In the future, Siemens Austria would like to build up a critical mass together with Graz University of Technology (TU Graz), the Technical University of Leoben and TU Wien (Vienna University of Technology) to tackle future issues. The new Siemens Research and Innovation Ecosystem RIE AUT was announced in mid-September 2025. When asked how far contracts and budgets had progressed, Mirjam Storim, Head of Strategy & Technology at Siemens Foundational Technologies, stated that they often sat together to discuss expectations and competencies. Coordination and joint development of ideas is a process that takes time. The project has grown out of individual collaborations in Vienna, Graz and Leoben. hi!tech asked participating researchers and managers what it takes to build a sustainable, trusting working relationship, what they recommend and how different cultures come together.

Research ecosystem

A research ecosystem is based on building a collaborative relationship. With Michael Heiss, Principal Consultant Digitalization at Siemens, and Friedrich Bleicher, Head of the Institute of Production Engineering and Photonic Technologies at TU Wien, you can sense that they value each other and are happy to take each other’s ideas further. Over the past five years, they have built up “technical empathy” to drive innovation. Technical empathy sounds like a contradiction in terms, but for the “tandem” it sums up the fuel and cement of cooperation. It is a kind of interpreting ability between the institutions involved and a successful mutual adoption of perspectives and recognition: “The university must understand how to think in terms of industry. Industry must see, recognize and pick up the opportunities offered by the university,” says Friedrich Bleicher. For the long-standing institute director, the university must be able to penetrate the customer benefit and prepare its findings in such a way “that the management sees this research as a topic for the future and can also classify it as marketable.” Michael Heiss adds: “We need application-oriented research – I call it use case research – that benefits many of our customers and can be easily adapted to different needs.”

“We need application-oriented research – I call it use-case research – that benefits many of our customers and can be easily adapted to different needs.“

Michael Heiss, Principal Consultant Digitalization, Siemens

Technical empathy prevents misunderstandings and supports a shared vision and objectives. It is supported by mutual trust. After all, innovation – especially when it comes to a competitive advantage – often involves confidential content that is to be developed jointly. For Michael Heiss, who also worked on innovation management at the university, the key to good cooperation was “human gateways”: “Friedrich Bleicher has succeeded for many years in bringing people from industry back to the university. They know both worlds and understand the necessities.”

© TU Wien

“The university must understand how to think in terms of industry. The industry must see, recognize and pick up the opportunities offered by the university.“

Friedrich Bleicher, Head of the Institute of Production Engineering and Photonic Technologies, TU Wien

Neither for Michael Heiss nor for Friedrich Bleicher is the image of growing and nurturing a relationship far-fetched. Both find it important to talk openly about expectations and sore points in order to build trust. This cannot be covered by contracts alone. Philipp Lill, manager for global activities in the Research and Innovation Ecosystem (RIE) at Siemens, echoes this sentiment: “Human aspects are the most important for good collaboration, but are often difficult to measure.” In the end, it’s not institutions that work together, but “Martina and Stefan”, as he says. If the chemistry between the people who work on projects day after day and are supposed to create something new together is not right, nothing meaningful will come of it. Managers are required to make good decisions for these constellations so that things can work out. You don’t have to want to drink beer together, but you do have to make good progress. For the Global Head of Siemens Research and Innovation Ecosystem, the first step – despite all the digital possibilities – is to meet in person and “breathe the same air”. Another fundamental aspect is to make mutual expectations clear and to ascertain what the other party wants to gain from the partnership. If you don’t talk about it, people tend to make assumptions or assume things.

Solving problems together despite differences

The research funding of an industrial company differs from that of a university. In the industry, there is usually funding available for implementation if something is deemed useful. Universities today need third-party funding, not on a one-off basis, but in the form of a longer-term research project with a fully-funded person. The three- to five-year commitment is again a long horizon for the industry because it does not yet know future needs. In any case, the university should not be confused with an extended workbench where you order something.

At a personal level, however, the cultural differences are usually not so serious “because researchers at the university and in the Siemens R&D team have a great interest in solving a problem,” says Lill. It is important to establish in advance how publications and intellectual property are to be handled. Philipp Lill: “It often works out well if it’s talked about. As a rule, Siemens is responsible for the commercial use of the patents.
We already have a lot of experience with contracts, so there’s no need to reinvent the wheel.”

