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Nokia Research Center Bridging the Now to the Next Nokia Research Center 2010

Nokia Research Center Bridging the Now to the Next Nokia Research Center 2010

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Page 1: Nokia Research Center Bridging the Now to the Next Nokia Research Center 2010

Nokia Research Center

Bridging the Now to the NextNokia Research Center

2010

Page 2: Nokia Research Center Bridging the Now to the Next Nokia Research Center 2010

Nokia Research Center2

Connecting people to what matters, empowers them to make the most of every moment.

Our Vision

To explore technology frontiers, solving scientific challenges today, for Nokia to deliver irresistible personal experiences tomorrow.

Our Mission

Page 3: Nokia Research Center Bridging the Now to the Next Nokia Research Center 2010

Nokia Research Center

Nokia Research Center

• Global research facilities• Global spread of research teams across twelve locations

• Advanced Systems Engineering• Driving technology from the labs into Nokia solutions

• Business Validation • Driving business acumen to accelerate market acceptance

• Strategy and Operational Excellence• Providing the insight and support

to fuel the innovation engine

• Part of Nokia’s Corporate Development (CD) organization

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A Global Network

Page 4: Nokia Research Center Bridging the Now to the Next Nokia Research Center 2010

Nokia Research Center

Nokia/NRC views to Research Framework Programmes

• We are interested in agile instruments boosting innovation and European level collaboration in topics that fit to NRC and Nokia strategy.

• Mobile industry has a tremendous pace of evolution

• Nokia/NRC remains strongly committed to co-creation and contribution within Europe research ecosystem

• Nokia is active in the European area also including the EIT agenda (ICTlabs) and JTIs (Artemis - leading two big projects)

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Page 5: Nokia Research Center Bridging the Now to the Next Nokia Research Center 2010

Nokia Research Center

Nokia/NRC views to Research Framework Programmes

• Because of the tremendous pace of evolution in our industry • A much shorter timescale for FP projects is needed

• Application process and the duration of the projects, 12-18 months more suitable

• Alternatively, at least a 1 year break/review/steering point in 2 year projects

• 3 year projects are not ideal

• The FP program can play a key role in materializing our commitment, provided that the FP programs is adjusted to reflect the changes in our business and technology environment, namely:

a)accelerated pace of innovation (see point above)

b)cross-disciplinary convergence

c)increase relevance of software/service centred innovation

• Opportunity to strengthen the innovation ecosystem in Europe with involvement of SMEs

• EU/FP projects can unleash innovation thrust

• SMEs' involvement should be made easier - leaner bureaucracy  and stronger monetary incentives could be the only way to attract more SMEs

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