Embracing OPEN INNOVATION IN EUROPE · Networks of Innovation. Open Innovation accelerates the...
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Embracing OPEN INNOVATIONIN EUROPEA Best Practices Guide on Open Innovation Policies euris project
Embracing OPEN INNOVATIONIN EUROPEA Best Practices Guide on Open Innovation Policies euris project
This publication was produced as part of the project “European Collaborative and Open
Regional Innovation Strategies – EURIS” co-funded under the Interregional Cooperation
Programme INTERREG IV C by the European Regional Development Fund (ERDF).
The Interregional Cooperation Programme INTERREG IVC, financed by the European
Union’s Regional Development Fund, helps Regions of Europe work together to share
experience and good practice in the areas of innovation, knowledge economy, environ-
ment and risk prevention. EUR 302 million is available for project funding but, most
importantly, a wealth of knowledge and potential solutions are also on hand for regional
policy-makers.
Editor (EURIS Lead Partner)
Rafael Muguerza
Dirección General de Empresa e Innovación
Departamento de Desarrollo Rural, Industria, Empleo y Medioambiente
Gobierno deNavarra
ParqueTomás Caballero nº 1, 6ª planta.
31.005 Pamplona
Navarra (Spain)
E-mail: [email protected]
Phone: +34 848 42 76 63
Authors
All EURIS partners have contributed to this publication.
Co-ordination: Raf Sluismans and Wim de Kinderen, Brainport Development NV.
• Rafael Muguerza, Ana Vicente, Begoña Sesma, Silvia Ojer, Government of Navarra,
Pamplona, Spain.
• Stephanie Fleischmann, Bertram Gaiser, Florian Krebs, Stuttgart Region Economic
Development Corporation (WRS), Stuttgart, Germany.
• Wim de Kinderen, Ton van Lier, Jasmijn Rompa, Anne Verhaag-van Nuland, Raf Sluis-
mans, Brainport Development NV, Eindhoven, The Netherlands.
• Eszter Fátrai, Tamás Kocsondi, West Transdanubian Regional Development Agency
(WTRDA), Gyor, Hungary.
• Marcin Podgorski, Michal Mackiewicz, Malgorzata Drozdzal, Bartosz Krawczyk, Monika
Urbaniak, Artur Stelmach, Monika Zielinska, Marshal’s Office in Lodz, Lodz, Poland.
EURIS partners would also like to thank and acknowledge the contribution of all the
organizations and individuals who have been involved in the identification, definition
and exchange of EURIS Good Practices and who are listed in the Acknowledgements
appendix.
This publication can be accessed on the Internet: www.euris-programme.eu
Pamplona (Spain) March 2012.
© Photo page 23 Larrión & Pimoulier
Design and layout Belén de Rosendo [BdR comunicación]
Printing Gráficas Lizarra
National Book Catalogue Number NA-542/2012
´́
FOREWORD 061. INTRODUCTION 09AOpenInnovation 11BPolicyRelevanceofOpenInnovation 12cEURISproject 18dHowtousethisGuide 242. INVENTORY OF GOOD PRACTICES 273. BEST PRACTICES 33ABestPracticesSummaryTable 34BBestPracticesPitches 354. GUIDELINES FOR THE ASSESSMENT
AND TRANSFER OF BEST PRACTICES 555. EURIS PARTNERSHIP 61ANavarraRegion,Spain 63BStuttgartRegion,Germany 64cEindhovenRegion,TheNetherlands 65dWestTransdanubiaRegion,Hungary 66eLodzRegion,Poland 676. INTERREG IV C PROGRAMME 69ACKNOWLEDGMENTS 72
TABLE OF CONTENTS
first of all FOREWORD
heInnovationUnionFlagshipInitiativeoftheEurope2020StrategypromotesthetranslationoftheOpenInnovation culture from the private sector into theInnovationGovernancesystemtofosterOpenInno-vationpractices,ifEUcompaniesaretobecomekeyplayersincurrentGlobalNetworksofInnovation.
Accelerated collaboration rates between companies and researchcentresinclose-to-marketinnovationprocesses,theuptakeofIntel-lectualPropertyRightsfortheirfullexploitationthroughtechnologymarketsandtheintegrationofconsumersandcitizensintotheknowl-edgecreationprocessarepointedoutamongstthepracticaleffectsofembracinganOpenInnovationcultureinEurope.
Although the Open Innovation concept was initially developed byHenryChesbroughasabusiness—drivenphenomenon,ithasimpli-cationsforResearchandInnovation(R&I)policies,asframeworkcon-ditionsarekeytofosteranopenandcollaborativeenvironment.
“European Collaborative and Open Regional Innovation Strategies–EURIS”, is an inter-regional cooperation project co-funded undertheINTERREGIVCProgrammebytheEuropeanRegionalDevelop-mentFund(ERDF),whichaimstohelpEUregionstoembraceOpenInnovationandmainstreamitintotheirregionalinnovationpolicies.EURISpartnershipiscomposedby5EUregionsfromSpain(Govern-mentofNavarra),Germany(StuttgartRegionEconomicDevelopmentCorporation, WRS), The Netherlands (Brainport Development NV,
Eindhoven), Hungary (West Transdanubia Regional DevelopmentAgency) and Poland (Marshall’s Office of Lodz). EURIS addressesthehottopicof“OpenInnovation”fromaninnovativeapproach,con-tributingtothepolicydebatesonhowEURegionscanenhancetheirinnovationecosystemsandframeworksleadingtoOpenInnovationpractices.
Anappropriatemixofregionalscientific,technologicalandinnova-tionpoliciesaswellasindustrialpoliciesisneededtosupportOpenInnovation. This calls for improved coordination of these differentpolicyareas.PotentialpolicymeasurestosupportOpenInnovationshouldaimtoremoveexistingbarrierstocollaboration,toenablethedevelopmentofOpenInnovationstructuresandtoensurethecrea-
T ‘Open Innovation’ is like a championship at which all the players are winners
Foreword—7
tionanddiffusionofknowledgeflowswithintheinnovationsystem.Of particular importance is the removal of barriers to co-operationacrossEuropeandtheavailabilityofskilledworkforcesoastomeetOpenInnovationneeds.
EURIS has produced this Guide in order to provide policy-makersandprogrammemanagerswithastrategic insight intoregional in-novation,thusleadingtoareflectiononwhichpolicies,measuresandsupport programscan strengthen and accelerateOpen Innovation,collaboration and cooperation practices between innovation stake-holders,bothattheregionalandinter-regionallevel.
To that end, EURIS has identified and studied regional policies on5 collaborative policy areas that contribute to regional innovationecosystemsenablingOpenInnovationpractices:
•NetworkingandCollaboration•HumanCapitalandEntrepreneurshipCulture•IntellectualPropertymanagementandTechnologyMarkets•AccesstoFinance•Knowledge,ScienceandTechnologybase
Thirty-fiveregionalGoodPracticesonsuchpolicyareas,supportedbyregionalauthoritieshavebeenidentifiedandreportedbyEURIS,available on the project website (www.euris-programme.eu). SuchGoodPracticescomefromEURISpartnerregions’experience,aswellasfromotherEUandnon-EUregions.
Aselectionof18suchpracticeshavebeendeemedasBestPracticeswhichmightinspireorguideotherEUregionsindesigningandim-plementingfurthercollaborativepolicyefforts,andsuchselectionisreported in this Guide. Furthermore, the Guide also provides somepractical inputandtips for thepotential transferofsuchBestPrac-ticesbyotherEUregions,proposingasimplemethodforthesuccess-fulassessmentandimplementationofanyeventualtransferprocess.
WehopethatthisGuidewillillustratethatregionalpoliciescanre-allymakeadifferenceintheembracingofOpenInnovationandwillbecomeaninspiringtoolforallthoseEUregionswillingtoovercomecultural, institutional and geographical boundaries for the develop-mentofmoreOpenInnovationproneinnovationecosystems.
EURIS Project
The hot topic of ‘Open Innovation’ EURISaddressesthehottopicof‘OpenInnovation’fromaninnovativeapproach,contributingtothepolicydebatesonhowEUregionscanenhancetheirinnovationecosystemsandframeworksleadingtoOpenInnovationPractices.
1. At a glanceINTRODUCTIONa Open Innovationb Policy Relevance of Open Innovationc EURIS projectd How to use this guide
10—EURIS. Embracing Open Innovation in Europe
Fernsehturm at Stuttgart
Introduction—11
aOpen InnovationOpenInnovationisatermpromotedbyHenryChesbrough,profes-sorandexecutivedirectorattheCenterforOpenInnovationatUni-versityofCalifornia,Berkeley(USA),inhisbook“OpenInnovation:TheNewImperativeforCreatingandProfitingfromTechnology”
The boundaries between a firm and its environment have becomemore permeable; innovations can be easily transferred inward andoutward.ThecentralideabehindOpenInnovationisthat,inaworldofwidelydistributedknowledge,companiescannotaffordtorelyen-tirelyontheirownresearch,butshouldinsteadbuyorlicenseproc-essesorinventions(e.g.patents)fromothercompanies.Inaddition,internalinventionsnotbeingusedinafirm’sbusinessshouldbetakenoutsidethecompany(e.g.,throughlicensing,jointventures,spin-offs).
TheOpenInnovationmechanismallowsorganizationtoacquire,in-tegrateandprocessexternalinformationmoreefficientlyandeffec-tively.Itisanewformofinteractingandcollaboratingwiththeexter-nalenvironmentofacompanyincludingvariouspotentialexternalactors(beyondsuppliers,customers,universities,etc.).
“OpenInnovationisanewparadigmthatassumesthatfirmscanandshoulduseexternalideasaswellasinternalideasandinter-nalandexternalpaths tomarket,as thefirms look toadvancetheirtechnology”.HenryChesbrough.
ByapplyingmethodsofOpenInnovationanorganizationcanover-comeitslocalsearchbiasandacquirepreciseneedinformationandthereforeinnovatemoresuccessfullyandcost-efficiently.
Open Innovation is not about… …but about •openaccesstoowntechnologies •strategicIPRmanagement•outsourcedR&D •strategicR&D•technologyonly •technologyandbusinessmodel•technicalinvention •commercialinnovation•appropriatingvalue •win-winpartnership•newventures •coreproductdevelopmentprocess•partnershipsonly •innovationecosystembuilding•cuttingresearchcosts •improvingR&DROIGlobalplayerssuchasProcter&Gambler,Apple,Phillips,Xerox,Sie-mens,amongothers,aswellasmanyinterconnectedSMEs(micro-multinationals) have already embraced Open Innovation on theirmidst. Open Innovation is the practice of looking beyond the fourwallsofyourcompany—towardssuppliers,universities,producersofcomplementaryproductsandservicesandotherfirms— to identifyandcapitalizeonnewopportunitiesforinnovation.
12—EURIS. Embracing Open Innovation in Europe
bPolicy relevance of Open InnovationTheOpenInnovationconceptwasinitiallydevelopedasabusiness-drivenphenomenon.However,italsohassoundimplicationsforRe-search and Innovation policies (R&I), asframeworkconditionsareveryimportanttofosteranopenenvironment,allowingbusinessestoembraceOpenInnovationapproaches,anditentailstheopeningupoftheR&Ifieldbeyondnationalboundaries.
Infact,thepolicyrelevanceofOpenInnovationstrategiesisbecom-ingmoreandmoreevidentinrecentEuropeanUnionpolicyandstrat-egydocuments. It is theepitomeofstrategies leading to increasedratesofcollaborationbetweencompaniesandresearchorganizationsforthefullexploitationofuntappedpotentialarisingfromresearchandtheembeddingofregionalcompaniesandinnovationstakehold-ersintoEUandinternationalvaluenetworks/chainsandintoGlobalNetworksofInnovation.
OpenInnovationacceleratestheexchangeofKnowledgeandTech-nologyTransferbetweenresearchcentresandcompanies,aswellasamong EU Regions. It creates new business opportunities in tradi-tionalandnewemergentsectors, responding to theEU’snewsoci-etalandcommunityneeds.Ultimately,suchstrategiesleadtoanin-creasedqualityoflife,livingconditionsandemploymentrates.
The new Europe 2020 strategy sets out a vision of Europe’s socialmarketeconomyforthe21stcentury,aimingatturningtheEuropeanUnion into a smart, sustainable and inclusive economy deliveringhighlevelsofemployment,productivityandsocialcohesion.
Europe2020putsforward3mutuallyreinforcingpriorities:
• Smart growthdeveloping an economy based on knowledge and innovation. • Sustainable growthpromoting a more resource efficient, greener and more competitive economy. • Inclusive growthfostering a high-employment economy delivering social and territorial cohesion.
Tothatend,the“Innovation Union”flagshipinitiative,oneofthesev-enflagshipinitiativessetoutbytheEuropeanCommissioninordertoachievesuchgoals,aimsatimproving framework conditionsandaccesstofinanceforR&IsoastoensurethatinnovativeideascanbeturnedintoproductsandservicesthatcreateGrowthandJobs.
TheInnovationUnionproposesthustotakecollectiveresponsibilityforastrategic,inclusiveandbusiness-orientednewR&Ipolicy,priori-tizingandprotectinginvestmentsintheEuropeanknowledgebase,reducingcostlyfragmentationandmakingEuropeamorerewardingplaceforinnovationandforbringingideastothemarket.
Under the wide range of actions and commitments set out by theInnovationUnion,Open Innovation is referred toasasought-afterapproach in order to deliver the so-called “fifth freedom”, the freemovementofinnovativeideasthroughmeanssuchasbrokerage,in-termediariesandnetworksupportactivities.Thus, theEUneedstotranslatetheOpenInnovationculturefromtheprivatesectortothe
Introduction—13
“openingupforbetterhorizontalandverticalco-operationofthegov-ernancesysteminordertoaccompanyOpenInnovationprocessesinanincreasinglytransnationaleconomy”.
Notwithstanding the above, such EU strategies and initiatives donotaddressdirectlyhowEUMemberStatesandregionscantackleand promote such Open Innovation strategies. Within this frame-work,the“European Open and Collaborative Regional Innovation Strategies-EURIS”project intendstoprovidesomeleverageattheEU level, pooling existing policies and experiences from Open In-novationpowerhousesanddeliveringguidelinesandPolicyRecom-mendationsforotherEUregions.
Thus, from an R&I policy perspective, a number of challenges arevisiblethroughthelensofOpenInnovation:
•OpenInnovationpracticesrequirevarietyintermsofsmallentre-preneurialactivitiesandtheiravenuesforgrowth,combinedwiththestructuresandactivitiesofmoreestablishedfirms.Thechallengeistoputinplacestructures,networksandmarketscapableofsupport-ingthedevelopmentofsuchentrepreneurialactivities.
• The need for more interconnectedness of actors, activities andknowledgeimpliescomplementarityamongactorsandOpenInno-vationinfrastructures.Thechallengeistoputinplacetheappropri-ateincentivesand(soft)infrastructurestoenabletheexploitationofcomplementaritiesandreducetransactioncosts.
Landscape of Lodz Region
14—EURIS. Embracing Open Innovation in Europe
•AsfirmsdevelopandintegrateintoGlobalInnovationNetworks,aprimarychallengeistostimulatedemandanddeveloplocalenviron-mentsthatareattractivetotheplayersthatperforminnovationactivi-tiesanddelivercommensuratebenefitstothecommunity.
We can conclude thus that Open Innovation requires encouragingthedevelopmentofknowledgeexchanges.Inthisperspective,publicpolicies shouldensure transparency in thedevelopmentof innova-tion intermediaries and knowledge markets. These infrastructureswouldenableenhancedconnectivitybetweensmallandlargefirmsandbetweenyoungandmoreestablishedcompaniesininternationalandOpenInnovationnetworks.
Underthisperspective,abroadframeworkofpolicyareas,atamul-tiple level of governance, does affect Open Innovation, but EURISprojectfocusesonpolicyareas:
•Fallingunder thecompetencesofRegional InnovationStrategies,thusrecognizingthekeyrolethatEUregionsplayontheEuropeanInnovationGovernance.
