Abstract Paper aims This paper aims at answering the research question “How to successfully build up and strategically manage a new network of applied R&D in Brazil?” Originality The paper is based on a unique experience of a strategic partnership, transferring the experiences of managing the largest network of applied research in Europe to the Brazilian National Innovation System (NIS). Research method The research described in this paper follows an action research approach, using a participative process of rapid prototyping, pilot tests and continuous revision and adaptation. Main findings The paper presents a comprehensive and consistent set of management models, procedures and tools for the planning, implementation and evaluation of applied R&D institutes. Implications for theory and practice The paper’s findings contribute to the empirical research on methodologies to manage knowledge-based networks and innovation actors at the interface between research and industry.

The manufacturing industry is fairly representative in the Brazilian economy. The research activities in technology, development and innovation promoted by technology centers are of great importance to boost the competitiveness of this segment. In this context, this work aims presenting the development of the strategic planning for a Center of R & D & I (Research & Development & Innovation), looking 20 years ahead, on a macro level, creating a master plan which summarizes the future focus areas of competence for technology research, development and innovation, coping with manufacturing trends, using a participative workshop approach. Thus, it is expected that this center offer integrated technological solutions with high added value that promote the development and competitiveness of the manufacturing industry, in the prospects for medium and long term. In order to achieve the project objectives taking the principle of strategic planning was followed. On the one hand, focus was placed on the internal perspective analyzing the current status of the Center. On the other hand, the environment of the Center (external perspective) was analyzed. Matching the analysis results regarding both perspectives future competence areas were derived, according to global technological trends as well as national and local industrial demand. Thus, the competencies required to be developed by a technology center to meet the manufacturing industry over the next twenty years would be derived.