2008/9 Programme. The best way to benefit from EIRMA membership is to participate in our activities.

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1 46 rue Lauriston Tel: +33 (0) Fax: +33 (0) /9 Programme The best way to benefit from EIRMA membership is to participate in our activities. This will bring you and your employees into contact with global R&D performers and help you to understand how others are addressing similar challenges that you face on a day-to-day basis. Reports of these activities and other publications are available on the website for all EIRMA members to complement the programme of events. This provides an extensive, living library of the good practices of business-led R&D and innovation management. The EIRMA programme of events explores the effective management of R&D and innovation in increasingly connected ( open ) and global business environments. Topics are selected by members to address a balance of current priorities and evergreen issues. These topics fall broadly within the five key themes illustrated here. While this programme aims to address as broad as possible cross-section of your requirements, if there are other subjects you feel we should concentrate on, let us know. We will always do our best to accommodate your needs and interests. How to be informed about EIRMA activities? Who can take part? Events are intended to be of quite broad interest, but in some cases may be most relevant for people working in more junior or senior managerial positions. Real value comes from the interaction between people who have different perspectives and experiences as they are coming from various sectors and countries. Full details are posted two months ahead of the meeting date on our web site and communicated in our electronic Newsflash. Member companies Representatives and Alternates receive the information by mail as well. When you participate in an EIRMA event, you are added to our list and automatically informed about all forthcoming events. For any suggestions please contact the EIRMA Secretariat at info@eirma.asso.fr What are these activities? We use several different formats targeted for different audiences: - s are one or two-day events for any person involved in R&D management; - Special Interest Group meetings are selfdirected groups for those from a common professional community (more information on the last page of this programme); - Learning Groups and Management Study Groups are more directed towards people s on-going learning and continued professional development.

2 Year 2008 Customer Behaviour and Involvement in Innovation 4/5 December 2008 Bad Homburg The environment for business, for R&D, and for customers is about to change dramatically, the reasons being demographic and climate changes, energy constraints, and technological developments. Foreseeing these developments will be crucial. The customer should be directly involved in the innovation process as a partner. It should be a two-way avenue: providing intelligent information and insights for innovating in the right direction, caring for quality as perceived by the customer. We should also make use of the recent phenomenon that intelligent young people (e.g. in design) can be picked from the web. This will explore how the whole process is best facilitated. Year 2009 OECD Symposium on Global Open Innovation Networks 23 January 2009 Purpose: Jointly organised with the OECD and the French Ministry of Research, this seminar's objective is to inform industry of current thinking on research globalisation and open innovation. It will identify the most important features that facilitate collaboration in open innovation networks on a global scale. Roadmapping Learning Group Target Audience: Anyone interested in the functioning and facilitation of innovation networks, including the handling of intellectual property. Issues addressed: The symposium will examine the phenomenon from the perspective of France and Europe, and it will assess the international variations in open innovation practices. Such variations are important to take into account in order to understand the diffusion of open innovation practices and the policies to promote in order to fulfil the promises of the open innovation paradigm. 12/13 February 2009 Purpose: Learning how to map out technology- and resource needs for developing new products, processes or services in practice, as an enabler for realizing the business strategy. This first of two sessions provides a balanced mix of tutoring, case studies and mutual learning in interactive sessions and discussions, provides practical training in Roadmapping for R&D and for New Businesses or Start-ups. A second session, on September 2009, will focus on progress and problems in Roadmapping experienced since the first meeting. Target Audience: It is addressed to people who, in their function, need to use Roadmapping for projecting technology development or for their business cases. Participants are required to have a basic knowledge of the principles of Roadmapping and some exposure to related practice and problems in their own organisations. Deliverables: At the end of this interactive course with Roadmapping exercices, participants will be able to approach the main steps of R&D Roadmapping with the support of case studies from different industries. They will be able to get answers to the following questions: What distinguishes effective from ineffective Roadmapping? How to make sure we are in-line with business and technology strategy?

