Transcript Frank Heemskerk .

How can a CRIS add Value
for an Innovative Organization?
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Personal Background:
Academic research (15 yr): Biomedical, NL, USA, F, B,
many different grants and working with industrial
partners
Industry experience (8 yr): Biotech/pharma, Research
Management, contracts, IP, licensing, partnerships/
merger, investments
International Research Management: Biotech/Pharma,
EARMA + RIMS
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
European
Association of
Research
Managers and
E ARM A
Administrators
EARMA is the leading association of research managers
and administrators across Europe. EARMA sets the highest
standards for research management and administration.
A not-for-profit organisation from members for members.
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
How can a CRIS add Value
for an Innovative Organization?
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Let’s start with a couple of questions:
1. Characteristics of an Innovative Organization?
2. What is recognized as Added Value?
3. role of a CRIS and Who are
the users and stakeholders?
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Value creation through:
•A- To find new resources and partners
•B- To Manage existing resources and projects
•C- To reach out/ disseminate: use and exploit
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
SOME Characteristics of an Innovative Organization?
•Knows its strategic goals, but is responsive to changing
needs (where is the market)
•Monitors its output efficiency (cost-benefit)
•Using maximum of its internal + external resources
(management)
•Adaptive way of solving problems: innovation in both
products as well as processes
•Innovative in presenting its results/products to a wide
stakeholder group
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
So: where is the Added Value?
1.
2.
3.
4.
assess the market or get better access to it
Achieving a better operational efficiency
Improving your management
Developing or getting access to innovative products
and/or processes
5. Increase your impact through a wide stakeholder
group
=> NOTE: some of these are intimately linked to
each other or to your partners and rarely you
can do it alone !
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
commercial organizations may focus on this, but
the same is true for public organizations
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Changing role of Universities: need
more professional management !
- Role of University: Classical Humboldt model vs
Enterpreneurial model
-mergers between Universities and Technikons
-strategic choices on 3rd stream money, new
collaboration models/ partnership conditions
-Role University in economical development: at which
level: regional or national?
-R=>D=>Growth: is it possible? If so, what to
do, to make it happen in your place?
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Example: European Framework Program funding:
FP5 => FP6 => FP7:
from thematic interventions (FP5)
to project oriented (FP6)
to program oriented funding (FP7):
+> fighting fragmentation in Europe
+> integrating relevant stakeholders
(in the field: Biotech + new IT infrastr.=> Bioinformatics;
Air/ Space/automotive: shared infrastructures)
(new: virtual networks, less location based, GéANT !)
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
More changes, also internally:
1 -more complex technologies => knowledge of
different disciplines
2 -more staff have now a higher level of
specialization
3 1+2 => multidisciplinary teams required
4 -more stringent external requirements (e.g.
safety and environmental regulations)
5 -above all: the sheer size of large projects, with
exponentially increasing costs
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Focus down on Research Management
and CRIS’s:
•
•
•
Which Information would be needed by whom?
and used for What? (purpose?) =>
Where do we want to stand 10 years from now?
1.
2.
3.
4.
5.
Projects/ Programs
Organizations
People
Results
Resources
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Classical information in Research administration:
Administrative-driven, not value-driven:
•Research Management (e.g. HRM)
•Map External Financing (3rd stream funds)
•Map of Research Project partners
•Resource management
•Administration of research output of Institute
•Liaison between Departments/Divisions
Procedures
Organization
Negotiation
Overviews
Reports
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Outside a project:
-Government creates the context (incentives vs barriers)
-The Institute creates the possibility (operational - Labs)
-Regulatory Authorities set the rules
-Funding sources provide the means
-Higher Educ Inst provide the people
All need to understand the environment and have access to
the right information
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Roles of Research Management Office
• Research Project Coordination:
– Bus Dev aspects (external interface, legal)
– Contracts/Reports (internal interface, Finance,
Legal, IPM)
– Resource Administration (finance + personnel)
• Funding:
– Help/support grants (writing, submission,
negotiation)
– Administration/Follow up (external + internal
reporting)
– Help/support Project management (PMO)
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
How can we get more out of this?
example: the life of an EU project
What do you need to know when:
• You prepare your proposal idea
• Develop your consortium
• Negotiating a contract
• Manage the project/resources
• Manage the output: its exploitation-impact !
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Grantsmanship
Management
I
II
III
IV
People interact
Strategy Dev
Contracts
Negotiation
Finance
Project
Internal Info
Compet. Intelli.
Proposal Implement Closure
Valorisation
Selection Opport. Conversion project
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
First decisions to prepare for an Innovative project:
1- strategic level: top Executive level sets the
Mission - focus for Institute
: do we get a mandate to do this?
2- information level:
what has been done already (state of the art)
3- w/ whom to partner and why, competition?
4- what can we do ourselves and for what do we
need a partner?
5- is it important?: impact assessment
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Next decisions to prepare an Innovative project:
Planning:
1- where to get funding ? Specific
Requirements?
2- project proposal preparation
3- agree on project management,
4- Resource management (capacity?)
5- agree on Knowledge Management,
KTransfer, IPR
6- scenarios: what if….?
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Managing an Innovative project:
Negotiation:
1- contract management
2- feedback to Executive management
Project Management:
1- manage finances and resources (space,
infrastructure)
2- manage people (timesheets, promotions)
3- connect data sources for joint research?
4- consortium communication levels
5- monitor results: reporting
6- Knowledge Management, KTransfer, IPR
7- (milestone) decisions: changing directions
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Individual Project Life Cycle:
Individual Project Decisions at different stages:
•
Start:
–
•
Definition:
–
•
Continue, increase/ decrease resources
Valorization:
–
•
Proof of principle achieved, market, risk/benefit evaluation,
resources available
Milestones:
–
•
Feasibility phase, budget, work plan, partners, contracts,
funding
Go/no-go decision:
–
•
Description, project unique ID (number, acronym), entry
dbase
Licensing, spin-off projects, new development project
Termination:
–
Reporting, contract liabilities
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
How to do Project Management in a large project?
Source: Accenture
Analysis, 2001
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Budget Resource Planning: MATRIX
DEPARTMENT Budget / Expenses
‘Large’
Projects
FIN
small Projects/
Dept. Activities
TOTALS:
Proj 2
Proj 3
Proj 4
Other
Functional
budgets
DPT 1
53 €
29 €
18 €
1€
2€
103 €
DPT 2
24 €
34 €
32 €
4€
6€
100 €
DPT 3
41 €
33 €
15 €
12 €
10 €
111 €
…
55 €
17 €
22 €
3€
9€
106 €
TOTALS:
173 €
113 €
87 €
20 €
Project
budgets
RMO
Expenses not
related to
projects
Project Leaders
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Department Heads
Proj 1
Final decisions to close an Innovative project:
Use and Exploitation:
1- what did we develop: the project output?
2- who should know about it?
(reporting, dissemination, new stakeholders)
3- who could use the results?
4- Can the results be exploited in other ways
(new partners, industry, new projects,
internal learning)
5- IPR, contracts, licensing, liabilities, etc
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Due to the proliferation of information in the discovery
space, the new R&D business model will evolve to become
a virtual network of coordinated service providers
Genome Information Network
Toxicogenomics DBs
Contract Discovery
Functional
Genomics
DBs
Population
Genomics DBs
Metabonomics
DBs
Formulation &
Manufacturing
B2B Reagent Exchange
Regulatory
Novel Biologics
Design
Target
ID
Virtual R&D
Bioinformatics
Hardware
Infrastructure
Lead
Discovery
Hardware/ASP
Formulation
Clinical
Valid.
Automated
Chemical
Synthesis
HTS and
Combi-Chem
Predictive Modeling
and Rational Design
Clinical Validation
Protocol Planning &
Management
Global
Submission
Patient
Recruitment
Diagnostics &
Monitoring
Network
Privacy and
Security
Dri-Science Technology
Bioinformatics
Data Management
Chemiinformatics
Predictive Modeling
Source: Accenture
Analysis, 2001
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
3 Examples in practise:
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Practical example of multilayer comm. use:
Bgr: Robot technology + IT platform + new assay
developed w/ public funding + IPR generated
 1) implemented in Drug discovery (High
Throughput Screening few million compounds)
 2) transformed into commercial diagnostic
platform (new market and new partners !!)
 Use 2: knowledge base on viral characteristics
in patients => proprietary position in market
 Use 1: feedback into redesign of drug
candidates + better control in Clinical Trials =>
unique competitive advantage
Challenges: sheer size, heterogeneity dbases,
privacy towards patients (2) and partners (1)
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
But how to do this in a virtual network of
coordinated service providers?
Source: Accenture
Analysis, 2001
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Understanding HIV Drug resistance is the key to new drugs
Platforms
Treatment
monitoring
tools
Genomics
UHTS
Phenotyping
Bioinformatics
Phenotypic
Database
Genotypic
Database
Pharmacogenomics engine
Drug
Targets
Drug
Discovery &
Development
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
New Drugs
Value creation through:
•A- To find new resources and partners
•B- To Manage existing resources and projects
•C- To reach out/ disseminate: use and exploit
•A- Innovation in use of resources and partners
•B- Innovation in management
•C- Innovation in dissemination & exploitation
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Thank you for your attention !
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Research Management Information needs:
(for both Policy Decision maker as a RM)
 existing IPR and project results


