Universities’ Role in Research, Development, Innovation & Incubation Strategies to Leverage a...

Molina, A.; Romero, D. and Ramírez, B. (2013). Universities’ Role in Research, Development, Innovation & Incubation Strategies to Leverage a Nation’s

Innovation System: The Tecnológico de Monterrey Case Study. University-Industry Interaction: Challenges and Solutions for Fostering Entrepreneurial

Universities and Collaborative Innovation, University-Industry Interaction Conference, ISBN 978-90-820668-4-5.

Universities’ Role in Research, Development, Innovation & Incubation Strategies to Leverage a Nation’s Innovation System:

The Tecnológico de Monterrey Case Study

Arturo Molina Tecnológico de Monterrey

Mexico

[email protected]

Berenice Ramírez Tecnológico de Monterrey

Mexico

[email protected]

David Romero Tecnológico de Monterrey

Mexico

[email protected]

Abstract: Nowadays, developing innovation

capabilities in nation-states is being considered as a

strategic issue for economic development of any

country. In this sense, Universities are acquiring a

more important role to achieve this ultimate

objective by developing skills and abilities of

human capital in science, technology, innovation

and entrepreneurship. Tecnológico de Monterrey

University has made an effort towards developing

an articulated strategy for research, development,

innovation and incubation called: I + D + i2

(acronym in Spanish) to leverage Mexico’s

National Innovation System. This paper presents

the deployment of I + D + i2 strategy and its

implications for developing its institutional mission

and vision, and enhancing its competencies for

technology, innovation and entrepreneurship

management. Also, it is provided the full I + D + i2

toolkit, including its strategic planning process,

strategic programs, indicators system and

management model as a reference guide for other

Universities interested in playing the role of

knowledge and innovation brokers between

industry and academia.

Keywords: Research, Development, Innovation,

Incubation, Strategic Planning, Industrial

Development.

I. INTRODUCTION

The rate of growth of any economy is strongly

correlated with its ability to innovate. Since

innovation is one of the key strategies for the most

developed and competitive countries in the world

due to its positive impact on national competitiveness,

it is possible to say that the majority of country’s or

region’s capacity for development can be based on

innovation (See Table 1).

An innovative country is characterized by its

promotion of innovation (drivers), which, in

particular, should include: developing the human

capital through diverse educational institutions (e.g.

Universities) that seek to graduate professionals in

science and engineering, and to promote the role of

these individuals as active researchers who generate

new knowledge for the sustainable development of

society; supporting the development of new

knowledge, in both the government and the private

enterprise, through the creation of new university/

industrial research centers and laboratories, focused

on patenting, at international level, to strengthen

the national intellectual property as one of

the fundamental tools for enhancing a country's

competitiveness; and disseminating science and

technology through various financial and investment

schemes for research projects aimed at developing

new technological applications (new value-added

products, processes and services) that could

leverage the development of countries, such as

Mexico; and, finally, applying technology to create

high value-added products, and to incubate

technology-based enterprises.

Table 1. Innovation as

the Basis for Countries’ Competitiveness Country

(Top 10)

Innovation

(2010)i

Competitiveness

(2010)ii

Switzerland 2 1

Sweden 3 2

Singapore 10 3

USA 4 4

Germany 13 5

Japan 1 6

Finland 6 7

Holland 8 8

Denmark 9 9

Israel 11 24

Mexico 69 66

Under these assumptions, the Tecnológico de

Monterrey, has developed a strategy for research,

development, innovation and incubation called:

“I + D + i2” (for its acronym in Spanish for

investigación, desarrollo, innovación e incubación),

considering regional, national and international

context that demands an approach based on priority

issues by region, while being aligned to global

social and technological mega-trends.

This global vision, but also local, will allow

I + D + i2 strategy of Tecnológico de Monterrey to

identify the key industrial sectors by region,

to determine research areas with the greatest

socio-economical impact and to develop specific

programs per region towards a competitive

development for each region in Mexico. This would

be achieved, through the creation of necessary

conditions and exploitation of already existing ones

in each region by developing internationally

competitive value-added industries.

II. THE I + D + I2 STRATEGIC PLANNING OF

TECNOLÓGICO DE MONTERREY

I + D + i2 strategic planning of Tecnológico de

Monterrey has three strategic reference points that

determine its reference framework and planning

process towards the identification of three key

components or objectives: (1) identification of

development opportunities in high value-added

industrial sectors, (2) characterization of

priority research areas to support industry, and

(3) definition of I + D + i2 strategic programs for

the competitive development of key industrial

sectors identified through research and

technological development (See Figure 1).

The first strategic reference point of I + D + i2

strategy is the Mission and Vision 2015 of

the Tecnológico de Monterrey, which focuses

strongly on research and technological development

as a platform to leverage a knowledge-based

economy through the management of new

innovation, technological development and

sustainable development models that are in turn

linked to various programs for the incubation,

acceleration and attraction of companies with

international leadership and social responsibility.

The second strategic reference point is the external

context, whether international or domestic

(national) that influences the I + D + i2 strategy and

which forces continuously shape and guide

the strategy’s planning and evolution over the time.

The third strategic reference point is the internal

context that concerns to the mechanisms that will

leverage the I + D + i2

strategy and that will have

to be developed and used by Tecnológico de

Monterrey to define concrete action plans aimed at

strengthening the competitiveness of key industrial

sectors and priority research areas for

Mexico through a diverse I + D + i2 strategic

programs.

