The document discusses the European Regional Innovation System (RIS) and key aspects of the EU's approach to regional innovation. It outlines Research and Innovation Strategies for Smart Specialization (RIS3) which focus on identifying regional priorities and building competitive advantages. Different typologies of regional strategies are presented, along with policy instruments like developing industrial zones, providing financial advantages, improving training, and supporting new company creation and science/technology parks to stimulate regional innovation and economic growth.
Role of Creative Industries in Wallonia (Open days workshop oct 2014)Vincent Lepage
Wallonia has been recognized as a leader in tapping into the potential of creative industries to promote socioeconomic development. As the Wallonia European Creative District, it demonstrates how a region with traditional industries can be revitalized through a strategic, holistic approach combining industrial policies and the value of creative/cultural industries. This includes supporting clusters, skills development, access to finance, and cross-sectoral innovation between creative industries and other sectors like manufacturing. Creative industries make up around 2% of Wallonia's employment and companies, and research shows they provide important inputs to other industries and have spill-over effects through strategic collaborations that can lead to product modifications and long-term, multidisciplinary partnerships.
TCI 2016 The policy of clustering in TunisiaTCI Network
Mrs. Neila Gongi discusses Tunisia's clustering policy and initiatives. Tunisia has implemented a national innovation system involving research, development, industry, training and higher education to enhance competitiveness. Technoparks were established as centers of innovation and business incubation. The clustering policy systematizes support for companies in innovative regions through initiatives like feasibility studies, establishing clusters in sectors like mechatronics and textiles, training programs, and info days in various regions. Pilot clusters were launched in sectors like date palms, vegetable farming, olive oil and mechanical industries. Cluster action plans focus on innovation through research collaboration between industry and universities on priority areas.
What has happened to Foresight in the UK?Ian Miles
The UK Foresight Programme has been widely lauded. But how is it valued by the current government? This presentation examines trends in the Programme, which suggest that forebodings expressed in 2010 have proved accurate.
03 bendl austrian ministry of economy_abstract_day 1_ecc2012ClusterExcellence
The document discusses clusters and networks in Austria's R&D and innovation policy. It makes three key points:
1. Austria has developed a broad system of research funding to support innovation, spending over €8 billion in 2011. Clusters are an effective tool for cooperation between companies and with research institutions.
2. Austria was an early mover in cluster policy in Europe. There are now around 50 regional clusters involving nearly 4,000 companies generating €80 billion in revenue. Clusters support competitiveness, growth, and employment.
3. The National Cluster Platform facilitates cooperation and contributes to R&D policy. It has working groups on topics like innovation, research, internationalization, and knowledge services.
The document discusses innovation and the role of government policy. It notes that innovation does not happen spontaneously and that government policy can play an important role in driving innovation to address societal challenges like health, climate change, and education. Specifically, the document summarizes conclusions from the European Council that emphasize completing the EU's digital single market, bridging the commercialization gap for innovations by improving access to financing and reducing red tape, and taking a more coordinated approach to supporting research and innovation through various funding tools.
COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN
PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL
COMMITTEE AND THE COMMITTEE OF THE REGIONS
Europe 2020 Flagship Initiative
Innovation Union
TCI 2016 A cross-sectoral approach for an industrial reconversionTCI Network
This document summarizes the transformation of a furniture manufacturing cluster in Southern Catalonia from focusing solely on manufacturing for the home furniture market to providing hotel interior services. The cluster was heavily impacted by the housing crisis in Spain, which caused many cluster companies to go bankrupt. In response, the cluster helped companies shift to targeting the growing hotel industry by developing new skills, finding complementary partners, and creating marketplaces like InteriHOTEL to connect cluster companies to hotel buyers. This cross-sectoral approach allowed the cluster to diversify and attract new members from other industries, making it less dependent on one sector. Going forward, the cluster aims to further internationalize and expand into furnishing other commercial spaces.
Presentation done by Philippe de Taxis du PoetDr. Amit Kapoor
The document discusses the Regions of Knowledge program under the EU's 7th Framework Programme. It provides an overview of the program's goals, funding amounts, and annual topics from 2007-2011. The 2011 call focused on transnational cooperation between regional research-driven clusters to boost competitiveness in the transport sector through innovative approaches. The program aims to promote regional economic development, smart specialization, and public-private partnerships through mentoring and developing joint research agendas between clusters in different EU countries and regions. While successful in integrating more regions into the knowledge economy, the program could be expanded through increased funding and synergies with other EU funding instruments.
Role of Creative Industries in Wallonia (Open days workshop oct 2014)Vincent Lepage
Wallonia has been recognized as a leader in tapping into the potential of creative industries to promote socioeconomic development. As the Wallonia European Creative District, it demonstrates how a region with traditional industries can be revitalized through a strategic, holistic approach combining industrial policies and the value of creative/cultural industries. This includes supporting clusters, skills development, access to finance, and cross-sectoral innovation between creative industries and other sectors like manufacturing. Creative industries make up around 2% of Wallonia's employment and companies, and research shows they provide important inputs to other industries and have spill-over effects through strategic collaborations that can lead to product modifications and long-term, multidisciplinary partnerships.
TCI 2016 The policy of clustering in TunisiaTCI Network
Mrs. Neila Gongi discusses Tunisia's clustering policy and initiatives. Tunisia has implemented a national innovation system involving research, development, industry, training and higher education to enhance competitiveness. Technoparks were established as centers of innovation and business incubation. The clustering policy systematizes support for companies in innovative regions through initiatives like feasibility studies, establishing clusters in sectors like mechatronics and textiles, training programs, and info days in various regions. Pilot clusters were launched in sectors like date palms, vegetable farming, olive oil and mechanical industries. Cluster action plans focus on innovation through research collaboration between industry and universities on priority areas.
What has happened to Foresight in the UK?Ian Miles
The UK Foresight Programme has been widely lauded. But how is it valued by the current government? This presentation examines trends in the Programme, which suggest that forebodings expressed in 2010 have proved accurate.
03 bendl austrian ministry of economy_abstract_day 1_ecc2012ClusterExcellence
The document discusses clusters and networks in Austria's R&D and innovation policy. It makes three key points:
1. Austria has developed a broad system of research funding to support innovation, spending over €8 billion in 2011. Clusters are an effective tool for cooperation between companies and with research institutions.
2. Austria was an early mover in cluster policy in Europe. There are now around 50 regional clusters involving nearly 4,000 companies generating €80 billion in revenue. Clusters support competitiveness, growth, and employment.
3. The National Cluster Platform facilitates cooperation and contributes to R&D policy. It has working groups on topics like innovation, research, internationalization, and knowledge services.
The document discusses innovation and the role of government policy. It notes that innovation does not happen spontaneously and that government policy can play an important role in driving innovation to address societal challenges like health, climate change, and education. Specifically, the document summarizes conclusions from the European Council that emphasize completing the EU's digital single market, bridging the commercialization gap for innovations by improving access to financing and reducing red tape, and taking a more coordinated approach to supporting research and innovation through various funding tools.
COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN
PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL
COMMITTEE AND THE COMMITTEE OF THE REGIONS
Europe 2020 Flagship Initiative
Innovation Union
TCI 2016 A cross-sectoral approach for an industrial reconversionTCI Network
This document summarizes the transformation of a furniture manufacturing cluster in Southern Catalonia from focusing solely on manufacturing for the home furniture market to providing hotel interior services. The cluster was heavily impacted by the housing crisis in Spain, which caused many cluster companies to go bankrupt. In response, the cluster helped companies shift to targeting the growing hotel industry by developing new skills, finding complementary partners, and creating marketplaces like InteriHOTEL to connect cluster companies to hotel buyers. This cross-sectoral approach allowed the cluster to diversify and attract new members from other industries, making it less dependent on one sector. Going forward, the cluster aims to further internationalize and expand into furnishing other commercial spaces.
Presentation done by Philippe de Taxis du PoetDr. Amit Kapoor
The document discusses the Regions of Knowledge program under the EU's 7th Framework Programme. It provides an overview of the program's goals, funding amounts, and annual topics from 2007-2011. The 2011 call focused on transnational cooperation between regional research-driven clusters to boost competitiveness in the transport sector through innovative approaches. The program aims to promote regional economic development, smart specialization, and public-private partnerships through mentoring and developing joint research agendas between clusters in different EU countries and regions. While successful in integrating more regions into the knowledge economy, the program could be expanded through increased funding and synergies with other EU funding instruments.
European Support to Clusters and Cluster International CooperationEkonomikas ministrija
This document summarizes the European Union's support for clusters and cluster international cooperation. It discusses how clusters can accelerate innovation and industrial change. It outlines EU programs that support cluster excellence, cross-sectoral and international collaboration between clusters, and using clusters to facilitate new industrial value chains. Specific initiatives highlighted include the Cluster Excellence Programme, European Strategic Cluster Partnerships for international cooperation, and Horizon 2020 funding for cluster-facilitated projects.
The document discusses clustering in the Republic of Macedonia. It provides background on the country's geography, population, and independence. It then summarizes the government's economic priorities and key macroeconomic indicators. The industrial policy from 2009-2020 aims to enhance competitiveness through clustering, networking, R&D, and supporting SME development. Specific measures are outlined to increase understanding of clustering benefits and provide state assistance to business initiatives. The ultimate goal is to have three internationally recognized industrial clusters by 2020.
La collaborazione tra regioni europee gioca un ruolo chiave nel facilitare l'accesso delle imprese alle catene del valore, che ormai travalicano i confini nazionali. La Commissione Europea supporta attivamente questo processo attraverso strumenti operativi e finanziari mirati. I vari interventi presentano un quadro degli strumenti comunitari e regionali per la modernizzazione delle imprese, con un focus su Industria 4.0.
TCI 2016 Dairy Products in Bekaa ValleyTCI Network
This document summarizes work done with the dairy products cluster in Bekaa Valley, Lebanon. The cluster includes 28,000 producers, 100 manufacturers, and other supporting organizations. EFCE, a non-profit organization, worked with the cluster to map it and identify challenges like lack of quality control, traceability, and marketing. They developed a charter of best practices and ideal value chain. International visits were made to share experiences. Key takeaways are that a balanced economy benefits society, the dairy sector is important culturally and economically, and cluster development methodology can help regions recover economically and improve lives.
Keynote #TCI2019 Christian Ketels - Towards a new European Industrial Policy:...TCI Network
The document discusses Europe's economic challenges and proposes an ambitious new industrial strategy and cluster-based approach. It notes Europe is experiencing a manufacturing downturn due to global trade tensions. While short-term policies aim to stimulate growth, long-term challenges like aging demographics, low productivity growth, and technological disruption remain. The document argues an industrial strategy should enhance framework conditions, target specific sectors, and leverage clusters to collectively address challenges. Success will require recognizing demands on cluster organizations and capabilities.
RIS3CAT is Catalonia's strategy for smart specialization under the EU 2020 strategy. It aims to promote sustainable growth through innovation and knowledge in key sectors like healthcare, mobility and green tech. The strategy prioritizes 7 leading industries, 6 key enabling technologies, and emerging activities. It also seeks to improve Catalonia's innovation system through public-private partnerships, international cooperation, and other measures to transform knowledge into economic and social value. RIS3CAT represents a change to more entrepreneurial, collaborative innovation policies in Catalonia and for EU cohesion funds.
Keynote #TCI2019 Ulla Engelmann - Head of Unit Advanced Technologies, Cluster...TCI Network
The document summarizes European Union initiatives and policies related to supporting clusters and cluster partnerships. It discusses the European Cluster Collaboration Platform, which connects over 1000 cluster organizations. It outlines international cluster matchmaking events and the European Strategic Cluster Partnerships program, which funds partnerships between European and non-European clusters. The document also mentions policy cooperation agreements signed with countries to promote cluster collaboration and initiatives within Europe focused on clusters and innovation among SMEs.
Clusters strategic development and cross-industrial collaboration for innovat...Ekonomikas ministrija
Clusters strategic development and cross-industrial collaboration for innovation in Austria – experience of Upper Austria “
Mr. Christoph Matthias Reiss-Schmidt, Business Upper Austria
2017.gada 24.maija,
Sustainability and creative industries in Horizon 2020Callum Lee
As presented at the Sustainability workshop in Rotterdam, led by Julies’ Bicycle, with partners (and ECBN) members the Knowledge Transfer Network, and Het Nieue Instituut.
The report discusses intellectual capital (IC) reporting and its role in stimulating research and development (R&D) investment in small and medium enterprises (SMEs). It finds that IC, which includes human, organizational, and relational resources, is both a product and enabler of successful R&D. However, barriers like risk uncertainty make R&D investment difficult to assess. The report recommends that IC reporting can help overcome these barriers by complementing financial statements with forward-looking narratives about an organization's knowledge resources and value creation. This could improve management and provide a basis for better dialogue with financiers. The report puts forth seven policy recommendations to stimulate IC reporting among research-intensive SMEs.
This document summarizes open innovation approaches in Hungary. It discusses Hungary's challenges in meeting EU 2020 targets for R&D investment, employment, climate change, and education. It outlines Hungary's National Reform Program goals in these areas. The document also describes Hungary's transition to more open innovation models like Cooperative Research Centers, University Knowledge Centers, and innovation clusters to foster collaboration between universities, industry and research institutions. Living Labs are highlighted as a form of open innovation gaining popularity in Hungary.
Existing and well-functioning regional or national innovation systems designed to support scienceand
technology-based innovation have to be further developed in order to be able to meet new
challenges from emerging global markets for technology and new forms of global knowledgesharing.