•UndertheCollaborativePolicyfield,asacollaborativeenvironmentiscrucialforthedevelopmentofknowledgeexchangeandintercon-nectedness.•Benefitingfromaninterregionalapproach,asOpenInnovationre-quiresovercomingregionalstrategicthinkingandtheopeningupofregionalinnovationsystems.Specifically,EURIS focuses on 5 policy areas, as it is deemed that they can most shape the regional inno-vationecosystems’attractivenessforthedevelopmentofconsistentOpenInnovationpracticesbycompaniesandinnovationactors.
´́Knowledge Management Center at Gyor
Introduction—15
Ontheonehand,networkingandcollaborationarecoreelementsofOpenInnovation;ontheotherhand,competitionremainsoneofthecoredriversof innovation.Themainpolicychallenge in supportingOpen Innovationwouldbetofindtherightbalancebetweencompetitionandcollaborationamongpartners.
Well-structuredprocessesandnetworkstofindandtoconnectsuitablepart-nersforinnovationaswellasappropriateknowledgeflowsbetweenactorsareneeded.Underthispolicyarea,thefollowingpoliciesandapproachesaredee-medtohaveapositiveimpactonthedeliveryofOpenInnovationpractices:
•Buildstrongnetworksincludingsmartpeople(“sectorchampions”),buil-dingonexcellenceandinvolvingstrongdrivers;developpublic-privatepart-nershipmodelswithmultinationalcompanies.•SupportintermediariesandplatformsforOpenInnovationbysettingupOpenInnovationagenciesorinvolvingclustermanagementunitsandsu-pportingthesharingoffacilities.•EncourageandsupporttransnationalinnovationactivitiesofSMEs.Enabletransnational collaboration, in particular between organizations in borderregionsbysynchronizingnationalresources.• Facilitate collaboration with partners outside Europe, e.g. by simplifyingrulesandregulationsforemployingnon-EUpersonnelforlimitedperiods.
CooperationinOpenInnovationsystemsrequiresnewskillsinthefieldofinnovationandknowledgemanagement,cooperationmanagementacrossdifferentculturesandsectors,financialandnetworkingskillsalongtheenti-revaluechainaswellasspecificbusinessskillsfor(newwaysof)technologytransfer,diversificationandcommercialization,etc.Furthermore, increasedawarenessofthebenefitsofOpenInnovationandmoreentrepreneurialspi-ritarealsoneeded.
Underthispolicyarea,thefollowingpoliciesandapproachesaredeemedtohaveapositiveimpactonthedeliveryofOpenInnovationpractices:
•Modifyoradaptexistingcurriculaatschoolsanduniversitiesincoopera-tionwithcompanies,takingintoaccountthespecificrequirementsofOpenInnovationandcollaboration.•Extendandsimplifymobility schemes toensure theavailabilityof skillsandtosupportmulti-culturalcooperation.OpenupexistingEuropeanmo-bilityschemestootherpartsoftheworld.•Setupinnovationcommunitiesinordertoincreaseawarenessofanew“Eu-ropeanapproach”toOpenInnovationacrosstheworldandpromoteEuropeaspreferredplaceto innovate.For this,existingcommunities likeclustersetc.shouldbesupportedtobecomegloballyactingOpenInnovationcom-munities.
1. Networking and collaboration 2. Human Capital and Entrepreneurship Culture
16—EURIS. Embracing Open Innovation in Europe
Openandcollaborativeinnovationasksforeasyaccesstopatentsystems,timely, simple procedures and a high presumption of validity of grantedpatents. The new commercialization processes might demand alternativeformsof IPprotectionand technology transferaswellasanenlargedpu-blicdomain.Underthispolicyarea,thefollowingpoliciesandapproachesaredeemedtohaveapositiveimpactonthedeliveryofOpenInnovationpractices:
•Ensurethequalityofgrantedpatents(rigorousapplicationofsearchandexaminationstandards).•Improveefficiencybyclosingproceduralloopholes,reducingpendencyti-mesandutilizingworkdonebyotherpatentoffices.•SupportpatentinsightandknowledgebypatenttrainingandsupportforSMEs and universities (e.g. European Patent Academy, European PatentNetwork).•Provideeasy-to-usepatentinformationaswellaspatentlandscapesforcri-ticalmarketsectors(e.g.ICTstandards,drugs).•OptimizeIPpoliciesofgrantauthorities(academicresearch)forcollaboration.•Raiseawarenessandknowledgeofalternativeformsandstrategiestopro-tectintellectualpropertyincludingstrategiesbasedonsharinginformation.•Supportthedevelopmentoftechnologymarketse.g.byatradingplatformorstockexchangeforIntellectualProperty.
SupportingtheavailabilityofriskcapitalandexitpossibilitiesareacrucialelementforafunctionalOpenInnovationsystem,asforinstance:
•Fosteraccesstoriskcapital,inparticularencouragebusinessangelsandventurecapitalistsacrossEurope(e.g.taxincentives).•Facilitatecross-borderinvestmentbybusinessangelsandventurecapitalinEurope.•ProvidebetterexitopportunitieswithinEuropee.g.byestablishingaspe-cificstockmarketofferingfastgrowing(young)companiestoraiseequitybygoingpublic.•Raiseawarenessandopennessofcompanies(inparticularSMEs)towardsriskcapital.
4. Access to finance
FosteringEurope’sexcellenceinScienceandTechnologyandcontributingeffectivelytosustainabledevelopmentworldwideneedsmoreinternationalcooperationandmorepoliticalcoordinationinordertoovercomethefrag-mentedEuropeanresearchlandscape.
3. IP Management and Technology Markets
5. Knowledge, Science & Technology base
Introduction—17
WhereasEuropeisleadinginmanyhigh-techR&Ifields,itisoftenlaggingbehindUSAandAsiancountrieswithviewofcommercializationinparticu-larwithregardstolow-techandadaptivetechnologies.Ingeneralabalan-cedsetofmeasures isneededtargetingbothexternal (also international)collaborationandinternalR&Iofcompanies.Policiesunderthisareamightentailto:
•Concentratemoreonworld-classpoles(researchcentresofexcellenceandclusters)andstriveforexcellence(strengthenthe“highpotentials”)inordertoincreasevisibilityandensurecompetitiveness.•SimplifyprocessesanddeliverymechanismsinordertofosterR&Icolla-borationandbusinessR&IacrossEurope(e.g.throughinnovationvouchersinsteadofclassicalsubsidiesortaxincentives).•Supportandbuildcommercialnetworkswithindustryinordertoaccele-rate the technology commercialization activities and to foster technologytransfer.•FocuspolicysupportnotonlyonR&Ihightechfields,butalsotargetlow-techandservicesasimportantfieldsforcommercializationatglobalmar-kets.Nevertheless,publicspendinginR&IandknowledgecreationremainsofhighimportanceforEurope.• Foster international collaboration by opening up government programsandEuropeanResearchArea(ERA)toforeignaffiliatesorpartners.
Knowledge, Science & Technology base (more info)Anappropriatemixofregionalpolicies,scientificandtechnologicalpoliciesaswellasindustrialpoliciesisneededtosupportOpenIn-novation.Thiscalls for improvedcoordinationof the5policyareasmentionedabove.
PotentialpolicymeasurestosupportOpenInnovationshouldaimtoremoveexistingbarrierstocollaboration,toenablethedevelopmentofOpenInnovationstructuresandtoensurethecreationanddiffu-sionofknowledgeflowswithintheinnovationsystem.Ofparticularimportanceisalsotheremovalofbarrierstoco-operationacrossEu-ropeandtheavailabilityofskilledworkforcewithviewofOpenIn-novationneeds.
Ultimately,animprovedunderstandingofthemechanismsofOpenInnovationcallsforturningtheviewsfrommarketfailuretosystemfailure,policyinterventionsfromcompanyormarketsupporttosys-temicdevelopmentandfocuson interactions.Amoresystemicap-proachtoinnovationpoliciesisneededtakingintoaccountthewholebusinessenvironmentinsteadofsolelymarketissues.
18—EURIS. Embracing Open Innovation in Europe
CEURIS projectThemaingoalofthe“EuropeanOpenandCollaborativeRegionalInno-vationStrategies-EURIS”projectistocontributetotheOpeningupoftheInnovationecosystemsofEURegions.TheembracementofOpen
Innovation, in termsofacceleratedcooperationratesamongInnova-tionStakeholders(companiesandresearchcentres),bothinthemidstofeachregionandamongEUregions,istheultimategoalofEURIS.
High Tech Campus Eindhoven
Introduction—19
The EURIS partnership is composed by organizations coming fromNavarraRegion(Spain), theStuttgartRegion(Germany),EindhovenRegion(TheNetherlands),WestTransdanubiaRegion(Hungary)andLodz Region (Poland), with sufficient powers and willingness to im-provetheirRegionalInnovationStrategies(RIS)byembracingmoreOpen Innovation conducive policies. Further information on EURISpartnerscanbefoundinsection5.Theprojectistobeimplementedbetween 2010 and 2013 with the co-financing of the European Re-gionalDevelopmentFund(ERDF)withintheframeworkoftheInter-regionalCooperationProgrammeINTERREGIVC.Furtherinforma-tionontheINTERREGIVCProgrammecanbefoundinsection6.
Thestrategyselectedforsuchpurposeisthreefold.
• Identification and analysis of Good Practices in the 5 policy areas positively affecting collaboration and Open Innovation frameworks.Asaresultofthisapproach,35GoodPracticeshavebeenidentifiedinpartners’regionsandfromotherEUandnon-EUcountries,whichhavebeenanalysedandreportedonEURISwebsite:www.euris-programme.eu/homepage/goodpractices.Thisanalysishasledtotheproductionof“EmbracingOpenInnovationinEurope:ABestPracticesGuideonOpenInnovationPolicies“,thiscollectionof18BestPracticesinclud-ingusefulguidelinesfor thetransferofsuchBestPracticesby inter-estedregionalpolicy-makersandprogrammemanagers.
• The exchange of good practices, policies and models on such pol-icy areas, as well as the development of new approaches by region-
al innovation stakeholders, through inter-regional sub-projects.Following theEURISCall for inter-regionalprojects in2010,6sub-projectsstartedtheirimplementationbymid2011,addressingawidearrayofpolicyareasrelatedtoOpenInnovation,withastrongfocusoncompaniesandSMEs,themainactorsofOpenInnovation.
Thesesub-projectsallowpublicorpublic-equivalentagenciesinvolvedinR&IfromparticipatingregionstoactivelyexchangeagivenGoodPractice,ortodevelopaninterregionalnewmodel.Ultimatelysuchco-operationeffortswillstrengtheninstitutionalcooperationlinksamongregionalpublicstakeholdersandwillbethesourceoffuturecoopera-tionefforts.Theinvolvementofstakeholdersatsub-projectlevelisalsotoenhancetheownershipprocessofsuchagentsinthedesignofRIS,andwillultimatelybenefitfromnewpoliciesadoptedbyRIS.
Along the followingpages,weofferabriefdescriptionof the6 sub-projectsco-financedwithintheframeworkoftheEURISprojectensues,showingthewidearrayofOpenInnovationperspectivesaddressedbytheproject:
1.InfoPro.OpenInformationProcessingwithInnovationNetworks.2.OPINET.OpenInnovationNetworkingPlatformforSMES.3.HYBRISECTORS.OpenInnovationinsectorswithpotentialcapacityforhybridization.4.ORP.OpenResearchPlatform.5.SFFS.OpenInnovationthorughSharedFacilitiesandFacilitySharing.6.BMOI.BusinessModelsforOpenInnovation.
20—EURIS. Embracing Open Innovation in Europe
•Lead ParticipantVirtualDimen-sionCenterFellbach(VDC),Stutt-gartRegion,Germany.•AssociationofEconomicConsul-tantsPro-Akademia(Pro-Akad),Lodz,Poland.
InfoPro. Open Information Processing within Innovation Networks
InfoPro’sgeneralobjectiveistoimproveandoptimizeinformationproces-singwithininnovationnetworks,asatooltoeaseandfacilitateOpenInno-vationpracticesamongmembers.Forthefirsttime,thestrengths,weaknes-ses,threatsandopportunitiesspecifictothefieldofinformationprocessingofparticipatingnetworksandpartnerswillbespottedoutandanalysed.Inaddition,projectresultswillbeopenlydisseminatedoverexternal innova-tionnetworksthroughopenseminarstobeheldineachpartnerregion.
•Lead ParticipantEuropeanBusinessandInnovationCentreofNavarra(CEIN),Navarra,Spain.•VirtualDimensionCenterFellbach(VDC),StuttgartRegion,Germany.
·INNONETCentreofInnovationandTechnology,WestTransdanu-bia,Hungary.http://opinet.euris-programme.eu
OPINETstrivestoraisetheawarenessofcompaniesandSMEsonthenewparadigmofOpenInnovation,bythecreationofanetworkofOpenInnova-tionContactPointsaimingatpromotingandfacilitatingOpenInnovationstrategiesinSMEs.ThisistobeachievedthroughtheprovisionofresourcessuchasOpenInnovationsuccessstoriesbySMES,guidanceonhowtodealwithIntellectualPropertyRight issuesandthe identificationofrealOpenInnovationopportunitiesamongtargetcompanies.
•ZalaCountyFoundationforEnterprisePromotion(ZMVA),WestTransdanubia,Hungary.•EindhovenUniversityofTechnolo-gy(TUE),Eindhoven,TheNether-lands.http://infopro.euris-programme.eu
OPINET. Open Innovation Networking Platform for SMES
Introduction—21
• Lead Participant EuropeanBusinessandInnovationCentreofNavarra(CEIN),Navarra,Spain.•UniversityofStuttgart,StuttgartRegion,Germany.
HYBRISECTORS will develop a new method aiming at the identificationofnewbusinessopportunitiesattheintersectionofdifferentsectors,mar-ketsandareasofknowledge(hybridization).ThemethodwillbedevelopedwithinanOpenInnovationenvironmentandwillallowdrawingonpolicyrecommendationsonhowtopromotesuchinterdisciplinaryapproaches.
•Lead ParticipantUniversityofStuttgart,StuttgartRegion,Ger-many.•UniversityofLodz,Lodz,Poland.•SzéchenyiIstvánUniversity,WestTransdanubia,Hungary.
•PublicUniversityofNavarra,Navarra,Spain.•MedicalUniversityofLodz,Lodz,Poland.•TechnicalUniversityofLodz,Lodz,Poland.http://orp.euris-programme.eu
ORPproposesthedevelopmentofanopenandcollaborativeplatformwhichwillallowregionaluniversities,researchorganizationsandcompaniestoex-changeavailableknowledgeandtotapontheIntellectualPropertyRightspotentialofregionalknowledge.Itwillalsoprovideacollaborativeforumforthedevelopmentof jointR&Iprojectsorthecreationof technologybasednewcompaniesfollowingOpenInnovationschemes.
•PannonNovumRegionalInno-vationAgency,WestTransdanu-bia,Hungary.http://hybrisectors.euris-progra-mme.eu
ORP. Open Research Platform
HYBRISECTORS. Open Innovation in sectors with potential capacity for hybridization
22—EURIS. Embracing Open Innovation in Europe
•Lead ParticipantCityofHelmond,Eindhoven,TheNetherlands.•INNONETCentreofInnovationandTechnology,WestTransdanu-bia,Hungary.
•EuropeanBusinessandInnovationCentreofNavarra(CEIN),Navarra,Spain.http://sffs.euris-programme.eu
SFFSfocusesontheEuropeanautomotivesector,specificallyononeofthefacilitatorsofOpenInnovationenvironments–facilitysharingoruseofsha-redfacilitiesbydifferentcompaniesandresearchorganizationslookingforthepromotionofopenandcollaborativeframeworks.Theprojectwilliden-tifyandexchangegoodexamplesandbestpracticesonsharedfacilitiesandfacilitysharingasasupportstructureforOpenInnovationintheautomotivesector.Itwillalsodeliverpracticalguidelines,businessmodelsandpolicyrecommendationsforregionalpolicymakersinthisfield.
•Lead Participant EindhovenUniversityofTechnology,Eindhoven,TheNetherlands.•PublicUniversityofNavarra,Navarra,Spain.
