{"id":18978,"date":"2017-11-01T16:30:00","date_gmt":"2017-11-01T16:30:00","guid":{"rendered":"https:\/\/technopolis-group.com\/unlocking-strategic-resources-and-opportunities\/"},"modified":"2020-04-08T14:45:05","modified_gmt":"2020-04-08T14:45:05","slug":"unlocking-strategic-resources-and-opportunities","status":"publish","type":"post","link":"https:\/\/technopolis-group.com\/fr\/unlocking-strategic-resources-and-opportunities\/","title":{"rendered":"Unlocking strategic resources and opportunities"},"content":{"rendered":"\n<figure class=\"wp-block-pullquote\"><blockquote><p>Our hands-on experience with research performers has opened and unlocked  many opportunities and lessons, as we have entered the doors of  governments and their institutions, as well as the public research  performers themselves. Creating opportunities for mutual learning by  aligning strategies and policies will be a key for the next generation  of research and innovation policy, where the alignment of institutional  strategies and public policies will be both a great challenge and a much  bigger opportunity.<\/p><\/blockquote><\/figure>\n\n\n\n<p>In\nspring 2006, after the presentation of the OECD Innovation Policy Review of\nLuxembourg, the Minister turned to me and asked: \u201cAnd who shall implement all these\nideas?\u201d Later the same day, we had a meeting with his staff on supporting his\nministry in the negotiation of performance agreements with their research\ncentres. <\/p>\n\n\n\n<p>This\nwas the beginning of a long and fruitful partnership with Luxembourg in the\nimplementation of performance agreements as the key public management\ninstrument. The underlying principles were:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Negotiation, based on an initial proposal from the centres<\/li><li>Focus on outputs that can be directly managed by the organisation\n<\/li><li>Focus on outputs that are relevant to others outside the centre\n\u2013 scientific community, industry, societal actors<\/li><li>Focus on only a few types of outputs, not 62 KPIs. <\/li><\/ul>\n\n\n\n<p>Three\nyears later, in the second round we again participated in the negotiation, but\nthis time as a silent participant, raising our voice here and there; the\nministry staff had learned their lessons \u2026 <\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong><em>From performance agreements to good governance<\/em><\/strong><\/h3>\n\n\n\n<p>A\ncouple of years later, a great chance came knocking on our door \u2013 and we opened\nit. The Czech Republic was planning to invest \u20ac1.6 billion in the establishment\nof Centres of Excellence and Regional Research Centres. We proposed not only to\nevaluate respective proposals but to follow up with the negotiation of\nperformance agreements. They did so and out of the 120 proposals the reviewers\ngave green light to almost 50 proposals. <\/p>\n\n\n\n<p>Our\nrole was the following: <\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Moderating the consensus meetings to make sure that the evaluators not only gave a red or green light but to highlight those aspects deserving most attention in the subsequent negotiation of performance agreements <\/li><li>Negotiation of performance agreements themselves. In one case, we agreed after one hour \u2013 resulting in applause and a virtual toast \u2013 whereas in another it took eight meetings and a rejection of the candidate for director. <\/li><\/ul>\n\n\n\n<p>In the end, we contributed to savings of \u20ac200 million, and we increased the planned relevant outputs by one third. <\/p>\n\n\n\n<p>In the course of time, we learned a major lesson, later supported by a small inspiring project in Austria, resulting in coining the notion of \u201cunlocking strategic resources and opportunities\u201d. <\/p>\n\n\n\n<p>The\nproject concerned the governance of research at four universities and their\nattempts to identify and decide upon their research priorities. One performed a\nSWOT analysis (234 items, extensive report, six months). The other one spent an\nafternoon, a dinner, and by 9 p.m. they had a robust consensus about their\npriorities. The two other universities experienced serious leadership crises:\none got worse due to their crisis, the other recovered because of theirs. <\/p>\n\n\n\n<p>This\nhappened in the same period, the same country, the same ministry, university\nact and directives, criteria, templates, etc. The lesson: whatever the\nsituation is, there is always a wider scope for autonomy and good governance.\nThe key challenge is to unlock strategic resources and opportunities, make them\nexplicit, identify and attribute ownership. <\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong><em>From government to research institutions and agencies <\/em><\/strong><\/h3>\n\n\n\n<p>Looking back a decade, we started with projects aiming to support governments to learn and fulfil their roles as principals vis-\u00e0-vis their agents \u2013 and to better match these two roles; our role was to act as an honest broker. In the course of time, however, we enjoyed a voyage of discovery, sometimes an expedition, where we directly helped research institutions and universities, but also agencies. We had lots of opportunities to learn and to share our learnings with our clients in various regards, such as:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Reviewing their profile and performance<\/li><li>Redefining their mission <\/li><li>Reorganising their internal structures <\/li><li>Paving ways how to link up with national \/ European policies and\nactions.<\/li><\/ul>\n\n\n\n<p>In\nthe course of time, we have earned the trust of our clients but also the\nprivilege to learn and transform these learnings into support for our clients.\nWhen looking at numbers, a thoroughly positive balance can be drawn up: more\nthan 40 performance-agreement negotiations, about 20 strategy development projects,\nabout 20 evaluations and reviews, distributed over six countries.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Our hands-on experience with research performers has opened and unlocked [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[4,232],"tags":[],"solution":[],"sector":[74],"class_list":["post-18978","post","type-post","status-publish","format-standard","hentry","category-non-classifiee","category-technopolitan-fr","sector-higher-education-fr"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.1.1 - 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