Fra forskningsinstitusjonens ledelse:
Fokus på infrastruktur og samarbeid
Torstein Haarberg
Konserndirektør
SINTEF Materialer og kjemi
FORSKNINGSRÅDETS WORKSHOP FOR PROSJEKTLEDERE FOR NASJONAL
FORSKNINGSINFRASTRUKTUR, RICA HELL, 22.-23. MAI 2013
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Innhold
•
Forskningsinfrastruktur i en kontekst
• Litt om våre kjerneprosesser
• Rammebetingelser
• Ytre faktorer, trender
•
Forskningsinfrastruktur og samarbeid
• Samarbeid, arbeidsdeling og konsentrasjon
• Noen suksessfaktorer
•
Forskningsrådets infrastrukturordning og ringvirkninger
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SINTEF Materials and Chemistry in the World – employees
Per. Jan. 2012
Technology
fornon-Norweqians.
a better society
SINTEF Materials and Chemistry - 403 co-workers from 46 countries.
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The core process
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The core process in SINTEF is applicable research, i.e. applying the scientific
method on issues that someone are willing to pay for.
The scientific method…
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The scientific method
The Oxford English Dictionary defines the scientific method as: "a method or
procedure that has characterized natural science since the 17th century,
consisting in systematic observation, measurement, and experiment, and the
formulation, testing, and modification of hypotheses."
A hypothesis is a proposed explanation for a phenomenon. For a hypothesis to
be a scientific hypothesis, the scientific method requires that one can test it.
-> Carl Popper 1963 – Science as falsification: falsifiable, testable, refutable
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The core process in research
Formulation, testing and modification of hypotheses through systematic
observation, measurement and experiments
 Observation, measurement and experiment: Our
laboratories, our measurement tools, our instruments.
"TOOLS FOR RESEARCH".
 Laboratory- & field work -> data, databases
LIMS – anybody?
 Hypotheses: From simple equations, e.g. U = RI, F = ma,
PV = znRT, e = mc2, ∆G0 = - RTlnK to complex sets of
non-linear differential equations.
 Models, software, computations
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Tiller multiphase flow laboratory
Multiphase Flow Technology developed at IFE and SINTEF
– Norway's most important innovation last 30 years
LedaFlow multiphase flow simulation
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Frame conditions
Income distribution later years, larger European RTO's
(RTO: Research and Technology Organisation)
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Interaction in the innovation network
 The Norwegian model for publicly funded technical and industrial research is a
collaborative model. Public co-funding by the Research Council contributes positively to
trigger cooperation, increase technological ambitions and long-term aspect.
 Relevant example: SOLVit (CO2 capture):
317 MNOK, 8 years
Gassnova, NFR
ACC
MJ/kgCO2
SOLVit:
Aker Clean Carbon
SINTEF, NTNU
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Plant data NG
SOLVit target NG
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4
3
1. gen
2
1
0
1980
1990
2000
Year
2010
2. gen
2020
 In order to obtain public co-funding, one is "forced" to cooperate. It is fortunately not
the case that e.g. SINTEF receives a lot of money to do research in "peace and
solitude" for 10 years to figure out the next generation of environmental-friendly
energy technology.
 A set of different types of instruments that promote interaction between different
organisations and different types of organisations.
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Technology for a better society
Increased integration and interaction – why?
 The grand societal challenges require big ambitions, big boost, a strong interaction
between different players and different types of players - all this on an international
and increasingly global level.
 More, not less interaction between people, institutions, nations
 Example: EU’s Strategic Energy Technology Plan, SET-Plan:
20/20/20 in 2020:
20 % renewables,
20 % energy efficiency,
20 % reduced GHG
80 % reduced GHG emissions in 2050.
 The European Commission's expressed challenge to industry and research institutes:
”The SET-Plan is one, and it can not be fragmented”
Technology for a better society
Advanced Research Infrastructure

An increasingly important area of cross-institutional cooperation

…in this little country of Norway

How?
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How to secure a successful cooperation between
different institutions in establishing and
operating advanced research infrastructure?
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Transparency
Good communication is the single most important factor for our success.
"Need to Hide", not "Need to Know"
TILLIT
Mutual trust requires a minimum of common values, transparent
processes, and a willingness to share risk
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How to secure a successful cooperation…
 Transparency, mutual trust, shared ambitions
 Some level of cooperation already
 Real ability to see the bigger picture, not only
 "What's in it for me"
 "How can I use this mechanism to fund my precious little instrument"
 "How can I win this game"
 What is the bigger picture?




"We are not alone in this world, we are not even alone in Norway"
"We really really need to cooperate in order to keep up in the international competition"
From single professor – single instrument to real ownership by the involved organisations!
Make it a "non-zero-sum game"
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Two types of games
Which one do you want to play?
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How to secure a successful cooperation…
 Transparency, mutual trust, shared ambitions
 Some level of cooperation already
 Real ability to see the bigger picture, not only
 "What's in it for me"
 "How can I use this mechanism to fund my precious little instrument"
 "How can I win this game"
 What is the bigger picture?




"We are not alone in this world, we are not even alone in Norway"
"We really really need to cooperate in order to keep up in the international competition"
From single professor – single instrument to be owned by the involved organisations!
Make it a "non-zero-sum game"
 Management responsibility!
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Management responsibility – from experience
Take care of good housekeeping
Good housekeeping doesn't show – until it's not done anymore…
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Management responsibility – from experience

Establishing an advanced research infrastructure is a complex project with all sorts of
traps and mine fields

Advice: Secure a robust governance structure and good communication both
horizontally and vertically within and across the involved organisations . E.g. let
upper management level handle difficult priority discussions in the process.

I have intentionally left out the most difficult part – make it a sustainable operation
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Concluding remarks

The National Research Infrastructure Initiative (INFRASTRUKTUR) operated by the Research
Council of Norway is a huge step forward compared to the situation only a few years back.



Good working relationships between the involved institutions both at researcher level and
management level is an important success factor in a given project.

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From SINTEF we see a clear positive progress in the strategic interaction with other important
research organisations in Norway working in the same fields ("S A K").
Partly due to INFRASTRUKTUR and research programs, e.g. NANOMAT.
Management should not be afraid to prioritise when necessary
What might improve
 Establish workable models for the operation of infrastructures – I look forward to the workshop!
 Stronger international commitment and cooperation?
 Take care of both sides of the coin: A strategic and professional focus on modelling and software
developments that lives in synergy with a given infrastructure.
The real success factor
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THANK YOU FOR YOUR ATTENTION!
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