APRIL 29, 2016
APPLICATION FOR NCE DESIGN 2016 A cluster for design driven innovation in Western Norway
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1 | The cluster project 1.1 | Name NCE Design 1.2 | Program level National Centers of Expertise1. 1.3 | Project purpose NCE Design will create a European powerhouse for strategic application of design by building the regional design industry, strengthening design as a business process in other industries and building the general ability to solve systemic problems and create new disruptive business models. 1.4 | The rationale behind the project “Innovation is to combine spheres to change the circulation of value”, said the social anthropologist Fredrik Barth from the University of Bergen. The Design cluster of Western Norway work in between spheres, and specializes in harnessing creativity and shaping the solutions of tomorrow, across other industries. There are countless examples of design solutions that enable industries and collaborative design driven projects that redefine value chains, create disruptive solutions, drastically improve customer value and increase sustainability. Several studies document the substantial direct and indirect value of the design economy to the overall economy. Design as the default is the vision for the project. The goal is to enhance the innovation methodology, increase research, fix recruitment challenges and stimulate to a more diversified design cluster in terms of business models, specialication, knowledge and strategic collaboration. The DesignArena project has already contributed significantly to improved networks, business dynamics and collaborative spirit in the cluster in the Bergen region. By applying to become NCE we raise the bar. By broadening the regional cluster base and including design driven product companies and service providers, we will build Western Norway to become a European powerhouse for strategic design as a service in itself and an enabler of positive change in other industries.
2 | The applicant 2.1 | Main partnership2 Knowit, Netlife Research, Inventas, Webstep, Media Bergen, Haltenbanken, Per Finne Industridesign, Mobiletech, Ralston & Bau, Sonat, BTO, PWC, Cap Gemini, KHiB, HiB, CMR, NHH, (UiB), SpareBank 1 SR-Bank, Design Region Bergen (representing a total of 80 member companies). 2.2 | Contract partner Design Region Bergen (DRB), Strandgaten 6, N- 5013 Bergen
In the case of refusal, consider this an application for a prolonging of the Arena-project 2 See: appendix for a full list of paying members in the cluster 1
2.3 | Project management and contact information Chairman of the DRB-board: Trond Bogsnes, TTS Group 90890327/
[email protected] Cluster Manager: Torhild Eide Torgersen, DRB, 90049644/
[email protected]
3 | Background and development process 3.1 | The background for the cluster collaboration Western Norway has for decades been a region of design. The region has a rich legacy of successful, product-centric companies within clothing, furniture, shipping, medical products and oil. Common denominator for many of the companies is “the iconic product” or an enabling technology. The Dale Sweater. The StressLess
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chair. The X-bow. The Anne doll. The offshore platform. All of these products are the result of a dialogue between design methodology and engineering. Currently many sectors are moving from an era of predictability and linear growth to increased complexity and exponential trends. Vertical value chains are transforming into more complex networks. Design skills, the ability to conceptualize and test new solutions, used to be an anecdotic phenomenon. Today it is being integrated on a systematic level in a growing number of organisations. Design is increasingly becoming the default, not only for product development but also in the redefinition of processes, customer experiences, business models, within the public and health sector and as a method for user-driven services. The innovation used to be an in-house process. Today it is organized collaboratively and interdisciplinary, with external contributions. Strategic design has become a scientific field, with specific educational programmes. Design driven innovation is not a reflection of serendipity, but systematic strategic efforts. Design used to have a low priority. Today it is considered a primary innovation capability in many companies, across sectors. All these trends represent the foundation of a thriving industry of businesses that offer design as a service. Over the last 15 years there has been a rapid and significant development, characterised by many new businesses, increasing profitability, more professional management, and a wider set of product and service offerings. 3.2 | The cluster initiative: How it started and how it has been developed In 2007 the design cluster in Bergen organized in the network organisation Design Region Bergen (DRB). DRB has contributed significantly to the development of design as an independent industry in the region. A number of projects and network arenas have improved the dynamics between the design agencies themselves, and between the design agencies and their potential customers. The direct result of this is that Bergen is currently a national powerhouse, with an Arena-project that constitutes the leading cluster for design driven companies in Norway, a national design festival and a unique educational programme in design driven innovation, across three academic institutions. During the three years of Arena-funding “Design Thinking” (DT) has been established as a regional education programme, a scientific discipline and methodology for innovation and development in a wide range of industries and in the public sector. The NCE application is a reflection of the increased maturity within the cluster, and a manifestation of growing ambitions among the cluster members. It is also a recognition of the fact that design - both as methodology, innovation capability and an industry - is a key contributor to innovation and productivity gains in most sector. It redefines the cluster, both in geographical terms and by including “design driven products and services” as a business category in the cluster. 3.3 | The actors involved in the development process and how they have been involved The formal decision to enter a proposal for NCE-status was conducted by the board of DRB and the DesignArena steering committee in Q3/15, followed by a series of strategy meetings in Q3 and Q4, some involving the boards, some involving the members. Most companies in the cluster have been interviewed to map challenges, emerging products, services and relations to other sectors. The DesignArena project manager and the director of DRB, have in close collaboration with the members of the board of DRB, the steering committee of DesignArena, as well as with selected member companies, R&D-partners, and the educational institutions developed the application in an iterative process.
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4 | The cluster’s resources Design The creation of holistic solutions, based on structured processes revolving around open problem statements, always with an explicit focus on the user experience
4.1 | The cluster’s core activities and definitions, in terms of geography, value chain, technology or competence area NCE Design is a horizontally organized knowledge cluster. In this application we define design to be the creation of holistic solutions, based on structured processes revolving around open problem statements, always with an explicit focus on the user experience. The common denominator for the businesses in the cluster is the active use of ideation, concept development, prototyping and testing of ideas against specific functional and esthetic criteria. Design knowledge as an asset has many different outlets, and the cluster businesses spread across many industries. Thus it cannot be characterized as a value chain in the traditional definition, but rather a value network. A mature design cluster will diversify, not consolidate, to fill new niches in the market. A core characteristic is the use of multidisciplinary teams. Design teams create and develop concepts and specifications that optimize the function, value and appearance of a product, system, service, experience and/or business for the mutual benefit of both user and manufacturer. In other words: They harness creativity to resolve problems and co-create solutions. They link trends, technology, research, business and customers to provide new value and competitive advantage across economic, social and environmental spheres. In the project we define the categories of business:
Figure: The partner categories in the NCE Design project, and how they overlap.
1. Design agencies are companies that offer design as a service, often based on a consultancy business model. 2. Design driven product companies are companies that create physical products, end consumer or B2B, where design methodology contributes significantly to the end product. (Companies of this category are called “product companies” in the application).
