KTN's online platform helps you to make the connections you need


The Knowledge Transfer Network (KTN) has refreshed its online platform to intelligently connect you to relevant events, funding, thought pieces and specialist staff to help your business innovate and grow.

You can discover content using your area of interest, from Digital Creative to transport; from space to health – all major UK economic sectors are covered. Once you have selected your interests, using our intelligent tagging system, we will then display rich and relevant content related to your area, often from surprising sources.

An example might be new satellite technology from the space sector that is applicable in the agri-food sector. KTN-UK.co.uk will help you form these unusual and valuable connections.

All content on the platform has been carefully curated by our team of innovation specialists – not by an automated algorithm – so you can be confident that KTN is connecting you to the most relevant cutting-edge information.


The move also marks a closer alignment with our main funder, Innovate UK , with the website branding making a clear visual link. Knowledge Transfer Network is Innovate UK's innovation network partner, and also works with other funders to provide innovation networking services and fulfil our mission to drive UK growth.

We link new ideas and opportunities with expertise, markets and finance through our network of businesses, universities, funders and investors. From agri-food to autonomous systems and from energy to design, KTN combines expertise in all sectors with the ability to cross boundaries. Connecting with KTN can lead to potential partners, horizon-expanding events and innovation insights relevant to your needs.

Visit our people pages to connect directly with expertise in your sector.

Visit the KTN refreshed online platfom here


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Collaboration as the driver to creating knowledge in the Digital Public Space

This guest post is submitted by Jeremy Davenport, Co-founder and former Deputy Director of the Creative Industries KTN. Jeremy is presently studying for a PhD at the Creative Exchange, Lancaster University.


As I begin my exploration of knowledge exchange at the Creative Exchange at Lancaster University,  a central dimension of my journey is the nature of collaboration itself in our digital age, specifically as a driver to innovation (product, service and experience). In particular, reflecting on the different assumptions we make about the nature of collaborations in identifying, generating and sharing knowledge as the basis for creation and problem solving.

Interdisciplinary/organisational collaboration is at the heart of the Creative Exchange, where our projects are building bridges between academics, companies, and communities to research, explore, and innovate in the digital public space. Within this context, it is clear that the digital technologies are not merely creating new tools but also new possibilities for relating to each other, objects, place and space.

As a starting point to reflecting on Knowledge Exchange, I revisited Geoffrey Crossick’s article, “Knowledge Transfer Without Widgets; the Challenge of the Creative Economy” (2006). While recognising the imperative for government to generate wider economic and social benefits from research, he sets out a critique of the dominant technology/knowledge transfer paradigm adopted to support commercialization and exploitation of research in the HEI sector.  Specifically, he explores a mismatch between the model, both with the nature of creative practice and research and also the nature of Innovation across the creative digital economy.

Central to the argument is a lack of alignment between a technology focused linear model for creating and commercializing research outcomes (characterized by the “widget economy”) and the nature of knowledge generated through creative research and practice.  Such a crude dichotomy does little justice to both dimensions of innovation in an increasingly converged world where collaboration and users are central to the design and innovation journey, but it does provide a useful starting point.

It is important to contrast this linear model with alternative perspectives on the innovation journey including those models which place emphasis on a dynamic and design led process, a process which is characterised by the exploration of new products and services at the intersection between market opportunity, technology and organizational capabilities. A process which is interdisciplinary and is centered on design led iterations around prototypes.

To my mind the discussion around innovation and collaboration in our digital age and the questions it raises are growing in importance with the emergence of dynamic clusters of hybrid digital companies (and people) bridging the traditional silos of the arts and the sciences. Digital platforms are providing new opportunities for innovation around products, services and experiences. The nature of these collaborations are not easily silo’d as in the past where creative thinking, practice and research have been positioned to be separate and distinct from science and technology.

A key question in our digitally disrupted world is the extent to which our understanding and related took kits for knowledge exchange (between research/ practice and business) are keeping pace.



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