Fig.1: I + D + i2 Strategic Planning

Key ElementsKey ElementsExternal ContextExternal Context

INTERNATIONAL

• International Competitiveness

• Priority Topics in other Countries

• Technological Mega-trends

• Social Mega-trends

• Research at Top Universities

• Venture Capitals

NATIONAL

• National Development Plan

• State Development Plans

• CONACyT

• State Clusters

• Regional Development Studies

Industrial Sectors

Research Areas

I + D + i2 Strategic Programs

Research and Development Strategies Research and Development Strategies

of the Tecnolof the Tecnolóógico de Monterreygico de Monterrey

Mission and Vision 2015Mission and Vision 2015

I + D + iI + D + i22 Strategic Strategic

Objectives and Indicators Objectives and Indicators

Internal ContextInternal Context

• Human Resources by Strategic

Research Topic

• Postgraduate Programs and their

Focus

• Research Chairs and their Topics

• Research Centers and Research

Infrastructure

• Technological Incubators and

Technological Parks

III. EXTERNAL CONTEXT: INTERNATIONAL AND

NATIONAL

Several strategic referential studies have been

conducted in international-external context in order

to establish an exogenous reference framework of

most important research topics that are currently

being developed at international level and to

identify industrial sectors and research areas that

will have to be strengthened and developed in the

country because of their great socio-economical

potential for Mexico. Among the strategic reference

studies of most importance to I + D + i2 strategy of

Tecnológico de Monterrey highlight:

(1) Correlational studies between countries’

competitiveness and their rate of innovation

through the review of a variety of specialized

international reports on this subject. The most

valuable of which are the “Global Competitiveness

Report” of World Economic Forum, and

the “Global Innovation Scoreboard Report” of

European Union (See Table 2).

(2) Studies on the priority research topics in

leading countries in competitiveness and

innovation, placing special emphasis on the Group

of Seven (G7), most industrialized countries in the

world because of their current political and

economic weight on the global scale, as well as on

the emerging group of countries known as

the BRICS due to their economic potential to

become the five most dominant economies by the

year of 2050 (See Table 3).

Table 2: Innovation as the Basis of Countries’ Competitiveness (Timeline)

Country

(Top 10)

Innovation

(2008) i

Competitiveness

(2008) ii

Innovation

(2009) i

Competitiveness

(2009) ii

Innovation

(2010) i

Competitiveness

(2010) ii

Switzerland 2 2 3 1 2 1

Sweden 6 4 4 4 3 2

Singapore 11 5 10 3 10 3

USA 1 1 1 2 4 4

Germany 4 7 5 7 13 5

Japan 3 9 2 8 1 6

Finland 5 6 6 6 6 7

Holland 9 8 9 10 8 8

Denmark 7 3 7 5 9 9

Israel 13 23 17 27 11 24

Mexico 70 60 67 60 69 66

Table 3: Priority Research Topics at International Level according to National Science and Technology Plans Country G7 BRICS

Topic USA Japan Germany England France Italy Canada Brazil Russia India China South Africa

Food X X

Biotechnology X X X X X X X X

Pharmaceutics X X X

Chemical X X

Aerospace X X X X

Aeronautic X X

Automotive X

Engineering X

Manufacturing Engineering X X

Maritime Engineering

Mechanical Engineering

Medical Devices X

Industrial Equipment X

Metals and Minerals

Metal-mechanic

Nanotechnology X X X X X X X

Health X X X X X X X

Environment X X X X X X X X

Forest

Oceanography X X

Atomic Energy X X

Alternative Energies X X X X X X X

Electronic X X

Software X X X

ICTs X X X X X X X X X X X

Human/Society Science X X

Security/Terrorism X X

Social Welfare X

(3) Studies on technological mega-trends that

predict a new technological revolution and show the

expected technological advances that will have

major economic and social implications in the near

future (See Figure 2 and Table 4).

Fig. 2: Technologies’ Market Value in

Billions of Dollarsiii

Table 4. Top Technology Applications for 2020iv

1. Cheap Solar Energy 9. Green Manufacturing

2. Rural Wireless Communication 10. Ubiquitous RFID tagging of commercial

products and individuals

3. Communication Devices for Ubiquitous

Information Access 11. Hybrid vehicles

4. Genetically Modified Crops 12. Pervasive Sensors

5. Rapid Bioassays 13. Tissue Engineering

6. Filters and Catalysts for Water Filtering,

Purification and Decontamination

14. Improved diagnostic and surgical

methods

7. Targeted Drug Delivery 15. Wearable Computer

8. Cheap Autonomous Housing 16. Quantum cryptography

(4) Studies on social mega-trends that will predict

how the world will be in 2015 in its technological,

social and economic aspects, identifying examples

of businesses, products and services that are in

some level of research and/or development,

but that in future will represent highly profitable

businesses, many of them enabled by emerging

technologies (See Figure 3).

Fig. 3: Social Mega-trends: Reference Information

(5) Studies on the top 100 universities listing their

priority research topics (See Table 5) and analyzing

the correlation between them and graduate and

postgraduate programs, as well as research chairs

and their topics.

Table 5: Research Topics in Top 100 Universities Topic Sub-topics

Bio

-tec

hnolo

gy

Bio-imagines

Pharmaceutics

Agro-biotechnology

Biofuels

Genomics and Proteomics

Molecular Chemistry

Bio-materials

Sust

ainab

le

Dev

elopm

ent

Recycle

Macro-ecologic

Environmental Impact

Water

Air

Energy

Environmental Conservation

Mat

eria

ls

Advance Alloys

Complex Fluids

Semiconductors

New Materials Development

Luminescence Materials

Sensors and Instruments

Ions Accelerators

Electronic Dosimetry and Microscopy

Mic

roec

onom

y (

1)

Prices Prediction (O vs. D)

Systems Design and Risk

Decisions Theory

Statistics Equilibrium Models

Efficient Use of Resources

Integral Competitiveness Models

R&D-Business Connection Models

Economy

Reg

ion

al a

nd

So

cial

Dev

elo

pm

ent

Socio-Technical Systems Design

Mexico: XXI Century Social Regions

Studies on Opportunities and Inequality

Technologies Impact on Society

Intelligent Social Infrastructures

Ente

rpri

se

Com

pet

itiv

enes

s

Innovation and Creativity Management

Innovation/Productivity Relation

Innovation/Growth Relation

Entrepreneurship

Supply Chain Management and Logistics

Competitive Businesses

Creation of New Enterprises

Med

icin

e an

d

Hea

lth S

cien

ce

Medical Devices

Software for Medical Applications

Hospitals Management

Diseases Treatment y Cure

Genetics

Cancer

Pharmaceutics Design

Nan

ote

chnolo

gy

Nano-sensors

Nano-structures

Nano-systems

Nano-instruments

Nano-materials

Nano-crystals

Nano-filaments

ICT

s

Human-Computers Interfaces

Medical Applications

Cyber-security

Multimedia Systems

Wireless Technology

e-Business

Software Design

Automation

Mic

roec

onom

y (

2)

