This document summarizes a workshop on eco-innovation funded by the EU. It defines eco-innovation as innovations that significantly reduce environmental impacts or efficiently use natural resources. It outlines the scope of funded projects as the market replication of eco-innovative technologies. It also describes life cycle assessment and provides details on applying for funding, including evaluation criteria that focus on innovation, environmental benefits, market impacts, budgets, and European value.
This document provides information and guidance for finding partners for EU-funded innovation projects. It discusses the importance of having at least 3 partners from 3 countries. Potential options for finding partners include existing contacts, databases like CORDIS and IDEAL-IST, conferences, and the Enterprise Europe Network. Criteria for selecting partners include interest, capabilities, experience, resources, and language skills. The document also outlines steps for getting started as a new partner and rules for partner responsibilities.
The document discusses innovation governance and three models: hierarchy/bureaucracy, new public management/market, and network. It presents examples of how governments have approached innovation funding and regulation using these different models. The text also examines a shift from government to multi-level governance and the case study of electronic health record innovation.
Historically there has been tension between governance and delivery. Governance folk are concerned with product teams running riot to the detriment of the company. Remember that 17% of innovation projects go so badly that they can threaten the very existence of the company. Product teams, on the other hand, often view governance activities as restrictive, unnecessary and burdensome, making things slow, expensive and occasionally acting as total blockers.
How do we bring these seemingly unreconcilable requirements together? What would governance look like in an ideal world for us to build great products and services, with minimum risk and maximum impact?
DuPont Chief Science & Technology Officer, Doug Muzyka, spoke at the 245th ACS National Meeting & Exposition on April 8, 2013. In his presentation "Success factors for Innovation: Meeting future needs for food, energy and protection" he details the unprecedented global challenges we all face globally, primarily due to increasing population. As a science company, DuPont believes that science can address these global challenges and find solutions, especially in the areas of food, energy and protection.
To be truly innovative to solve these challenges will require 3 critical success factors:
• True innovation must meet the real needs people have – it must be based on market-driven science
• Innovation is more powerful when it integrates knowledge & ideas across scientific disciplines, and
• We can be even more successful when we leverage global capabilities and apply them locally.
This document summarizes a workshop on eco-innovation funded by the EU. It defines eco-innovation as innovations that significantly reduce environmental impacts or efficiently use natural resources. It outlines the scope of funded projects as the market replication of eco-innovative technologies. It also describes life cycle assessment and provides details on applying for funding, including evaluation criteria that focus on innovation, environmental benefits, market impacts, budgets, and European value.
This document provides information and guidance for finding partners for EU-funded innovation projects. It discusses the importance of having at least 3 partners from 3 countries. Potential options for finding partners include existing contacts, databases like CORDIS and IDEAL-IST, conferences, and the Enterprise Europe Network. Criteria for selecting partners include interest, capabilities, experience, resources, and language skills. The document also outlines steps for getting started as a new partner and rules for partner responsibilities.
The document discusses innovation governance and three models: hierarchy/bureaucracy, new public management/market, and network. It presents examples of how governments have approached innovation funding and regulation using these different models. The text also examines a shift from government to multi-level governance and the case study of electronic health record innovation.
Historically there has been tension between governance and delivery. Governance folk are concerned with product teams running riot to the detriment of the company. Remember that 17% of innovation projects go so badly that they can threaten the very existence of the company. Product teams, on the other hand, often view governance activities as restrictive, unnecessary and burdensome, making things slow, expensive and occasionally acting as total blockers.
How do we bring these seemingly unreconcilable requirements together? What would governance look like in an ideal world for us to build great products and services, with minimum risk and maximum impact?
DuPont Chief Science & Technology Officer, Doug Muzyka, spoke at the 245th ACS National Meeting & Exposition on April 8, 2013. In his presentation "Success factors for Innovation: Meeting future needs for food, energy and protection" he details the unprecedented global challenges we all face globally, primarily due to increasing population. As a science company, DuPont believes that science can address these global challenges and find solutions, especially in the areas of food, energy and protection.
To be truly innovative to solve these challenges will require 3 critical success factors:
• True innovation must meet the real needs people have – it must be based on market-driven science
• Innovation is more powerful when it integrates knowledge & ideas across scientific disciplines, and
• We can be even more successful when we leverage global capabilities and apply them locally.
