Inovacentrum, Czech Technical University Prague, February 2013
CEBBIS Catalogue of Pro-Innovative Services
This project is implemented through the CENTRAL EUROPE Programme co-financed by the ERDF.
1 AREA Science Park www.area.trieste.it 2 (SFG) Styrian Business Promotion Age Agency www.sfg.at
3 Brandenburg Economic Develop Development Board d ((ZAB))
8 Central Transdanubian Regional Innovation Agency Non-profit Ltd.
4 Industrial Development Agency (ARP)
9 West-Transdanubian Regional Development Agency (WESTPA)
5 Virtual Dimension Center (VDC) www.vdc-fellbach.de 6 Inovacentrum www.inovacentrum.cvut.cz 7 INNO-SKART Non-profit Ltd www.innoskart.eu
10 Upper Silesian Agency for Entrepreneurship Promotion (GAPP) www.gapp.pl
11 University of Primorska â€“ Faculty of Management www.fm-kp.si
New CEBBIS Tools
Monitoring Technology Commercialisation: Explorer
Business Intelligence: ScanTM
Product Design & Product Life Management
Inovascreen / Rapid Screen
Event Management / Round Tables
Marketing Innovation – The Innovation Challenge
Management of Innovation Projects
Europeans’ One Stop Agency for Virtual Engineering
GAPP Technology Broker Program
WiTeK – Wiki-Portal for Technology Transfer and Cooperation
Innovation Potential Measurement
Business Case Evaluation
III. Who are the CEBBIS partners?
I. About CEBBIS CEBBIS is a network of 11 partners from the Central European region with a common interest in trans-regional, branch based, demand-led solutions to improve technology transfer to small and medium enterprises (SMEs). The goal of CEBBIS is to raise SMEs‘ competitiveness on the international market by oﬀering industry specific innovation support based on new ICT applications. CEBBIS aims at removing bottlenecks in the diﬀusion and application of innovations to ensure a more eﬃcient access to knowledge, transmitted by key players in the program area, by: ➜ Creating a transnational concept of transfer of research results and new technologies to SMEs ➜ Active cooperation between the regional partners, intermediaries and SMEs. ➜ Improvement of framework conditions for eﬀective innovation support to SMEs ➜ Professionalization and further training of staﬀ from intermediaries 4
The project will result in innovative and more competitive SMEs that are able to employ more staﬀ. CEBBIS partners from Austria, Czech Republic, Germany, Hungary, Italy, Poland and Slovenia represent regional and national decision makers, intermediaries like technology parks, competence centres and business organizations with experience in transnational projects.
AREA Science Park The Consorzio per lÂ´AREA di Scientifica e Tecnologica di Trieste (AREA) manages AREA Science Park, the leading Italian science & technology park, and acts as a regional hub for research results enhancement. AREA promotes innovation and technology transfer, manages high level training and education on entrepreneurial issues and facilitates access to public funds. www.area.trieste.it
Styrian Business Promotion Agency (SFG) SFG is responsible for attracting new business to the Styrian region in an effort to encourage growth of Styrian economy. SFG offers companies a broad range of free services, such as general information, advice on grants and financing and location consultancy. SFG helps with forging links to Styrian technology and centres of excellence as well as to networks and clusters. www.sfg.at
II. New CEBBIS Tools CEBBIS enabled the partnership to develop several pro-innovative services and ICT tools that have become part of the CEBBIS Competence Centre and that can be oﬀered to other partners and intermediaries across CENTRAL Europe. All services are closely linked to the “spider concept” that has proven to be the partnership’s leading philosophy. Visualisation
Hi Tech marketing
Market research Knowledge management
Contact tracking Human Resources
other and other
CEBBIS ICT support Idea Screening
Expert screening Succes criteria evaluation
Business Case evaluation
Prince 2 IPMA
other PM tools
Onthology matrix Competence matrix
Value optimaliization Capacity optimalization
CIA model, etc
Bussines Case description Portfolio management
Project stop/go criteria LinkedIn
Other social networks Idea management ZAB Info web platform Competence matrix VDC
BC database info support
Monitoring Technology Commercialisation: Explorer CEBBIS PP and contact person: AREA Science Park, Trieste (ITA) Contact: Stephen Taylor e-mail: email@example.com phone: +39 040 3755279
Goal To deliver world class, global business intelligence to SMEs, researchers, public sector organisations and private companies, enabling them to monitor the commercialisation of important and emerging technologies and to select potential partners, to make technology portfolio decisions and to better plan for the future.
Host organization AREA Science Park, Trieste (in later stages possibly shared with other partner TTOs subject to appropriate licence agreements to be negotiated by AREA with the provider, SBI)
Target Group SMEs, Research Centres, public sector organisations and private companies as well as the staďŹ€ of CEBBIS Intermediary organizations working with SMEs and research organisations to improve their technology portfolio decisions and their technology commercialisation capabilities.
Description In its region of Friuli Venezia Giulia, Italy, AREA provides free access for SMEs to world class research and analysis to Monitor Technology Commercialisation, through
• Monitoring Technology Commercialisation: Explorer
a customized, specially negotiated agreement with Strategic Business Insights (SBI) a spin-oﬀ of SRI International based in Menlo Park California. This agreement provides free access to Explorer, a services which monitors the commercialisation of over thirty technology areas. Thanks to its special relationship with SBI, AREA is able to assist CEBBIS partners to negotiate special access agreements to provide a similar service to the companies in their regions. AREA is also able to provide training on use of this tool as a business intelligence service for SMEs, research centres, public sector organisations and private companies. The following is an abstract from SBI’s description of Explorer: Explorer delivers on-going assessments of technologies that enable leading organizations to visualize the future impact of technology development. Our systematic approach provides a realistic view of emerging applications, markets, and opportunities. Explorer is Strategic Business Insights‘ (SBI‘s) unique evaluation of commercial opportunities arising from technology developments. Explorer‘s structured process addresses the implications of change that enable our analysts and our It enables clients to identify and understand how and why technologies will develop and see commercialization—realistically, without the hype so prevalent in today‘s technology focused environment. Using Explorer, you will: ➜ Receive global, objective, real-world analysis, not hype; ➜ Come up the learning curve fast in technology areas new to you; ➜ Understand the dynamics of issues changing the direction and rates of commercialization; ➜ Validate internal knowledge and challenge ideas; ➜ Identify new business opportunities; ➜ Achieve and maintain competitive advantage.
Currently Monitored Technologies Artificial Intelligence
Novel Ceramic/Metallic Materials
Portable Electronic Devices
Renewable Energy Technologies
More information on Explorer can be found at: http://www.strategicbusinessinsights.com/explorer/ 10
Business Intelligence: ScanTM CEBBIS PP and contact person: AREA Science Park, Trieste (ITA) Contact: Stephen Taylor e-mail: firstname.lastname@example.org phone: +39 040 3755279
Goal To deliver world class, global business intelligence to SMEs, researchers, public sector organisations and private companies, alerting them to weak signals of change which could be early indicators of important shifts that will aﬀect their future business and research activities.
Host organization AREA Science Park, Trieste (in later stages possibly shared with other partner TTOs subject to appropriate licence agreements to be negotiated by AREA with the provider, SBI)
Target Group SMEs, Research Centres, public sector organisations and private companies as well as the staﬀ of CEBBIS Intermediary organizations working with SMEs and research organisations to improve their business intelligence and strategic planning capabilities.