BMOI. Business Models for Open Innovation
•UniversityofStuttgart,StuttgartRegion,Germany.http://bmoi.euris-programme.eu
BMOIaimstogenerateactionableinsightthroughcasestudiesandgoodpractices, generic principles, training contents and policy recommenda-tions, to help firms transform their business models to profit from OpenInnovation. Focus is in particular on established firms and how they cantransformtheirbusinessmodelstowardsmoreopenapproachestakingintoconsiderationthefeaturesofregionalcontextsandthepoliciesdeployedintargetregions.
SFFS. Open Innovation through Shared Facilities and Facility Sharing
EURISsub-projectswillbeimplementedfromApril2011toNovem-ber2012.
•Strategic thinking process both at the project and regional level, leading to the delivery of policy recommendations for the transfer or integration of policies and models into partners’ Regional Inno-vation Strategies, conducive to an Open Innovation culture.
The strategic thinking process is planned as an ongoing processtobeledbyEURISpartnersandtobeconductedbothwithEURISsub-projectparticipantsandotherregionalinnovationstakeholders.Inthisprocess,itisoftheoutmostimportancethatEURISpartnersandsub-projectparticipantsalikebearinmindthefinalgoalsoftheEURISprojectandtheintricaciesoftheselectedstrategy.
Tothatend,averyclosecoordinationandfullexploitationofpoten-tialsynergiesbetweentheactionsofEURISprogrammeandEURISsub-projects,aswellasamongsub-projectsisencouraged,bothataprogrammeandataregionallevel.Sub-projectparticipantsmustfeelthattheyarepartofabiggereffort,theEURISproject,withasharedgoal.Hence, suchacomprehensiveapproachmustalsobepresentin all the communication and dissemination efforts carried out byEURISprogrammeandsub-projects.
Tofacilitatesuchcoordinationandsynergies,EURISfostersthestra-tegicmonitoringofsub-projectsvis-à-visagreedTermsofReferencefocusingonstrategicandpolicyimplicationsofeachsub-project,co-
ordinationmeetingsbyregionalparticipantsforsharingsub-projectprogress and an Evaluation Workshop of all sub-projects to takeplaceinMarch2013.Thisworkshopwillbethemainvenuewhereallpartnersandparticipantswillcometogethertojointlyreflectontheconclusions and recommendations arising from the programme. Asecondpublicationwith thefindings, lessons learntandpolicy rec-ommendationsresultingfromtheevaluationofsub-projectswillbeproducedin2013.
Innovation City for Renewable Energies at Navarra. Photo by Larrión & Pimoulier
24—EURIS. Embracing Open Innovation in Europe
dHow to use this guideThispublicationisaresultoftheworkcarriedoutwithintheframe-workoftheEURISprojectregardingtheidentificationandreportingofregionalGoodPracticesinthe5policyareaspositivelyaffectingOpenInnovationselectedbytheEURISproject.
Thepartners identifiedGoodPractices in theirownregionsandatnationallevelduringthecourseof2010and2011.OtherexperiencesfromEUregionswerealsolistedandallocatedamongthepartnersforfurtherstudypurposes.
Asaresultofthisprocess,35 Good Practiceshavebeenshort-listedandstudiedinmoredetailthroughdeskresearchandon-sitevisits.Someofthemhavebeenvisitedalsobyadelegationoftheprojectpartnersandregionalstakeholders.
Toscreenonly18 Best PracticesfromallthereportedGoodPracticesanevaluationwasdevelopedfollowinganagreedevaluationgridtakingintoconsiderationtheimpactandresultsofassessedGoodPractices.
AnimportantindicatorforaddingGoodPracticestotheshortlistofBestPracticeswasthepositiveresultsachievedwhileimplementingtheGoodPracticeintheregionoforigin.Anotherindicatorwasob-tainedbyassessingthetransferabilityofGoodPracticestootherre-gions.Transferabilityassessmentisdetailedonsection4.
Theguide isaddressed toEU,nationalandregionalpolicymakersandprogrammemanagersinvolvedinthedesignandimplementa-
tionofR&Ipolicies,mostlyinthecollaborativefield.Forinstance,theGuidemightbeofinteresttopolicy-makersinvolvedinR&I,innova-tionagencies,economicdevelopmentagencies,businessincubatorsandaccelerators,researchcentresanduniversities,businessortradeassociations,businessangelsandventurecapitalfunds,etc.
Thus, if you belong to any such organisations and are actively in-volvedinorinterestedintheimpactofcollaborativepoliciesonOpenInnovationpracticeandperformance,theGuideoffersyouaninsightintohowotherMemberStatesandEUregionshaveaddressedthisissue.TheGuidealsoprovideshintsandtipsonhowtotransferthemtoyourregionalcontext.
TheGuidecanalsobeusefultootherEuropeanbodies,organisationsand networks already aware of the impact of collaborative policiesandOpenInnovationonEuropeanInnovationGovernance,asthesewillbeabletoaccessexamplesofBestPracticesreadytobeusedonR&Ianddisseminationactions, further leadingto thepromotionofOpenInnovationpoliciesontheEUagenda.
Awarethatpolicymakersandprogrammemanagersoftenlackthetimetodelvein-depthintodocumentswhichmaypotentiallyinterestthem,theGuidehasbeenlaidoutwiththeenduserinmind.Thus,informationonavailableBestPracticesisprovidedthroughdifferentlayersof information.Thisapproachallowsusers toselect theBestPractices of their interest and to conduct a deeper assessment de-pendingontheirinterestandtime:
Introduction—25
•Firstly,section2providesanoverviewofthe35GoodPracticesidenti-fiedbytheEURISprojectbyregionandpolicyareaaddressed.Completeinformationonthe35GoodPracticesisavailableatEURISwebsite:www.euris-programme.eu/homepage/goodpractices
•Secondly,section3.1includesasummarytableofthe18BestPracticesselected.ThismighthelpthereadertogetaquickoverviewofwhattheBestPracticesareaboutandwhichonesmightbeofinteresttolookintoinmoredetailaspresentedfurtheroninthecurrentguide.
•Thirdly,insection3.2,EURISpartnershavedevelopedaone-pagepitchontheBestPracticeathand.Again,thegoalistomakeiteasierforthereadertopickwhichBestPracticesmightbeofinterestfortheregionathand.Fourquestionsarebrieflyanswered:(1)WhatistheBestPracticeabout?(2)ForwhomistheBestPracticedesigned?(3)Howdoesitwork?(4)AdviceforTransferabilitye.g.Inwhichcircum-stanceswouldtheBestPracticeworkmosteffectively?
• Fourthly, a full report on each Best Practice is available at EURISwebsitewithinformationon:
—Thepolicyprofile:policyareathatisaddressed,roleofthepublicauthorities,frameworkconditionsthatareaddressed;—TheanalysisoftheBestPractice:impactindicators,roleplayedbystakeholders;—Lessonslearnt,whereavailable.
This information again should help the reader to judge the addedvalueoftheBestPracticeathand.
Finally,section4comprisesamethodologicaladviceforthereader.This chapter presents guidelines on how to further assess whethertheBestPracticeisreadytobetransferredfromanotherregiontoaregion itwasnotdesigned for.Thissectiondiscusses thesituationpriortotheactualtransfer.IncasetheconclusionisthataBestPrac-ticeisnotyetreadyfortransferring,and/orthatthereceivingregionisnotyetreadyforapplyingtheBestPractice,adviceisgivenonhowtomanagetheprocessforallowingtheBestPracticeand/orregiontoreachamorematurestageallowingforasuccessfultransferofaBestPracticeatalatertime.
35 Good Practices on 5 policy areasThirty-fiveregionalGoodPracticeson5collaborativepolicyareas,supportedbyregionalauthoritieshavebeenidentifiedandreportedbyEURIS,availableonthewebsitewww.euris-programme.eu.SuchGoodPracticescomefromtheprojectpartnerregions’experience,aswellasfromotherEUandnon-EUregions.Thischapterofferstheinventoryofallthesegoodpractices,inwhichthe18bestonesarehighlightedasmostsuccessfulandlikelytobetransferred.
2. Inventory ofGOOD PRACTICES
28—EURIS. Embracing Open Innovation in Europe
TheEURISProgrammehasidentified35GoodPracticesinthe5pol-icyareasaddressed.GoodPracticesReportsareavailableatEURISwebsite: www.euris-programme.eu. Reports characterize each GoodPracticetakingintoconsideration:
•Policyareaaddressed;•Roleplayedbyregionalauthorities;•Frameworkconditionsaffectedbytheinitiative;•DescriptionoftheGoodPracticewithkeyfeatures,financing,back-ground,maturityandsustainabilitylevel;•AnalysisoftheresultsandimpactindicatorsoftheGoodPractice;•KeysuccessfactorsoftheGoodPractice;
Stuttgart Exchange Session June 2010
•Roleplayedbyregionalstakeholdersonitsdesignandimplementation.•Lessonslearnt.
ThefollowingtablessumuptheInventoryofGoodPractices,listedbythegeographicaloriginofavailableGoodPracticesandthepolicyareaaddressed.
FollowinganevaluationofreportedGoodPracticestakingintocon-siderationthequalityandtransferabilityofGoodPractices,theEURISProgrammehasselected18BestPracticeshighlightedasmostsuc-cessfuland likely tobetransferred.TheselectedBestPracticesaremarkedwithanasteriskandreportedinsection3.
Inventory Of Good Practices—29
Nº Title Policyareaaddressed1 Innovative Technology based Companies (EIBT) Network* Networking and Collaboration2 MEUPOLE Method for the stimulation of R&I projects* Networking and Collaboration3 Multidisciplinary Innovation and Technology Centre of Navarra (CEMITEC)’s IP exploitation strategy* IP Management and Technology Markets4 NavarraNetworkofResearchandTechnology Organizations.RETECNA. NetworkingandCollaboration5 NeedsassessmentStudyonScience&Technologytalentdemands HumanCapitalandEntrepreneurship6 ProgrammefortheanalysisofcollaborativeR&Iprojects NetworkingandCollaboration
Nº Title Policyareaaddressed1 Business Angels Region Stuttgart* Access to Finance2 ClusterInitiativesProgramme NetworkingandCollaboration3 Competence Centres Stuttgart Region* Networking and Collaboration4 PUSH! Start Up Programme* Networking and Collaboration
* selected as Best Practice
Navarra Region, Spain
Stuttgart Region, Germany
30—EURIS. Embracing Open Innovation in Europe
Nº Title Policyareaaddressed1 Business Incubation Programme* Networking and Collaboration2 CreativeConversionFactory NetworkingandCollaboration3 High Tech Campus Eindhoven* Networking and Collaboration4 High Tech Automotive Campus Helmond* Knowledge, Science and Technology base5 HolstCenter Knowledge,ScienceandTechnologybase6 MiPlaza NetworkingCollaboration
Nº Title Policyareaaddressed1 EducationandResearchPartnershipbetweenAUDIHungaria Motor and Széchenyi István University* Human Capital and Entrepreneurship2 EncouragingOpenInnovation,LivingLabs andSocialDialogueinHungary NetworkingandCollaboration3 KitchenBudapest NetworkingandCollaboration4 Knowledge Management Center of Széchenyi István University* Knowledge, Science and Technology base5 RapidPROTOtypingTEChnologyService, Demonstration and Training Point (PROTOTEC)* Networking and Collaboration6 ResearchonLivingLabsontheV4Region NetworkingandCollaboration
* selected as Best Practice
Eindhoven Region, The Netherlands
West Transdanubia Region, Hungary
Inventory Of Good Practices—31
Nº Title Policyareaaddressed1 Art_Incubator HumanCapitalandEntrepreneurship2 Bioenergy for the region cluster* Networking and Collaboration3 BioForum—Central European Forum of Biotechnology and Innovative BioEconomy* Networking and Collaboration4 IndividualMedicalImplantsLab Knowledge,ScienceandTechnologybase5 InnovationManagerprogramme HumanCapitalandEntrepreneurship6 RegionalR&Iinstitutespotentialityanalysis Knowledge,ScienceandTechnologybase7 Technology Transfer Centre of the Technical University of Lodz* Knowledge, Science and Technology base
Nº Title Region,country Policyareaaddressed1 Aalto University Design Factory* Otaniemi, Finland Networking and Collaboration2 Birmingham Science Park Aston* West Midlands, UK Networking and Collaboration3 DesignEntrepreneurshipScience NorthWest,UK NetworkingandCollaboration4 Flanders Institute of Biotechnology* Flanders, Belgium Knowledge, Science and Technology base5 MobileHeightsBusinessCenter Oresund/SwedenandDenmark IPManagementandTechnologyMarkets6 WaterlooUniversity Ontario,Canada Knowledge,ScienceandTechnologybase
* selected as Best Practice
Lodz Region, Polland
Other regions and countries
All the Best PracticesUniversityDesignFactory·Bioenergyfortheregioncluster·Bioforum·BirminghamSciencePark·BusinessIncubationProgramme·CompetenceCentres·HighTechCampus·EIBTnetwork·MethodforthestimulationofR&Iprojects·Push!StartUpProgramme·RapidPrototypingTechnologyService·PartnershipbetweenAUDIanduniversity·MultisdisciplinaryIPexploitationstrategy·BusinessAngels·InstituteofBiotechnology·HightTechAutomotiveCampus·KnowledgeManagementCentre·TechnologyTransferCentre
3. The BestPRACTICESa Best Summary Practices Tableb Best Practices Pitches
34—EURIS. Embracing Open Innovation in Europe
aBest Practices Summary Table
Networking and Collaboration 1 AaltoUniversityDesignFactory Otaniemi Finland 2 Bioenergyfortheregioncluster Lodz Poland 3 BioForum—CentralEuropeanForumofBiotechnology andInnovativeBioEconomy Lodz Poland 4 BirminghamScienceParkAston West-Midlands UnitedKingdom 5 BusinessIncubationProgramme Eindhoven TheNetherlands 6 CompetenceCentresStuttgartRegion Stuttgart Germany 7 HighTechCampusEindhoven Eindhoven TheNetherlands 8 InnovativeTechnologybasedCompanies(EIBT)Network Navarra Spain 9 MEUPOLEMethodforthestimulationofR&Iprojects Navarra Spain 10 PUSH!StartUpProgramme Stuttgart Germany 11 RapidPROTOtypingTEChnologyService, DemonstrationandTrainingPoint(PROTOTEC) WestTransdanubia HungaryHuman Capital 12 EducationandResearchPartnership and Entrepreneurship betweenAUDIHungariaMotorandSzéchenyiIstvánUniversity WestTransdanubia HungaryIP Management 13 MultidisciplinaryInnovationandTechnologyCentreofNavarra (CEMITEC)’sIPexploitationstrategy Navarra SpainAccess to Finance 14 BusinessAngelsRegionStuttgart Stuttgart GermanyKnowledge, 15 FlandersInstituteofBiotechnology Flanders Belgium Science, 16 HighTechAutomotiveCampusHelmond Eindhoven TheNetherlands and Technology 17 KnowledgeManagementCentreofSzéchenyiIstvánUniversity WestTransdanubia Hungary Base 18 TechnologyTransferCentreoftheTechnicalUniversityofLodz Lodz Poland
Policy area addressed Nº Title Region Country
The Best Practices—35
bBest Practices Summary Pitches
What is the practice about?TheAaltoUniversityisanewuniversitywithcenturiesofexperi-ence,createdfromthemergerofthreeleadingFinnishuniversities:theHelsinkiSchoolofEconomics,HelsinkiUniversityofTechnol-ogyandTheUniversityofArtandDesignHelsinki.ThemostimportantobjectivesofAaltoUniversityaretodevelopandcultivateapassion-based,student-centriclearningcul-ture,aswellasthequalityofresearchandeducation.TheDesignFactoryisinessenceaplacewherestudents,teachers,researchersandindustrypartnerscaninteractunderthesameroof.Thisisanexperimentalplatformforeducation,researchandapplicationofinterdisciplinaryproductdesign.Factorypremisesaredesignedforinteraction,lectures,seminars,workshops,teamworkandallkindofhands-onactities:prototyping,exper-
iments,usertestsetc.ThemissionofDesignFactoryistodevelopcreativewaysofworking,spatialsolutionsandenhancedinterdisciplinaryinter-actiontosupportworld-classproductdesignineducational,researchandpracticalapplicationcontexts.
