MEDINNOALL

2010 Mediterranean Innovation Alliance “Medinnoall” By Prof.Dr Magdi El Messiry Coordinator of Medinnoall Project Alexandria University 1/15/2011 1 Economic Elements of an Innovation Cluster Source: National Research Council of Canada and Library of Parliament. 2 Acknowledgement First of all, on behalf of the Medinnoall Project Group at AU, we wish to extend our heartfelt gratitude to Prof. Dr. Hind Hanafy, President of Alexandria University, for her guidance, support, and encouragement in order to build Innovation University and put Alexandria University on the international level. My deepest gratitude is to the Dean of Faculty of Engineering, Prof. Dr. Adel El Kordi, and Vice Dean for Under Graduate Studies, Prof. Dr. Nasser Darwish, and Vice Dean for Graduate Studies and Research, Prof. Dr. Ibthal El-Bastawissi, Vice Dean for Environmental and community services Prof. Dr Hamdy Seif for their help and strong support for the implementation of the project. I would like to express our appreciation to the Medinnoall Grant Holder, Alicante University, especially Mrs. M. Berluenga and Ms. Marielos Chavize, for all their understanding, support, and assistance from the initial to the final level. This enabled the partners to develop an understanding of the project objectives and leadership which makes the work in this project a pleasure. Many thanks go to the National Tempus Office for their help and assistance. I sincerely thank all the media people who have given a lot of publicity by covering the survey for the events during the so many days. Project Coordinator Prof. Dr. Magdi El Messiry Alexandria-Egypt December 2010 3 Tempus Projects 15th January 2010 “Medinnoall” 4 Mediterranean Innovation Alliance (MEDINNOALL) Team PROJECT SUMMARY 5 TITLE: Mediterranean Innovation Alliance (MEDINNOALL) DESCRIPTION: The overall objective of the project is to bring innovative thinking into the region’s Higher Education and to enhance universities' ability for encouraging and conducting collaboration with their economic environments. The project will promote the development of sustainable partnerships between universities and enterprises in the South-Mediterranean region through the establishment of Centers of Excellence in Knowledge Transfer at 12 Universities in Morocco, Tunisia, Egypt and Algeria. One of the main goals of the project is to strengthen the universities’ capacities in initiating and supporting innovation and technological learning processes in enterprises through the development of implementation of Technology and Innovation Audits as a tool for structured technological analysis and diagnosis. Based on the European experience this tool helps map the critical issues for company’s technological and innovative potential and serves as a launch pad for innovation. During the testing phase of the service in the 2nd and 3rd project year the consortium plans to conduct approx. 864 Assisted Innovation Diagnosis and develop subsequent Innovation Support Plans for at least 240 North-African enterprises. To facilitate these processes the consortium will implement an extensive training program aiming at the creation of a pool of Knowledge Transfer Professionals among the universities and with the involvement of representatives of national Business Associations. The development of a regional Mediterranean Alliance for the promotion of Knowledge Transfer and Innovation as well significant number of national and regional information and networking events planned within the project will contribute to the increased entrepreneurship and innovation culture at various academic, economic and political levels. As a result of the project the universities will not only improve the visibility and relevance of their own research capacities but also the understanding of the technological processes and innovation capacities of the business world. The creation of the units for institutionalized implementation of the Knowledge Transfer and Technology Audits services will be the key input for higher education 6 institutions’ contribution to the improved technological and innovation performance as well as generation of further socio-economic benefits. COORDINATOR: UNIVERSITY OF ALICANTE Campus San Vicente del Raspeig, Ap 99, ALICANTE E-03080, ES. Phone: +34965909703, Fax: +34965909715 Email: alvaro.berenguer@ua.es Participant 7 March 2010 “MEDINNOAL” Kickoff Meeting Innovation Alliance Project Kickoff Meeting 22-26 March 2010 8 The Kickoff meeting was held at Alicante University which is the grant holder the program. The meeting was as follows; 9 Work Plan for 1st Year 10 1.Creation and Implementation of the Mediterranean Alliance on Knowledge Transfer and Innovation. 1.1 Revising EU experiences & study visits of PC top management level staff to EU. 1.2 Development & publication of strategic guides for the promotion of KT & Innovation. 1.3 National network conferences & innovation fora. 2.Comprehensive Training programme to create a cadre of KT professionals 2.1 Selection of staff for KT centres and Identification of Business Link Advisors. 2.2 Development of trainings and training materials. 2.3 First Training Module: “Core activities and strategic implementation of University-Industry Cooperation”. 3.Creation of 12 Centres of Excellence in Knowledge Transfer 3.1 Purchase & Instalment of infrastructure. 3.2 Development of centres’ homepages and databases. 5.Promotion of the Innovation Culture & Dissemination 5.1 Development of dissemination materials & project homepage. 5.2 Innovation events with economic stakeholders. 5.3 Information seminars for universities’ community 11 6.Project´s Sustainability 6.1 Development and adoption of institutional strategies for the implementation of KT structures within PC universities. 6.2 Identification of funding strategies & programmes for developed services. 6.3 Development and adoption of a strategy for the continuation of the MEDINNOALL Alliance. 7.Quality Control and Monitoring 7.1 Internal and external quality control and monitoring. 7.2 Inter-Tempus project coaching. 8.Project Management 8.1 Day-to-day project management. 8.2 Coordination meetings. For more information please go to project; website http://www.medinnoall.eu KICKOFF MEETING OF YOUNG INVENTORS GROUP 12 At ALEXANDRIA UNIVERSITY 23 March 2010 WE TRUST in innovation The aim of the event was to explore the possibility of forming a group which believes in that the only way for the change of the economical prosperity of the society is passing through innovation culture implementation in university, industry and business. There are a range of tools and methods for giving rapid and timely progress in ways which stimulate and support gifted students’ learning in the ‘digital age’. It was hoped that by attending this event participants would; i) Have a greater understanding of when and how technology, such as the use of computers application, molding, new materials, may be used to enhance the timeliness and effectiveness of their creative thinking. ii) Develop a greater awareness of how creative thinking may be used to support strategic priorities, such as enhancing innovation in teaching and learning. 13 Young Inventors Group A group of young inventors was invited at the Faculty of Engineering on 23rd of March 2010 for establishing a group under the name; Alexandria University Budding Inventors Group (AUBIG) Objectives: To implement the project objectives. Vision: Innovation Changes the World. Mission: Disseminate the Innovation Culture and encourage the talented students to become the inventors. During the first meeting the main objectives of the MEDINNOAL project were discussed as well as the vision and mission of the Group. 14 April 2010 Project Dissemination The “Medinnoall” team will facilitate a series of up to 26 thematic project meetings or “assemblies”. Assemblies may take many different forms: training programs, seminars, workshops, mini-conferences, national conference shared planning activities, site visits, etc. What they must do is to bring projects together and implant the culture of innovation inside the university various activities as well as the sphere of its influence. 15 PARTICIPATION IN THE SCIENCE AND TECHNOLOGY DAY 11 April 2010 Alexandria University has organized “Day for the Scientific and Research Activities”. On this occasion Prof Dr Ahmed Zwail laureate of Nobel Prize in Chemistry was present too. An exhibition for the different activities was arranged, and the MEDINNOAL Project has poster for its activities. 16 MAY 2010 The Government-University-Industry Research Triangle Source: Thomas Brzustowski, NSERC; Library of Parliament. 17 Participation in Conference University Industry Linkages The conference was held at Alexandria University Conference Hall in Alexandria on 20th of May 2010. Abstract of the paper was presented at the conference by Prof.Dr. Magdi El Messiry, the coordinator of Medinnoall Project at AU. Models of the Linkages between University and Industry By Prof. Dr. Magdi El Messiry Head of Textile Engineering Department, Coordinator of Medinnoall Project At the present time, shorter innovation cycles, industrial research and development’s escalating costs as well as the dearth of resources are reasons why companies are searching for new innovation strategies. The phenomenon is reinforced by the increasing globalization of research, technologies and innovation, by new information and communication technologies as well as by new organizational forms and business models’ potential. At the same time as the understanding of the nature of innovation has been changing, so too has the role of universities in economic and social development across the world. This has been linked with a shift away from conventional views of Higher Education involving almost exclusively education and research. Nowadays, universities play a wider role that involves close linkages with businesses and local communities. Establishing strategic linkages with leading global companies through Enhance Knowledge Transfer between academia and industry comes under “TECHNOLOGICAL PERSONALITY OF THE 21st CENTURY”. Thus, this requires the system of education to be closely woven into the fabric of the society within which it operates. There are a several linkage models such as; • Organizational Initiatives 18 • Building-up linkages • Stimulating private sector participation. This paper gives the analyses on each model taking into consideration Output indicators, Result indicators, and Impact indicators and how it can be applicable at Alexandria University through the implementation of the Medinnoall project. 19 JULY 2010 PROJECT DAY EXHIBITION WHERE INNOVATION STARTS At the end of each year the students from different departments have been participating in a project day which is accompanied with an exhibition for some distinguished projects from the different specialties. The General committee chooses some of the excellent projects and awards them with the valuable Prizes. This year Medinnoall Project will disseminate the objectives of the project and distribute flyer describing the project activities and expected outcomes among the students, hence the graduate students will be the future engineers who will spread the culture of innovation in the industry. Students participated in the Project Day Distributed Project Flyer 20 21 Celebration Hall WHERE THE INNOVATION STARTS July 2010 The awarding ceremony for innovated projects 22 One of the professors having a discussion with the student in the exhibition Gas pipeline control 23 NCM for metal cutting Hydraulic lifting mc 24 NCD for engraving New pipe welding technique Computer control machine 25 Innovated urban design Design of liquid gas tanker 26 Judge committee Statistics Total number of the participated projects; Total number of the visitors; 1000 Distribution according to the departments; Mechanical eng. Architect eng. Electrical eng. Chemical eng. Production eng. Textile eng. Marine eng. Training Modules 27 One of the main goals of the project is to strengthen the universities’ capacities in initiating and supporting innovation and technological learning processes in enterprises through the development of implementation of Technology and Innovation. In order to elevate awareness about the project a number of one-day seminars and workshops, training modules during the project lifetime was planed targeting the different stockholders for further promotion of the innovation and entrepreneurship culture among the universities’ community and the activities of the KT centers. 28 First Training Module for AU Student 15 -26 July 2010 Dissemination of the Project Objectives 29 A workshop for a group of students from the different institutes of the Alexandria University. Attended workshop was entitled “ “. Objectives of the workshop; 30 Building up the capability to work in group 31 32 Project management 33 Group leadership 34 The winner group 35 Opinion Funnel Explanation 36 Groups Discussions STATISTICS Number of students; Participating faculties; 37 August 2010 38 1st Six Month Report 15 January to 15 June 2010 Requirements MEDINNOALL 2.1 Selection of Staff for Knowledge Transfer Centres and Identification of Business Links Advisors Project co-funded by the European Commission within the TEMPUS Programme Activity 2.1Determination of Staff Profiles & Assignment of Staff Duration 31/05/2010 – 31/07/2010 Coordinator University of Alicante Participants 12 Partner Country Universities 4 Partner Country Business Associations University of Alicante (initial phase of the activity) Version 1, 31st May 2010 39 Agreement Number: 2009-4864/ 001-001 Project Number: 159210-TEMPUS-1-2009-1-ES-TEMPUS-JPHES A. Knowledge transfer centers offices staff profile description (Annex 1) B. Identification of business link advisors (Annex 2) C. Partner University´s report on selection procedure and staff selected (Annex 3) D. Business Association´s report on identification of business link advisors (Annex 4) Description of the Activity 12 Partner Country Universities, 4 Partner Country Business Associations and the University of Alicante 31/05/2010 31/07/2010 Participants: Start of Activity: End of Activity: Objectives: The objective of this activity is to provide efficient and motivated staff to work in the Knowledge Transfer Centers and to select the right Business Link Advisors to serve as contact points between universities and enterprises. The aim of this document is to provide the profile description of the staff to be employed in the planned Knowledge Transfer Centers, along with some guidelines for the selection procedure (annex 1) and the identification of Business Link Advisors (annex 2). The document also 40 includes annex 3 and annex 4 for partners to report how the selection is actually performed and who are the staff selected. Expected Results: • From Partner Countries Universities: o Creation of job description and person specification based on the provided template, and adapted to the actual needs and characteristics of each university. o Selection of 1 or 2 people (depending on each institution’s needs. Ideally, 1 management and 1 staff with research background) for the management of the Knowledge Transfer Centers of Excellence out of the pool of personnel of the partner country universities. • From Partner Business Associations: o Selection of 2 Business Link Advisors (per Business Association) from their staff to act as focal contact points between the universities and enterprises and to promote and advertise the planned Technology Audit services among their business members. Deliverables: • From Partner Country Universities: Submission of Annex 3 of this document to the coordinator (University of Alicante) once the staff for the Knowledge Transfer Centers has been selected. • From Partner Country Business Associations: Submission of Annex 4 of this document to the coordinator (University of Alicante) once the Business Link Advisors have been identified. 1. Based Visit to should staffing Activities: on the experiences exchanged during activity 1.1 “Study the University of Alicante”, each Partner Country University evaluate what their needs are in terms of tasks and needs of their planned Knowledge Transfer Centres. 41 2. Read, analyze and adapt the profile description to the characteristics and requirements of your institution. 3. Actual selection of the staff for the Knowledge Transfer Centers and of the Business Link Advisors. 4. Inform newly hired staff and advisors on the objectives, outcomes and activities of the project, including information on upcoming training actions planned for them. 5. Report to the coordinator Annex 3 or Annex 4 of this document, with information on the selection procedure, the staff hired and the advisors selected. Distribution of Tasks and Responsibilities: • Responsibilities of Activity Leader (University of Alicante): o Propose an action plan , and set deadlines o Elaborate activity guidelines, profile description, and procedure report documents. o Distribute documents and guidelines to the all participating partners o Perform consultancy function and guidance as required by partners, via distance communication o General communication with the consortium o Collect process reports from partner countries universities. • Responsibilities of Partner Countries Universities: o Adapt questionnaire to their idiosyncrasy o Perform selection process following national and institutional laws and regulations with that respect o Submit report (Annex 3) on the selection process • Responsibilities of Partner Countries Business Associations: o Identification of Business Link Advisors o Submit report (Annex 4) on the process 42 Summary of main Tasks and Deadlines What Who When /DEADLINE 1 Develop Staff Profile Description and Selection Report + Distribute UA 2 Adapt Staff Profile Description (based on needs and learning’s) Partner Country Universities 30 June 2010 3 Selection Process (based on institutional regulations) Partner Country Universities July 2010 4 Identification of Business Link Advisors Partner Country Business Assoc. July 2010 5 Submit Report to UA on Selection Process and Results Partner Country Universities and Business Assoc. 