Description ScanTMis a world class Business Intelligence Service which is normally provided to individual large corporates by Strategic Business Insights (SBI) a spin-oﬀ of SRI International based in Menlo Park California.
Thanks to its special relationship with SBI, AREA is able to assist CEBBIS partners to negotiate special access agreements to provide this service to the companies in their regions. AREA is also able to provide training on use of this tool as a Business Intelligence service for SMEs, Research Centres, public sector organisations and private companies. The following is an abstract from SBI’s description of Scan: Scanoﬀers companies a jump on the future. The future is uncertain, and constantly changing dynamics alter the business environment at an ever-increasing pace. We provide early awareness of changes by analyzing and interpreting seminal events in the marketplace that trigger those changes. Scan is the organizational radar to navigate the future.
The ScanTMprocess Scan is a continuous, multidisciplinary process that globally harvests seminal events in the chaotic external environment that businesses operate in. In successive steps, the Scan process identifies underlying currents likely to have an impact on future developments. Scan strives to provide early alerts about emerging issues that so far haven‘t found recognition in the business community. Scan‘s approach distills chaotic and unstructured events into focused and structured early alerts, which enable clients to influence changes proactively and obtain a head start on emerging threats and opportunities. Participation in Scan provides sponsors with access to past and current Scan research: 12
➜ Abstracts: every month Scan’s global multidisciplinary team provides 100 abstracts interpreting events that indicate faint signals of change, discontinuities, inflection points, disruptive technologies, outliers, and unconventional wisdom across a comprehensive set of arenas that changes can occur in. These arenas include consumer behavior, regulations/politics, organization processes, culture, public opinion, science and technology. ➜ Patterns: every month, Scan provides 12 Patterns – sorted and combined Abstracts crossing industries, regions and disciplines – offering a robust and verifiable set of changes that will affect organizations.
• Business Intelligence: ScanTM
➜ Signals of Change: every month, Scan provides 6 Signals of Change – distilled and evaluated Patterns – offering actionable insights for clients across all industries, functions, and disciplines. ➜ Scan Meeting Synopses: every month, Scan provides a publicly available synopsis of our Scan Meetings in Menlo Park, California, and Croydon, England, outlining mayor themes of developments in the external environment and featuring links to identifies Patterns of Change. More information on Scan can be found at: http://www.strategicbusinessinsights.com/scan
Rapid Prototyping AMT – Additive Manufacturing Technology
CEBBIS PP and contact person: ARP – Agencja Rozwoju Przemyslu – Industrial Development Agency (Poland) Contact: Zygmunt Wons e-mail: Zygmunt.Wons@arp.com.pl phone: +48 502 312 207
Goal To assist and render services to SMEs for developing their innovative ideas from the conceptual phase up to building the models and prototypes which could be the beginning of the serial production (especially medical equipment and medical instruments).
Host organizations A consortium of Polish entities: 1) ARP – Industrial Development Agency 2) INOP – Poznan (R&D institute) 3) CHM Co. Ltd. – (Manufacturing company) 14
Target group SMEs active in manufacturing sectors which have innovative ideas but have no financial and highly qualified human resources (R&D) to transform the ideas into serial production.
Description The AMT process (known in the past under the popular name of Rapid Prototyping) consists in adding small pieces of material, usually in layers, which are consolidated into
â€˘ Rapid Prototyping
the final shape by gluing, polymerizing, laser sintering or electron beam melting, all under computer control. This concept allows for nearly unlimited freedom in shaping geometries of objects which are to be manufactured. In conventional technologies the cost of production tooling makes for a major share of investment for launching new products. With additive processes the tooling is not necessary and one-oďŹ€ or very small batch production is quite feasible. The cost and time of manufacture depends on the volume of material which is processed instead of the complexity of components to be manufactured. However, cost of additive manufacturing equipment and materials will remain high until they are more widely adopted. There are still some technological barriers to overcome â€“ limited accuracy, unsatisfactory surface roughness or small sizes of working space available. All these facts are the reason that a close cooperation with R&D personnel is a must. The main applications for additive manufacturing technologies are prototypes (Rapid Prototyping), production tooling and short product series (Rapid Tooling) but also finished products or parts thereof (Rapid Manufacturing). Especially the last application is getting more and more attention and promises flexibility, speed and support for the concept of mass customization of products. In a number of industrial projects where Rapid Prototyping (or Additive Manufacturing Technologies AMT) were introduced they proved their potential to shorten the time of product development processes and reduce their costs. Since AMTs heavily rely on 3D computer models of objects to be manufactured they were from their early stage linked with technologies of computer aided design and methods of capturing shapes of real objects to create their computer representation. The AMT uses optical, mechanical or X-ray measurement methods to gather 3D data and utilizes specialist software to convert the data to formats acceptable by engineering design tools.
More information on AMT/Rapid Prototyping can be found at: • K. Skalski, M. Haraburda – Generatywne techniki wytwarzania w rozwoju innowacji [Additive Manufacturing Technologies in the development of innovations], issued by ARP in 2011 • E. Chlebus, B. Dybala, and others – Przemyslowe zastosowania technologii generatywnych [Industrial applications of additive manufacturing technologies], issued by ARP in 2011
Brandenburg Economic Development Board (ZAB) ZAB is a one-stop-agency supporting investors, existing enterprises and other stakeholders in the federal state of Brandenburg. ZAB coordinates technology transfer system in the region and is fully responsible for development and monitoring of the Berlin-Brandenburg innovation strategy. www.zab.eu
Industrial Development Agency (ARP) APR is currently one of the most important state institutions in Poland responsible for the implementation of governmental industrial policy. ARPâ€˜s mission is to support the restructuring and creation of pro-innovative solutions to improve the competitive position of enterprises. www.arp.com.pl
• Rapid Prototyping
Lean Manufacturing CEBBIS PARTNER and contact person: ARP – Agencja Rozwoju Przemyslu – Industrial Development Agency (Poland) Contact: Zygmunt Wons e-mail: Zygmunt.Wons@arp.com.pl phone: +48 22 4603 786 cellular: +48 502 312 207
Goal To assist enterprises at improving their productivity by identification and liquidation of low eﬃcient or unnecessary operations in manufacturing processes as well as services. To achieve this goal, special procedures are applied called “Lean Manufacturing”. This is a manufacturing philosophy which shortens the time line between the acceptance of customer’s order and shipment of ready-made products by identifying and eliminating waste of material and working time.
Host organizations A consortium of Polish entities: 1) ARP – Industrial Development Agency, 2) ZETKAMA, Co.Ltd., Scinawka 3) Consultancy Bureau of Professor MariuszBednarek (Warsaw University of Technology)
Target group SMEs and large companies, public sector organizations, R&D institutions which would like to improve their capabilities.
Description Lean Manufacturing focuses on value adding activities defining them as those that
customer is willing to pay for. All other activities are regarded as waste and should be eliminated. Main sources of waste are as follow: overproduction, excessive inventory, defects a errors, unnecessary processing, unnecessary movement of material, waiting and lost creativity.
