Research

What is research as a service?

Which research models exists?

How research commercitialization works?

How to model economic systems?

Economic Phenomena
Economic Activity

How to make a economic model?

…

Index

Industry ↔ R&D

Apply technical knowledge to act; refine technical knowledge to act better.

Use knowledge to build; deepen knowledge to build better.

You don’t have an Industrial Ecosystem without the part of the R&D Ecosystem.

Technical knowledge drives action; action refines technical knowledge.

The cycle is the engine of progress.

Deep Industry (Production + Research) vs Superficial Industry (Production)

Internal Technology Diffusion and Convergence

from island of excelent → to convergence.

Absorptive Research

Learn from others — study, imitate, and adapt external knowledge to accelerate your own development.

Learn from others aka reverse engineering.

Reverse-engineer and internalize external knowledge to fuel rapid advancement.

Economists call this building "absorptive capacity" — the ability to recognize the value of external information, assimilate it, and apply it effectively.

Short Term Industrial Research

…

Long Term Industrial Research

…

Industrial Research Lab

→ Industrial Research Lab works with universities and enterprise product team.

→ The most fundamental; the closet the research should be to universities or similar institutions.

Erik Meijer, ..., said that he was “never a fan” of research divisions inside companies like Meta.

“If companies want to do fundamental research, they should give money with no strings attached to universities,” he said. “Industrial labs should work closely with the product teams to create a pipeline of future innovations via a tight feedback loop between production and research.”

To be blunt, he said, “I think it is great if FAIR disappears and that Meta is putting, to borrow a Google saying, ‘More wood behind fewer arrows.’” He was referring to former Google CEO Larry Page’s use of the expression to describe the company’s strategy of focusing its resources on a few core projects. ...

Industry & Technology Promotion Ideas

Technology Absortion: …

Technology R&D: …

Personal Training and Skill Diffussion: …

Technology Absorption refers to the process by which an entity (e.g., firm, nation, or industry) acquires, assimilates, adapts, and ultimately deploys externally sourced technological knowledge to enhance its own productive capabilities, often involving incremental innovation, workforce upskilling, and institutional adaptation to achieve sustained competitive advantage.

Replication (Ability to reproduce the technology) Example: Reverse-engineering a machine to build a local version.

Improvement (Incremental innovation) Example: Modifying an imported manufacturing process for higher efficiency.

Assimilation (Deep understanding of underlying principles) Example: Engineers mastering the science behind a foreign semiconductor design.

Diffusion (Spreading knowledge across the industry/society) Example: Training programs to scale up skilled labor for new tech.

Example:

China’s high-speed rail: Initially imported German/Japanese trains → absorbed tech by localizing production, improving designs, and building a domestic supply chain.
Some African phone assembly plants: Merely assemble imported parts without mastering chip design → no real absorption.

Technology Adoption (The name upgrading can also be used): Technology Adoption (or Upgrading) refers to the decision-making process and implementation phase wherein an entity (individual, firm, or nation) acquires and deploys an existing technology without necessarily internalizing its underlying knowledge or achieving independent adaptive capacity.

