practices and actors of eco-innovation - smes and their relational asymmetries with other actors -...

Practices and Actors of Eco-Innovation-

SMEs and their “Relational Asymmetries” with other Actors-

“Demand Readiness Level” (DRL) scale as new tool to

Hybridize Market Pull with Technology Push approaches

PhD. Florin Paun

Deputy Director “Industrial Innovation”, ONERA – The French Aerospace Lab TM

ANR - ERANET WorkshopParis, 8th of February 2011

Eco – innovation ?« Eco-innovation is the production, application or exploitation of a good, service,production process, organisational structure, or management or business method that isnovel to the firm or user and which results, throughout its life cycle, in a reduction of environmental risk, pollution and the negative impacts of resources use (including energyuse) compared to relevant alternatives »(Kemp und Pearson, 2008, Final report MEI project about measuring eco-innovation. www.merit.unu.edu\MEI)

Innovation = Successful Exploitation of a New Idea (von Hippel)

Eco-Innovation - Innovation + reducing the use of resources

Economically and Environmentally Sustainable

What about Social Sustainability ?!e.g. Is the Wind Energy Business Model sustainable bysubsidies (for ever) or by the right price on the CO2?… or the Photo Voltaic for individuals in France(taxes reduction + solar kwh pricing)… why not solar pricing for renewable fuels (made fromrecycled CO2 + electrolysed H2 with solar electricity)in spite of stocking CO2 ?! (Paun, F., 2010 “Sustainable CO2 Integration”)

© - Florin Paun, 2011 (Ce document et l’information contenue sont la propriété de Florin Paun. Toute reproduction est interdite sans l’accord de l’auteur.)

ANR - ERANET Workshop, Paris, 8th of February 2011

Innovation modelsLinear Process focused on individual process, activities or components

concept (Schumpeter) entrepreneur as driving force (Myer, Freeman) R&D push (Abernathy, Utterback) User (Lead) as Innovator (von Hippel) Co-innovation (Shapiro)

Integrated and Systematic Process coordination and relationship between participants (Hardy, Iansiti, Chen) innovative management (Tucker) – R&D + others/ organizational, systematical, continual opportunism/ every member involvement

TOTAL INNOVATION MANAGEMENT – 3 Totalities Model (Xu)

All elements

All individuals

All domains, time, spaces

Existing mechanisms must facilitate bridgesInter and Intra Totalities to create a completecycle Innovation Occurrence

Importance of the “Helicopter View”- Build at each level an ideas receptive system- Identify barriers build facilitating bridges



A practical guide to innovate?

- The importance of a highly collaborative process- Identifying barriers mostly related to asymmetries between actors

but also structural role of regulators- Building « bridges » inter and intra of each of the 3 totalities

- favour the « good merits » and banish the « bad merits » (Stiglitz, Scott)

- compensate or reduce the identified existing asymmetries

To eco-innovate+ measure the effects on the resources (material and immaterial): “good merit”

To Sustaining the eco-innovation system+ measure the social impact (good merit)

All the actors and domains could be part of eco-innovation processes



5

“Time 2 market – Complexity” Barrier

Industrial Groups to innovate?! SMEs? Disruptive, Radical, Incremental?

Time to Market

Pro

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Aerospace and Defence

Automotive

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Agro-food

Industries

Chemistry and Oil

Electronics

Main Industrials innovation limitSME’s innovation follow-up limit

Start-up innovation follow-up limit

R Stephan Université Technologique de Compiègne

(Multi) National Strategic

Program Support

SMEs – good vectors for technology demonstration in all domains Disruptive/Radical Innovation Get out of its sector, addressing new domains



I I I I I I ITechnology Readiness Level: PROCESS AND ACTORS

1 2 3 4 6 7 9

Need forCollaborative

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TimeR & T R & DIndustrialisation Commercialisation

DistributionPromotion

Investment in R&T

Death ValleyEquity Gap

First Sales

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Dedicated Structures

ASSYMETRISES MANAGEMENT during the whole process:

“Financial Risk” A

“Cultural” A.

“Technology” A.

Example: Onera– Tech SMEs Charter

Develop the collaboration between Onera and the SMEs by :

• Favouring the acces of the SME to the aerospace R&D results,

• Presenting an innovative offer to the industrial groups, (TRL 6-7)

• Enhancing the opportunities for the Onera’s R&D results to reach the market



Partnership topicsCollaborative R&D contracts : - addressing all type of private or public R&D call for tenders, all domains, all times, all markets (geographical); - all configurations - supplier or associate - envisaged; - IP co-sharing based on related contributions

Studies/expertise for the SME : - directly financed by the SME- Onera’s support for public innovation finance

- expertise : RDT, CREATI (PARTECH) and regional actors DRIRE, CRITT… - R&D : OSEO, ADEME (energy), la DGA-PME (Defence or Dual projects)…

Product / Tech Demonstrators Developpement in Risk and Benefice Sharing : - ONERA’s contribution carried on Risk sharing basis Onera’s ROI based on commercial exploitation by the SME

Technology or Knowledge Transfert Agreements : - licensing taking into account the treasury specific need for a SE or a Start-up

Scientist migration from Onera to the SME’s development team :



9

Early Stage Results with SME / Start-ups http://innovationhub.onera.fr

“Wind” Lidar

EM Syntheticenvironment

bio-medical Prosthesis in Porous Ti

AccelerometersMEMS

UAV landing

MedicalImagery

Wireless Home Distress Surveillance

NHEOLIS Individual Wind Mills

LASER InterferometerLife Science Microscopy

Fogale nanotechThin Layers Capacitive Sensors

Acoustic SignatureSoftware for Targetingand Scoring System

Pressure Sensitive Paintings

See and AvoidSystem

US machining

ONERA’s software

Crack propagationmonitoring device

KeopsysKeopsys LASERS

© - Onera, 2009, Ce document et l’information contenue sont la propriété de l’ONERA. Toute reproduction est interdite sans l’accord de l’ONERA.

Conclusion – Need to change the reference system!Towards a « HYBRIDISATION of MktPull vs TechPush approaches » (Paun, F., 2010)“What is the TRL level” - Customer Voice are sunken inside the TRL scale an our minds are Technology Push driven. - Why not referring to a scale related to the Degree of Maturity for the Expression of a Need by a customer on a given market including the lead markets for eco-innovation?- Why not define this scale and plot it in a reverse manner related to the classic TRL scale?

Ask for Projects which are searching for this matching on Eco-Innovation Lead Markets

DR Level Description for the “Demand Readiness Level” (Paun, F., 2011) Description TRL level TR Level

1 Occurrence of a Feeling of “something is missing” on the market

2 Identification of a specific need Market certification and sales authorisation

9

3 Identification of the expected functionalities for the new Product/Service

Product Industrialisation 8

4 Quantification of the expected functionalities Industrial Prototype 7

5 Identification of the systemic capabilities (including the project leadership)

Field demonstration for the whole system

6

6 Translation of the expected functionalities into needed capabilities to build the response

Technology development 5

7 Definition of the necessary and sufficient competencies and resources Laboratory demonstration 4

8 Identification of the Experts (R&T) possessing the competencies Research to prove feasibility 3

9 Building the adapted Research Projects to find answers to the expressed need on the market

Applied research 2

Fundamental research 1



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