Pre-publication draft | April 2009 Copyright © Jon Glasco
Becoming a Top EU Research Nation: A National Thought Leadership Program
for the Czech Republic
Ing. Jon Glasco, MBA Managing Partner Glasco Clark Associates
[email protected]
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Abstract This draft paper focuses on the application of modern thought leadership practices, and how these practices could be used in the Czech Republic to establish the Country’s position as a leading EU research nation. It provides a definition of thought leadership and summarizes the major components of a national thought leadership (NTL) program. The paper also describes methods for identification and analysis of an international target audience, and discusses the benefits of using an NTL program to build the reputation and image of the Czech Republic as a leader in scientific research and knowledge. -------------------------------------------------------------------------------------------------------------
Introduction The Czech Republic intends to become a leading research nation and has a wide-ranging strategy to accomplish this vision, including investments in R&D, innovation and technology transfer, combined with participation in European Framework Programs and other research. Adding to its growing strength in life sciences, electronics, software, precision engineering and sustainability, the Czech Republic can build upon a history of innovation and knowledge in manufacturing, vehicle design, glass production, and other important sectors. One of the challenges for the Czech Republic is how to capture the value of the Country’s expanding body of knowledge by communicating an image of leadership in the international community. With the goal of “transforming knowledge into money,” the Czech Republic’s stated plans1 include:
Development of a leading research center in Prague, to specialize in applied science in the fields of chemistry and physics (at an estimated cost of EUR 28 million)
Development of five research centers of excellence (planned by the Czech Government and the Academy of Science)
Application of resources from the EU Knowledge and Research program (with an expected total of more than EUR 2.3 billion)
Construction of a Center for Biotechnology and Biomedicine on a Greenfield site in the village of Vestec; providing a research facility for more than 400 workers 1
Adapted from “Czech Republic Eager to Become Top EU Research Nation” | www.wieninternational.at 1
In addition to building these knowledge centers and capabilities, another value generation strategy – although perhaps not as evident – is to apply thought leadership principles to take advantage of the investment in knowledge and research. A comprehensive thought leadership program, designed to convey the unique strengths and knowledge in the Czech Republic, would contribute to the Country’s objective of becoming a leading research nation.
Defining Thought Leadership In my book2 on the practices of innovation management, I define thought leadership as the “intersection of knowledge management and marketing communications to demonstrate leadership in topics of interest to customers, partners, suppliers and other stakeholders.” Today, most professional services firms recognize the importance of thought leadership, which for them is the ability to establish an image by communicating unique expertise on a topic, challenge or issue faced by their clients. They accomplish this by writing books, publishing articles and white papers, and delivering conference presentations. A program of thought leadership has the goal of using a body of knowledge and communication tools and techniques to persuade and influence a specific audience or group of decision makers. In the case of national thought leadership for the Czech Republic, the goal should be to communicate (to an international audience) the Country’s plans, projects, investments, partnerships and success – in both public and private sectors – in a manner that contributes to building a reputation as a leader in research and innovation.
Process and Components of a Thought Leadership Program When I first worked on thought leadership programs for major professional service firms in the US, we had a well-defined audience, which consisted of CEOs and other senior executives in global high-tech industries. Over a period of years, we developed a body of knowledge and thought leadership on topics such as reengineering practices, strategic alliances, integration of strategy and technology planning, globalization, next generation technologies, and innovation in the age of new media. Our thought leadership process typically consisted of six major components: Developing and maintaining a database on our target audience of CEOs
Planning and conducting annual surveys and research on topics of interest to executives in high-tech industries
Analyzing the survey data and research results
Developing a document platform (objectives, strategy, key messages and research implications, marketing campaign themes, source material, writer guidelines, and quality standards)
Writing and editing books, articles, white papers, and presentations
Producing and distributing the results of research and analysis to the target audience
Glasco, Jon (2007): Breakthrough! Innovation Management in Practice, Glasco Clark Associates, Barcelona, Spain 2
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Target Audience Research Media Relationships Portfolio Design and Management Major Components of a National Thought Leadership Program
Marketing and Communications Plan Content Types Document Platform Content Development (analysis, writing, editing, translation) Event Planning and Management
Planning and implementing a national thought leadership (NTL) program involves the following decisions and steps:
Identify the international target audience – including current and future stakeholders, investors, companies, universities, venture capitalists, policy makers, and scientists
Analyze the audience groups and decide on the appropriate content types for each group
Develop a structure for the NTL portfolio and a document platform that facilitates content development and quality
Write, edit, translate and maintain standards for each content type (and rely on a master editor to ensure content usability, quality and consistency across the NTL portfolio)
Measure the results periodically by communicating with members of each audience
Target Audience: Multiple Dimensions and Objectives Unlike the professional service situation mentioned previously, a national thought leadership program manager must address an audience that is more diverse and difficult to reach in an era of information and media overload. Adding to audience complexity in today’s era of new marketing, a country that wishes to promote its research and knowledge leadership must use all the multimedia channels available to reach a broad, international audience. Table 1 provides examples of the options regarding target audience groups and thought leadership communications.