This document provides an assessment tool to evaluate the innovativeness of an organization. It examines an organization's innovation process across key activities of idea generation, conversion, and diffusion. These are scored from 0-10 to calculate an overall innovation process score out of 60. It also targets innovations in products, processes, marketing, and organization from the last 12 months. Finally, it prompts reflection on observations from the assessment and future innovation directions.
Creating the Culture of Innovation through an Innovation Program that encourages employee to contribute ideas to grow the business, create operational efficiencies and improve customer satisfaction - Based on the Innovation Program I created at my company
Implementing Innovation in Organizations: TrendsSpotting's Innovation Assessm...Taly Weiss
The document describes an innovation assessment methodology used by TrendsSpotting Research to help organizations implement innovation. The methodology involves two stages: 1) Exploratory research through interviews with senior executives to understand perceptions of innovation challenges. 2) An employee innovation survey to analyze perceptions of innovation implementation, identify opportunities for improvement, and form a basis for ongoing success measurement. The survey examines factors like leadership, culture, and performance across idea generation, selection, development and commercialization stages. TrendsSpotting uses this research to provide organizations with recommendations to improve innovation readiness.
The document discusses innovative assessment methods that are alternatives to traditional classroom exams. It describes open-book exams, project methods, oral assessments, problem-solving methods, and role-play methods. These innovative assessments are said to improve teaching and learning, facilitate deeper learning, provide feedback, identify strengths and weaknesses, stimulate students and staff, and help slow learners. The conclusion cites an education policy stating evaluation should be continuous to help improvement rather than only certification of performance.
This document provides an overview of successful innovation management. It discusses key challenges such as low success rates of innovation projects and the need for companies to continuously innovate. It then covers important factors for innovation success, including having the right motivation, opportunities, resources and methods. The document outlines elements of an innovation strategy and operational management approach, including using tools like stage gate processes, idea management pipelines, and creativity techniques to improve innovation outcomes.
This document discusses where an organization should start in exploring its innovation process. It outlines key areas to assess, including strategy, human resources, marketing, technology, quality, and supply chain. A variety of tools are also presented to aid in innovation, such as technology audits, benchmarking, continuous improvement processes, design thinking, and quality function deployment. The overall message is that organizations must take a holistic look at their innovation capabilities and processes to identify areas for improvement.
This document presents an innovation map framework that defines and differentiates four main types of innovation: operational innovation, product and service innovation, strategic innovation, and management innovation. The map charts these according to whether they are internal or external focused and evolutionary or revolutionary. It provides descriptions of each innovation type and discusses how the map can be used to align innovation initiatives and focus discussions. The goal is to help organizations better define innovation objectives and outcomes.
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
This document discusses creativity and innovation. It argues that creativity involves combining existing ideas to create something new. True innovation requires challenging existing ways of thinking and taking customers' perspectives. Innovation is difficult because companies tend to benchmark each other, leading to similar approaches. The document advocates rethinking how companies are run to foster a culture where new ideas are welcomed, risks are embraced, and failure is accepted as part of the learning process. Speed and action are important for innovation to succeed.
1) Innovation is the introduction of a new idea, product or process into the marketplace. It involves invention plus commercialization.
2) Organizations must innovate on a continuing basis to survive in a rapidly changing economy. The goals of innovation include improving quality, creating new markets, and reducing costs and environmental damage.
3) Sources of innovation include organizational structure, management tenure, slack resources, and interunit communications. Types of innovation include product/process, open/closed, incremental/radical, and modular/architectural innovations.
Get on top of Innovation by understanding the essentials. What it is. The types of Innovation and the elements of an Innovation ecosystem. Thanks for viewing orxil(a)yahoo.com
We are a an independent idea consultancy specialising in Designing Innovation Ecosystems, Brand Experiences, and Brand Engagements with employees and customers. We partner with organisations in their effort to bring commonality in their internal brand and external brand (communication delivery and service delivery) to build a branded experience and innovative thinking across all touch points.
At Think Simplr we audit, evaluate and design a branded ecosystem that enables organisations to converse with clarity and connect with consistency with all stakeholders - current and future.
Our Contact details-
raman@thinksimplr.com
This document summarizes a presentation about sources of funding for innovative small- and medium-sized enterprises (SMEs). It discusses options like venture capital, business angels, and bank loans. It provides examples of companies that received different types of funding. The presentation promotes an upcoming training by the Integrated Innovation Support Programme to help more SMEs become investment-ready.
