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Development of the UK construction industry was hampered by a focus on individual projects, with two drawbacks: limited transfer of lessons learned from one project to the next, and limited focus on systemic innovation and wider commercial opportunities.
Drawing on their research, our Innovation and Entrepreneurship Group helped construction companies — including Laing O'Rourke (LOR), Arup, and Mace — overcome these obstacles by adopting a `systems integration' model to capture and utilise lessons learned, and by developing Executive Education programmes to make project engineers aware of wider commercial and innovation issues. These improvements enhanced delivery of major projects such as the Olympic Park and Crossrail.
The Group changed firm behaviour, re-orientated project management practices, and translated lessons learned into organisational capabilities at LOR, Arup, and Mace.
Beneficiaries were the UK construction and consulting engineering sector, who as a result were better equipped to innovate and compete globally, and their clients, such as the UK Olympic Delivery Authority and Crossrail.
Lynda Gratton has examined how the transformational forces of globalization and technology are changing the nature of work and how organizations can prepare for this transformation. This has been particularly infb02uential for multinational corporations that are seeking to become more innovative and productive in the face of the extraordinary transformation of their external context. Gratton's research has achieved substantial and far-reaching impact via her highly infb02uential books and practitioner-orientated articles; its signifb01cance is recognized by major prizes and awards from the business community; and it illustrates the use of specifb01c channels (Gratton's Hot Spots Movement; and The Future of Work Consortium) to convert academic research into real-world impact.
Building Information Modelling and Management (BIM(M)) research at the University of Salford has contributed to the concept and development of an integrated approach to improved efficiency in the construction sector:
This case study focuses on the impact of a significant body of empirical, evidence-based research on managing electronic records (ERM) which involved global participation. The impact relates primarily to the behaviour change of information and records professionals in terms of their practice (e.g. strategic planning, service delivery, advice, and education), ways of thinking/decision-making, and their engagement with and/or conduct of research. It is both incremental and transformative in nature. The beneficiaries are practitioners in the UK and internationally. Specific examples are the Chief of Archives and Records Management, United Nations, and those receiving training in six countries.
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.
UCL research has been instrumental in creating critically needed new biocatalysts and bioprocess technologies for industrial biocatalytic process development. These have impact across the UK chemical and pharmaceutical sectors. BiCE enzyme technologies have been exploited through the formation of a spin-out company, Synthace, generating investment of £1.8m and creation of 7 new jobs. Commercial utilisation of BiCE enzymes by company partners has led to environmental benefits through sustainable syntheses and reduced waste generation. BiCE high-throughput bioprocess technologies have also been adopted to speed biocatalytic process development. UCL established a parallel miniature stirred bioreactor system as a new product line for HEL Ltd. [text removed for publication]. Related knowledge transfer activities have also benefited some 157 industrial employees from over 50 companies since 2008.
Our research on technologies in science learning has led to increased participation by young people and adults in science, shifting their understanding of the scientific process. Impacts include:
Fifteen years of research in advanced Lab-on-a-Chip technologies at the University of Glasgow has led to three spin-out companies: Mode-Dx, Clyde Biosciences and SAW-Dx. Since 2008 these companies have developed a range of products and services for the diagnostic screening of chronic diseases, for the detection of acute infections and for improving the drug discovery process. The three companies have secured a total of £2.3M in venture funding and secured key strategic collaborations with stakeholders including industry partners and the NHS.
This case study concerns the economic, commercial and organisational benefits gained from the application of original research undertaken between 1999 and 2013 by the Operations & Supply Chain group at the University of Liverpool Management School. The research has provided significant new thinking concerning the design of agile organisations and supply chains through the creation of frameworks and tools for the development of SME-focused, resilient business strategies. Since 2008, the application of the research has supported a priority component of the Future North West regional productivity strategy for the North West of England through the implementation of a wide range of economy-driving and productivity-enhancing industrial applications. These applications have: boosted the region's economy and the prosperity of its citizens; facilitated the growth of the region's manufacturing SMEs; supported the participation of SMEs in global networks; equipped SME owner-managers with the knowledge and skills to facilitate business growth; improved the professional behaviour and cognitive characteristics of employees, and led directly to 117 jobs and several businesses safeguarded, and 31 new jobs created.
Lean is a business operations paradigm, originating from post-war Japanese manufacturing, which has its UK and European research roots in Cardiff Business School (CBS). Following the initial success of lean as a concept for improvement, it became evident that there were issues surrounding the sustainability of lean transformations. In addressing this problem, CBS's Lean Enterprise Research Centre (LERC) has developed a structured training programme, the Lean Competency System (LCS), and delivered tailored lean solutions, which have directly facilitated the implementation of sustainable lean transformation strategies in over 200 public and private sector organisations since 2008. Several thousand people have received LCS accreditation, increasing the longevity of the effects from implementing lean strategies and creating efficiency savings worth millions of pounds.