Blind Spot: Research on Researchers – What makes a successful R&D campus?

R&D campuses are usually built in stages, evolving over time in response to the present – or more often than not, past – requirements of institutes and companies seeking to develop their future ideas, services and products.

Financial constraints, short-term demands and delays in planning and construction make it difficult to integrate and thus take full advantage of the “golden triangle” of people, organization and space. But is this really the case? Planners of R&D environments and campuses may find it astonishing how little information there is available to support R&D facilities design from laboratories and buildings as such to larger environments like campuses. For example there seems to be very little or almost no existing research into researchers’ needs and R&D processes within a larger spatial context – information that could support the tailored gathering of user requirements for campus design projects. The closest thing to it is the work done by Thomas Allen and others to analyze communication behavior and the spatial correlation between communication and architecture – but while this information is certainly important, it only partially applies to R&D work spaces and even less so to campus design. To date, no literature or comparative studies have been published on R&D campus design.

So what makes a successful R&D campus? Our starting point was to look at how the R&D campuses of world-class universities and successful companies are designed, so we recently drew up a list of prime examples based on certain criteria. We collected examples from both the industrial and academic research communities, basing our selection on rankings such as the Forbes Global 2000 and Fortune 500 (industry) as well as ARWU and SIR World Report (academia). We filtered these rankings according to certain criteria that defined the kind of campus we were interested in. For example, academic campuses had to be polythematic, with at least 5 different scientific disciplines. Among the top scorers of those we filtered out were the campuses of companies such as Microsoft, Novartis and Gazprom, and academic institutions including the University of Cambridge, MIT, the Swiss Federal Institute of Technology and the Tokyo Institute of Technology.

Common design factors shared by the campuses listed above include:

  • two circulation systems that separate logistics from pedestrian traffic
  • centralization of services such as libraries, main cafeterias and administration departments
  • R&D buildings within walking distance (under 500 m) of central services
  • R&D buildings have on average four floors (incl. ground floor)
  • between 21 and 30 percent of the campus area is green and recreational space

Overall, these factors indicate that effective interaction and good access to amenities were design priorities. Of course, designing or re-designing campuses with the factors above in mind does not guarantee higher IP revenues or the awarding of a Nobel Prize, but it does demonstrate a somehow approved approach to campus design. It is also worth mentioning certain differences that exist between the campus designs, as these might be areas in which industry and academia can learn from one another. For example, whereas the average proportion of admin:research staff on academic campuses is 1:4, it is 1:20 on industrial R&D campuses. By contrast, the academic campuses provide more areas for sports with roughly 11 percent space compared to only 5 percent on industrial campuses.
The following link shows the development stages of a campus master plan that Fraunhofer IAO was involved in developing for an R&D institute in Riyadh, KSA. The design scheme follows the above-mentioned principles and includes a high degree of interaction and networking between different centers and functions on campus:


Jörg Castor (re-posted from

Bridging the cultural gap in global R&D projects

How is R&D management performed in Asia? What are the specifics of China’s innovation systems? How can Australian SMEs assess their innovation capability? How do Taiwanese universities manage their patent activities? Answers to these questions will be presented at the upcoming R&D Management Conference in Stuttgart, Germany in a special session entitled “R&D Management across Cultures”.

This session will focus on the (inter-) cultural aspects of innovation management with, within and across Asia-Pacific countries. The Fraunhofer Competence Center R&D Management is giving a presentation based on experience it gained while working on a consulting project with a local partner in South Australia. In the project, which was funded by the South Australian government, the Australian-German team developed a framework to measure the innovation capability and sustainability of SMEs. This framework meets the current state-of-the-art in Europe and leverages existing diagnosis tools.

The Fraunhofer researchers worked together with their local partner and several South Australian SMEs to design a new tool based on an existing business diagnostic tool. Project challenges included understanding the differences between Australian and German SMEs, identifying which are the most important items of European innovation audits for inclusion in the new tool, and developing a concept that fits the local conditions in Australia. Given the cultural differences between the nations, adapting the European frameworks to the Australian market was no easy feat for the team.