This Project is funded by the European Union. The document provides an overview of EU funding programmes for innovation including:
1. Different funding sources such as structural funds, community programmes, and external cooperation programmes.
2. Main EU funding programmes like Horizon 2020, COSME, and Life which support research, SMEs, and the environment.
3. Practical advice on developing EU projects and partner networking.
This document provides an assessment tool to evaluate the innovativeness of an organization. It examines an organization's innovation process across key activities of idea generation, conversion, and diffusion. These are scored from 0-10 to calculate an overall innovation process score out of 60. It also targets innovations in products, processes, marketing, and organization from the last 12 months. Finally, it prompts reflection on observations from the assessment and future innovation directions.
Creating the Culture of Innovation through an Innovation Program that encourages employee to contribute ideas to grow the business, create operational efficiencies and improve customer satisfaction - Based on the Innovation Program I created at my company
Implementing Innovation in Organizations: TrendsSpotting's Innovation Assessm...Taly Weiss
The document describes an innovation assessment methodology used by TrendsSpotting Research to help organizations implement innovation. The methodology involves two stages: 1) Exploratory research through interviews with senior executives to understand perceptions of innovation challenges. 2) An employee innovation survey to analyze perceptions of innovation implementation, identify opportunities for improvement, and form a basis for ongoing success measurement. The survey examines factors like leadership, culture, and performance across idea generation, selection, development and commercialization stages. TrendsSpotting uses this research to provide organizations with recommendations to improve innovation readiness.
The document discusses innovative assessment methods that are alternatives to traditional classroom exams. It describes open-book exams, project methods, oral assessments, problem-solving methods, and role-play methods. These innovative assessments are said to improve teaching and learning, facilitate deeper learning, provide feedback, identify strengths and weaknesses, stimulate students and staff, and help slow learners. The conclusion cites an education policy stating evaluation should be continuous to help improvement rather than only certification of performance.
This document provides an overview of successful innovation management. It discusses key challenges such as low success rates of innovation projects and the need for companies to continuously innovate. It then covers important factors for innovation success, including having the right motivation, opportunities, resources and methods. The document outlines elements of an innovation strategy and operational management approach, including using tools like stage gate processes, idea management pipelines, and creativity techniques to improve innovation outcomes.
This document discusses where an organization should start in exploring its innovation process. It outlines key areas to assess, including strategy, human resources, marketing, technology, quality, and supply chain. A variety of tools are also presented to aid in innovation, such as technology audits, benchmarking, continuous improvement processes, design thinking, and quality function deployment. The overall message is that organizations must take a holistic look at their innovation capabilities and processes to identify areas for improvement.
This document presents an innovation map framework that defines and differentiates four main types of innovation: operational innovation, product and service innovation, strategic innovation, and management innovation. The map charts these according to whether they are internal or external focused and evolutionary or revolutionary. It provides descriptions of each innovation type and discusses how the map can be used to align innovation initiatives and focus discussions. The goal is to help organizations better define innovation objectives and outcomes.
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
This document discusses creativity and innovation. It argues that creativity involves combining existing ideas to create something new. True innovation requires challenging existing ways of thinking and taking customers' perspectives. Innovation is difficult because companies tend to benchmark each other, leading to similar approaches. The document advocates rethinking how companies are run to foster a culture where new ideas are welcomed, risks are embraced, and failure is accepted as part of the learning process. Speed and action are important for innovation to succeed.
1) Innovation is the introduction of a new idea, product or process into the marketplace. It involves invention plus commercialization.
2) Organizations must innovate on a continuing basis to survive in a rapidly changing economy. The goals of innovation include improving quality, creating new markets, and reducing costs and environmental damage.
3) Sources of innovation include organizational structure, management tenure, slack resources, and interunit communications. Types of innovation include product/process, open/closed, incremental/radical, and modular/architectural innovations.
Get on top of Innovation by understanding the essentials. What it is. The types of Innovation and the elements of an Innovation ecosystem. Thanks for viewing orxil(a)yahoo.com
We are a an independent idea consultancy specialising in Designing Innovation Ecosystems, Brand Experiences, and Brand Engagements with employees and customers. We partner with organisations in their effort to bring commonality in their internal brand and external brand (communication delivery and service delivery) to build a branded experience and innovative thinking across all touch points.