Across all countries, governments have recently been involved in research and education;
hence a need for new knowledge and new business skills will also have to be in the focus of
governmental interest. Governments have constantly been called upon to react accordingly and to
adopt innovation-friendly framework conditions. New policy tools have been created to be able to
better meet this challenge.
The regional dimension has also become of increasing significance. Nowadays, regions have come
up with own innovation strategies considering the individual regional strengths instead of spreading
public investments thinly across several frontier technology research fields and, as a consequence,
not making much of an impact.
Innovation policy has to acknowledge that traditional boundaries between manufacturing and
services are increasingly being blurred. The success of manufacturing depends, for instance, very
much on innovative services, such as design, marketing and logistics as well as on product related
after-sales services, and vice versa. More and more service providers are manufacturing goods
that build upon or are related to their service portfolio or distribution channels. But regional and
industrial development policies and tools are still not sufficiently taking account of these changes.
Service innovation is in fact a driver for growth and structural change across the entire economy. It
helps to make the entire economy more productive and provides fuel for innovation in other
industries. It even has the potential to create new growth poles and to lead markets that have a
macro-economic impact.
The so called systematic innovation policy approach, which has recently been introduced in many
industrialised countries, is based on the assumption that an effective innovation policy has to
improve all determinants that influence a given sector-specific innovation system.
The indicator-based Analysis of National Innovation Systems Approach (ANIS), developed by the
Institute for Innovation and Technology (iit Berlin) includes a comprehensive examination and
evaluation of the status of national innovation systems. It is mainly intended for emerging and
developing countries for which standard innovation benchmarking and monitoring approaches
might not be sufficient as statistical data is often missing or outdated. Policy-makers of these
countries can benefit from clear advice on how to overcome weaknesses within their national
innovation system and to identify determinants of specific relevance.
TCI 2016 Next level in regional cluster developmentTCI Network
The document discusses next level regional cluster development in Southern Denmark. It describes the region as having 1.2 million residents across 12,000 square kilometers, with an average yearly income of €30,300 and 7.2% having higher education. A growth forum involves 21 elected members from regional/municipal governments, business organizations, and educational institutions. It has an annual budget of €14.3 million for regional development from funds and €77 million from ERDF and ESF from 2014-2020. The Scale-up Denmark program aims to boost the cluster strategy, funding 355 entrepreneurs and small firms with €22 million total from various sources including €5.3 million from the region. It provides access to strong ecosystems and
Laura Di Giulio: digiulio@apre.it
For any information on the SME Instrument and Horizon 2020 opportunities for SMEs, please contact the SME team in APRE. We provide assistance on proposal preparation, partner search and guidance on all aspects of participation in the programme.
Thank you and good luck with your Horizon 2020 proposals!
Innovation ecosystems in Europe: how boosting promising startups and SMEsLinkwest Group
Презентация Филиппа Жеффруа о Европейских инновационных экосистемах, ч.2: Как продвигать многообещающие стартапы и МСП.
Кейс: Open Innovation Accelerator.
Public-Private Partnership in Innovation Policygo.growth
The document discusses strategies for modernizing Europe's innovation policy from 2008-2010 based on public-private partnerships. It covers several key points:
1. Improving regulation, funding, intellectual property use, and public procurement to foster more research and innovation across Europe.
2. Mobilizing both public and private resources for key technologies and ensuring research funds drive innovation.
3. Strengthening university-industry partnerships and providing business support to stimulate research and innovation.
4. The need for coherent innovation policies at both the national and EU level that reduce barriers and better support policy learning across countries.
TCI 2016 European Cluster Strategy for growthTCI Network
The document discusses the European Cluster Strategy for growth. It aims to enhance growth from an EU perspective through clusters. Clusters accelerate innovation and industrial change. The strategy focuses on creating new sources of growth, interregional cooperation, supporting internationalization of EU firms through clusters, and supporting cluster excellence. Specific programs are discussed that provide support for SME internationalization through clusters, cluster excellence, and matchmaking events. Upcoming calls and opportunities are also mentioned.
European Support to Clusters and Cluster International CooperationEkonomikas ministrija
This document summarizes the European Union's support for clusters and cluster international cooperation. It discusses how clusters can accelerate innovation and industrial change. It outlines EU programs that support cluster excellence, cross-sectoral and international collaboration between clusters, and using clusters to facilitate new industrial value chains. Specific initiatives highlighted include the Cluster Excellence Programme, European Strategic Cluster Partnerships for international cooperation, and Horizon 2020 funding for cluster-facilitated projects.
The document discusses clustering in the Republic of Macedonia. It provides background on the country's geography, population, and independence. It then summarizes the government's economic priorities and key macroeconomic indicators. The industrial policy from 2009-2020 aims to enhance competitiveness through clustering, networking, R&D, and supporting SME development. Specific measures are outlined to increase understanding of clustering benefits and provide state assistance to business initiatives. The ultimate goal is to have three internationally recognized industrial clusters by 2020.
La collaborazione tra regioni europee gioca un ruolo chiave nel facilitare l'accesso delle imprese alle catene del valore, che ormai travalicano i confini nazionali. La Commissione Europea supporta attivamente questo processo attraverso strumenti operativi e finanziari mirati. I vari interventi presentano un quadro degli strumenti comunitari e regionali per la modernizzazione delle imprese, con un focus su Industria 4.0.
TCI 2016 Dairy Products in Bekaa ValleyTCI Network
This document summarizes work done with the dairy products cluster in Bekaa Valley, Lebanon. The cluster includes 28,000 producers, 100 manufacturers, and other supporting organizations. EFCE, a non-profit organization, worked with the cluster to map it and identify challenges like lack of quality control, traceability, and marketing. They developed a charter of best practices and ideal value chain. International visits were made to share experiences. Key takeaways are that a balanced economy benefits society, the dairy sector is important culturally and economically, and cluster development methodology can help regions recover economically and improve lives.
Keynote #TCI2019 Christian Ketels - Towards a new European Industrial Policy:...TCI Network
The document discusses Europe's economic challenges and proposes an ambitious new industrial strategy and cluster-based approach. It notes Europe is experiencing a manufacturing downturn due to global trade tensions. While short-term policies aim to stimulate growth, long-term challenges like aging demographics, low productivity growth, and technological disruption remain. The document argues an industrial strategy should enhance framework conditions, target specific sectors, and leverage clusters to collectively address challenges. Success will require recognizing demands on cluster organizations and capabilities.
RIS3CAT is Catalonia's strategy for smart specialization under the EU 2020 strategy. It aims to promote sustainable growth through innovation and knowledge in key sectors like healthcare, mobility and green tech. The strategy prioritizes 7 leading industries, 6 key enabling technologies, and emerging activities. It also seeks to improve Catalonia's innovation system through public-private partnerships, international cooperation, and other measures to transform knowledge into economic and social value. RIS3CAT represents a change to more entrepreneurial, collaborative innovation policies in Catalonia and for EU cohesion funds.