For whom is it designed?Forstudents,researchersandbusinesspractitionerswillingtocooperate.
How does it work?TheDesignFactoryisthesymbio-sisofthestate-of-the-artconcep-tualthinkingandcross-disciplinaryhands-ondoing.Itleadsawaytowardsaparadigmshiftineduca-tionandbusinessbyprovidingaconstantlydevelopingcollaborationenvironmentforstudents,research-ersandbusinesspractitioners.Therefore,itisaninnovativeenvi-ronmentforfinding,incubatingandrealizingnewideastogetherwithleadingscholars,topfuturetalentandamixtureofcompanies.Addi-tionally,theFactoryoffersnotonlytheidealfacilitiesandtoolsfordif-ferentworkingmodesandprototyp-ing,butalsoagreatdealofpublicitythroughasteadyflowofvisitorsandhigh-profileevents.
Advice for transferabilityTheDesignFactoryatAaltoUni-versitycanbetransferredtootherregionswithoutlargeinvestments.Itoccupiesaseparatebuilding.Itisnotnecessaryforanyeventualtransfer-ringtobuildanyspecialpremises.Itisenoughtohaveacreativework-roomtoimplementsimilaractivities.Mostimportantconditionsare:(1)tohaveacoaching-orientededu-cationinsteadoftraditionaleduca-tion,(2)studentsshouldunderstandtheadvantagesof“learningbydoing”(3)enterprisesshouldrecognizetheopportunitiesofthiskindofcoopera-tion.Additionally,itisveryimportantthattheeducationalsystemintheregionincludeinterdisciplinaryapproach(forexampleinthewoodindustrymoreemphasisshouldbelaidonbusinessanddesigneducation).
BEST PRACTICE 1 AALTO UNIVERSITY DESIGN FACTORY
RegionOtaniemi · Country Finland · Policy Area Networking and Collaboration · Report http://euris-programme.eu/docs/adf_finland
ImagefromtheAaltoDesignFactoryMemoryof2010-2011
36—EURIS. Embracing Open Innovation in Europe
What is the practice about?ThemainobjectiveoftheclusteristosupportsustainablebioenergydevelopmentsintheLodzRegioninPolandinthecontextoftheinte-gratedenergyandclimatechangepackageoftheEuropeanCommis-siontocutemissionsforthe21stCentury.TheterritorialareaoftheprojectcoverstheLodzRegion.How-ever,toreachitsgoals,itisalsobe-ingcarriedoutabroad,tobenchmarkthebesteco-energypractices.TheprojectscarriedoutbytheClusterareintegratedsetsofactivitiesad-dressedtomembersoftheBioen-ergyfortheRegion(BfroR)Clusterandallstakeholdersinterestedinthedevelopmentoftherenewableenergysector(RES)inPolandandtheEU.
For whom is it designed?TheBioenergyfortheRegion(BfroR)Cluster,establishedinApril2007,isabottom-upcooperativeini-tiative,opentocompanies,farmers,R&Dinstitutions,localadministra-tionandbusinesssupportinstitu-tionsintheLodzRegion.
How does it work?Itisabottom-upinitiative,createdtorespondtotheactualneedsofsci-enceandindustryatthelocallevel.Itworksthroughthecollaborationofdifferenttypesofpartners:admin-istrationatalllevels(local,regionalandnational),companies,includingSMEs,R&Dorganizations.
ThemaingoalofthepracticeismatchmakingPolish,EUandglobalREScompaniesandR&Dorganiza-tionsinordertocreateanOpenIn-novationandcollaborativeapproach.Alltheeffortswillbeusedtocreateabaseoftechnologiesfordevelopingtherenewableenergysector.ItisalsoagoodpromotionaltoolforresearchprojectsundertakenbyyoungscientistsandaddressedtolocalREScompaniesandcounties.
Advice for transferabilityTheideaoftheBforRClusterwascreatedbyauniversitylecturerhavingaPh.D.degree,withtheas-sistanceofmanyscientistsfromtheUniversityofLodzandtheTechnicalUniversityofLodz.TheBforRClusterisnowindependentoftheacademicstructureasregardsorganizational,financialandsubstan-tiveissues.
TheBioenergyfortheRegionClusterinitiativeisbasedonsustain-abledevelopmentrules,focusingonenvironmentalissuesandCO2emissionreduction.Itreliesonwidesocialparticipation,includingbusi-ness,R&Dinstitutions,regionalandlocalauthorities,NGOs,andontheeconomiccontributionofthepart-nersoftheinnovationnetwork.
BEST PRACTICE 2 BIOENERGY FOR THE REGION CLUSTER
RegionLodz · Country Poland · Policy Area Networking and Collaboration · Report http://euris-programme.eu/docs/bfr_lodz
WebofBioenergyfortheRegionClusterfromLodz,whichoffersaPhDProgramme
The Best Practices—37
What is the practice about?BioForumisthebiggestandthemostimportantinternationaleventonbiotechnologyintheregionofCentralEuropeandisheldeachyearinadifferentcountry.The2011edi-tiontookplaceinLodz,Poland.ThemaingoalofBioForumistocreatebusinessnetworkingwithinCentralEuropetoattractwellestablishedUSandAsianbiotechbusinesses.Itisaneventsupportingtechnologytransferonlifesciences(biotechnology,biochemistry,mo-lecularbiology,etc.)toareassuchasbioeconomy,health,drugsandfoodproduction,cosmeticsandenviron-ment.
For whom is it designed?TheBioForumincludescompaniesandinstitutionssupportingtechnol-ogytransfer:patentattorneys,ven-turecapitalfunds,seedcapitalfunds,technologyandadvancedtechnol-
ogyparksaswellastechnologyincu-bators.Scientists,technologistsandentrepreneurshavetheopportunitytoshowtheirachievementsinthefieldsofnovelchemicalsubstancesanddrugs,technologicallyadvancedlaboratoryapparatus,toolsforthepharmaceuticalindustry,geneticandmolecularbiologytoolsandsolu-tionsaswellasresearchlaboratoryequipment.
How does it work?Itworksthrough:PartneringPrescheduledone-to-onebusinessmeetingsareorganizedforpotentialpartners:investors,biotechnologyandpharmaceuticalcompanies,R&Dteamleaders.BioPartneringiswidelyrenownedandappreciatedbytheparticipantsasthebestplatformformakingcontactsbetweenScienceandBusiness.
FairBioForumisalsoaperfectopportu-nitytobecomeacquaintedwiththecurrentdevelopmentsinthefieldofbiotechnologyandlifescience.Theexhibitionisaddressedmainlytorepresentativesofthebio-sectorinterestedinnewtechnologiesandtheirimplementationbyandintotheircompanies.R&D Potential Poster SessionThepresentationofR&Dprojects,i.e.healthcare,pharmaceuticsandbiotech-nology,constitutesauniquepartofBioForum.BioForumpresentsresearchworkachievementsandtheirimple-mentationpotential,thusmakingBio-ForumauniqueplatformfordialoguebetweenScienceandBusiness.SeminarsTheBioForumProgrammealsoallowsmeetingpeoplewithadeepknowledgeandunderstandingofthedynamicsofthebiotechsectorandlearningfromtheirexperience.
Advice for transferabilityTheoriginsofBioForumreachbacktotheyear2000.Sincethen,theeventhasmadeadramaticexpan-sionintermsofparticipantsandscope.BioForumstartedwith17participantsin2000andinits10thedition(May2011)over100ex-hibitorsfrom10countriespresentedtheircompanies.Theworldbiggestpharmaceutical&biotechcompaniesattendedandactivelyparticipatedinthisevent(e.g.MerckMSD,Abbott,Roche,Genentech).
BEST PRACTICE 3 BIOFORUM—CENTRAL EUROPEAN FORUM OF BIOTECHNOLOGY AND INNOVATIVE BIOECONOMY
RegionLodz · Country Poland · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/bioforum_lodz
LodzeditionofBioForum
38—EURIS. Embracing Open Innovation in Europe
What is the practice about?BirminghamScienceParkAston(BSPA),creatednearly30yearsago,hasrecentlyupdateditsstrat-egy,turningitintoa“ScienceParkWithoutWalls”.BSPAisinceptedasaphysicalplacewheredigitallysavvyentrepreneurscanlocatetheirbusinessesonahightechbusinessincubatorandthroughdigitalcon-nectivitycreateaneffectiveinterfacebetweenthelocalresearchhubsandavirtualinternationalcommunity.BSPAfocusesonpromotingsec-torinterfacesdrivenbyICT(CleanTechnologies,HealthCareandDig-italmediasectors)throughtheap-plicationofinnovativeICTservicesandfacilities.
For whom is it designed?BSPAisaninitiativepromotedbyBirminghamCityCounciltoimple-mentBirminghamScienceCity(BSC),aregionalstrategicpartnershipwith
long-termgoalsforresearchers,publicandprivateusersandpromoters.BSC’svisionfor2020istodevelopandusescienceandtechnologytoimproveprosperityandqualityoflifeofBir-minghamandtheWestMidlands.BirminghamCityCouncilownsBSPA,whichtradesasaseparateprivatecompany.
How does it work?The“ScienceParkswithoutWalls”representsthetranslationofahubculturetoaSciencePark,inceptedasanetworkofportsfosteringexchangeinaphysical(sharedcommonfacilitiesandpremises,e.g.futureClean/HighTechEngineer-ingcentre,anEngineeringAcademyandtheI-Centrum,anICTVillage)andvirtual‘place’whereinnovationcommunitiescollaborate.Open-nessoftheScienceParktoGlobalNetworksofInnovationisfosteredthroughtheuseofICTtechnolo-
gies,the“IdeasandCommunicationsSuite”,builtwithCiscoTelePresenceequipmentandwhichcreatesdirectlinkstoothercreativitycentresinlocationssuchasSanFrancisco,NewYork,Chicago,Toronto,Paris,Barce-lonaandDubai.ThePark’sIdeasandCommunicationsSuitereliesonthreefurthernetworkedorganizations:JANET(UKnetworkofresearchin-stitutions),theUniversityofWarwickandTATACommunications.
Advice for transferabilityBSPAisapolicyandoperationaltooloftheinnovationstrategydesignedbyBirminghamCityCouncilandisthusalignedwiththeregionaleconomystrategy.Inordertofullyembracethe“ScienceParkwithoutWalls”concept,itisdeemedasnecessarytobringtogetherabroadpartnershipofpublicandprivatecompaniesandresearchcentres,amongwhichtheactiveinvolvementofthe5differentUniversitiesoperat-ingintheareaandthatofmultina-tionalcompaniesasCiscoorTATA.CommunicationsarekeytoensureitsconnectiontoGlobalNetworksofInnovation.Therealestatedevelop-mentaspectsoftheenlargementoftheScienceParkthroughnewandsharedfacilitieslookingforprivateinvestorsisacrucialissuenottobeneglectedbyregionalandlocalauthorities.
BEST PRACTICE 4 BIRMINGHAM SCIENCE PARK ASTON
RegionWest Midlands · Country United Kingdom · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/bspa_birmingham
BirminghamimageattheweboftheParkhttp://bsp-a.com/space/faraday-wharf/
The Best Practices—39
What is the practice about?BusinessincubationintheBrainportEindhovenRegionsupportsthepotentialbusinesslifeincreatingasuccessfulenterprise.BusinessIn-cubationservicesrangefromphysi-callocationfacilities,tomanagerialadvice,fundingandnetworkingactivities.ThecurrentsixphysicalincubatorsthataredirectedbyBrain-portDevelopmentofferroomforupto200start-upcompanies.Itisnoteworthythattwophysicalincuba-torshavereceivedthe“softlandingaccreditation”bytheAmericanNBIA(NationalBusinessIncubationAssociation).
For whom is it designed?BusinessincubationactivitieshelpSMEsintheearlystagesoftheirlifecycles,from-1upto5years.Thebusi-nessincubationisprimarilytargetedatincreasingandacceleratingthegrowingnumberof(high)technology
businessesintheBrainportEindhovenRegion.Inordertoachievethis,Brain-portfocusesonitsspearheadsectors:HighTechSystems,LifeTechnologies,Design,AutomotiveandFood.
How does it work?BusinessIncubationintheBrainportEindhovenRegionisdonebyseveralparties.MostactivelyworkingontheconceptareBrainportDevelopmentNVandtheEindhovenUniversityofTechnology(TU/e).BusinessIncu-bationfacilitiesinclude6physicalincubators,2virtualincubatorsandseveralotherincubatoractivities.Physicalincubatorsofferphysi-calfull-serviceaccommodationforstart-upcompanies:offices,businessspace,labsandresearchfacilitiesandrestaurants.Otherbusinessincubationservicesinclude:manage-rialandfinancialsupport,pre-seedfunding,seedfunding,professionalnetworkactivities,workshopsandassistancewithintellectualpropertyissues.
Theregionhasalmost25yearsofexperienceinbusinessincuba-tionandhaslearnedovertheyearsthatfocusingonthematicincuba-
torspaysoff:facilitiescanbeshared(labsandcleanrooms),peoplecanconnectwithotherpeopleandcompaniesintheincubator,thusincreasing(thespeedof)innovation.Thisalsocontributestoclusterandnetworkformation.
Advice for transferabilityIntheNetherlands,businessincuba-tionactivitiesarelaunchedbysev-eralparties:regionaldevelopmentagenciesanduniversities,amongothers.Unitingtheseactionsincreas-estheimpactofthefacilitiesandthequalityoftheservice.Eachpartyhasitsownknowledgeandexpertiseonbusinesslocations,technologiesandIPitcanoffertostarters.Thelessonslearntfromthebusinessincubationfacilitiesintheregionprovethatthematicincubatorsmeettheneedsofstart-upcompaniesbetterthangenericincubatorsdo.
BEST PRACTICE 5 BUSINESS INCUBATION PROGRAMME
RegionEindhoven · Country The Netherlands · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/businessincubation_eindhoven
BrochureeditedbyBrainportEindhovenAvailableathttp://www.brainport.nl
40—EURIS. Embracing Open Innovation in Europe
What is the practice about?TheCompetenceCentresinitiativelaunchedbytheStuttgartRegionEconomicDevelopmentCorporationsystematicallypursuestheapproachtoinitiateandsupporteffectiveco-operationandnetworkingonatriplehelixbasiswithacross-sectorialtechnology-orientedfocus.
For whom is it designed?Theinitiativeaddressesinnovativeplayersaroundthetriple-helixap-proach:companies,universitiesandresearchinstitutes,localgovernmentpartners,chambersofcommerceandassociations–beingallinterestedintheexchangeofknowledgeandexperienceaswellasintheopeningupofinnovationprocesses.
How does it work?Whiletheapproachgenerallyaimsatcreatingnetworkinstitutionswithownlegalentities(associationswithemployeesandmanagementboards)thatgeneratelong-termbenefitsfortheregion,theconceptisfirmlybasedontheideaofcompaniesinvestingtimeandmoneyinordertogaintangiblebusinessbenefits.Compe-tenceCentresmakeavailablethetechnologicalandbusinessexpertiseforregionalfirms,especiallySMEswithlimitedR&Dresources,helpingthemtoenhancetheoutcomesofprojects.Networkmembersprovideamajorpartoftheannualbudgetonthebasisofannualmembershipfees.Themunicipalitywherethepertinentcompetencecentreislocatedusuallyprovidesfinancialsupportforalim-itedtimeintheset-upphase.ForthewholeinitiativeacoordinationofficeismanagedbytheStuttgartRegionEconomicDevelopmentCorporation.