At Think Simplr we audit, evaluate and design a branded ecosystem that enables organisations to converse with clarity and connect with consistency with all stakeholders - current and future.
Our Contact details-
raman@thinksimplr.com
This document summarizes a presentation about sources of funding for innovative small- and medium-sized enterprises (SMEs). It discusses options like venture capital, business angels, and bank loans. It provides examples of companies that received different types of funding. The presentation promotes an upcoming training by the Integrated Innovation Support Programme to help more SMEs become investment-ready.
This Project is funded by the European Union. The document provides an overview of EU funding programmes for innovation including:
1. Different funding sources such as structural funds, community programmes, and external cooperation programmes.
2. Main EU funding programmes like Horizon 2020, COSME, and Life which support research, SMEs, and the environment.
3. Practical advice on developing EU projects and partner networking.
This document discusses how to improve collaboration between universities/research institutes and businesses. It notes that traditionally their goals differ, with academics focused on publishing and businesses on profits. However, the most successful partnerships accept these differences and find mutual advantages. They establish clear mutual goals and separate reward systems for each party. Managing expectations through comprehensive partnership agreements is also important to avoid common mistakes like neglecting legal agreements.
This document discusses Knowledge Transfer Partnerships (KTP), which involve partnerships between businesses and knowledge-based organizations like universities. KTPs employ associates to work full-time transferring knowledge from the knowledge-based partner to help the business partner solve strategic problems over 1-3 years. Case studies show benefits for both partners, with businesses gaining new technologies and associates gaining work experience. KTPs can benefit businesses of any size seeking to advance applied research.
2. Statističko pradenje
Nema sistemskog pradenja ženskog preduzetništva
pa ni inovativnosti ženskih preduzeda
Izvor podataka o inovativnosti MSP je European
Innovation Scoreboard za 2009. godinu (uzorak 3.000
MSP) ali ne i po rodnoj strukturi
Uvidi o inovativnosti ženskih preduzeda su
raspoloživi u nekim istraživanjima UPŽ ograničenog
obima
3. Istraživanja o inovativnosti ženskih
preduzeda
Istraživanje iz 2007. i 2010.
Istraživanje po IMPROve metodologji iz 2011.
Istraživanje iz 2007.
Uzorak: 52 iskusne preduzetnice iz Beograda, Novog Sada i
Niša koje su preduzeda osnovale pre 2002. godine pri
čemu nisu pohađale obuku na temu preduzetništva.
- Najvedi broj inovacija je u oblasti transfera tehnologija
(nabavka mašina, softvera) i pratedeg know-how. Sledi
poboljšanje kvaliteta proizvoda i usluga uglavnom
motivisano zadovoljavanjem važedih standarda kvaliteta.
4. Nalazi istraživanja iz 2007. i 2010.
Izdvajanja za inovacije su planska i kredu se od 5-60%
Od vrsta inovacionih usluga najmanje se koriste
konsultantske usluge ali se istovremeno najviše i traže.
Slede istraživanje i analiza tržišta i finansiranje
inovacionih projekata
Slaba povezanost za I&R institucijama, privatnim
laboratorijama, univerzitetima
Najvažniji izvori inovacija su klijenti, kupci, dobavljači,
konferencije, naučni i stručni časopisi, sajmovi
Plasman pretežno na domadem tržištu, dok 44% plasira
na evropsko tržište
5. Nalazi istraživanja po IMPROve metodologiji
I Osnovni podaci o preduzedima
II Inovaciona strategija
III Organizacija i kultura inovacija
IV Podsticajni faktori
V Rezultati inovacija
7. Delatnost preduzeda
Posmatrana preduzeda posluju u
različitim delatnostima.
U uzorku se kao grupacija sličnih
delatnosti izdvaja 7 preduzeda koja se
bave proizvodnjom (uglavnom
prehrambrenih proizvoda), 2
preduzeda koja se bave
informacionim tehnologijama i 2 iz
proizvodnje i prodaje farmaceutskih
proizvoda.
8. Broj zaposlenih
Preko 100 zaposlenih 1 firma
Sve firme imaju najmanje 3
Od 50 do 100 zaposlenih 7 firmi zaposlena, 7 firmi ima čak 50 do 100
zaposlenih i jedna firma ima preko
100 zaposlenih (tačnije 113
Od 20 do 50 zaposlenih 5 firmi zaposlenih).