Design driven service & experience providers
Design driven product companies
Design agencies
Resarch & educational institutions
3. Design driven service and experience providers are companies or public organisations that offer services or experiences in the virtual or physical sphere, where design methodology contributes significantly to the end product. (Companies of this category are called “service providers” in the application). These categories are overlapping, and many of the existing and potential partners will be hybrids between these definitions. 4.2 | Companies, knowledge providers and development actors within the cluster – and how they are connected. Other relevant resources for the development of the cluster. The horizontal nature of the cluster, with knowledge as the gravitational pivot, calls for a member criteria that is more open than in most other vertical cluster projects. Thus, the match between participants and the project is about shared aspirations and identity rather than defined by formal definitions: The key criteria to become a cluster member is that the members consider themselves a design driven organisation, or aspire to become one. This gives NCE Design an interesting potential for growth and development.
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The baseline of the project is the current Arena-project, where 37 members collaborate closely on innovation.
One of the main achievements of the Arena-project is the facilitation of a unique collaboration between the Bergen Academy of Arts and Design (KHiB), The Norwegian School of Economics (NHH) and Bergen University College (HiB) in co-developing and executing the innovative educational programme: “Design Thinking: Strategic Design for innovation” (DT-Bergen). This programme - currently on executive master level challenges the educational system in its collaborative form across three institutions, and has gained huge interest both nationally and internationally. This is the first step in creating an internationally leading joint master program within innovation, combining design, business and technology. Several of the design agencies have close cooperation with research institutions both directly and indirectly through projects with their clients. For instance, Sonat is involved in several research projects within healthcare - one of which in april 2016 won the Norwegian Research Council’s “Fyrtårnprosjekt IKT”, receiving 57 mill NOK. Inventas collaborates closely with research institutions CMR, Sintef, Greenstat and Norwegian University of Science and Technology (NTNU). Mobiletech is partner in a Horizon 2020-application involving 5 international universities. The cluster cooperates closely with development actors Bergen Technology Transfer Office (BTO) and CMR, Bergen Chamber of Commerce and Business Region Bergen. Center for Service Innovation (CSI) at NHH is an important research center in terms of further developing the portfolio of innovative educational programs.
Business
NHH is actively involved in the cluster activities, and intends to connect more of its established research projects to these activities in order to strengthen the scientific foundation of the cluster’s work.
NHH
Center for Innovation at HiB collaborates with DesignArena on several research projects aimed at understanding more about the impact of design expertise in different industries. The cluster has built good relationships with NTNU, the University of Bergen (UiB) and the Oslo School of Architecture and Design (AHO), as well as international relationships with Aalto University (Finland), Maastricht University (Netherlands), and Stanford University (USA).
Design thinking
Design
Technology
KHiB
HiB
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4.3 | Common interests and complementary resources within the cluster The cluster members benefit from collaborating closer in the cluster project, and in particular they share the following common interest: shared recruitment challenge as a result of growing demand for skilled designers, client side knowledge meaning need for increased general understanding of design as an innovation capability, lack of research within the design field, an ambition to grow more international attention, and a strong motivation to develop ethical and sustainable solutions. The complementarity is represented through the companies’ specialisation within the design field (from user interface, physical design, service design, computer programming), their technical skills (graphic design, 3D-printing, gaming, mechanical prototypes, databases), industry insights, knowledge of different innovative materials and experience. During the Arena-period we have seen a growing number of collaborative projects, as well as several mergers between the agencies, resulting in larger entities in a position to take on substantial contracts. 4.4 | Geographical and functional proximity between the companies The cluster companies take part in an interconnected regional business ecosystem. Western Norway is in the process of consolidating as a formal region, characterized by a unique resource base and specific industrial heritage. The main functional proximity revolves around knowledge - the “raw material” in the design economy. More specifically: knowledge about the the design process. All the cluster companies are characterized by the focus on structured user insight. Some of the companies, such as Brandity, specialise in this niche. Others, such as Netlife Research, have developed software and technology for improved testing. All companies use observation, interviews and testing as an integral part of product development or project deliveries. All companies are organized as multidisciplinary creative teams. They use diversity of mindset, knowledge, culture and perspective as a tool. The key for success is the ability to work with a broad mix of different professions. For instance when developing Hauge Aqua’s “Egget”, a closed contained system for fish farming where Marine Harvest recently invested 600 MNOK, Haltenbanken was in charge of the branding and communication, while Per Finne Industrial design and the engineers from Hauge Aqua collaborated on the functionality and esthetics. 4.5 | Collaborative activities and fora between companies and between companies and knowledge providers within the cluster and with external partners. DT-Bergen - established as a cross-institutional educational program. Collaborative seminars where one company invites others for discussion. Topic meetings with industrial partners on general design related trends. Workshops between the companies, both on general topics and collaborative problem solving. Informal meetups and get-togethers open for all individuals in the cluster companies. Senior designers in the cluster companies functioning as mentors for startups. Product collaboration, where two or more companies work together to establish new products and services. There is currently ongoing work to establish at least three company networks. Student internships have become more common during the Arena-period. Businesses, organisations and research organisations took part in a study tour to San Francisco, and several collaborative research projects are direct results of cluster network activities. 4.6 | Affiliation to the cluster and identification of the cluster’s attractivenes The attendance on cluster activities is generally high, and the members report a high degree of satisfaction with the current Arena project (5.4 on a scale from 0-7 where 7 is best). There has been a constant growth in the member base, including regional and national requests. In 2016 the cluster had 37 paying members, compared to 23 in 2014. During the Arena-project the cluster’s main focus was towards the design
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agencies. The NCE-ambition follows the attraction of product companies and service providers, offering a whole new set of possibilities for the cluster and region. DesignArena and Design Region Bergen is known for being a cluster and organisation that pushes for innovation, challenges status quo and makes things happen.