Keynote #TCI2019 Ulla Engelmann - Head of Unit Advanced Technologies, Cluster...TCI Network
The document summarizes European Union initiatives and policies related to supporting clusters and cluster partnerships. It discusses the European Cluster Collaboration Platform, which connects over 1000 cluster organizations. It outlines international cluster matchmaking events and the European Strategic Cluster Partnerships program, which funds partnerships between European and non-European clusters. The document also mentions policy cooperation agreements signed with countries to promote cluster collaboration and initiatives within Europe focused on clusters and innovation among SMEs.
Clusters strategic development and cross-industrial collaboration for innovat...Ekonomikas ministrija
Clusters strategic development and cross-industrial collaboration for innovation in Austria – experience of Upper Austria “
Mr. Christoph Matthias Reiss-Schmidt, Business Upper Austria
2017.gada 24.maija,
Sustainability and creative industries in Horizon 2020Callum Lee
As presented at the Sustainability workshop in Rotterdam, led by Julies’ Bicycle, with partners (and ECBN) members the Knowledge Transfer Network, and Het Nieue Instituut.
The report discusses intellectual capital (IC) reporting and its role in stimulating research and development (R&D) investment in small and medium enterprises (SMEs). It finds that IC, which includes human, organizational, and relational resources, is both a product and enabler of successful R&D. However, barriers like risk uncertainty make R&D investment difficult to assess. The report recommends that IC reporting can help overcome these barriers by complementing financial statements with forward-looking narratives about an organization's knowledge resources and value creation. This could improve management and provide a basis for better dialogue with financiers. The report puts forth seven policy recommendations to stimulate IC reporting among research-intensive SMEs.
This document summarizes open innovation approaches in Hungary. It discusses Hungary's challenges in meeting EU 2020 targets for R&D investment, employment, climate change, and education. It outlines Hungary's National Reform Program goals in these areas. The document also describes Hungary's transition to more open innovation models like Cooperative Research Centers, University Knowledge Centers, and innovation clusters to foster collaboration between universities, industry and research institutions. Living Labs are highlighted as a form of open innovation gaining popularity in Hungary.
Existing and well-functioning regional or national innovation systems designed to support scienceand
technology-based innovation have to be further developed in order to be able to meet new
challenges from emerging global markets for technology and new forms of global knowledgesharing.
Across all countries, governments have recently been involved in research and education;
hence a need for new knowledge and new business skills will also have to be in the focus of
governmental interest. Governments have constantly been called upon to react accordingly and to
adopt innovation-friendly framework conditions. New policy tools have been created to be able to
better meet this challenge.
The regional dimension has also become of increasing significance. Nowadays, regions have come
up with own innovation strategies considering the individual regional strengths instead of spreading
public investments thinly across several frontier technology research fields and, as a consequence,
not making much of an impact.
Innovation policy has to acknowledge that traditional boundaries between manufacturing and
services are increasingly being blurred. The success of manufacturing depends, for instance, very
much on innovative services, such as design, marketing and logistics as well as on product related
after-sales services, and vice versa. More and more service providers are manufacturing goods
that build upon or are related to their service portfolio or distribution channels. But regional and
industrial development policies and tools are still not sufficiently taking account of these changes.
Service innovation is in fact a driver for growth and structural change across the entire economy. It
helps to make the entire economy more productive and provides fuel for innovation in other
industries. It even has the potential to create new growth poles and to lead markets that have a
macro-economic impact.
The so called systematic innovation policy approach, which has recently been introduced in many
industrialised countries, is based on the assumption that an effective innovation policy has to
improve all determinants that influence a given sector-specific innovation system.
The indicator-based Analysis of National Innovation Systems Approach (ANIS), developed by the
Institute for Innovation and Technology (iit Berlin) includes a comprehensive examination and
evaluation of the status of national innovation systems. It is mainly intended for emerging and
developing countries for which standard innovation benchmarking and monitoring approaches
might not be sufficient as statistical data is often missing or outdated. Policy-makers of these
countries can benefit from clear advice on how to overcome weaknesses within their national
innovation system and to identify determinants of specific relevance.
TCI 2016 Next level in regional cluster developmentTCI Network
The document discusses next level regional cluster development in Southern Denmark. It describes the region as having 1.2 million residents across 12,000 square kilometers, with an average yearly income of €30,300 and 7.2% having higher education. A growth forum involves 21 elected members from regional/municipal governments, business organizations, and educational institutions. It has an annual budget of €14.3 million for regional development from funds and €77 million from ERDF and ESF from 2014-2020. The Scale-up Denmark program aims to boost the cluster strategy, funding 355 entrepreneurs and small firms with €22 million total from various sources including €5.3 million from the region. It provides access to strong ecosystems and
Laura Di Giulio: digiulio@apre.it
For any information on the SME Instrument and Horizon 2020 opportunities for SMEs, please contact the SME team in APRE. We provide assistance on proposal preparation, partner search and guidance on all aspects of participation in the programme.
Thank you and good luck with your Horizon 2020 proposals!
Innovation ecosystems in Europe: how boosting promising startups and SMEsLinkwest Group
Презентация Филиппа Жеффруа о Европейских инновационных экосистемах, ч.2: Как продвигать многообещающие стартапы и МСП.
Кейс: Open Innovation Accelerator.
Public-Private Partnership in Innovation Policygo.growth
The document discusses strategies for modernizing Europe's innovation policy from 2008-2010 based on public-private partnerships. It covers several key points:
1. Improving regulation, funding, intellectual property use, and public procurement to foster more research and innovation across Europe.
2. Mobilizing both public and private resources for key technologies and ensuring research funds drive innovation.
3. Strengthening university-industry partnerships and providing business support to stimulate research and innovation.
4. The need for coherent innovation policies at both the national and EU level that reduce barriers and better support policy learning across countries.
TCI 2016 European Cluster Strategy for growthTCI Network
The document discusses the European Cluster Strategy for growth. It aims to enhance growth from an EU perspective through clusters. Clusters accelerate innovation and industrial change. The strategy focuses on creating new sources of growth, interregional cooperation, supporting internationalization of EU firms through clusters, and supporting cluster excellence. Specific programs are discussed that provide support for SME internationalization through clusters, cluster excellence, and matchmaking events. Upcoming calls and opportunities are also mentioned.
Ulla Engelmann, Presentation TCI2018 European Conference SofiaTCI Network
1. The document discusses the EU's cluster policy initiatives and programs that aim to strengthen innovation, entrepreneurship, and industrial modernization through cluster cooperation and excellence.
2. Key EU cluster programs described include the Cluster Excellence Programme, Cluster Internationalisation Programme, European Strategic Cluster Partnerships, and the European Observatory for Clusters and Industrial Change.
3. Lessons learned emphasize overcoming sectoral and regional silos, connecting innovation ecosystems, and focusing on new value chains and emerging industries to better support SME growth and investment through clusters.