Royal Dublin Society (RDS, 1731) – The First Catalyst
- Improve Irish agriculture, industry, and scientific education.
- Scientific Farming: Introduced crop rotation, selective breeding, and modern plowing techniques.
- Technical Education: Hosted lectures on chemistry, mechanics, and economics.
- Industrial Exhibitions: Showcased Irish-made machinery, textiles, and tools (precursor to World’s Fairs).
- Botanical Research: Founded the National Botanic Gardens (1795) to study plant cultivation.
- Prize Schemes: Awarded farmers for adopting new tools (iron plows, seed drills) and techniques.
- Livestock Improvement: Introduced high-yield cattle breeds (e.g., Irish Moiled cattle).
- Model Farms: Established experimental farms to demonstrate crop rotation, soil enrichment, and selective breeding.
Dublin Society of Arts (1740s–1850s)
- Promoted applied sciences—encouraged inventors and craftsmen in linen, brewing, and metallurgy.
- Legacy: Inspired later technical schools like the Royal College of Science (1867).
Department of Scientific and Industrial Research (DSIR, 1920s–1960s)
- Fuel Research Station (1920s): Improved peat-based energy for rural Ireland.
- Industrial Chemistry: Research on fertilizers, food preservation, and textiles.
Institute for Industrial Research and Standards (IIRS, 1946)
- Later became Enterprise Ireland’s technology division.
- Standardization: Ensuring Irish products met international quality benchmarks.
- Applied R&D: Worked with firms on materials science and manufacturing processes.
Industrial Development Authority (IDA, 1949–1969 → IDA Ireland, 1969)
- Key Idea: Attract multinational corporations (MNCs) by offering tax incentives, grants, and R&D support.
National Board for Science and Technology (NBST, 1978–1987)
- Advised government on technology policy, precursor to Forfás (1994–2014).
- Funded early computing and electronics research (e.g., Digital Equipment Corp in Galway).
Science Foundation Ireland (SFI, 2003)
- Mission: Fund strategic research clusters in ICT, biotech, and energy.
- Centres for Science, Engineering & Technology (CSETs): Linked universities with industry (e.g., Tyndall Institute).
- Future Innovator Prize: Incentivized disruptive tech startups.
Enterprise Ireland (1998–Present)
- Spin-Out Focus: Commercialized university research (e.g., Nuritas – AI-driven peptide discovery).
- High-Potential Startups (HPSU): Funded firms like Stripe, Intercom, and LetsGetChecked.
National Smart Specialisation Strategy (2022–2027)

References

https://en.wikipedia.org/wiki/Dublin_Institute_for_Advanced_Studies
https://en.wikipedia.org/wiki/Irish_Research_Council
https://en.wikipedia.org/wiki/Royal_Dublin_Society
https://www.teagasc.ie/
https://en.wikipedia.org/wiki/University_College_Cork
https://www.rand.org/pubs/commentary/2025/04/beyond-tariffs-what-the-us-can-learn-from-chinas-industrial.html
https://nvlpubs.nist.gov/nistpubs/ams/NIST.AMS.600-17.pdf

Public Policy Research

[ ] https://www.rathenau.nl/en
[ ] https://www.science.org/doi/full/10.1126/science.aaa0185

Organizations

How to shield research organizations from government idiocy?

Should the State Invest in Private Research Enterprise?

Should the State Finance a Research Enterprise for Government Related Problems?

Technology Research Organization.

How much commercial research todo?

How to manage enterprise competition?

The goal is to amplify the whole ecosystem, not replace it.

How much focus and critical mass to be effective?

Which evaluation Model?

How much does talent must flow?

Should there be internal stock options to share the profits? Should financial researchers have independence and bold ideas? Should they be able to spin off their own labs?

How to develop great connection with venture capital funds (aka Technology Enterprise Development Investors)?

How to research the market? How to research current technology movements? ….

Should we create a business development center?

How to achieve financial independence?

What is a great internal culture?

Institutions has marks ; It’s hard to create a mark with an institutions with many o them; so divide and modularize; and create a mark for each product.

"Research" ➔ to "Impact”

Uses

Contract Research
Field Trials & Pilots
Rapid Response Task Forces
Strategic Research Programs
Spin-off Acceleration Programs
External Project Incubation / Technology Park
International Grand Challenge Collaborations
Pre-Commercial Procurement (PCP) Projects
Internal Research Grants ("Blue Sky" Projects
A "sandbox" program to test radical innovations outside normal contract frameworks.)

Side Effects:

Train R&D Manpower.
Acceleration of Innovation: Concentrated expertise and funding boost the pace of discoveries.
Knowledge Sharing: Standardization, conferences, and collaborations spread knowledge faster.
Training and Education: Research centers often serve as advanced training grounds for new scientists.
Economic Growth: Spin-offs, patents, startups, and regional development.
International Leadership: Countries or regions become scientific leaders.
Long-Term Projects: Larger centers can sustain projects that require decades to mature (e.g., CERN).