3 Representatives : How to align the competence roadmap with the technology roadmap? How to make sure the various functions cooperate to make the roadmap effective? What are the benefits from creating and managing a roadmap? Can we measure these benefits? Selling R&D and New Product Development Effective Marketing within the company February 2009 Mas d Artigny Purpose: Assessing the suitability of alternative ways of achieving buy-in and support for R&D with Senior Management and across business functions. Target Audience: Senior Research and Innovation Managers. Issues addressed: Valorisation and Marketing of current and future R&D activities across business functions is crucial for gaining Top Management approval and support for innovation, especially for long-term programmes. The RRT is an opportunity for benchmarking against differing practices in different companies (some companies have an internal marketing function) and identifying key issues, such as value potential, strategic potential, product renewal, communicating effectively with Top Management, getting businesses buy-in, etc. Financial Controlling of R&D 13 March 2009 Purpose: Benchmarking methodologies of effective financial controlling and identifying the added value for R&D management. Target Audience: R&D Controllers (both financial and performance controllers). HR Challenges and Approaches Issues addressed: Financial controlling is not the only way to manage R&D but it can be a very effective one if adapted to the specific needs of the R&D organisation. This provides an opportunity for discussion and frank exchanges of experience regarding: Practices of financial controlling in R&D and its acceptance Measurement of KPIs Different models used, e.g.: Funding model (internal funds from BU's or from corporate), Income alternatives (fixed charges versus hourly rates), Cost base versus mark-up on Third Parties, Funding for investments, Efficiency control (chargeable hours versus internal hours), etc. SIG I Meeting 27/28 April 2009 The EIRMA Special Interest Group on Human Ressources (SIG-I) is planning a new meeting with the aim to develop the HR network within EIRMA member companies. This meeting will focus among others on rewards and recognition in R&D. Further details will be available later.

4 Assessing hidden Customer Needs and Market Opportunities April 2009 (Exact date and venue to be determined) Purpose: Exploring how to uncover and assess hidden market and customer needs Target Audience: R&D and Marketing interface, Market intelligence in R&D, and Product Planning Issues addressed: Innovation without a potential market cannot be successful. Uncovering hidden market and customer needs is the secret. The provides an opportunity for exchanging experience on: How companies, Marketing and Sales and R&D organisations manage to go beyond the messages they usually get from customers and consumers (both for B2B and B2C companies) How they get and interpret the weak signals from the market How they organise Market Intelligence and the R&D/Marketing interface How they evaluate the risk of wrong interpretation and how they use scenarios. The will also look into shifting nature of the customer. What will be the future business models for changing industries, such as automotive for example? Management Study Group (MSG) May 2009 near Group Leader: Ton Broekhuis Purpose: Giving an introduction and training in R&D management in areas such as organisation, portfolio management, strategy, resources, performance, creativity, etc. Target Audience: Second Line Managers facing or having had a major promotion into positions that carry substantial responsibilities (e.g. in a small laboratory, this may be a director, in a larger one a department head or associate director). They should have already completed an in-house or external general management course. The seminar explores the principles of R&D management and recent trends for even more business relevance. Based on exchange of and mutual learning from practical experience of participants, the Study Group concentrates in a pragmatic way on problems and tasks faced within a modern R&D environment. Deliverables: The participants will be able to have a deeper knowledge of the three main topics: The organisation of R&D work within and outside the own organisation and its role in the enterprise Managing R&D people: the human resource Achieving an innovative R&D climate. Developing Long-term R&D strategies in an increasingly uncertain environment 20 May 2009 Purpose: Exploring how to develop credible long term R&D strategies for an increasingly uncertain future. Target Audience: Strategic R&D Managers, Corporate Planning Issues addressed: How to develop visions and incorporate scenarios into strategies for long-term planning? This should look at plausible social, economic, environmental and technological scenarios, explore how to translate these into visions, taking into consideration the trends and changes that are already taking shape on the horizon.