Horizon2020 - Stimulating Research and Innovation Investments for Growth and ...Invest Northern Ireland
The document discusses synergies between the Horizon 2020 program and future Cohesion Policy (2014-2020) regarding research and innovation investments. It notes that while Horizon 2020 focuses on transnational projects and excellence, Cohesion Policy supports place-based regional development through smart specialization strategies. The goal is to increase synergies by identifying complementarities between the programs, such as Horizon 2020 focusing on major challenges and competitiveness while Cohesion Policy builds regional innovation capacities. The Commission provides assistance to member states and regions in developing and implementing smart specialization strategies.
SMEs Support & Financial Instruments in HORIZON 2020 - J.D Malo - Presentatio...ISERD Israel
Horizon 2020 Launch Event in Israel - Presentation of Jean-David Mשךםת Head of Unit SMEs, Financial- instruments and State Aid, DG Research and Innovation, European Commission
Horizon2020 - SME's and Horizon2020, Steve Bradley, European Commission - 27 ...Invest Northern Ireland
The document discusses the Horizon 2020 program and funding opportunities for small and medium enterprises (SMEs). It outlines the SME Instrument, which provides competitive grants to SMEs for innovation projects. The instrument has three phases - concept assessment, research and development, and commercialization. It also discusses other Horizon 2020 activities for SMEs and how the program aims to better link funded projects with market opportunities and commercialization.
71 competitiveness clusters dedicated to partnership innovation structure France's national ecosystem. Key initiatives include the creation of 34 Carnot Institutes for applied research and the 14 SATTs that group technology transfer capacities regionally. One goal is to better support SME growth through clusters and strengthen the commercialization of innovative projects.
The document proposes a new policy agenda to maximize the innovative contributions of Europe's creative industries. It recommends 10 policy actions to stimulate innovation and growth through cross-sectoral collaboration, build better business support and access to finance in regional ecosystems, and measure and raise awareness of the value of the cultural and creative industries. The recommendations are based on work by the European Creative Industries Alliance Policy Learning Platform to understand challenges facing creative SMEs and provide benchmark policy cases and suggestions.
This document discusses opportunities for small and medium enterprises (SMEs) in Horizon 2020, the EU's research and innovation program from 2014-2020. It defines SMEs and provides an overview of the main funding instruments for SMEs, including the SME Instrument, which provides funding for innovation projects led by SMEs. The SME Instrument has three phases and offers coaching support. It is open to SMEs across all Horizon 2020 challenge areas and industrial leadership topics. The document provides statistics on application rates and funding amounts for the first cut-off dates of the SME Instrument.
Max Lemke, Head of Unit, Components and Systems, European CommissionI4MS_eu
The document discusses proposals for digitizing European industry through the establishment of digital innovation hubs and competence centers. It proposes measures to provide all sectors access to digital technologies and expertise in order to drive innovation in products, processes, and business models. This would be achieved through a network of digital innovation hubs across Europe providing industry access to technologies and expertise. The hubs would be centered around world-class competence centers organized to offer various services to industry.
Ukrainian innovation and business support infrastructure is underdeveloped and not well networked compared to Western counterparts. Innovation and business support organizations (I&BSOs) can help address this by bringing together academics, research institutions, and enterprises to support business and innovation. Policy support is needed for I&BSOs, including developing a network with central coordination and regional nodes, ensuring I&BSOs have autonomy, proper equipment, and 100% funding, and enabling collaboration between Ukrainian and EU I&BSOs to leverage international experience. Well networked I&BSOs can significantly help Ukrainian businesses and research organizations become more competitive.
This document summarizes the key findings and recommendations from a project aimed at enhancing innovation strategies, policies, and regulations in Ukraine. It identifies areas for improvement based on analyses conducted in 13 policy areas and stakeholder consultations. 87 policy options were developed and grouped into 6 areas, with 25 ranked as high priority. These focus on improving governance, enhancing enterprise innovation, bridging research and industry, promoting regional innovation, developing an innovative culture, and making Ukraine competitive in eco-innovation. The project benefited from input from various Ukrainian and international experts and stakeholders.
This webinar discussed developing Industry 4.0 in Ukraine through academia-industry collaboration. The presentation covered establishing innovative ecosystems and Centers 4.0 at Ukrainian universities to improve training programs, conduct research, and increase engagement between universities and industry. Specifically, the establishment of a Center 4.0 in Odessa was highlighted for producing successful results in its first year like new training programs, conferences, and research awards. Lessons were shared about developing national Industry 4.0 strategies, integrating universities into local markets before EU programs, and the benefits of international collaboration for sharing best practices.
The document discusses support for small and medium-sized enterprises (SMEs) in Europe. It provides an overview of EURADA, an organization that represents public agencies supporting SME development. EURADA focuses on entrepreneurship, enterprise support services, regional strategy, and the role of higher education in regional development. The document also outlines European Union funds and programs that provide financing instruments to support innovation, research, technology development, and other initiatives to strengthen SME competitiveness.
The paper presents an organizational framework and a methodology toolkit that tackles one of the major hurdles of economic development in South East Europe (SEE), the missing link of the innovation triple helix: the valorisation of research performed in the region’s universities and research centres.
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Innovation ecosystems in Europe: from science to market
1. From Sciences to Market
Introducing to EU Regional Innovation System
Strengthening the Competitiveness of Private Sector
Филипп Жеффруа, Юлия Никулина
2015 г.
2. About Philippe GEFFROY
PhD In Technology Assessment / MSc in Innovation Management/ MSc in Industrial process and Manufacturing Engineering
Experienced in Technology assessment, Scouting , Business Innovation development and Innovation Policies since 1998
In Russia
Work with Russian clusters about internal organization (CMO), international promotion and development. References: Troitsk
(photonics), Ulyanovsk (aeronautic), Novosibirsk (IT and biotechs), Тоmsk (IT), Krasnoyarsk (Space), Khanty-Mansiysk (APG) and
others.
Provide diagnostic and hands-on support to technoparks staff organization and specialized coaching for promising startups in the
framework of the World Bank program to support Russian innovation system and Russian Venture Acceleration Network.
Business Development support to foreign companies (Aerospace, advanced composite material, Automotive, Railways, biotechs,
etc)
Outsourcing of research programs and technical due diligence for industrials and M&A Consulting firms
In Europe
Work with main French, Belgium, British clusters and other on collaborative projects and business development,
Research outsourcing, Technology due diligence for large companies and commercialization from science results in EU countries
and North Africa,
Provide Startups hands-on support to reduce time to market, (pre-industrialization stage)
Co-founder of an Open Innovation Accelerator (On Going)
PHG 2November 20 2015
3. PART I-A
INTRODUCTION TO THE EU INNOVATION POLICY
GEFFROY@LINKWEST.EU 3December 01 2015 ASI Moscow
4. Introduction
Some Dates - 1
GEFFROY@LINKWEST.EU 4December 01 2015 ASI Moscow
Regional innovation as physical development . Regional innovation typically focused on
physical developments such as science parks and the relocation of research labs. The
innovation model was heavily predicated on the linear flow of ideas from research into
industry. Policy focused on relocating research to those areas with low levels of R&D, as
well as on the development of science parks to attract research activities and to
facilitate spin-offs and knowledge exchange with universities.