Problems:

Bureaucracy and Inertia [Is This a Problem Or Just Life]: Large research systems often become slow, with administrative overhead choking innovation.
Funding Inequality: Centralized centers may monopolize funding, starving smaller or more experimental research efforts.
Groupthink: Research trends can become narrow, discouraging alternative or radical ideas.
Career Bottlenecks: Postdocs and researchers may face fewer permanent jobs, leading to a "pyramid" structure.
Political Pressure: Governments or sponsors may influence research agendas, leading to biased outcomes.
[You Can Fix This With Different Type of Objectives & Clear Mision] Commercialization Pressure: Focus on patents and industry partnerships may reduce pure/basic research.
Short-Termism: Funding cycles force researchers to chase trendy topics instead of important long-term questions.

Financial Independence:

Labs should not manage a fund directly; that activity should be terciarity.

Public Funding: Maintain traditional government grants and subsidies for foundational research or public missions.

Private Investment: Venture capital, private equity, or partnerships with industry players, especially for applied or commercial research.

Self-Generated Revenue: Generate income from services, intellectual property (IP) licensing, or even an investment portfolio.

Characterization:

Bureaucracy and Inertia: Large research systems often become slow, with administrative overhead choking innovation.
Funding Inequality: Centralized centers may monopolize funding, starving smaller or more experimental research efforts.
Groupthink: Research trends can become narrow, discouraging alternative or radical ideas.
Career Bottlenecks: Postdocs and researchers may face fewer permanent jobs, leading to a "pyramid" structure.
Political Pressure: Governments or sponsors may influence research agendas, leading to biased outcomes.
Regional Inequality: Areas without major centers fall behind economically and scientifically.
Commercialization Pressure: Focus on patents and industry partnerships may reduce pure/basic research.
Short-Termism: Funding cycles force researchers to chase trendy topics instead of important long-term questions.
Basic vs Apply Research: …
Technology Readiness Levels [TRL Early State - Commercial R&D]: …
State Coordination Level: …
Competition Management - Private Companies Interest Neutrality
Founding Model: …
Organizational Structure: …
Industry Orientation Level: …
Public Commons (Non Commercial) Mission Orientation Level: …
Organization: Public; Private; Semi-Private
Long-Term Investment Horizon: …
S & T Ecosystem Interaction & Collaboration: …

Internal Innovation Equity:

[ ] When a researcher develops a bold idea inside the organization (even during sandbox projects), they get "innovation shares" — rights to a part of future royalties, licenses, or spin-off value.
[ ] Innovation Review Board: Independent, elite panel evaluates and validates ideas for internal funding and stock-option grants.
[ ] Bold Researcher Incentives: Financial rewards for taking risks — if their project succeeds, they get payouts tied to impact (spin-offs, patents, public benefit).
[ ] Spin-off Labs Program: Researchers with strong ideas can "graduate" into spinning off micro-labs or startups with backing from the center. The center retains some equity, but the researchers become partial owners.
[ ] Fail-Safe Clause: Failed bold projects don't hurt career progression. Researchers are encouraged to attempt high-risk projects without fear.
[ ] Independent Financial Researchers: Bring in dedicated finance/innovation officers who specialize in supporting researchers through the spin-out, licensing, or venture creation process. Not bureaucrats — entrepreneurial experts.

Industry Oriented Research Organizations:

[ ] SRI International
[ ] Battelle Memorial Institute
[ ] AIT Austrian Institute of Technology
[ ] VTT Technical Research Centre of Finland
[ ] Industrial Technology Research Institute (ITRI)
[ ] CSEM (Centre Suisse d'Electronique et de Microtechnique)
[ ] https://en.wikipedia.org/wiki/Netherlands_Organisation_for_Applied_Scientific_Research → https://publications.tno.nl/publication/34640794/F9gg0K/TNO-2022-annual_report.pdf
[ ] …

TNO

Toegepast Natuurwetenschappelijk Onderzoek (Netherlands Organization for Applied Scientific Research)

Research Domain: …

Client: …

Program Lifetime: …

Funding: …

Services: …

Private Interaction (Services; Collaboration Interface): …

Innovation Phases (Stage): mid-TRL (Technology Readiness Levels 3–6); Not basic research (universities do that); Not fully commercial (companies do that).

