FROM THE LAB TO THE WORLD

1. Promoting the transfer of knowledge and technology is crucial for competitiveness. In your opinion, what are the biggest challenges in transferring research results into practice and how would you like to tackle them?

Prof. Dr. Jan S. Hesthaven:
On the one hand, a certain willingness to take risks is necessary in order to venture into transfer and start-up activities. This risk culture is often lacking in Europe, which makes the transfer process more difficult. On the other hand, many small companies encounter financial hurdles, particularly in the start-up phase. Access to risk-friendly capital is often limited, which hinders the implementation of innovative ideas. In order to overcome these challenges, targeted support structures need to be established.

Prof. Dr. Thomas Hirth:I see the transfer of research findings into practice as a multi-stage process. At a cultural level, it is important to raise awareness of transfer and to recognize the existing transfer potential. Open cooperation between science and industry forms the basis for successful innovation processes. This requires not only financial resources, but also mechanisms to close existing gaps in the innovation chain. It is crucial that potential innovators and the corresponding funding structures are optimally networked with each other. Innovative ideas need freedom and tailored support.
 

2. What role does the networking of researchers, companies and start-ups play in promoting innovation? How can all those involved work together even more intensively?

Prof. Dr. Thomas Hirth
The personal exchange of experience plays a key role in promoting innovation. Successful start-ups and established start-ups can pass on their know-how to researchers and those interested in founding a company, which leads to practical support. Close, trusting cooperation between companies and research institutions - for example in joint laboratories or interdisciplinary teams - makes it possible to turn research results into marketable innovations more quickly.

Prof. Dr. Jan S. Hesthaven
Yes, networks are of central importance. They not only provide access to important funding opportunities, but also promote the exchange of knowledge and experience. Programs such as accelerators and mentoring models can significantly facilitate the path from research to commercial application. By highlighting successful role models, innovative ways of thinking and entrepreneurial initiatives are supported in the long term.

3. How do you see KIT's role as a bridge between academic research and industrial application?

Prof. Dr. Jan S. Hesthaven:
I see KIT as playing a central role as a bridge between academic research and industrial application. For example, we support start-up initiatives at an early stage and provide access to a broad network of successful alumni and alumnae who have already founded companies. In this way, we show students, employees and professors that the entrepreneurial path is a worthwhile alternative to a traditional academic career.

Prof. Dr. Thomas Hirth:
The long tradition of innovation and transfer at KIT forms a solid basis for this. As an important partner for key industries such as automotive, chemicals, IT and mechanical and plant engineering - regionally and beyond - we promote technology transfer through application-oriented research and numerous start-ups in these areas. In doing so, we focus on the transformation of established industries and the expansion of forward-looking areas such as health, the environment and AI, supported by first-class infrastructure and the best minds.

4. How do you personally define the success of innovations and the transfer of research results into practice, and how can KIT contribute to making these processes even more effective in the future?

Prof. Dr. Thomas Hirth:
I measure the success of the transfer of research results into practice by how marketable innovations emerge from them - in other words, how products, processes and services successfully establish themselves on the market. KIT contributes to this by creating optimal framework conditions: excellent researchers, state-of-the-art infrastructures and targeted support structures.

Prof. Dr. Jan S. Hesthaven:
For me, success means that the start-up culture is becoming a core value of KIT. One measurable indicator is the increasing number of young start-ups and spin-offs that are emerging from our environment and are being successfully supported. This success requires a high degree of willingness to take risks - both on the part of the founders and investors and on the part of KIT.

5. What is your vision for the long-term development of a transfer culture at KIT?

Prof. Dr. Jan S. Hesthaven:
My vision for the long-term transfer culture at KIT is a flexible and comprehensive organizational structure that optimally supports all our start-up and transfer activities. KIT is unique in Germany because its role in the Helmholtz Association gives it the opportunity to develop new ideas from basic research to large-scale demonstrators. We must emphasize this unique opportunity and fully integrate it into our activities.

Prof. Dr. Thomas Hirth:
We need to make cooperation between researchers and transfer-supporting staff even closer and more targeted in order to recognize and exploit transfer potential earlier. An integral part of this vision is the increased exchange between science and industry through various formats. This more intensive cooperation can accelerate transfer and close gaps in the innovation chain.

Further links:

• Further information and contacts on the topic of innovation

Images:

• Magali Hauser / KIT