Taxes

Hedonic Models

Studies on Reforms, Pensions y Retire

Studies on Mobility and Migration

Macro-dynamics

Studies on Legislation-Market Relation

Policy Systems in Development Countries

Economic Treaties

Kn

ow

led

ge

So

ciet

y

Public Policy Management

Knowledge Management

Intellectual Property

The Market and the Knowledge Society

The Knowledge Society and the Cultures

Soci

al S

cien

ces

Economic Performance and Development

Governance and Citizenship

Life plan, Lifestyle and Health

Work and Organization

Environment and Human Behavior

Knowledge, Communication and Learning

Social Stability and Exclusion

6) Studies on risk capital for entrepreneurship

(venture capital) aimed at identifying the main

developments in technology, products and services

which are currently funded under this scheme,

including their financial structure (See Figure 4).

SOCIAL MEGA-TRENDS:

• Personal, Vitalicious, and Universal Education

• The World as a Market Forum

• Daily Virtuality

• Personalized Marketing

• The Binomial of the Life: Health and Technology

• Perception of the Wealth of the Natural Resources

• Ecologic Consumer

• New Demographic and Family Structure

• Multicultural Society

• Fragmentation of the Megalopolis

• The 8 + 5 + 1

• The 86% of the World Population

TECHNOLOGIESPRODUCTS/

SERVICES

RISK CAPITAL

FOR

ENTREPRENEURSHIP

RESEARCH

TOPICS

MEGA-TREND

EXAMPLES OF

BUSINESS IN

DEVELOPMENT

Fig. 4: Developments Funded by

Venture Capitals in Millions of Euros/Dollars:

Europe - 2006 (Up), United States - 1er. Quarter

2007 (Middle), World - 3rd. Quarter 2011 v-vi-vii

On the other hand, in the external-national

environment several referential studies have been

carried out with the strategic aim of analyzing

the industrial sectors (clusters) and economic

activities that will generate more jobs, income and

impacts on the Gross Domestic Product (GDP).

Among these studies it is worth mentioning the

“coefficient of work” by Michael Porter, used to

identify the rate of growth in employment and

income by economic activities according to the

relevant industries in each region of Mexico,

through regional development studies, with the aim

of determining the industrial development approach

of I + D + i2 strategy. Additionally,

the industries that might be created, attracted,

converted and/or upgraded to strengthen

the development of different regions of Mexico

were identified (See Figure 5 and 6).

Fig. 5: I + D + i

2 Strategy focused on

Industrial Development in Mexicoviii

Fig. 6: Methodology for

the Identification of Emerging Clustersix

In addition to the coefficient of work study, several

other studies were conducted to relate the key

industries identified versus the technologies and

disciplines that support the development of these

industries. The impact of these technologies versus

the products of each industry was also studied in

depth to determine their needs in terms of research

and technological development to create new

industries, products and/or services (See Figure 7).

Fig. 7: Technological Research and Development at

the Service of Industry in the Area of Mechatronics

Economic Structure

Step 1

Economic Dynamics

Step 2

Concentration Index

Step 4

Shift Share

Paso 5

Motor Product

Classes

Star Product

Classes

Leader Product

Classes

Economic Weigh

Step 3

Most Promising

Product Classes

Step 6

Most Promising Products

of Emerging Clusters

Step 7

Most

Promising

Clusters

Step 8

Extended too all

State Product

Classes

• Automotive

• Autotronic Products

• Aerospace

• Avionic Products

• Energy

• Wind Energy Generation

Systems

• Manufacturing

• Reconfigurable

Manufacturing Systems

• Reconfigurable Machines

and Mechanisms

• Micromachines

• Intelligent Robots

• Health

• Medical Devices

• Agroindustry

• Intensive Agriculture

Equipment

• Education

• Didactic Equipment

• MEMS (Micro-Electro-

Mechanical Systems) Design and

Manufacturing

• Wireless Technology (RFID,

WSN, OCS) Design and

Manufacturing

• (Embedded Systems

• Advance Control Systems

• Mechanics of Precision

• Methodologies for Creative

Design and Concurrent

Engineering

• Product Life Cycle Management

(PLM) Technologies and CAI/

CAD/CAM/CAE/KBE Systems

Research

• MEMS (Micro-Electro-

Mechanical Systems) for the

Automotive and Aeronautic

Industry

• Products based on Radio

Frequency Identification (RFID)

• Wireless Sensor Networks

(WSN) Applications

• Open Control Systems (OCS)

• Wireless Technology for

Industrial and Commerce Use

• Advance Control and Automated

Systems - Microactuators and

Controllers

• Optical Devices

• Design of Universal and

Reconfigurable Mechanisms

Technological

Development

Industry and

Products/

Services

Additionally, the National Development Plan and

the State Development Plans were reviewed as

highly important reference points to which the I +

D + i2 strategic programs should be associated in

order to link the diversity of existing efforts

towards building and developing the industrial

sectors that may detonate the competitiveness of

each region of Mexico with a huge economic,

political, social and cultural impact for its

inhabitants.

IV. INTERNAL CONTEXT: THE ROLE OF

UNIVERSITY

In the internal context of I + D + i2 strategy of

the Tecnológico de Monterrey, the “University”

is considered as one of the key players in

the promotion of socio-economic development in

regions and countries because of its inherent

capacity to promote the international competitiveness

of enterprises based on knowledge, innovation and

technological development through the creativity

and entrepreneurship of its graduates, future

employees and entrepreneurs, committed to

the economic, political, social and cultural

development of their communities, as well as to the

sustainable use of natural resources. This approach

changes the role of the University and links it more

directly to the development of its region by:

1. Instructing teachers, professionals and

graduates in the skills needed to support

industrial innovation.