  • Australian SMEs are usually much smaller than German ones, i.e. closer in size to micro-enterprises (10-15 people).
  • In Germany, almost all SMEs are certified according to DIN/ISO 9001 or 16949 and therefore comprehensively document their organizational structure and core processes. This is not the case in Australia. As a result, Australian SMEs often develop their products and manage their business in a more spontaneous and sometimes unconventional way (from a German perspective).
  • Succession planning is another aspect that differs in both countries. In Australian family businesses, the junior boss usually collects his or her experiences within the senior’s company before taking over, whereas German companies expect their juniors to start their careers without parental control and support.

Besides the cultural challenges, there are also differences in regulations, laws and funding schemes to be considered when designing an assessment tool for foreign markets. The German-Australian project, for example, had to respect the fact that pricing policies and cost control mechanisms are not given the same importance in both economies.

The project’s success is not only due to the excellent combination of personal strengths and cultural backgrounds in the team, but also to its members’ respect for and interest in the culture of their overseas colleagues. Their willingness to learn from each other and the open exchange of knowledge and experiences within the team and with the local SMEs was crucial in helping them achieve their objectives.

We’d love to discuss any questions you have on cultural challenges in R&D projects and to hear about lessons you have learned. What are the challenges you’ve faced? What has proven essential for coping with them? And what are the issues you’re still struggling with?


Stephan Schüle (re-posted from

Eco-Innovations: How to make successful and eco-friendly products

The main objective of innovation management is to foster and support the creation of attractive products and bring them into the market while reducing technical and market risks. But the simple economic mantra is no longer enough. Sustainability has evolved into a new guiding principle for business in the last few years. The question now is how sustainability and innovation management can be integrated in a practical context. What are practical implications when creating “eco-innovations”, i. e. successful and eco-friendly products?

Challenge as a chance: Sustainability as Innovation channel

Let’s have a look at an example: the application of solar thermal technology in an industrial environment in a paintshop. Paint shops are production facilities for surface coating. Such a coating – often: paint – can physically protect a surface and provide an optically attractive impression.

In the automotive industry, a paint shop comprises of many different process steps, e.g. cleaning, de-greasing, dip coating, drying and curing, spray coating and quality control. These processes require energy in different forms: mainly electricity and process heat. Overall, a paint shop consumes up to 70% of the energy needed for building a motor vehicle. Therefore, paint shops are in the focus of attention when it comes to calls for reaching greater sustainability in automotive production.

Now, increased sustainability in production processes can be achieved by different means, one of them is the use of renewable energy for process heat. In an automotive paint shop, process heat is used in various processes, For instance, it is required in dip bathes, which are used for the application of corrosion protection in the so-called pretreatment process.

In practice: How ecology pays off

Solar thermal solutions can provide energy for this. The companies EISENMANN AG and Ritter XL Solar provide solar heating installations in large-scale industrial projects (in the so-called “Green alliance for a sustainable production”). Ritter provides its high performance vacuum-tube solar collectors and Eisenmann as a systems provider integrates the technology into paint shop processes.

Both companies have developed an engineering concept allowing hot water from solar thermal modules to be used to supply process heat into industrial processes. It was already implemented at a customer site in Switzerland. At the paintshop of the customer Zehnder, 80 vacuum-tube collectors were installed on an area of 400 square meters. With a solar power output of 220 kilowatts, Zehnder can save up to 50% of yearly its yearly LPG (gas) consumption and thus increase its use of renewable energies correspondingly.

Installation of solar thermal solution at Zehnder paintshop in Switzerland
Installation of solar thermal solution at Zehnder paintshop in Switzerland | © Eisenmann AG

In this example, an eco-innovation has been created with clear customer benefits and a positive impact on business and environment. The most important success factors to implement this eco-innovation were:

  • a detailed understanding of the system and the processes where the solution is integrated (in this case, the customer’s existing paintshop),
  • the early integration of sustainability aspects into the assessment of alternative solution concepts developed,
  • a successful collaboration between Ritter XL solar as the technology provider and Eisenmann AG as the systems integrator.

In the end, the achieved results could prove a value to the customer on the one hand and show sustainability impact on the other hand.

What are your experiences with eco-innovations? Share your thoughts with us on the R&D Conference 2014 at Fraunhofer IAO in Stuttgart (June 3-6) and visit the special session on Sustainability and R&D Management. Research ideas as well as experiences from practitioners are welcome!