43 31 May 2010 31 July 2010 ANNEX 1: Knowledge Transfer Centres Staff Profile Description EACH PARTNER COUNTRY UNIVERSITY, PLEASE, TAKE THIS STAFF PROFILE DESCRIPTION AS A GUIDANCE DOCUMENT THAT NEEDS TO BE ADAPTED TO THE PARTICULARITIES OF EACH INSTITUTION Number of staff to be selected: 1 or 2 persons for the management of the Knowledge Transfer Centres at each Partner Country university. Out of the pool of academic and administrative personnel of the PC Universities, the most suitable people will be carefully selected via internal announcement and specific selection procedures. Staff Profile Description: • Role of the Knowledge Transfer Centre: o Searches and communicates both internal and external opportunities for knowledge and technology transfer o Creates awareness and promotion of research and innovation among university staff and students o Supports researchers in implementation of research an innovation projects o Enhances participation of the Universities in international projects and programs o Advices on suitable funding streams o Detects and valorization of research results o Creates of strategic relationships with industry o Liaises and relates with potential sponsors o Performs Technology Audits to local enterprises and develops Innovation Support Plans • Staff Key Tasks and Responsibilities: 44 o To devise strategies to promote innovation awareness within the University community. o To create and implement specific programs to support innovation and research in the University. o To promote the University´s research capabilities and teaching programs to external organisations, such as business, industry and public sector organisations. o To develop a systematic process for the identification and monitoring of research project outcomes which have the potential for commercial and knowledge transfer opportunities. o To proactively identify opportunities for multidisciplinary research, multi-institutional collaborative research, industrial research and consultancy, and secure funding from private enterprises and other bodies. o To provide staff with support and guidance for completion of applications to internal and external research funds. o To develop internal stakeholder relationships with senior academic and research staff and external stakeholder relationships with representatives from the business, private and public sector. o To instigate and facilitate the development of business relationships through Knowledge transfer networks, events and business seminars o To coordinate programs for research staff to understand the personal and professional benefits of commercialising innovation, entrepreneurships and income creation. o To provide the responsible of Intellectual Property with a flow of possible technology transfer opportunities arising out of collaborative projects with industry. o To participate in the negotiation of the best terms for the University with regards to Intellectual Property ownership for knowledge transfer and collaborative projects. o To provide Assisted Innovation Diagnosis (technology audits) and Innovation Support Plans to local enterprises. 45 • Experience: o Business background, either through work experience or with formal business training o Advantageous to have a research background (ideally experience in research projects and private sector cooperation), in particular in Science and/or Engineering. o Experience in networking with other economic development organisations. o Experience working with IT software packages. o Experience in academic knowledge transfer and commercialization. o Advantageous to have experience in managing commercial contracts (writing and negotiation). • Skills: o Good IT and language skills (important for boosting international cooperation and communication with diverse partners). o Excellent interpersonal, practical marketing and sales skills. o Clear understanding of academic commercial policy. o Good quantitative skills, especially in budgeting and contract costing. o Working knowledge of Higher Education environment. o Excellent Knowledge of Higher Education research and development services. • Personal Attributes: o Self-starter who can work in a small team and in diverse projects. o Ability to identify opportunities and to progress them to successful project outcomes. o Ability to communicate and work comfortably with a wide range of staff at all levels internally and externally, and to build relationships with industrial partners. o Capability to priorities workload and work under pressure to tight deadlines. 46 o Ability to deal with confidential and sensitive information. 47 ANNEX 2: Business Link Advisors Identification EACH PARTNER COUNTRY BUSINESS ASSOCIATION Number of staff to be selected: 2 persons as Business Link Advisors from the Business Association’s staff. Role of the Business Link Advisor: o Act as focal contact points between the universities and enterprises o Promotes and advertises the planned Technology Audit services of partner country universities among their business members. o In charge of developing additional cooperation schemes with the partner country Universities. Main experience and skills of the Business Link Advisor: o Business background o Experience in cooperation with higher education institutions or research centers. o Language skills (this facilitates further project activities and opens possibilities to international cooperation in the future). o Technical experience and/or knowledge to successfully promote technology audits and innovation support plans among business association´s membership. o Good IT skills o Proactive attitude to foster additional collaboration between universities and enterprises. ANNEX 3: Report on Knowledge Transfer Centre Staff Selection 48 EACH PARTNER COUNTRY UNIVERSITY, PLEASE SUBMIT THIS REPORT TO THE PROJECT COORDINATOR (UNIVERSITY OF ALICANTE) BY 31 JULY 2010 • Institution: • Country: • Name and position/post of person(s) and/or department(s) in charge of selection process: SELECTION PROCESS • Mode of advertisement of job opening (University´s website, specific University departments targeted, specific University staff targeted...): • Number of applications received and assessed: • Number of candidates interviewed and tested (if applicable): • Type of tests carried out (cognitive ability test, personality inventories, job knowledge test, essays, psychometric...): • Scoring system employed to evaluate experience, skills, etc (if any): • Additional comments on the process and the final outcome: PERSON(S) SELECTED Please, provide the information below for each person hired for the Knowledge Transfer Centre. • Name: • Previous position/post (if any) within the University: • Summary of experience in: o Research support 49 o o o o o Research agreements University-Industry collaboration Technology transfer Intellectual property Other (please, specify) • Summary of skills in: o o o o o o Foreign languages IT Marketing and sales Costing and budgeting Interpersonal skills Other (please, specify) ANNEX 4: Report on the Identification of Business Link Advisors EACH PARTNER COUNTRY BUSINESS ASSOCIATION, PLEASE SUBMIT THIS REPORT TO THE PROJECT COORDINATOR (UNIVERSITY OF ALICANTE) BY 31 JULY 2010 • Business Association: • Country: • Name and position/post of person(s) and/or department(s) in charge of selection process: SELECTION PROCESS 50 Please, indicate with some detail how the selection process of the Business Link Advisors has been carried out at your Business Association: PERSON(S) SELECTED Please, provide the information below for each person identified as Business Link Advisors. • • • • Name: Position/post within the business association: Other relevant positions/posts: Summary of experience and skills in: o o o o o o Business: Cooperation with higher education institutions or research centres: Language skills: Technical experience and/or knowledge: IT skills: Fostering collaboration among different organizations/enterprises: 51 MEDINNOALL Partner 6-month Progress Report Project co-funded by the European Commission within the TEMPUS Programme Activity 7.1 Quality Control & Monitoring 15/01/2010 – 14/01/2013 Duration Coordinator University of Alicante Participants All partners and associates Date 28 July 2010 52 Agreement Number: 2009-4931/ 001-001 Project Number: 159359-TEMPUS ALEXANDRIA UNIVERSITY REPORT Report Number 1 Reporting Period 15/01/2010- 15/07/2010 Name of person filling Prof.Dr. Magdi El Messiry report Institution Alexandria University The aim of this progress report is that each partner periodically summarises the statues of project results, which will be assessed by the project coordinator against budget, work plan and technical annex. In addition these reports, in combination with the Staff Cost convention forms, will serve to determine the payment of staff cost to the partners, to be made every 6 months. 1. OVERALL ACHIEVEMENTS Provide a description of the activities carried out by your institution since the start of the project and describe to what extent, the results achieved since the beginning of the project are contributing to the project objectives. Use as much space as you need. Ac Activity t. Title N° Description of the activity carried out Study Visit of top Meeting 1.1 management was held Status of achievement of this activity Excellent 53 Deviations and modifications with work plan non staff to Alicante Development and 1.2 Publication of Strategic Guides Staff selection for Knowledge Transfer Center 2.1 and identification of Business Link Advisors Purchase and Installment of IT 3.1 equipment and reference manuals/books Etc. at UA ----------------------------------- ----------------------- annulment One staff was chosen non Specificatio n was chosen in processes non 2. OBSTACLES Describe any obstacles and/or shortcomings experienced during the period covered in this report and the measures taken to address them. The project was started after the kick off meeting which was held at ALICANTE UNIVERSITY In the period March 21to26 2010. The rule of each partner became more defined. 54 3. RESTRUCTURING Provide information on the institutional changes that the project is introducing in your institution (reforms, new policies, new units....) 1. New unit was established and located at the Faculty of Engineering and linked to the Center that is responsible for the cooperation with the industry in order to establish suitable measures for knowledge transfer. 2. New policies were started to propagate the innovation culture among the students starting with the formation of young inventors group. 3. Dissemination of the project mission within the university society. 4. Starting to establish technological incubators in the university. 5. Choosing of a number of graduation projects to be placed under the consideration of the project team and to find industrial support to start up. 6. For the dissemination of the project objectives a website http://www.alexuinnovationpark.com is under construction. 4. MOBILITY Describe the motilities (project´s travel) in which your institution has participated 1)kick Activity Location Date off meeting Alicante March Spain 2010 Number of Main outcomes participants from your institution two Meeting the group of the participants in the 55 2)national tempus holder meeting Cairo Egypt project and detailed knowledge about the management of the project May 2010 one Discussion of the financial rules of Tempus Project in Egypt 5. TECHICAL AND ADMINISTRATIVE COORDINATION Describe how the technical and administrative coordination of the project is being undertaken at your institution. The administration of the institute allocated facilitate (office) for the starting of the project at the premises of faculty of engineering AU and allowed the other institute facilities to be used for the project group meetings. 6. EQUIPMENT (not applicable for all partners) Describe how the selection of the equipments and the provider has been carried out. Also, explain who will benefit from it and have access to it and plans for future maintenance. The three Egyptian Universities participating in this project agreed upon the initiative of the National coordinator that he will purchase the same equipment for each University. This equipment is required for running the activities of the KT Center. 56 7. DISSEMINATION Describe what it is being done at your institution to disseminate the objectives of the project: 1. the participation in the workshop held at Alexandria University May 2, 2010 by Dr. Magdi El Messiry giving a presentation about the”UNIVERSTY INDUSTRY LINKAGES”. During the talk he emphasized the role of MEDINNOALL Project in helping to realise this objective. 2. On July 11th the knowledge transfer center particípate in the “PROJECT DAY “at the Faculty of Engineering with booth distributing a flyer about the Project objectives .The Number of the visitors was more than 1000 visitor. 3. Also on 11 of July, the project was presented at the Alexandria University Research Day by poster. 4. Due to the dissemination effort for the first time a group of the Young students was formed in a Young Inventores Group (AU Budding Innovatores Group (AUBIG). 57 Please, fill the following table in: DISSEMINATION ACTIVITIES Is there a link to the project’s website (www.medinnoall.edu) in your institution’s website? (Please, include the link to your institutional website (http://www.alex.edu.eg) Number of informational events organized regarding projects objectives and activities (Please indicate the number of participates, use different lines for different events_50_____) Yes Number of project documents distributed Number of times in which the project has been presented at conferences (Please name those conferences(first work shop on the linkage between AU and Industry) Number of articles published about the project (Please send a copy to the Project Coordinator) Number of related press releases produced and distributed (Please send a copy to the Project Coordinator) Number of contacts/meetings with your Institution top management staff, researchers, etc regarding project’s objectives and activities Number of contacts/meetings with other Universities regarding this project Number of contacts/meetings with other local stakeholders regarding this project 1000 0ne one non non 5 1 1 8. SUSTAINABILITY Explain what actions are being undertaken at your institution to assure the sustainability of the project´s activities (involvement of top decision 58 makers, establishment of links with local institutions and economic agents regarding the project´s activities and objectives, projected method of institutionalization of structures created through the project, analysis of potential resources for their support, etc). A report about the project outcomes was submitted in order to have sustainability a top management of the Institute decided to make the Knowledge Transfer Center as an institutional unit that works with the Engineering Consultation Center located at the Faculty of Engineering, Alexandria University. 9. QUALITY CONTROL AND MONITORING Describe how your institution tracks the quality of the activities undertaken through the project (feedback questionnaires of information days, documented procedure of staff selection, etc) The project in the first Phase no QC or Monitoring was carried out 10.GENDER BALANCE Explain to what extent the principle of equal opportunities is taken into account in the project implementation. All the activities of the project had the equal chances for the students of both genders. 59 11.ADDITIONAL COMMENTS Please, include any additional comments that may be helpful to illustrate the progress of project’s activities in your institution. DURING AUGUST 2010 THE PROJECT WEBSITE WAS DESIGNED AND LUNCHED. http://alexandriauniversityinnovationpark.com/ http://ktb.alexandriauniversityinnovationpark.com/?p=1 60 61 As well as knowledge Blog has been lunched. http://ktb.alexandriauniversityinnovationpark.com/?p=1 62 September 2010 63 INTEGRATION OF AN INNOVATION CULTURE AS PART OF THE UNIVERSITY STRATEGY STRATEGIC GUIDE 64 Table of Content Index Preface ................................................................................... 4 1. Terms and Definitions ............................................................ 5 1.1 Innovation ........................................................................... 5 1.2 Innovation Culture ................................................................ 5 1.3 University Culture ................................................................. 5 1.4 Creativity Education ............................................................. 6 1.5 “Open Source” Innovation...................................................... 6 2. Framework Conditions ............................................................ 7 2.1 Factors within the university ................................................... 7 2.2 Factors outside the university ............................................... 8 --------------- ................................................................ 