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To Knowledge Collaborations That Create Growth in Enterprises GUIDE TO KNOWLEDGE COLLABORATIONS THAT CREATE GROWTH IN ENTERPRISES KNOWLEDGE BRIDGES FOR GROWTH ENG_guide_indhold_PRINT.indd 1 20/11/2017 13.48 Date: May 2017 Publisher: REG LAB REG LAB is Denmark’s leading network and think tank in promoting regional business and innovation. REG LAB is a non-political organisation financed 100% by its more than 100 member organisations, ranging across state, regions, municipalities, business councils, educational institutions, cluster initiatives and enterprises – all with the common goal to strengthen business development in Denmark. ENG_guide_indhold_PRINT.indd 2 20/11/2017 13.48 GUIDE TO KNOWLEDGE COLLABORATIONS THAT CREATE GROWTH IN ENTERPRISES KNOWLEDGE BRIDGES FOR GROWTH ENG_guide_indhold_PRINT.indd 3 20/11/2017 13.48 INDEX WHY A GUIDE TO KNOWLEDGE COLLABORATION? 3 WHY KNOWLEDGE COLLABORATION? 4 VARIOUS TYPES OF KNOWLEDGE COLLABORATIONSE 6 HOW TO PUT KNOWLEDGE COLLABORATION ON THE AGENDA 8 THE THREE PHASES OF A SUCCESSFUL KNOWLEDGE COLLABORATION 10 BEFORE THE KNOWLEDGE COLLABORATION 12 1 Structured needs identification 13 2 Making a cost-benefit specification 14 3 Ensuring optimal matchmaking of qualifications and skills 15 4 Assessing the capacity of the enterprise 16 5 Optimising project design 17 6 Establishing a trust-based collaboration platform 18 DURING THE KNOWLEDGE COLLABORATION 20 7 Ensuring support and prioritisation from the management level 21 8 Agility and commitment in project management 22 9 Inclusion of practical/authentic tests and cases 23 10 Operationalisation of knowledge 24 AFTER THE KNOWLEDGE COLLABORATION 26 11 Evaluate and follow-up on the knowledge collaboration 27 12 Focusing on implementation and creation of value 28 13 Adjustment of the organisation and qualifications of the enterprise 29 14 Follow-up with new projects 30 FURTHER INSPIRATION AND GUIDANCE 32 4 GUIDE TO SUCCESFUL KNOWLEDGE COLLABORATIONS ENG_guide_indhold_PRINT.indd 4 20/11/2017 13.48 WHY THIS GUIDE TO KNOWLEDGE COLLABORATION? In today’s world, there is a strong focus new and important knowledge, from which on how our knowledge institutions contri- essential factors lead to value creation in bute to growth and prosperity in society. the enterprises through the collaborations. This is not limited to research and educa- This guide is based on insights and specific tion, but also through direct collaborations experiences from the many cases. with Danish enterprises in the development of products, technologies, qualifications, The guide has been designed as an skills and business concepts. easy-to-read handbook with advice and practical tips on handling the various And it is obvious why: We know that phases of a knowledge collaboration, to collaborations between enterprises and ensure the desired outcome. It is important knowledge institutions may result in great to note that the guide is based on the value. However, we also know that it is need of SMEs to convert knowledge into still only relatively few small and medium- specific value creation. Other investigations sized enterprises (SMEs) that get involved have focused on what motivates know- in knowledge collaboration, even con- ledge institutions to knowledge colla- sidering that this number seems to have boration. been increasing during recent years. Furthermore, the full benefits of the know- The tips and recommendations of the ledge collaborations are often not collected. guide have been discussed and tested It may result in many challenges when along the way, during dialogue meetings researchers or teachers and SMEs with with knowledge institutions and other very different goals, cultures and time actors. It is our hope that the guide will frames have to collaborate and convert serve as a useful inspirational tool for all theoretical knowledge into commercial actors involved in promoting, supporting value. and implementing knowledge collaborations – including both enterprises, knowledge Thus, a wide range of REG LAB members institutions and actors that promote have taken initiative to initiate and follow business and innovation. through with the analysis Knowledge Bridges for Growth. Based on in-depth REG LAB, May 2017 studies of 50 successful knowledge collaborations, the analysis has provided GUIDE TO SUCCESFUL KNOWLEDGE COLLABORATIONS 5 ENG_guide_indhold_PRINT.indd 5 20/11/2017 13.48 WHY KNOWLEDGE COLLABORATION? In Denmark, there is an increased • Obtain new qualifications. focus on the use of knowledge colla- borations in business environment. • Find solutions to complex More and more enterprises prioritise challenges. collaborating with knowledge institutions on development and innovation. Con- WHEN IS KNOWLEDGE COLLABORATION sidering that enterprises that colla- RELEVANT? borate with