5 | The cluster’s position and potential for further development 5.1 | The cluster’s current position within the market/technology area, and its role towards other clusters or innovative milieus in the same or other sectors. The cluster is holding leading global market positions in designing financial digital solutions, industrial solutions for ocean industries and graphic design. The cluster holds leading national positions in web design, architecture and industrial design. Most of the design agencies operate in the ocean industries (oil, maritime and marine), bank/finance, energy and public sector. Healthcare is seen as a potential growth sector, where businesses from DesignArena (providing strategic design) and NCE Media (providing digital visualisation technology) currently collaborate in creating new market opportunities. The overlap with other clusters and industries represent a unique feature of the design cluster. During the Arena-project there has been collaborative projects involving GCE Subsea, NCE Seafood Innovation Cluster, NCE Media, NCE Tourism, NCE Maritime Cleantech, Arena Heidner, Norwegian Smart Care Cluster and Oslo Medtech. The design cluster typically takes on the role as connector, facilitator and “cross pollinator”, as well as competence builder within design driven innovation methodology. 5.2 | Development trends and potentials for renewal, innovation and value creation within the cluster’s market or technology area. One trend is that agencies turn into product companies, serving as a launchpad for new products, solutions and startups. DeeMee - a social multimedia messaging app by Knowit, is a recent example that is getting international attention. Another trend is design as an enabler of disruptive industrial solutions. Both Per Finne and Haltenbanken have contributed to the innovative, closed contained fish farming solution Egget. Inventas work with the Kongsberg Group to develop Eelume, an innovative swimming subsea robot. A third trend is the use of design in the development of infrastructural products and business models. One example is the Vipps solution by Knowit and Anti. It has quickly become the primary infrastructure for transferring money via cell phone in Norway. We also see increased use of design in public services, including health. Sonat and Haltenbanken have developed PsykTools, innovative digital solutions for psychic health conditions. Design is increasingly seen as an innovation capability - also in heavy industries. Notable example is Eker Sandvik’s work with electrical ferries and maritime cleantech industry. User research is also gaining ground as an independent business niche. Netlife Research has had great success with Task Analytics, a new tool for measuring online performance. These trends reflect huge potentials for innovation and value creation stemming from the design cluster, and also a potential for renewal when it comes to challenging business models and scalability issues. 5.3 | Challenges and opportunities for further development of the cluster and its companies. Despite positive trends, there are challenges, unmet needs and unreleased potential in the design cluster. This is where a status as a an NCE can make a significant difference, to catalyse and facilitate innovation and change, and to realise the huge potentials the industry faces.
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A set of shared challenges have been identified among the companies. One of them is the lack of scalability and predictability in the traditional agency model. Design is marked by the “project” legacy, where designers are “consultants”, paid by the hour. This is not a very scalable model, and do not always reflect the actual value added by designers. There is a mutual challenge connected to the design agencies lacking knowledge about relevant industries, and industries lacking knowledge about design and innovation methodology. To identify projects, open new markets and deliver high quality design, the understanding of value chains, technology, production and business models is a prerequisite. Most companies in the design cluster invest heavily in keeping updated on technology, materials, user behaviour and business logics, all of which are ingredients in a contemporary design solution. The increased complexity in value chains and technology calls for specialized skills, generally seen as difficult to identify outside of one’s own organisation. There are also many shared opportunities. On the demand side, we generally move towards more global, virtualized markets. Many of the cluster companies are international, and increasingly work with international clients. User centricity is gaining ground as a key differentiator in most sectors. There is a stronger demand for, and understanding of the design of holistic user journeys, not only specific channels. There is a general productivity pressure in most industries. This widens the scope for design as a service. It is not only about the surface, but also about internal workflows. In general design is increasingly shaping core business, increasing the impact of the industry. 5.4 | The potential for contributions from the cluster participants through strengthened collaboration The design cluster is increasingly becoming an industry of vital national importance. For instance, our experimental work within health care has resulted in huge research projects, new startups, business networks and increasing demand from large players over a period of just six months. In order to successfully meet these new conditions and to release the full potential, handle bigger projects and create more complex solutions, stronger collaboration through the cluster project is crucial.
6 | Goals, strategies and effect potentials 6.1 | The cluster project’s visions: Scenarios for how the cluster has developed in five years and ten years. Design as the default is the vision for the project. The design cluster in Western Norway will be a European powerhouse paving the way for strategic design as a service in itself and an enabler of positive change in other industries. The result of the cluster project should not only be measured in the profits and success stories of the design businesses themselves, but also in the value the cluster can generate in other industries. In five years the processes, both in public and private sector, are increasingly human centric. The educational institutions run innovative, interdisciplinary programs, combining science, industry knowledge and design related methodology. The project has positioned the region as a knowledge hub for strategic design, increasing the demand for agency services. The networks and activities related to the NCE have contributed to several success stories on a business level, and helped internationalise both design driven products and services in the region. The project has established ambitious pilot projects within the public health ecosystem, tourism sector and businesses within the marine bioeconomy. In ten years the NCE Design has contributed significantly to a Western Norway that thrives in a post-industrial Europe. The culture of combining design methodology, industry building and ability to harvest natural resources is increasingly recognised as a unique cultural asset. NCE Design is a connector between other clusters. Businesses
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across silos have embraced a shared vision of sustainability. They work more systematically with exploring new possibilities and take part in networks with high level of diversification. Innovation and productivity gains are documented by better research. This unique collaborative spirit does not only improve the business metrics of the members directly involved in the NCE Design project but is also reflected in the value of exported goods and services from the region. The design agencies thrive and are increasingly working with international clients. 6.2 | The strategic idea: The project’s contribution to the further development of the cluster. The NCE project’s main contribution to the further development of the cluster, is the facilitation of early phase, complex, systemic R&D&I projects, and connecting the design cluster to relevant industries and research fields. This work is demanding due to complexity, cultural differences and strong path dependencies. To succeed takes tremendous amounts of time and effort, impossible to handle as individual companies. Having a cluster project that structures the work, organises the common effort, distributes the burden onto relevant partners and follow up the dialogue and processes with industry players, public sector and researchers is crucial. 6.3 | Possible contributions to and opportunities in societal challenges. The crisis of the welfare state, psychic health, immigration, energy transition and overconsumption calls for more holistic solutions. The interdisciplinary processes and the combination of creativity and structure has proven a good measure for creating solutions to systemic problems and emergent phenomenons. A more mature design economy opens up possibilities to address the underlying causes of many problems in new ways: A strong design cluster has an ability to contribute to sustainable solutions to complex challenges. The design industry has been the driver behind a more accessible society both digitally and physically. The ability to facilitate interdisciplinary processes and redefine solutions to complex, systemic challenges is an important ingredient to the development of new policy solutions. It is interesting to see the societal ripple effects of the DT Bergen pilot, where the students have taken the design methodology into other areas like voluntary sport activities, churches and the refugee crisis. Because of the general nature of design, the potential impact and effects are widespread. 6.4 | The project’s main goals, sub goals and strategies. Main goal The cluster project will improve the knowledge-base, market potential and economic foundation of the design industry - and contribute to increased innovation and productivity across other industries. Sub goals 1. Improve the economic foundation and impact of design agencies and design driven organisations 2. Increase the impact of design as an internalized business process 3. Increase the use of design as a systemic problem solver Strategies
1. Actively stimulate to increased business model innovation. We will
increase knowledge sharing and the targeted knowledge development with a special focus on increased scalability and digital business models. Action points: Speed dating, meet ups, seminars, workshops, educational modules. KPI: A 20% increase in number of design driven products and services originating from the cluster
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2. Further develop a portfolio of relevant educational modules within innovation
The cluster partners will actively work to increase the number of students, and close the gap between existing educational programs and industry needs. Action points: Facilitate the second cohort of students at DT Bergen, help secure the academic director of DT Bergen, initiate collaboration with CSI/NHH, KHiB and HiB in the development of a new complementary module in the innovation master programme. KPI: Established a permanent multidisciplinary executive MBA in Innovation
3. Initiate a development program to improve the mutual understanding between design agencies and clients, with special emphasis on public tenders. Increase understanding of design as a process, and of the judicial and organisational constraints on the client side, in order to improve end results. Action points: Establish a dedicated group of cluster members and representatives from relevant industries and the public sector to explore and tackle this issue. KPI: The suggestions from this group is implemented in at least 25% of the public tenders in the region
4. Actively stimulate to more research projects on the impact and application of design methodology in innovation projects. There is a
need for improved documentation on both design as a business process and design as a service. We want to connect business and scientists, to improve knowledge of barriers, best practises, improve performance metrics and measure gains on innovation and productivity. Action points: Collaborate closely with the different research centers in the region to set up relevant research projects. KPI: At least one research project each in collaboration with CSI at NHH, Center for Innovation at HiB and Center for Applied research at NHH. 10 master theses and 1 PhD on design driven innovation from each collaborating educational institution.
