Tekes strategy

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Tekes strategy

  1. 1. Tekes strategy DM 775643 03-2013
  2. 2. Tekes strategy Growth and wellbeing from renewal Tekes funds leading edge research, development and innovation projects. For whom? What? How? Customers Services Means Why? Focus areas What will change? Objectives Challenges in the innovation environment Mission statement and values DM 775643 03-2013
  3. 3. Strategy in a nutshell Growth and wellbeing from renewal  Priority to growth-seeking, innovative SME’s  Increased focus on forerunners and strategic     innovations Customer success in global value networks Services and non-technical contents as important as industry and technologies Tekes will play a more essential role in the innovation services cooperation network A more customer-oriented and flexible approach DM 775643 03-2013
  4. 4. Funding targets 1/2 Funding will be targeted as follows  one third for projects carried out by universities and research institutes  two thirds for enterprise R&D and innovation projects Project funding for different types of enterprises  one third for young SMEs  roughly one third for established enterprises with less than 500 employees  less than one third for enterprises with more than 500 employees if external impacts on other actors are significant, or if the company is essentially reinventing its business operations Regardless of the channel used, all projects funded will be based on customer ideas and plans. DM 775643 03-2013
  5. 5. Funding targets 2/2 Funding through different operating methods  around 40 % for customer initiatives based on demand  around 20 % for research programmes of the Strategic Centres for Science, Technology and Innovation (SHOK)  around 25 % to focus areas through Tekes programmes  around 15 % to other strategic choices Regardless of the channel used, all projects funded will be based on customer ideas and plans. DM 775643 03-2013
  6. 6. For whom? Customers Strategy by customer group The key customer group is SMEs seeking growth trough internationalisation Other important funding targets:  High-risk, growth-oriented development projects by companies of moderate growth  Projects of large enterprises if external impacts on other actors are significant, or if the company is essentially reinventing its business operations  Multi-disciplinary public research teams capable of laying a good foundation for research oriented business operations and new fields of spearheading expertise  Public service development selectively under partnership programmes with the Ministries responsible for the services DM 775643 03-2013
  7. 7. What will change? What will change?  Focus on forerunners will cut down on the number of projects funded and means increased financing for individual projects  Increased funding for young companies will mean higher risks for Tekes and result in greater benefits and also more failures  Services and industries as well as technological and intangible development will be equally important  International cooperation as a cross-cutting goal – Tekes funds the internationalisation of R&D and innovation and the planning phase of globalisation of business activities  More flexible funding for innovative experiments will bolster the role of users and speed up the takeup of research outcomes  Customer-driven value network programmes and projects will underline focus on customers and demand  Novel operating models in public research will generate new business activities and areas of expertise crucial for Finland DM 775643 03-2013
  8. 8. Mission statement and values Mission statement  Tekes promotes the development of industry and services by means of technology and innovations.  This helps to renew industries, increase value added and productivity, improve the quality of working life as well as boost exports and generate employment and wellbeing. Values  We encourage renewal  We influence through our insight  We act responsibly DM 775643 03-2013
  9. 9. Challenges in the innovation environment Changes that will challenge us to renew  Global division of labour is changing and operations are moving to global value networks  Social structures will change due to urbanisation and ageing of population in industrial countries  Demand for environmentally sustainable solutions will grow, while ecological issues are not as yet of interest to everybody  Demand for tailored and individual solutions will grow, driven by demanding end users and user groups  Technologies will advance and be transferred rapidly around the world  Development will be guided by usability and user experience, throwing technology into shade DM 775643 03-2013
  10. 10. For whom? Customers Customers Tekes invites forerunners renewing research and business and enterprises of international growth to take up the challenge  Tekes funds enterprises and public research organisations operating in Finland  For justified reasons, developers of public services and third-sector actors may also be eligible  Tekes targets its funding above all at forerunners of R&D and innovation activities that renew business operations and the business sector  SMEs aiming for significant growth are a key customer group  Foreign actors may receive a preliminary funding decision from Tekes when preparing their establishment in Finland DM 775643 03-2013
