Research Report 2020
Institute of Computational Physics
5 Startup Culture at the ICP Over the years, several spin-off companies have been established at the ICP. They do not yet carry the newly created ZHAW spin-off logo, but the ZHAW Transfer Office confirmed that the university does support the subsequent assignment of the label. This already describes an initial characteristic of ICP spin-offs: they did not come about through a "top-down" initiative but were created "bottom-up" as a by-product of successful and application-oriented research projects. We believe that it is no coincidence that our institute attracts and supports potential company founders, and we recognize a positive impact on the research projects: Spinoff companies are often good research partners and sometimes effective door openers for EU projects. ZHAW has also recognized the potential of spin-off companies. This year's Department Day at the School of Engineering was dedicated to this topic: Two keynotes [1,2] presented experiences from other universities, and the knowledge gained from these lectures was further explored in small discussion groups. The event was successful in sensitizing the management to the importance of spin-off companies. I am personally connected to this topic, since I myself dared to take the step 15 years ago and gave up my secure employment in a research institute. Together with a small team I placed the results of a research project as a product on the market. In addition to the technical implementation, the transfer of ideas into a startup company requires the successful financing and introduction of the products to the market. However, at the ICP we do not have a strong background in finance or marketing. The candidates bring these skills with them or obtain them in events that are directly addressed to the founders. What we can offer at the ICP corresponds to what Eliav Haskal summarized in his presentation with the following keywords [1]:
Creativity + Innovation + Risk Culture + Empowerment Creativity and Innovation These are the natural strengths of an engineering school. Projects start with creative ideas, and real innovation occurs when projects are being developed and researchers stay on until someone benefits from the research results. Creativity and innovation are also well represented in teaching at our school, especially in the project track, in some internships and of course in the project and bachelor theses. Risk Culture and Empowerment A conscious handling of chances and risks is an additional factor in the promotion of entrepreneurial thinking. Something may also go wrong. Even during a project or bachelor thesis, learning from mistakes is more important than reproducing a hidden sample solution. Empowerment goes a little further and characterizes the decision-making structures that promote entrepreneurial spirit. Those who are allowed to participate in decision making and realize that their opinion is worth something, train their independent thinking. This is not always just fun, because you are also held accountable. But researchers that think like entrepreneurs can develop best when their thinking is rewarded.
Support in the startup process is important, especially for young founders. This is not only about knowledge transfer, but also about innovative researchers recognizing their development possibilities and potential. This requires role models and a relaxed atmosphere. A culture of creative coffee breaks will certainly help. Zurich University of Applied Sciences
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