How TNO manages competition? TNO often acts as a neutral third party to manage competing companies' joint research.

Balances strategic research (long-term benefit) with contract research (short-term solutions)

Collaboration Model

Always in networks:
- Industry consortia
- University collaborations
- Public sector alliances
TNO often acts as a neutral third party to manage competing companies' joint research.

Internal Structure:

Organized into units (used to be called "departments" or "clusters"):

Each unit is semi-autonomous, like a mini research business.
Units develop their own strategy, budget, client portfolio.
Central board oversees the overall mission and quality.

Intellectual Property

TNO creates patents but licenses them rather than manufacturing products.
Sometimes spins off start-ups if there’s commercial potential.

International Collaboration:

Make sure that at least 20% of the personal is International?
Partner deeply with Wageningen University, UC Davis, CGIAR centers.
Open offices in Netherlands, California, and Singapore for tech scouting.
Join international research projects (instead of only domestic).

Bell Labs

https://www.construction-physics.com/p/what-would-it-take-to-recreate-bell

❌ MARDI (Malaysian Agricultural Research and Development Institute)

A Terrible Example.

Note: Very Old Research Agenda.

MARDI is trapped: too bureaucratic, too outdated, too slow, too disconnected from farmers, industry, and the world.

Mixes research with to many activities like “training”; low technology transfers; problems with programs (usually not high tech; focus on old methods & goals); research domains; no industry aligment;

|If Malaysia copies Embrapa blindly (old model) | 🚫 Will fall behind within 10 years. | | If Malaysia builds an Embrapa-core + AI/IoT/Robotics precision layer | 🚀 Will leapfrog into global leadership in tropical agri-tech.|

Why Split Pilot Plants and Farmer Training From Research?

Researchers are great at discovery — developing tech, prototypes, new seeds, algorithms.
But scaling and training needs different expertise: logistics, adult education, field management, marketing.
Mixing them slows down both sides.

Wageningen model:

University develops tech → government extension services and private firms scale it.
…

Today, if you want to model it practically,

you mix parts of:

🧪 Wageningen-style world-class research
🌱 US Extension-style farmer networks
🏭 Israeli-style commercial-ready pilot farms and startups

→ into one coherent ecosystem.

Weizmann Institute of Science

Should we have theoretical research labs?

Theoretical Research.

Extremely strong commitment to pure basic science ("knowledge for its own sake"); no undergraduate students — pure research and PhD training.

Note: Not taking undergraduates as very advanced high schoolers is problematic.

Max Planck Society

Basic Research: Science and Technology.

How much industry collaboration?

How much technology focus?

How much science & discovery focus?

How to great environment for personal growth?

How to improve the public-science communication?

How much Interdisciplinary Research; and Systems Research?

How to improve data-sharing?

How to improve interaction with the larger science & technology sector?

How to create a mark?

How to crate an internal economic system or Incentive System? Order Without Control.

What is the relation with size and beurocracy? How to mitigate this? → Modularize the Organization ("Small within Big") → Use Technology to Reduce Overhead → Measure Bureaucracy Explicitly (Audit Bureaucracy Growth)

Riken (Japan)
CNRS (France)
Broad Institute (USA)
National Institutes of Health (NIH, USA)
Howard Hughes Medical Institute (HHMI, USA)

Core Principles:

Small is Beautiful Inside → Break CNRS into smaller, semi-autonomous research "cells."
Empowered Labs → Push budget, hiring, and research decisions to the lab level.
Fast Central Coordination → Central CNRS HQ only handles strategy, compliance, external partnerships.
Data-Driven Management → Track decision speed, project outcomes, researcher satisfaction.

Central CNRS Office:

Small HQ: ~200 people (not 2,000+)
Roles:
- Strategy: Big goals and funding frameworks
- Compliance: Ethics, finance auditing
- Partnerships: with government, industry, international bodies
- Mobility: Make researcher movement across labs super easy
No micro-managing of research content.

