Brainport Industries Campus
The Brainport Industries Campus (BIC) in Eindhoven is the innovation and production hub of the Dutch high-tech manufacturing industry. SMEs, knowledge institutions, and partners work here under one roof on the technology of tomorrow. BIC is unique because of the clustering of companies that collectively supply parts to major players such as ASML, Fokker, and Philips. But how do you ensure that this collaboration truly comes to life in daily practice? In 2022, Ecosystem Navigators was asked to help BIC function as a real ecosystem in order to realize the intended growth of the campus.
About BIC
The development of BIC has from the very beginning been a market-driven initiative. SDK Vastgoed and its partner together realized the first campus building (BIC1) and, together with the municipality of Eindhoven and the province of North Brabant, took the initiative to establish a campus development organization to stimulate collaboration and innovation. Ecosystem Navigators was asked to shape this organization.
Chris Karman was commissioned to set up this campus development organization as quartermaster: “The hardware – the building – was there: two massive wings with production facilities and an atrium where everyone could meet. But the software – the collaboration between companies and organizations, both inside and outside BIC – still needed a boost. Especially since this building is only the first step towards an ambitious further development of the campus. The initiators had already laid a solid foundation, but for expansion on this scale, a more professionalized approach was needed”.
Many companies kept their doors closed because of confidential projects. “Understandable,” Chris says, “but that’s not what a campus like this is for. It’s precisely by working together pre-competitively – in the early phase of innovation – that you can develop faster and smarter. But then you have to share what you’re doing.” The central atrium provided an excellent opportunity for that. Robot manufacturer Yaskawa even placed its international showroom there, making BIC more visible to visitors, students, and external companies.
Sometimes you have to solve something first before you can move forward together
To spark collaboration, Chris focused on an approach built on trust, connection, and pragmatism. “I was constantly in conversation: walking around the campus, calling, coordinating. Every party has its own pace and interests. That makes good listening essential. What are companies struggling with? Where are the opportunities?”
“How do we ensure that everyone supports the plans, while still leaving room to maneuver?” – Chris Karman, Ecosystem Navigators
One example: staff shortages. “Everyone struggles to find technical talent. By bringing HR managers together, valuable conversations emerged. Companies referred candidates to each other or even shared employees. That wasn’t the main goal, but it was the result of trust.” Putting out fires was part of the job too. “It wasn’t in my formal assignment, but you can only build collaboration when people feel heard. Sometimes you need to solve something first before you can move forward together.”
Connection with regional campuses and surroundings
At the same time, it was important for BIC to anchor itself outwardly. “Eindhoven has several campuses: TU/e, High Tech Campus, Automotive Campus. BIC had to find its own position among them, while also building bridges to the region. Those conversations are still ongoing, especially with the planned expansions to BIC 2, 3, 4, 5, and 6, for which the groundwork has now been laid.”
Acquisition also played a role. “It’s not only about who is already at BIC, but especially about how the ecosystem grows,” Chris explains. “You want to attract companies that genuinely advance the high-tech manufacturing industry. But interests can clash. A building owner wants everything rented out, while other parties are more concerned about who settles there. If you want to safeguard the campus’s conceptual value, you have to take a firm stance.”
To sharpen those strategic choices, Chris worked closely with business developer Ruben Fokkema of Brainport Development. “Ruben mapped out which technology clusters need space to innovate and grow into strong new companies. Think of new materials, production techniques, microelectronics, and energy technology. That was hugely helpful in the discussions about future expansion.”
It was initially a challenge to convince companies to establish themselves at BIC. “Many entrepreneurs invest their retirement savings in the bricks of their own building,” Chris says. “Renting on a relatively expensive campus isn’t an obvious choice. But thanks to BIC’s international appeal – where talent and innovation come together – we managed to make it work here.”
BIC is ready for the next phase
At the end of 2024, Chris handed over the reins. “The campus development organization is in place. There is now a foundation with a strong Supervisory Board and a director from the field who is energetically taking it forward. That makes me proud.”
The groundwork has also been laid for the next phases: BIC 2, 3, 4, 5, and 6. With attention for new companies, energy infrastructure, education, and stronger connections with the region. Especially now that the municipality of Eindhoven has taken over the property of BIC1, that solid organization is of extra importance.
Six success factors in the Ecosystem Navigators approach
The approach of Ecosystem Navigators is based on six success factors: Catalyst (driving collaboration), Leadership (shared ambitions), Entrepreneurship & Capital, Research & Innovation, Education & Talent, and Dynamics (a vibrant meeting place). These are applied flexibly, depending on the phase and context. The guiding principle: moving from ego-system to ecosystem – not individual interests, but the collective success of the whole.
“I’m proud when the system keeps going after I’ve left. Then I know it didn’t all depend on me.” – Chris Karman, Ecosystem Navigators
“Ecosystems don’t emerge by themselves,” Chris concludes. “They need guidance. A neutral party that connects interests and ensures that plans actually become reality. That is exactly what the campus development organization at BIC now does.” But just as important is the human side. You can design models and structures, but in the end, it’s people who have to make it work together. “I’m proud that the system continues, even now that I’m gone,” says Chris. “That way I know it didn’t all depend on me.