Od 10 do 20 zaposlenih 3 firme
Od 3 do 10 zaposlenih 6 firmi
N=22
0.0 10.0 20.0 30.0 40.0 %
9. Godina osnivanja preduzeda
Od 2010.god 0 firmi Vedina firmi je osnovano u periodu
od 1990 do 1999. godine, zatim slede
firme osnivane od 2000 do 2009.
2000-2009.god 8 firmi godine.
U posmatranom uzorku ni jedna
firma nije osnovana nakon
2009.godine.
1990-1999.god 12 firmi
1948-1989.god 2 firme
N=22
0.0 10.0 20.0 30.0 40.0 50.0 60.0 %
10. Pozicija u preduzedu
Sve ispitanice se nalaze na pozicijama
donosioca odluka.
Vedina ispitanica je na poziciji
direktora i direktora-vlasnika.
11. Organizacija i inovacije
Koja od navedenih konstatacija najbolje opisuje vaš pristup inovacijama?
Vedina preduzeda nastoji da uvede
Bez odgovora
bitne izmene u model poslovanja ili
2 firme
postojedu tehnologiju.
Borimo se za radikalne inovacije unosedi
značajne promene u poslovni model i 5 firmi
5 preduzeda se bori za radikalne
proizvode, usluge, procese inovacije unosedi značajne promene
u poslovni model, proizvode/usluge i
Nastojimo da uvedemo bitne izmene u model
13 firmi
procese.
poslovanja ili u tehnologiju
2 firme ne preduzimaju rizične
Mi ne preduzimamo rizične korake; nastojimo
da realizujemo manje korake na postojecim 2 firme
korake, ved nastoje da realizuju
proizvodima, procesima N=22 manje korake na postojedim
proizvodima i procesima
0.0 20.0 40.0 60.0 80.0 %
13. Vizija inovacija
Vizija u vašem preduzedu je...
Sva preduzeda imaju jasnu viziju
Mogude više odgovora bududeg poslovanja.
Dobro shvadena od strane partnera na
inovacijama
U skoro svim preduzedima vizija je
jasno povezana sa inovacionom
Dobro shvadena od strane vaših
potrošača/kupaca i dobavljača delatnošdu.
U vedini preduzeda vizija je
Jasno povezana sa inovacionom
delatnošdu dokumentovana i dostupna svim
zaposlenima, dobro shvaena od
strane potrošača/kupaca/dobavljača
Dokumentovana i dostupna svim
zaposlenima i inovacionih partnera.
N=22
0.0 20.0 40.0 60.0 80.0 100.0 %
14. Karakteristike inovacione strategije
Da li inovaciona strategija postoji?
1 firma
Samo jedno preduzede nema
inovacionu strategiju, dok ostalih 21
preduzeda imaju inovacionu
21 firma strategiju.
N=22
Inovaciona strategija u vašem preduzedu...
Da Ne Mogude više odgovora
Fokusirana je na razvoj vaših inovacionih N=21
sposobnosti
U skoro svim preduzedima inovaciona
strategija je usmerena na unapređenje Pruža osnovu za org. promene i razvoj
poslovnog modela
postojedih proizvoda/usluga ili procesa
i ona je nastala iz analize potencijalnih Usmerava unapređenje postojedeg
proizv./usluge ili razvoj procesa
oblasti za uvođenje inovacija u
bududnosti. Definiše ciljeve upravljanja projektom u
svakom inov.projektu
Više od polovine preduzeda inovacionom
strategijom postavlja jasne ciljeve Usmerava vaš menadžment ideja
aktivnosti u domenu menadžmenta
inovacija, fokusira razvoj inovacionih Postavlja jasne ciljeve vaših aktivnosti u
domenu men.inovacija
sposobnosti, pruža osnovu za razvoj
Nastala je iz analize potencijalnih oblasti za
organizacionih promena i razvoj
uvođenje inov. u bududnosti
poslovnog modela.
0.0 20.0 40.0 60.0 80.0 100.0 %
15. Informisanje o inovacionoj strategiji
U kojoj meri je vaša inovaciona strategija objašnjena, shvadena i primenjena
na različitim hijerarhijskim nivoima (skala od 1-nimalo do 7-u potpunosti)? U svim preduzedima inovaciona
strategija je skoro u potpunosti
6.6 objašnjena, shvadena i primenjena
Primenjena na odgovarajudem 6.2
hijerarhijskom nivou 4.7 od strane najvišeg rukovodstva
5.8 (prosečne ocene od 6.6 do 6.8) i
veoma objašnjena, shvadena i
6.7 primenjena od strane nivoa ispod
Potpuno shvadena na odgovarajudem 6.3 rukovodedeg (srednje ocene od 6.2
hijerarhijskom nivou 4.7
6.0 do 6.4).