Effects on a general business level Better solutions Improved market adaptability Increased flexibility Improved user orientation and monitoring of user needs.
5. Broaden the partnership, increase membership mass and increase regional involvement. Business process
NCE Design Service Effects on design agencies Increased relevance Increased profitability Increased turnover Increased diversity
Effects at a systemic level Impact on global challenges Disruptive innovations Catalyse change towards a servicedriven society Build infrastructure to enable change
Systemic problem solver
The project will actively widen the cluster by including design driven product/ services and by adopting a national perspective. This opens the cluster for more design driven organisations. Action points: Meetings, seminars, workshops and innovation projects where prospect members (see: appendix) are invited. Cluster to cluster initiatives and workshops. KPI: 50 new members during the first contract period. 50 new connections between design agencies and product companies or service providers.
6. Facilitate structured, complex, systemic innovation projects increasing the cross-pollinating of ideas across industries.
Centred around open problem statements and systemic, shared challenges in industries and society. Action points: facilitate a series of collaborative, explorative design driven innovation projects within three main
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areas: the healthcare sector, biomarine sector and tourism sector. KPI: 20 innovative products, services or research projects as a direct result of these innovation projects.
7. Increase international outreach of businesses, offerings and the cluster.
We want to lift international ambitions, help connect businesses to international research and development programs, contribute to knowledge sharing associated with internationalisation and increase visibility of the cluster. Action points: Contribute to international collaboration between the academic partners through the INTPART-programme, Initiate knowledge- and experience sharing platforms for participation in international research programs, physically connect with relevant top-level international businesses and academic institutions such as from Silicon Valley, Stanford and MIT. KPI: 15% increase in international activity by the cluster members, 15 new connections between cluster members and international partners.
A = General cluster development, B = knowledge collaboration, C = innovation collaboration, D = cluster to cluster collaboration, Subgoals 1-3 refer to the NCE Design Subgoals stated above.
8. Initiate a co-working space between companies, and actively contribute to improved ecosystem services for start-ups and intrapreneurial projects.
Action point: Collaborate actively with BTO in establishing a makerspace. The NCE-organisation will seek to be located in the newly established incubator and take active part in further developing the dynamics between capital, competence, business opportunity and design ability. KPI: Establishment of a professional maker space and incubator. STRATEGIES
1
Actively stimulate to increased business model innovation.
2
Further develop a portfolio of relevant educational modules within innovation
3
Initiate a development program to improve the mutual understanding between design agencies and clients, with special emphasis on public tenders.
4
Actively stimulate to more research projects on the impact and application of design methodology in innovation projects.
5
Broaden the partnership, increase membership mass and increase regional involvement.
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Facilitate structured, complex, systemic innovation projects increasing the cross-pollinating of ideas across industries.
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Increase international outreach of businesses, offerings and the cluster.
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Initiate a co-working space between companies, and actively contribute to improved ecosystem services for start-ups and intrapreneurial projects
CLUSTER PROGRAMS A
B
C
SUB GOALS D
6.4 | Expected outcomes and effects for the cluster companies, the cluster, the region and the sector during the project period. For the cluster companies: increased strategical impact, increased profitability, turnover and diversity. Improved market adaptability, increased flexibility, better tools for measuring customer satisfaction and feedback, better and more sustainable solutions. All of which will enhance the prerequisites for growth and internationalisation.
1
2
3
= score from high to low
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On a cluster level: Strengthened position within the national and global value chains and areas of expertise, which will strengthen the prerequisites for an overall growth in the cluster in terms of companies, employees, turnover and reputation. On a national level: Strengthened national position of the design industry, which is important for the transformation within a range of industries, societal- and business environments. Tackle societal challenges, create disruptive innovation, contribute to the transformation into a service driven society and build new infrastructure. 6.5 | The concrete role of the cluster project in reinforcing and upgrading the cluster collaboration. The cluster project has proven its importance in functioning as a cross pollinator, connector, market developer and facilitator in the early stages of R&D&I-projects for several years. With a stronger cluster organisation through an NCE-status, we can utilise our broad network and strong position within politics, research and academia, business and public sector, in a much more systematic and efficient way. Especially, the cluster collaboration will be reinforced and upgraded through the work for a professional maker space and the facilitation of structured, collaborative systemic innovation projects.