1970’
1980’
1
Supporting technology transfer and enterprise: in the early 1980s, alongside the
science park movement but much less visible, was the development of incubators and
technology transfer agencies, sometimes embedded in science parks and sometimes
based in other agencies. These entities became more common and central to policy in
the late 1980s and early 1990s as the limitations of science parks were widely
recognized and greater priority was given to increasing the number of innovative SMEs.
Innovation Policy therefore emphasized these “softer” business support measures for
technology transfer.
1980’2
5. Introduction
Some Dates - 2
GEFFROY@LINKWEST.EU 5December 01 2015 ASI Moscow
Regional innovation as networks – regional innovation strategies: At the
encouragement of the European Commission, regions began to co-ordinate activities
through regional innovation strategies. This approach was based on the emerging
understanding of regional innovation systems, recognizing the importance of networks
among firms and the identification of 1st generation clusters. Many regional innovation
strategies focused on cluster development in the late 1990s. “Soft” services for
innovation in SMEs, including start-ups were promoted.
1980s
Early 1990s
3
Regional science policies: finally, in more recent years, there has also been a greater
focus on the research base in regions. Policy has prioritized research-driven clusters. In
many cases, regions have taken on greater roles in basic science policy as a result of
devolution. The policy emphasis has returned to research infrastructure again in the
form of large science investments and science cities (2000s), as well as in the form of
infrastructure characterized by public-private partnerships, such as competitiveness
poles and competence centres.
2000s4
6. Introduction
Innovation as a Core Policy
GEFFROY@LINKWEST.EU 6December 01 2015 ASI Moscow
Innovation is vital to European competitiveness in the global economy. The EU is implementing
policies and programmes that support the development of innovation to increase investment in
research and development, and to better convert research into improved goods, services, or
processes for the market.
Some 79% of companies that introduced at least one innovation since 2011 experienced an
increase of their turnover by more than 25% by 2014.
Some 63% of companies with between 1 and 9 employees declared having introduced at least
one innovation since 2011, compared to 85% of companies with 500 employees or more.
Some 71% of companies with between 1 and 9 employees encountered difficulties
commercializing their innovations due to a lack of financial resources, compared to 48% of
companies with 500 employees or more.
7. Introduction
Regions are at the core of the competitiveness of the National Innovation
Strategies
GEFFROY@LINKWEST.EU 7December 01 2015 ASI Moscow
In the wake of the 2008 financial and economic crisis, innovation is viewed as central in
boosting job creation and economic growth in the quest to build stronger, cleaner, and fairer
economies.
In the new push for innovation and competitiveness, regions have increasingly become relevant
actors.
Two policy trends contribute to the rising role of regions.
– First, the paradigm shift in regional development policies favors strategies based on the
mobilization of regional assets (RIS3) for growth, bringing innovation to the core of
regional development agendas.
– Second, there is a growing recognition of the regional dimension in national innovation
strategies in harnessing localized assets and improving policy impacts.
The increased relevance of networks and connectivity for innovation also reinforces the
importance of regional innovation systems
15. European Regional Innovation System - Part I
Research and Innovation Strategies for Smart Specialization (RIS3)
GEFFROY@LINKWEST.EU 15December 01 2015 ASI Moscow
In the context of Europe 2020, smart specialization emerges therefore as a key element for place-
based innovation policies, and can be defined as presented in Box 1 below.
They focus policy support and investments on key national/regional priorities, challenges
and needs for knowledge-based development, including ICT-related measures;
They build on each country's/region’s strengths, competitive advantages and potential
for excellence;
They support technological as well as practice-based innovation and aim to stimulate
private sector investment;
They get stakeholders fully involved and encourage innovation and experimentation;
They are evidence-based and include sound monitoring and evaluation systems.
16. European Regional Innovation System - Part I
Typology of Regional Strategies into the framework of RIS3
GEFFROY@LINKWEST.EU 16December 01 2015 ASI Moscow
Diversification
Strong and promising industrial production and services sector
Strategy aiming at diversifying the framework of its economic potential
Restructuring
Strong industrial sector generally based on raw materials, energy, logistics… Large
amount of employees and a situation of mono-activity
Strategy aiming at restructuring the economic framework
Consolidation
A strong economic sector with well recognized impact
Strategy aiming at consolidation of the economic potential
Creation
Very low industrial sector (often cities live from agriculture or tourism)
Strategy aiming at creation of an industrial or services potential
17. European Regional Innovation System– Part I
Some Policy Instruments for Regional Innovation - 1
GEFFROY@LINKWEST.EU 17December 01 2015 ASI Moscow
Develop a large industrial zone
Aims to attract new investment and to enable new development from already located companies
Provide companies with financial advantages : free tax zone, public support or
fund of investment
Aims to develop specific financial advantages for attracting and improving companies
Develop specific training programmes
Aims to increase the competitiveness of local companies by providing them training services or to
attract new companies by developing specific training programmes
Improve the global quality of the urban environment
Aims to improve the urban quality and the life style in order to attract new companies or to maintain
the existing ones through the area
18. European Regional Innovation System– Part I
Some Policy Instruments for Regional Innovation - 2
GEFFROY@LINKWEST.EU 18December 01 2015 ASI Moscow
Develop a technology transfer policy
Aims to help SMEs to face difficulties in competing on the international market and in increasing their
productivity and efficiency through external R&D support
Support creation of new companies (for example, in high tech sector)
Aims to create a large reservoir of jobs which is flexible to adapt the market changes
Develop Sciences and/or Technopark
Aims to enable a long term regional development because of the innovative potential of the
companies which can adapt to any change in technology, organization or market
Create a network with the existing regional actors (cluster)
Aims to increase the competitiveness of the companies
19. European Regional Innovation System– Part 2
Territorial Intelligence ; Method and Tools to Strengthen Regional Decision
Making Process
GEFFROY@LINKWEST.EU 19December 01 2015 ASI Moscow
What is Territorial Intelligence ?
A policy aiming at the competitive development of a local or regional territory through supporting
enterprises and public developers by the use of Competitive Intelligence (CI) methodologies and
tools.
This policy aims at :
Producing knowledge,
Developing CI teaching,
Organizing security and trust on internet,
Promoting the competitive and cultural advantage of the territory
Results of the TI process provides strategic information used for strategic objectives, operational
objectives and Territorial Marketing.
