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Research by SPRU — Science and Technology Policy Research — at the University of Sussex changed the way in which government records and supports innovative activities and led to new policy measures, including the Innovation Index, the Public Services Innovation Laboratory, the Whitehall Innovation Hub and the Government Annual Innovation Report. These policy initiatives address SPRU's research findings that innovation was previously only narrowly conceived in policy, being seen as an activity driven by commercial R&D. The new policies, which generate benefits in both business and the public sector, are underpinned by SPRU research that revealed areas of innovation in the economy previously ignored, for example in innovation in the public sector and in the creative industries.
University of Bath research has helped the National Health Service (NHS) successfully to make fundamental changes in its procurement policy, with 2.7 per cent savings on £18 billion of expenditure. The changes incorporated plurality of provision and strategic, collaborative approaches to deliver better value-for-money decisions and improve quality of life for patients. Using this framework, Audiology Services have been able to provide digital hearing aids to patients free of charge, at the same time saving £252 million on the purchasing price of the aids and cutting service costs by £45.5m annually. This approach was also applied across all NHS expenditure categories and achieved savings of around £500m on goods and services worth £18 billion a year. The research has also shaped the Department of Health's Commercial Strategy encouraging a more strategic use of network resources for the benefit of patients and taxpayers.
Research at the University of Manchester on the changing dynamics of defence technological innovation led to policy and practice change including: a changed approach to the strategic management of technology in a leading UK based defence and aerospace multinational company contributing to a radical shift in its funding and a new emphasis on open innovation (BAE Systems); the decision by the Swedish government not to pursue the privatisation of its government defence research laboratories (FOI); and contributing to the development of European Commission policy on security industrial policy. The lead researcher advised key stakeholders using the evidence base from his research through commissioned consultancy, high-level advisory meetings and workshops, industry round tables and conferences, via trade journal articles, using the media in evidence and sessions at the European Parliament.
Research at the Centre for Business Research (CBR) contributed to the 2010 Hauser report, which advocated the establishment of Technology Innovation Centres (TICs), and played a central part in subsequent discussions and decisions about the realisation of the report into legislation. This led to the UK government announcing a £200m programme to establish these centres, subsequently termed Catapult Centres. To date, seven Catapult Centres have been established (cell therapy, digital economy, future cities, high value manufacturing, renewable energy, satellite applications and transport) and the policy is set to expand in two further areas, energy systems and diagnostics for medicine. In July 2013, a further £185m was committed to the programme. Private sector funds are intended to bring public and private funding together on the programme to over £1 billion in the next few years.
Knowledge Intensive Business Services are a sub-set of business service firms that are now recognised as being especially innovative and dynamic and, more importantly, act as intermediaries and catalysers of innovation within wider `systems of innovation. As such, they largely complement the knowledge development and diffusion roles of universities and the public science base. Professor Ian Miles at the University of Manchester was the first to research Knowledge Intensive Business Services (KIBS) and their systemic roles, which have been recognised and adopted into industrial and innovation policies by the UK Government, the European Commission, the OECD, Tekes in Finland, and others.
Research at the University of Manchester (UoM) has changed the landscape of medical care and research in fungal infections internationally. The impacts include: the world's first commercialised molecular diagnostic products for aspergillosis and Pneumocystis pneumonia (£10m investment); pivotal contributions to the preclinical development (£35m investment), clinical developments and registrations of 3 new antifungals with combined market share of ~$2 billion; one (voriconazole, 2012 sales >$750m worldwide) now first line therapy for invasive aspergillosis with improved survival of 15-20%; and internationally validated methods to detect azole resistance in Aspergillus (an emerging problem partly related to environmental spraying of azole fungicides for crop protection).
Falls are a common (30-40% >65 year olds fall each year) and important age-related health problem costing the NHS and social care >£5.6m each day. University of Manchester research has contributed to reducing the burden of falls worldwide.
We demonstrated that falls are better predictors of fracture than bone mineral density. We developed an effective intervention, reducing falls amongst older people by 30%; identified barriers to service use, and approaches to increasing uptake and adherence; and developed a fear of falling instrument (FES-I), now translated into 30+ languages and widely used in clinical practice.
By 2012, 54% NHS Trusts used training programmes based on our research. It moulded service provision nationally and internationally, changing the emphasis of how falls prevention services are presented, from "reducing risk" to "improving/maintaining independence".
The need to manage, analyse and interpret the volumes of data and literature generated by modern high-throughput biology has become a major barrier to progress. Research at the University of Manchester on interoperability and advanced interfaces has resulted in innovative software (Utopia Documents) that links biomedical data with scientific literature. The software has been adopted by international publishing houses (Portland Press, Elsevier, Springer, etc.), allowing them to explore new business models, and by pharmaceutical companies (e.g. AstraZeneca, Roche), providing new opportunities to explore more efficient, cost-effective methods for exploiting and sharing in-house data and knowledge. The research also led to a spin-out company, Lost Island Labs, in 2012, which expects a profit [text removed for publication] in its first year.
15m people have a stroke each year worldwide. In England alone, stroke generates direct care costs of £3bn and a wider economic burden of £8bn. Service users report high levels of unmet need in relation to cognitive dysfunction (e.g. concentration). Improving cognition was the number one priority agreed by users and providers (James Lind Alliance, Lancet Neurology 2012). Research led by the University of Manchester (UoM) underpins recommendations in several recent clinical guidelines for stroke management and rehabilitation in the UK and internationally. Our 2012 aphasia trial and qualitative study made key contributions to the recommendations in the recent NICE (2013) and Intercollegiate Stroke Working Party (2012) guidelines. UoM-led Cochrane reviews (e.g., neglect, apraxia, perception) have directly influenced recommendations in guidelines produced by the Scottish Intercollegiate Guidelines Network, the European Stroke Organization and the Australian National Stroke Foundation.
During a long collaboration with IBM, Professor Gann's Innovation and Entrepreneurship Group's research on organisational structure led to a better strategy for IBM to manage its external networks and open innovation. The group's research established a blueprint to recast IBM senior engineers and technologists as innovation brokers. Convinced by this research, IBM committed to retrain 600 Senior Technologists as Client Technical Advisors and Industry Architects, working with clients to leverage IBM's technical capacity and develop innovations meeting user needs. Gann's group then developed and delivered a bespoke Executive Education programme to train these IBM staff members in Europe, the US and China.