7 Ownership, leadership and interaction 7.1 | Ownership, involvement and commitment from companies, knowledge providers and development actors. All cluster members have signed an agreement committing them to at least 30 hours/ year in kind, as well as a fee varying from 5.700 - 29.000 NOK depending on their size. Included in the attachments are letters of intent from the main knowledge institutions and development actors. 7.2 | The composition of the cluster’s steering committee, including principles for ensuring diversity of experience and perspectives. The current steering committee representatives are Bjørnar Vasenden (Inventas), Birgitta Ralston Bau (Ralston&Bau) and Jacob Grieg Eide (Knowit). Arvid Nøttvedt (CEO CMR), Anders Haugland (CEO BTO), Synnøve Olset (Helse Bergen) and Haldis Økland Lier (Helse Fonna), together with representatives from relevant industry partners are prospect committee members (See: Letters of intent.). The steering committee is set by the board of DRB with an emphasis on ensuring a diverse combination of experience and perspective, including members from adjacent industries and knowledge providers. The DRB board intends to increase the NCE steering committee to include 3-4 new members. 7.3 | Cluster management: allocated resources, experiences and skills. Cluster manager since 2013: Torhild Eide Torgersen, business background from NHH and the Kaospilots, DK. Her standing within the whole of the cluster is strong. DRB director: Monica Hannestad, background in biology from UiB, and Executive Strategic management from NHH. She is well known within the sector and a much used guide and catalyst for processing new ideas within politics, business life and the public sector. Through her eight years as director, she has grown to be a well-known figure regionally. The DRB administration, Cecilie Bannow and Maria Valding Seim, will assist the NCE in the period before the complete NCE organization is in place. They have both been in DRB for the last six years. Kari Øritsland has been in charge of the experimental pre-project within healthcare, and will continue to function as responsible for the health commitment . Her background is unique, combining analytic user insight, commercialization and strategy. The Academic Director of DT Bergen is Federico Lozano, educated and connected to Stanford/NTNU. He
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is responsible for the content of DT-Bergen together with dedicated personnel from NHH, KHiB and HiB, and in collaboration with prof. Martin Steinert at NTNU. 7.4 | Interaction with related regional and/or national development processes. Design is part of the political development plans in the region, acknowledged for its strategic importance both in business and public sector. This explicit strategic standing is unique in Norway, and a result of DRB’s long term efforts. The cluster organisation is very actively taking part in the regional and national development processes. We are well connected with all the necessary partners to immediately initiate and facilitate the planned systemic innovation projects. From the heavy reserach technology partners BTO and CMR to the triangle of academic partners NHH, HiB and KHiB(UiB)3 and partners from mature cluster organisations. This powerful strategically founded structure; politics, research, academia and business combined with a strong design cluster, gives Wester Norway a unique competitive advantage.
3 KHIB is most likely to merge with UiB from 1.January 2017
8 | Plan for implementation
8.1 | Main and sub activities the first contract period MAIN AND SUB ACTIVITIES THE FIRST CONTRACT PERIOD Module A: Cluster development
2016
2017
2018
2019
2020
2021
Quarter
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Quarter
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Establishing the NCE.organisation, cluster management Administration, travel etc Cluster coordination Speed dating, meet-ups, seminars, workshops Regular arenas for sharing, seminars and internal workshops Strategy workshops steering committee Communication
Module B: Knowledge collaboration
Facilitate DT Bergen vol.2 &vol. 3 Training the Design Thinking trainers - DT alumni trained to become mentors Initiate and establish new modules in innovation methodology Establish academic director for the educational program 3 PhD from NHH, HiB and KHiB(UiB) 30 master theses within the effect of Design Thinking and Innovation methodology Establish group for development program re: mutual understanding & public tenders
Module C: Innovation Collaboration
Quarter
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Methodology workshops, international collaboration and talks within NCE Design Establishing and strengthening R&D&I projects (with CSI/NHH, CFI/HiB, SNF/ NHH, KHiB) Program for internationalisation (connection to international partners + relevant study tours)
Module D: Cluster to cluster collaboration
Quarter
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Systemic innovation project health Systemic innovation project tourism Systemic innovation project biomarine DT and methodology workshops in cooporation with clusters across Norway Innovation project follow-up as a result of systemic innovation projects Cooperate with BTO in the establishment of a maker space
8.2 | Organisation of the cluster project. There is a well established routine for semiannual strategy workshops internally within the DRB-organisation as well as externally including all the members. In addition to bimonthly meetings, each semester starts off with a longer steering committee strategy workshop. The strategic work lays the foundation for our yearly plans which monitor all the cluster activity and secure coherence in terms of goals, dates, balancing our human resources, communicating our work, and connecting it to other initiatives in the region.
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8.3 | Cost budget, allocated to main activities, for the first contract period. MAIN ACTIVITIES
COST FIRST YEAR
COST SECOND YEAR
COST THIRD YEAR
COST FOURTH YEAR
COST FIFTH YEAR
Module A
Cluster development
2 368 000
2 758 000
2 758 000
2 758 000
2 758 000
Module B
Knowledge collaboration
3 565 000
2 875 000
3 075 000
2 875 000
3 075 000
Module C
Innovation collaboration
1 900 000
2 450 000
2 700 000
2 700 000
2 700 000
Module D
Cluster to cluster collaboration
3 700 000
2 560 000
2 560 000
2 560 000
2 560 000
11 533 000
10 643 000
11 093 000
10 893 000
11 093 000
Total
8.4 | Financing plan for the first contract period, showing cluster partners’ own funding (in cash and in-kind), program funding and other public funding. FINANCING MODEL NCE programme Hordaland County Private founding and cluster members In kind Total funding
COST FIRST YEAR
COST SECOND
COST THIRD YEAR
YEAR
COST FOURTH
COST FIFTH YEAR
YEAR
5 000 000
5 000 000
5 000 000
5 000 000
5 000 000
200 000
200 000
200 000
200 000
200 000
2 383 000
2 433 000
2 683 000
2 683 000
2 683 000
3 950 000
3 010 000
3 210 000
3 010 000
3 210 000
11 533 000
10 643 000
11 093 000
10 893 000
11 093 000
15
8.5 | A more detailed budget for the first operational year. fdsgfsd
COST FIRST PERSONELL BOUGHT IN IN KIND YEAR COST SERVICES FIRST YEAR
TOTAL COST FIRST YEAR
FINANCE TOTAL
PUBLIC SUPPORT
IN KIND
PRIV CASH YEAR1
MODULE A: CLUSTER DEVELOPMENT
990 000
990 000
990 000
300 000
300 000
Establishing the NCE organisation, cluster management
990 000
Administration, travel etc
300 000
Cluster coordination
360 000
360 000
360 000
360 000
Regular arenas for sharing, speed dating and workshops
120 000
120 000
200 000
320 000
320 000
120 000
200 000
50 000
50 000
150 000
200 000
200 000
30 000
150 000
198 000
198 000
Strategy workshops steering committee and members Communication
198 000
300 000 360 000
198 000
990 000 300 000
20 000 198 000
MODULE B: KNOWLEDGE COLLABORATION
900 000
900 000
75 000
