Erfaringer fra Leuven Et eldre og veletablert universitet Et område med store og FoU-intensive bedrifter ….likevel erfaringer fra samarbeid FoU – næringsliv som ikke var all verdens gamle

Organising and implementing the pathways: Route 1: (Applied) Research for Companies Route 2: Technology Transfer via Patents & Licensing Route 3: Generation of Spin-Off Companies cross-fertilisation network of incos MANAGEMENT SUPPORT: - legal, contractual (E.U. & U.S.) - financial management - HR management - active international networking - reliance on researcher contact network - website FAQsIP-CLUSTER: - prior art assessment - IP management - partner search - IP network (E.U. & U.S.) - website FAQs, process flow INCUBATOR ACTIVITIES: - business plan development, website, FAQs - equity via allied venturing fund GFF-I, GFF-II, Ventana, Capricorn, TCP... - coaching further business model development - incubator and research park development - regional network fora (Leuven.Inc)

Leuven.Inc: Growing business models requires networkingGrowing business models requires networking Hence … Leuven.Inc:Hence … Leuven.Inc: –mission: network organization for the Leuven region founded November 199 founders: EASICS, Capricorn Venture Partners, ICOS, Krypton, LMS, Materialise, Option International founding sponsors: Arthur Andersen, IMEC, K.U. Leuven R&D, KBC-Investco, VIV-Fortis –>500 members as of 05/2002 –linked to Cambridge network via wwpool and stream of events supportive of network development –About

The changing role of “ISLs”... Understanding the need for industry – science links:Understanding the need for industry – science links: –Start-up of technology-oriented enterprises by researchers from the science-base generated at the research institute; –Collaborative research, i.e. defining and conducting R&D projects jointly by enterprises and science institutions, either on a bi-lateral basis or on a consortium basis; –Contract research and know-how based consulting by science commissioned by industry; –Co-operation in graduate education such as temporary practical studies at enterprises or the joint supervision of thesis projects; –Advanced training for employees, i.e. further education for enterprise staff in research and innovation related topics; –Systematic exchange of research staff between companies and research institutes via internship programs and leave-of-absence assignments.

Conclusion: Local ingredients for success University (and IMEC) as incubator and facilitatorUniversity (and IMEC) as incubator and facilitator Appropriate mix of knowledge-intensive high-tech start-ups and established companiesAppropriate mix of knowledge-intensive high-tech start-ups and established companies Professional support infrastructure and environment, including risk capitalProfessional support infrastructure and environment, including risk capital Incubator facilities and research parks, fostering a knowledge-intensive business textureIncubator facilities and research parks, fostering a knowledge-intensive business texture Partnership between all actors involved, including the city of Leuven and the provincePartnership between all actors involved, including the city of Leuven and the province

Noen lærdommer Startegiske planer  Metoder for samarbeid ”Redundancy” – ”Budbringere” og ”Tordenskjolds soldater” som deltar på ulike arenaer og tjener som informasjonsformidlere Nettverksarbeid må stimuleres og ledes: => Leuven.inc –Leuven innovation netvork circle Entreprenører Teknologer Investorer Fagfolk/forskere  500 medlemmer  60 ”Nettverkshendelser” per år  2500 deltakere på arrangementene per år

Nettverksbegivenheter 1.Entreprenørkafeer (40-50 personer, månedlig) 2.Visjonsverksteder (4-7 g per år, mange deltakere) 3.Spesialistverksteder (3-4 i året, ca 1 dag) 4.Kurs (ca 30 deltakere), for eksempel for entreprenører 5.Interregionale møter 6.Interessegrupper innen nettverkene, viktig å ha noen ”Champions” i disse. 7.…poenget er at en organiserer begivenheter som holder nettverket opp og gir interessant utbytte for deltakerne.