Lean principles Implementation of Lean Manufacturing should be guided by the following lean principles: 1. 2. 3. 4. 5.
Specify value from the standpoint of the customer, Identify all the steps in the value stream for each product family. Create value flow throughout that value stream. Establish the pull system so the customer can pull the value from the value stream. Seek perfection
EďŹ€ective lean transformation in a company should focus on both: improving processes technically and developing lean culture on all managerial levels. Improving material and information flows The key to improve company performance is a better flow of material and information throughout the factory. Here the following lean methods can help: Value Stream Mapping, One Piece Flow, Pull System applied to both materials processed internally and purchased.
Product Design & Product Life Management CEBBIS PARTNER and contact person: ARP – Agencja Rozwoju Przemyslu – Industrial Development Agency (POL) Contact: Zygmunt Wons e-mail: Zygmunt.Wons@arp.com.pl phone: +48 22 4603 786 cellular: +48 502 312 207
Goal To assist enterprises at improving the appearance and technical parameters of their currently manufactured products or at working out completely new innovative products.
Host organization To achieve this goal the consortium of Polish entities has been established consisting of: 1) ARP – Industrial Development Agency 2) MA-GA, Co.Ltd., Bydgoszcz 3) MARAD, Gdansk, Consultancy Bureau of Professor Marek Adamczewski
Target group SMEs and large companies from the sector of food processing and mechanical engineering, R&D institutions which would like to improve their capabilities.
Description The methodology of Product Design & Product Life Management consists of the following steps:
Defining the problem – let’s assume we would like to have a new type of the packaging for juice produced in a in a fruit processing factory. Depending on who defines the problem the designers’ approach may be radically diﬀerent but it should cover the following issues: Analyzing the task (brief – debrief) – brief is a document developed by the customer which specify the expectations. Designers answer by creating a debrief. They use one of the checklists for not forgetting about important elements. It determines correctly designed product. It’s needed in gaining assurance that they talk about the same problem and they are going to achieve the same goal. Design constraints – it’s very necessary to gather and verify all information and parameters which are known at the beginning of designing. Quantity and quality of this information can be diﬀerent depending on kind of problems and design constraints. Nowadays, it’s really hard to meet the requirements. The more detail we specify the more eﬀective is the design process which follows. User of the product – “Not the product but the man is a goal” – said Bauhaus’ lecturer hundred years ago. It is a necessary condition for the eﬀective work. All decisions (also for example the choice of technology) should be subordinated to this condition. Value added is the most important goal. All consumers should see this value in the same way.
The design specification of the product – on this step it’s necessary to make decisions which are fundamental for the success. The specification have to describe all the important requirement such as: markets, functions, used raw materials, components, etc. There also must be economic assumptions of manufacturing the product and specifications of valid standards. Failure to comply with any of these items may be very costly. Design concept – there is no recipe for the success. But there are methods and tools and tools of conducts which make finding innovative solutions much easier. The most popular is “brainstorming”. The most important rules: don’t rate during the session, specify the time and goals, make adequate working conditions. This step of work have to be finished by choosing the best concept for further developing. Design project – it means the complete documentation which define all the visual and useful features of the product. Very useful are advanced 3D programs. All steps of
• Product Design & Product Life Management
designing (starting at conception, through preparation of the technical documentation for a prototype) are being made on the one virtual 3D model. It doesn’t exclude other traditional methods which may be also helpful. Presentation – to show and register everything what is important using appropriate computer and other traditional tools. Very often the presentation is shown to external persons and groups without authors, so there is no possibility to react at once but later on having a longer time perspective. Super vision – it’s practically impossible to avoid errors on previous steps. It may occur because of misunderstandings, omissions or lack of information. A worker who doesn’t know the whole project may change a small part of it with a huge adverse eﬀect. This is the latest moment for repairing potential errors. Team work – “implementation team” consists of every decision maker active in the process of implementation the new products. Usually they are managed by the main designer or the manager of Design Studio/Department. Application of ICT in the design works – Currently there is a number of specialized software and hardware which may be used in the design works. The most popular are the products developed and oﬀered by Siemens, Dassault, or IBM.
Inovascreen / Rapid Screen CEBBIS PARTNER and contact person: Inovacentrum, Prague (CZ) Contact: Libor Hrstka e-mail: email@example.com
Goal To enable rapid evaluation and selection of potential TT ideas
Host organization Inovacentrum, Czech Technical University (in later stages possibly shared with other partner TTOs in the Czech Republic)
Target group Inovacentrum staﬀ, university professionals, start-ups and spin-oﬀs in selected branches, university students and postgraduates.The servicecan be used the wide CEBBIS network.
Important issue for each technology transfer organization is the process of idea/project selection. It is often impossible to work with each idea, which means it is necessary to have tools for pre-selection and selection of ideas for further development stages. The aim of this method is to eliminate the number of projects, all in line with the following rules: ➜ To deal only with projects for which we have capacity ➜ To deal only with projects, where we have assessed the risk (portfolio management) ➜ To deal primarily with projects, which are in line with organization and its strategy
• Inovascreen / Rapid Screen
It is important to recognize the fact, that the „groundbreaking” innovations have usually high rate of risk associated with them. The rate of risk and its acceptance shall be manageable by the organization. The suitable strategy for this kind of approach is the so called „barbell strategy”, which proposes to put stress on relatively high number of less risky projects with additional small number (2 or 3, depending on the organization and its budget) of risky projects. A possible way to evaluate the projects is the utilization of a simple website application for the first idea evaluation. We analyzed and tested tool Rapid Screen, see www.r-screen.com. This tool was partly customized to the current stage of development and also internal priorities of Inovacentrum. Developed questionnaire and the evaluation matrix could be used as a simple website application. Regarding the formal process of the evaluation, it is based on the personal interview, which is supported with email or phone communication (if needed). The key factor of the successful technology transfer is the trust and confidence in relationship between the innovator an TTO employee, which is fostered by personal communication. The evaluator has the structured questionnaire, which is completed with cooperation with the innovator and other experts. The questionnaire and its results are being evaluated afterwards within the group discussion and with pre-set criteria (such as technical requirements, commercial potential, quality of the team, financing options, relatedness to the strategy of the organization). It is important to say, that regarding the assessment of projects, commercial realization is much more important than the academic quality. The result of the evaluation is the summary table of the projects with ratings (please see the example below this paragraph). The management of the organization decides which projects are suitable for the successive processing. The other steps may include the creation of so called technology matrix, feasibility study, technology map, technology foresight or complex business plan. It is all upon the decision of the organization management.
Results of commercial potential evaluation Evaluated technology 1 | Cloud aplications 2 | Energetic appliances for a heat utilization 3 | Senzoric networks in energetics
19 21 18
Verbal evaluation Worth of realization Great potential
22 20 18
Evaluation results â€“ example
Availability of detailed information (e.g. webpage) www.r-screen.com
Virtual Dimension Center (VDC) VDC is a competence and innovation center for digital product development, Virtual Reality and cooperative engineering. Almost 70 networking members of the Center comprise businesses, universities, and research and education facilities. VDC specializes in increasing the innovation and competitive abilities of SMEs through technology and knowledge transfer within this network. www.vdc-fellbach.de
Inovacentrum Inovacentrum is a gateway for companies interested in using the research and human potential of the CTU for the benefit of their business development. It provides support for joint projects linking academia with industry and licences new technologies emerging from the CTU. www.inovacentrum.cvut.cz
Technology Matrix CEBBIS PARTNER and contact person: Inovacentrum, Prague (CZ) Contact: Libor Hrstka e-mail: firstname.lastname@example.org
Goal To analyse deeper a TT idea from market, technology, finance and organization perspective
Host organization Inovacentrum, Czech Technical University (in later stages possibly shared with other partner TTOs in the Czech Republic)
Target group Inovacentrum staﬀ, University professionals, start-ups and spin-oﬀs in selected branches, university students and postgraduates. The service can be used the wide CEBBIS network.
