Written evidence from National Biofilms Innovation Centre (NBIC)(SUK0051)

Response to Inquiry on the UK Research and Innovation Landscape with a Focus on Innovation and Knowledge Centres (IKCs)

• Innovation and Knowledge Centres, such as the National Biofilms Innovation Centre (NBIC)[1], are key to accelerating commercialisation by linking academic research with industry, necessitating sustained funding and support.

• IKCs are crucial for transitioning technologies from research to market readiness, bridging the "Valley of Death".

• Secure, long-term funding for IKCs is vital to maintain and expand their role in facilitating effective academia-industry collaborations and nurturing a pipeline of innovation.

• IKCs ensure a continual flow of market-ready technological advancements, thereby growing the UK’s global innovation leadership.

Assessment of the UK's Innovation Framework

The UK's approach to facilitating science and technology commercialisation, driving economic impact, and attaining international strategic advantage hinges on a robust innovation ecosystem. Within this framework, Innovation and Knowledge Centres (IKCs) stand as pivotal components, directly connecting academic research with industry needs to accelerate the commercialisation of new and emerging technologies. Despite the strengths of the existing system, there are specific enhancements needed, especially around the sustained support and funding of IKCs.

a) Investment Pipeline and the Role of IKCs

While various schemes support the inception and early development stages of innovation, bridging the infamous "valley of death" remains challenging. IKCs act as catalysts in the UK’s effort to refine the commercialisation process, enabling industry and academia to co-design and advance new technologies. They act as intermediaries that not only nurture initial ideas but also provide the resources and industry connections essential for scale-up and market entry.

Invention of new technology to widespread commercialisation is a long process, ranging from 3-10 years in electronics to 10-30 years in energy, environmental, materials and aerospace technologies [[1]]. For IKCs to fully realise their potential, a clear, sustained pipeline of investment is crucial. This ensures that once promising technologies that demonstrate potential for market disruption are identified, they receive support without funding gaps that could impede or halt progress. Sustained funding also produces a consistent pipeline of new, breakthrough technologies for early-stage testing in the market. The 5-year window of each IKC, and the effective termination of IKCs after 10 years despite proven successes risks losing emerging products, pipelines and services as critical relationships are either narrowed or dissipate.

b) Effectiveness of IKCs in Early-stage Commercialisation

IKCs uniquely bring together academia and industry, a collaboration that is instrumental in the practical application of innovative technologies. They serve to drive targeted and effective collaborations that align with market demands and technological advancements. The IKCs' ability to perform this critical task can be significantly elevated through consistent and secure funding. With assured financial support, IKCs can expand their capacity to pilot and iterate innovative solutions in real-world industry settings, thereby proving concepts before full-scale commercialisation. IKCs also act as hubs for expertise and infrastructure sharing, benefiting a broader range of industry and academic partners. A review of existing IKCs [[2]] highlights the substantial impacts that IKCs have had on fostering commercialisation of emergent technologies across varying sectors. The tangible successes cited in the review, such as the creation of numerous spinouts, the realisation of key partnerships, and increase in patents and patent citations, and the facilitation of sizeable economic contributions (e.g., job creation and GVA impact), substantiate the strategic value of IKCs.

c) University Engagement in Commercialisation Through IKCs

Universities are fertile grounds for cutting-edge research and innovation; their engagement through IKCs has proven effective for fostering commercialisation. All IKCs receive a mix of government, industry, regional and University support, which maximises the output and translational potential. There are two current models for IKCs, both effective: single-site IKCs that capitalise on the strengths of a specific University in a single sector or technology and focus activity within that region; and UK-wide IKCs that involve multiple sectors, multiple Universities and multiple industry partners, but offer a single “front door” to the expertise of the academic community. Both offer an agile response to emerging industry needs and challenges. Each model of an IKC is reviewed and assessed every ~30 months offering opportunities for refinement, or closure if the IKC has fulfilled its remit or has failed to gain the confidence of industry.

The sustained support of successful IKCs ensures a continuous stream of commercially viable projects that not only benefit the universities but also contribute significantly to local and national economies. To amplify this impact, policy implications from reviews such as the Independent Review of University Spin-outs should continuously be integrated into IKC strategies. This integration would ensure that Universities effectively utilise IKCs to translate academic research outcomes in alignment with current and emerging market needs.

Conclusion

IKCs are indispensable in the UK’s strategy to lead globally in innovation. They serve a critical role in transforming high-potential research into viable commercial products thus driving economic growth. For the UK to expand its edge in global innovation, it is critical that IKCs receive sustained, secure funding and policy support. This will ensure a robust and sustained pipeline of projects progressing from ideas to market-ready innovations, thereby enhancing the UK's strategic advantages in science and technology on the world stage.