2. Creating new scientific concepts, methods

and instruments for the industrial

development and innovation.

3. Facilitating and stimulating the creation of

interactive social networks.

4. Providing competitive intelligence to lead

the technological research process for

the region.

5. Creating valuable knowledge for

the society.

6. Increasing the scientific and technological

capacity for basic problem- solving.

7. Supporting the creation of new enterprises

(licensing, incubation, funding, technology

parks, etc.).

8. Promoting public policies for the scientific,

technological and business development.

Based on these two contexts, the strategic programs

of the Tecnológico de Monterrey are defined to

support the I + D + i2 strategy.

V. I + D + I2 STRATEGIC PROGRAMS OF

TECNOLÓGICO DE MONTERREY

The Tecnológico de Monterrey has defined five

objectives for taking the I + D + i2 strategy from its

planning stage to its implementation stage:

1. Increase the scientific and technological

research oriented at attending the social,

economic, environmental, cultural demands

and the transfer of knowledge at national

level.

2. Instruct researchers and PhDs based on

national and regional needs.

3. Increase interactions with the National and

International Scientific System and its ties

to the Productive Sector.

4. Increase the research and development

activities, as well as the innovation and

incubation capacity of the productive sector

through the technology transfer.

5. Support and favor collaboration and

cooperation between the key agents for

the I + D + i2 strategy to promote the

creation and development of regional

innovation systems, giving rise to the

creation and distribution of wealth.

These objectives form part of the strategic planning

conducted and supported in various strategic studies

related to the international, national and regional

context aimed at identifying strategic opportunities

for development based on international best

practices in innovation and the conditions existing

in each of the regions of Mexico for

the development and attraction of value-added and

internationally competitive industries.

In order to achieve these five objectives, ten

strategic programs have been identified

for positioning the Tecnológico de Monterrey as

the leading promoter of innovation, technological

development and sustainable development in

Mexico and Latin America:

1. Human Capital Development

2. Postgraduate Programs

3. Research Chairs

4. Centers for Excellence in Research

5. Research Networks

6. Technological Development Networks

7. Industrial Support Networks

8. Incubator and Accelerators

9. Technology Parks

10. Sustainable Campus

Figure 8 shows the holistic view of the I + D + i2

strategy of Tecnológico de Monterrey for

leveraging the regional competitive development of

Mexico through the identification and incorporation

of best practices for innovation and their adaptation

to the national context for the creation and

development of regional innovation systems

capable of fostering knowledge transfer,

technological and product innovation, and cultural

change in regional industries towards achieving

companies that are more competitive, better paid

jobs and societies with a better quality of life.

Fig. 8: I + D + i

2 Strategic Programs

and their Impact

This I + D + i2 vision is characterized by its

concrete actions aimed at impacting the key

competitive development indicators of country and

its regions (economic, political, social and cultural)

through various strategic programs that broadly

encompass the promotion of a favorable culture for

innovation, the creation of conditions necessary

for the generation of new industries/ innovative

firms and their articulation in innovation networks,

support for research focused on priority topics,

and the education of professionals with an

entrepreneurial spirit who are capable of boosting

the production and innovation of Mexican

enterprises in a socially and environmentally

responsible manner.

Finally all these concrete actions will be monitored

through a system of indicators that will follow up

on the efforts carried out and successes achieved in

terms of process indicators that show the gradual

progress made and of impact variables that will

show the contributions of each one of I + D + i2

strategic programs to the regional competitive

development of Mexico (See Table 6).

Table 6: Indicator Systems for

the Impact of I + D + i2 Strategic Programs

Program Process Indicators Impact Variables

Human

Capital

Development

Number of Students Graduated in

Science and Engineering

Number of teachers with PhDs

Number of SNIs (Researchers)

Academic Leaders at Campus,

System and Strategic Level

Number of Teachers participating

in Strategic Programs

Population in High school and

College Studies %PEA

Economically Active Population

that has received Training

Overseas Entrances and

Departures (per 1,000 Inhabitants)

Average Education

Postgraduate

Programs

Number of Students studying a

Master’s Degree


PhD Degree


Post-PhD Degree

Number of Master’s and

PhD Programs accredited by

CONACyT

EAP with Postgraduate Students

Total Human Capital inventory in

Science and Technology

Postgraduate Students in Science

and Technology

Population with Studies in

Informatics

Research

Chairs

Seed Funds Invested

External Funds Attracted

Chairs Indicators (# of

Publications, # of Patents, # of

Licenses, etc.)

Resources awarded by CONACyT

for Scientific and Technological

Research per 1,000 Inhabitants

Patents per 1 Million Inhabitants

Scientific and Technological

Production

SNI members

Centers for

Excellence

in Research

Number of Research Chairs per

Research Center

Income from Research

Income from Licenses

Income from Extension

Income from Enterprises Served





Scientific and Technological

Production

SNI members

Enterprises Registered in

the RENIECyT (per 10,000

Employers)

Research

Networks

Number of Research Chairs

participating in Research

Networks

Number of Research Chairs

participating in Mega-projects

(CONACyT, NSF, FP7)

Number of Inter-campus Projects





Investments in Informatics and

Agricultural Optimization

Enterprises with IED in the

Branches of Intensive Use of

Knowledge as a % of Total

Enterprises

Technological

Development

Networks

Number of Technological

Developments (Functional

Prototypes)

Number of Campuses sharing

Laboratories

Number of Product Development

Projects for Industry





Staff working in the Informatics

Sector

Production in the Informatics

Sector

Industrial

Support

Networks

Number of Enterprises Served

Income from High Added-Value

Technological Services

Incomes from Extension Services

Business Management Procedures

Number of Enterprises with

ISO9000

Economically Active Population

that has received Training

Incubators

and

Accelerators

Number of Students and Alumni

Incubating Enterprises

Number of Enterprises Incubated

Number of Enterprises

Accelerated

Number of Enterprises Attracted

Enterprises’ Invoicing

Jobs Generated

IED per Capita

Growth of added value per capita

Total Labor Productivity (GDP/

EAP)