Description First evaluation will be done in Inovacentrum with the Rapid Screen/Inovascreen tool. For second evaluation stage, technology will be tested in a deeper way, using so called market look. This technology matrix will create the second part of future multi-project management system. Technology matrix is methodology originally developed in 7 FP project High Tech Europe (www.hightecheurope.com). Methodology is working with „feasibility study“ as a basic tool for evaluation of new technology idea from economical, technical, marketing and organizational views.. For CEBBIS requirements was modified in two steps.
First step is useful for assessment level of feasibility study prepration. We compare between us diﬀerent technology ideas and we recognized which one has collected relevant data for finalization, so how much resources we need for competition.
Feasibility study Pestel analysis • Technological potential Technological feasibility
• Emergent • Strategic • Mature
• Industrial feasibility (investment and time to market)
Market and product feasibility
• Market tendencies and needs • Focus sectors • Marketing, sales • Swot matrix • Competitors / risk • Economic study
(PESTEL analysis= Political, Economic, Social, Technology, Environmental, Legal, plus Ethic and Consumer trends) 30
Second step is represented by multi-project management, which deals with optimization of project portfolio from point of estimated results (profit, value, ROI, number of new technologies, impact from new technologies etc.) as well as from point of disposable resources (financial, human etc.). The multi-project management consists of evaluation of a feasibility study (scoring based on excel matrix) with associated targeting (it is very expensive to make research for each component ofa feasibility study – project managers, project owner or head of organization must decide what questions are critical so for which question is necessary
• Technology Matrix
to make own research) and decision making – managers receive list of projects with score, and they make the final decision with taking the following factors into consideration: ➜ total amount of resources ➜ list of project (stage of preparation) ➜ estimated result (number of manageable projects, total investment, other expected results) The second important part of multi-project management is represented by evaluation of technology ideas described in feasibility study. It uses the similar pattern of matrix scoring and decision making. First Technology matrix allocated budget for project preparation. This matrix is useful for allocation resources for implementation phase. Availability of detailed information (e.g. webpage) Product is partly based on experience from technology evaluation from FP 7 project www.hightecheurope.com
Event Management / Round Tables CEBBIS PARTNER and contact person: Inovacentrum, Prague (CZ) Contact: Libor Hrstka e-mail: email@example.com
Goal To enable mutual discussion on current topics among university (primarily within the Czech Technical University) and the business representatives from the industry in order to reveal and understand needs and opportunities for cooperation existing on both sides
Host organization novacentrum, Czech Technical University (in later stages possibly shared with other partner TTOs in the Czech Republic)
Target group Inovacentrum staďŹ€, University professionals, CTU students and postgraduates, industrial companies in selected branches. The service can be used the wide CEBBIS network. 32
Description Important issue for each technology transfer organization is the process of initiation of communication among the university and industry and creating links between them. The event management is realized in the form of round tables, where the university representatives and companies from selected industries meet. At the first stage of the event management the topic of the discussion is determined
• Event Management / Round Tables
and the suitable partners from the university as well as from the private sector side are selected. The meeting enables the structured as well as the open discussion. Communication and cooperation is based on the mutual trust. The whole event is fully covered, prepared and organized by Inovacentrum. Inovacentrum serves as a mediator during the event itself and, if a concrete project arises, also throughout the contract realization by providing the full service concerning the project management and ensuring administrative and financial issues. The more specific description of the process is provided below: 1. Marketing and contracting phase ➜ active screening of the possible topics and client needs in the industry and academic area with subsequent preparation of the concept and discussion about the contract 2. Preparatory phase ➜ cooperation and support in area of the aim of the meeting and its goals ➜ management and realization of the important key steps such as topic selection, invitations, identification of suitable partners, feedback, marketing materials, premises for the meeting, catering and so on ➜ fostering the open and trustworthy communication with all of the involved parties 3. Realization phase, conclusion and evaluation of the project ➜ moderation of the meeting ➜ provision of all necessary aspects for the participants of the meeting (technical help, driving directions, supporting materials, handouts) ➜ management of billing and payment process ➜ feedback and recording of the meeting ➜ after meeting activities
Example of the realization of the round table meeting: Round table meeting is held usually on Tuesday or Thursday on the premises of Czech Technical University in Prague. The length of the meeting is usually around 3 hours. Programme example: 10:00–10:15 introduction 10:15–10:45 presentation of the round table meeting initiator 10:45–11:00 break 11:00–12:00 discussion related to the main topic, areas of cooperation 12:00–12:15 break 12:15–13:00 specific bilaterall discussion among the participants and agreement on following steps
Marketing Innovation – The Innovation Challenge CEBBIS PARTNER and contact person: Styrian Business Promotion Agency Contact: Wolfgang Schabereiter mobil: 0043-664-33 26 936 e-mail: firstname.lastname@example.org In the marketing innovation script you get a closer look at the marketing innovation challenge. You will get an understanding of the role of marketing within the innovation process and its implications for the selection and development of marketing approaches, methods and techniques. You should understand the inherent logic of disruptive innovations and its implications for innovation strategies and their support through marketing. At the end of the module you should be able to gather market intelligence, identify value propositions, direct eﬀective communication policies in the environment of incremental and disruptive innovation. You should become sensitive towards potential pitfalls of disruptive innovation. Specifically the objectives of the module are to: ➜ Understand the fundamentals of marketing, including marketing concepts, marketing system, marketing research, consumer behaviour, customer requirements etc., in the new innovation based competition environment; ➜ Understand the interplay of the marketing mix variables; ➜ Appreciate how innovation and information technology can enhance marketing; ➜ Apply the marketing concepts to develop strategic marketing plans for innovative business operations.
Availability of detailed information (e.g. webpage) Script will be published on the website www.creative-trainer.eu Owner of the script is Nottingham Trent University, Mr. Kostas Galanakis
Management of Innovation Projects CEBBIS PARTNER and contact person: Styrian Business Promotion Agency, Graz (AT) Contact: Wolfgang Schabereiter mobil: 0043-664-33 26 936 e-mail: email@example.com The collaboration on projects and leadership of these projects pose a unique challenge for the people involved. The project members should be able to analyse, structure and evaluate factual and social interrelationships in order to then develop solutions that take into account the goals of the company. In order to be able to eﬃciently carry out projects, knowledge of the fundamental planning elements of project management is required. Only by making use of the various project planning tools is it possible to complete a project in the envisaged time and with the designated resources. Aside from this, the use of project management methods naturally also serves to prevent a “drifting oﬀ-course” of the project which may lead to an explosion of costs and time. This module will therefore introduce the fundamental tools of project planning. It should be of help when planning and managing a project. 36
As a means of support, diﬃcult technical terms that arise during this module will be listed in a glossary at the end. In detail the following contents are in this script: ➜ Becoming familiar with the theoretical background and the “philosophy of project management” ➜ Becoming familiar with certain project management techniques and tools in order to
• Management of Innovation Projects
be able to carry out and complete projects, as well as actively taking part in them and playing a part in their success ➜ Thinking-through and reflecting on the suggested approaches ➜ Thinking-through and reflecting on the tools introduced, as well as initial application of the tools in your own self-chosen project In this module you will specifically learn: ➜ ➜ ➜ ➜ ➜ ➜ ➜
What are projects? What is project management? Which phases are included in the project lifecycle? Which planning tools are available in the individual phases of the project? What sort of project organisation is available? How does project controlling work? How do I complete a project?
