“With groundbreaking research, we will create disruptive, sustainable innovations that contribute to the transformation of industries and markets. Chalmers is really good at utilisation. But in order to be even more efficient, we need to look at the Group as a whole, and be open to the fact that community- and industry-related activities can come into their own even better,” says Mats Lundqvist, Vice President for Utilisation, Innovation and Lifelong Learning.
When Chalmers raises its ambitions to become a world-class technical university, the goal is twofold. To raise academic quality, and to continue to be a pioneer in utilisation.
“We now have a strategy that aims for more groundbreaking research results. And it is this kind of research that then leads to disruptive innovations, i.e. things that really transform industries. That future is extremely exciting and important for us at Chalmers, and for society's need for change,” says Mats Lundqvist.
The innovation culture is a central component for Chalmers in the future, and it is based on a solid heritage of entrepreneurship, collaboration with industry and strong community involvement. By fostering creativity and collaboration, an environment has been created where ideas are not only born, but also turned into practical solutions and commercial successes. Or as Mats Lundqvist puts it:
“We have been good at building commercial capabilities into research-nerdy activities, so that the research does not stay in the lab.”
Proof of this came recently, when 18 research projects on this year’s 100 list from IVA, the Royal Swedish Academy of Engineering Sciences, are linked to Chalmers. Among them are projects working with, for example, green energy and deeptech, new battery materials, wind power, carbon capture, water purification in combination with hydrogen production, graphene for bacterial detection and several different AI solutions. Mats Lundqvist sees it as a recognition of Chalmers' level of innovation and proof of its ability to develop research into solutions.
But those who are satisfied, do not move forward. For Mats Lundqvist, the key words are highly efficient utilisation, and he breaks down the concept into two parts: external and internal efficiency. It is about how we work and organise ourselves internally, and how we collaborate externally, with society and industry.
“Our utilisation can be even more efficient, and based on the strategy, this means interacting within the Group. We have several companies that are all good at different things and that can provide even better returns. You can see a development where the most long-term research is concentrated in higher education. At the same time, we have the more industry-oriented and mission-driven technology development in companies such as Chalmers Next Labs, Chalmers Industriteknik and Fraunhofer-Chalmers Centre for Industrial Mathematics. And Chalmers Ventures, which drives innovation and commercialisation by investing in start-up and growth companies.”
Mats Lundqvist says that every part of the Group needs to be given optimised opportunities to do what they are good at, something that is likely to lead to some organisational changes.
“Some centres may be happier elsewhere in the group than in the university, for example. And to what extent can existing activities be moved into Chalmers Next Labs? We will look at such things together. Most people are beginning to realise that we need to be careful in how we grow without diluting our basic funding. There is a need – and is in the strategy – a group-wide plan for this,” says Mats Lundqvist, adding that he believes it will provide stimulating opportunities for Chalmers faculty.
“Succeeding over decades with groundbreaking research is very much about being present in scientific contexts that take time, that require you to be present – as an opponent, editor, in committees around conferences, being involved in building your entire research area. Then you have to allocate the time for this. But for those who think it can be too academic, there are other opportunities within the group, where you can be an equally valued and appreciated ‘Chalmerist’. The Group strategy creates new opportunities for individuals with slightly different driving forces, I am convinced of that.”
Highly efficient utilisation leads to more spin-offs and new technology that directly benefits society and industry. In the Group strategy, this also means an economic model in which commercialisation successes lead to increased funding for independent research. And there are far-reaching plans for how education and utilisation can best be linked.
“It can be project-based courses and project-based pedagogy linked to the utilisation and innovation that exists within the Group. The concept of Chalmers upskilling is also something we want to launch in the future, where we link short courses for professionals to research and development where we are at the forefront.”
Mats Lundqvist also gives as an example when Chalmers makes a journey with a deeptech company, from research, to financing and commercialisation via Chalmers Ventures.
“After ten to fifteen years, Chalmers is quite far from that company. But through lifelong learning, we maintain proximity to companies even when research and funding are disconnected.”