6.8 Na nivou zaposlenih prosečne ocene
Informisan odgovarajudi hijerarhijski 6.4 su malo niže od viših hijerarhijskih
nivo 5.0 nivoa, i kredu se u rasponu od 4.7 do
6.3
5.0.
1.0 2.0 3.0 4.0 5.0 6.0 7.0
Najviše rukovodstvo (N=21) Nivo ispod najvišeg rukovodstva (N=18)
Zaposleni (N=21) Spoljni saradnici (N=4)
16. Inovacioni projekti
Da li se inovacioni projekti ocenjuju U kojoj meri dati atributi važe za vaše inovacione projekte
sistematski? (korišdena skala od 1-nimalo do 7-u potpunosti)? N=19
3 firme Postoji balans između niskih i visokih troškova 5.8
Postoji balans između dugoročnih i
5.6
kratkoročnih perspektiva
19 firmi Postoji balans između rizika i zarade 5.2
N=22
Postoji balans između inkrementalnih i
Da Ne 5.2
radikalnih inovacija
U odnosu na vašu inovacionu strategiju 5.6
U vedini preduzeda se inovacioni
projekti ocenjuju sistematski (19 firmi).
1.0 2.0 3.0 4.0 5.0 6.0 7.0
U preduzedima u kojima se inovacioni
projekti ocenjuju sistematski, u velikoj
meri postoji balans između niskih i
visokih troškova, dugoročnih i
kratkoročnih perspektiva, rizika i zarade,
inkrementalnih i radikalnih Inovacija .
17. Održivost
Koliko prilikom kreiranja strategije inovacija razmatrate relevantne aspekte
održivog razvoja (korišdena skala od 1-nimalo do 7-u velikoj meri)?
Metode primene koje su u potpunosti ekološki
5.9
i društveno održive (N=21)
Prilikom kreiranja strategije
inovacija, u preduzedima se u velikoj
meri razmatraju ekonomska
održivost, društveno održive
Proizvodne metode koje su u potpunosti proizvodne metode i metode
5.9
ekološki i društveno održive (N=21)
primene.
Ekonomska održivost (N=22) 6.6
1.0 2.0 3.0 4.0 5.0 6.0 7.0
18. Komercijalizacija ideja unutar preduzeda
U kojoj meri komercijalizujete svoje ideje, koncepte i proizvode
(korišdena skala od 1-nimalo do 7-u velikoj meri)?
Preduzeda u velikoj meri
Prodaja gotovih proizvoda/usluga kupcima
komercijalizuju gotove
6.7 proizvode/usluge (prosečna ocena
(N=22)
6.7). Sa druge strane preduzeda
nimalo ne prodaju patente i robne
marke (prosečna ocena 1.6).
Prodaja patenata i robnih marki (N=20) 1.6
Prodaja integrisanih
ideja/koncepata ili ustupanje prava
Prodaja interno generisanih ideja ili koncepata na njihovo korišdenje u vedini
2.3
(N=20) preduzeda se skoro nimalo ne
praktikuje (prosečne ocene od 2.3 do
2.6 ).
Ustupanje prava na korišdenje interno
2.6
generisanih ideja ili koncepata (N=20)
1.0 2.0 3.0 4.0 5.0 6.0 7.0
20. Spremnost za inovacije
Ocena odnosa zaposlenih prema inovacijama (skala od 1-nimalo do 7-u potpunosti)
Vedina zaposlenih na pozicijama
Fokusirani na efekte inovacija na 6.5
poslovanje
5.7 najvišeg rukovodstva u potpunosti
4.2
podržava inovacije – zainteresovani
Sposobni da „prodaju“ ideje unutar 6.3
5.1 su za inovacije, otvoreni su prema
firme 3.6
njima, sposobni su za kreativno
Odbojnost prema uvođenju novih 2.7 mišljenje, maštoviti, sposobni da
2.5
metoda 3.3
svoje ideje podele i fokusirani su na
6.5 efekte inovacija (prosečne ocene od
Maštoviti 5.5
4.3 6.3 do 6.5).