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Table 1. Thought Leadership Audience and Communication Options Potential Audience and Stakeholders
Thought Leadership Communications
FDI community
White papers
Multinational enterprises (MNEs)
Scholarly and scientific papers
CEOs and business leaders
Conference presentations
Venture capital community
Books
Journalists and analysts
Brochures
Policy makers
Internet content
Potential research partners
Blogs and weblogs
Government organizations
Social networks
Trade associations
News releases in the web world
Scientists, engineers, research professionals
Online forums and wikis
University lecturers, researchers and students
Webcasts, webinars, podcasts
Consultants and market research firms
Mobile messaging and video
A national thought leadership program must consider that the target audience will consist of several groups, and each group will have its own objectives in evaluating research and knowledge strengths; the R&D ecosystem, facilities and projects; investment incentives; centers of excellence; technology infrastructure; and the culture of innovation. Table 2 provides an example of a template for analysis of diverse target audience needs. Table 2. Template for Audience Analysis Audience Groups and Stakeholders
Key Interests
Information Needs
Concerns and Issues
Investors and venture capitalists
Audience groups will have various levels and types of needs for information on: R&D projects
Multinational enterprises (MNEs)
University programs National technology and science strengths
Corporate location specialists
Startup companies and leaders in high-tech sectors
Journalists Policy makers
Availability of EU resources
Potential R&D partners
Benefits and costs of research facilities, science parks and centers of excellence
Government
Government support and incentives for research and entrepreneurial ventures
Trade associations University researchers
Higher education institutions (HEIs)
Consultants and market research firms
Government policies to stimulate innovation
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Although an NTL program will in most cases not satisfy all the information needs of each audience group, the program should address major topics of interest in sufficient detail and serve as a gateway to other sources of information and analysis. International audience groups will need English versions of NTL documents and online content.
Technical versus Persuasive Communications Some members of the audience will seek mainly scientific and technical information, while others will need more persuasive content and messages. Most members of the target audience will have alternatives, and they will compare information from the Czech Republic with strategic options and benefits offered in other countries. Therefore, the NTL program should have a persuasive communications element. Table 3 summarizes the major differences between purely technical versus persuasive communications. Table 3. Technical vs Persuasive Communication Methods Technical Communications
Persuasive Communications
Intellectual response
Balance of intellectual and emotional response
Impersonal and objective
Often personal and subjective
Emphasizes features and details
Emphasizes benefits
Information driven
Influence driven
Structure is logical
Structure is situation dependent
Designed to convey data and information
Designed to influence decisions and get results
Conclusions Capturing the value of research and knowledge strengths depends on developing and applying strengths in national marketing, international communications, and thought leadership programs. An investment in national thought leadership should yield returns for the Czech Republic in terms of contributing to the objectives of:
Establishing an international reputation as a leading EU research nation
Attracting foreign direct investment, venture capital funds, and other financing
Appealing to policy makers, corporate decision makers, multinational research partners, and prospective university students
Demonstrating to EU and OECD bodies (and to Europe’s R&D community) the full readiness and capacity of R&D authorities, organizations and workplaces in the Czech Republic to gain and utilize new R&D knowledge
Creating new jobs and preserving existing ones, while minimizing the brain drain
Emphasizing the Czech Republic’s culture of innovation
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References Cadil, V., Kucera, Z., Pazour, M. et al (2007): “Localisation Motives for Research and Development Investment of Multinational Enterprises,” Technology Centre of the Academy of Sciences of the Czech Republic Cassi, L., Corrocher, N., Malerba, F., and Vonortas, N. (2007): “Research Networks as Infrastructure for Knowledge Diffusion in European Regions,” pre-publication copy, 2007 Davenport, T. and Prusak, L. (1998): Working Knowledge: How Organizations Manage What They Know; Harvard Business School Press [ISBN: 0-87584-655-6] European Commission | DG Enterprise, Innovation Directorate (2001): “Innovation Policy in Six Candidate Countries,” in association with University College London and the Maastricht Economic Research Institute Glasco, J. (2007): Breakthrough! Innovation Management in Practice; Glasco Clark Associates [ISBN: 978-0-6152-0610-3] Kassicieh, S. K. and Radosevich, H. R. (1994): From Lab to Market: Commercialization of Public Sector Technology; Anderson School of Management, University of New Mexico; Plenum Press [ISBN: 0-306-44717-7] Knell, M. and Srholec, M. (2005): “Innovation Cooperation and Foreign Ownership in the Czech Republic” (draft), NIFU-STEP, Oslo and TIK Centre, University of Oslo Maastricht Economic and Social Training Centre on Innovation and Technology (2009): “European Innovation Scorecard, 2008,” Pro Inno Europe | Inno Metrics Mansell, R. and Wehn, U. (1998): Knowledge Societies: Information Technology for Sustainable Development, UN Commission on Science and Technology for Development; Oxford University Press [ISBN: 0-1-829410-7] Office of the Government of the Czech Republic (2005): “National Innovation Policy of the Czech Republic for 2005-2010” Office of the Government of the Czech Republic (2000): “National Research and Development Policy of the Czech Republic” Technology Centre of the Academy of Science of the Czech Republic (2005): “Report on the Czech Republic’s Participation in the Fifth EC Framework Programme and in the Fifth Euratom Framework Programme from 1998 – 2002” --------------------------------Jon Glasco served as consultant and writer for multinational telecommunications projects in the Czech Republic. He is Managing Partner of Glasco Clark Associates (www.gcaconsulting.com) an independent consulting firm established in 1990, specializing in business communications, innovation management and thought leadership services.
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