knowledge institutions perform considerably better than Knowledge collaboration may contribute enterprises that do not, this is hardly to strengthening competitiveness in a surprise. many areas. The knowledge institutions possess a vast range of top-level Previously, knowledge collaboration expertise that may stimulate innovation was primarily a matter for the research and development in Danish enterprises. based enterprises. Today, a wide Knowledge collaboration is especially range of enterprises collaborate with relevant when: universities and other knowledge insti- tutions. Amongst other things, there • The use of research based goal is to: knowledge is a possible way of creating development in the • Take advantage of new enterprise, and to stand out from knowledge to develop own its competitors. products and processes. • The enterprise may benefit from • Get closer to students, and being challenged by researchers highly qualified potential or students that view the enter- employees. prise from a different perspective. • Acquire input and ideas to • Customised skills development business development, based forms part of the solution to the on new research. challenges or ambitions of the enterprise. 6 GUIDE TO SUCCESFUL KNOWLEDGE COLLABORATIONS ENG_guide_indhold_PRINT.indd 6 20/11/2017 13.48 WHO ARE THE KNOWLEDGE INSTITUTIONS? There are many possible collaborators for the enterprise. These may include: Universities that each play a role in applying academic research and education within both technical sciences, health sciences, natural sciences, social sciences and humanities, into the business environment and challenging the already established ways of running enterprises. University Colleges that are higher education institutions that offer practice-oriented educations and internships, as well as further training and upskilling, both within social welfare areas such as health care and education, as well as a wide range of other areas, such as communication, design and media. Business Academies that are higher education institutions with close ties to the enterprises and that, inter alia, collaborate in practice oriented innovation and upskilling. The academies are strong within the technical areas, e.g. construction and design and the business areas, such as finance and service. Vocational Schools that also have very close ties to the Danish industry – and that are competent in operationalising new know- ledge and strengthening enterprises by upskilling and raising awareness. The vocational schools, like the business academies, are focused on the technical and business-related areas. GTS Institutes (Advanced Technology Group – a network consisting of independent Danish research and technology organisations) that are specialised in repatriation of knowledge, developing technological solutions and knowledge services tailored for SMEs. Furthermore, the GTS Institutes offer customised upskilling and a wide range of testing facilities. Hospitals that play a significant role in developing, testing and demonstrating technological solutions within the health area. GUIDE TO SUCCESFUL KNOWLEDGE COLLABORATIONS 7 ENG_guide_indhold_PRINT.indd 7 20/11/2017 13.48 VARIOUS TYPES OF KNOWLEDGE COLLABORATIONS There are various ways of implementing and financing knowledge collaborations. This makes is easier to agree on a collaboration and matching the challenges, resources and ambitions of the specific enterprise. Knowledge collaborations cannot be strictly divided into specific categories, but below follows a description of the typical types of collaborations. TYPE OF COLLABORATION DESCRIPTION DURATION Student project Students develop solutions to a From one week to specific problem in an enterprise a semester. as part of a semester project, internship or assignment. Knowledge services Customised counselling services, Subject to agree- based on the special qualifications, ment. skills or facilities of the knowledge institution. User driven upskilling Customised upskilling aiming to From a couple of 1) improve the skills of the parti- weeks to 1 year. cipants and 2) specific value- creating measures in the enter- prise. Innovation project Project collaborations aiming to From a couple of resolve specific challenges in months to a couple one or more enterprises, through of years. targeted project collaborations (e.g. through a range of work- shops or similar activities). Research project Long term collaborations regarding Usually 3-5 years. development of brand new know- ledge and technology. 8 GUIDE TO SUCCESFUL KNOWLEDGE COLLABORATIONS ENG_guide_indhold_PRINT.indd 8 20/11/2017 13.48 DURATION RELEVANT WHEN FUNDING For enterprises that 1) have specific Usually very limited or no funding challenges, where methods and tools needed. from the knowledge institutions
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