Metla Bulletin 1/2011

June 15, 2011

	EDITORIAL

Research – a networked effort


	Hannu Raitio, Director General

Many people still envisage researchers as wise men and women who are secluded from the world, buried in their chambers pondering about profound matters. Such figures may well exist, but the reality of research is often totally different. Research is a networked effort. Experts around the world pool their expertise to gain results. In the best case scenario, the end result is much more than the sum of its parts.

Cooperation has already established itself as the method for implementing research projects and programmes. It is indispensable in many ways, not least because today’s problems are more complex and require more often a multidisciplinary approach.

And it will not do to look away from the world. On the contrary, society requires researchers to be increasingly influential. In other words, research must produce tools for understanding the world and its reality, for foresight and adaptation in order to enhance general well-being.

That is why the key phrase is often customer-based activity. However, as Metla prepared its new strategy in 2010, we chose to use the phrase ‘customer-oriented’. How do these two phrases differ from one another?

A customer-based approach entails listening closely to what clients in need of new information and new expertise require, whereas customer-orientation involves foresight. That means that in many cases, the researcher is able to tell customers and partners what they need – even before they have realised it themselves. This way, the social influence of research is maximised and research customers receive even better service.

Whichever phrase you prefer, Metla’s research projects and programmes are always implemented not only by researchers specialising in various fields, but by the customers themselves, too. This enables rapid exploitation of information and provides an excellent method of shortening the so-called innovation chain.

The strategic importance of networks has also increased when competing for research financing. The shared structure and expertise of consortiums is the key to success. This has led to increasingly intense competition over the networks into which you are accepted.

Initially, networks were formed between researchers only, first domestically and then, to a greater extent, internationally. Today, networks operate more intensely on an organisational level. Good examples of this in Finland include the strategic centres of expertise, and the latest, the Natural Resources and Environmental Research Consortium LYNET.

Networking is regarded as such an important form of activity that a number of organisations have come up with the specific aim of reinforcing cooperation between researchers and organisations by forging networks. COST (European Cooperation in Science and Technology), the European instrument supporting cooperation among scientists and researchers across Europe, financed by the EU, is a good example. Metla is intensely involved in COST.

Other significant networking organisations for us are IUFRO, the International Union of Forest Research Organisations, and EFI, the European Forest Institute.

Dr. Hannu Raitio
professor general director of the Finnish Forest Research Institute (Metla)

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