10 * The Creative City when introduced was seen as aspirational; a clarion calls to encourage open-mindedness and imagination implying a dramatic impact on organizational culture. Its philosophy is that there is always more creative potential in a place. http://en.wikipedia.org/wiki/Creative_city ....................................... 10 3. Description of an optimal innovation enabling university culture ....... 10 3.1 Infrastructure ...................................................................... 11 3.2 Education-Research-Innovation Triangle.................................... 11 3.3 Human Resources ............................................................ 12 3.3.1 Students ........................................................................ 12 3.3.2 Academic staff ................................................................ 13 3.3.3 Research staff ................................................................ 13 3.3.4 Administrative staff ........................................................... 13 3.3.5 Management staff ............................................................ 13 3.4 Laws, Policies, Rules and Regulations ................................... 13 3.4.1 How do Universities and companies cooperate? .................... 14 3.4.2 Innovation and territory: Clusters ......................................... 14 The principle of clustering is to encourage SME, big business and laboratories from the same area to innovate together. ...................... 14 3.4.3 Intellectual Property .......................................................... 14 65 3.4.4 How is IP organised in the world? ................................... 14 3.5 University management and strategy....................................... 15 3.6 Interaction with the outside environment (industry, government, international) .......................................................................... 15 3.7 Innovation management ....................................................... 16 4. Recommendations: How to establish an optimal innovation enabling university culture ...................................................................... 17 4.1 Infrastructure ..................................................................... 17 4.1.1 IT Infrastructure................................................................ 17 4.1.2 Physical and Service Infrastructure ....................................... 17 4.2 Triangle education-research-innovation .................................... 18 4.3 Human Resources ............................................................ 19 4.3.1 Students: ....................................................................... 19 4.3.2 Academic staff and managers of academic programs: .............. 19 4.3.3 Research staff: .............................................................. 19 4.3.4 Management staff ........................................................... 20 4.4 Laws, Policies, Rules and Regulations ................................... 20 4.4.1 The protection of the University and researchers interests ...... 20 4.4.2 Local Economic development ..........................................22 4.5 University management and strategy....................................... 22 4.6 Interaction with the outside environment (industry, government, international) .......................................................................... 24 4.7 Innovation management ....................................................... 26 5. Approach to implement an innovation culture ............................ 30 66 Preface Innovation is a driver of growth and well-being. New technologies, products, services and organizations create jobs and renew industries. But to harvest those gains, policy makers need to understand how the way we innovate is changing. This has implications for human resources and education systems if they are to feed this innovation society. This also presents new opportunities for innovation and improvement in education systems’1. We can distinguish between three main pillars when considering the establishment of an innovation culture in universities: the first pillar dealing with skills, education and training for innovation, the second one focussing on innovation in research and knowledge transfer, and the third one providing an innovation supporting infrastructural environment. This Strategic Guide is addressed to Higher Education Institutions and provides an overview on how to integrate the concept of innovation in those institutions. The Guide presents diverse ideas for a strategic implementation of”innovation culture" integration in universities and is meant to be a basis for raising awareness of this concept in universities. The Guide presents an initial summary on the conditioning factors for adopting an innovation culture in higher education institutions, describes the main characteristics of this kind of culture, provides a set of recommendations on how an innovation enabling culture may be established and concludes with several steps describing the process to approach the ideal innovation culture at the university. This document has been developed as part of the activities planned through the Mediterranean Innovation Alliance (MEDINNOALL) project. MEDINNOALL is co-financed by the European Union in the framework of the Tempus IV Programme. The project’s main objective is to promote 1 See OECD report, Innovation Strategy for Education and Training, http://www.oecd.org/document/2/0,3343,en2649_35845581_40814978_1_1_1_1,00.html innovative thinking into the Higher Education institutions of the MEDA region and to enhance universities' ability to encourage and conduct collaboration with their economic environments in order to enhance the culture of innovation. The MEDINNOALL project consortium is comprised of 5 EU partners (including 4 universities and one chamber of commerce), 12 higher education institutions from 4 countries in the MEDA region (Algeria, Egypt, Morocco and Tunisia), 4 business associations from these same countries, and counts with the support of the Federation of Egyptian Chambers of Commerce, the Ministry of Education of Morocco and the Ministry of Higher Education, Scientific Research and Technology of Tunisia. The project partner institutions involved in developing this guide are Glasgow Caledonian University, University of Evry-Val d’Essone, Saarland University and the University of Alicante. Prof Dr Magdi El Messiry 1. Terms and Definitions 1.1 Innovation Innovation is the process that translates knowledge into economic growth and social well-being. It encompasses a series of scientific, technological, organizational, financial and commercial activities.2 From an economic development perspective, the concept of innovation has evolved from its purest connotations in terms of “invention” and “novelty” to refer more specifically to the exploitation of new knowledge predominantly for commercial gain. Innovation can be related to products, services, processes, management instruments or organizational structures. It has become recognized that for successful innovation environment to evolve, a “triple helix “of academic-industry-government relations needs to be formed between the core ingredients of government/public institutions, businesses and universities3 It is widely understood that the key benefit of such a system is economic – by generating income or saving costs ‐ and that economic benefits will in turn have a social impact. But this does not preclude the wider sense of innovation as “a new way of doing things” and in that sense an innovative organization is self‐challenging, seeks to improve and anticipates and responds to changing circumstances. New approaches expand the “triple helix” model to the “quadruple helix innovation” model4, which includes academia and technological infrastructures, firms of innovation, government and civil society. 1.2 Innovation Culture Innovation is widely recognized by academics, governments and business leaders as necessary to transform organizations and compete in a 2 www.arc.gov.au/general/glossary.htm See Henry Etzkowitz, http://www.easst.net/review/march1995/leydesdorff. 4 See Quadruple Helix Innovation Theory, http://www.fep.up.pt/investigacao/workingpapers/10.04.22_wp370.pdf. 3 Prof Dr Magdi El Messiry knowledge economy. In this increasingly competitive global economy, businesses and enterprises that have the awareness to continually create, evaluate and successfully exploit their new ideas are more likely to survive and indeed flourish. In the global market, organizations must continuously encourage innovative and high quality products, services and processes, and deliver them on time and at a lower cost than their competitors. As such, employees are required to look for new opportunities and ways of doing things (i.e. to be creative). At the same time, they are required to be professional, understand the boundaries of their responsibilities and authority, and to work within the rules and standards of their profession. The innovation culture of an organization constitutes the institutional framework for all actors involved in innovation processes. It includes all norms, values, ideals and mindsets, which influences the behavior of everybody who participates in innovation processes. As a cross sectional culture it is builds and supported by all players. There is no guarantee that an innovation culture will lead to innovation, but it certainly is a prerequisite5. 1.3 University Culture University culture and its working structure can facilitate or sometimes inhibit its management and performance. Universities are, above all, complex and heterogeneous social organisations. They are confronted with a continuous tension between the principles of academic freedom and the external socio-economic pressures that shape university policy. A University must develop methods to identify its own internal strengths as well as potential sources of collaboration and support that might help it to thrive as an institution. It must strike a balance between the motivation of its employees and its legislative and financial responsibilities. It must strive to communicate effectively, coordinate efficiently and constantly develop and http://www.iveybusinessjournal.com/view_article.asp?intArticle_ID=605 5 Prof Dr Magdi El Messiry adapt to changes in the environmental conditions that exert such a strong influence on its activities 1.4 Creativity Education Creative education means forms of education that develop young people’s capacities for original ideas and action: by cultural education it means forms of education that enable them to engage positively with the growing complexity and diversity of social values and ways of life. It argue that there are important relationships between creative and cultural education, and significant implications for methods of teaching and assessment, the balance of the school curriculum and for Partnerships between schools and the wider world. 6 1.5 “Open Source” Innovation Open innovation is a paradigm that assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as the firms look to advance their technology” The boundaries between a firm and its environment have become more permeable; innovations can easily transfer inward and outward. The central idea behind open innovation is that in a world of widely distributed knowledge, companies cannot afford to rely entirely on their own research, but should instead buy or license processes or inventions (e.g. patents) from other companies. In addition, internal inventions not being used in a firm's business should be taken outside the company7 6 National Advisory Committee on Creative and Cultural Education http://www.cypni.org.uk/downloads/alloutfutures.pdf 7 http://en.wikipedia.org/wiki/Open_innovation Prof Dr Magdi El Messiry 2. Framework Conditions This chapter presents the key factors influencing an innovation enabling university culture In the case open innovation models, ideas can still originate inside the enterprise, but some of those ideas may seep out, either in the early and later stages of the innovation process (inside-out). Ideas can also start outside the enterprise and move inside later (outside-in).8 2.1 Factors within the university University management and strategy are the main drivers for establishing an innovation enabling university culture. The management of the university plays a key role in the proactive promotion of innovation within the university. The management style of the university is characterized by openness to and support of innovations. The facilitation and support of Research, Innovation and Entrepreneurship are recognized as essential areas and as such they are closely governed by the rules and regulations of the University itself, which are in turn influenced and determined by national and regional policies. They also form a cornerstone of university strategy and their importance will be reflected by the university’s own internal structures and processes. The amount of innovation carried out within universities is clearly determined by their internal structures which may in turn be influenced by national and regional policies. The area cited most often as having an impact on the innovation environment within universities is Intellectual 8 Andrea Stucki “Internal and External Factors Influencing the Implementation and Diffusion of the Open Innovation Models” Paper presented at the 3rd Global Postal Research and Education Network Conference, Lausanne, 2009 Prof Dr Magdi El Messiry Property. In the US the Bayh-Dole Act 9or University and Small Business Patent Procedures Act dealing with intellectual property arising from federal government-funded research is said to have revolutionized the way in which universities nurture knowledge transfer and academic innovation. The fact that universities owned the inventions produced within their institutions meant that they had a vested interest in setting up instruments and structures that would help to commercialize the knowledge produced. This has been the trend in most Universities worldwide ever since and with it there has been an exponential rise in the establishment of knowledge transfer offices (previously known as industrial liaison offices or technology transfer offices). The quality and quantity of innovations which are the outcome from a certain institute can be an indicator for the success of the implementation of the "innovation" policy. 9 http://en.wikipedia.org/wiki/BayhDole_Act, http://www.ucop.edu/ott/faculty/bayh.html http://www.csurf.org/enews/bayhdole_403.html Prof Dr Magdi El Messiry 2.2 Factors outside the university University Industry Government Figure 2.1- Triple Helix Model10 Just as universities have recognized the intrinsic wealth of the knowledge they produce so too have regional and national governments come to realize the potential role that can be played by universities in development and wealth creation. They have come to form a crucial part of what has been described as a “triple helix”, the three-way relationship between government, business and Higher Education Institutions. As such, a major priority in policy-making has been to encourage University-Business relations through funding schemes to support R&D and knowledge transfer, to such an extent that it now represents a significant proportion of total university income. With this external drive towards wealth creation there is 10 See Henry Etzkowitz, http://www.easst.net/review/march1995/leydesdorff. Prof Dr Magdi El Messiry of course an implicit danger that Universities lose sight of their central task which is to create knowledge. University Government Industry Civil Society Figure 2.2- Quadruple Helix Model 11 Partly in response to this disparity between the university’s social and commercial aims, new models have been developed. For example, according to the Quadruple Helix Innovation Theory (QHIT), a country’s economic structure lies on four pillars: academia; firms, government and civil society, and economic growth is generated by the clustering and concentration of talented and productive people. Creative cities* and 11 See Quadruple Helix Innovation Theory, http://www.fep.up.pt/investigacao/workingpapers/10.04.22_wp370.pdf. Prof Dr Magdi El Messiry Knowledge regions** are thus considered the true engines of economic growth. Academia and firms, together with technological infrastructures of innovation, provide the integrated innovation ecosystem where all forms of creativity can arise. In turn, governments provide the financial support and the regulationary system for the definition and implementation of innovation activities. Civil society insatiable demand for constantly innovating goods and services ensures that there is a market but it also ensures that all this is not achieved to the detriment of health, social cohesion or the environment. The importance of this social aspect of innovation has become increasingly recognized as a vital part of the innovation process and as such, universities have an additional role to play beyond the generation of wealth. Universities also have an important role to play at an international level. Historically universities have always forged links with other universities around the world and these networks can serve to enhance the knowledge created and widen its impact, but they also facilitate communication between other institutions from the public and private sector as well as legitimizing their activities at an intellectual level. Almost all Universities have established International Offices but these more often than not focus their activities on student recruitment and exchange. The task of encouraging and managing international links for research, knowledge transfer and innovation usually falls to the knowledge transfer offices. Prof Dr Magdi El Messiry The emergence of open innovation models and their implementation in industries undergoing profound transformation processes. We assume that the implementation of such models is influenced by external and internal factors differing from both an industrial- and a firm-oriented perspective. --------------- * The Creative City when introduced was seen as inspirational; a clarion calls to encourage open-mindedness and imagination implying a dramatic impact on organizational culture. Its philosophy is that there is always more creative potential in a place. http://en.wikipedia.org/wiki/Creative_city ** The ‘Regions of knowledge’ initiative aims to strengthen the research potential of European regions, in particular by encouraging and supporting the development, across Europe, of regional ‘researchdriven clusters’, associating universities, research centers, enterprises and regional authorities. http://cordis.europa.eu/fp7/capacities/regionsknowledge_en.html Prof Dr Magdi El Messiry 3. Description of an optimal innovation enabling university culture This chapter describes an optimal creativity and innovation stimulating environment in the university context, taking into account the various factors that would influence its design. Figure 3.1 shows the key factors influencing the university culture. 