(what’s new, is it worth it, who else is working on this)
- patents, contracts, competitive intelligence, literature
partnerships/ consortia (can we do this together)
- conferences, partner search, (experts), IRC, etc
funding possibilities (who’ll pay)
- national, FP6, other funding bodies, corporate, VC
 project/ program planning (what can we do)

- legal regulations, quality control, communication !
- internal data, partner data, compability of formats !
resource mngmt (which resources are available)
- Human, instruments/ equipment, infrastructure
 dissemination
(who uses results, transfer of knowledge, how to protect
yourself/ who has access / who are competitors)
€ = BONUS, not the goal !
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Statement euroCRIS seminar Sept’03:
•
•
•
•
•
the future of Europe – wealth creation and quality of life – is
predicated on R&D (research and development) ;
without R&D information the research policy decision makers
cannot guide, manage and evaluate the R&D and its output;
at present R&D information is distributed and heterogeneous
it is necessary to make accessible the information under a
homogeneous user interface
the homogeneity can be provided by technologies utilising
CERIF (Common European Research Information Format)
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Individual Project Life Cycle:
REPORTS
Idea
Box
PHASE A
PHASE B
PHASE C
Project definition
Project info
sheet + ID
Prototype or
Feasibility phase
Execution phase
FULL Project
proposal
or Termination
Report
Project
Progress
Reports
Research
GO/NO-GO
Project Team
DECISION
LEVEL
PHASE D
Steering
committee
Development
GO/NO-GO
Executive management
Resources
Planning
Legal/IPM
Business Dev.
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels
Development
Project Team
First decisions to prepare for an Innovative project:
1- strategic level: top Executive level sets the
Mission
2- information level:
w/ whom to partner and why, what to do
3- project proposal preparation
4- project management, Resource
management
5- Knowledge Management, KTransfer, IPR
6- afterwards: feedback into Research and
Education
Dr Frank Heemskerk, euroCRIS seminar; Sept’06 Brussels