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WESTLAKE SMB Conference INTERNATIONAL FORUM ON
MARKET-DRIVEN RD AND THE TRENDS OF TECHNOLOGY
APPLICATION Hangzhou, China, 21st 22nd
October 2007 World Trade Centre Grand Hotel,
Zhejiang

Welcome by WAITROthe World Association of
Industrial Technological Research
Organizations the global innovation family !
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Identifying Winning Technologies with Global
Market Prospects
Based on International Experiences and the
Fraunhofer Practice
Dieter R. Fuchs
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• Point of Viewfor this presentation
• business processes to better manage the first
  steps of the innovation chain (by technology
  push activities)
• technology portfolio as a key to optimized
  strategy planning in a large contract
  research organisation

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Fraunhofer 2007

• Key Areas and Alliances
• Microelectronics
• Production
• Information and Communication Technology
• Materials and Components
• Life Sciences
• Surface Technology and Photonics
• Defense and Security Research

56 Institutes 12
400 employees gt US 1.5 billion research
budget
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Fraunhofer Benchmarks
Size of bubbles Research expenditures
Fraunhofer
UC system
Stanford
MIT
Caltech
Source Fraunhofer Venture Group, 2005 MIT
Technology Review, March 2005
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Different Levels of Strategy Planning at
Fraunhofer
Fraunhofer
1 corporate strategy
Main trends and framework
Cluster Life Science
Cluster Production
.......
7 clusters strategies
Business fields and Core competences
56 institutes strategies
Institutes
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Strategy Planning on an Institutes Level
Structure
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Strategy Planning on an Institutes Level
Process
Structure
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Elements of the Institutes Plan Business Areas
market orientation

• Which products are needed by the market?
• Sum of similar customer needs

Expected Market developments
Understand the task of the customer,
customer orientation, specific marketing
Product 1
Innovation 1
Product 2
Application roadmap
Time
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Elements of the Institutes Plan Core
competences research orientation

• I know how to "
• Skills (methods, technologies, instruments,
  country and management know how )
• Core fields of Excellence
• Advantages in competition (patents, know how,
  networks )

Expected Technology developments and Research
results
Knowledge 1
Competence 1
Technology roadmap
Time
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Strategy Planning on an Institutes Level
Process
Structure
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The Technology Audit
.induces a critical discussion with external
experts on the institutes perspective taking the
strategy plan as a basis.

does not measure and evaluate the performance
of the past
but


today
past

future
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Corporate Governance at Fraunhofer
Federal/States Committee (financial)
Supervision
Assembly of members (constitutional)
Senate (strategic)
Chairmans committee
Executive Board
Consultation
President 3 Vice Presidents
Alliance Chair Persons
Scientific and TechnicalAdvisory Board (WTR)
WTR-Committee(HK) (internal)
Alliance
IL
ILA
Institute Advisory Boards (external) "Trustees"
Institutes
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Strategy on Fraunhofers Corporate Level

• due to

• a necessary convergence of the individual
  strategies of our 56 (acting quite autonomously)
  institutes
• profiling Fraunhofer as a corporate organization
  not a holding !
• efficient use of own resources
• quickly changing externals markets risk
  management

Leadership in the dialogue on corporate RD
priorities
Principle No "isolated" central strategy plan,
but coordinated discussions with internals and
externals
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Profiling the Technology Portfolio
Broad discussion on RD needs, considering all
actors (often nationally organized and followed
by national programmes)
Normally all organizations follow the same lines
- no differentiation

• FUTUR (Germany)
• 7. RD Framework Programme (Europe)

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Profiling the Technology Portfolio
Broad discussion on RD needs, considering all
actors (often nationally organized and followed
by national programmes)
Normally all organizations follow the same lines
- no differentiation

• FUTUR (Germany)
• 7. RD Framework Programme (Europe)

Individual focus of organizations on different
trends following the different missions
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Different Ways of Strategy Planning
The result is a limited adaptation of the core
competences to the needs ... but the portfolio
remains the same.

• Existing core competences of a CRO.

Each is influenced by market needs.
Way 1
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Different Ways of Strategy Planning
The result is a limited adaptation of the core
competences to the needs ... but the portfolio
remains the same.

• Existing core competences of a CRO.

Each is influenced by market needs.
Way 1
There are existing core competences of a CRO.
There are needs of the market
A comparision of existing competences and the
market needs results in
new competences,
Way 2
adapted core competences,
competence selection and consequently in a new
and focussed portfolio.
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Portfolio Planning at Fraunhofer in 3 Steps
Collecting information on future trends General
documentation on global RD trends
Comparison with actual Fraunhofer-resources
(Quantification)
Basic paper for an internal discussion
Fraunhofer-internal discussion
Paper on the future development of Fraunhofers
RD portfolio
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The actual RD Market
Technology trends in 14 international Foresight
Studies
RD strategies of 5 European Contract Research
Organisations
Strategic information from 15 industrial global
players
46 Clusters Basis of a Fraunhofer-internal
discussion
QinetiQ
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Matching the topics with Fraunhofers Capacities
300
250
200
150
100
50
Themen-cluster
clusters of topics
0