  11. 11. What? Services Services Tekes offers R&D and innovation funding for its customers  Tekes funding encourages the customers to engage in diverse innovation activities and renewal  Tekes targets funding at projects that would be less ambitious or extensive without public funding  Customer initiatives competing for Tekes funding are on the same starting line regardless of the geographical area  Tekes shares justified risks of innovation activities  Tekes evaluates the projects and business plans of its customers but does not take part in their preparation  Tekes advises its customers in the use of other national and international funding sources and puts together joint service solutions if the customer so wishes DM 775643 03-2013
  12. 12. How? Means Means Tekes listens to the customers and acts agilely and rapidly guided by customer needs  Tekes organisation and operating mode support efficient operation and combinations of skills that help to renew the business sector  Effectiveness is achieved through customer successes  Tekes has four core processes for its customer service provision: funding, customer management, programmes, guidance  The core processes bring the expertise and resources of the areas of responsibility and units together into efficient operation  Tekes draws on international cooperation in all of its core processes DM 775643 03-2013
  13. 13. Why? Objectives Objectives Tekes aims for sustainable wellbeing of the economy, people and the environment  The objective is to improve productivity, renew business life and increase the wellbeing of humans and the environment  The aim also is to enhance capabilities needed to create innovations  Tekes influences society primarily through economic activity  Research and innovation activities also have other positive impacts on the wellbeing of humans and the environment  To reach its objectives, Tekes must be a forerunner in innovation funding DM 775643 03-2013
  14. 14. Why? Objectives Objectives Tekes aims for sustainable wellbeing of the economy, people and the environment  Productivity and renewal Sustainable growth which requires increased productivity and renewal of industrial life  Wellbeing of humans and the environment Effective specific measures will be implemented to improve the wellbeing of humans and the environment  Capabilities for innovation activities More skills that can be utilised and enhanced in research and innovation networks  Tekes of the future An inspiring, influential and responsible actor DM 775643 03-2013
  15. 15. Focus areas Business models Services and intangibility as value creators Digitalisation Natural resources and sustainable economy Intelligent environments Vitality of people Strategic research areas determined by the Strategic Centres for Science, Technology and Innovation DM 775643 03-2013
  16. 16. Natural resources and sustainable economy Priorities     Energy and raw material efficiency Renewable energy solutions New forest and biomass solutions Sustainable solutions for mineral resource use and water consumption DM 775643 03-2013
  17. 17. Vitality of people Priorities  Health promotion  Efficient and high-quality social and health care service system  Work and learning that regenerate human skills and capabilities  Affective and meaningful free time experiences DM 775643 03-2013
  18. 18. Intelligent environments Priorities  Smart energy systems and sustainable material economy  Safety and security of the living environment which makes good use of digital systems  User-oriented products, services and processes DM 775643 03-2013
  19. 19. Business in global value networks Priorities  Radical renewal through business concepts  Diverse innovation activities DM 775643 03-2013
  20. 20. Value creation based on service solutions and intangible assets Priorities  Service innovation, immaterial resources and intellectual assets enabling value creation  Globally scalable, locally tailored comprehensive solutions DM 775643 03-2013
  21. 21. Renewing services and production by digital means Priorities  New ICT enabled business processes  Knowledge and information-based business concepts  Connecting real and virtual worlds DM 775643 03-2013
  22. 22. Strategic Centres for Science, Technology and Innovation (SHOK) New environments for knowledge creation  Develop and apply new cooperation, co-creation and interaction methods that speed up the innovation process  Choices based on economic and social relevance, corporate strategies and existing competence base  Shared choices - companies, universities and research institutions are involved in the process  Long-term public funding and operative continuity is ensured for selected areas  Tekes is the main public funding organisation DM 775643 03-2013

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