Availability of detailed information (e.g. webpage) Script – owner Wolfgang Schabereiter
Europeansâ€™ One Stop Agency for Virtual Engineering CEBBISPARTNER and contact person: Virtual Dimension Centerw. V., Fellbach (DE) Contact: Achim Czaykowska phone: +49-711-585309-13 e-mail: firstname.lastname@example.org
Goal To deliver world-class, global virtual engineering knowledge to SMEs, allowing them to become more competitive in their digital development process for creating more innovative products.
Host organization The Virtual Dimension Center (VDC)
Target Group Special attention is paid to the embedding of European SMEs to increase their ability to innovate and compete using virtual engineering technologies and knowledge transfer.
Description Service oďŹ€ering in the CEBBIS Network of Competence as a one stop agency for European SME in the field of virtual engineering: Information search and processing and match making on national and international level with the help of the competence matrix:
• Europeans’ One Stop Agency for Virtual Engineering
Important for us is the direct and personal contact with our network partners and customers. We like to take the time in person together to find the right people and establish contacts within and outside the network. However, the search for technology, project partners, service providers or specialists is often complex and time-consuming. It is particularly diﬃcult to obtain information which is both current and reliable in turbulent environments such as that of Virtual Engineering. Therefore, we have carefully collected, documented and filed up-to-date information on relevant technologies, suppliers and systems for special branches in an intern data center. Out of the data center we have developed the „competence matrix“ as an expertise cube which keeps records on hardware, software and methodological solutions and helps to find the right partner in a fast and reliable way. Amongst our expertise you can find numerous users, experts and researchers who specialise in the field of virtual enginering. Contacts to meet the needs of SMEs are e.g. easy to find using the three dimensions of the competence matrix: target industry, technology and services. Availability of detailed information (e.g. webpage) http://www.vdc-fellbach.de/wissen/virtual-engineering-online-democenter
GAPP Technology Broker Program CEBBIS PARTNER and contact person: Upper Silesian Agency for Entrepreneurship Promotion, Katowice (PL) Contact: Bartlomiej Plonka e-mail: email@example.com phone: +48 32 730 49 01
Goal Identification of commercial applications of the innovation, development of the market plan (in multiple scenarios) and identification of possible sources of financing the launch of the innovation.
Host organization Upper Silesian Agency for Entrepreneurship Promotion, Katowice (PL)
Target Group SMEs, Research Centres, public sector organisations and private companies 40
Description We oﬀer this service to selected technology developers whose innovative solutions have huge market potential according to our experts. As part of the service, we: ➜ Perform qualitative and quantitative evaluation of the market value of the intellectual property; ➜ Review the existing state of technology and check for existence of competitive technologies; ➜ Develop models for commercializing intellectual property;
• GAPP Technology Broker Program
➜ Study markets and analyze options for implementing innovative technologies; ➜ Target customers for newly developed innovative products and technologies; ➜ Assist with bringing the resulting products/services to the market. As part of the BroTech program (launched by the National Centre for Research and Development), the Regional Centre for Innovation and Technology Transfer of the Upper Silesian Agency for Entrepreneurship Promotion was one of the four institutions working as technology brokers. Our company worked in the fields of medical engineering, health research and medical biotechnology. This project was phased as follows: ➜ Idea: Communicate the potential and uniqueness of innovation to the stakeholders, learn more details about the innovation and validate the intellectual property rights to the innovation; ➜ Incubation: Identify commercial applications of the innovation, develop bring to the market plan (in multiple scenarios) and identify possible sources of financing the launch of the innovation; ➜ Demonstration: Mold the innovation into a launchable product or service, look at the competitors and complete a SWOT analysis for the product/service; ➜ Promotion: Capture market feedback on the product/service and draft a project promotion plan; ➜ Support: Keep the product on the market and look for ways to maximize the use of the innovation; ➜ Report: Deliver a complete report describing the selected launch scenario addressing all of the foregoing steps. More information on BroTech can be found at: www.gapp.pl (available in Polish only) 41
Innovation School CEBBIS PARTNER and contact person: University of Primorska, Faculty of management, Koper (SLO) Contact: dr. Mitja Ruzzier e-mail: firstname.lastname@example.org phone: +386 40 436 708
Goal To improve creative skills, understand the process of problem solving with the support of design techniques, learn diﬀerent aspects of the innovation process such as observation, idea generation techniques, idea management, fast prototyping, design value, business models, marketing aspects, and consumer needs; known recently as design thinking concept.
Host organization University of Primorska, Faculty of management and University development center and university incubator of Primorska – UIP
Target Group 42
SMEs, Research Centres, Universitites and faculties, students, public sector organisations and private companies as well as the staﬀ of CEBBIS Intermediary organizations working with SMEs and research organisations to improve their business intelligence and strategic planning capabilities.
Description The I School represents an initiative to integrate new way of education and to use diﬀerent methods to learn some aspects of innovation process; such as observation, idea generation techniques, idea management, fast prototyping, design, business models, marketing aspects, and consumer needs; known recently as design thinking concept.