Claus Lang-Koetz (re-posted from

The R&D Management Conference 2014, Stuttgart, 3.-6. Juni

Management of applied R&D:
Connecting high value solutions with future markets

Forschung und Entwicklung enger mit zukünftigen Märkten verknüpfen, das ist das Thema der internationalen R&D Management Conference 2014 die vom 3.-6. Juni 2014 durch das Fraunhofer IAO in Stuttgart organisiert wird. Die Konferenz bietet eine Plattform um in attraktiver Umgebung neueste Themen im Bereich F&E Management mit Repräsentanten aus Wissenschaft und Industrie zu diskutieren und weiter zu entwickeln. Für Vertreter der Industrie wird die Möglichkeit angeboten am Konferenzprogramm des 5. Juni teilzunehmen. Dies beinhaltet die Keynote Vorträge, Verleihung der Best Paper Awards der Konferenz, Diskussionen zu ausgewählten Themen sowie die Teilnahme am Konferenz-Dinner in der alten Reithalle Stuttgart. Unter den bestätigten Keynotes sind Beiträge aus dem F&E und Innovationsmanagement von Siemens, Bosch und Festo, sowie einem der Väter des MP3-Codes aus der Fraunhofer Gesellschaft.

Weitere Informationen:

Sven Schimpf

Pipeline 2013 online Konferenz – Change the Game with Innovation That Works

Der persönliche Kontakt und der Aufbau persönlicher Netzwerke stellen oft einen wesentlicher Nutzen von Konferenzbesuchen dar. Oft sind diese daher mit langen Anreisen und erheblichen Kosten verbunden.

Eine Konferenz der besonderen Art ist daher die Pipeline 2013 online Konferenz für Innovative Produktentwicklung: diese kostenlose online Konferenz präsentiert Namhafte Keynote-Speakers, ermöglicht die Diskussion der Inhalte und den Zugang zu weitergehenden Informationen – und das alles von überall dort, wo ein entsprechender Internetzugang existiert. Wie gut auch persönliche Kontakte über diese Art der Konferenz geknüpft werden können muss jeder selbst entscheiden.  Zum Programm gibt es jedoch kaum etwas hinzuzufügen. Hier ein Auszug:

  • „Finding the Needle in the HaystackThomas Andrae, Director of 3M New Ventures EMEA
  • „The Click Moment: Seizing Opportunity in an Unpredictable WorldFrans Johansson, Innovation Author and Founder/CEO of the Medici Group
  • Maximizing Profits From Your New Product Portfolio – Bigger, Better, FewerDr. Robert G. Cooper, President, Product Development Institute and Professor Emeritus, McMaster University
  • „ON Innovation (Turning On Innovation in Your Culture, Teams and Organization)Terry Jones, Founder and Former CEO of, and Chairman of
  • „The Art and Science of InnovationProf. Dr. Oliver Gassmann, Innovation Author and Director of the Institute for Technology Management of the University of St. Gallen

Weitere Informationen und kostenlose Registrierung:
Pipeline online Conference 2013

Sven Schimpf

Erfolgsschlüssel FuE

Was sind die Schlüssel zu einer erfolgreichen Forschung und Entwicklung? Und wie können die zugrundeliegenden Faktoren bewertet werden?

Dies war die Frage in einem internen Forschungsprojekt des Fraunhofer IAO. Die Ergebnisse der durchgeführten Studie, in der verschiedenste Unternehmen befragt wurden, wird in der Veranstaltung am 5. Juli 2011 vorgestellt. Ergänzt werden die Vorträge über das entwickelte Fraunhofer IAO FuE-Assessment durch Praxisbeiträge der Unternehmen Festo AG & Co. KG, Alfred Kärcher GmbH & Co.KG sowie der Wahl GmbH.

