Europe is reshaping its approach to collaboration
When discussions turn to the future of European research and innovation, the focus is usually on budgets, funding instruments or the structure of FP10. A recent Science|Business Network conference highlighted another shift that deserves just as much attention. Europe is rethinking how collaboration itself should work.
Representatives from the European Commission, industry, universities and research organisations repeatedly returned to the same question: how can research and innovation (R&I) become better connected across Europe? The discussions touched on funding, competitiveness, regional innovation ecosystems and industry engagement, but they all pointed towards the same challenge. Collaboration needs to extend beyond individual projects and connect organisations, policies and regions more effectively.
Connecting a fragmented landscape
One reason for this challenge is the way research and innovation are organised across Europe. Around 90% of public R&I funding is still managed at national level. European programmes remain essential, but they represent only one part of a much broader landscape. Better links between European, national and regional priorities are an important condition for improving Europe's competitiveness.
For organisations working in collaborative R&I, this broadens the perspective. Success depends not only on understanding European programmes, but also on recognising where regional strengths and national priorities create opportunities for collaboration.
Strong ecosystems are built over time
Brainport Eindhoven was presented as an example of what a connected innovation ecosystem looks like. Speakers from ASML and Ericsson described an environment where companies, universities, research organisations and public authorities have worked together over many years. People know who to call, institutions stay connected and collaboration does not start from scratch whenever a new opportunity appears.
Many organisations across Europe face a different reality. Institutions often work on similar topics without fully understanding each other's priorities, expertise or long-term plans. Collaboration can depend heavily on personal contacts, meaning valuable knowledge and relationships are lost when those people move on.
Building stronger ecosystems means turning personal networks into institutional ones that continue across projects, funding programmes and organisational changes.
The discussions also highlighted another challenge. Collaboration does not end when research delivers results. Companies need investment, supportive regulation and access to markets if innovation is to grow. Several speakers argued that Europe still struggles to provide this continuity, with regulatory fragmentation slowing expansion and many companies looking outside Europe as they scale.
The role of intermediaries
If collaboration increasingly depends on connecting European, national and regional priorities, another question naturally follows: who keeps track of these developments, identifies where strategies overlap and helps organisations find the right partners?
The conference suggested that intermediary organisations will become increasingly important in answering that question. Their role is likely to extend well beyond supporting individual projects. They will need to understand developments across different policy levels, connect organisations with complementary strengths and help partnerships continue beyond a single funding call.
This also requires a different way of working. Building networks is no longer only about bringing organisations together for the next proposal. It increasingly involves understanding innovation ecosystems, recognising where common interests already exist and helping organisations develop relationships that can support collaboration over the long term.