20. EuropeanRegional Innovation System– Part 2
Competitive Intelligence for region ; Method and Tools to Strengthen
Regional Decision Making Process ;
GEFFROY@LINKWEST.EU 20December 01 2015 ASI Moscow
Result expected of such Policy
Strategic watch system,
Capacity to articulate long term techniques like forsight with short term techniques of
real time information and alert tracking and analysis,
Economic or social intelligence brings to your organization the capacity to learn from
others,
Information and Communication Technologies (ICT) and dedicated data-mining software are
useful.
21. EuropeanRegional Innovation System– Part 2
Competitive Intelligence for region ; Method and Tools to Strengthen
Regional Decision Making Process ;
GEFFROY@LINKWEST.EU 21December 01 2015 ASI Moscow
Process Overview
22. EuropeanRegional Innovation System– Part 3
Information Sources / Innovation Policy Promotion and Monitoring;
GEFFROY@LINKWEST.EU 22December 01 2015 ASI Moscow
Some examples of online tools and reports
24. POLICY INSTRUMENTS FOR REGIONAL
INNOVATION BUSINESS SUPPORT INTERMEDIARIES
GEFFROY@LINKWEST.EU 24December 01 2015 ASI Moscow
25. Instruments for Regional Innovation System(RIS) so Called Business Support Institutions
Intermediaries’ location in a RIS (Optimal approach)
GEFFROY@LINKWEST.EU 25December 01 2015 ASI Moscow
28. Trends
Increasing Policies to Enhance the Transfer and Commercialization of Public
Research
GEFFROY@LINKWEST.EU 28December 01 2015 ASI Moscow
Legislative and administrative reforms to encourage PRIs and universities to
file for and commercialize their IP,
Collaborative IP tools and funds to coordinate and to be able to execute the
knowledge and innovation activities
Mechanism to facilitate the flow of knowledge and research data
Recognition of researcher participation in the commercialization process
Financing public research based spin-offs
Supporting the emergence of entrepreneurial ideas from public research
Capacity to link the external environment through bridging and
intermediary organizations
Incentives for collaboration to induce business open innovation with firms
29. Intermediaries’ Features TTOs
Mission Statement - 1
GEFFROY@LINKWEST.EU 29December 01 2015 ASI Moscow
TTO is dedicated to building bridges between science and industry, and to transferring
knowledge and technologies to society and the marketplace.
TTO supports researchers throughout the entire technology and knowledge transfer process
and helps them to best leverage the commercial potential of their research.
A multidisciplinary team of experts guides researchers with regards to research collaboration,
the management of the intellectual property and the creation of spin-offs companies.
30. Intermediaries’ Features TTOs
Mission Statement - 2
GEFFROY@LINKWEST.EU 30December 01 2015 ASI Moscow
The knowledge and technology transfer activities include:
Collaborating with industry: Companies often turn to the university to answer part of their R&D needs,
instead of performing the whole process themselves. When researchers collaborate with industry, LRD
sets up well-balanced collaboration agreements. Specifically for European consortium projects, LRD's EU
advisors guide researchers in administrative, financial and legal matters during the entire project life
cycle;
Managing intellectual property: TTO helps researchers to protect their intellectual property and
devise appropriate strategies for transferring the intellectual property from the university to industry;
Supporting the Creation of spin-off companies: TTO assists researchers during the start-up phase
and guides them through the process of translating a business idea into a real company. TTO provides
researchers access to seed capital, and appropriate lab and office space in closed incubators and sciences
parks;
Promoting entrepreneurship and innovation by stimulating networking initiatives
Stimulating and cultivating knowledge-driven regional development in closed relationship with
regional administration and innovation policy
31. Intermediaries’ Features TTOs
Existing Models
GEFFROY@LINKWEST.EU 31December 01 2015 ASI Moscow
Publicly funded
Research
Organization
(PRO)
TTO
Independent
intermediaries
Spinn-offs Firms
Independent
intermediaries
Spinn-offs Firms Spinn-offs Firms
Publicly funded
Research
Organization
(PRO)
Subsidiary
TTO
PROPROPRO
Intermediary
TTO Spinn-offs Firms
PROPROPRO
Intermediary
TTO
Regional
institutions
Degree of Externalization
33. Intermediaries’ Features TTos
Example Model 4; German
GEFFROY@LINKWEST.EU 33December 01 2015 ASI Moscow
Management
Technologies
49%
51%
Public Private Partnership
PPP
Universities
35. Intermediaries’ Features TTos
No Existing Ideal Model but an Ideal Ingredients List
GEFFROY@LINKWEST.EU 35December 01 2015 ASI Moscow
Professional
Management
Innovation culture
Human resources
Marketing approach
Networking
Long term
commitment
A shared mission
Proactive IPR
management
Access to new media
Links with local
development
institutions
Relationship
management
Confidentiality – rapidity -
flexibility
38. Intermediaries’ Features
Incubator Mission Statement
GEFFROY@LINKWEST.EU 38December 01 2015 ASI Moscow
Incubators
Incubators are spaces created and subsidized by private or public initiatives to allow
entrepreneurs to stimulate the creation of new scientific, technological or business
initiatives in cooperative environments that forge new partnerships, facilitate flows and
share of talent, resources and market knowledge and facilitate preferential access to
advisors.
The key competence of these intermediaries hangs on the delivering massive education
courses necessary for entrepreneurs to develop their early-stage technologies and
privileged access to some sources of funding from VC, business angels, etc.
39. Intermediaries’ Features
Incubator
GEFFROY@LINKWEST.EU 39December 01 2015 ASI Moscow
Measurement of the efficiency of Business Incubation
Business incubation performance is measured by how the client company’s growth and financial
performance at the time of incubator exit. Operationally, there are five mutually exclusive
outcomes at the completion of the incubation process:
1. The company is surviving and growing profitably.
2. The company is surviving and growing and is on a path toward profitability.
3. The company is surviving but is not growing and is not profitable or is only marginally
profitable.
4. Company operations were terminated while still in the incubator, but losses were
minimized.
5. Company operations were terminated while still in the incubator, and the losses were
large.
40. Intermediaries’ Features
Sciences & Techno Park - 1
GEFFROY@LINKWEST.EU 40December 01 2015 ASI Moscow
Definition
Technopark (technology parks, technological parks also High-tech park) is commercial property
developments of one or more buildings that will accept all the types of tenant but they often
have a wider range of acceptable activities in technology based business (TRL 5-6) and are not
so concentrated on R&D as a main element in tenants' activities.
They will also accept tenants that provide support services to technology-based businesses but
are not themselves technical businesses such as:
Accountants
Lawyers
Patent agents
Market research organizations
Technology brokers - especially those with good international connections
Venture capital providers
Business consultants specializing in technology-based firms
41. Intermediaries’ Features
Sciences & Techno Park - 2
GEFFROY@LINKWEST.EU 41December 01 2015 ASI Moscow
The overall challenge of a Technopark is to achieve three main goals
Respond to the NEEDS of regional enterprises in terms of innovation technology, cross
fertilization with over R&D organizations, good services and friendly environment where
researchers would have found an ideal environment to lead their R&D.