Barbara Mayer, Teamlead Standardization & Innovation at Siemens in Graz, and Renato Sarc, Assistant Professor at the Chair of Waste Processing Technology and Waste Management at Technical University of Leoben, know how matchmaking and investments – an arranged marriage and dowry, so to speak – support a research ecosystem. Siemens has been involved in the cooperative infrastructure of the Digital Waste Research Lab with digital control since 2021.

“Together with Siemens, we have implemented the largest domestic waste management project.“

Renato Sarc, Assistant Professor at the Chair of Waste Utilization Technology and Waste Management, Technical University of Leoben

The ReWaste project is a good example of the ecosystem concept: “18 partners are cooperating in a consortium here. We discussed in advance exactly which partner can cover what, whether our modular system is complete or whether we need to bring in additional expertise,” says Mayer. Even before the application was submitted, Renato Sarc organized workshops lasting several hours in which the vision, strategy and tasks were coordinated. Not only the “what”, but also the “why” of the collaboration was clarified, “so that the ecosystem becomes round”, as Barbara Mayer calls it, and “we don’t step on each other’s toes”. Together, the consortium covers the entire value chain of waste management, from machinery to sensor technology, disposal, planning and standardization to the customer perspective. Balance is created because each partner contributes something and no one has everything. A team will be employed until 2025 with several million euros and many experiments will be implemented, whereby all players should benefit from the experimental research. In the consortium, consisting of large, medium-sized and small units, the respective financial contribution becomes less important than the commitment in terms of content. Because there are no guarantees in research and the market is dynamic, everyone has to show a certain degree of adaptability – matchmaking yes, but adjustments have to be made.

© Siemens

“Through our collaboration, we have created a prototype in a fully-fledged test room, where partners from the planning stage to the customer have contributed their perspective.“

Barbara Mayer, Teamlead Standardization & Innovation, Siemens

Siemens has had the longest partnership, a good ten years, with Graz University of Technology. Andrea Höglinger, Vice-Rector for Research, emphasizes the necessary openness at management level: “One of TU Graz’s goals is to achieve an impact on the corporate side. Universities cost a lot, but they also provide excellent services for the economy and its added value.” She also mentions other indispensable aspects of a well-coordinated partnership: creating added value for both sides, training top talent and having top jobs in the region. Shared infrastructure with test benches and test halls also plays a major role at the Graz site. Höglinger points out: “We can combine our unbeatable expertise profiles in RIE AUT, together we have a much greater critical mass and therefore also more visibility.” On the Siemens side, Harald Loos confirms that there are regulations for many cases in a contract framework, “but the dialog and the basis of trust are decisive. There can be conflicts, small mistakes can happen, but you don’t need lawyers to resolve them. As a B2B provider, Siemens is used to dealing with different structures and business areas – that certainly helps.” As head of the central research unit at Siemens Austria, Loos sees the good basis with TU Graz as a role model for the newly created ecosystem.

“One of TU Graz's goals is to achieve an impact on the corporate side. Universities cost a lot, but they also provide excellent services for the economy and its added value.“

Andrea Höglinger, Vice-Rector for Research, TU Graz

Christoph Adametz, Head of the Research & Technology House at Graz University of Technology, cites an example of cross-fertilization: “Siemens inspired us to make organizational innovations, which is how we implemented key account management for the first time. We have also started to put the researchers involved on both sides more in the spotlight. The central message: different worlds – one common goal.” Appreciating each other, inviting each other to lectures and showing each other at conferences, for example, is part of this. In a relationship, it would be a clear red flag to be with someone but not introduce him or her to your circle of friends. When a broad-based technology company and a broad-based technical university work together, you can open up a wide range of cooperation formats, from small to large, says Christoph Adametz.

“Siemens has inspired us to make organizational innovations. We have also started to put the researchers involved on both sides more in the spotlight. The central message: different worlds – one common goal.“

Christoph Adametz, Head of the Research & Technology House, TU Graz

Regular project meetings should not become too confusing, neither in terms of time nor the number of people. Everyone sends the same number of envoys to the RIE AUT meetings, no one has an information advantage, there are no secret agreements, but the horizon is approached step by step together. Regular management board meetings can also act as a ritual for discussing market developments and sensitivities and celebrating milestones. All interviewees agree that the added value of RIE AUT lies in the networking between the partners. It is a forward-looking decision to develop customer-oriented and scalable solutions in the face of ever shorter innovation cycles and global challenges such as climate change. As the relationship is still in its infancy, Philipp Lill formulates a cautious outlook: “We want to try to utilize the strengths of all partners. The added value of the ecosystem is the interlinking with each other in order to be able to deal with important and major topics in a networked, broad and comprehensive manner. Not only to carry out specifically tailored research with individual partners, but also to formulate key topics on a larger scale, bundle forces and thus achieve even more impact.”