Enterprises Registered in

the RENIECyT (per 10,000

Employers)

Enterprises with IED in the

Branches of Intensive Use of

Knowledge as a % of Total

Enterprises

Technology

Parks

Sustainable

Campus

Number of Campuses

participating in the Program

Number of Academic Programs

that include the Concept of

Sustainable Development in their

Courses

Reduction of Consumption of

Resources per Person: Reduction

of Liters Water/Person, Reduction

of Cubic Meters Gas/Person,

Reduction of Kilometers/Person

Number of Student Community

Projects with an Impact on

Suitable Development

Enterprises Certified as Clean

Annual Hazardous Waste

Generation

Annual Solid Waste Generation

CO2 Atmosphere Emissions

Volume of Treated Wastewater

The following are some specific actions that

the Tecnológico de Monterrey is making within its

I + D + i2 strategic programs:

Human Capital Development:

Attract national and international leading

professors (Academic Leaders).

Examples:

Number of SNI Members

Number of People with

Master and PhD Degrees

in Engineering and

Technology Areas

Number of Economically

Active People with

High School and College

Studies

Number of Industrial

Parks, Cities and

Corridors in the Region


with Direct Foreign

Investment in Branches

with Intensive Use of

Knowledge

Foreign Investment in

Branches with Intensive

Use of Knowledge

Foreign, National, and

State Studies to determine

Opportunities for

Development

KNOW LEDGE BASED

ECONOMY

COMPETITIVENESS

AND DEVELOPMENT

STRENGTHS AND

WEAKNESSES

TECHNOLOGICAL AND

CAPITAL ACQUIS

RELEVANT

CLUSTERS

MOST IMPORTANT

ENTERPRISES IN

THE REGION

HUMAN CAPITAL

POSTGRADUATE

PROGRAMS

RESEARCH CHAIRS

EXCELLENCE

RESEARCH CENTERS

RESEARCH

NETWORKS

TECHNOLOGICAL

DEVELOPMENT

NETWORKS

NETWORKS FOR

SUPPORTING

INDUSTRY

INCUBATORS AND

ACCELERATORS

TECHNOLOGICAL

PARKS

SUSTAINABLE

CAMPUS

Characterization of

the Development of

the Region through

Development Indicators

Strategic Programs of

the Tecnológico de

Monterrey with

Impact in the Region

Impact on

the Variables of

the Development

Indicators

Instruct professors to support the strategic

topics for the country (Research Professors

- SNIs and Entrepreneurial Professors).

Create an information and competency

development system for research professors

and consultants.

Postgraduate Programs:

Focus professors on meeting the priority

topics of Mexico and its regions.

Improve academic quality through national

and international accreditations.

Improve the efficiency of syllabi.

Research Chairs:

Arrange the research chairs by priority

research areas for the country.

Guide the research chairs towards the

priority research topics for the country.

Centers for Excellence in Research

Create centers for excellence in research to

support the work conducted by research

chairs.

Research Networks:

Create system-wide research chair

networks at Tecnológico de Monterrey for

the development of strategic projects for

the country with an interdisciplinary

approach, including the following

areas: Biotechnology, Health, Regional

Development, Design and Engineering,

Entrepreneurship, Information and

Communication Technologies and Public

Policies for Development.

Technological Development Networks:

Create system-wide technological

development laboratory networks to

generate prototypes for potentially

marketable technology-based products.

Industrial Support Networks

Create diverse centers for innovation and

technology transfer aimed at supporting

different industrial sectors, such as:

Food/Beverage, Pharmaceutical,

Agribusiness, Health, Automotive,

Aviation/Aerospace, Electrical/Electronic,

and Software.

Incubators, Accelerators and Technology Parks:

Create science and technological park

models to integrate the research,

technological development, incubation,

acceleration and “landing” of companies.

Sustainable Campus:

Achieve sustainable operations on Campus.

Implement best practices for consumption

and recycling.

Incorporate the concept of Sustainable

Development in academic and training

programs.

Perform disciplinary and multidisciplinary

research.

Actively participate in the Conservation

and Sustainable Development Chair.

Promote liaison activities with

the community.

Disseminate and communicate the results

and impact of program.

VI. THE MANAGEMENT MODEL OF THE I + D + I2

STRATEGY OF TECNOLÓGICO DE MONTERREY

The management model of the I + D + i2 Strategy of

Tecnológico de Monterrey is based-on the work

carried out by Vijay Jolly (1997), which focused on

the transformation of ideas into knowledge and,

in turn, knowledge into new technologies through

a process of innovation management that

mobilizes ideas and resources for creating and

commercializing new products, processes, services

and technologies (See Figure 9).

Fig. 9: I + D + i

2 Strategy Management Model

x

The management model for the I + D + i2 strategy

has five activities that constitute the key processes

involved in bringing an idea to the market in the

form of a new product and/or service focused on

meeting an existing demand or need.

The first process is research, it depicts as a set of

research and idea generation activities aimed at

discovering ideas, concepts and innovative

technologies with real market opportunities.

The objective of this process will be to validate

the added value of innovation in terms of its ability

to meet the market needs and find a niche with high

value in terms of economic and social benefits.

8.Mobilizing

Regional

Development Plans, Economical Policies, Industrial

Development

2.MobilizingInterest in

Ideas, Patents,

Technologies

5. Incubating

Enterprises

Institutions

4.Mobilizing

Resources for the

Demonstration of Technologies and

Creation of Commercial Prototypes

6.MobilizingSeed Funds,

Investment Capitals and

Investors, Anchor

Enterprises

1. Researching

Patents

Technologies

Products

/Services

Markets

3. Developing

Processes

Products

Services

Business

Models

MARKET DRIVEN TECHNOLOGY PUSHMARKET DRIVEN TECHNOLOGY PUSH

7. Fostering

Industrial

Sectors

Industrial

Cluster

9. Sustaining

Local

Development

Regional

Development

National

Development

The second process is the development, which is

the process of turning an idea into a patent for a

prototype and the prototype into a product or

service. This process is characterized by the need

for resources for creating functional prototypes and

demonstrating their functionality to potential

customers and consumers.