3.1 – Innovation Culture: Overview of the key influencing factors12 12 Developed by KWT at Saarland University, Germany (www.uni-saarland.de) in cooperation with Bubblemind Consulting, Windhoek, Namibia (www.bubblemind.org) Prof Dr Magdi El Messiry 3.1 Infrastructure The virtual and physical infrastructure of the university should provide an innovation stimulating environment described by the following characteristics: For staff, students and researchers, 24/7 easy and direct access to newest information related to education, research, entrepreneurship and innovation is guaranteed. They have access to modern and fully equipped laboratories and workshops. An open campus atmosphere stimulates creativity and innovation and offers opportunities to meet innovators, entrepreneurs and investors. Facilities and support for start-up companies are provided. 3.2 Education-Research-Innovation Triangle The universities, as agents of essential public research, have a vital use of results of public research and technology. To ensure better visibility at national and European level or worldwide in an economy increasingly globalized, it is necessary to combine and coordinate the three elements of the knowledge triangle: namely education, research and innovation. To this end, the Council of the European Union adopted in 2007 a resolution emphasizing the importance of management and effective protection of intellectual property to improve knowledge transfer between public and businesses13. Thus, it appears that states must first ensure that all public research universities in particular consider the transfer of knowledge as a strategic mission and secondly, to encourage these same agencies to establish and publicize policies and procedures for managing intellectual property. Another aspect is the implications for human resources and education systems if they are to feed the innovation society effectively. New opportunities for innovation and improvement in education systems lead to 13 http://www.consilium.europa.eu/uedocs/cms_Data/docs/pressdata/en/intm/94184.pdf Prof Dr Magdi El Messiry a greater emphasis on skills, education and training for innovation and on focusing on innovation in education and training. 3.3 Human Resources The development of innovation initiatives in universities implies the intensive participation of different agents such as teachers, students, researchers, administrative and managerial staff. Each of these agents plays a different and crucial role in contributing to the development of an innovative benchmark. Needless to say, these different actors need to be previously equipped with the appropriate types of knowledge, skills and abilities to both effectively generate and implement new ideas. However, innovation only flourishes when the work environment is supportive of these efforts. A university with an innovation enabling culture provides an unambiguous and solid environment that sets up the “rules of the game” and guarantees that these initiatives will receive full support. The employees are given plenty of opportunities to explore, investigate and experiment, i.e. think “out of the box” and the management provides support through active encouragement of these activities. The experimental and innovative scenario places significant demands on the university’s employees who are included in changing working processes in connection with interdisciplinary collaboration, project work in new areas, cooperation with external partners, and enhanced use of information technology. This university model also implies a staff body with a very heterogeneous educational and professional background with a large fraction of them coming from foreign countries. It is not unusual that this type of staff may have a career alternating between the academic world and the private sector. Prof Dr Magdi El Messiry Employees (administrative staff, lecturers and researchers) are characterised by high professional standards combined with their willingness to engage in interdisciplinary and project-oriented work. Constructive criticism, flexibility, openness and tolerance are considered as key qualifications. Finally, a University with an innovation culture may have a share of staff that is employed on the basis of collaborative agreements with enterprises and partners – provided always that the university is the supreme authority in terms of employment. Let’s now list in more detail the expected characteristics and/or roles of each of these agents: 3.3.1 Students Students should actively participate in the decision-making processes of the University. Their opinion and feedback should be valued and important for the strategic planning of the institution, giving them a sense of ownership. Students should be evaluated based on both theoretical and practical tests. They should be encouraged to explore experiment and engage in projects, and should participate in research projects with lecturers and researchers. There should be a combination of scholarships and student loans, that (in accordance to the educational financing system) allow students to complete their education. Students should participate in exchange programs and feel comfortable studying and communicating in different languages. 3.3.2 Academic staff Prof Dr Magdi El Messiry Lecturers should lead dynamic classes, with active discussion and abundant practical exercises. They should grade students based on different assignments, which include theory and practice. They should encourage students to participate in current research developed at the university. They should receive continuous training to update their academic knowledge. Lectures should be familiar with the use of technology in the classroom and with new teaching methodologies (including e-learning). 3.3.3 Research staff Researchers should have a solid academic background and work on the development of original research ideas. There should be an incentive program in place to reward research that produces innovation and transfer of knowledge to society. They should work in teams and should form part of research networks within the university and with other national as well as international institutions. They should be familiar with and use communication channels to disseminate their research and results. 3.3.4 Administrative staff Administrative staff should have expertise in information technology and on the daily management of a dynamic, changing organization. This should include knowledge of all processes relating to students’ applications, admission, student administration, teaching resources, handing in of assignments, project work, etc. They should be able to support the introduction and development of new educational methods. 3.3.5 Management staff Prof Dr Magdi El Messiry Management staff and especially those in top positions should have an innovative entrepreneurial approach to education and research. They should have and promote an attitude that questions conventional ways of doing things and should not be afraid to see things from new angles. The managers’ priority should be to develop a university that is a place of freedom and tolerance, orientated towards clearly defined goals to exploit resources in the best way possible. The innovative and experimental scenario should form an attractive framework for the university’s programs through the establishment of development laboratories supporting new approaches to research and education. 3.4 Laws, Policies, Rules and Regulations How to promote innovation and technology transfer in research? First of all, valorization of the research results is a legal mission of the researchers. It results in different kinds of partnerships with industrial firms and in licenses of patents. ➢ ➢ For some time, European universities and government-funded research organizations have had the explicit mission to develop contacts with the economic world and to spread the innovative results in order to ensure that society benefits from technological advances. Researchers should not only be part of coming up with patentable results, but also should be included in the benefits associated with its commercialization. Indeed some legal measures offer an attractive profit-share to the inventors-researchers. For instance, paying back to the researcher a percentage of the financial earnings of a license agreement. Or, allowing researchers to receive a profit-sharing on research projects (studies, analysis, etc…) pursuant to their research agreements. Prof Dr Magdi El Messiry ➢ Moreover the innovation policy encourages researchers to take part in the setting up of a start-up. Recent legal measures within Europe have enabled academics to become entrepreneurs of their own spin-off companies (that exploit their research results), to bring their scientific expertise to the start-up, or even to take part as manager or associate of the innovating company in question (which will also benefits from a collaboration agreement with the university). 3.4.1 How do Universities and companies cooperate? ➢ ➢ ➢ The cooperation takes the form of services (consultancy or training), research collaboration agreements, license agreements etc. In order for a successful cooperation to take place, Universities need to be fully aware of the skills and competences of their own staff so that they can identify the most suitable partnerships. Consequently, intermediary offices have emerged both within universities and externally that evaluate the economic potential of the projects identified, and ensuring that the knowledge of the university is protected and the best international partners – commercial or otherwise - are identified. Cooperation may involve any kind of innovation and all types of company. 3.4.2 Innovation and territory: Clusters The principle of clustering is to encourage SME, big business and laboratories from the same area to innovate together. ➢ For example, in France, in 2004 the “Pôles de compétitivité” were established in order to become more globally competitive: the goal is to convince small, medium and large firms, laboratories from universities and government-funded research organizations from the same region to Prof Dr Magdi El Messiry ➢ ➢ cooperate and accelerate the development of innovative projects in the most advanced technologies. There are currently 71 publically financed Pôles within France. Associations implement the strategy of the Pole; manage its coordination, the selection process of research projects and their assessment. Collaborating is attractive but not as easy as it seems. Before committing themselves, partners need to forecast the inherent difficulties of a collaborative project: the access and use of background knowledge, the potential new intellectual property generated by foreground knowledge, exploitation rights and the sharing out of profits. In order to reduce risks, partners need to agree upon a set of defined guidelines, the “consortium agreement”. 3.4.3 Intellectual Property ➢ ➢ ➢ ➢ Patents are the reflection of the technical progress. Entire parts of industrial activity rely on patented technologies. Patents are a source of information and a good way to valorize research. Patents lie at the heart of the research. They describe the previous art and explain why the proposed solution differs from what already exists. Patents and publications are complementary. Publications focus on explanations of phenomenon; patents are positioned downstream, on the results, applications and the means for these applications. Research contracts are often based on patents, but also on new plant variety certificates, or copyright for software. Intellectual property facilitates cooperation between universities and industrial partners, even if their culture and practices are different. This cooperation will often lead to new themes to explore, additional financing and allows the research develop to be implemented effectively. Prof Dr Magdi El Messiry 3.4.4 How is IP organized in the world? ➢ ➢ ➢ ➢ ➢ IP is organized by territory. In other words, an intellectual property right applies to a defined territory. In this territory, the owner has a monopoly to exploit this right (through production and distribution). The decision to grant the right can be different depending on the territory in question: the same text of a patent can be accepted in one country and refused in another. Each country has a national office which is in charge of the patent file. The Paris Convention for the Protection of Industrial Property (171 signatory countries) has established an equality of rights for nationals of signatory countries and a priority right (after the applicant has filed his patent in a country, he can file in other countries and benefit from the date of the first file). The Berne convention for copyright (161 signatory countries) holds that the author (providing that he is a national of one of the signatory countries) benefits from national legal protection in each signatory country of the convention, without any formality. The European Patent Office located in Munich, delivers European patents. The European Patent Office offers protection in 36 countries, but it is possible to benefit from it even in requiring only some countries of them. (www.epo.org) The World Intellectual Property Organization (WIPO) in Geneva is an institution created by the United Nations. It manages 24 different international conventions, including the Berne and Paris conventions. The WIPO handles the patents filed according to international procedure, in the framework of the “Patent cooperative treaty“(PCT). This procedure doesn’t create a worldwide patent; it only enables the applicant to benefit from an international examination phase, before entering the simplified national phases. Prof Dr Magdi El Messiry As far as litigation is concerned, when the holder of protected IP is the victim of an infringement, the parties should endeavour to settle their disagreement out -of-court. Were the disagreement to persist, the trial is generally held in the country where the infringement has been made. 3.5 University management and strategy The management style of the university should be characterized by openness to and support of innovations. University culture should be characterized by tolerance, honesty, and respect for intellectual property, collegiality and academic freedom. The management of the university should represent the patrons of innovation culture. They should establish an environment for innovation and entrepreneurship with open regulatory processes that facilitate access to funding, internationalization, cluster development and R&D programmes. 3.6 Interaction with the outside environment (industry, government, international) Of course the different players within an innovation system have very different agendas according to their perspective on how innovation can best be developed and the role that they play. As such, governments focus heavily on the economic and social development agenda while businesses have to be far more conscious of their position within the market, their turnover and, ultimately, their profit margins. In contrast to this, the University’s principle activity is knowledge creation. In this sense, the University plays a crucial role at the beginning of the innovation process in the creation and evolution of an idea. At an institutional level, the transfer of the knowledge created beyond the confines of academia has also become increasingly relevant. It now represents an essential third strand of a university’s mission (after teaching and research) which not Prof Dr Magdi El Messiry only helps to define the institution’s relevance within an increasingly knowledge-based society, but also generates extra income through funding opportunities and commercialization. However, within the organization itself, recognition must also be given to the value of the creation and development of the intellectual assets themselves. Innovation must be the lingua franca of the organization, and management processes must facilitate rather than inhibit the idea creation process. Research ideas are formed by interaction, cross fertilization, and at the interface between disciplines. They need not have any direct economic impact and their implications may be far broader in terms of the needs of society, but this should not diminish their importance as part of the innovation process. As such, the outcomes for a successful implemented innovation culture could consist of: i) Increased engagement between academics and entrepreneurs both within and outside the university. ii) Greater translational collaboration in innovation. iii) Sustainable programme for teaching innovation. iv) Sustainable transatlantic network for innovation support. 