6.4 Nivo ispod najvišeg rukovodstva
Sposobni za kreativno razmišljanje 5.6
4.1 takođe u velikoj meri podržava
Otvoreni, a ne skeptièni prema novim
5.7
6.5 inovacije (prosečne ocene od 5.1 do
neobiènim idejama 4.7 5.7), dok zaposleni, sa prosečnim
6.5 ocenama od 3.5 do 4.7 pokazuju
Izuzetno zainteresovani za inovacije 5.6
4.1 osrednju spremnost za inovacije.
1.0 2.0 3.0 4.0 5.0 6.0 7.0
Sve tri grupe zaposlenih nemaju
Najviše rukovodstvo (N=22) Nivo ispod najvišeg rukovodstva (N=19) Zaposleni (N=22) odbojnost prema uvođenju novih
metoda.
21. Kapacitet za inovacije
Da li drugi imaju percepciju inovacionog kapaciteta vašeg preduzeda (skala od 1-
veoma nizak do 7-veoma visok)?
N=22 Vedina ispitanica smatra da
dobavljači, konkurenti i
Vaši dobavljači 6.0
potrošači/kupci imaju visoku ili
veoma visoku percepciju inovacionog
kapaciteta preduzeda (prosečne
ocene od 5.5 do 6.0).
Vaša konkurencija 5.5
Vaši potrošači/kupci 6.0
1.0 2.0 3.0 4.0 5.0 6.0 7.0
22. Spoljna saradnja
Korisnost partnerskih odnosa može da se U kojoj meri partnerstva pomažu i unapređuju svaku
proceni fazu celokupnog životnog ciklusa inovacija
2 firme (skala od 1-nimalo do 7-veoma mnogo)?
N=20
Lansiranje i stalno unapređenje 5.3
20 firmi
Razvoj proizvoda/ usluga/ procesa/
5.8
organizacije ili modela poslovanja
N=22
Da Ne
Menadžment ideja 5.2
Korisnost partnerskih odnosa u skoro 1.0 2.0 3.0 4.0 5.0 6.0 7.0
svim preduzedima može da se oceni
(samo u 2 preduzeda se ne može
oceniti).
Partnerstva u velikoj meri pomažu i
unapređuju faze životnog ciklusa
inovacija – od menadžmenta ideja,
razvoja proizvoda/usluga/ modela do
lansiranja i unapređenja.
23. Intenzitet partnerstva
Navedite brojke u slededim kategorijama:
Broj zaposlenih koji rade na
N=22
inovacijama sa spoljnim partnerima
Broj zaposlenih koji rade na inovacijama sa se u vedini preduzeda krede od 1 do 5.
spoljnim partnerima
Isti interval je najčešdi kada je reč o
broju partnera sa kojima je preduzede
radilo u poslednje 3 godine i broju
Partneri sa kojima ste radili na barem jednom drugih partnera od kojih preduzede
inovacionom projektu u poslednje 3 godine
pribavlja informacije.
Kada je reč o broju inovacionih
partnera sa kojima preduzede redovno
Drugi partneri od kojih pribavljate informacije razmenjuje informacije, taj broj se
u vezi sa inovacijama
krede podjednako u rasponu od 1 do 5
i 6 do 10 partnera.
Inovacioni partneri sa kojima redovno
razmenjujete informacije i znanje
0.0 20.0 40.0 60.0 80.0 %
Preko 50 Od 21 do 50 Od 11 do 20 Od 6 do 10 Od 1 do 5 Nijedan
24. Korišdenje spoljnih izvora putem neformalnih
odnosa
Ocena uticaja neformalnih veza sa spoljnim izvorima na
unapređenje faza životnog ciklusa inovacija
(skala od 1-nimalo do 7-veoma mnogo) N=22
Lansiranje i stalno unapređenje 5.3
U svim preduzedima korisnost
neformalnih odnosa može da se
oceni i prosečne ocene se kredu u
Razvoj proizvoda/ usluga/ procesa/
organizacije ili modela poslovanja
5.5 rasponu od 5.3 do 5.6.
