ForskEL - Farmhouse Design

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Recommendations 4 Bulathsinhala, N: Innovation processes in the energy sector 2013 The recommendations in this report are based on the results from the report and the doctoral dissertation 4 . The recommendations are divided into three levels: programme level, participant level which are the project applicants and the partners involved in the projects and finally on expert level who are the expert evaluators who evaluate the projects. At programme level, the programmes should improve how it informs the experts and participants of the objectives of the programme. Stating very clearly what the goal of the programme is makes it straightforward for the experts and the participants involved in the programme. The programmes should state how public R&D differs from private R&D, and the importance of focus on the long-term horizon in technology development. Moreover, it is difficult to measure R&D project performances, when the project is publicly funded, but it is quite important to systematic investigate what the programme and projects have produced. This kind of performance measurement can be done by looking at the ex-ante and ex-post processes and the programme and project objectives. At participant level, participants (applicants) in public R&D projects should seriously consider why they involve themselves in public inter-organisational R&D projects. Unmotivated participation in R&D collaborations, because it might produce some ’free’ information is not optimal for innovation or societal purposes. A large amount of the electricity consumers and tax payers’ money goes to public R&D, and the participants should therefore consider why they apply for funding and how their project can contribute to the energy system. This also means that substituting private R&D with public R&D is not recommendable. Furthermore, participants in cooperative R&D projects are recommended to focus on explorative projects with high risk, where they experiment and gain new knowledge. Engagement in these kinds of projects might increase the learning of all the participants in the project. Moreover, being involved in inter-organisational R&D does not only require expertise in a given field, it also requires project management. This implies that the partners must engage in project management by giving one partner the main responsibility of delegating tasks and maintaining an overview of the whole project. Publically funded 6
projects with a long time span must have a project manager, whose primary role is to manage the project and use the knowledge created in the project. Furthermore, commitment, trust and engagement are also necessary in inter-organisational R&D, meaning that sleeping partners are not recommended. When creating an inter-organisational R&D project, it can also be beneficial for the whole project to identity and discuss each participant’s knowledge and expertise and how they can contribute to the project. Too many participants with the same abilities might not contribute to making the project a success. And finally and most importantly, the R&D projects should carefully consider if there is a partner involved in the project, who is interested in pushing the results to the next phase of technology development. This type of partner, called a knowledge integrator, can push the project to produce a successful outcome. At expert level, it is first of all important that the experts bear in mind that the supported technologies have to fit with the future energy system, which may not look like the present system. It is important that they are visionary and not too path-dependent. Even though they are experts, they should not be too influenced by past experience. A majority of the experts are retired employees from the private energy sector or from an academic position. A great amount of knowledge acquired over many years is valuable, but it is important to bear in mind that the sector and technology continuously changes and develops. Therefore, it is important for the experts to be updated and open-minded. Being visionary, it is also natural to support projects that are risky and explorative. This demands that the experts are knowledgeable about the technology and capable of understanding new views on the technology. Furthermore, the experts should also understand the context of public funding and that creating new knowledge for the benefit of society is as valuable as creating or improving technologies for the market. The recommendation here is that it is essential to look beyond the private market, without forgetting it. Finally, when evaluating projects it is important to examine, if there is a partner (knowledge integrator) in the projects who is motivated by taking the outcome of the project to the next phase of technology development. This can result in overall project success. 7
Page 1 and 2: ForskEL and ForskVE - a description
Page 3 and 4: Introduction The amount of public r
Page 5: Performance evaluation of ForskEL a
Page 9 and 10: mate, environment and cost-effectiv
Page 11 and 12: Selection process of the projects a
Page 13 and 14: Number of projects 30 25 20 15 10 5
Page 15 and 16: Wave power devices extract energy f
Page 18 and 19: When examining how the total amount
Page 20 and 21: the technological development phase
Page 22 and 23: The construction of the projects It
Page 24 and 25: Who participates in the projects? F
Page 26 and 27: The second largest group is univers
Page 28 and 29: Network analysis of ForskEL and For
Page 30 and 31: Technology development phases and t
Page 32 and 33: The last technology development pha
Page 34 and 35: Performance The definition of perfo
Page 36 and 37: Table 5 shows that around 50% of th
Page 38 and 39: One of the main aims of ForskEL and

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