3.7 Innovation management The management of innovation should involve: 1. 2. 3. 4. Seeking opportunities for innovation Selecting what to do, how and why Implementing a specific plan to make it happen Generating profits and non commercial benefits from it Prof Dr Magdi El Messiry This should be supported by a number of institutional structures that promote, enhance, formalize and record the production of inventions. In fact, universities with an innovation enabling culture should have clear strategies, structures and processes in place that foster and embrace innovation, and enable smooth transitions from the appearance of new ideas through to their implementation. Successful innovation managers will remain focused on their University’s long term vision and goals while taking into consideration the concerns and ambitions of all the organization’s stakeholders, both internal and external. The experimental and innovative approaches put in place should permeate the entire university in relation to education, research and administration, and its managers should show a commitment for renewal and innovation in all areas. In particular, new forms of collaboration should constantly be explored by the university administration as a whole with a strong focus on project organisation and cooperation. Some of the key aspects of a well-managed innovation system are: • Selection of innovative employees • Selection of diverse and international staff and student body • Develop managers to support the innovation of other university members • Empower and increase participation in decision-making of students and employees • Provide training (both, through academic programs and through training of staff) for creativity and innovation • Make creativity a requirement of the academic programs and of the staff’ jobs. • Establishment of adequate grading and reward systems for innovative initiatives Prof Dr Magdi El Messiry • Encourage investment in research and development • Collaborate globally with universities with a similar focus • Work towards gaining international recognition for the university’s innovative research approach, for its experimental study programs and educational environment – and for rapidly securing its graduates a job in the labour market. • Internalize the importance of digitalisation and information technology at the university, and incorporate it to all the processes relating to education, research, intermediation, communication and administration. • Innovations are protected and commercialized • Industry and university are collaborating in research projects and innovation initiatives • Innovators are establishing their own business • Research and innovation initiatives receive sufficient financial support Prof Dr Magdi El Messiry 4. Recommendations: How to establish an optimal innovation enabling university culture This chapter provides a set of recommendations on how to establish an innovation enabling university culture. Based on the list of factors which influence the optimal situation (in chapter 3) we will cover a range of approaches, tools and methods that can help to establish an innovation culture successfully. 4.1 Infrastructure 4.1.1 IT Infrastructure Beyond the fact that all employees at the university including students are computer literate, easy 24/7 access to state-of-the-art information related to education, research, entrepreneurship and innovation should be guaranteed. A stable and fast internet connection should also enable a constant and reliable communication with all local and international partners. Newest software packages should be available and installed access to and use of open source software should be permitted and even promoted. All students and staff members should have free access to the internet. Wireless internet connections should be available throughout the campus and all students should be equipped with laptops. 4.1.2 Physical and Service Infrastructure The Libraries of the university and online libraries should be accessible with 24/7 opening hours. Prof Dr Magdi El Messiry Knowledge Transfer offices within the university should strive to continually acquire new company contacts. They should organize company visits by students and company visits to the university. Furthermore they should help with funding opportunities for co-operation projects. The offices main task should be to develop active relationships with regional companies and to promote the possibility of co-operating with the university on research and development projects. The overall aim should be to create a win-win situation for the company and the university. In order to obtain that goal, the university should offer a variety of co-operation models, ranging from cooperation in R&D projects subsidized by public support programs, relating to commissioned work, to the possibility of cooperating on diploma and doctoral programmes. If R&D institutions are located close to the university, they will help to promote the direct involvement of students, young entrepreneurs and industry in their research activities and enable them to access modern and fully equipped laboratories and workshops. Incubator structures should be available in order to promote entrepreneurship and support start-up companies at the university and if possible following a holistic student centered approach. Students can already during their studies participate in special entrepreneurship courses as part of their studies. Once students or employees have developed a new business idea, the incubator centre supports those young entrepreneurs in all aspects. It offers offices and laboratories at a very low rent. Workshops and course are organized to train the necessary management skills. In addition to that the entrepreneurs get assistance from experts through a special coaching programme at no charge. Furthermore the incubator centre has built up a very good network Prof Dr Magdi El Messiry including different organizations such as business angels, banks, venture capital companies, governmental agencies and consultants. Patent and licence agencies are responsible for the evaluation and commercialisation of all intellectual property generated at the university. The agency should offer awareness raising seminars on patent search and patent law and conducts patent searches as service for the university scientists. Once an invention is made it is responsible for the evaluation of the new idea based on patentability and marketability aspects. If an invention is claimed by the university the agency organizes the patent application procedure in co-operation with outside attorneys and starts to actively commercialize the invention. The Agency should focus on a close personal relationship with the university scientists and should be heavily engaged in international networking projects in order to support its licence activities. Science/Technology Parks in the direct environment of the university are attractive for businesses residing in the science parks and for start-up companies leaving the incubator centre. Direct links and connections to newest developments and research taking place at the university is guaranteed, on the other side knowledge transfer is taking place by converting the knowledge of the university directly in employment opportunities. Beyond these advantages science parks make the possibility to be self employed always visible and present at the university. Furthermore they support the reputation of the university in the local, regional and international industry context. Clusters encourage SME’s, big business and laboratories of a same area to innovate together. The goal is to conduce small, medium and large firms, laboratories from universities and government-funded research Prof Dr Magdi El Messiry organizations of a shared area to cooperate and accelerate the development of innovative projects in state of the art technology domains. Associations implement the strategy of the cluster, manages the coordination, the selection process of research projects and their assessment. Innovation marketplaces/cafes are the heart of the innovation movement at the university. They provide an environment for stimulating creativity and innovation and offers opportunities to meet innovators, entrepreneurs and investors. The university is well embedded in the local and regional infrastructure; excellent transport connections to cities, airports, and train stations in the environment are existing. 4.2 Triangle education-research-innovation Innovation units within universities (knowledge transfer offices etc.) should make every effort to ensure that there is a cohesive and complementary relationship between learning and research. They should develop specific missions to educate and assist researchers and laboratories to enhance their research: - Proactively enhance awareness, motivation and willingness of research actors. - Conduct regular seminars in terms of formation and/or information for laboratory / research on development of research involving the managers of the innovation in which the university is involved (Chamber of Commerce and Industry Clusters, incubators) - Organize activities such as "Innovation Awards", whereby a scientist and his laboratory is rewarded for their innovation activities. - Assist in projects pre or post-patent/award. - Assist laboratories with legal and financial issues. Prof Dr Magdi El Messiry - Promote and manage agreements between the laboratories, research organizations, companies and other entities to ensure that the intellectual property derived from innovation activities is sufficiently protected. 4.3 Human Resources 4.3.1 Students: Students should: • Be encouraged, expected and somehow rewarded for their participation in the decision-making of the institution. They should not act as mere “clients”, but as active and equal members of the academic community. • Favor active participation of students in the creation of strategies, programmes and curricula. • Learn foreign languages and participate in exchange programs abroad. • Promote, as a priority for class dynamics, student participation and dialogue in the classroom. The sharing of information and the provision of individualized learning paths allow students to adapt the academic path according to its talents and potential and, eventually, foster innovation initiatives. • Be increasingly involved in practical assignments and projects that favor experimentation and creativity and, ultimately, engagement of the student rather than in purely theoretical examinations. • Be involved in running research projects of University staff. 4.3.2 Academic staff and managers of academic programs: Academic staff should: Prof Dr Magdi El Messiry • Integrate student teaching and research with the aim of communicating its innovative aspects and involving students in the research environment. • Organize academic programs to facilitate admission of students from other universities. • Strengthen the professional aspects of student projects with the aim of implementing them in cooperation with workplaces and employers. • Include entrepreneurship as a compulsory course in most study programs. • Increase the interaction between students and supervisors, for instance encouraging them to publish articles in cooperation. 4.3.3 Research staff: Research staff should: • Aim to achieve recognition for their experimental and innovative focus through collaboration with similar environments at foreign universities and in other innovative research institutions – and through publication in leading international journals. • Conduct their research in interaction with public-sector as well as private-sector collaborative partners, both from the domestic and foreign countries. • Develop new working methods on an ongoing basis. • Develop new forms of collaboration in research – including interdisciplinary collaboration, encouraging method development, quality development, recognition, and respect for research approaches from other fields – and possibly reorganization of the research groups where needed. Prof Dr Magdi El Messiry 4.3.4 Management staff Management staff should: • Create mobility programs for students and staff. • Assist researchers in seeking cooperation with enterprises, organizations and institutions with a view to increasing the volume of externally funded research and help financing scholarships and/or industrial agreements. • Encourage interaction across different research fields. • Evaluate – on a continuous basis- and further develop project work processes, guidance and other forms of teaching. • Increase the focus on project management skills to be acquired by students. • Promote the university as the institution where new international journals and conferences are conceived and housed. • Support students’ endeavors to set up independent collaborations with external partners in relation to bachelor’s and master’s projects. • Identify and optimize the possibilities of using new technology in research and communication. • Develop a strategy whereby research direction can be maintained and prioritized while at the same time fostering an experimental culture. • Support the construction of innovative research laboratories. • Innovate the administration of the university through project-oriented working processes (e.g. concepts such as matrix organization in which the tasks define the skill requirements). 4.4 Laws, Policies, Rules and Regulations 4.4.1 The protection of the University and researchers interests Prof Dr Magdi El Messiry In light of the importance of intellectual property, it is essential that the right professionals are embedded within the knowledge transfer offices of a university to ensure that all output is effectively and robustly protected. Intellectual Property cannot be managed by the researchers themselves. There are a number of general principles that all universities should adhere to: • The transfer of IP can only be considered on a case by case basis and must in any case be appropriately compensated. • Each research party is owns its background (prior knowledge) and the ownership/access rights of this background cannot be modified by a collaboration, unless specifically negotiated (The background of each partner must be identified before entering any collaboration) • Free access to background is granted to the partners of the research project for the sole purposes of their joint research: its use for other purposes shall be subject to a specific agreement. • The conditions of access to background and foreground for direct or indirect use must be specified as soon as possible and include, for example, the sharing of revenues, the possibility of sub-licensing the results or not, etc. • A model consortium agreement for European research projects has been developed by a consortium of stakeholders and this usually serves as an excellent starting point for negotiating contracts14. ➢ 14 In terms of collaborative research financing: Besides the calls for proposal (financing of submitted projects), there two main types of contracts. o The collaborative research contract (with an industrial partner or a public institution): http://www.desca-fp7.eu Prof Dr Magdi El Messiry To realize studies or experiments on a specific theme in order to generate unknown or imperfect knowledge or techniques at the date the contracts are signed. The right to publish must be guaranteed for the researcher (or the right to attend his thesis for a PHD student). If the costs of the studies are supported by both partners, the co-property can be negotiated (in legal share or according the financial or material contribution). That is why it is important to evaluate the full cost (permanent and non permanent costs) of the study. In case of co-property, the industrial partner is granted an exclusivity right of exploitation in a specific industrial or commercial domain to be defined. A coproperty settlement is established with designation of a unique patent manager o The previsions of services contract: They are used for contracts involving well established technologies or knowledge administered by the laboratory or researchers concerned. It does not involve the implementation of research work. The external partners need the specific know-how of the laboratory in order to apply it for a specific purpose. In general, there is no inventive contribution. Most of time, the external partner covers all the costs generated by the contract, and the property of the results generated from the contract is transferred to him. Nevertheless, all background knowledge remains the property of the university. In this case, the calculation of the full costs (in a financial annex) is a key step in the constitution of the contract. ➢ In terms of returns on investments of the Technology Transfer Prof Dr Magdi El Messiry Towards the university: The objective is to defend the interest of the university, without locking on or stalemating negotiations with an industrial partner. Most of the time a university will not commit itself to a transfer of technology project if there is no serious contact with a company for the commercial exploitation of an innovation. This contact can be a partner of a collaborative research contract, or a company interested (or identified as potentially interested) by the exploitation. In the best case, it will be considered that an innovative start-up specially created to exploit this innovation will be the ultimate appropriate way to valorize the innovation. The operation must be financially viable and bearable: incomes from the licensing must – at least and as soon as possible – cover the expenses engaged by the university for the Protection of the invention. The negotiation can be concentrated on the financial modalities of incomes: lump sums or royalties for example. Of course, the policy of innovation can vary from an organization to another. Some legislation also enables public organizations like universities to create subsidiaries submitted to private and commercial law (associations or companies). These are often under the ownership of the university or other financial partners. The subsidiaries identify the appropriate expertise to meet the partner’s needs and negotiate the technical, financial and economic conditions of an R&D agreement. Beyond this most of the time the University remains the sole interlocutor for intellectual property matters, upstream. Finally, the university controls and monitors the project and the activities of its researchers. If the latter wants to take part in the creation of an innovative company for instance as an expert or as share holder (as the law permits), they have to request approval from the director or legal representative of their institution. Prof Dr Magdi El Messiry Toward to the researcher: Researchers must be encouraged to transfer their technologies and knowhow through the incentivisation of innovation. Some national rules enable researchers involved in technology transfer projects to receive 50% of the financial income from the exploitation of a patent. But it doesn’t mean that the researcher - as a physical person is owner of the patent. The university is the holder of the rights. As a result, the law can make provision for the reimbursement of the filing patent fees directed toward universities before any payment of profit sharing for the researcher. 