Knowledge institutions work hard every day to develop and transfer knowledge. And yet, they are often asked: what is actually done in these institutions? This question is justified, not only because it keeps us, scientists, on our toes, but also because a lot of money is involved in this infrastructure. Society is entitled to expect the development of knowledge that contributes to solving the major challenges we face as society. To expect that it makes an impact!
Researchers are passionate and are often primarily driven by their desire to solve problems in society. A great deal of research, for example, is directly linked to helping realise the United Nations' Sustainable Development Goals. Although many scientists succeed in actively seeking connections with society and making an impact, this is not 'business as usual' for every scientist. Not because they are unwilling; they are rather looking for the best way to make an impact.
Proven impact
This website aims to support scientists who are looking for answers to the 'how' and 'what' questions related to making an impact with research and education (also known as valorisation) by collecting best practices. Best practices that show how science and the 'market' have successfully joined forces and add value to society. Wouldn’t it be wonderful if we could help and inspire everyone active in this field?
As a starting point I would like to share my own knowledge and experiences accumulated via a process of trial and error.
The Science2Impact-Cycle: the 6 Cs
An analysis of projects in which value has been successfully created together with external organisations, given our brief to contribute to providing solutions to the major problems we face as society, showed that almost all of these projects followed a fixed pattern, a pattern in which 6 Cs are central. I have named it the 'Sceince2Impact-Cycle'.
This cycle consists of a series of moments of contact with the outside world, society, which ultimately leads to the creation of value, provided that the mutual interests are well harmonised and parties continue to communicate openly about these interests during the entire process. In that context, it becomes possible to bring research to society and to jointly make an impact.
The Science2impact-Cycle is a model derived from practice. It provides insight into the process on the basis of which successful forms of cooperation between science and society have been established. That can also serve as an example and a starting point for others who have the same task. The model consists of four Cs realted to processes: - Content, Connect, Create and Capture - supplemented by two prerequisite Cs: Communication and Culture.
Source: Frans Feldberg / science2impact.org
The process:
Content
Content is the starting point, the basis for solving a problem. That's what it's all about. This concerns the knowledge and insights resulting from research as well as the content of degree course programmes. This content concerns the passion of every scientist: here they are in their comfort zone and are the experts with knowledge to help society. Content goes beyond knowledge, it also includes an understanding of how best to apply this knowledge (e.g. a conceptual model) and what the scientist’s ideas, or possibly even experiences, are with applying it.
Content can also be directly linked to certain forms of impact, such as an article published in a journal with a high 'impact factor'.
Connect (and 'Convey Content')
However, content must find its way into the world in order to make an impact at all. As a researcher, it is therefore important that you actively try to connect with that world and thus arouse interest for your research. This can be done in different ways. Personally, I have good experiences with giving keynote presentations incorporating the results of my research (content). These presentations are in themselves a form of 'impact', but they also offer a great opportunity to come into direct contact with a world that is relevant to you and to interest them in your research and to do 'something' with you. What is more, it is a great opportunity to generate 'income'. Many PhDs in our team are the result of a conversation that took place during the network event following on from the keynote presentation.
It is also interesting that during the presentation you can already measure the interest in your research. In our world, in which indices play an important role, I would like to add a new index: the F index. F stands for 'flash' and refers to the number of flashes you see in the audience when you show the results of your research. The more 'photo-flashes', the greater the interest in your research. Keep this in mind when making agreements about the financing of your research. ;-)
There are of course many more ways to connect; this can also be done via a blog, a public lecture, an interview in a newspaper or professional journal, by approaching an alumnus or simply by calling the marketing manager of an organisation. Connecting requires action, you will have to think carefully about your strategy in order to successfully enter into a relationship with parties in the outside world that are relevant to you.
I have experienced that the business model canvas is a useful tool for structuring this process.
(Co)Create
The basis for any successful cooperation is a balance in value creation. Both parties should be able to get something out of the cooperation. This sounds obvious, but it certainly isn't. Therefore, try to make it clear in the early stages what all parties want to get out of the cooperation. Discuss that and try to lay that down for the different phases of the cooperation. It takes time to arrive at new, well-founded scientific insights, whereas companies and organisations want to see results quickly. There's a field of tension here. That doesn't have to be a problem, if you clearly agree with one another on the expectations and the timeline. This is a process of sounding, exploring and making concrete how science and market parties can align their agendas and needs and find each other in a common value proposition. As a scientist, you have a lot to offer. The starting point is the content. But it will take some time before you have content , and, moreover, independence is our credo. There is no doubt about that.
But we, scientists, have so much more to offer. Think of providing access to the scientific infrastructure (labs for developing proof of concepts and related risk reduction), access to talent (in the tight labour market many organisations are willing to invest properly in order to get in touch with our students), access to the scientific community, patents/licences, being connected to the brand (your knowledge institution is a renowned institution that everyone wants to be connected to), student projects, graduation projects, seminars, workshops, and so on.
However, also make clear what you, as a scientist, want to get out of the relationship. This can be funding, access to data, use cases, exposure etcetera. This process is a very important step and a prerequisite for successful cooperation. If a PhD in your team is doing a literature study for the first year, the organisation that finances the project won’t see many results in that year. For that period, you could, for example, agree on organising a number of workshops as part of the value exchange, so that your PhD can ‘quietly’ and independently work on his/her literature study.