The third process is incubation, which is only

reached by the products that have proven their

commercial potential and give rise to new

companies responsible for their commercialization

or technology transfer to trading companies. This

process requires a considerable investment to create

the new company and bring the new product and/or

service to the target market.

The fourth process is foster, which seeks to

maximize the impact of innovation by promoting

its adoption in the market in order to increase its

economic and social benefits. The main objective in

this process is to accelerate the competitive

positioning of a new company with its products and

services in the domestic and international markets.

The consolidation of productive chains, clusters and

industrial parks forms are an important part of this

process to foster the local and regional

development.

The fifth process is sustain, in which a knowledge-

based and innovation-based economy has been

adopted by the region and is beginning to be used

as a competitive advantage to ensure the creation

and distribution of wealth based on the

development of new companies, products and/or

services.

Each of these activities and the passage of an

innovation through them will require a series of

sub-processes that address and support the I + D +

i2 strategic programs (See Figure 10) focused on

the initial step of identifying the market and

industry needs in terms of priority research and

development topics for new products, processes,

services and/or technologies as a creative process

that adheres to the scientific method and conducted

by the research chairs, center for excellence

in research and innovation networks of

the Tecnológico de Monterrey. In this way, ideas,

patents and technologies will be mobilized to

the next level of maturity known as a prototype

(bridge between the research process and the

development process).

Fig. 10: I + D + i

2 Strategic Programs

The second step, as already mentioned, is a process

that involves the development of commercial

prototypes for their validation as an innovation in

the market. This process takes place through

technological development networks, as well as

centers of intellectual property and technology

transfer of Tecnológico de Monterrey that serve

as technological partners and “beta users” of

innovations in a feedback process to validate and

improve innovations before they are patented and

launched into the market (bridge between

development and incubation).

In the third and fourth step, the products, processes,

services and/or technologies that have proved their

commercial value to the market should be

commercialized through various schemes ranging

from spin-offs, technology transfers or the creation

of new enterprises for the commercialization of

these innovations. In this sense, the Tecnológico de

Monterrey has promoted and set-up business

incubators and accelerators, as well as industrial

support networks, responsible for such schemes

(bridge between incubation and foster towards

sustain).

Finally, the innovations are incorporated into

the various industrial sectors, through

the creation of technology parks, to increase the

companies’ level of competitiveness and achieve

their articulation in clustering schemes, such as

regional innovation systems, in such way that

the sum total of parts will be greater than the whole

and a greater impact on local, regional and national

development levels will be achieved through

innovation.

VII. THE I + D + I2 STRATEGY RESULTS

The following section presents a general overview

of I + D + i2 ten strategic programs results towards

the Mission and Vision 2015 of Tecnológico de

Monterrey (See Table 7).

8.Mobilizing

Local/Regional

Development Plans, Public

Policies, Industrial Development by

Sector

2.Mobilizing

Resources for the

Demonstration of Technologies and

Creation of Commercial Prototypes

5. Incubating

Technology-based

Incubators

Medium

Technology-based

Incubators

Social

Incubators

4.MobilizingAngel, Seed

and Risk Fund Capitals

6.MobilizingSeed Funds,

Investment Capitals and Investors,

Anchor Enterprises

1.Researching

Academic

Programs

Research

Chairs

Research

Centers

3. Developing

Technological

Development

Networks

Centers of

Intellectual Property

and Technological

Transfer

MARKET DRIVEN TECHNOLOGY PUSHMARKET DRIVEN TECHNOLOGY PUSH

7. Fostering

Accelerators

Networks for

Supporting

Industry

9. Sustaining

Technology

Parks

Table 7: Execute Summary - Indicator Systems

for the Impact of I + D + i2 Strategic Programs

Program Process Indicators 2006 2012

Human

Capital

Development

Number of SNIs (Researchers) 235 266

Number of Post-doctorates 0 35

Postgraduate

Programs


PhD Degree 358 673

Number of Master’s and

PhD Programs accredited by

CONACyT

22 47

Research

Chairs

Number of Research Chairs 65 144

# publications in SCOPUS 212 244

Number of publications cited

in SCOPUS 923 2,240

# of patents filled 17 61

Centers for

Excellence

in Research

Income from Research 6.3 million of

USD

23 million of

USD

Research

Networks Number of Research Networks

1 in

Biotechnology

and Food

Sciences

4 in

Biotechnology

and Food

Sciences,

Mechatronics,

Sustainability

and ICTs

Technological

Development

Networks

Number of Technological

Developments (Functional

Prototypes)

17 61

Number of Campuses sharing

Laboratories

2 campuses

(Virtual

Laboratories)

8 campuses

(Virtual

Laboratories)

Industrial

Support

Networks

Incomes from Extension

Services

63 Million of

USD

96 Million of

USD

Number of Industrial Support

Networks

1 CEDIAM

(Automotive)

8 CEDIAM.

CEDIA,

CILTEC, IGS,

CDIS, IDESS,

IMS, EEN

Incubators

and

Accelerators


Incubated 247 1,761

Number of Accelerated

Enterprises 0 30

Technology

Parks Number of Technology Parks 1 12

Sustainable

Campus

Number of Campuses

participating in the Program 1 31

Number of Academic

Programs that include

the Concept of Sustainable

Development in their Courses

1 course included

in all the

bachelor

programs

100% of the

bachelor

programs include

the concept of

sustainable

development

along the

curricula

(transversal).