Advice for transferabilityThemainaimofthisinitiativeistosupporttheset-upandmanagementofregionalnetworks,integratingpossiblyallregionalcompanies,universities,researchinstitutionsworkinginaparticulartechnologyarea.Mostimportantsuccessfactorsare:qualifiedstaffandmanagementresourcesemployedbythenetwork;intensivecommunicationamongthepartnerinstitutionsinitiatedandmoderatedbythenetworkmanage-ment;institutionalizationofthenetworkinordertoensurefinancialcontributionofallpartnerinstitu-tions;initiationandimplementationofcooperationprojectsinordertoprovideaddedvalueforthenetworkpartners.
BEST PRACTICE 6 COMPETENCE CENTRES STUTTGART REGION
RegionStuttgart · Country Germany · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/competence_centres__stuttgart__germany
FellbachVirtualDimensionCenter
The Best Practices—41
What is the practice about?Inanareaofjustonesquarekilo-metre,morethan8.000research-ers,developersandentrepreneursworkcloselytogether,developingthetechnologiesandproductsoftomorrowattheHighTechCampusEindhoven(HTCE).
For whom is it designed?Theinhabitantsofthecampusareadynamicmixofservicecompanies,technologicalstart-ups,innovativeSMEs,researchinstitutesandglobalcompaniesthathavebeenattractedbythemannerinwhichOpenInnovationprincipleshavebeendesignedintothehardwareandsoft-wareofthecampus.
How does it work?HTCEcontinueswhereothersci-enceparksstop:thecampusoffershighqualitycommercialspaces,conferenceareas,parkingfacili-ties,shops,restaurants,child-carefacilities,indooraswellasoutdoorsportsfacilitiesandacampussportsclubatagoodandeasilyaccessiblegeographiclocation.Thebeatingheartofthecampusis‘TheStrip’,a400meterlongbuildinginwhichallmeeting,diningandsportingactivi-tiestakesplace.Individualfirms/organizationsaresimplynotallowedtoorganizetheirownmeetingandcateringfacilities.Anotherkeychar-acteristicoftheHTCEisthefocuson5technologydomains:microsys-tems,hightechsystems,embeddedsystems,lifesciencesand“infotain-ment”.Havingsuchahighdensityofhighlyeducatedpeoplefrommorethan50nationalitiesinonesquarekilometre,collaborationisinevitable.
Advice for transferabilityThedrivingforcebehindtheHTCEisPhilips.Attheendofthe1990sthecompanywantedtoconcentrateitsR&Dactivitiesnationwideinonesin-glelocationstimulatingknowledgesharingandmutualcollaboration.Atfirst,thisstartedasaninternalinitia-tive.However,inordertofurtheracceleratetheprocess,thecampuswasopeneduptoothertechnologi-calcompaniesin2003.
ThisBestPracticeprovesthatanambitiousvisionincombinationwithawell-considereddesignandaclearfocusonexpertiseyieldresults.CurrentlyHTCEbelongstothe17%largestscienceparksintheworld.Ontheotherhandthesupportofalargeand(financially)powerfulin-dustrialplayerlikePhilipsfacilitatedtheprocesstoalargeextent.
BEST PRACTICE 7 HIGH TECH CAMPUS EINDHOVEN
RegionEindhoven · Country The Netherlands · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/htce_eindhoven
EindhovenHighTechCampus
42—EURIS. Embracing Open Innovation in Europe
What is the practice about?TheEIBTNetworkisaloosenet-workcomposedof7ResearchandTechnologyOrganizations(RTOs),2UniversitiesandtheEuropeanBusinessandInnovationCentreofNavarra(CEIN),promotedbytheregionalgovernmenttofosterthecreationofinnovativetechnology-basedcompanies(“EIBT”beingtheacronymof“innovativetechnology-basedcompany”inSpanish).Sinceitsinceptionin2006,theEIBTNetworkhaspromotedandsup-portedthecreationof20innovativetechnology-basedcompaniesinseveraltechnologysectors,withahighpredominanceofbiotechnol-ogyinitiatives(25%oftotalEIBTscreated)andNanotechnology(15%),whichhavecreatedmorethan90jobs.Itshouldbenotedthat50%ofnewEIBTsarebornfromUniversi-tiesandRTOs.
For whom is it designed?Thetargetaudienceisentrepreneurs(projectandbusinessideaspromot-ersbasedonnewtechnologies)ofNavarra,comingfromUniversities,RTOsandbusinessspin-offsincooperationwithRTOsandUniver-sities.
How does it work?EIBTNetworkgivessoftsupporttoentrepreneursbyhelpingthemgrowbusinessideasandturnthemintoviablebusinessesthroughtheprovi-sionofadvisoryservices(technologysupportprovidedbyRTOs,businessplandevelopment,IPRmanagement,grantsmanagement,marketingandsales,humanresourcesmanage-ment,etc.)andaccesstopre-incuba-torandbusinessincubatorfacilitiesandbyfacilitatingcontactswithventurecapitalists.Theprogrammegivesnodirectfinancialsupporttofuturebusinesses.However,itgives
supportthroughitsprogrammemanagementteamduringtheproc-essofstartingupinnovativetechnol-ogycompaniesintheformofgrantsforexternalbusinessserviceslikecompany‘handholding’oradvis-ing.Otherregionalinitiatives,e.g.thepublic-privateStartUpCapitalNavarrainitiative(www.startup.es)provideseedandstart-upcapitaltoEIBTs.CEINalsotakespartonthisinitiativeandmanyEIBTsarepartici-patedbyStart-UpCapitalNavarra.
BEST PRACTICE 8 INNOVATIVE TECHNOLOGY-BASED COMPANIES (EIBT) NETWORK
RegionNavarra · Country Spain · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/eibt_navarra_1
Advice for transferabilityEIBTNetwork’ssuccessreliesontheactiveinvolvement,commitmentandcoordinationoftheregionalgovernment,RTOsandUniversi-ties,whohavecreatedaninformalyeteffectivenurturingenvironmentwhereentrepreneursfromRTOsandUniversitiescanturntoforsupport.Followingaone-stop-shopapproachisdeemedascrucialinordertoremaineffectiveandenticenewentrepreneurs.
3PBiopharmaceuticals(left)andTafcoMetawireless(right):twoEIBTenterprisesfromNavarra
The Best Practices—43
What is the practice about?MEUPOLEisaninnovativemethodtestedwithinEUROINNOVA-NAVARRA,thesecondregionalprogrammeofinnovativeactionsofNavarra,co-fundedbyERDF2006-2008.ItaimedatreactivatingtheregionalScience,TechnologyandBusinesssectorbywayofidentify-ingandsupportingcollaborativeR&IProjectsattheregionallevelin3targetsectorsfortheregionaleconomy(Biotechnology,Nanote-chnologyandRenewableEnergies).Technology-drivenresearchprojectsaddressingambitiouschallengesinsuchsectorshadtoinvolveatleast2companies,1technologycentreand1university,thuscontributingtoovercomingthedistrustfeltbystakeholdersandopeninguptheirstrategiestoco-creationschemes.
For whom is it designed?Thisapproachmayonlybeappliedbyregionalauthoritieshavingpow-erstoprovidegrantstocollaborativeR&Iprojects,sincethebestincentiveforcooperationandcollaborationisahigherco-financingrateandaquickerproceduretoaccesssuchgrants.Thestrategyreliedontheso-calledDrivingAgents,akeyroleplayedbyResearchandTechnologyOrganisations(RTOs)withexpertiseintheselectedfields,whoreceivedfundingforsteeringtheinvolve-mentofcompanies,otherRTOsanduniversitiesintheprocess.
How does it work?•OnthebasisofaSWOTanalysisonregionalcapabilitiesandofaregion-alsupplyanddemandprofileofthetargetsectors,sector-basedworkingtableswerecalledbytheregionalgovernmentandbyappointedDriv-
ingAgentswhereRTOs,companiesanduniversitiespresentedtheirpro-posalsforR&Icollaborativeprojects.•TheDrivingAgentsreliedonanopencoordinationmethodandheldseveralresult-orientedmeetingstoconsolidateandmergecoincidentorsupplementaryideasforcollabora-tiveprojects.Themergingofpropos-alswaswellreceivedbyproponents.•TheresultingR&Icollaborativeprojectsgotaccesstomoreflex-ibleandquickerfundingfromtheregionalgovernment,bothintermsoffinancingratesandsubmissionprocedures.Thismethodenabledtoco-financeatotalof9differentR&Icollaborativeprojectswiththepar-ticipationof32differentcompanies,universitiesandtechnologycentres,amountingtoalmostEUR17,200,000(contributedbyERDFandregionalfunds).
BEST PRACTICE 9 MEUPOLE METHOD FOR THE STIMULATION OF COLLABORATIVE R&I PROJECTS
RegionNavarra · Country Spain · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/meupole_navarra
Advice for transferabilityThetransferabilityofthestrategydependsonfocusingonspecificsectors,onthefinancialandinstitu-tionalsupportofpublicauthoritiestoDrivingAgentssoastolegitimizetheirroleandontheallocationofanambitiousbudgetforthesupportofselectedcollaborativeR&Iprojectsinordertomotivateandstimulatestakeholders.
CENER,CentrodeEnergíasRenovablesatNavarratakespartintothisprogramme.
44—EURIS. Embracing Open Innovation in Europe
What is the practice about?PUSH!isaregionalnetworkthatfacilitatesthefoundationofnewfirmsbyentrepreneurscomingfromuniversitiesandresearchinstitu-tions.Thenetworkoffersyoungentrepreneursaccesstoexpertsfromtheworldsofeducation,researchandbusiness,aswellastoadvisoryservicesandgovernmentbodies.
For whom is it designed?PUSH!offersitsservicestostart-upscomingfromuniversitiesandresearchinstitutionswithintheStutt-gartRegionortheiralumniuptofiveyearsafterleaving.Thenetworkconsistsofpartnersandconsultantscomingfrommorethan100institu-tions,companiesandinitiativesfromthefieldsofcounsellingandmentor-ing,financingandinvestment,uni-versitiesandresearchinstitutions,chambersandassociations.
How does it work?AfirstcontactpointforinterestedpeopleistypicallyoneofthethreePUSH!-CampusAgencies,locatedatregionaluniversities.Afterafirstcounsellinginterview,whichisfreeofcharge,theagenciesarrangecontactswiththerelevantnetworkpartners,dependingondemandandstatusoftheprospectivestart-up.PUSH!part-nersofferservicessuchasinforma-tionmaterial,seminars,coachingandmentoring.Withitsinternetplatform,
PUSH!providesabroadvarietyofinformationontheservicesprovidedbypartnersandonpertinentfurthereducationatuniversities.PUSH!e.V.,anassociation,isthemaininstitu-tionbehindtheproject–itsexecutiveboarddecidesonthestrategyandtherealisationofnewmeasures.ThePUSH!branchoffice–responsibleforcoordinationandcommunicationwithinthenetwork–ismanagedbytheStuttgartRegionEconomicDevel-opmentCorporation.
BEST PRACTICE 10 PUSH! START UP PROGRAMME
RegionStuttgart · Country Germany · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/push_stuttgart_germany
Advice for transferabilityTheStuttgartRegionreceivedsubsidiesworthseveralmillionEurosfromnational,regional(StateofBaden-Württemberg)andEU-programmesbetween1998and2008tosetupandruntheinitiative.Itisalwaysachallengefortheinitiativetosecurethefollow-upfinancing,oncethefundingperiodends.Manyactivitiesdonotpayforthemselves,sopublicfinancialsupportisneeded.Thereforeitshouldbefromthebeginninganimportantpartoftheconceptforsuchaninitiativetoplanandprepareasustainablefunding.Besidesitseemsreasonabletoem-bedsuchascience-focusedinitiativeinaprogrammeforentrepreneur-shipandbusinessincubationwithabroaderapproach–ifavailable–toreachalsootherpersonsinter-estedinstartingtheirownbusinessalreadyhavingsomeyearsofprofes-sionalexperience.
PackageExcellentCenter(PEC)
The Best Practices—45
What is the practice about?INNONETCentreofInnovationandTechnologyisanon-profitorganizationsupportinginnovativesmallandmediumenterprisesandthusfosteringthedevelopmentoftheWest-TransdanubianRegioninHungary.TheCentre’sworkisbasedonthefirmbeliefthatlong-termsocio-economicbenefitsofinnova-tionprocessessignificantlyexceedtheearningsofindividualcompaniesparticipatinginthem.INNONEToffersleasedinfrastructureatareducedratetoinnovativeSMEstoensuretheirevolutioninanoptimalincubatorenvironmentbackedupbyinnovationandmanagementservices.These’in-house’servicesarefurtherenhancedbyINNONET’stakingaleadingroleintheidentifi-cationofinnovativeideasandsup-portingthedevelopmentofprojectsbasedonlocalandcross-bordercooperation.
AmilestoneofthisevolutionwasthelaunchofINNONET’s3DPrinting/rapidprototypingserviceinApril2010.TheideabehindPROTOTECisthefacilitationofcommunicationandcollaborationbetweenSMEswithintheautomotivesupplychain.
For whom is it designed?3DPrintingservesbothasacommu-nicationtoolforenterprisestodiscussnewideas/projectsandasamethodtocollectinformationoncompetencenetworksforINNONET.
How does it work?INNONEToffersasharedinfra-structurewhereenterprisecustom-ersareabletoutilizeHWandSWequipmentwhichisotherwisetooexpensivefortheiroperations.TheoptimalmodelforthiscollaborativeutilizationisstillunderevaluationandisexpectedtobeverifiedbytheresultsoftheEURISprogramme.
ForINNONET,thebasicideaofPROTOTECisequaltothebasicideaof“CompetenceCentre”.IN-NONETbelievesthatbyprovidingspecifictechnicalservicesbetterconnectionscanbebuiltamongre-gionalenterprises.Thisismorethanameresolutiontodailytechnicalchallenges;thisisthebaseforlong-
BEST PRACTICE 11 RAPID PROTOTYPING TECHNOLOGY SERVICE, DEMONSTRATION AND TRAINING POINT (PROTOTEC)
RegionWest Transdanubia · Country Hungary · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/prototec_westtransdanubia
termstrategicco-operation.Asanon-profitorganization,IN-NONETfindsthecomplementaryfeatureoftheserviceveryimportant(supportingtheenterpriseswithanotherwiseunavailableservice,notcompetingbutcompletingtheirservices).Moreover,INNONETanditscustomerscanmutuallyexchangenewideas,likeotherforeignertech-nicalserviceprovidershavinggoodpracticesinOpenInnovation.
Advice for transferabilityConcretetechnicalservicesensureahigherlevelofoperationcom-paredtogeneralinnovationsupportservices.Todefinetheservices,andwhatcompetenceshouldtheyfocuson,ademand-supplyanalysisoftheregion’senterprisesisneeded.Iftheservicemeetsthedemand-supplymatrixoftheregion,thenitisenoughforeconomicdevelopmentpurposes.
PROTOTEC3DPrinter
46—EURIS. Embracing Open Innovation in Europe
What is the practice about?AUDIHungariaMotorKft.(AHM)settledinthecityofGyorin1993andtheenginedevelopmentcentrewasopenedin2001.Sincethebe-ginningAUDIhascooperatedwithlocaleducationalinstitutions,espe-ciallywithSzéchenyiIstvánUniver-sity.Asoneofthecountry’smostimportantindustrialcities,Gyorhasalwayshadawideexperienceintheautomotiveindustry.Theco-opera-tionbetweenAUDIandSzéchenyiIstvánUniversityisbasednotonlyonR&D&I,butoneducationaswell:since2008aseparateAUDIdepart-mentistrainingstudentsasexpertsinthedifferentspheresoftheve-hicleindustry,focusingonAUDI’sspecificneeds.
For whom is it designed?Bothsidesbenefitfromtheco-op-eration:whileAUDIhasup-to-dateprofessionalsandafront-rankR&D&Ibackground,youngtalentisinvitedtoaprofitablejobrightaftergraduation.
How does it work?Theuniversityprovidesawell-defined,practice-orientedtraining,Germanlanguagetraining,excellentinternshipopportunitiesforstudentsandensureslong-termcooperationbetweeneducationalandindustrialactorsinGyor.Theexpertsattheuniversityprovidespecificsolutionsforspecificneedsandensureastableandhigh-qualityR&D&IbackgroundforAUDI.Thiscooperationisafuture-orientededucationcontrib-utingtofuturedevelopments(e.g.alternativevehicles).