In this step, too, I experienced that the business model canvas is a very useful tool to structure this process together with your partner.
Do not forget, however, to record the results of this step - the things agreed upon that each party wants to get out of the cooperation - as an appendix to an agreement.
Capture
Capture is 'realising' ambitions in a tangible project. So let's get on with it! Exploring, making mistakes, coordinating with each other ('Collaborate') and realising the agreed activities together. Make sure that you maintain the relationship with the parties you collaborate with. Relationship management is at least as important as sound project management. Sound relationship management also means that, as a researcher, you can guarantee your independence.
All these experiences and results lead to new content that can serve as a starting point for the next Science2impact-Cycle. That way, it becomes a flywheel for making more and more impact in society.
Source: Frans Feldberg / science2impact.org
The prerequisites:
Culture
The steps are taken in a broader context in which the creation of an entrepreneurial culture is important. Being an outward-looking scientist that sees opportunities requires a certain entrepreneurial spirit, creativity and an open attitude. These are cultural aspects. The image of science in its ivory tower is rather persistent. If the focus is directed inward, it will be difficult to set the Science2impact-Cycle in motion. Moreover, you don't make an impact alone. It is important that everyone does what he or she is capable of, on the basis of which tasks can be divided among a team with individual talents and skills as a starting point. However, it is important that there is a culture in which performance at team level is assessed, where everyone can contribute to the goals set in the most effective and efficient way, based on individual skills.
Communication
Intensive communication is essential for the successful completion of the Science2Impact-Cycle. Keeping each other up-to-date all the time, both internally and externally, is essential. At any time, the market and the world of research must be able to harmonise issues such as expectations, intentions and progress. Is the mutual value exchange agreed on at the start of the process still in balance? If not, how can we adjust that? This is the only way to forge lasting relationships that really help you build something.
And let’s not forget internal communication. For example, include your colleague in communications if you make new appointments with a client, or the other members of the research team if you plan a presentation about the initial findings of your research. This may seem self-evident, but it is forgotten all too often . Many problems are precisely the result of good intentions that have not been correctly or adequately communicated.
Practice what you preach
An example of the application of the Science2Impact-Cycle is Data Science Alkmaar (www.datasciencealkmaar.nl). Data Science Alkmaar is a knowledge and innovation platform (triple helix) where knowledge on (big) data, artificial intelligence and data science (Content) is being shared with the business community through a series of lectures (Connect). Subsequently, in-depth workshops are held to draw companies' attention to the possibilities of data-driven innovation for their own practice (Create). This has already resulted in actual projects with several companies, in which supply and demand are matched in a joint value proposition (Capture). More specifically:
Content: https://www.sciencedirect.com/science/article/pii/S0963868717302615
Connect: https://www.datasciencealkmaar.nl/colleges/
Create: https://www.datasciencealkmaar.nl/workshops/
Capture: https://www.datasciencealkmaar.nl/portfolio.html
Inspiration for valorisation
The aim of this site is to increase the impact of the wonderful activities of knowledge institutions by sharing best practices in the field of valorisation. As a platform, it certainly does not aim to prescribe the path to successful valorisation in a 'know-it-all' way. On the contrary! The starting point is sharing knowledge and inspiring one another. Do you perhaps have examples of projects in which an impact has been successfully made, best practices that you would like to share, or feedback on content that has been presented? In that case, please contact us. Hopefully this will be a living site that contributes to increasing the impact of what our passion is: research and education.
Any thoughts, ideas or feedback you want to share?
Driver of Science to impact
The initiator of Science2Impact is Frans Feldberg.
Frans is Professor of Data-Driven Business Innovation and Associate Dean of Valorisation and Industry Relations at the School of Business and Economics at VU University Amsterdam.
Frans is an enterprising scientist. He is a co-founder and director of 'the Amsterdam Centre for Business Analytics' (www.acba.nl), a multidisciplinary research institute in the field of big data, business analytics and data science (VU institute). ACBA works with a variety of organisations (profit and non-profit) on big data, business analytics and artificial intelligence projects. Frans is also a co-founder of Data Science Alkmaar, a regional knowledge and innovation centre in the field of big data and artificial intelligence, in which the municipality of Alkmaar, Vu University and the regional business community work closely together.
As a former business consultant, he has extensive experience in the development and implementation of data- & analytics-driven business models, services and strategies for national and international companies. He also has experience as a supervisor, both in profit and non-profit organisations.
Frans regularly lectures about the influence of (big) data and artificial intelligence on companies and society. In a recent TEDx presentation, using 'the economics of artificial intelligence', he explains how artificial intelligence can contribute to the realisation of the 'UN Sustainable Development Goals'. As part of his work as Associate Dean of Valorisation and Industry Relations, he advises the faculty board of the School of Business & Economics, is a driver of valorisation and of an entrepreneurial culture. To support this process, he has developed special workshops for scientists.
Frans Feldberg
Professor of Data-Driven Business Innovation
Associate Dean of Valorization and Industry Relations
School of Business and Economics at Vrije Universiteit Amsterdam