Judith Finger
Nobelstraße 12, 70569 Stuttgart
Telefon +49 711 970-2288 , Fax +49 711 970-2299

Weitere Informationen:
Veranstaltung auf der Internetseite des Fraunhofer IAO

Sven Schimpf

ICPR 21: Innovation in Produkt und Produktion

Mit dem Thema „Innovation in Product and Production“ findet in Stuttgart vom 31.07-04.08.2011 die „21st International Conference on Production Research“  statt. Insbesondere in Themenbereichen „Production Research“ und „Industrial Engineering“ gilt die ICPR als eine der weltweit attraktivsten Veranstaltungen und bietet eine Plattform zum Austausch aktuellster Forschungsergebnisse aus Wissenschaft und Praxis. Bis zum 17. Dezember 2010 besteht die Möglichkeit Abstracts einzureichen.

Themenbereiche der Konferenz sind:

  • Industrial Engineering
  • Technology and Innovation Management
  • Production Technology, Systems and Management
  • Service Engineering
  • International Production
  • Environmental and Social Issues

Ergänzt wird das Programm durch den Besuch des Mercedes-Benz Museums sowie durch verschiedene (optionale) Aktivitäten am 04.08.2011.

Weitere Informationen:

Sven Schimpf

Advanced Workshop „R&D Work Space 2015+“ – Designing Spatial Solutions for Future R&D

The R&D workspace is meant to have a considerable influence not only on the efficiency of R&D workers but also on the quality of their outcome, the internal and external communication and finally the attractiveness of companies for „high performers“.

The advanced workshop „R&D Work Space 2015+“ is organised in collaboration between the Fraunhofer IAO and the R&D Management Conference. Objectives of the advanced workshop are the following:

  • Understanding the R&D work space:
    Basic concepts of R&D work space design.
  • Learn from Good Practice Cases:
    Selected experiences from industry.
  • Explore new directions of work space design:
    Where to go next?

Based on the expertise of the Fraunhofer IAO, namely the Competence Center R&D Management and the Competence Center Workspace Innovation, the advanced workshop is organised interactively with industrial partners and researchers willing to bring this topic forward and to participate in the development and design of the „R&D Work Space 2015+“. The advanced workshop takes place on the Fraunhofer Campus in Stuttgart, Germany on the 12th and 13th of October.

A detailed programme will be available soon.

Flavius Sturm
Nobelstraße 12, 70569 Stuttgart
Telefon +49 711 970-2040 , Fax +49 711 970-2299

Further Information:
Event Flyer
Fraunhofer IAO
R&D Management Conference Website

Sven Schimpf

Lean Development – Schlanke und effiziente Produktentwicklung

Schlanke und effiziente Prozesse sind in der Produktentwicklung heutzutage ein Pflichtprogramm. Leider lässt sich das Erfolgsrezept des Lean Development nicht 1:1 auf jedes Unternehmen übertragen. Individuelle Einflussfaktoren wie beispielsweise die Unternehmenskultur spielen eine wesentliche Rolle. Wie können Unternehmen ihre Entwicklung nach der Lean-Methode »schlank« gestalten? Welche strategischen Ansätze eignen sich im Lean Development und wie wirken sich diese aus?

Das Fraunhofer IAO möchte Fragen im Rahmen des Seminars »Lean Development – schlanke und effiziente Produktentwicklung« am Donnerstag, 30. September 2010 im Institutszentrum Stuttgart der Fraunhofer-Gesellschaft mit praktisch nutzbaren Konzepten, Maßnahmen und Methoden beantworten sowie deren Umsetzung anhand von Praxisbeispielen vorstellen.

Michael Schubert
Nobelstraße 12, 70569 Stuttgart
Telefon +49 711 970-2046 , Fax +49 711 970-2299

Weitere Informationen:
Veranstaltung auf der Internetseite des Fraunhofer IAO

Sven Schimpf

R&D Management Konferenz 2010

Zahlreiche wissenschaftliche Beiträge  zu Themenbereichen wie  Foresight, Roadmapping, Innovation, Geschäftsmodelle oder Kreativprozesse wurden auf der R&D Management Konferenz dieses Jahr durch Praxisbeiträge von GlaxoSmithKline, dem Nottingham University Horizon Project und dem BBC R&D Laboratory ergänzt.

Das detaillierte Programm rund um das Thema F&E Management ist unter dem folgenden Link verfügbar:
Programm R&D Management Konferenz 2010

RnD Management

Sven Schimpf