Initiate and establish new modules in innovation methodology Academic director for the educational program
Facilitate DT Bergen vol.2 &vol. 3 Training the Design Thinking trainers
2 300 000
2 300 000
75 000
75 000
75 000
300 000
300 000
300 000
300 000
290 000
290 000
290 000
290 000
1 400 000
1 400 000
900 000 75 000
300 000 290 000
3 PhD from NHH, HiB and KHiB(UiB)
300 000
300 000
300 000
300 000
30 master theses within the effect of Design Thinking and Innovation methodology
300 000
300 000
300 000
300 000
Establish group for development program re: mutual understanding and public tenders MODULE C: INNOVATION COLLABORATION Methodology workshop within NCE Design
400 000
300 000
100 000
500 000
900 000
900 000
400 000
500 000
Establishing and strengthening R&D&I projects
500 000
200 000
300 000
300 000
800 000
800 000
500 000
300 000
Program for internationalisation (connection to international partners+study tours)
100 000
50 000
50 000
100 000
20 0000
200 000
100 000
100 000
1 600 000
800 000
800 000
300 000
1 900 000
1 900 000
1 600 000
300 000
DT and methodology workshops in cooporation with clusters across Norway
800 000
300 000
500 000
50 000
850 000
850 000
800000
50 000
Innovation project follow-up as a result of systemic innovation projects
600 000
200 000
400 000
300 000
900 000
900 000
300 000
50 000
50 000
50 000
50 000
MODULE D: CLUSTER TO CLUSTER COLLABORATION Systemic innovation project health Systemic innovation project tourism systemic innovation project biomarine
Cooperate with BTO in the establishement of a maker space
600000
4185000 Total Total cost first year and in-kind
7 583 000 11 533 000
3398000
3 950 000 11 533 000 11 533 000
5 200 000
3 950 000
2 383 000
16
8.6 | Scheme for monitoring of performance, experience based learning and strategic dialogues During the process of establishing the NCE application, we have done a thorough evaluation of the Arena-project and of the status of each business through interviews with all the members. We did the same prior to the Arena-application, and also during the spring of 2015. This is a very valuable feedback and evaluation form, that we will continue to prioritise every 1,5 years. Our regular strategy workshops on different levels is an important tool to monitor performance, have strategic dialogues between the members and to learn from each other. During the spring of 2016 the cluster got the bronze label. We will strive to get silver and gold label during the first four years of the NCE-period. 8.7 | Critical success factors. A strong cluster organisation/funding: In order to release the full potential described in this document, it is critical to have a strong cluster organisation both in terms of number of employees and the right expertise. The Arena-period has shown the tremendous amounts of work needed in order to succeed, and with increased ambitions come increased need for human resources. Funding is thus critical in order to lift the project to the new level. A continued, close and open dialogue with the members - showing early results and progress to secure commitment and involvement at the same time as stressing the importance of long term strategic planning. A continued, close and open collaboration with research partners - they are crucial in order to provide the continued development of a professional design industry and design driven companies.
17
APPENDIXES Appendix 1 PAYING MEMBERS PROSPECT MEMBERS/ PARTNERS Appendix 2 GOVERNMENTAL PARTNERS Appendix 3 HEALTH PARTNERS Appendix 4 CLUSTER PARTNERS Appendix 5 ACADEMIC PARTNERS Appendix 5 RESEARCH PARTNERS
18
Appendix 1 | The following companies participate in cluster activities. PAYING MEMBERS
Yearly revenue (NOK) Employees
ORGANISATION
DESCRIPTION
MAIN COMPETENCE AND FACTS
YEARLY REVENUE (NOK) / EMPLOYEES
Knowit
Whole house deliverance
A leading consultancy firm in the Nordic region with more than 1700 specialists in Sweden, Norway, Finland, Estonia and Russia.
Bergen: 150 mill.
127
Media Bergen
Whole house deliverance
Advertising, design, PR, business strategy, tech, servicedesign.
272 mill.
186
MK Norway
Advertising agency
A creative agency rooted in strategic thinking.
33 mill. (2014)
25
CMR
Science and research Innovation Alliance partner
CMR is a research company with the University of Bergen and UNI Research as largest owners. Innovation partner module D.
278 mill. (2014)
58
NetLife Research
Tech- and Design agency
UX and user testing experts, delivering strategic process management, testing, design and frontend concepts. Service design.
15.7 mill.
11
Anti
Design agency
An up and coming design house in Bergen, getting both national and international attention.
5.1 mill. (2014)
6
Inventas Bergen
Tech- and design agency
Design agency with offices in Trondheim, Molde, Bergen, Stavanger, Kristiansand og Oslo, Offers design services within innovation, product design, service design, product development and simulation.
42 mill.
47
Karlsens
Design agency
Connects arts and design. Deliver design articles, graphic design, web and UX-design, illustration.
3.5 mill.
4
Paperplane
Design agency
Strategy and branding, Deliver ads, graphic design, movies, web and interaction design, strategy and text.
1.8 mill.
3
Haltenbanken
Designagency
Strategy and branding, Deliver ads, graphic design, movies, web and interaction design, strategy, illustration and user surveys.
7.5 mill.
5
Mannheimer
Text and communication
Text and language consultancy. Delivers strategic communication.
3 mill.
4
Oktan Orangeriet
Designagency
Analyse and strategy for brand and business development, based on quantitative and qualitative user analytics.
36 mill.
24
Ralston & Bau
Designbyrå
An international design studio delivering strategic solutions and products designed for people and common spaces.
1.19 mill.
2
Mobiletech
Tech/UX design
A key international player in the development of technologies for integration between mobile and web.
10 mill.
6
KeyTech
Tech/UX design
Strategic art and design development within architecture, industry, graphic and product design and design management.
41.3 mill.
28
BTO
Research & Innovation Alliance partner
Bergen Teknologioverføring AS (BTO) is the technology transfer office in Bergen, supporting eight research institutions in commercialization of technology and know-how. Innovation partner module D.
58 mill.
30
SpareBank 1 SR-Bank
Finance
One of the region’s largest banks with a clear mandate to support development and research at the West-Coast of Norway. The bank is highly interested in increasing their knowledge of new methodology to improve user experience.
4.429 bill.
1200
Avinor Bergen
Logistics and infrastructure
Avinor is responsible for the 46 state-owned airports and air navigation services for civilian and military aviation in Norway. Innovation partner module D.
75 mill.
40
19
Bergen Chamber of Commerce
Membership organisation
The Bergen Chamber of Commerce is a driving force for making the Bergen region the most attractive business area in the country. The BCC is politically neutral and the largest local business organization with more than 3000 members.
27 mill.
14
VIDI
Media Agency
An innovative media agency with expertise in responsive mobile websites and value-added projects.
4.3 mill.
7
Transmark Subsea
Provider of subsea technology.
Transmark Subsea manufactures a broad range of qualified cable systems for distribution of electrical signals, power & fiber optics to the offshore subsea industry.
57 mill.
32
NCE Media
NCE Innovation Alliance partner
Cluster development and innovation project in Media City Bergen, Norway. Currently representing 80 members. Innovation partner module D.
Dataloy
Software supplier to the maritime industry
Dataloy is a company with more than 30 years of experience in the maritime software business, a focused organisation consisting of highly skilled and quality-aware employees located in Bergen, Norway.