4.4.2 Local Economic development ➢ The idea is now accepted that innovation transfer is an added value. The same is true for the creation of start-ups. Some structures (public or half public) created by authorities are specialized in the financing and/or human and material support of innovation : o o Special structures providing assistance and financial support to SMEs in the most decisive phases of their life cycle: start up, innovation, development, business transfer / buy out. The financing is organized by calls for proposal, by project analysis. These structures are often national. Others structures (more often regional or local intermediates) like incubators, providing active collaboration with budding entrepreneurs in order to help transform their ideas into a market-validated business: fund raising, industrial collaboration and revenue generation winning international business, in- and outlicensing operations, market launches, etc. Moreover Incubators often offer modern, diverse accommodation for the entrepreneurs. Prof Dr Magdi El Messiry Furthermore, fiscal measures in favor of innovation can give a boost to R&D endeavors within industrial and commercial companies. Research tax rebates are a crucial tool: some taxes rebates amount to 30% of eligible costs (depending on their tax brackets). Main eligible costs are: personal costs when dealing with researchers and technicians, running costs, R&D subcontracting expenses (notably when the subcontractor is an academic laboratory), etc... An innovative start-up created by a researcher could benefit from such tax rebates; in the case the fiscal system of a country makes provision for them. Universities can’t participate in local economic development without tightening their links with other public, private or industrial partners of its geographic area. Some initiatives create shared-access technology platforms, technical facilities and services for campus companies and academic laboratories, which can be accessed by any company needing to carry out some research based activity. This is an example of the kind of consortium that joins different actors with similar interests, whose skills and knowledge are complementary on within the same region. ➢ 4.5 University management and strategy Adopting a culture for innovation and improvement cannot be just an end in itself. It constitutes a means to an end and, to be successful, should be tied to the larger goals of the organization. In order to change the university culture, the whole way in which the institution is organized and managed should be examined. If only certain aspects of the system are revised, without examining the core processes for hiring, evaluating performance, promotion and rewards, the effort will not lead to significant change in the University. For that purpose, it is important to integrate continuous quality improvement into these core processes: how to hire, Prof Dr Magdi El Messiry what to communicate, and what to reward, how to measure, and how staff and faculty are developed. As illustrated in the Figure 4.1 below, the Innovation Office needs to support the complete process of innovation, from the effective application of research to the creation of spin-offs; it should endeavour to balance the increased autonomy of the academic and the externalization of knowledge with the capacities and strategic goals of the University. Figure 4.1 – The overarching goals of an innovation office Universities should have a clear innovation ambition and international orientation for an optimal bundling of efforts. Some important recommendations to properly support and manage innovation in the University are as follows: Prof Dr Magdi El Messiry • • • • • • • • • • • Revise academic programs, their organisation, dynamics and content in order to accommodate new fields of study, new modes of learning and teaching and new market demands. Hire lecturers and researchers with the aim of creating a heterogeneous staff body that complement each other skills, background and experiences, and that favour the development of innovative initiatives. Place effort on creating a more international and, therefore, diverse student and staff body. Evaluate and develop the existing research group structure, and new organisational options should be introduced with a view to supporting the experimental focus. Improve the services provided to research groups and individual researchers in relation to applications, projects and publications. Improve and reorganise communication channels and procedures, to favour the sharing of knowledge with the right people at the right time. Enhancing trust in employees and students by involving them in innovation related activities and change processes of the university, and by giving trust and autonomy to innovators Create incentive, reward and support programs for students, administrative, academic and research staff that think “out the box”, engage in innovative projects (with internal and external parties) and launch entrepreneurial initiatives. Encouragement of innovative employees and students by tolerating weaknesses and mistakes and motivating corporate creativity – (the university as idea factory) Cooperative Teaching, Learning and Research concepts: are integrated elements like research skills, critical thinking, creativity, innovation and entrepreneurship as part of teaching in all disciplines Comprehensive Staff education and development Prof Dr Magdi El Messiry • • • • • • • • • • • Promote interactions with collaborative partners in relation to study programs and research – including educational institutions, private enterprises, ministries, government agencies, regional and local authorities and other public institutions that wish to participate in experimental and innovative initiatives with a view to finding new approaches, promoting transition and renewal. Create new platforms, including digital social media, viral marketing, inhouse communication with students (information about teaching, assignments, projects, web, mail, forums, texting) – digital handing in of assignments and digital feedback on assignments. Enhance the use of information technology and e-learning in order to facilitate knowledge flows between the university and the private sector. Guarantee the protection of innovations through patent commercialisation offices Foster the link between industry and university to create collaboration in research projects and innovation initiatives Provide entrepreneurial support to innovators Establish funding schemes and links to funding opportunities for research and innovation initiative Anchoring Innovation Promotion in the University Culture (through strategy) to strengthen the confidence of employees and students in their innovation potential Appointing a vice president for innovation and technology transfer who supports cooperative Employment - and Management concepts Policy documents with quantitative targets for research, innovation and entrepreneurship on university, departmental and individual level are the building block for an creativity and innovation stimulating environment, Legal structures within the university promote collaboration and foster access to research resources and industry partners Prof Dr Magdi El Messiry 4.6 Interaction with the outside environment (industry, government, international) The challenge for the university sector is to understand that fundamental changes are taking place in the innovation agenda and to seek to respond to it in order to make a full contribution to the development of a changing knowledge based economy. More specifically University’s innovation relationship with external partners would be best enhanced by establishing support for the following areas: - Identifying sources of funding for research (e.g. research councils, charities, trusts, government, industry) - Advising on how to access a wide range of International funding opportunities - Supporting Knowledge Transfer, regional networking, and business development - Encouraging the Commercial Development of Research ideas and supporting the generation of business plans for investment - Identification and protection of Intellectual Property and exploitation via e.g. patenting and licensing - Creation of commercial vehicles such as start‐up and spin‐out companies - Staff development in income generation activities via seminars and workshops and operating the University's rewards and incentives policy - Provision of advice on University authorization procedures for grant application and commercial contract approval 4.6.1 Shift in emphasis away from a simple commercialisation approach With the economic downturn, as with everything, the future of the Innovation agenda has become uncertain. Will innovation become more or less relevant? Is it a tool for recovery or has it been part of the cause? Until now, there has been a clear emphasis on the commercial aspects Prof Dr Magdi El Messiry of innovation so that the value of the exploitation of an idea is only measured in monetary rather than societal terms. This commercial model will be clearly challenged as recession takes hold and a greater emphasis will inevitably be placed on the social role that innovation can play. 4.6.2 More focus on problem solving Innovative ideas are intimately connected with solving a problem that has an identified market need and scale. The precursor to good idea creation or the purposes of innovation is therefore to examine the right sort of problems. There are now businesses operating on a global basis that have been set up with the primary aim of providing brokerage in identifying problems that need innovative solutions. For an illustration of this, see: ➢ http://www.mercatt.com ➢ http://www.utekcorp.com ➢ http://www.innocentive.com ➢ http://www.flintbox.com ➢ http://www.yet2.com/app/about/home 4.6.3 The use of networks There is also an increasing trend to seek to develop large numbers of ideas from which the best can be selected via web based forums based on social networking and crowd-sourcing models. The basic principle that underlies these websites is that if a large number of people with a diverse range of points of view contribute to the innovation process, the chances of creating ideas is dramatically enhanced. These sites have a commercial focus or more often than not, they are devoted to social enterprise. The operating model is much the same. Examples include: Prof Dr Magdi El Messiry ➢ http://onceuponaschool.org/?cat=1 ➢ http://www.clintonglobalinitiative.org/NETCOMMUNITY/; ➢ http://www.ted.com/index.php; ➢ http://www.innotown.com/?gclid=CJq5yoX46ZQCFQkrlAodDBu3SQ; Such sites appeal to the individual interested in developing ideas, and linking such people to creative communities worldwide in the relevant sphere of interest. 4.6.4 Open source innovation Vehicles of this type also dovetail with an increasing global trend towards what is termed “open source” innovation. For example see: ➢ http://open-source-innovation.com/how-to-leverage-collaborativeinnovation ➢ https://secure3.verticali.net/pg-connectionportal/ctx/noauth/PortalHome.do Much of the drive for open source innovation has arisen from corporate multinationals that have reduced or focused their own R&D capabilities in house, and sought to realise value from innovation produced by partners anywhere in the world. The global innovation models now being developed offer significant opportunities for innovation based communities. 4.7 Innovation management Prof Dr Magdi El Messiry The management of innovation depends on a profound understanding of the innovation cycle and the effective application of a variety of support throughout the cycle. As part of the KICKSTART project funded by EC ALFA Programme (www.alfa-kickstart.org), Professor David Edgar and Dr Kevin Grant have provided an overview of the key tools and techniques required that can be applied in order to adopt a prescriptive or systematic approach to innovation management within universities. Table 1 shows the key tools and techniques for systematic approach to innovation management AREA TOOLS/TECHNIQUES • • • • Business Creation/ Strategic Management • • • • • • • • • • • • Business Simulations Business Planning Spin-offs from research to market SWOT analysis PEST analysis Market tracking study Technology roadmaps Product development risk analysis Risk analysis matrix Knowledge trees Parametric analysis Product lifecycle analysis Visual mapping Problem abstraction CAD systems Usability approaches Prof Dr Magdi El Messiry • • • • Design and Product Development • • • • • • • • • • • Project Management • • • • Knowledge Management • • • • • Market Intelligence • • • Value analysis Rapid prototyping Quality function deployment Delphi techniques Visual mapping Product function analysis FAST (Function analysis systematic technique) Function and feature analysis VAVE (value analysis value engineering) Card post-it systems Market needs research Opportunity specification Knowledge trees FMEA (Failure mode effect analysis) Project management Project appraisal Project portfolio management Knowledge audits IPR management Document management Knowledge mapping Storytelling Technology watch Patents analysis CRM Technology search Business intelligence Prof Dr Magdi El Messiry • AREA TOOLS/TECHNIQUES • Process Improvement Geo-marketing • • • • • • • • • • • Creativity • • • • • • • • • • Benchmarking Workflow BPR JIT Brainstorming (Osborne) Brainstorming (Catalogue technique) Lateral thinking TRIZ SCAMPER – stretch matrix Mind mapping Card post-it systems Brain writing – trigger and cascade Knowledge trees Parametric analysis Semantic processes – random matching Semantic processes – idea search matrix Excursive techniques Problem abstraction Ideas book Orthographic analysis Analogies Evaluation –phases of integrated problem solving Prof Dr Magdi El Messiry Clichés and proverbs • Tele-working • Corporate intranets Human Resources • On-line recruitment • e-learning • Competence management Interface Management • R&D-Marketing interface management • Concurrent engineering • Groupware Co-operative and Networking • Team-building • Supply chain management • Industrial clustering • Paired elimination analysis Decision Making (PEA) • Risk analysis matrix • Priorities analysis matrix • SWOT analysis • TRIZ • Brainstorming – Osborne • Fishbone Problem Solving • Force field analysis • Pareto chart • Problem abstraction • Search and re-apply Adapted and developed from Hidalgo & Albors 2008 • Variations of the former tools are often used in the overall generic process of the innovation cycle. The following represents the innovation cycle and the various components of it. However, please note that this Prof Dr Magdi El Messiry paper does not focus on the commercialization of innovation i.e. innovation incubators or innovation churn, but more on the nature of innovating itself. The cycle of innovation can be seen to be composed of the following overlapping components: 1. Visualization a. b. Define strategic objectives Identify where innovations are most needed c. 2. Identify sponsors and stakeholders Identification a. Define the system (customers, suppliers, processes and units) b. c. Evaluate openness to change Identify levers and obstacles to openness Engagement 3. a. b. c. 4. Identify sources of creativity Create commitment Selecting the right teams Creation a. Collect information on internal and external factors b. c. d. 5. Generate ideas Screen options Implementation a. b. Develop market research Pilot concepts Prof Dr Magdi El Messiry c. Implement new product, process, paradigm, or business model. (Satisfy stakeholders) IMPACT – METRICS AND STANDARDS Cycle Citizenship Professionalisation Infrastructure Tools Cluster/Networks Innovative Capacity Commercialisation/ Enterprise Creative Talent Innovative Fit Innovation Leadership Knowledge Transfer Innovative Capability Learning/ Development Sensemaking Sensitivity A-Tunement Context “MANAGEMENT” OF AND FOR INNOVATIVE TALENT MARKET KNOWLEDGE “MANAGEMENT “OF AND FOR INNOVATION PROCESSS (Edgar & Grant) GCU © Figure 4.2 – Management of an innovation process Figure 4.2 Complete analysis of the management of the innovation process that indicates the different links between component of the cycle of innovation Prof Dr Magdi El Messiry Prof Dr Magdi El Messiry 5. Approach to implement an innovation culture The process to approach the ideal innovation culture at the university will take place in different steps. This approach follows a methodology called ANIS, an indicator-based analysis of national innovation systems in emerging and developing countries15, and is adapted to the university context16. 