Human Capital Development:

The Tecnológico de Monterrey in numbers supporting

its University mission of high quality education

for human capital development, and research for

knowledge generation (See Table 8 and 9):

Table 8: Human Capital Development Growth Human Capital 2006 2012

Faculty recognized at National Researchers System 235 266

Post-doctorates 0 35

PhD Students 358 673

Publications in SCOPUS 212 244

References in SCOPUS 748 2,240

CONACYT Scholarships in millions of pesos 1 104

Teachers with a PhD degree 195 271

Table 9: Alumni, Faculty and Researchers Numbers Totals Human Capital (Accumulative Indicators)

104,197 Students

242,438 Alumni

8,549 Faculty

897 Teachers with a PhD degree

2,458 Researchers

266 Faculty recognized at National Researchers System

Postgraduate Programs:

The University postgraduate education offer includes

nowadays 70 master programs (40 accredited by

National Program of Quality Postgraduate Studies -

PNPC) and 11 PhD degree programs (7 accredited

by National Program of Quality Postgraduate

Studies - PNPC) with national and international

recognition (See Table 10).

Table 10: Postgraduate Programs Postgraduate Programs 2006 201X

Master Programs Enrollment (70 programs) 9,879 16,743 (2010)

PhD Programs Enrollment (11 programs) 358 534 (2011)

Research Chairs:

The University researcher chairs include 136 research

groups (2,458 researchers / 266 ranked at the National

Researchers System) in the areas of Biotechnology

and Food; Social Sciences; Regional, Social and

Sustainable Development; Education; Humanities;

Government; Entrepreneurship; Manufacturing and

Design; Mechatronics; Nanotechnology; Business;

Health; and Information and Communication

Technologies (See Table 11 and 12).

Table 11: Research Chairs (2011)

Priority areas Research Chairs Faculty with SNI PhD Master Undergrad

Biotechnology and Food 9 23 37 73 17

Social Sciences 13 37 78 150 23

Regional Development 6 25 3 27

Social Development 3 15 26 48

Sustainable Development 10 7 24 151 1

Education 5 5 62 473

Entrepreneurship 3 2 6 81 2

Government 7 10 27 254 2

Humanities 10 28 87 28

Manufacturing and Design 11 24 51 208 1

Mechatronic 10 14 48 176 62

Nanotechnology 5 11 23 41 37

Business 19 17 69 64 2

Health 6 15 22 90

TIC 19 33 83 265 23

Total 136 266 591 2,129 170

Table 12: Research Results No. Research Accumulative Results (2006-2012)

271 Filled patents

794 Books

144 Research chairs

266 Faculty recognized at National Researchers System

673 PhD students

2,528 Papers in indexed journals

Centers for Excellence in Research:

The University research chairs have been organized

around 56 centers for excellence in research

conducting national and international research

and consulting projects under individual and

collaborative bases (See Table13):

Table13: Centers for Excellence in Research Area Centers for Excellence in Research

Biotech & Food 2

Health 1

Manufacturing and Design 10

TICS 10

Sustainable Development 4

Business 8

Government 20

Education 1

Total 56

Research Networks:

The Tecnológico de Monterrey developed presence,

through its researchers, in the 20 thematic research

networks of National Council for Science and

Technology (CONACYT) (See Table 14).

Table 14: CONACYT Thematic Research Chairs CONACYT Thematic Research Chairs

1. Water 11. Mathematical and Computer Models

2. Life Sciences 12. Ecosystems

3. Complexity, Science and Society 13. Poverty and Rural Development

4. High Energy Physics 14. Soft Matter

5. Energy Sources 15. Aging, Health and Social Development

6. Environment and Sustainability 16. Robotics and Mechatronics

7. Nanosciences and Nanotechnology 17. Hydrometeorological and Climate Disaster

8. New Medical Trends 18. Etnoecology and Biocultural Patrimony

9. Food, Agriculture and Biotechnology 19. Aerospace Scientific Research and Tech

10. Information Technologies 20. Civil Society and Democracy Quality

Also, Tecnológico de Monterrey has launched four

research networks on: Biotechnology and Food

Sciences, Mechatronics, Sustainability and ICTs.

Technological Development Networks:

A National Technology Transfer Centers (Offices)

Network was launched with presence in ten

States (cities): Sonora, Chihuahua, Monterrey,

San Luis Potosí, Estado de México, Ciudad de

México, Puebla, Querétaro, Guadalajara and

León, supporting the University’s third mission

of knowledge transfer to society (See Table 15).

Table 15: University Technology Transfer Actions No. Item (Till 2012)

271 Patents requested at national and international level.

20 Patents obtained.

23 Spin-offs (star-ups) from research chairs.

13 Licensing deals

16 Brads registered.

1 Franchise.

61 Functional prototypes development

8 Virtual laboratories

Industrial Support Networks:

The following eight networks of centers for industry

development were launched (See Table 16 and 17):

Table 16: Industrial Support Networks Center Centers’ Network Presence at National/International Level

Center for Automotive

Industry Development

(CEDIAM)

In five leading States (cities) recognized for their Automotive

Sector: Toluca, Hermosillo, Aguascalientes, Puebla and Irapuato.

Center for Aerospace


(CEDIA)

In four leading States (cities) recognized for their Aerospace

Industry: Querétaro, Sonora, Chihuahua and Monterrey.

Center for Trade and

Logistics Innovation

(CILTEC)

In five leading States (cities) recognized for their trade and

logistics activities: Santa Fe, Toluca, León, Guadalajara and

Estado de México.

Global Institute

of Sustainability

(IGS)

In two leading States (cities) recognized for their sustainability

actions: Mexico City and Monterrey.

Center for Software


(CDIS)

In two States (cities) recognized for their Software Industry:

Guadalajara and Monterrey.

Institute for Sustainable

Social Development

(IDESS)

With National presence, targeting small and social businesses.

Intelligent

Manufacturing Systems

(IMS)

With National and International presence (USA, Europe,

Switzerland, Korea and Mexico).

European Enterprise

Network

(EEN)

With National and European presence.

Table 17: University-Industry Collaborative Projects

Year No. of Projects (supported by CONACYT Innovation Programs)

2009 40

2010 72

2011 57

2012 41

Incubators and Accelerators:

National Network of Incubators and Accelerators:

Intermediate-Technology Incubators: 25

High-Technology Incubators: 8

Business Accelerators: 16

Virtual Incubator: 1

o Incubated enterprises created by

incubator network: 3,529 start-ups.

o Accelerated businesses: 1,375

Technology Parks:

National Network of Technology Parks: 12 parks.