Develop specific R&D activities in conjunction with other knowledge based institutions
in the region, in order to deliver some unique technological assets to existing enterprises
or technology based start-ups
Create a management infrastructure that will allow the Technopark to be self-
sustainable within a reasonable time frame (three to five years).
The overall idea is to ensure that the park will have an economic impact in the region and that
will assist existing and new enterprises to manage their development and innovation process in
a very proactive and leading edge manner.
43. Intermediaries’ Features
What is a cluster ?
An organization enabling facilitate access to local, regional and global markets and that allows
to reduce time to market for innovative products
47. Intermediaries’Features
How Design Successful Cluster Initiative
1. Ideally focus the cluster policy on promising sectors. This could include ICT, Photonics, Advanced materials,
Biotechs, etc. Russia has many Institutes, Universities and SMEs with promising competences that can allow to
design and promote
2. Place SMEs at the core of the program implementation, it implies more relationships between regional level
and business level to address their needs through a cluster organization.
4. Provide a sustainable funding support for the cluster policy at the federal and/or regional levels that should be
forecasted at least for three years, ideally five years
5. Put the emphasis on excellence of cluster management organization. This allows addressing two dimensions;
on the one hand they should support cluster organizations through the provision of services targeting cluster
management excellence and on the other hand they can be efficiently monitored by a quality process.
7. Install efficient monitoring system agreed and understood by regional stakeholders. Monitoring, contrary to
evaluation, is a mechanism that allows stakeholders to adapt processes and projects in order to make sure to
efficiency of the cluster management organization, measuring real economic impact and allowing excluding
inefficient clusters from the list of supported clusters;
49. Intermediaries ‘s Feature
Logical Framework For a Successful Cluster Strategy Design
2 - What we really can today ? 3 - What we would like to develop tomorrow ?
To create an efficient organization that take into account
microelectronic trends to helping firms to grow up by
creating new jobs with more added value on the territory
of the Region .
It should allow to act both on strengthening the firm's
competitiveness and attractiveness of the region
1 - Who we are ?
BENCHMARKING
VALUE CHAIN
SWOT MATRIX
4 - Why ?
The Cluster Organization
5 – HOW ?
DIAGNOSIS
CLUSTER MARKET 1 PRODUCTS
SEGMENTATION
50. Intermediaries’ Features
The Cluster : Building Collaborative Projects
GEFFROY@LINKWEST.EU 50December 01 2015 ASI Moscow
Practicing the Collaborative Project : Key Concepts
Call for Action. A call for action is an issue, problem, concern, or need that ignites people to
act.
Collaborative Partners. Once a decision to act is made, potential partners must be chosen,
recruited, and brought to the table.
Building a Base of Common Knowledge. Creating a climate of mutual respect, acceptance,
and trust.
Shared Vision. A shared vision is a clear picture of what you hope to create; it is essential to
sustaining a collaborative effort. A shared vision generates energy, motivates partners, and
tells everyone where the collaborative is going.
Strategic Planning. Strategic planning is a comprehensive planning process that provides the
framework for collaborative action.
Evaluation. Evaluation can be a relatively simple process, with partners measuring effort,
effectiveness, and efficiency.
51. Intermediaries’ Features
The Cluster : Building Collaborative Projects
GEFFROY@LINKWEST.EU 51December 01 2015 ASI Moscow
A critical Stage; The Technology Maturity Assessment / TRL Stage
December 01 2015 ASI Moscow
The Innovation
Phase
52. Intermediaries’ Features
The Cluster : Building Collaborative Projects
GEFFROY@LINKWEST.EU 52
December 01 2015 ASI Moscow
December 01 2015 ASI Moscow
Prerequisites for Collaborative Projects
Pre-competitive Projects at the level 6 of maturity scale technologies (Technology Readiness
Level-TRL), with a stage of product industrialization or service deployment during a few
years, is then required to achieve an effective innovation commercialization,
Applied research projects leading to the end of a project to a TRL level 3-4 with the
production of knowledge and technological know-how used in subsequent developments.
The label of the clusters is given to projects regarding the following 5 criteria:
1. Consistency with the technology roadmap of the pole,
2. Expected economic benefits,
3. Value of the consortium,
4. Technical innovation,
5. Resource adequacy in relation to the objectives.
53. Intermediary Features
Cluster’s Collaborative Projects Process
GEFFROY@LINKWEST.EU 53December 01 2015 ASI Moscow
+-/2 M +-/1 M 3-5 D
Project ValidationProject File
Assessment
Project
Consortium
And Examination
Idea
Other Type of Funding
Public
Funding
Project Rejected
NEEDS
EVALUATIONSKILLS
FEASABILITY STATE of THE ART
BUSINESS MODEL
BOARD
SCIENTIFIC COMITEE
HEAD OF TECHNOLOGIESSECTOR PROJECT MANAGER
NEUTRAL EXPERT
SERVICES
Consistency with the technology
roadmap of the Pole
resource adequacy in relation to the
objectives
Expected Economic
benefits
Value of the Consortium
Technical Innovation
National Level
EU Level
Collaborative Project Process and Timeline
54. Intermediary Features
Cluster; the Collaborative Projects Process
GEFFROY@LINKWEST.EU 54December 01 2015 ASI Moscow
Projects With Public Incentives/Grants
Technical (R&D) Collaborative Projects Led by a Call for Projects (National or EU)
What ?
A top/down process launched by Public Players with a technical issues clearly identified
Participants must be at least; PROs, large or SMEs company or start up.
How ?
Dissemination to the cluster’s members by email and newsletter.
Workshops are organized for more detailed information with a call for participants.
The project team members works by iteration until having agreed on a common project
data sheet that can be submitted to the cluster validation process.
Other Non Technical Collaborative Projects Led by Cluster Management Organization
Promotion
Exhibitions, Events, Support to Export, Website, Collaborative Management Platform, tools,
etc.
Training Topics according the needs of the companies ( Training Needs Assessment)
55. Intermediary Features
Cluster; the Collaborative Projects Process
GEFFROY@LINKWEST.EU 55December 01 2015 ASI Moscow
Projects Without Public Incentives/Grants
Technical (R&D) Collaborative Projects Led by a project consortium
What ?
A bottom / Up process initiate by ; a researcher, a start-up, a SMEs, a large company that
needs skills and/or knowledge t to reach a market level that alone cannot reach.
The technical issue must be compliant with the cluster’s strategy
How ?
Thematic workshop allows developing networking of companies in the same sectors
(cluster mapping).
Mentoring helps organizing to project consortium that prepare the potential partners to
work together.
The project team members works by iteration until having agreed on a common projects
data sheet submitted to the cluster validation process.
Ex. Other Non Technical Collaborative Projects leds by enterprises
Business Int.
Market studies, cluster mapping, visiting peer clusters, etc initiate by the cluster
organization
Services IP, coaching, consulting, VCs mentoring.