17,7 mill.
16
Bergen Municipality
Health and care dept / Local governmental administration
The department is responsible for health care for the elderly, the physically- and mentally disabled, health care services (including preventive services, care and emergency services), child care and public alcohol consumption. Innovation partner module D.
6.7 bill.
Marine Harvest
Fish farming Innovation Alliance partner
Marine Harvest ASA is one of the largest seafood companies in the world, and the world’s largest producer of Atlantic salmon. Marine Harvest is listed on the Oslo Stock Exchange (OSE) and the New York Stock Exchange (NYSE). Innovation partner module D.
28 bill.
PWC
Consultancy
Delivering quality in assurance, tax and advisory and service design.
320 mill.
210
SONAT
IT Consulting company
Management and technology consulting.
30.2 mill.
20
KIND
Conceptual Branding
Creative team with wide-ranging experience of the design and advertising industry, and over the years its members have created and managed brands and concepts for several big Norwegian and international clients.
10 mill.
10
CAPGemini
International Consulting company
Capgemini is one of the world's foremost providers of consulting, technology, outsourcing services and local professional services.
1.500 bill.
950
Business Region Bergen
Regional development tool
Strategic tool to increase cooperation between local municipalities.
15.8 mill
6
Helse Bergen
Regional healthcare provider
The provider of all regional hospitals. Innovation partner module D.
9.7 bill.
VestDavit
Offshore
World leading provider of efficient and innovative boat handling systems.Vestdavit designs, supplies and supports tailor-made solutions for launching and recovering boats in difficult conditions at sea.
145.9 mill.
32
Webstep
IT consulting
Scandinavian high-end software consultancy company.
380 mill.
350
Greenstat
Green energy company
Greenstat will locate the best business opportunities during the transition from fossil to low/zero emission solutions. Innovation partner module D.
2.3 mill.
4
Tønder
Interior design
User centered strategic interior company.
1 mill.
1
11.700
11.700
11 800
20
Alf Gundersen
Design and advertising agency
Communication, branding , advertising, graphic design, film and animation, web and interaction design, strategic consulting, illustration and text.
12.1 mill.
14
Per Finne
Industrial design
Product design, identity and branding, graphic design, advertising, strategic consulting, web- and interaction design.
1.6 mill.
1
Brandity
User insight
Unwrap deep consumer insights to facilitate strategic decisionmaking.
4.6 mill.
3
Sixty
Tech
An internationally recognized supplier in 3D graphics and IPTV, with strong growth. Result of a merge between the companies Gosu and Kamikaze.
23 mill.
Total revenue cluster yearly: Employees:
51 billions 16 700
PROSPECT MEMBERS (participating innovation alliance partners or/and prospect members/partners) ORGANISATION
DESCRIPTION
MAIN COMPETENCE AND FACTS
Connect
Finance / Investor capital
Provides free support for entrepreneurs with a market potential. Part of a world-wide network, enabling the same services internationally.
Bergen Municipality
Political and administrative regional center
The local government and City Council of Bergen. Supports the design cluster through grants for Design Region Bergen.
Hordaland County Council
Political and administrative local center
The regional government and County Council of Hordaland. Supports the design cluster through grants for both Design Region Bergen and DesignArena.
University of Bergen
R&D and education
Large education and research institution with operations on several media related fields, for example: The Media Centre, the Centre for Innovation, and the Department of Computer Engineering.
Bergen university college (HiB)
Academic partner DT Bergen, R&D and education
Bergen University College has three faculties who offers a wide range of courses and study programmes Has about 7,700 students, and welcomed 110 exchange students last year.
Bergen Academy of Arts and Design (KHIB)
Academic partner DT Bergen, R&D and education
Bergen Academy of Art and Design is a leading institution in artistic research and offers the highest education in Norway in the fields of Art and Design. Soon becoming a part of the University of Bergen.
Norwegian School of Economics (NHH)
Academic partner DT Bergen, R&D and education
NHH and affiliated institutes SNF, CSI, AFF and NHH executive constitute. The major center for research and study in the fields of economics and business administration in Norway. CSI, Focus and Choice lab are research centers at NHH important for the knowledge base in the project.
NTNU
R&D and education
Faculty of engineering, science and technology. Trollabs; Department of Engineering Design and Materials are collaborators on the DT Bergen module.
CMI (Christian Michelsens Institute)
Independent development research institute
CMI address issues that shape global developments and generate knowledge to fight poverty, advance human rights, and promote sustainable social development.
Yearly revenue: 278 mill. NOK Employees: 70
20
21
Radicand
Prototyping lab
Alumni D-School gather here for practical work with different industries. Connecting to the maker movement.Collaborator on study trips abroad as a part of the Modul B: Knowledge collaboration.
D-School Stanford
R&D and education
Lead in DT methodology worldwide. Collaborator on study trips abroad as a part of the Modul B: Knowledge collaboration.
Berkeley
R&D and education
Academic pioneers in 1868 to the Free Speech Movement in 1964, where the brightest minds come together to explore, ask questions and improve the world. Collaborator on study trips abroad as a part of the Modul B: Knowledge collaboration.
MiT
R&D and education
Leading technical ww-environment. Connected to the academic partners and BTO. Collaborator on study trips abroad as a part of the Modul B: Knowledge collaboration.
SPV
Finance
A major financial institution in Western Norway, and an important contributor to the developer of the social aspects in the region and an important players for the industries in the region.
DNB
Finance
One major financial institution in Norway, and a developer of entrepreneurship in the region. Heavily invested in entrepreneurship.
Seafood Innovation Cluster (NCE)
NCE Innovation Alliance partner
The Seafood Innovation Cluster is a one of the largest seafood clusters in the world, representing 70 industry players, with a revenue of 10B USD. Innovation partner module D.
NCE maritime Cleantech
NCE Innovation Alliance partner
Cluster organisation engaged in building arenas and networks for creating forward-looking, innovative and competitive solutions in the maritime sector. Innovation partner module D.
GCE subsea
NCE Innovation Alliance partner
GCE Subsea strengthens innovation and internationalisation of the Norwegian subsea cluster. Innovation partner module D.
NCE Tourism
NCE Innovation Alliance partner
NCE Tourism works to connect world leading businesses from the fjord tourism Innovation partner module D.
DOGA – Norwegian center for design and architecture
National design association
The centre promotes the understanding, knowledge and use of design and architecture from a commercial and social perspective. Innovation partner module D.
Oslo Medtech
Health technology cluster
Dedicated to accelerate and support the development of new medtech and eHealth products, services and innovative solutions.
Smart care cluster
Telecare cluster
Increase innovation, development and commercializing of new solutions in telecare.