Direct jobs in the parks: 4,870 jobs.

Indirect jobs from the parks: 14,610 jobs.

Landing 1,365 companies (30 foreign).

Sustainable Campus:

All 31 campuses of Tecnológico de Monterrey

system act as living labs in where all research and

technological development is tested for reducing

the ecological footprint of campuses operations -

Initiatives: Operations (reducing consumption,

recycling, green areas, use of sustainable

technologies); Education (teachers, students, staff);

Research (sustainable technologies; resource

management: water, energy, building y

environment); community (influence and

communication entailment).

VIII. EVOLVING THE I + D + I2 STRATEGY

After the I + D + i2 ten strategic programs

deployment from 2006 to 2012 a new strategic

planning exercise has been conducted following

the framework proposed in Figure 1. Furthermore,

during 2012 the Tecnológico de Monterrey

conducted an evaluation of its 2006-2012 I + D + i2

ten strategic programs and started the launching of

new ones according to its 2012-2017 I + D + i2

strategy. Some strategic programs will be or have

been conserved and updated, and some others will

be or have been already evolved targeting higher

levels of quality in the University education model

and higher levels of impact in the national

innovation system and society (see Table 18).

Table 18: Evolving the I + D + i2

2006-2012 2012-2017 Changes

1

Human Capital

Development

1

Human Capital

Development

Special focus on entrepreneurs and

researchers development in addition

to graduates and postgraduates.

2

Postgraduate

Programs

2

Excellence in

Academic

Programs

Reduction and update of academic

programs (graduate and postgraduate)

focusing on new competences profiles

according to industry needs and launching

of a new education model based on

experience learning, educational

technology, entrepreneurship and

internationalization.

3

Research

Chairs

3

Research Chairs

and

Areas of

Excellence

Reduction of research chairs, creation

of new multidisciplinary research chairs

and focus on areas of excellence (defined

based on the national industry needs and

opportunities vs. university talent and

infrastructure to respond to them).

4

Centers for

Excellence in

Research 4

Legacy Projects

Re-organizing the research networks

and technological development centers

efforts towards the support of society and

industry. 5

Research

Networks

6

Technological

Development

Networks

5

Technology

Transfer Centers

Network

Rename of program, but same focus on

intellectual property protection, knowledge

transfer and technology commercialization.

7

Industrial

Support

Networks

6

Industrial

Support

Networks

New strengthening actions for the current

industrial support networks through

international alliances (e.g. UC Berkley,

Arizona State, Georgia Tech).

8

Incubator and

Accelerators

7

Entrepreneurship

Ecosystem

New ecosystem efforts for the entrepreneurs

support to increase their start-ups mortality

(incubators role) and businesses fast growth

(accelerator role).

9

Technology

Parks

8

Innovation

Ecosystem for

Regional

Development

Evolution of technology parks role from

high-value employment creators, attractors

and developers of business and/or research

facilities providers to regional innovation

brokers.

10

Sustainable

Campus

The sustainable campus program has

reached its consolidation and will continue

its successful operation.

9

Institute for

Sustainable

Social

Development

Social entrepreneurship and social

development commitment has been

upgraded as a new strategic program.

NOTE: From 2006 to 2012 these social

actions were part of incubators and

accelerators program under the social

incubators action.

10

Industry

Strategic Liaison

A new strategic program focusing on

strengthening the University relations and

strategic alliances with National and

International economic-driven industries.

IX. CONCLUSIONS

Nowadays, the universities play a fundamental role

in the development of regions and countries.

Therefore, in its new mission 2015, the Tecnológico

de Monterrey is committed to developing

the international competitiveness of Mexican

companies and industries based-on knowledge,

innovation, technological development and

sustainable development.

The I + D + i2 strategy of Tecnológico de

Monterrey is a commitment to the competitive

development of every region of Mexico based-on

the research, development, innovation and

incubation of Mexicans’ ideas.

This commitment is demonstrated day by day with

excellence in research on the country’s and its

states’ competitiveness in the search for new

development opportunities, and is ratification by

the characterization of each region’s development

based-on the process indicators and impact

variables that show accomplishments and the

results already attained through the I + D + i2

strategic programs proposed by the Tecnológico de

Monterrey for each region of Mexico, in order to

achieve the socio-economic impact desired by all

Mexicans.

“The I + D + i2 strategy of Tecnológico de

Monterrey is a proposal for transforming

Mexico into an innovative, internationally

competitive country”

Note: The paper should be considered as a

practitioner research work (action-research), rather

than a theoretical paper.

X. ACKNOWLEDGEMENT

Authors would like to thank the support from

Tecnológico de Monterrey Community in 2006-

2012 I + D + i2 ten strategic programs execution.

XI. REFERENCES

i

Global Innovation Scoreboard Report (2008-

2010), Trend Chart Innovation Policy in Europe. ii

Global Competitiveness Report (2008-2010),

World Economic Forum. iii

Techcast: A Virtual Think Tank -

http://www.techcast.org/ iv

Silberglitt, R. et al. (2006) ”The Global

Technology Revolution 2020” v Money Tree Report: PricewaterhouseCoopers -

https://www.pwcmoneytree.com vi

Dow Jones Capital Venture -

http://venturecapital.dowjones.com/ vii

Money Tree Report Overview of Venture Capital

investments Third Querter 2011 viii

Lester, R. “Universities, Innovation, and the

Competitiveness of Local Economies”, MIT, IPC

Working Paper 05-010 -

http://web.mit.edu/ipc/www/publications-2.html ix

Strategic and Technology Observatory FEMSA-

ITESM https://oet.itesm.mx x

Jolly, Vijay (1997). “Commercializing New

Technologies: Getting from Mind to Market”.

Harvard Business School Press. Boston,

Massachusetts

Universities’ Role in Research, Development, Innovation & Incubation Strategies to Leverage a...

Documents

Transcript of Universities’ Role in Research, Development, Innovation & Incubation Strategies to Leverage a...