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Governments and international agencies have traditionally understood innovation to comprise the production and marketing of new products or processes that lead to economic growth and which emerge from corporate research and development (R&D) expenditure. The research underpinning this case has shown that innovation is a more complex process than was previously understood and takes different forms in different sectors. It has led the British Government and the OECD to measure, and to collect data on, innovation in new and more sophisticated ways; and to offer new guidance to firms on the factors that drive innovation and the most appropriate forms of innovation in different sectors.
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.
Work undertaken at the University of Manchester (UoM) forms a central plank of the UK Department for Business Innovation and Skills (BIS) `Economics Paper 15' (EP15), and provides key support to the growth agenda championed by the Coalition Government (2010-date); with the `Innovation and Research Strategy for Growth' (IRSG) published on 8th December 2011. More explicitly, IRSG prioritises business research and development (R&D) in areas where the UK excels, whilst also seeking to develop a wider UK innovation ecosystem that includes universities alongside key knowledge producers. Impact can be observed in recent developments in R&D investment support, and in the strengthening of stronger programmes and policies to support innovation. The research also features strongly in European Union (EU) research, and within the context of shaping the Australian innovation agenda.
A Responsible Innovation Framework developed by Prof Owen is transforming how Research Councils and the Technology Strategy Board (TSB) fund and deliver programmes of science and innovation. The Framework recently became a central element of EPSRC's research policy. It has supported key governance decisions by EPSRC concerning the first, contentious UK field trial of climate engineering technology. It was embedded in EPSRC's Delivery Plan and Doctoral Training Centres, and TSB's Synthetic Biology Roadmap, Industrial Feasibility and Innovation and Knowledge Centre programmes. It has been an important input into a restructuring by the European Commission of the European Research Area, underpinning its Horizon 2020 Strategy and Innovation Union.
Costas Markides undertook several studies on two broad topics related to corporate innovation: (a) business model innovation; and (b) radical product innovation. His work has been published in top academic and practitioner journals, and has been broadly disseminated in several best-selling books. His ideas and findings have made an impact in several large multinational companies who have adopted his ideas in their practices; his research has also had an impact through executive education and keynote speeches. His work on innovation has led to his membership of the Thinkers 50 management guru list every time the list has been compiled since 2005.
The public sector is facing unprecedented demands to improve the quality of services with reduced budgets. The `CLEAR IDEAS' (CI) innovation development model has been used by public sector organisations since October 2010 to enhance their innovativeness in dealing with these challenges. Evidence shows significant improvements in the innovation skill resources of CI training workshop participants, leading to notable organisational impacts including:
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.
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 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 conducted at UCL on innovation and innovation systems in Central and Eastern European countries is rooted in a neo-Schumpeterian perspective rather than in mainstream transition perspectives. This research has impacted policy process and analysis through the lead researcher's extensive participation in high-level advisory activities for international organisations (World Bank, European Commission, UN Economic Commission for Europe, etc.) and national governments in Central and Eastern Europe (Czech Republic, Belarus, Ukraine, Slovakia, Slovenia). This led to significant changes in research policy and funding, e.g. a new call within the European Union's FP7 programme and changed innovation strategies in Slovenia and Belarus.