BEST PRACTICE 12 EDUCATION & RESEARCH PARTNERSHIP BETWEEN AUDI HUNGARIA & SZÉCHENYI ISTVÁN UNIVERSITY
RegionWest Transd. · Country Hungary · Policy Area Human Cap. and Entrepreneurship · Report www.euris-programme.eu/docs/audiuniversity_partnership_westtransdanubia_hungary
AUDIatGyor ImagesofAUDIfromhttp://audi.hu/en/galeria
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The Best Practices—47
Advice for transferabilityItiscrucialtohaveastrongandin-novativeindustrialcompanyandanopen-mindededucationinstituteatthereceivingregion.Itisalsoimpor-tanttohavetraditionsintheregioninthefieldconcerned.Withoutcon-tinuousresearchanddevelopmentitishardtomaintainthecooperation.Oneofthemostimportantquestionsthatneedclarificationisfinance:whoandhowwillfinancethecoopera-tion?Thedurationofcooperationisalsocrucial:realinnovativeandfuture-orientedcooperationmustbeplannedwithseveraldecadesinmind.
Theseareallkeyingredientsforsuccessfulcooperation,butonthetopofthatwhatwasreallyessentialherewasalltheparties(theleadersofAUDI,theuniversityandthecity
ofGyor)sharedsimilarconcerns.AHMrealizedthattherewasashort-ageinEuropeaswellasaroundtheworldofqualifiedengineersabletospeak,read,writeandcommunicateinforeignlanguages.AlthoughtheforeignlanguageshortagefeltbyAHMwasGerman,Englishisjustasimportantandwidelyexpectedfromprofessionalsaroundtheworld.YoungengineersgraduatingfromSzéchenyiIstvánUniversityformabaseforfutureR&D&IdevelopmentsatAUDIHungariaMotorLtd.Theneedfromthesideoftheuniversitywasalsoclear:amongmanyothermeasures,auniversityisassessedaccordingtotheemploymentrateandsalarylevelofitsgraduates.Toperformwellunderthiscriterion,theuniversityneededtodeliveraneducationalprogrammethatwould
ensurethatthestudentsareemploy-ableongraduation.Thisrequiresstate-of-the-arttechnologyandactiveindustrialprojectstrainingstudentsonwhatwouldberequiredfromthematAHM.Theinternshipprogrammefurtherenhancesthis,becauseaspartoftheirtrainingprogrammestudentsparticipateinaninternshipprogrammethatena-blesthemtoworkevenbeforetheygraduate.Mostofthestudentshaveajobofferbeforetheygraduate.Thekeyfactorforsuccessinthiscooperationwastobringtheuni-versityandtheindustrialpartnertothesamelevelintermsofcommu-nication,action,responsetimeanddocumentation,sinceauniversitydiffersimmenselyfromanindustrialcompanyinalltheseareas.Theambitionandthedesireforchange
ofbothpartiesatalllevelswereandstillareessentialtomakethiscoop-erationsuccessful.Anotherkeyfac-torwastoemployassociateswearingtwohats–theyholdapositioninbothinstitutionsandare“insiders”bothatAHMandattheuniversity,thusfacilitatingcommunicationandenablingtounderstandsituationsfasterandeasier.
BEST PRACTICE 12 EDUCATION & RESEARCH PARTNERSHIP BETWEEN AUDI HUNGARIA & SZÉCHENYI ISTVÁN UNIVERSITY
RegionWest Transd. · Country Hungary · Policy Area Human Cap. and Entrepreneurship · Report www.euris-programme.eu/docs/audiuniversity_partnership_westtransdanubia_hungary
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48—EURIS. Embracing Open Innovation in Europe
What is the practice about?TheMultidisciplinaryInnovationandTechnologyCentreofNavarra(CEMITEC)isapublicResearchandTechnologyOrganisation(RTO)focusingonelectronics,fluidme-chanicsandthermalengineering,metallicandpolymermaterials.Intel-lectualPropertyRightsprotectionandexploitationofR&Iresultsisoneofthekeystrategicobjectivesoftheorganisation,whichimplementsadeterminedpolicyaimedatthecrea-tionoftechnology-basedcompanies.
Since2008,7patentapplica-tionsand2copyrightslicenseshavebeenprotectedand2technology-basedcompanieshavestemmedfromCEMITECintwodomains:newInkjetprintingtechnologiesfordifferentsurfacesandmaterialsandembeddedelectronicssystems.Es-timationspointoutthatturnoverfor2011forbothcompanieswillamounttoEUR500,000andestimatesfor
2015areEUR10M.Businessplansfor4additionaltechnology-basedcompaniesarecurrentlyunderas-sessment.
For whom is it designed?TheBestPracticeisaddressedtoResearchandTechnologyOrganiza-tions(RTOs)interestedinintegrat-inganIPexploitationstrategyintoitsstrategicandday-to-dayprocess-es.TheBestPracticealsoproposesaspecificbusinessmodelforthecreationofsuchtechnology-basedcompaniesbyinvolvingtheorgani-zation’sresearchersandstaff.
How does it work?•TheembeddingoftheIPstrategyintheday-to-dayprocesseshastakenplacebyimplementinganinternalprocedureforthedevelopmentofR&Ieffortsaimedatthecreationoftechnology-basedcompanies.Suchprocedurehasbeenrecognisedun-
dertheEFQMExcellenceModel.•CEMITECreliesontheinvolve-mentofexternalIPmanagerswhocanwinthetrustofallthepartiesinvolvedsoastoagreeonfairandbalancedIPexploitationschemes.•Theproposedbusinessmodelfornewlycreatedcompaniesisguar-
BEST PRACTICE 13 MULTIDISCIPLINARY INNOVATION & TECHNOLOGY CENTRE OF NAVARRA IP EXPLOITATION STRATEGY
RegionNavarra · Country Spain · Policy Area IP Management · Report http://www.euris-programme.eu/docs/cemitec_navarra
anteedbyCEMITEC’sparticipa-tionasshareholderandmemberofthegoverningbodiesofresultingcompanies,providingfinanceandtechnology(IPvalue).CompanyresearchersandstaffmaybecomeshareholdersbuttheirsharesareheldbyCEMITEC,i.e.sharehold-ersenjoytheireconomicrightsandbenefitsasshareholdersbutdelegatescientificandcommercialdecision-makingpowerstoCEMITEC.
Advice for transferabilityStrategicgoalslinkedtoIPevaluationmustbeaccompaniedbybothinter-nalproceduresandprocessessteeringandeasingtheR&Ieffortstowardssuchgoals.Involvementofstaffandresearchersonthenewbusinesseshasturnedintoakeymotivationaltool,increasingtheircommitmentandownershipofR&Iprocesses.
EmbelectronIPandIn2PrintingSolutionsproducts,twooftheenterprisesgeneratedfromCEMITEC
The Best Practices—49
What is the practice about?BusinessAngelsRegionStuttgarte.V.(BARS)isanetworkofprivateinvestorsinterestedininvestinginnewtechnology-basedfirms.Itisamodelofearlystagefinancingaim-ingatthegreatpotentialofyounghigh-techfirms.Theassociationarrangescontactsbetweenselectedinnovativestart-upsandprivateinvestors.
For whom is it designed?ThemembersofBARSaresuccess-fulandwell-fundedentrepreneurswithexperienceinmanagingacompany.Theyinvestinpromisingfirmswiththeirowncapitalintheearlydevelopmentstageinordertoreducethefundinggap.Start-upsandyoungfirmsshouldbebasedoninnovativeresearchresultsandknowledge-intensivetechnologies.
How does it work?InvestmentsbyBusinessAngelsareintendedforlong-terminvolvement.Toensurethesustainabilityoftheinvestments,theapplicationsfromstart-upsoryoungfirmsarepre-viewedandpreselectedbyaclearingagencybeforecontactwithBusinessAngelsismade.Then,promisingconceptsrunthroughaspecifiedduediligenceprocess.Thestart-upshavetopresenttheirprofile,ideaandbusinessplan.Theaimisaninvest-mentwithpredictablechancesandrisksandwithprospectofalong-termaswellasfruitfulpartnership.InadditionBusinessAngelssupportyoungknowledge-basedcompanieswiththeirbusinessexperience,man-agementandleadershipskillsandtheirnetworkcontacts.ThefundingfortheBARSassociationisprovidedbytheStuttgartRegionEconomicDevelopmentCorporationandmainlyincludespersonnelexpenses
BEST PRACTICE 14 BUSINESS ANGELS REGION STUTTGART (BARS)
RegionStuttgart · Country Germany · Policy Area Access to Finance · Report http://www.euris-programme.eu/docs/business_angels_programme_stuttgart_germany
forestablishingandrunningtheassociation’scoordinationoffice.InadditionallmembersofBARShavetopayanannualmembershipfee,whichisusedtofinanceeventsandmarketingactivities.
Advice for transferabilityAimingatprovidingcomprehensivestart-upsupport,BARSisboundintheregionalstart-upcommunityandcloselycooperateswithPUSH!,anet-workofpartnersforacademicstart-ups.AnetworklikeBARShighlydependsonthecharactersinvolved.Thereforethenetworkmanagerneedstobebothcommunicativeandempathetic.Theselectionoffirmsforpotentialinvestmentsiscrucialandmustbetakenwithcare.Trustbetweenthenetworkmembershastodevelopandshouldbefosteredbyconfidence-buildingactivities.Confidentialitymustbeguaranteedifrequested.
BARSbrochure
50—EURIS. Embracing Open Innovation in Europe
What is the practice about?VIBisalifesciencesresearchinsti-tuteinFlanders,Belgium.Withmorethan1200scientistsfromover60countries,itperformsbasicresearchintothemolecularfoundationsoflife.VIBisanexcellence-basedentre-preneurialinstitutethatfocusesontranslatingbasicscientificresultsintopharmaceutical,agriculturalandindustrialapplications.
For whom is it designed?VIBsmissionistoconductfrontlinebiomolecularresearchinlifesci-encesforthebenefitofscientificprogressandthebenefitofsociety.ThethreecoreobjectivesofVIBareinternationallyexcellentresearch,technologytransferandcommunica-tiontothegeneralpublic.VIBdevel-opsanddisseminatesawiderangeofscience-basedinformationaboutallaspectsofbiotechnologyandprovidesaccesstoimportantstate-
of-the-arttechnologyandresearchservicestoallscientists.VIBworksinclosepartnershipwithfouruniversities−UGent,K.U.Leuven,UniversityofAntwerpandVrijeUniversiteitBrussel.AuniqueconceptisthesuccessfulinteractionbetweenVIBandthepar-ticipatinguniversities:theresearchdepartmentsdevelopalong-termstrategicplanthatdefinestheirmis-sion,long-termfocusandthebasicresearchagenda.
How does it work?VIBisadecentralisedinstitution,unitingtheverybestresearchersinteamsandresearchdepartmentsthatmaintainphysicaltieswithFlemishuniversities.VIBwasestablishedin1996andisoneofthefourstrategicresearchinstitutesinFlanders.VIBisamulti-siteresearchinstitutethatin-tegrates72researchgroupsin8de-partmentsfrom4universitiesinone
institute.TheFlemishgovernmentsupportsthiscentreofexcellencecombiningcompetencestogeneratenewknowledgeinareasrelevanttothesocietyandwhichcanbeappliedforgeneratingandstrengtheninglocaleconomicdevelopment.
Advice for transferabilityTheimportantbiotechnologicalrealizationsinFlandersledtotheFlemishgovernment’sdecisiontoinvestconsiderablyinFlemishbiotechnology.ThemainobjectivewastostrengthentheexcellenceofFlemishlifesciencesresearchontheonehandandtoturntheresultsintoneweconomicgrowthontheother.ForaresearchinstituteasVIBitisimportanttofindgovernmentalsupportandcreatetheawarenessthatacertainresearchtopicleadstoanexcellentknowledgepositionandeconomicgrowth.
BEST PRACTICE 15 FLANDERS INSTITUTE OF BIOTECHNOLOGY. VIB
RegionFlanders · Country Belgium · Policy Area Knowledge Science and Technology · Report http://www.euris-programme.eu/docs/vib_flanders
PosterVIBInternationalPhdProgramInLifeSciences
The Best Practices—51
What is the practice about?TheHighTechAutomotiveCam-pus(HTAC)offersaone-stop-shopfortheAutomotivecluster,withaconcentrationofworld-classeduca-tion,R&D,engineering,test-facilitiesandagreatcommunitybuilding&OpenInnovation.Thereisinterplaybetweenindustry,educationandgovernment.HTAC’sgoalistofunc-tionasa(n)(inter)nationalmagnettoattractfirst-classautomotivecom-panies,andthebusinesstheyattract,totheBrainportEindhovenRegion.
For whom is it designed?TheHighTechAutomotiveCampusinHelmondprovidesahomeforautomotivecompanies,automotiveeducationinstitutesaswellaspublicandprivateresearchcentres,labo-ratoriesandtestfacilitiesinaspiritofcooperation,knowledgesharingandOpenInnovation.Itoffersachallengingandinspiringenviron-
mentwhereautomotiveknowledgeinstitutesandautomotivebusinessescometogether.
How does it work?HTACoffersmanymorefacilitiesthanothercampusesorscienceparks.Here,high-techcompaniesandengineeringcompaniesareac-companiedbyknowledgeinstitutes.Allofthemareabletomakeuseofthefacilities,asthereareseveralmeetingroomsandtestfacilitiespresentatthecampus.Furthermore,thecampusiscontinuouslydevel-oping:theAutomotiveFacilitiesBrainportCentreandtwoautomotiveeducationcentresatvocationallevel(MAC)andhighervocationallevel(ACE)arethenewestprojects.TheHighTechAutomotiveCampushasaclearstrategicfocusforallitsactivi-tiesandinhabitantsontwotechnol-ogydomainsintheAutomotivecluster:futurepowertrainandsmart
mobility.ThefuturepowertrainisafocusonsustainabilityinR&DandthereductionofCO2emissions.SmartMobilityisconcernedwithtechnologyhelpingtobothincreaseandmakebetteruseofroadcapacity.
Advice for transferabilityManycompaniesandinitiativeshaveshowntheirinterestintheHTAC.However,HTACisstillinaquiteim-maturephase,asitwasonlyinJune2008thattheBusinessPlantorealisetheHightechAutomotiveCampuswaslaunched.Theoperationalstartofthecampuswasinmid-2009.TheHighTechAutomotiveCampushasitsownfoundationandismanagedbyitsownmanagementandboardofdirectors.Thefoundationissetupinatriplehelixstructure,withthreerepresentativesfromknowledgeinstitutes,threefromgovernmentalinstitutionsandthreefromthebusi-nesssector.
BEST PRACTICE 16 HIGH TECH AUTOMOTIVE CAMPUS HELMOND
RegionEindhoven · Country The Netherlands · Policy Area Knowledge Science and Technology · Report http://www.euris-programme.eu/docs/htac_eindhoven
HighTechAutomotiveCampusHelmond
52—EURIS. Embracing Open Innovation in Europe
What is the practice about?TheKnowledgeManagementCen-tre,establishedon1stJuly2009isahorizontalserviceprovideroftheSzéchenyiIstvánUniversityinGyor.WithintheframeworkoftheprojectfundedbytheSocialRenewalOpera-tionalProgramme,theKnowledgeManagementCentredevelopsserv-icesthataimontheonehandtoex-plore,utilizeandsupporttheevalua-tionofnewresearch,innovationandtechnologicaltransferopportunities,basedontheresearchresourcesandcompetencesoftheuniversityandontheotherhandtopromotetheuniversitytobecomearegionalknowledgecentre.Thisisachievedthroughthedevelopmentofuni-versityknowledge-managementprocessesandinformationsystemsandthroughactiveeconomicandinstitutionalpartnermanagement.