5 Annual Conference Annual Conference 3-5 June 2009 Budapest, Hungary For the first time in EIRMA s history, the 2009 Annual Conference will visit Hungary. There will be a focus on how countries in central/eastern Europe have adapted to a competitive environment, demanding competitive high quality R&D. Roadmapping Learning Group, second session September 2009 Purpose: Learning how to map out technology- and resource needs for developing new products, processes or services in practice, as an enabler for realizing the business strategy. Target Audience: It is addressed to people who, in their function, need to use roadmapping for projecting technology development or for their business cases. This second session will focus on progress and problems with Roadmapping experienced by delegates after taking part in the first session in February Open Innovation: How does it Work in Practice? 18 September 2009 Manchester Science Park Purpose: Benchmarking how companies make use of the Open Innovation environment: in alliances, in co-opetition with competitors, in collaborations with suppliers and customers, and how this is managed. Target Audience: External Relations Managers, Strategic Managers, other Senior R&D Collaboration Managers Issues addressed: Discussion of practical examples of successes and failures of Open Innovation projects and approaches., such as: How to prepare for success in the Open Innovation environment? What are the key success factors and the pitfalls? How to make effective use of science parks? What is the impact on R&D strategy, on timing, and on hiring R&D staff? Attracting, Fostering and Maintaining R&D Talent October 2009 (Exact date and venue to be determined) Purpose: Increasing awareness of the untenable situation where Europe no longer has sufficient young scientist and engineers coming from universities to start a career in Industry and motivating industry to take action. Target Audience: HR Managers, Strategic Managers, External Relations Managers Issues addressed: It is time to react and stimulate young people to again take on engineering studies for a career in industry. Engineering needs to recover the high reputation and esteem in society it once had. Issues addressed: How to motivate students to take up scientific / technological/ engineering studies at university? Where do we start: at university, high-school, or primary school? Who are our potential partners in a large-scale initiative? Who should take such an initiative? What are the goals and means of such an initiative? What then? How do we keep R&D talents in our labs once we got them there? ( with follow-up actions).

6 Building Strength from Management of Multicultural Teams in R&D November or December 2009 (Exact date and venue to be determined) Purpose: Explore how best to benefit from the cultural diversity of R&D staff in your organisation. Target Audience: Project Managers, Laboratory Directors, HR Managers Issues addressed: Cultural diversity in terms of country origin as well as in terms of mindset (people in different functions of a company), and bringing together different clans and tribes (e.g. from different disciplines), can positively affect R&D performance if it is managed appropriately. Multicultural Teams are both a challenge and an opportunity. People from different cultures have different approaches and obtain different outcomes. How can we best benefit from this cultural diversity through appropriate project and people management? What are the skills needed for R&D project managers with remote teams?

7 Special Interest Groups SIG s are self-directed standing groups focusing on key professional activities within the R&D process. The groups typically meet once or twice each year, complementing EIRMA s broader programme and offering participants a strong network and an opportunity to go into greater depth. Member companies nominate permanent focal points to these groups. Human Resources (SIG I) Nick Kitchen (Unilever) The target membership for this Special Interest Group consists of Human Resource professionals with specific responsibilities within the research and technology function. Areas of current interest include issues surrounding retaining employees in a highly competitive market, career development and dual ladders, and empowerment. The group also explores problems faced in the context of gender and cultural diversity. These concerns spill over into the practical applications of reward systems in a global environment. Intellectual Property (SIG II) Werner Fröhling (Volvo) This SIG was established in 1996 and comprises patent attorneys, IP managers, intellectual asset managers, as well as R&D managers and directors. The Group looks at the importance and value of IP to the company and at IP policies, strategies and practices. Topics of current interest include portfolio valuation and the role of IP in collaborations and Open Innovation; incentivising and remunerating inventors; the dissemination of patent information in the company, educating non-specialist personnel in matters related to IP; policing patents; the varying global patenting procedures; and IP beyond patents (trade marks, design, branding, etc.). Knowledge Management (SIG III) John Otten (Corus) This Group was established in 1999 following two popular Working Groups on Knowledge Management (KM) and Technology Monitoring. Members come from a variety of functions to discuss the value of KM and the contribution that Technology Monitoring makes to the KM process. The Group addresses the human aspects of KM, recognizing that sophisticated tools have no value unless people are ready to use them. Participants explore how to instil a climate of knowledge sharing and facilitate this sharing through appropriate tools; by coaching; and through the creation of small cells of KM that grow into structures that function effectively at Corporate level. Recently, it has explored how Open Innovation affects Knowledge Management. European Research (SIG IV) Léopold Demiddeleer (Solvay) This Group is aimed primarily at those who have responsibilities in areas of external research. It focuses on public research policies (particularly those emanating from the European Commission), and the impact of regulation and related aspects of the business environment on the effectiveness of industrial innovation and R&D. Sustaining Innovation (SIG V) Peter Rigby (Umicore) This Group held its first meeting in April It focuses on the innovation in its broadest sense. The SIG explores starting up and maintaining the process and delivering results, including Science and Technology-led innovation; new business and business model innovation; and business process innovation.

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