15 ANIS, VDI/VDE-IT, Berlin, Germany adjusted by KWT at Saarland University, Germany (www.uni-saarland.de) in cooperation with Bubblemind Consulting, Windhoek, Namibia (www.bubblemind.org) 16 Prof Dr Magdi El Messiry 1. Status Quo Analysis 7. Implementatio n 6. Roadmap Optimal Innovation Culture 5. Recommendations 2. Definition Optimal Situation 3. Portfolio Analysis 4. Prioritizatio n Figure 5.1 – Approach to implement an innovation culture at universities` 1. Analysis of the status quo SWOT Analysis for each participating university shows the status quo. The analysis is based on the criteria defining the optimal innovation culture at universities. For each criterion a SWOT analysis will be performed. Prof Dr Magdi El Messiry 2. Definition of the optimal situation Each university has to decide how their optimal situation looks like. The criteria and characteristics described above in chapter 3 may be used as a guideline. Parallel to step 2 the university has to decide which university model they will follow in the future. The process to define the optimal university culture cannot take place in isolation. When considering establishing an innovation culture at universities the following four scenarios describing future higher education systems need to be taken into account. These scenarios were developed by the OECD Secretariat resulting most probably in the adaptation of university strategies17: • Scenario 1 Open Networking In this scenario, higher education is much internationalised and involves intensive networking among institutions, scholars, students and with other actors such as industry. It is a model based more on collaboration than on competition. • Scenario 2 Serving Local Communities In this scenario, higher education institutions are focused (or refocused) on national and local missions. They are embedded in their local and regional communities, and are dedicated to addressing local economic and community needs in their teaching and research. • Scenario 3 New Public Responsibility In this scenario, higher education is primarily publicly funded, as is currently the case, but 17 http://www.oecd.org/dataoecd/18/36/42241931.pdf Prof Dr Magdi El Messiry there is a greater focus on the use of “new public management” tools, including market forces and financial incentives. • Scenario 4 Higher Education Inc. In the scenario, higher education institutions compete globally to provide education services and research services on a commercial basis. 3. Portfolio analysis: Some criteria may easily be improved whereas others might be much more difficult to adjust. Therefore, the approach also contains a portfolio analysis which compares the required effort and the potential impact of certain criteria, especially those that are below average in a university. This approach provides a quick and comprehensive picture of the main scope of interventions. 4. Prioritization Based on the analysis in step 3, criteria having a high impact with little costs need to be identified and prioritized. 5. Recommendations As a result of the selection in step 4, specific recommendations addressing and improving these criteria can be formulated based on the approaches, tools and methods described in chapter 4. 6. Roadmap Prof Dr Magdi El Messiry The recommendations in step 5 can result in the development of a roadmap and/or strategic plan for the improvement of the innovation culture at universities. 7. Implementation The developed roadmap/strategic plan can lead in follow-up implementation projects. MEETING AT BIBLIOTHECA ALEXANDRINA Prof Dr Magdi El Messiry In the frame of dissemnation of the MEDINNOALL Project objectives, a meeting between the Director of External Relation at BIBLIOTHECA ALEXANDRINA, Mrs. Sara and Prof.Dr. M.Elmessiry, MEDINNOALL Project coordinator, and Mr. Y. Ibrahim was organized on 21st of September 2010. During the meeting the following issues were attended; 1. The objectives of the Medinnoall Project 2. Methods to collaborate with the BIBLIOTHECA ALEXANDRINA and the project. 3. How Medinnoall project can use the facilities of the BIBLIOTHECA ALEXANDRINA for spreading the culture of innovation in the Alexandria society. Based on the discussion, both parties agreed that the cooperation between both organizations will be fruitful as well for them as for the Alexandria community. Therefore, both sides showed interest in signing MOU protocol. October 2010 Prof Dr Magdi El Messiry 1st Training Module Prof Dr Magdi El Messiry « Strategic Implementation of University-Industry Cooperation » The first training module in Medinnoall Project was held in the period from 18 to 21 0ctober 2010 at Oran Alger. All representatives of the alliance universities of the project participated in this workshop. It was held at ESNET Facilities. Prof Dr Magdi El Messiry Interactive Training Beside the lectures, we were invited to visit Université de Mostaganem. Participant at Mostaganem University Prof Dr Magdi El Messiry Program was inclusive with the valuable information as shown bellow; Project TEMPUS « MEDINNOALL »: MEDITERRANEAN INNOVATION ALLIANCE 1st Training Module « Strategic Implementation of University-Industry Cooperation » ENSET d’Oran, 18-21 October 2010 Date et lieu MONDAY 18 VENUE: ENSET Library Matin 8H00 : Departure from Hotel →ENSET Oran (by Bus) 8H30-9H30: Collection of Administrative paperwork. 9H00 : Welcome Speech - Dr Rahiel Djelloul -Presentation of Training Module Objectives and Agenda by Mme Maria Midi 12H3014H00 : Lunch break (Floor level of ENSET Library . Après-midi Soir 14H00-15H30 : : 2nd Session : 20H30 : Enhancing Welcome UniversityDinner Industry Relations. (offered Ms Maria by Barluenga U. ENSET) Alicante 15H30-17H00 : Meeting at 3rd session Hotel formation: How President Universities Reception Embrace Technology / Prof Dr Magdi El Messiry Barluenga MEDINNOALL coordinator 10H30-11H00 : Pause-café 11H-12H30 : 1st Session Becoming an Innovative University. Ms Maria Barluenga . U. Alicante (Médiathèque) TUESDA Y 19 VENUE : Chambre de 8H30 : Departure from Hotel → → CCIO (byBus) 9H00-11H30 Welcome Speech by Mr. TAB Abdelkader , CCIO Director Inauguration of the new office of the Knowledge Transfer. Ms Alexandra Mayr U. Alicante 17H00 : back to Hhotel 18h00-18H30 : Meeting: Project coordinators with Egyptian partners at HOTEL President ConfRoom 18H30-19H00 : Meeting: Project coordinators with Moroccan partners at HOTEL President ConfRoom 13H0014H30-17H00 : 14H30 : Bus to visit to the 20H00 Castle of Oran. Dinner Lunch (Restaura break 17H00-18H00 : nt le at back to Hotel Trefle) WIDAD (by Bus) Meeting at Restaura 18H00-18H30 : Hotel Prof Dr Magdi El Messiry Commerc e et d'Industri e d’Oran (CCIO) ENSET at the CCIO. nt (Media event) - Presentation on University-Industry collaboration by Prof. BENAMAR Ali et Dr BENABDALLAH Tawfik (ENSET d’Oran) 11H30-12H30 4t Session: Intellectual Property in Higher Education Institutions. Ms Alexandra Mayr, U. Alicante 8H00 Departure 13H1520/10/2 Hotel →Mostaganem 14H30 : 010 9H30-10H00 : Welcome Speech by Lunch Prof. Salaheddine break Universit SEDDIKI par le Restaura é de Recteur de l’Université nt Mostagan de Mostaganem Mostagan em 10H00-10H15 : em Coffee Break 10H15-13H15 : 5th session : Reseach Valorisation, Mr Simon Larger. U. Evry Val d’Esson and Mr Serge Meeting: Project coordinators with Tunisian partners at HOTEL President ConfRoom 18H30-19H00 : Meeting: Project coordinators with Algerian partners at HOTEL President ConfRoom 14H30-18H00 : visit to local enterprise « METIDJI » (Bus) President Reception 20h00 : Departure to city Centre 20H30 : Consortiu 18H00-19H30 : m Dinner back to Hotel (offered by University of Alicante) Restaurant « le Corsaire » Prof Dr Magdi El Messiry 21/10/2 010 Bibliothè que de l’ENSET d’Oran Bourgine (AMUE U) 9H00 : Departure Hotel →ENSET 9H30-12H00 : Consortium Meeting: - Next Project Activities (Ms. Maria Barluenga, University of Alicante) - Administrative presentation (Ms. Marielos Chavez, University of Alicante) - Evaluation of training module 12H30 : Lunch break (Floor level of ENSET Library Free activities and participants Departures. The chamber of commerce and industry was invited to participate to acquaint with the modules of the cooperation with the university through a new university office at the chamber of commerce to facilitate the quick consulting services. Prof Dr Magdi El Messiry President of Université de Mostaganem signing the contract During the visit the delegations participated in the ceremony of signing a contract between Université de Mostaganem and a private company to manage the ranch belongs to the university. Prof Dr Magdi El Messiry November 2010 Prof Dr Magdi El Messiry TEMPUS IV COORDINATORS MEETING Monday 1st of November 2010 National TEMPUS Office, Cairo, Egypt The meeting was held at the National Tempus Office, attended by the coordinators of all Tempus projects (18) implemented in the different Universities of Egypt and headed by the Prof.Dr. H. El Shaib, the Director of the NTO. AGENDA OF THE MEETING • Selected Tempus Projects under the 3rd Call for Proposals. • Lunching Tempus 4th Call Proposals. - Tempus Projects Priorities - NTO Promotional Campaign • National Tempus Day and Project’s Forum. • Support the running projects • Tax/Custom Exemption Letter • Visa Support Letter • Monitoring Visits Prof Dr Magdi El Messiry • Visual Identity • AOB Meeting venue: National TEMPUS Office - Egypt Agenda Selected TEMPUS Projects under the 3rd call for proposals. Launching TEMPUS 4th Call for Proposals. Support for running projects - Tax/Custom Exemption Letter. - Visa Support Letter. - Monitoring Visits Visual Identity AOB - It was agreed to add “Awareness of Administrative staff of Universities, Reporting” items to the Meeting Agenda Discussions: Launching TEMPUS 4th Call for Proposals. It was announced that the 4th call for proposals was released and lunched. The main features of the call was presented including: - The objectives of the call. - The budget of each project ranges between 500,000 to 1,500,000 Euros. - The national projects must be composed of a partnership of three Higher Education Institutions from Egypt and three Higher Education Institutions from Europe. - The multi-country projects must be composed of a partnership of at least two Higher Education Institutions from each of the participating MEDA Prof Dr Magdi El Messiry Partner Countries (minimum two Partner Countries) and three Higher Education Institutions from Europe. - The co-finance is 10% of the project’s budget The project duration ranges from 24 months to 36 months. - The ceiling of the below budget lines are as follows: Staff: 40 % staff Equipments: 30% equipments Overheads 7% - The application form will be available on the website at mid of December. - The deadline of proposals submission is 15 of February 2011. - The Egyptian National and Regional priorities which should be considered during writing the proposal otherwise it would be rejected. - The project involving institutions from at least two Partner Countries in the consortium (Multi-counties projects), must respect the regional priorities or national priorities of the participating Partner Countries involved. NTO Promotional Campaign The NTO promotional campaign was planned to include the following tasks: - Sending letters to the presidents of the universities with the guide for applicants of the 4th call for proposals - Visiting Egyptian universities to promote TEMPUS programme and present its main features. the projects partners were encouraged to attend these events for sharing experience. Prof Dr Magdi El Messiry National TEMPUS office - Egypt will hold “how to write a TEMPUS proposal” workshop. It is expected to be in January 2011. National TEMPUS Day (NTD) and Projects Forum. The National TEMPUS day and the projects forums will be on 20 December 2010 at social club, faculty of engineering, Cairo University. Each project will have a booth to promote their activities and objectives. The booth will be ready a day before the event and the dimensions of the booth would be communicated with projects’ representatives before the event. CONCLUSION OF THE MEETING 1. National Tempus Day will be held at the Faculty of Engineering, Cairo University on December 20th 2010. 2. Each project will provide the booth for the dissemination of the project. 3. The cost will be supported by each project. 4. The Exhibition will be under the Auspices of the Ministry of Higher Education. Prof Dr Magdi El Messiry MEETING WITH Miss Jasmine Ateia M.A. Coordinator of University chair on innovation at Cairo University 1 November 2010 The objective of the meeting was to acquaint her with the objectives of the Tempus Project (MEDINNOALL). Project UNCHAIN may have some areas of common interests. She introduced their project which is; PROJECT TITLE UNIVERSITY CHAIR ON INNOVATION (UNCHAIN) OBJECTIVES - Establishing a University Chair on Innovation in the MEDA Region - Developing Technology Transfer Policy and Training the Chair Operators - Initiating a re-skilling Program on Innovation - EU MEDA Twinning M.Sc. Thesis Program - Developing an EU-MEDA Virtual Environment UniversityIndustry Cooperation in Innovation and Strategy for OUTCOMES Prof Dr Magdi El Messiry 1. Five Innovation Chairs at MEDA Universities 2. MEDA Technology Transfer Policy 3. Re-skilling Program on Innovation 4. EU MEDA Twinning M.Sc. Program 5. EU-MEDA Virtual Environment 6. Strategy for University-Industry Cooperation Strategy 7. Dissemination 8. Sustainability 9. Quality control 10. Management ACTIVITIES 1.1 Identification of the Weaknesses 1.2 Preparing Terms of Reference 1.3 Introducing the Chair to MEDA UN. 1.4 Establishing the Chair Infrastructure 2.1 Developing a Euro Med TTP 2.2 Euro Med TTP Workshop Prof Dr Magdi El Messiry 2.3 Promoting Socio-econ. Development 3.1 Selecting the Trainees for the TOT 3.2 Creating Competences (3 Trainings) 3.3 Building Capacity: (TOT)(3 Trainings) 4.1 Preparation of Twinning Program 4.2 Pilot Implementation up to18 Theses 5.1 Enhancement of the IT Infrastructure 5.2 Design and customization - online tools 5.3 Technological/Methodological 5.4 Online Activity Management, Creation 6.1 Documentation of the Experiences 6.2 Regular EU MEDA Experts Meetings 6.3 Initiating and Supervising of M.Sc. 7.1 Construct a web-Communication Server 7.2 Construction of Project Website 7.3 Information Seminars and Workshops 7.4 Support Package Prof Dr Magdi El Messiry 7.5 Involving Media in MEDA countries 8.1 Forming a Sustainability Commission 8.2 Setting a long-term Sustainability Plan 8.3 Setting Network of University Chairs 9. Quality control of 1, 2, 3, 4, 5, 6, 7, 8 10.1 Kick-Off Meeting 10.2 Management Meetings 10.3 First Year Management and IR1 10.4 Second Year Management and IR2 10.5 Third Year Management and IR3 During the meeting we came to the conclusion that the team of both projects should meet on 28th of Nov 2010 for establishing the means of cooperation. Prof Dr Magdi El Messiry VISIT TO THE ALEXANDRIA CHAMBER OF COMMERCE For the dissemination of Medinnoall project objectives a meeting with the representative of the Alexandria Chamber of Commerce was arranged to be held at their premises on 3rd of November 2010. Meeting attended; Prof. Dr. Magdy El Messiry Manager of Medinnoall Project, AU Mrs. Hanem El Shennawy Assistant Secretary General, ACC Mr. Yasser Ibrahim Knowledge Transfer Center, AU During the meeting the following topics were discussed; 1. Objectives of the Medinnoall Project and the expected outcomes. 