Features of the centre-Customer-oriented and transparenttheoperationofthecentrehasaproc-essattitude,theservicesareprovidedinauniformwayandconstantinfor-mationisgiventotheinternalandexternalclients,inatransparentway.-Market-orienteditsservicescloselyadjusttointernalandmarketde-mands,whichiswhytheinternalandexternalmarketdemands-connectedtoitsservices-areregularlyassessed,andthedevelopmentofitsservicesarebasedonthat.-Proactivethecentretakesanactiveroleinthedevelopmentofeconomicandscientificcontacts.Thepart-nersandparticipantsarenotwaitedforpassively,buttheyareactivelysearchedout.Thecooperationthatopensupnewopportunitiesfornewtechnologicaltransfer,innovationop-portunitiesandmarketdemandsareactivelysearchedandhuntedfor.
For whom is it designed?Thebestpracticeisdesignedforuni-versities,technologytransferofficesandotherintermediaryinstitutions.
How does it work?Althoughtheprojectwascompletedattheendof2011,thecentrecon-tinuesitsactivitiesandfocusesoninnovationandbusinessdevelopmentservices.Mostoftheservicesof-feredbytheKMCareusedbyalotofstudentsandstaffmembers.Themostpopularactivityofthecentreisacom-
BEST PRACTICE 17 KNOWLEDGE MANAGEMENT CENTRE OF THE SZÉCHENYI ISTVÁN UNIVERSITY
RegionWest Transdanubia · Country Hungary · Policy Area Knowledge Science and Technology · Report http://www.euris-programme.eu/docs/kmc_westransdanubia
petence-basedgrantschemeprovidedforprototypebuilding.Theresultsarequitespectacular,thestudentteamsgofurtherandfurtherindevelopingtheirproductorserviceswiththeas-sistanceoftheexpertsworkingfortheKMC.Itisexpectedthattheseactivi-tieswillhelpcreateknowledge-inten-sivejobsandstart-upsintheregion.ThecentrecontributedtotheOpenInnovationSystemoftheregionbymappingtheknowledgeandresearchresultsoftheUniversity,bybuildingcooperationamonguniversitiesandbetweeneducationandindustryandbysupportingtechnologytransferandestablishmentofspin-offs.Italsobringsscienceclosertothepublicwithpopularscientificevents.
Advice for transferabilityThisgoodpracticecouldbeimple-mentedinthoseregionsfeaturingastrongR&Dcapacitywithexploita-tionpotential.
SzéchenyiIstvánUniversity
´́
The Best Practices—53
What is the practice about?TTCTULLtd.isacompanywhollyownedbyTUL(TechnicalUniversityofLodz).ItwascreatedtotakebetteradvantageoftheintellectualandtechnicalpotentialoftheUniversityandtohelpscientiststocommercial-izepotentiallyvaluableinventionsarisingfromtheirresearch.TTC:•looksforlicensees;•createsmarketvalueforlicensedtechnologies;•conductsnegotiationsandsellinglicenses;•createsspin-offcompanies;•sellstechnologymadebyscientistsatTUL;•providesknowledge-basedinnova-tiveservicesdevelopedatTUL.
For whom is it designed?TTC’sactivitiesaremainlyfocusedonsupportingeffectivecooperationbetweenTUL’sscientistsandentre-
preneursintermsofundertakingnewspin-offcompaniestofacilitateadvancedtechnologytransfersandthetransferofscientificideasfromsciencetoeconomy.
How does it work?•TTChelpsresearcherstocommer-cializeintellectualpropertyarisingfromtheirresearch(selling,licens-ing,spin-out,spin-offcompanies).•TTCprovidesconsultingexpertiseandadviceintechnologytransferandinnovationmanagementtoclientsacrossthepublicandprivatesectors.•TTCmanagestheUniversity’sintellectualpropertyportfolio,work-ingwithUniversityresearchersonidentifying,protectingandmarket-ingtechnologiesthroughlicensing,spin-outcompanyformation,con-sultingandmaterialsales.•TTCprovidesaccesstoUniversityexpertiseandprovidesresearcherswithadviceoncommercialization.
Advice for transferabilityTTCTULLtdfollowsthevisionofcreatingacompanyrecognizedasabrokerofinnovativetechnologyinthePolishmarket,actinginclosecooperationwiththebestscientists.TTCTULLtd.isfinancedwithcapitalcomingfromTULandownsales.ItisacompanywhollyownedbyTUL.
TomakeTTCTULfullysuccess-ful,betterandmoreintensiveeffortsencouragingscientiststocom-mercializetheirresearchresultsareneeded,aswellasagreatercommit-menttobuildingaregionalcoopera-tionnetworkbetweenscienceandbusiness.
BEST PRACTICE 18 TECHNOLOGY TRANSFER CENTRE OF THE TECHNICAL UNIVERSITY OF LODZ
RegionLodz · Country Poland · Policy Area Knowledge Science and Technology · Report http://www.euris-programme.eu/docs/ttc_lodz
UniversityofLodz
The best moment for transferringAtransferofaBestPracticeonlybecomesfeasibleanddesirablewhenanorganizationrecognizesthatanotherorganizationhassuccessfullyimplementedasolutionforasetofproblemsorissueswhichtheformerisseekingtoaddresswithaviewtostimulatingitsownactionsbasedonthelessonsderivedfromthatsuccess.
4. Guidelines for theASSESMENT & TRANSFER OFBEST PRACTICES
56—EURIS. Embracing Open Innovation in Europe
ThecurrentsectionprovidesaguidelineonwhichelementsneedtobeconsideredtosuccessfullyassessandfacilitatethetransferofBestPracticesfromonesettingtoanother.
The principles of transferring Best Practices
Transferisastructuredprocessoflearning.AssuchtheBestPracticeshouldprovideatangiblebasisforlearningthatisbasedonprovenso-lutionstocommonproblemsorissues.WithinthecontextoftheEURISproject,BestPracticesarerelatedtoOpenInnovationexperiencesintheprivatesector.
AtransferofaBestPracticeonlybecomesfeasibleanddesirablewhenanorganizationrecognizesthatanotherorganizationhassuccessfullyimplementedasolutionforasetofproblemsorissueswhichtheformerisseekingtoaddresswithaviewtostimulatingitsownactionsbasedonthelessonsderivedfromthatsuccess.
InthecontextoftheEURISprojectthegoalisultimatelytoinspirethedevelopmentofregionalpoliciesbyfacilitatingtheadoptionofOpenInnovationprinciplesandexperiences.Consideringtheactiveinvolve-mentoftheprojectpartnersandtheregionstheyarerepresenting,thewillingnesstolearnandtosharearetakenforgranted.Thechallengehoweverliesinrealizingwhetherchangesneedtobemadeamongre-gionstoexperiencethebenefitsfromtheactualtransfer.
Therearedifferenttypesofexperiencesthatcouldbetransferred.TherearealsodifferentlevelsofadoptionofthelessonslearntfromtheBestPractices:
•Localcircumstancesarecharacterizedbyconsiderablediversitiesintermsofculturalconditions,socialandeconomiccontexts,localcapaci-ties,andsoon;•Thereisanaturalresistancetochange;•Someplaceshaveinstitutionalstructuresthatarenotreallyopentoexternalinput.
Before the transfer: assessment of the Best Practice
WhenconsideringthetransferofaBestPractice,somekeyquestionsneedtobeansweredinordertoassessitstransferability.
1.IstheBestPracticesufficientlyclearlydefined?DoweknowexactlywhattheconstituentcomponentsoftheBestPracticeare?2.IsthereceivinglocationabletoreleasethecapacitythatisnecessaryforgivingtheBestPracticetheattentionitneeds?3.DoesthereceivinglocationsupportthetransferoftheBestPracticeattherelevantlevelsofgovernment(citycouncil,regionalauthorities,nationalgovernment)?4.Isthepoliticalsituationstableenoughatthereceivinglocation?5. Are legislative and/or regulatory problems to be expected whentransferringtheBestPractice?
Assessment And Transfer Of Best Practices—57
6.Issufficientfundingavailableorisitfeasibletomakethefinancialarrangementsrequired?7.DocompanieswelcometheBestPractice?8.DoestheBestPracticefitthelocalhabitsandroutinesofcompaniesandpublicbodies?9.Arepotentialenvironmentalimpactsaddressed?10.Areequalopportunitiesandgenderissuestakenintoaccount?
Methodology
Theabovequestionsareintendedasparticularfocuseswhenassess-ingthetransferabilityoftheBestPracticeathand.Itisrecommendedtowritea(twopage)policynoteaddressingtheforegoingissues.Thepolicynoteshouldconcludewithapositiveornegativerecommenda-tion.Takingintoaccountthelocalsituationatthereceivinglocation,someitemsmightbeofmoreimportancethanothersandshouldbepaidmoreorlessattentioninthepolicynote.
During the transfer: process indicators for a successful transfer
Intheforegoingparagraphssomeofthechallengesrelatedtothetrans-ferofBestPracticeshavebeenmadeexplicit.Thisdemonstratestheuniqueness and context dependency of the actual transfer at hand.Whenlookingatthesubjectmatterfromaprocessperspective,6indi-catorsaretobetakenintoaccount:
1.Participation:Doesthetransferinvolveandpromoteparticipationofallpossiblestakeholdersincludingthedonorandimplementers?2.Transparency:Isthetransferprocessopenandaccessibletoallstake-holders?3.Accountability:Aretheremechanismsinplacetoensureaccountabil-ityforactionsandresponsibilitiesofallpartnersinvolved?4.Inclusion:Istheparticipationofallpotentialstakeholdersconsideredinthedesignofthetransfer?5.Financial feasibility:Are resourcesand fundingavailable to imple-mentandsustaintheinitiative?Arefundingalternativesidentified?6. Sustainability: Does the initiative consider the economic, environ-mentalandsocialneedswithouttradingoffoneatthegreatexpenseoftheother,noworinthefuture?
Methodology
Theaboveprocessindicatorsaretobeseenasminimumrequirementsforasuccessfultransferprocess.Inanidealworldallquestionsrelatingtotheindicatorsshouldbeansweredwith‘yes’toreachthemostsuc-cessfultransferofanyinitiative.Becausethisidealsituationisseldomtobefound,itisnecessarytodevelopactionstoincreasethescoreoneachoftheindicators.Theassumptionisthatahighscoreincreasesthesuccessoftheactualtransfer.Inordertostipulateactionsafour-stepapproach—includingfeedbackloops—isproposed.
58—EURIS. Embracing Open Innovation in Europe
Step1Status IndicatorsThisstepcomprisesdeterminingthestatusofeachoftheprocessindica-tors.Foreachofthesixindicators,thestatusshouldbeplottedona10pointscaleinwhich1isthelowestscoreand10isthemaximumscore.
Step4Documenting the processTo facilitate future transfer processes, it is important to document theprocess.Thefollowingitemsneedtobedescribed:—Whatdidnotworkandwhy?—Whatturnedout‘evenbetter’thantheoriginal?—Describewhatthehostshavelearnedfromthetransfer.—Whichlessonsaretobedrawntoenrichtheoriginalinitiative?—Whichlessonsaretobedrawnforfuturetransfers?
Step2Actions to increase the score of each the 6 indicatorsForeachoftheindicators,thefollowingquestionsneedtobeanswered—Whatisthedesiredminimumscoreonthe10-pointscale?—Whatactionscanweundertakeinordertoincreasethescore?—Whoneedstobeinvolvedinthoseactions?—Whichtimelineisrealisticinordertoexecutetheactions?—Howarewegoingtomeasuretheincreaseinperformance?Aftertheactionshavebeenformulated,workneedstobedone.
Step3Re-evaluationInthissteptheprocedureforstep1isrepeated.Incasethescoresoneachofthequestionsareatanacceptablelevel,theactualtransferiscompletedandstep4canbestarted.Ifnot,step2and3aretoberepeated.
1 2 3 4 5 6 7 8 9 10
NO NEUTRAL YES
NO NEUTRAL YES
1 2 3 4 5 6 7 8 9 10
Assessment And Transfer Of Best Practices—59
Inno-Share Gyor
Packaging Excellence Center Stuttgart Region EURIS meeting Brussels February 2011 High Tech Automotive Campus Helmond
AUDI Department Gyor University´́
´́
¿The goal? Exchange of cooperation practicesEURIShasproducedthisGuideinordertoprovidepolicy-makersandprogrammemanagerswithastrategicinsightintoregionalinnovation,thusleadingtoareflectiononwhichpolicymeasuresandsupportprogrammescanstrengthenandaccelerateOpenInnovation,collaborationandcooperationpracticesbetweeninnovationstakeholders,bothattheregionalandinter-regionallevel.
5. EURISPARTNERSHIP
a Navarra Region, Spainb Stuttgart Region, Germanyc Eindhoven Region, The Netherlandsd West Transdanubia Region, Hungarye Lodz Region, Poland
62—EURIS. Embracing Open Innovation in Europe
a
GovernmentofNavarra.DGEnterpriseandInnovationDepartmentofRuralDevelo-pment,Industry,[email protected]
StuttgartRegionEconomicDevelopmentCorporationwww.wrs.region-stuttgart.destephanie.fleischmann@region-stuttgart.de
b
BrainportDevelopmentNVwww.brainportdevelopment.nlwww.brainport.nlw.dekinderen@brainportdevelopment.nl
West-TransdanubianRegionalDevelopmentAgencyNonprofitLimitedLiabilityCompanywww.westpa.hueszter.fatrai@westpa.hu
d
c e
Navarra Region, Spain
a
c Eindhoven Region, Netherlands
West Transdanubian Region, Hungary
D Lodz Region, Poland
E
Stuttgart Region, Germany
b
EURIS Partnership—63
aNavarra Region, Spain
Navarraisanautonomousregionlocatedtothenorth-eastofSpain,sharingaborderwiththesouthofFrance.Followingthedecentralizedsystem of the Spanish state, Navarra has got the most comprehen-siveandamplepowersandcompetenciesamongstSpanishregionsforthedesignandimplementationofpublicpoliciesonavarietyoffields,includingInnovation.
Navarra is a small region with a population of 620,000, but with adynamiceconomyandanestimatedGDPpercapitaofEUR28,000,whichmakesitoneofthewealthiestregionsinSpainandthe38thEUregionaccordingtopercapitaaverageincome.
TheDepartmentofRuralDevelopment, Industry,EmploymentandEnvironment of the Government of Navarra is the public adminis-trationbodyresponsibleforthedesign,implementation,monitoring
andevaluationoftheRegionalInnovationStrategy(Fourthtechnol-ogyPlanofNavarra2012-2015),whoseoverallgoalsareinlinewiththeobjectivesoftheEurope2020Strategy.
Tothatend, thecurrentRISmainly focuseson2specificpriorities:the support of collaborative policies in the fields of research, tech-nologicaldevelopmentandinnovation,promotingthecollaborationandcooperationbetweencompaniesandresearchorganizations,andtheinternationalizationoftheregionalinnovationsystem.
The EURIS Programme, led by the Department of Rural Develop-ment,Industry,EmploymentandEnvironmentoftheGovernmentofNavarra,willallowNavarraandotherstrivingregionstocollaboratewithOpenInnovationpowerhousesattheEuropeanlevel.Theulti-mategoalistotransfergoodpracticesornewapproachesonOpenInnovationintothenextregionalinnovationstrategythatwilldefini-tivelypositionNavarraasanopenandglobalinnovationplayer.
www.navarra.esContact personMr. Rafael MuguerzaPhone:+34848427663.Email:[email protected]
Gobierno de Navarra. DG Empresa e Innovación.Departamento de Desarrollo Rural, Industria, Empleo y MedioambienteGovernment of Navarra. DG Enterprise and InnovationDepartment of Rural Development, Industry, Employment and Environment
64—EURIS. Embracing Open Innovation in Europe
bStuttgart Region, Germany
TheStuttgartRegionEconomicDevelopmentCorporation(WRS)isasubsidiaryofthepublicbody“VerbandRegionStuttgart”andwasfoundedin1995astheeconomicdevelopmentagencyfortheStutt-gartRegion.
TheStuttgartRegionisapoliticalentitythatislegallyentitledtoallquestionsregardingregionaland infrastructureplanning, transportandeconomicdevelopment.WRSandVerbandRegionStuttgartarethetworelevantbodieswhichdevelop thepolicies in theirfieldsof responsibilityand implementthemintheregion.
