESTONIA

QUATTRONE Alessandro University of Trento ITALY

RADONOVA Ivana MinistryofEducationandScience BULGARIA

REUTER Markus Outotec FINLAND

RIBICKIS Leonids Riga Technical university LATVIA

ROBINSON Matthew AccentureInstituteforHighPerformance UNITEDKINGDOM

ROCHA Fernando Geosciences Department, University of Aveiro PORTUGAL

RØNHOF Charlotte ConfederationofDanishIndustri DENMARK

ROSENMOLLER Magdalene IESEBusinessSchool SPAIN

RUBAN Sergii KryvyiRihNationalUniversity UKRAINE

SALVADORLOPEZ Gerard Dreams-UP SWEDEN

SANTOSKÜHN Ana Margarida TechnischeUniversitätMünchen GERMANY

SASSENBERG Uwe DESY GERMANY

SERISTÖ Hannu Aalto University FINLAND

SHTEPAN Ievgen DonetskNationalTechnicalUniversity UKRAINE

SHYROKOVA Marharyta KryvyiRihNationalUniversity UKRAINE

SMEE Anna TheYoungFoundation UNITEDKINGDOM

SORS Andrew EuroTechUniversitiesAlliance BELGIUM

STENBERG Lennart VINNOVA SWEDEN

STOGNIY Yuliya NationalMetallurgicalAcademyofUkraine UKRAINE

SULA Oliana EstonianBusinessSchool ESTONIA

SUN Yanting RoyalInstituteofTechnology SWEDEN

SVEDER Sandra innoAGfilialScandinavia SWEDEN

SZIGETI Ádám MinistryForNationalEconomy HUNGARY

TAMSEN Pirkko Uppsalauniversityinnovation(UUI) SWEDEN

62

FAMILY NAME FIRST NAME ORGANISATION COUNTRYTATARCHENKO Olena RoyalInstituteofTechnology SWEDEN

TATASAKOVYCH Nazarii Ivano-FrankivskNationalTechnicalUniv.ofOilandGas

UKRAINE

TEERI Tuula Aalto University FINLAND

TEIXEIRA Raquel SchoolofEconomicsandManagement,CatólicaPorto

PORTUGAL

TERLER Michael FHCAMPUS02 AUSTRIA

THAM Kerstin KarolinskaInstitutet SWEDEN

THRON Elfriede LEONARDO-OfficeThuringia GERMANY

TOOMPERE Rait Archimedes Foundation ESTONIA

TRUSZCZYŃSKI Jan EuropeanCommission POLAND

TRYM Mikkel CopenhagenInnvationandEntrepreneurshipLab DENMARK

TUULA Teeri Aalto University FINLAND

TVAROZEK Miroslav Regional Development Agency SLOVAKIA

UHLMANN Norman FraunhoferDevelopmentCenterX-RayTechnology GERMANY

VALLI Robert InnovationImmersionProgram UNITEDSTATES

VALLVERDU-BAYES Francisco UniversitatPolitècnicadeCatalunya SPAIN

VANDUIJN Cornelis EindhovenUniversityofTechnology THENETHERLANDS

VANLEEST Edgar Brainport Development THENETHERLANDS

VÄRBRAND Peter LinköpingUniversity SWEDEN

VENDRELL Montserrat BIOCAT SPAIN

VIIK Linnar Mobi Solutions ESTONIA

VILIMEK Roman BMW Group GERMANY

VLACHOS Stefan KarolinskaUniversityHospital SWEDEN

VONGABAIN Alexander EuropeanInstituteofInnovationandTechnology HUNGARY

VONSEGEBADEN Philip RoyalInstituteofTechnology SWEDEN

WAGUÉ Cheick SödertörnUniversity SWEDEN

WALLIN Johan KarolinskaInstitutet SWEDEN

WIKANDER Jan RoyalInstituteofTechnology SWEDEN

WYSS Ramon RoyalInstituteofTechnology SWEDEN

ZALYEVSKA Inga UniversityofTampere-HEG FINLAND

ZEPS Arturs Riga Technical University LATVIA

ZETTERBERG Olof Stockholm Business Region SWEDEN

ZHANG Henry Sandvik AB SWEDEN

63

The conference in numbers

This thematic forum brought together about 230 participants mostlyfromNordicandBalticcountries,Europeanandinter-national organisations:

• Representatives from higher education and research institutions

• Politicians

• Representatives from the social partner organisations

• Representatives from small and large companies, and representatives of national and regional business organisa-tions

• Representativesfromministries;publicauthorities

• Press