INNO-SKART Non-profit Ltd INNO-SKART provides information and fosters awareness about successful technology and knowledge transfer. It uses the gained spin-off competences to support R&D institutions and provides support to the members of Central Transdanubian Regional IT Cluster towards Information and Knowledge society. www.innoskart.eu
C Central Transdanubian Regional Innovation Agency R Non-profit Ltd. (CTRIA) N CT CTRIA is the regional-level agency responsible for innovation planning, project development, enhancement in of innovation services, marketing and network management. Its core focus is to establish and maintain m an network of services via a strong cooperation with other service providers, universities and the business sector. www.kdriu.hu
• Innovation School
Innovation school is not only a radically diﬀerent approach to the organization of education, but this approach is inextricably linked with a diﬀerent approach to research. It can be oﬀered as service/school/course to all interested stakeholders. The diﬀerence is that design thinking, which is the core approach of I School, stresses that successful innovative solutions require the use of all types of knowledge, from the human knowledge, to technological and business knowledge, and this can be achieved only by interdisciplinary groups. Therefore, the approach to problem solving is highly empirical, experimental, which means that problem solving is closer to the natural sciences research method than the traditional methods of research in business’s field. In the education process of I School is not involved only a single lecturer but a number of professors and external partners (professionals), in some cases, individuals from companies that are not only team leaders, but are also actively involved in the process of problem solving. The working process is in reality researching process where participants are involved in the process of problem solving in order to eﬀectively learn teamwork experience, experimentation and prototyping too. Accordingly, these require the involvement of diﬀerent resources to establish the physical infrastructure in the form of workshops, where participants have all the basic tools for prototyping and verification of business solutions, including the use of information and communication technologies. The I School is innovative in its performance, since it includes companies with real problems, their employees, students with diﬀerent profiles and end-users (consumers). The target groups are entrepreneurs, development centers and departments of all kind of companies, institutes, diﬀerent universities. The program of the I School will be developed in order to oﬀer its services/courses all year round. The services of the I School are designed also for foreign entrepreneurs, students and other partners who want to get involved in the process of problem solving. The real added value of the I School is the application and integration of theoretical and practical knowledge in problem solving. Attendants of the I School have the possibility to join interdisciplinary teams and by combining diverse knowledge and skills to more eﬃciently and successfully identify solutions to market needs. In addition, since in the preliminary study most researchers listed the lack of knowledge as an important barrier to commercialization, the I School will provide to its participants trainings for improving their entrepreneurial and managerial skills. More information on Innovation School can be found at: http://www.apps.mikrobiz.net/is
WiTeK – Wiki-Portal for Technology Transfer and Cooperation CEBBIS PARTNER and contact person: Zukunfts Agentur Brandenburg GmbH, Potsdam (DE) Contact: Dr Jens Unruh e-mail: email@example.com phone: +49 331 2 00 29 200
Goal WiTeK is a Wiki-Portal to support the transfer of technology between science and industry and to foster the cooperation between SME and research institutions. This tool will be a one-stop-portal for SME looking for innovation support within the region. With a single presentation of their request or oﬀer, they will have access to all the structures supporting technology transfer and will be able to come in contact with potential development partners.
Host organization 46
Zukunfts Agentur Brandenburg GmbH, Potsdam, Germany
Target Group SMEs, intermediaries, research centers and structures supporting technology transfer.
Description SME often complain about the diﬃculty to find the right interlocutor to help them solving problems in their product lines or to improve their processes. There are many
• WiTeK – Wiki-Portal for Technology Transfer and Cooperation
research centres, universities and other transfer structures in the region oﬀering a huge diversity of know-how. On a first look this know-how might sometimes appear as redundant and it requires a good knowledge of the discipline to be able to understand the diﬀerences within the oﬀers. SME usually don’t have this kind of detailed knowledge and may pick up the wrong academic partner. Thanks to WiTeK, an SME will be able to contact any intermediary or research structure to discuss common development, innovation or cooperation. Even if the contacted person isn’t the thematically best suited interlocutor, the SME will have its request presented to the entire network of innovation and research structures in the region. Its request will be implemented on WiTeK and so been made accessible to the entire regional academic world, amongst which the most suitable partner is to be found. WiTeK will be the central access to the regional transfer structures. WiTeK presents the following structure: ➜ My page The users can use my page to describe their knowledge, their fields of activity and their requests / oﬀers. This information will be made available to all the WiTeK’s users. ➜ Inquiry about innovative projects and cooperation An SME looking for support or a research structure oﬀering innovative technologies can present their inquiry on WiTeK (including the upload of documents). Each registered user will receive an email informing him that a new request (or oﬀer) has been published. He will then be free to follow the advancement of the inquiry (see updates), to answer it or to recommend an appropriate interlocutor. ➜ Updates The specificity of WiTeK is that the users can choose to follow the development of an innovation request or oﬀer by receiving emails informing him about the new posts on the inquiry pages he subscribed to. With this function, users will not be buried under all the new publications on WiTeK but will only receive targeted information about the theme they are interested in.
➜ Transfer structures With a single click, the users of WiTeK will be able to find all the regional structures providing support for the transfer of knowledge and technology between science and industry. ➜ Podcasts WiTeK will include podcasts of conferences or interviews about the themes innovation, technology transfer, cooperation between science and industry. ➜ Events Under this page, users can find regional, national or international events in the field of innovation, financial and technical support for innovation, technology transfers. This will avoid long searches on internet, registrations for several newsletters and dissection of the mountain of information to find the useful one. It will be a time-saving oﬀer of WiTeK. Availability of detailed information (e.g. webpage) The tool can be found under www.zab-tt.de. For non-registered users, the navigation is restricted, what concerns the reading and editing of the implemented information.
Innovation Potential Measurement CEBBIS PARTNER and contact person: Innoskart Nonprofit Ltd. Contact: Ms PINTÉR Zsuzsanna e-mail: firstname.lastname@example.org phone: +36 20 988 5351
Goal To deliver an assessment on the company scanned which is able to show the significant diﬀerences, deviances, both – positive and negative directions – thus highlights the possible improvement points in order to leverage the innovation potential.
Host organization Innoskart Business Development Nonprofit Ltd. (in later stages possibly shared with other partner subject to appropriate licence agreements to be negotiated by Innoskart Ltd. with the provider)
Target Group This is an industry-specific innovation measurement program for small and mediumsized enterprises.
Description Innovation’s primary purpose is to create new value for customers; most of these indirect indicators measure: ➜ the financial performance of the companies ➜ the efficiency of the companies
Regular high levels throughout the years definitely show innovative processes in the background. This is the key to maintaining the long term viability of a company. That is why there is a need to design a system of indicators that does not only show the relative position of the companies but also their performance changes over time compared to their previous performance from the innovation potential. This method is aimed at supporting the strategic planning of businesses. In doing so, the deviations from the equilibrium value derivation of expected future changes in the recognition and pointing atypical situations. Such a measuring system innovation potential advantage: ➜ businesses in the SME sector, an objective measurement system supported by a clearer understanding of their own approach to their innovative potential ➜ for the banks, that when a small business contact them with a loan application, they can more accurately assess the long-term development potential and thus the riskiness of funding ➜ for the intermediary to the scarce amount of aid granted to enterprises know that the greatest potential for innovation, and the amount awarded by the improvements funded innovation includes the development of other economic actors also helps ➜ the venture capital companies that are able to decide which companies to support the most promising acquisition success The Innovation Potential Measurement process
Many questions were arisen in connection with the methodology designing of objective measurement for innovation potential. There are significant diﬀerences in the number of employees, total assets or sales revenue if we observe the SME’s. That was the main reason for the decision to set up a database first, filled in with basic data and information which are relevant in terms of innovation potential aspect and could give a basic background for indicators. However, the data in this form do not function as a proper basis for the study because in this way almost automatically the companies with large sales and profits will be the „strong“ companies without necessarily having innovation potential. Thus, a viable solution for comparison is to free the data from the size aspect, i.e. to make them size-independent and then compare the obtained results. The other factor is the multi-dimensional extension of the method – not only companies
• Innovation Potential Measurement
but also periods are compared. The obtained results for a given period show the participant companies’ performance compared to each other, and also the change in the observed companies’ performance in each year. In order to avoid distorting eﬀects of inflation on the results, we consider the first year as the base and correct the data of all the other years with the oﬃcial inflationary rate to the initial year. Although innovation activities of conscious design are not the “habit” of the SME-sector, the company leaders instinctively create a corporate strategy. That in itself has a positive eﬀect on innovation processes, even if they are not conscious processes at all, in this way indirect indicators give correct results. More information on Scan can be found at: http://innoskart.eu/en/szolgaltatasaink/innovacios-potencial-meres/
Business Case Evaluation CEBBIS PARTNER and contact person: Central Transdanubian Regional Innovation Agency Nonprofit Ltd. Contacts: Anett Vidovenyecz e-mail: email@example.com phone: +36-20-667-5560 Contacts: Ákos Szépvölgyi e-mail: firstname.lastname@example.org phone: +36-20-384-4472
Goal The main goal of the service is to develop and test a supportting tool for SMEs and R&D organizations to help them getting a clear picture on the needed interventions for the further development of their innovative ideas. The ICT based tool is suitable to collect all relevant information on the idea and gives a support to find the right technology and other relavan services.