2. What the role will be played by both partners. Prof Dr Magdi El Messiry 3. The current needs of the ACC for the new projects. After the discussion, both parties agreed on the importance of the Medinnoall Project for Alexandria community. At the same time, Mrs. Hanem El Shennawy, the representative of Alexandria Chamber of Commerce, asked for the updated data base of the professors and their scientific profile. Goals of the cooperation between Alexandria University and Chamber of Commerce: • ESTABLISHING AN ACADEMY FOR TRAINING THE MEMBERS OF THE ALEXANDRIA CHAMBER OF COMMERCE • ESTABLISHING “SMART CENTRE” for STARTING-UP BUSINESSES • RESEARCH ACTIVITIES Prof Dr Magdi El Messiry • INFORMATION TECHNOLOGY DESIGN FOR THE SMART SERVICE CENTER At the end of the meeting, both sides offered their interest in signing MOU for the areas of cooperation. Global Entrepreneur Week 2010 4 to 9 November 2010 Prof Dr Magdi El Messiry The Medinnoall project has participated in the global entrepreneur week which was held at the Student Union Building, Alexandria University, in cooperation with Key Career Development Center. Prof.Dr. Magdy El Messiry, the project coordinator, gave an opening lecture about the objectives of the project and innovation in modern universities. Prof Dr Magdi El Messiry Agenda Session Type Provider Innovation In Modern Universities Business Plan Medinnoall Entrepreneur Master Class Injaz 8th Of November 2:00pm-3pm 50 students 3rd & 4th 3 pm – 6 year pm 1 pm -6pm 100 student Ernest & Young 9th Of November 2:30 pm6pm The strategy &Attitude of starting up Your own Business Date 6th Of November Yaki Duration Class capacity 200 student Place of the work shop Student union building Student union building Student union building Submission is available at Key Office (Faculty of Engineering) or at the Key Booth from 11am till 2pm. ENTREPRENEUR WORKSHOP Prof Dr Magdi El Messiry Prof Dr Magdi El Messiry ALEXANDRIA UNIVERSITY INNOVATION DAY Prof Dr Magdi El Messiry An article about the student at the Faculty of Engineering, Alexandria University, who owns 5 international patents. Prof Dr Magdi El Messiry Minister of Higher Education, His Excellency Prof.Dr. Hany Hellal, Director of Alexandria University, Prof.Dr. Hind Hanafy, Prof.Dr. Ahmed Zewail during the visit, investigating the stand of the young inventor Mr. with one of his proto-types. Prof Dr Magdi El Messiry To disseminate the culture of the innovation which, beyond doubt, will lead to the increase in the capacity of the students and young engineers to start thinking in order to change the innovations into inventions, the Medinnoall project decided to arrange the “First Innovation Day” at the Faculty of Engineering on November 30th, 2010. The event will be held under the auspices of Prof.Dr. Hind Hanafy, President of Alexandria University Prof.Dr. Adel El Kordy, Dean of the Faculty of Engineering Prof.Dr. Naser Darwish, Vice Dean of the Faculty of Engineering for the undergraduate studies. FIRST INNOVATION DAY Prof Dr Magdi El Messiry Faculty of Engineering - Alexandria University INVENTOR’S EXHIBITION 30 NOVEMBER 2010 Awards for the Winners Contact us: http://alexandriauniversityinnovationpark.com Prof Dr Magdi El Messiry ‫‪Registration Forms‬‬ ‫تحت رعاية‬ ‫األستاذ الدكتور‪ /‬عادل احمد الكردى‬ ‫عميد كلية الهنتدسة‬ ‫تنظم كلية الهندسة بالتعاون مع مشروع ميدنول‬ ‫معرض اإلبتكار واالختراع‪ENGTECH‬‬ ‫‪2010 / 11 / 30‬‬ ‫‪Faculty of Engineering Invention Day‬‬ ‫‪30 November, 2010‬‬ ‫الدعوة عامة لجميع الطالب المخترعين بكلية الهندسة لعرض النماذج االولية‬ ‫الختراعاتهم فى هذا المعرض والذى يضم المستثمرين ورجال الصناعة‬ ‫واالعمال لمباررة من كلية الهندسة – جامعة اإلسكندرية ومشروع ميدنول‬ ‫لنشر ثقافة االبتكار واالختراع والمساهمة فى تسويق االختراعات التطبيقية‬ ‫الجادة‬ ‫المزايا‪:‬‬ ‫‪-1‬العرض بالمجان للنماذج االولية المقبولة‪.‬‬ ‫‪-2‬سوف يتم عمل بطاقة لكل اختراع وتنشر فى كتاب وقرص مدمج يوزع على جميع‬ ‫المشاركيين‪.‬‬ ‫‪-3‬سوف تمنح أفضل ثالثة اختراعات جوائز مالية وشهادات تقدير بناء على تحكيم علمى‪.‬‬ ‫تتكفل اللجنة المنظمة للمعرض بمكافأة مالية رمزية لكل العارضين‪.‬‬‫‪-4‬سوف ينشر كتاب المعرض على الموقع االلكترونى لمشروع ميدينول وجامعة اإلسكندرية –‬ ‫وكلية الهندسة ‪.‬‬ ‫اخر ميعاد لتقديم الملخصات‪2010 / 11 / 22:‬‬ ‫الملخص صفحة واحدة باللغة العربية تحتوى على‪:‬‬ ‫‪ .1‬اسم االختراع باللغة العربية واالنجليزية‬ ‫‪ .2‬اسم المخترع وعنوانه والبريد االلكترونى‬ ‫‪Prof Dr Magdi El Messiry‬‬ ‫‪ .3‬وصف موجز و معبر عن االختراع‬ ‫‪ .4‬صورة للنموذج االولى‬ ‫ترسل الملخصات بالبريد االلكترونى الى‪:‬‬ ‫‪ -1‬أ‪.‬د‪ .‬مجدى المسيرى " المدير التنفيذى لمشروع ميدينول "‬ ‫‪mmessiry@yahoo.com‬‬ ‫‪ -2‬د‪.‬هيثم ممدوح ‪haytham.awad@eng.alex.edu.eg‬‬ ‫‪ -3‬األستاذ‪ /‬ياسر ابراهيم ‪yasser_khattab@hotmail.com‬‬ ‫‪.1‬‬ ‫الشروط الواجب توافرها فى المخترعين المتقدمين للمشاركة فى‬ ‫المسابقة‬ ‫ان يكون طالب بكلية الهندسة أو طالب بالدراسات العليا بها‪.‬‬ ‫‪.2‬‬ ‫‪.3‬‬ ‫أن يكون طالب دراسات عليا او بمرحلة الماجستير أو الدكتوراة‬ ‫يجب ان تكون جميع االختراعات اصيلة‪-‬فكرتها جديدة و ليس لها شبيه‬ ‫داخل او خارج مصر‪.‬‬ ‫‪.4‬‬ ‫‪.5‬‬ ‫‪.6‬‬ ‫‪.7‬‬ ‫‪.8‬‬ ‫‪.9‬‬ ‫يجب ان تكون االختراعات المقدمة للمسابقة قابلة للتطبيق و ليست‬ ‫افكار خيالية‬ ‫تعرف االفكار الخيالية على انها افكار غير سليمة نظريا او سليمة نظريا و‬ ‫لكن ليست ذات قيمة مضافة‬ ‫تستحق ألجلها الوجود‬ ‫يجب ان يلتزم كل مخترع بتقديم دراسة مالية مبدئية لالختراع‬ ‫هذا المعرض ال يتضمن االختراعات ذات الطابع الحربى‬ ‫يتم رفض االختراعات التى يمكن ان تلحق اضرار جسمية بالبيئة‬ ‫يتقدم كل مخترع بنموزج او ماكت تجريبى يوضح اختراعه و فى حالة‬ ‫عدم القدرة يمكنه عرض اختراعه‬ ‫باستخدام برامج المحاكاة المحوسبة او العرض التقديمى المقدم مع ذكر‬ ‫اسماء البرمجيات المستخدمة !‬ ‫‪Prof Dr Magdi El Messiry‬‬ ‫‪ .10‬فى حالة االختراعات التى تتعلق بكائنات حية يجب استيفاء كافة شروط تطبيق التجارب‬ ‫التى تعرض او‬ ‫تحدث عليها و فقا للمعايير المصرية المتعارف عليها‪.‬‬ ‫‪ .11‬على جميع المتسابقين االلتزام بتقديم ملخص‪ 500‬كلمة بحد اقصى عن االختراع حتى يتم‬ ‫تحديد امكانية‬ ‫قبول المتسابق من رفضه‬ ‫اقصى موعد لقبول طلبات المشاركة يوم ‪2010 / 11 / 22‬‬ ‫‪.12‬‬ ‫على جميع المتسابقين االلتزام بالبروتوكوالت االدبية التالية‬ ‫‪.13‬‬ ‫‪ .1‬عدم التعرض للزمالء المشاركين باى شكل من اشكال المضايقات و االلتزام بمناخ‬ ‫المنافسة الشريفة‬ ‫‪ .2‬مراعاة حقوق الملكية الفكرية‬ ‫‪ .3‬عدم تسريب اسرار االختراعات المنافسة الى جهة كانت‬ ‫‪ .4‬اظهار التعاون االزم مع المنظمين‬ ‫‪ .5‬عدم التعرض للجنة التحكيم و عدم ممارسة اى ضغوط كانت على اللجنة‬ ‫‪ .6‬االلتزام باخالقيات الباحث العلمى‬ ‫‪ .7‬االشارة الى المراجع العلمية كتب او اشخاص بمصداقية علمية‬ ‫‪ .8‬االلتزام بمعايير االمانة العليمة‬ ‫‪ .9‬مخالفة اى من هذه الشروط قد تعرض المتسابق الى الحرمان من المشاركة و‬ ‫التعرض للمسألة القانونية اذا تضمنت المخالفة ما يؤدى الى ذلك‬ ‫‪ 14‬فى حالة المشاركة بمشاريع التخرج لطلبة الكلية يجب الحصول الموافقة كتابية من ‪.‬‬ ‫المشرف على المشروع‬ ‫(اذا وافقت على الشروط فى الصفحتين السابقتين من فضلك اكتب البيانات المطلوبة فقط)‬ ‫اوال البيانات الشخصية للمخترع او الباحث‬ ‫االسم بالعربية (ثالثى)‪:‬‬ ‫االسم باالنجليزية (ثالثى)‪.:‬‬ ‫الرقم القومى‪:‬‬ ‫فى حالة غير المصريين رقم جواز السفر‪:‬‬ ‫السن‪:‬‬ ‫الجنسية‪:‬‬ ‫معلومات االتصال‬ ‫رقم الهاتف‪:‬‬ ‫رقم المحمول (الجوال)‪:‬‬ ‫‪Prof Dr Magdi El Messiry‬‬ ‫البريد االلكترونى‪:‬‬ ‫معدل استخدامك للبريد اللكترونى‪:‬‬ ‫(يومى –كل يومين‪ -‬كل ثالثة ايام‪-‬اكثر من ذلك)‬ ‫الفاكس ان وجد ‪:‬‬ ‫عنوان المنزل و المراسالت البريدية‬ ‫محل االقامة الحالى‪:‬‬ ‫ثانيا بيانات االختراع‬ ‫(مالحظة هامة يمكنك تقديم حتى خمسة اختراعات سنختار منهم واحد فقط لتمثيلك فى‬ ‫المسابقة)‬ ‫االختراع االول‪:‬كرر ذكر نفس البيانات المطلوبة فى حالة االختراعات االخرى‬ ‫االسم باللغة العربية‪:‬‬ ‫االسم باللغة االنجليزية‪:‬‬ ‫الوصف المختصر (‪500‬كلمة حد اقصى) باللغة العربية‪ :‬يرسل بالبريد اإللكترونى‬ ‫لمسئولى تنظيم الحدث‬ ‫‪ -1‬أ‪.‬د‪ .‬مجدى المسيرى " المدير التنفيذى لمشروع ميدينول" ‪mmessiry@yahoo.com‬‬ ‫‪ -2‬الدكتور ‪ /‬هيثم ممدوح ‪haytham.awad@eng.alex.edu.eg‬‬ ‫‪ -3‬األستاذ ‪ /‬ياسر ابراهيم ‪yasser_khattab@hotmail.com‬‬ ‫موقعنا االلكترونى‬ ‫‪http://alexandriauniversityinnovationpark.com‬‬ ‫خط االستعالمات ‪0121341464‬‬ ‫مع اطيب التمنيات بالتوفيق و النجاح\‬ ‫‪PARTICIATING IN WORK SHOP‬‬ ‫‪Prof Dr Magdi El Messiry‬‬ INTERNATIONAL WINTER SCHOOL ON Research Promotion, Technology Transfer and Business Creation 22nd to 24th of November 2010 The work shop is organized by Alexandria University and The EuroMediterranean Consortium Tethys within 2010 French Egyptian year of science and technology. Prof Dr Magdi El Messiry Innovation Alliance Meeting at Faculty of Engineering Alexandria University 28th of Nov 2010 According to the invitation of Medinnoall Project Group a meeting was Held at the faculty of Engineering Alexandria University with members of the UNCHAIN tempus project Attendants: Prof Dr Magdi El Messiry • Prof. Dr. Adel El Kordi – Dean of Faculty of Engineering, Alexandria University • Prof. Dr. Magdi EL Messiry – Medinnoall Project coordinator and Head of Textile Engineering Department, Alexandria University • Dr. Amr Taha – IMC R&D Director • Dr. Amira Abdelmotaal – Head of Research Department, SEKEM • Dr. Gehad Salem – R&D Director SEKEM • Prof. Dr. Galal Galal –Eldeen – ICT department, Cairo University • Jasmin Ateia – UNCHAIN project coordinator Objectives: In this meeting we discussed out future local collaboration, topics as a strategy for university-industry collaboration, and dissemination of the idea of TTP in universities and industry, different suggested modules for Industry approach hence TEMPUS Project (MEDINNOALL) has some mutual similar objectives as UNCHAIN. Prof Dr Magdi El Messiry Topics: 12:30 pm: short meeting at the Dean’s office during which he was informed about the similarity of the two TEMPUS projects, UNCHAIN and MEDINNOALL. 1:00 pm: Dr. Galal presented the UNCHAIN project to Dr. Messiry and shortly talked about the activities of the Cairo University innovation support office (innovate.cu.edu.eg) which aims to establish the connection between academia in CU and Egyptian industry by providing joint work between researchers and industry. The discussion that followed was mainly concerned with how to approach the industry, how to make the offices and projects more known through dissemination activities and how to sustain them in the future. Prof Dr Magdi El Messiry Dr. Messiry presented the Medinnoall project objectives and outcomes. Dr. Messiry mentioned that the MEDINNOALL project is aimed to establish Knowledge Transfer Center inside the Alexandria University which will provide technology auditing training to foster innovation culture in campus and industry and to audit technology (the gap between the locally developed technology and the globally developed is measured). Dr. Amira and Dr. Amr mainly stressed the point that the industry needs pilots of products from the researchers, not only a proposal, in order to estimate if an upscale is possible or not. Dr. Amr Taha suggested developing certain training courses for professors on innovation and solution finding. The process should start with the demand in the company, which then contacts a professor, who then enters a short training to renew skills. Dr. El Messiry suggested that the IMC should establish a direct focal contact with Alexandria University to facilitate the linkage between the Industry and Academia. Dr Amr approved that and promised to let the responsible personnel at Alexandria and Burg El Arab industrial areas to contact Dr. El Messiry. Prof Dr Magdi El Messiry Concrete outcomes The IMC will establish a link to the UNCHAIN and Medinnoall homepage on its website. Jasmin will meet the UNIDO soon to help Lucia Cartini passing over the project to her successor and will then invite her to join another mutual meeting/workshop/event. Galal, Amr and Dr. Messiry will develop together the training modules that will later lead to a Masters degree on Innovation. Activities and Outcomes: Prof Dr Magdi El Messiry 1- Cairo University Approach: organize for Innovation diploma at the university for Industry employees and fresh graduated students, cooperation with IMC. 2- Alexandria. University Approach: organize for Training Program (Technology Auditing) for Industry members. 3- IMC Approach: Introduction of new program (Professor for each factory). 4- SEKEM Approach : Park) Heliopolis Academy module (Innovation - Innovation Award (Innova I, II) 5SEKEM and Alexandria University will approach IMC R&D office to innovate a research project between the two sides which will be funded by IMC. Prof Dr Magdi El Messiry FIRST INNOVATION DAY Innovation Exhibition Registration Prof Dr Magdi El Messiry Discussion with the innovators Proto-Type Prof Dr Magdi El Messiry First Model AWARDS GIVEN ON THE 1ST INNOVATION INNOVATIVE PROFESSOR. INNOVATIVE PATENT Prof Dr Magdi El Messiry Prof Dr Magdi El Messiry ORGANIZING COMMITTEE NEWS PAPER ALMSA writes about the innovation day which held 30 Nov.2010. Faculty of Engineering AU Celebrate for the first time the “Day of Innovation” The objective to disseminate the culture of innovation in Alexandria University. Prof Magdi El Messiry in charge of the Organization of this day has stressed on the possibility of each student and graduate to register his ideas and inventions on local and international level through patent office. Prof Dr Magdi El Messiry the inventions and the patent are in various areas such as cars, control of air plans the material surface treatments plus a smart wheel chair . Prof Dr Magdi El Messiry 90 students present 40 inventions on “Innovation Day” More than 90 students with 40 inventions, with the ideas on creativity, were present on the first, “Innovation Day”, organized by the Alexandria University for students of the Faculty of Engineering. There was an exhibition of the innovations by the college students and graduates from various departments. The prizes were awarded to the winners. The fair witnessed a high demand. The young inventors illustrated the scale models of inventions, and provided the visiting staff members and students with a detailed explanation. Heba Mohamed, one of the inventions, presented a draft «Filtration» in collaboration with Sarah Wael, Angie structure. The project is working to provide sterilization for the operating room in hospitals through the use of «air curtains», which is working to remove the micro particles in air at the operating room providing complete sterilization. She added: «the invention aims to provide optimal sterilization through the use of less expensive means such as the curtains, which exists only in one hospital in the Alexandria». Ibrahim Othman, a graduate 2003, presented the invention of «innovative unit for the desalination of water», which can insure high-purity water. It Prof Dr Magdi El Messiry was said that: «the idea of the project depends on the amount of water withdrawal and percentage of salts. The idea is to remove sodium chloride, responsible for the salinity of water, through the use of electricity». Dr. Magdi El Messiry, the organizer of this event and responsible for the exhibition said: «It is the first of its kind in the University». He added: «The idea of the exhibition came with the presence of some outstanding talented young students within the University, which can develop the proto-type of inventions, and we aimed at promoting a culture of scientific innovation». Prof Dr Magdi El Messiry Prof Dr Magdi El Messiry 8th of December News paper El Messa Write about Gold Brains at the Faculty of Engineering Prof Dr Magdi El Messiry December 2010 Innovation culture in the universities Invitation Card On the 6th of Dec. 2010 a General lecture about the innovation culture in the university will be arranged by the Student Union of the Faculty of Engineering, Alexandria University. Prof Dr Magdi El Messiry Prof. Dr. Magdi El Messiry is invited as Key Nod speaker. Prof Dr Magdi El Messiry The National Tempus Day Prof Dr Magdi El Messiry 20 December 2010 Prof Dr Magdi El Messiry The Medinnoall project has participating in the Tempus National Day Which will held at Faculty of Engineering Cairo University Prof Dr Magdi El Messiry Monitoring Visit 21th of December 2010 According to the agreement with the National Tempus Office in Cairo, project monitoring visit will be held at Helwan University on 21th of December, 2010. Prof Dr Magdi El Messiry Prof Dr Magdi El Messiry Medinnoall Project Organization Structure At Alexandria University Project Coordinator; Prof Dr. Magdi El Messiry Advisory committee Prof Dr. Adel El Kordi Prof Dr.Rawia Konswa Prof Dr.Zeid El Saiad Dr. Hatham Awad Prof Dr. Dina Taha Dean of the Faculty of Engineering AU Prof. of Irrigation Faculty of Engineering AU lecturer architect department Faculty of Eng. AU lecturer Civil Eng.Department Faculty of Eng. AU lecturer architect department Faculty of Eng. AU Eng.Osama El Ganiny Charmin of Alexandria fertilizing company Egypt Prof Dr Magdi El Messiry Knowledge Transfer Center Administrator; Manger; Prof Dr. Adel Kordi Prof Dr. Magdi El Messiry Employee; Eng. Islam Ahmed Mr. Yasser Ibrahim Financial; Secretary Mr. Zakaria Dahish Mrs. Nevin mohamed Prof Dr Magdi El Messiry STATUS OF ACCOMPLISHMENT WORK PLAN 1ST YEAR AT ALEXANDRIA UNIVESITY 1.Creation and Implementation of the Mediterranean Alliance on Knowledge Transfer and Innovation. 1.1 Revising EU experiences & Study visits of PC top management level staff to EU. DONE 1.2 Development & publication of strategic guides for the promotion of KT & Innovation. DONE 1.3 National network conferences & innovation fora. 2.Comprehensive Training programme to create a cadre of KT professionals 2.1 Selection of staff for KT centres and Identification of Business Link Advisors DONE 2.2 Development of trainings and training materials. 2.3 First Training Module: “Core activities and strategic implementation of University-Industry Cooperation”. DONE 3.Creation of 12 Centres of Excellence in Knowledge Transfer Prof Dr Magdi El Messiry 3.1 Purchase & Instalment of infrastructure 3.2 Development of centres’ homepages and databases DONE 5.Promotion of the Innovation Culture & Dissemination 5.1 Development of dissemination materials & project homepage. DONE 5.2 Innovation events with economic stakeholders. DONE 5.3 Information seminars for universities’ community . DONE 6.Project´s Sustainability 6.1 Development and adoption of institutional strategies for the implementation of KT structures within PC universities. DONE 6.2 Identification of funding strategies & programmes for developed services. 6.3 Development and adoption of a strategy for the continuation of the MEDINNOALL Alliance. 7.Quality Control and Monitoring 7.1 Internal and external quality control and monitoring. Internal DONE Prof Dr Magdi El Messiry 7.2 Inter-Tempus project coaching. 8.Project Management 8.1 Day-to-day project management. 8.2 Coordination meetings. DONE DONE Prof Dr Magdi El Messiry