Table 5 N4S with respect to general SHOK challenges
From: Energizing collaborative industry-academia learning: a present case and future visions
SHOK evaluation issues (prior to N4S) [22] | Case N4S |
|---|---|
SRAs too all-encompassing, multiple (too many), and some internally contradictory objectives | |
Sharp agenda focus | • SRIA: Well-defined focus areas (4+4+6) under distinct but logically interrelated research themes (3) • Treasure chest: Categorization according to the focus areas (c.f., Fig. 2, part 3) |
Tensions between the short-terms industrial interests (incremental innovation) and the longer term perspective of high-quality, impactful (even breakthrough) scientific research | |
Industrial renewal, transformational research: lack of innovative results, novel and path-breaking research outside; too consensus-oriented | • SRIA: The stated breakthrough targets aimed to “create the foundation for the Finnish software intensive businesses in the new digital economy” so that the “Finnish software-intensive industry has renewed their existing business and organizations”. • The aim was to “act as a forerunner in catalyzing systemic transformations in different industries”. • However, during the program we did not much “see the global digital services business growing in Finland and completely new Finnish brands in digital business introduced”. |
Fully engaging academics: scientific research in relatively small roles, lack of internationalization and global dimensions | • SRIA: Created jointly by the academic and industrial partners. The academic researchers were “equal partners” and respected stakeholders. • The scientific research ambition was high with stretched, even world-class aims. There were plenty of scientific research opportunities for each partner to contribute with high-quality research. • The internationalization and global collaboration were limited and not emphasized although in the beginning there were certain engaging connections. |
Strategic alignment (industry and academia): lack of cross-disciplinary and sector-transgressing themes, stretching beyond sectoral boundaries | • SRIA: The very premise was to advance beyond digitalization. • The research themes were principally domain- and sector-independent. Digitalization capabilities are by nature relevant in and across all industries. The “long-term plan of N4S is to serve other companies where software plays a dominant role”. |
Lack of consistent performance measurements and systematic monitoring (KPIs) | |
Transparent interactive progress monitoring | • SRIA: Key goals and measurements related to the breakthrough targets • Dashboards (JIRA) • Quarterly joint reviews (presentations, posters, demos), with “best paper” recognitions • Treasure Chest: # of the Gold Nuggets |