Host organization Central Transdanubian Reginal Innovation Agency Nonprofit Ltd, Hungary-Székesfehérvár
Target group SMEs, research and development organisations
Description The inputs to this tool can come from diﬀerent development levels of the ideas/projects (research, prototyping, production, commercialization, etc.), so the outputs deal with all possible TT support interventions. The result for the beneficiaries covers the following elements: type of needed support (e.g. application, IPR, marketing); proposed supporter organization; needed licences (if any) to take the intervention; joining legal framework;
â€˘ Business Case Evaluation
cost estimation with the summary of related public resources and possible cooperating partners. The service had been tested on more than 30 SMEs. All needed inputs had been collected and the evaluation have been done. The activity of the results is continouosly monitored and permanent support is given to the companies. The simple structure of the tool is as follows:
A structured web-based questionnaire as an input to get all information on an idea/project
Evaluation of the result with an ICT application
Feedback for the idea owners on the needed interventions to succeed their projects (connect them to the CEBBIS services)
Availability of detailed information (e.g. webpage) The new tool had been integrated to our CEBBIS Service Center and can be reached through the following webpage: http://kdriu-web.sharepoint.com/Pages/default.aspx
I. Who are the CEBBIS partners?
AREA Science Park is recognized as the main and most experienced multi-sector science and technology park in Italy. The Park, established in 1978, extends over 55 hectares and has more than 90.000 sqm of equipped laboratories, oďŹƒces and service structures located in two campuses on the hills overlooking Trieste and in one campus in Gorizia, in the Friuli Venezia Giulia Region, north-East of Italy. AREA Science Park is managed by the Consorzio per lâ€™AREA di Ricerca Scientifica e Tecnologica di Trieste, a national public research organization of the Italian Ministry of University and Research (MIUR), and employs more than 130 skilled workers. AREA Science Park hosts almost 90 national and international R&D organisations, that include public research institutions, private R&D and innovation centres, knowledgebased companies. Innovation Factory, the on-site incubator, hosts 21 research groups and start-ups located in the main campus of Padriciano. The personnel of all the centres and organizations located in its campuses totals around 2.500 units. AREA Science Parkâ€™s main features are the fostering of innovation, the creation of lasting relationships between researchers and companies and the promotion of technology transfer at the regional, national and international level (also with the set-up of infrastructures and interventions of international capacity building). Its technology transfer model, based on a network of competence centres, (Innovation NetworkTM) is today widely recognized as a best practice, alongside its permanent system to link research and industry (SISTER).
The Styrian Business Promotion Agency SFG is a modern economically-oriented service enterprise whose aim is to contribute to the strengthening and growth of the Styrian economy. SFG supports business by means of:
• I. Who are the CEBBIS partners?
1. Granting subsidies to enterprises, especially to founders, R&D activities, qualification of employees, networking 2. Carrying out projects with companies (i.e. technology transfer projects, regional development projects) 3. Setting up networks, such as cluster organisations 4. Providing infrastructure in the form of so called „Impulse Centres“, which comprise incubator centres, technology parks and innovation centres There are almost 30 Impulse centres in Styria providing modern oﬃce space and seminar facilities, oﬀering financial support as well as comprehensive counselling on support, information platforms and contacts. SFG promotes and co-sponsors impetus centres and supports outstanding projects such as the ACS Automobile Cluster Styria, the HCS Wood Cluster Styria and the Styrian competence centres. SFG also supports SMEs to initiate and implement innovations. It strives to improve knowledge and technology transfer and provides financial support as well as external expertise. SFG oﬀers comprehensive information and consultation regarding innovation, raises awareness and motivation on the part of SMEs and supports them by tailor-made promotion programs for their innovation plans.
Inovacentrum is the Technology Transfer Oﬃce at the Czech Technical University. It supports scientists in their eﬀorts to transfer new inventions to market and supports companies looking for scientific expertise to improve their products. Inovacentrum oﬀers mainly the following services: ➜ A comprehensive range of services for entrepreneurs desiring to innovate their products, services and processes, applying the expertise of scientists from one of the most prestigious technical universities in the region. ➜ A variety of courses and seminars for scientists and other university employees in order to develop their skills and knowledge in all aspects of intellectual property rights protection and the technology transfer process from university to industry. ➜ A variety of certified courses and seminars for students in order to establish good
practical contacts with commercial firms and, consequently, to ensure a successful start to their career. At Inovacentrum, the Technology and Innovation Centre at the Czech Technical University in Prague, the most prestigious technical university in the Czech Republic, we find researchers in accordance with the requirements of our specific clients. We negotiate contracts and provide ongoingassistnace while the order is being delivered. We ensure that clients´ requirements are met. We help academics, graduates and students to convert scientific results into practical applications.
Zukunfts Agentur Brandenburg GmbH is the one-stop-agency supporting investors, existing enterprises and other stakeholders in the federal state of Brandenburg. It is a commercial company owned by and receiving subsidies from Brandenburg.As main partner of the Federal Ministry of Economic Aﬀairs, ZAB coordinates the technology transfer system in Brandenburg and is able to shape the system in collaboration with regional government and other relevant authority bodies. ZAB is fully responsible for development and monitoring of the Berlin-Brandenburg innovation strategy in which the two Länder work jointly towards five future sectors and cross-sectoral topics such as the internationalization of regional business-networks. ZAB is responsible for the technical evaluation of proposals for regional RTD-funds and oﬀers support for national RTD-funds to the benefit of regional companies.ZAB’s oﬀer comprises:
Advice on all aspects of corporate establishment Support for innovative, technology-oriented, complex start-up projects Promotion of innovation and technology Technology transfer between science and business Advice on subsidies and help with processing of applications Participation in regional, national and international trade fairs Energy consultancy and energy management Support for foreign marketing activities
The Virtual Dimension Center (VDC) is Europe’s leading network for Virtual Engineering and Virtual Reality. Since 2002 the VDC has been creating synergies among the network members and supporting IT-technology transfer in the field of virtual engineering. Over 100 international members and partners – among them research institutions,
• I. Who are the CEBBIS partners?
technology suppliers, service providers, users and multipliers – are cooperating in the area of simulation, visualization, product lifecycle management (PLM), computer aided engineering (CAE) and virtual reality (VR), in essentially the entire virtual engineering value chain. Compared to companies outside the network, the cluster members benefit from a higher innovation activity and productivity thanks to the information and financial advantages. These competitive advantages are a result of transparent competences, increased information flow and business contact network. The VDC is located in the Stuttgart Region, Germany.
