Page 8 - BRGM -2019 digital annual report
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       Innovation at BRGM
       Inno v ation at BRG    M
       Generating value

       from research is central

       to BRGM strategy

       — Dominique Morin, Manager in charge of Innovation

       In line with BRGM policy decisions taken three years ago, 2019 saw

       determined efforts to foster innovation supported by practical activities
       in emerging scientific fields with high economic potential. Twenty
       robust projects have already been set up.

       Generating value from innovation is a major focus of BRGM strat-  jects for market positioning. A specific methodology has been
       egy, together with research and expertise. Applied research has   established for this purpose, which first defines the proposed
       always been in our organisation’s DNA, but today, thanks to an   value of the solution before determining the business model
       annual budget of €500,000 for a programme launched three   and finally setting out a business plan. The whole process is
       years ago which became fully operational in 2019, the aim is   supervised by the Executive Board with support from the
       to direct a significant part of our research towards applications   Development Division.
       with promising economic potential, while continuing to develop
       operating procedures ensuring that a return on investments is a
       key objective in research projects. To support this approach, a new
       process has been introduced to foster value-added innovation.  “Researchers also need
       A new project-maturing process
       Developed by BRGM’s Development Division, this is a formal   to become in-house
       and rigorous maturing process for projects geared to gener-  entrepreneurs... an approach
       ating economic value. The aim is to set out a roadmap for all
       applied research projects in order to evaluate their economic   designed to strengthen
       potential from the outset, then to format them to achieve a
       successful outcome in the form of a patent, an internal start-up,   BRGM’s image as a leading
       an external spin-off or further development in partnership
       with an industrial stakeholder. This maturation process selects   player in innovation and
       "nugget" projects and instils an entrepreneurial approach in all
       the others to optimise their development.               value creation.”
          Researchers therefore also need to become ‘in-house entre-
       preneurs’... They need to develop an awareness of potential
       for innovation, a better understanding of the market before
       launching a project and the ability to differentiate their pro-

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