Menadžment ideja 5.6
1.0 2.0 3.0 4.0 5.0 6.0 7.0
25. Jezici koji se koriste unutar i izvan preduzeda
Jezici koje tečno govori rukovodedi tim preduzeda :
Mađarski Mogude više odgovora N=22 Pored Srpskog/Hrvatskog jezika koji
Makedonski govore rukovodioci u svim
preduzedima, Engleski jezik je
Grcki
zastupljen u vedini preduzeda. Potom
Ruski se govore Nemački i Ruski jezik,
Srpski ili Hrvatski Italijanski i Makedonski.
Španski
Italijanski
Nemački Jezici koji se govore na tržištima na koja preduzeda izvoze ili od
Francuski strane inovacionih partnera:
Slovački Mogude više odgovora N=22
Engleski
Albanski
Mađarski
0.0 20.0 40.0 60.0 80.0 100.0 %
Slovenački
Bugarski
Makedonski
Grčki
Ruski
Što se tiče jezika koji se govore na Švedski
Japanski
tržištima na koja preduzeda izvoze ili
Srpski ili Hrvatski
od strane inovacionih partnera, Španski
Srpski/Hrvatski i Engleski jezici su Italijanski
najzastupljeniji. Nemački
Francuski
Engleski
0.0 20.0 40.0 60.0 80.0 100.0 %
27. Stimulacije i nagrade
Da li nudite neku vrstu stimulacije za inovativnost zaposlenih?
Mogude više odgovora N=21 U najvedem broju preduzeda
Karte za umetnicke perfomanse
stimulacije i nagrade za inovativnost
Putovanja daju se u vidu priznanja od strane
pretpostavljenih, zatim mogudnosti
Trinaesta plata zaposlenih da koriste raspoložive
kapacitete preduzeda za razvoj ideja
Sportske aktivnosti i novčane stimulacije.
Placeni odmor
Kao stimulansi za inovativnost se
Seminari, obuke, kursevi treninzi najmanje koriste karte za umetnička
dešavanja, pladeni odmori i trinaesta
Poseta sajmova plata.
Pružanje admin. podrške za dobijanje
finan.sred. Iz javnih izvora
Pružanje zap. da bespl. koriste raspoložive
kap.pred. za razvoj sopstvenih ideja
Direktno priznanje od pretpostavljenih
Novčana
0.0 20.0 40.0 60.0 80.0 100.0 %
29. Prioriteti u pogledu razvoja
Šta su prioriteti po pitanju razvoja za vašu firmu, za period od narednih godinu
dana do tri godine? Za vedinu preduzeda marketing i
N=21
prodaja, ljudski resursi i veštine i
Ljudski resursi i veštine razvoj novih proizvoda/usluga su
prioriteti.
Razvoj organizacije
U narednom periodu za preduzeda su
Razvijanje ili unapređenje novih poslovnih najmanje relevantni obezbeđenje
modela kvaliteta i sticanje sertifikata,
unapređenje postojedih
Razmišljanje i razvoj novih proizvoda/usluga
proizvoda/usluga i unapređenje novih
poslovnih modela.
Razvijanje ili unapređenje postojedih proizvoda i
usluga
Obezbeđenje kvaliteta i sticanje sertifikata
Proizvodnja – unapređenja postojedih ili
uvođenje novih procesa
Marketing i prodaja
0% 20% 40% 60% 80% 100%
Relevantno Nije relevantno
30. Poredjenje 2007. ,2010., i 2011
prioriteti razvoja 2007. i 2010. isti, jer su preduzeda iz
uzorka (52) iz perioda pre krize, takodje naveli kao svoje
prioritete medju inovacionim aktivnostima, razvoj novih
proizvoda i usluga a onda i poboljšanje kvaliteta
proizvoda i pruženih usluga. Prioritet je ostao
nepromenjen ali takođe, najčešde su preduzimali
inovacije u pogledu nabavke novih mašina, opreme i
softvera.
u 2011. prioriteti iz prethodnih godina se drastično
menjaju i postaju najmanje relevantni! Uzrok je
najverovatnije u vedem uticaju krize...
31. Programi podrške inovativnosti –rodni
aspekt
ne vodi se rodna analiza korisnika ovih programa
Na osnovu istraživanja o korišdenju ovih programa iz
rodne perspektive 2012., utvrdjeno je da žene više
koriste program državne podrške za
samozapošljavanje a ne za razvoj konkurentnosti i
inovativnosti. Verovatno jer oni postavljaju uslov
sufinansiranja od 50%...