The Upper Silesian Agency for Entrepreneurship Promotion and its Regional Centre for Innovation and Technology Transfer have been for more than 15 years working to foster competition and facilitate the transfer of know-how, technologies and innovation among business enterprises. Our huge experience in working with institutions from all over Poland and Europe and our involvement in a couple of dozens of projects related to the sharing and bringing to market (“commercializing”) technologies and innovation provided us with excellent understanding of the requirements and expectations of both business enterprises and R&D organizations. Its collaboration with business produced specific proposals for pro-innovative consulting services: the Marketing Requirements Audit, Marketing Audit of a Young Company and Strategic Enterprise Audit. Thus, our portfolio of services for business was tailored to diﬀerent enterprise maturity phases and various expectations and business needs. However, the key to the success of the consulting services oﬀered by the Centre is their outcome: innovations in place and technologies brought to the market. Its collaboration with researchers includes primarily involvement in many projects addressed to the employees of the R&D sector, provision of dedicated training courses, and looking for ways to encourage R&D and business to shake hands. We do the latter mostly by oﬀering our services as a technology broker, i.e., a person acting primarily as an expert in a field of science.
ARP – Industrial Development Agency has been established in 1991 and it is currently one of the most important institutions in Poland responsible for the implementation of the governmental industrial policy. Being a joint stock company owned entirely by the State Treasury it is obliged to ensure that the tasks carried out for the public benefit meet the requirements of the commercial activities i.e. the market.
Its mission and activities include: ➜ Managing the capital portfolio in a manner which guarantees an increase in its value ➜ Active restructuring of companies with the use of own funds, as well as participation in privatization processes commissioned by the State Treasury ➜ Providing financial assistance for entrepreneurs who carry out innovative undertakings ➜ Expanding and developing investment areas, including special economic zones ➜ Building infrastructure of technological parks to increase companies’ ability to introduce innovative technologies and products.
The Central-Transdanubian Regional IT Cluster (KDRIK) was founded on 20 July, 2006. Its seat is in Székesfehérvár, Hungary. For-profit cluster members mainly benefit from consortia and contractor-subcontractor relationship based R&D&I schemes, without which member companies would have fewer opportunities – due to the size of typical members. In the wake of the co-operation, significant technical and innovative goals were achieved by the cluster. Characteristics of co-operating enterprises confirm that it is a horizontally organised cluster. Its members are mainly SMEs from IT areas. One of the expected advantages of networking is knowledge creation, hence, currently 4 knowledge centres, as well as development and market related sector actors improve the quality level of complex IT services. One of KDRIK’s main characteristics is that its for-profit members are mainly micro and small enterprises, even the biggest ones are in the lower segment of the medium category. 58
Innoskart Business Development Nonprofit Ltd. was founded in October 2008 as the Central-Transdanubian Regional IT Cluster’s (CTRIC) management organisation. Our activities related to the cluster management: ➜ Foster cooperation inside the cluster beginning from project generation, information service through training programs, exhibition visits and free-time activities as well ➜ Relationship building inside the cluster, and on regional, national and international level as well
West-Transdanubian Regional Development Agency (WESTPA) WESTPA is responsible for design and implementation of the support scheme of the â€žcluster service developmentâ€œ and for the regional innovation fund that supports a large number of innovation projects in west Pannonia. www.westpa.hu
Upper Silesian Agency for Entrepreneurship Promotion (GAPP) GAPPâ€™s primary objective is to develop entrepreneurship in Silesian region and participate in its restructuring by creating methods and instruments which increase competitiveness and support entrepreneurship. www.gapp.pl
• I. Who are the CEBBIS partners?
➜ Organisation establishment, the management of the formal frames of the cooperation system between the cluster management organisation and the cluster ➜ The operation of the cluster management services, member management ➜ Quality control of internal processes ➜ Building cluster database, inside of which the establishment of a competence-, customer- and partner database, market analysis ➜ Project management, thus participating in the cluster projects’ implementation, their monitoring ➜ HR development, organising training programs, event organisation, visiting exhibitions ➜ Cluster appearance, image construction, PR activities related to the cluster’s operation.
The Central Transdanubian Regional Innovation Agency aims at supporting, coordinating regional innovation processes by organizing innovation networks and especially by providing innovation and innovation support services in Central Transdanubian Region. Services are primarily targeted at a supportto small-and mediumsize businesses, regional bridge-building and R&D organizations. The main activities of CTRIA are covering the following areas: ➜ ➜ ➜ ➜ ➜ ➜
promoting innovative, high-growth potential SMEs by value-added services development of technology transfer networks R&D&I project development and project management international project development innovative project evaluation, impact assessment innovation promotion
Our activities are continuously customized and tailored to the needs of actors standing on the demand and supply side of innovation. We are striving for fostering the region’s development in the most eﬃcient ways. Therefore the essential strategic objective of CTRIA is creating a complex range of services by integrating and connecting the existing regional innovators into a network for filling in the gap of yet non-existing activities and services and to expand or amend the existing ones if necessary.
West-Transdanubian Regional Development Agency (WESTPA) started operating in 1999. The Agency has an active role in establishing and operating professional relationships within and outside of the Region, in economic development, local initiatives, R&D and innovation. One of the most important tasks of the Agency is the implementation of the comprehensive territorial development programme of the WestTransdanubian Region (2007â€“2013) through involving the most possible stakeholders in the joint planning and work. Due to its versatile work the Agency has become a key player in the development of the West Transdanubian Region. Activities of the Agency: 1. As Intermediary body of the New Szechenyi Plan West Transdanubian Operational Program 2. Strategic planning 3. Project development 4. Economic development 5. Participation in International Programs The Faculty of Management is a member of the University of Primorska. The faculty provides undergraduate and postgraduate study programmes, programmes for lifelong learning and further education. Apart from education and research, the faculty also provides consultancy to companies and other organisations pursues publishing and library activities and organises international conferences. The vision of the Faculty of Management is to become one of Europeâ€˜s top quality business schools, with a tangible impact on economic success as well as on wider socio-economic environment of the Central and SE Europe and the Mediterranean. 62
The research activity of the Faculty is closely embedded in numerous national and international research projects, in which the faculty cooperates with many domestic and foreign higher education institutes and centres. The research work is an integral part of the activities of higher education lecturers, researchers and associates of the faculty. The faculty, in cooperation with various institutions, organises a number of scientific seminars, workshops and conferences each year.
University of Primorska â€“ Faculty of Management The vision of the Faculty of Management Koper is to become one of Europeâ€˜s top quality business schools, with a tangible impact on economic success as well as on wider socio-economic environment of the Central and South-Eastern Europe and the Mediterranean. www.fm-kp.si
CEBBIS | Trans-regional branch based network improving technology transfer and innovation support to SMEs
Contact www.cebbis.eu email@example.com Communications Inovacentrum CTU Czech Technical Univesity in Prague Jugoslávských partyzánů 3 160 00 Praha 6 Czech Republic Tel: +420 222 368 648 Project Lead Partner AREA Science Park Padriciano 99 34012 Trieste Italia
Published on Feb 17, 2013
CEBBIS is a network of 11 partners from the Central European region with a common interest in trans-regional, branch based, demand-led solut...