“We want to try to utilize the strengths of all partners. The added value of the ecosystem is the interlinking with each other in order to be able to deal with important and major topics in a networked, broad and comprehensive manner.“

Philipp Lill, Global Head of Siemens Research and Innovation Ecosystem

Info box

From RIE Graz to RIE AUT

Innovation and collaboration are the key to a sustainable world. In the Siemens Research and Innovation Ecosystem (RIE) program, we are tackling the challenges of today with the technologies of tomorrow in a collaborative way. Siemens experts conduct research together with universities, research institutes, academic start-ups, tech incubators and customers around the world in 16 local innovation ecosystems – globally networked and regionally anchored. Aligned with Siemens’ technology portfolio, we conduct excellent research in these ecosystems with the aim of developing products, solutions and services for our customers that make them more efficient, more successful and at the same time more sustainable, and to promote the development of talent.

In fall 2025, the long-standing partnership with the Graz University of Technology (RIE Graz) was expanded to include the Technical University of Leoben and the TU Wien (Vienna University of Technology). The expanded strategic partnership RIE AUT will focus on key topics such as sustainable mobility, energy-efficient production and digital transformation. This marks an important milestone for Austria’s research landscape.

© Siemens

The cooperation between Siemens and Graz University of Technology has already produced remarkable results. For example, the partners developed energy-efficient lightweight components for trains and integrated digital twin technologies into material development processes, which accelerates innovation cycles and reduces resource consumption. A breakthrough was achieved with a revolutionary system for material defect detection in the smartfactory@TUGraz. By using SINUMERIK machine tool controls as virtual sensors, the smallest material defects are detected during the milling process without external sensors – a technology that has even set a world record.

Interview

Force field cooperation

In conversation with Brigitta Hager, management consultant, coach, trainer and senior partner at Trigon Entwicklungsberatung, about the framework conditions for successful cooperation between technology companies and technical universities.

How open is the industry to such collaborations?

Hager: The need and willingness to cooperate is increasing in view of the challenges. In 1993, Friedrich Glasl described the association phase as the fourth development phase of organizations. At the time, it seemed utopian for companies to see themselves as part of an ecosystem and cooperate with their competitors. It is important to understand cooperation and competition as a polarity, as a field of tension that needs to be managed. Polarities are necessary opposites that are mutually dependent and a source of development. When cooperating, it is important to consider differences in the respective organizational culture, such as decision-making processes, speed of implementation, stable staff loyalty, management understanding, planning security, the importance of knowledge and experience or customer understanding.

© S. Philipp

Brigitta Hager is management consultant, coach, trainer and senior partner of Trigon Entwicklungsberatung. Her work focuses on the reorganization and realignment of companies, leadership development, divisional and team development, organizational development qualifications and conflict consulting. Its customers include industrial companies, public administration, social organizations, trade, service companies and educational institutions.

What are the success factors for building a relationship?

The solution of factual issues does not work without relationship work. It requires the willingness of all those involved to reflect on the cooperation as well as the factual issues and to establish a few clear rules that are practiced by everyone involved. Eye level, respect, openness to ideas and new perspectives as well as finding solutions together are all part of this. Without a leap of faith, cooperation cannot flow productively. The expected benefits must be clearly defined at the beginning of the cooperation and accepted by everyone. Everyone has equal rights in cooperation decisions and decision-making processes are transparent.

Why do most collaborations fail?

The classics include abuse for the realization of personal goals, unethical practices or opportunism. Power games on the “backstage” of the companies and universities involved also bring the cooperation to a halt. Crises can also occur when knowledge or information is withheld, personal conflicts escalate or there is a strategic realignment, budget cuts or changes in ownership or decision-making structures.

What are warning signals?

When endless loops are made when discussing irrelevant topics and decisions are postponed. When deputies sit at the table without decision-making authority or there is a high turnover of members of the cooperation team, things often go awry.