Yearly revenue: 72 mill. NOK Employees: 45
22
Appendix 2 | GOVERNMENTAL PARTNERS
23
Appendix 3 | HEALTH PARTNERS
Design Region Bergen Att: Monica Hannestad
Letter of intent
We are operating in a time characterised by huge challenges and rapid changes both as societies and corporations. Within the healthcare-sector there is a constant balance between providing the best possible care to our population and staying within the financial limitations and constraints that our budgets provide. New technology is constantly entering the market, providing unique and exciting possibilities for the healthcare sector. In order to make the best use of this new technology, it is of utmost importance to know more about our patients and what their needs are, so that we can successfully meet them. This is where expertise within design provides a very important contribution. Norwegian Smart Care Cluster is a cluster with 65 companies and 33 public actors. Our focus is solutions in wealthfare technology. We have already started collaborating with DesignArena on a few projects, and we hereby confirm our full support to- and intention of further collaboration with NCE Design.
Yours sincerely
Arild Kristensen CEO Norwegian Smart Care Cluster
Our ref.: 16/01825-1
Our date: 26.04.2016
Sonja Irene Dyrkorn Director general
Telefon: 55 58 75 00 E-post:
[email protected] Internett: hib.no Org no: 974 652 366
Fakturaadresse Fakturamottak Postboks 363 Alnabru N-0614 Oslo
Postadresse Postboks 7030 5020 Bergen
Besøksadresse Inndalsveien 28 5063 BERGEN
This document has been approved electronically, and thus have no handwritten signatures.
Ole Gunnar Søgnen rector
1 av 1
Vår saksbehandler Audun Kjørstad
Bergen University College is pleased to be able to take part in the scientific partnership, and we look forward to working closely with and contributing to the project. We firmly believe that the scientific community at our institution has all the prerequisites required to be an excellent academic partner for this project. Our scientists have extensive knowledge within the fields of both technology and innovation, among others. We view this project as a crucial step towards realising our goals, both educationally and scientifically, for the development of Design Thinking.
“Design Thinking”, where the intersection of human capital, technological feasibility, and economic sustainability forms a foundation for a new way to work with innovation.
The NCE Design project proposal focuses on providing new innovation methodology at a strategic and multidisciplinary level. Designers and design thinkers have proven, time and time again, their ability to change the game. This is done through the creation of disruptive innovations, understanding the users, redefining problems, examining organisational structures in new ways, and providing the connection between new technology and the people using it. In Bergen the companies in the design cluster, educational institutions and R&D institutions, are collaborating closely in order to (1) increase their own capability to analyse, conceptualise and produce solutions of substantial value, and (2) to increase the willingness to work more explorative and customer-driven in relevant adjacent sectors, and (3) explore and research within the academic fields connected.
We hereby confirm our commitment and full support to the NCE Design project proposal to be submitted to Innovation Norway, the Research Council of Norway and SIVA, within April 30th 2016, by ARENA Design.
Declaration of intent for partners in NCE Design
Your ref.:
Monica Hannestad
Design Region Bergen Strandgaten 6 5013 BERGEN
Rector’s Office
24
Appendix 4 | ACADEMIC PARTNERS
Stord, April 27, 2016
www.maritimecleantech.no
Meatjønnsvegen 72 Postboks 217 5412 Stord
NCE Maritime CleanTech
Hege Økland CEO
Yours sincerely
Org.nr: 996 700 275
NCE Maritime CleanTech is highly interested in further development through collaboration with strong and developed clusters, and therefore supports this application.
NCE Maritime CleanTech uses designdriven innovation process as an innovation methodology in several innovation projects in the cluster. We welcome more knowledge and more collaboration in this field because multi disiplinary knowledge is an important part of our cluster innovation platform. A stronger regional design industry is a potential asset for our cluster.
We are operating in a time characterised by huge challenges and rapid changes both as societies and corporations. Collaboration across sectors and professions are crucial in order to successfully solve our challenges, and exploit the opportunities that accompany them.
Declaration of support to NCE Design
Design Region Bergen Attn: Monica Hannestad
25
Appendix 5 | CLUSTER PARTNERS
26
Appendix 4 | CLUSTER PARTNERS
Design Region Bergen Attn: Monica Hannestad
Declaration of support to NCE Design
NCE Tourism hereby declares its intensjon to support the application for the cluster development program at NCE-level for Design Arena. NCE Tourism is highly interested in further development of collaboration between strong and developed clusters, and therefore support the application.
Kind Regards Dag J. Aksnes CEO
NCE-Tourism
1/1
Design Region Bergen Attn: Monica Hannestad
Declaration of support to NCE Design
NCE Media hereby declares its intention to support the application for the cluster development program at NCE-level for Design Arena. NCE Media is the cluster development and innovation project in Media City Bergen, Norway. We represent 80 members joint vision of becoming a leading international environment for innovation and knowledge within the field of media- and mediatech. NCE Media have been working closely with Design Arena on various activities relevant for our objective, such as workings towards a joint BIA-application for the Norwegian Research Council with a cross sector focus. NCE Media is highly interested in further development of the collaboration between strong and developed clusters, and therefore support this application. Bergen 21. april 2016 --------------------------------- Anne Jacobsen CEO NCE Media
Bergen, 20. April 2016
E-mail:
[email protected]
Phone: +47 55 58 30 50
Managing Director
Anders Haugland
Yours sincerely
As a partner we will make available key decision makers who can go into the project steering committee or other relevant fora on request, take an active role in the project, in terms of contribution to and participation in relevant activities, and contribute to the project in terms of hours and membership fees, jointly with other partners and members of the cluster.
BTO is the technology transfer office in Bergen. We are the regional centre of expertise for innovation and commercialisation of research results. Our mission is to help our owners and partners to bring their research results out to the market, ensuring that knowledge and inventions benefit individuals, the industry and society as a whole. BTO has a staff with broad competence in within the field of business development. This includes evaluation of the innovative and commercial potential of an idea or project. We have extensive experience and good results for work in these areas. Hence, BTO can contribute significantly to NCE Design in terms of expertise and network, at the same time as the cluster will provide good opportunities for expanding the application competence and collaboration network for BTO.
The NCE Design project proposal focuses on “Design Thinking”, where the intersection of human capital, technological feasibility, and economic sustainability forms a foundation for a new way to work with innovation.
Bergen Teknologioverføring AS (BTO) hereby confirm our full support to the NCE Design project proposal to be submitted to Innovation Norway, the Research Council of Norway and SIVA within April 30, 2016, by ARENA Design.
Declaration of intent for partners in NCE Design
Our ref.: Anders Haugland
Attn: Monica Hannestad
ARENA Design Strandgaten 6 5013 Bergen Norway
27
Appendix 5 | RESEARCH PARTNERS
28