Robotik
Software
Logistik
Sensorik
Luftfahrt
Simulation
Elektronik
Werkstoffe
Pharmazie
Raumfahrt
Landwirtschaft
Smart Materials
Nanotechnologie
Computertechnik
Oberflächentechnik
Elektronische Dienste
Umweltbeobachtung
Bauen und Wohnen
Alternative Energien
Energieumwandlung
Werkstoffverarbeitung
Denken und Verstehen
Informationsvernetzung
Übergreifende Sicherheit
Sonstige Themengebiete
Luft- und Bodenreinigung
Wasser- und Abfallwirtschaft
Fossile und nukleare Energien
Mensch-Maschine-Schnittstelle
Prozess- und Produktionstechnik
Lebensmittel und Biotechnologie
Informationstechnik und Verkehr
Optik, Photonik und Optosensorik
Informationtechnik und Gesundheit
Ökologisch nachhaltige Produktion
Allgegenwärtige Computerintelligenz
Bildungsmethoden und -instrumente
Mikrotechnik und Mikrosystemtechnik
Gentechnik, Genomik und Proteomik
Informations- und Wissensmanagement
Ernährung und Lebensmittelverarbeitung
Kommunikationstechniken und -netzwerke
Transportsysteme und Verkehrsinfrastruktur
Medizinische Diagnose, Therapie und Prävention
Organisation und Management von Unternehmen
Transplantation, Tissue-Engineering und Prothetik
Informationstechnik in Produktentwicklung und
Produktion
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Criteria for Evaluating Future Market Perspectives

• RD intensity The field has to be genuinely RD
  intensive (and is not dependent too much on other
  framework conditions (legal, social, economic..))
  
• Market volume a high potential for innovations
  is expected the prospective market size has to
  be in a significant magnitude and the time frame
  for market maturity is less than 5 years
• Fraunhofers position Fraunhofer has already
  significant core competences in the respective
  fields and will be able to play a significant
  role (leadership) in the research community and
  the respective business field

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www.fraunhofer.de
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Fraunhofer research today for future market
success
1. Internet of thingsParcels that deliver
themselvesThe Internet is a self-organizing
distribution system. If the same principles are
applied to real merchandise, each parcel can find
its own way to the customer. 2. Smart
products and environments Invisible helpers at
the ready Electronics create a helping
environment Sensors and microchips locate
devices, control service robots, remind us of
important things to do and relieve us of
burdensome tasks.. 3. Micro power
engineeringMobile power suppliesMobile
electronic devices such as cell phones and
digital cameras have become an essential
ingredient in our lives Miniaturized fuel cells
will keep them powered up for longer.
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Fraunhofer research today for future market
success
4. AdaptronicSelf-regulating
structuresAdaptronic systems actively dampen
vibrations Machines and cars run quietly when
noise is cut down or shut out. 5. Simulated
reality Materials, products, processesFuture
worlds inside a computerThe gap is closing
between ideas and reality Modern simulation
methods allow the properties of components and
other products to be tested as early as the
design stage. 6. Human-machine interaction
An end to button-pushingInteraction between
people and machines is growing easier and more
intuitive. Design engineers and planners can move
around in virtual reality systems without the
distraction of complicated input devices.
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Fraunhofer research today for future market
success
7. Grid-ComputingLink up wherever you
likePeople are more productive when they
cooperate and the same applies to computers.
Standard PCs linked together to form a grid are
even capable of outperforming supercomputers.
8. Integrated lightweight construction
systemsWeight-loss diet for four-wheel
patientsLightweight construction methods bring
immense benefits to vehicle manufacturing When
less mass needs to be moved, energy consumption
is reduced accordingly. 9. White
biotechnologyNatures own chemical plantPlants
produce useful raw materials Through genetic
engineering, algae and higher forms of plant life
can be encouraged to manu-facture valuable drugs
and chemicals of remarkably high quality.
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Fraunhofer research today for future market
success
10. Tailored LightUsing light as a toolThe
laser is steadily being adopted for many new
industrial applications. The use of special
mirrors to guide the beam with great precision
speeds up the welding of complex parts and
optimizes the manufacturing process. 11. Polytroni
csPrinted circuits luminescent
wallpaperConductive and luminescent polymers are
creating new perspectives for the design of
innovative products such as low-cost electronic
labels, roll-up displays and smart clothing with
integrated sensors. 12. SecurityThe reassuring
face of high techMany security technologies are
based on unique attributes that allow a person to
be identified. Biometric methods have proven to
be a highly reliable solution..
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Future Market Perspectives How Fraunhofer
proceeds

• For each theme an institutes director is
  nominated. He acts as a coordinator He moderates
  the internal cooperation and is responsible for
  the external communication of the theme.
• For each theme there is a specific strategy laid
  down goals are negotiated with the Executive
  Board for a 2 years horizon.
• The development of the process is evaluated by
  the Executive Board. There is the possibility to
  exchange themes.
• There is a marketing campaign in order to
  communicate the 12 themes.
• There is an allocation of internal funds for the
  selected themes.

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Basic funds distribution by HQ to the Fraunhofer
Institutes
Regular basic funds 57
according to institutes
individual performance
G4
G3
13
G2
14 Internal Programmes
and special measures
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G1
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Mid-term budgeting for strategic portfolio
projectswithin the internal Fraunhofer programmes

• allocation for priority projects
• continued programs
• traditional programs

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17,5
12,5
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Planning and communication processes to identify,
select and address most prospective technology
topics
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Lessons learned

• Such a process cannot be totally democratic the
  themes should be generated by an open
  consultation but finally a Management decision is
  necessary.
• Not all institutes participate with the same
  intensity.
• The process should be a continuous one. On the
  one hand the actual priority themes should have
  sufficient time for their development (and their
  evaluation), but on the other hand new themes
  should have the possibility to enter into the
  priority group as well.
• Central Marketing of the themes should be
  sensitive on the one hand these themes should be
  communicated strongly on corporate level, on the
  other hand there are still a lot of other topics
  covered by the institutes.

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Thank you for your attention