TheworkingprogrammeofWRScomprises:•marketingfortheregion,• invest or support services and investment promotion activities atregional,nationalandinternationalscaleand
• regional development, covering the implementation and fundingofownregional innovationsupport initiativesandstrategies in thefieldsofstart-upsupport,innovationfinancing+venturecapitalandregionalclustermanagement.
Takingalreadyexistingpracticalexperiencesinimplementinginno-vationsupportmeasures in theStuttgartRegionand thedirectco-operationwithadditionalimportantstakeholdersintoconsideration,theStuttgartRegionEconomicDevelopmentCorporationpossessesthe competences, capacity and know-how required to actively con-tributetoachievingtheEURISprojectresults.
Accompaniedbyanongoingstrategyprocessforregionaldevelop-mentintheStuttgartRegion(“Strategy2020”),whichdefinesimpor-tantfutureactivities,theresultsoftheEURISprojectandespeciallytheOpenInnovationpolicy recommendationswillbedirectly inte-gratedintotheactivitiesofWRSforfurtherenhancingandboostingtheinnovationframeworkconditionsintheStuttgartRegion.
www.wrs.region-stuttgart.deContact personMs. Stephanie FleischmannPhone:+4971122835-26Email:[email protected]
Wirtschaftsförderung Region Stuttgart GmbH (WRS).Stuttgart Region Economic Development Corporation.
EURIS Partnership—65
cEindhoven Region, The Netherlands
TopTechnologyRegionBrainportisabreedinggroundforinnova-tionandthehomebaseofworld-classbusinesses,knowledgeinsti-tutesandresearchinstitutions.Togethertheydesignandmanufac-turethetechnologyofthefuturetoensureasafe,greenandcaringsociety and the sustainable economic development of the Nether-lands.WiththeEindhovenregionatitscore,Brainportisthehubofanetworkstretchingoutacross theSoutheastNetherlandsand theDutchborders.
Brainport Development is a new-style development company. To-getherwithrepresentativesfromtradeandindustry,knowledgeinsti-tutesandtheauthorities,BrainportDevelopmentworksonreinforc-ingtheTopTechnologyRegionBrainport.
BrainportisanimportantpillaroftheDutcheconomywithspearheadsectors:HighTechSystems&Materials,Food,Automotive,LifetechandDesign.
BrainportDevelopmentencouragesanddevelops regionaland (in-ter)nationalprojectsandprogrammes,promotesBrainportathomeandabroadandfacilitatesregionaltradeandindustrythroughserv-icessuchasbusinessadviceandbusinessfunding,incubatorfacili-ties,businessaccommodationandbusinesscentres.
Brainport’s mission is to strengthen this unique ecosystem to im-provetheinternationalcompetitivenessofTheNetherlands.
www.brainportdevelopment.nlwww.brainport.nlContact personWim de KinderenPhone:+3227377224Email:[email protected]
Brainport Development NVBrainport Development NV
66—EURIS. Embracing Open Innovation in Europe
dWest Transdanubia Region, Hungary
Mission:West-TransdanubianRegionalDevelopmentAgency isanorganic community, an open and developing organisation, whichsupportslocalinitiativesthroughitsinitiating,mediatingandserviceactivitiesandcooperateswithallthestakeholdersconcernedwiththebalanceddevelopmentofourregion.”
TheWest-TransdanubianRegionalDevelopmentAgencywasestab-lished1999asthebasicinstitutionfordevelopment,innovation,stra-tegicplanningandprogramme implementationata regional level.TheWest-TransdanubianRegionconsistsof3counties:Gyor-Moson-Sopron,VasandZala.Theagencyhasofficesin5townsoftheregion.
Sinceitsfoundation,theagencyhasdevelopedanextensiverangeofco-operationswithregional,nationalandinternationalorganisations.Ithaslaunchedseveralkeyregionalinitiatives,designedandapplied
manyregionalstrategies,andhascoordinatedthedraftingofapproxi-matelythirtyregionalprogrammedocuments.WTRDAmanagesthou-sandsofmillionEURfromnationalandEU(ERDF)fundseveryyear.TheAgencyhasmorethan70highlytrainedfull-timeemployeesanda group of 11experts devoted to multinational project management,whilealsorunningtheRegionalRepresentationOfficeinBrussels.
WTRDAisboththedesignerandthefullycompetentintermediatebody of the West Transdanubia (Transdanubian) Regional Opera-tionalProgramme2007-2013(ERDF),whichincludessupportmeas-ures on behalf of innovation and technology transfer institutions,innovation houses, clusters, industrial parks and business supportadvisoryservices forSMEs.TheAgency isalso responsible for thenationalinnovationsupportschemededicatedmostlytoSMEsandwhichprovidesthemainbudgettofinanciallysupportstart-upandspin-offcompanies,theestablishmentofinnovationservicecentres,thedevelopmentofinnovativeproducts,etc.
www.westpa.huContact personEszter FátraiTel:+36-96-516-232E-mail:[email protected]
Nyugat-dunántúli Regionális Fejlesztési Ügynökség Közhasznú Nonprofit Kft.West-Transdanubian Regional Development Agency Nonprofit Limited Liability Company
´́
EURIS Partnership—67
eLodz Region, Poland
TheLodzRegionislocatedincentralPoland.Theregion’sareatotals18,219km2andthepopulationis2,534,000.Thedensityofpopulationis 139 (hab./km2)and theurbanisation level ishigher than inotherpartsofPoland.Thelevelofeducationoftheregion’sinhabitantsisclosetothenationalaverage.TheregionofLodzisdividedinto24dis-tricts(poviats)and177municipalitiesandcommunities(gminas).Thelocalexecutivebodiesofgminasandpoviatsare,respectively,mayorsandpoviatadministrationofficers(starosts),withcouncillors,electedindemocraticelections,withlegislativepowers.TheLodzRegiondis-playsahighgrowthpotentialandsplendidprospectsofbecomingamajorbusinesshubinthemiddleofPolandandCentralandEasternEurope.Verysoon,entrepreneurswillcreateanotherpromised landherethat,justliketwocenturiesago,willbecomealandofsuccess.The Marshal’s Office in Lodz is the administrative body of the LodzRegion.TheLodzRegion(TheLodzkieVoivodeship)isthehighestintermsofself-government.TheOfficeisamulti-departmentinstitution
with approximately 900 employees. The Marshal’s Office in Lodz isanorganisationemployingpeopleeffectivelyacting for thebenefitoftheinhabitantsofregion.Itisamodernandefficientlymanagedpublic institution,oneof thebestorganisationswithintheself-gov-ernmentadministrationsysteminPoland,settingqualityandprofes-sionalstandards(PM-ENISO9001:2009).
TheLodzRegionisalsotheManagingAuthorityoftheRegionalOp-erational Programme for the Lodz Region 2007-2013. The Lodz Re-gioniscarryingouttheLorisPlusProjectwithinitsRegionalInnova-tion Strategy (RIS) with the general goal of elaborating a strategicframeworkthatincreasestheinnovativenessandcompetitivenessofenterprisesintheRegionthroughtheoptimizationofinfrastructuresandregionalinnovationpolicies.
www.lodzkie.plContact persons
Mr. Artur StelmachDirectorofRegionalPolicyDepartmentPhone:+48426633092Fax:+48426633094E-mail:[email protected]
Mr. Marcin PodgórskiDirectorofRegionalOfficeoftheLodzVoivodshipinBrusselsPhone:+3222309077Fax:+3222311587E-mail:[email protected]
Województwo Łódzkie.The Lodz Region
6. INTERREG IV CPROGRAMME
70—EURIS. Embracing Open Innovation in Europe
• Priority 1: Innovation and the knowledge economy
Priority1,connectedwiththeLisbonagenda,aimsatenablingregion-alandlocalauthoritiesandotherstakeholdersattheregionalleveltoimprovetheirpolicies,methodsandcapacitiesinthefieldofinnova-tionandtheknowledgeeconomy,throughtheexchangeandtransferofknowledgeandexperiencebetweenregionsthroughouttheEuro-peanUnionandthedevelopmentofnewpoliciesandapproaches.
ThisprioritycontributestoreducingregionaldisparitiesthroughoutEuropebystrengtheningregionalinnovationpotential.Theambitionis also to pool expertise in order to increase the overall level of re-gions’competitivenessinEurope.
INTERREG IVC Interregional Cooperation Programme providesfundingforinterregionalcooperationacrossEurope.Itisimplement-edundertheEuropeanCommunity’sterritorialcooperationobjectiveandfinancedbytheEuropeanRegionalDevelopmentFund(ERDF).
TheOperationalProgrammewasapprovedinSeptember2007andINTERREGIVCwillrunfrom2007to2013.TheINTERREGIVCPro-gramme is financed by the European Regional Development Fund(ERDF).ThetotalERDFbudgetavailableforcommitmentstoopera-tionsduringtheperiod2007-2013amountsto302millionEUR,whichcan be used by EU partners and will be matchedwith nationalco-financing.Inaddition,2.7millionEURisavailablefortheparticipa-tionofNorwegianpartners.Swisspartnersalsohaveanopportunitytoapplyfornationalfunds.
TheoverallobjectiveoftheINTERREGIVCProgrammeistoimprovetheeffectivenessofregionalpoliciesandinstruments.Aprojectbuildson theexchangeofexperiencesamongpartnerswhoare ideally re-sponsibleforthedevelopmentoftheirlocalandregionalpolicies.TheINTERREGIVCsupportstwothematicpriorities:
• Priority 1. Innovation and the knowledge economy.• Priority 2. Environment and risk prevention.
ThethematiccoverageoftheprioritiesisdesignedtocontributetotheaccomplishmentoftheLisbonandGothenburgagendas.
INTERREG IV C Programme—71
TherenewedLisbonstrategyforgrowthandjobsintheEuropeanUnionplacesastrongemphasisonfurtherdevelopingtheknowl-edgesociety.ThisisbasedontheassumptionthatEurope’spoten-tialforfutureeconomicdevelopmentisdirectlylinkedtoitsabilityto create and promote high-value, innovative and research-basedeconomicsectors, thatarecapableofcompetingwith thebest intheworld.
• Priority 2: Environment and risk prevention
The aim of Priority 2, connected with the Gothenburg agenda, isalso to empower the public authorities and other stakeholders toimprovetheirpoliciesanddevelopnewapproachestoimprovethequalityofenvironmentandtoincreasetheattractivenessofthere-gions in Europe by means of exchanging knowledge and experi-encebetweenregions.
The European Union is committed to sustainable development,which involves protecting and improving the quality of environ-ment.Globally,thatmeanssafeguardingtheEarth’scapacitytosup-portlifeinallitsdiversity,andrespectingthelimitsoftheplanet’snaturalresources.AnEU-wideenvironmentalpolicymakessense,becauseallEUcitizensareentitledtothesamelevelofenvironmen-talprotectionandallbusinessesareentitledtooperateinthesamecompetitiveconditions.
Typical tools for theexchangeofexperiencearenetworkingactivi-tiessuchasthematicworkshops,seminars,conferences,surveysandstudyvisits.Projectpartnerscooperatetoidentifyandtransfergoodpractices.Possibleprojectoutcomesincludeforexamplecasestudycollections, policy recommendations, strategic guidelines or actionplans.INTERREGIVCalsoallowslightimplementationorpiloting,butonlyifthesecomplementtheexchangeofexperienceactivities.
Furtherinformationonwww.interreg4c.eu
to finishACKNOWLEDGEMENTS
Agencia Navarra de Innovación
y Tecnología. ANAIN.
Navarra Innovation and Technology
Agency. ANAIN.
• Belén Goñi
• Gerardo Fernández
• María Beunza
Asociación para la Industria Navarra. AIN.
Navarra Industry Association. AIN.
• Juan Ramón de la Torre
Centro Europeo de Innovación y Empresas
de Navarra. CEIN.
European Business and Innovation Center
of Navarra. CEIN.
• Carmen Leza
• Beatriz Blasco
• Maite Zaratiegui
• Eva Gómara
• Fernando Baztán
Centro Multidisciplinar de Innovación y
Tecnología de Navarra de Fundación
CETENA. CEMITEC.
CETENA Foundation´s Multidisciplinary
Stuttgart Region, Germany
Universität Stuttgart
University of Stuttgart
• Ulrich Eggert
• Daniel Hofmann
Virtual Dimension Center Fellbach (VDC)
Virtual Dimension Center Fellbach (VDC)
• Claire Duval
• Christoph Runde
Business Angels Region Stuttgart
Business Angels Region Stuttgart
• Andreas Chatzis
Innovation and Technology Centre of
Navarra. CEMITEC.
• Xabier Troyas
Centro Nacional de Tecnología y Seguridad
Alimentaria. CNTA.
National Center on Food Technology and
Security. CNTA.
• Carlos González Navarro
Centro Tecnológico de Automoción de
Navarra de la Fundación CETENA. CITEAN
CETENA Foundation’s Automotive
Technology center of Navarra. CITEAN.
• Luis Álvarez de Eulate
Instituto Científico y Tecnológico—
Universidad de Navarra. ICT.
Scientific and Technological Institute of
Navarra—University of Navarra. ICT.
• Guillermo del Barrio.
Universidad Pública de Navarra. UPNA.
Public University of Navarra. UPNA.
• Alfonso Carlosena
• Iñaki Casado.
• Cristina Bayona.
• Teresa García Marco.
Eindhoven Region, The Netherlands
Business Incubation Eindhoven
• Noel Coopmans
High Tech Automotive Campus
• Pieter Noordzij
High Tech Campus Eindhoven
• Jacky Wassenberg
MiPlaza
• Gerjan van de Walle
Holst Centre
• Koen Snoeckx
International good practices
Reported by Brainport Development NV
based on Best Practice descriptions from
the European projects Making Knowledge
Work and Crossworks, in which Brainport
Development participated as Lead Partner.
All good practices checked/corrected by
Linco Nieuwenhuyzen, Strategy Advisor
Brainport Development NV and Jasmijn
Rompa, Junior Strategy Advisor Brainport
Development NV.
Navarra Region, Spain
Acknowledgments—73
West Transdanubia Region, Hungary
INNONET Innovációs és Technológiai
Központ
INNONET Centre of Innovation and
Technology
• Mr. Bálint Vasvári
Széchenyi István Egyetem/
Tudásmenedzsment Központ
Széchenyi István University/Knowledge
Management Centre
• Dr. Tibor Dory
Széchenyi István Egyetem/AUDI
HUNGARIA Belso Égésu Motorok Tanszék
Széchenyi István University/AUDI
Hungaria Department of Internal
Combustion Engines
• Dr. Csaba Tóth-Nagy
Közép-Magyarországi Innovációs Központ
Central Hungarian Innovation Centre
• Katalin Kovács
Kitchen Budapest
• Eszter Bircsák
Aalto Design Factory
• Jussi Hannula
Lodz Region, Poland
Uniwersytet Łódzki
University of Lodz
• Dariusz Trzmielak
• Jolanta Pacura
• Michał Kaczmarek
Politechnika Łódzka
Technical University of Lodz
• Adam Owczarek
Uniwersytet Medyczny w Łodzi
Medical University of Lodz
• Mikołaj Gurdała
• Tomasz Jastrzębski
Stowarzyszenie Doradców Gospodarczych
Pro—Akademia
Association of Economic Consultants
Pro—Akademia
• Iwona Adamkiewicz
• Maksymilian Kochański
Centrum Innowacji Akcelerator Technologii,
Fundacja Uniwersytetu Łódzkiego
University of Lodz Foundation, Innovation
Center—High Technology Accelerator
• Ewa Postolska
• Jacek Bauer
Instytut Nowych Technologii
Institute of New Technologies
• Marta Okupińska
Akademia Humanistyczno—Ekonomiczna
w Łodzi
Academy of Humanities and Economics
in Lodz
• Szymon Swierczewski
• Wiesław Przybyła
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Eindhoven RegionThe Netherlands
Lodz RegionPoland
Stuttgart RegionGermany
West Transdanubia RegionHungary
Navarra RegionSpain
Partners