Clusters:

Thematic clusters (e.g., Life Sciences, Physical Sciences, Social Sciences)
Each cluster is light-touch: coordination role only.
Help labs collaborate but don't impose heavy top-down agendas.

Autonomous Labs ("Research Cells")

Each lab (~30–200 people) runs like a mini-startup:
- Own internal budget
- Power to hire quickly
- Freedom to choose research directions (aligned with CNRS mission)
- 3-year lightweight performance reviews (not annual suffocating reviews)
Labs compete lightly for special innovation funds.
Labs encouraged to form multi-lab collaborations horizontally (not vertically enforced).

Express Funding Tracks

For fast innovation:
- Idea → 2 pages → decision within 1 month.
- Pilot projects (~€50k–€500k) can be awarded instantly.
No endless forms, no 12 months waiting.

Tech-Enabled Admin

Researcher dashboard: Admin tasks (hiring, reporting) done through a user-friendly internal app.
Bureaucracy KPIs tracked:

(e.g., "Hiring Time," "Funding Approval Time") → optimize to minimize.

Talent Mobility and Growth

Easy internal moves: Researchers can move between labs/clusters without killing their careers.
Career paths: Research, teaching, entrepreneurship — flexibility to move between.
Dedicated support for young researchers (startup funds, fast hiring, mentorship).

Researcher "Nodes"

Every researcher is registered in a CNRS 3.0 global platform.
They have profiles:
- Skills, interests, past project outcomes, peer endorsements.
Algorithms + social choice (human voting) match researchers to projects in real-time.

Transparent Reputation System

Reputation points based on:
- Quality of research outputs
- Peer reviews
- Societal impact of projects
Reputation boosts access to leadership roles, better funding, and mission design rights.

References

Allen Institute for Brain Science (USA)
Chan Zuckerberg Biohub
…

Material Research

Note: In Material Science ‘Material Growth’ means ‘Materials Synthesis’.

Research Area	Description	Use
Materials Synthesis and Fabrication	Techniques for creating novel materials or improving existing ones. Includes nanomaterials and 3D printing.	Additive manufacturing (3D printing), casting, forging, nanomaterial synthesis.
Mechanical Properties	Studies stress-strain behavior, fatigue, fracture mechanics, and materials for extreme conditions.	High-strength alloys, corrosion-resistant materials, materials for extreme environments (e.g., aerospace).
Functional Materials	Materials designed for specific applications due to their unique properties like superconductivity.	Advanced semiconductors, photovoltaic cells, piezoelectric materials, ferroelectric materials.
Nanomaterials	Materials at the nanometer scale with unique properties.	Carbon nanotubes, graphene, quantum dots, nanowires.
Composite Materials	Combining materials to leverage strengths of each component.	Carbon fiber-reinforced polymers, metal matrix composites, ceramic composites.
Thermal and Electrical Properties	Studies heat transfer, thermal conductivity, and electrical conductivity.	Thermoelectrics, conductive polymers, thermal insulation materials, battery electrodes.
Environmental and Sustainable Materials	Focus on eco-friendly, biodegradable, or renewable materials.	Bio-based polymers, biodegradable plastics, sustainable composites, energy-efficient materials.
Smart Materials	Materials that respond to external stimuli like temperature, stress, or electric fields.	Shape-memory alloys, photochromic materials, electroactive polymers.
Corrosion and Wear Resistance	Materials that resist degradation due to environmental factors.	Protective coatings, anti-corrosive alloys, wear-resistant ceramics.
Material Characterization	Techniques to analyze the structure and behavior of materials at different scales.	X-ray diffraction (XRD), scanning electron microscopy (SEM), atomic force microscopy (AFM), electron microscopy.

References

General R&D Model
Industry Specific R&D Model
Company Specific R&D Model / https://en.wikipedia.org/wiki/Wanhua_Chemical_Group / https://en.wikipedia.org/wiki/BASF / https://itif.org/publications/2024/04/15/how-innovative-is-china-in-the-chemicals-industry/