Open Innovation 2.0 Yearbook 2013 - European Commission - Europa

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12 O P E N I N N O V A T I O N 2 0 1 3 • ‘Creating the best possible environment for entrepreneurs to commercialise their ideas and create jobs and putting demand-led innovation as a main driver of Europe’s research and development policy.’ • ‘The important role played by industry for European growth, competitiveness, exports and job creation and as a driver for productivity and innovation.’ The research, development and innovation support from the Commission will reflect the new approach. Key instruments will be the Horizon 2020 programme together with the Connecting Europe Facility (CEF) [5]. Horizon 2020 is the financial instrument implementing the Innovation Union [6], a Europe 2020 flagship initiative aimed at securing Europe’s global competitiveness. Running from 2014 to 2020 with a proposed EUR 80 billion budget, the EU’s new programme for research and innovation is part of the drive to create new growth and jobs in Europe. Horizon 2020 provides major simplification through a single set of rules. It will combine all research and innovation funding currently provided through the Figure 3: Balanced mix of privacy, culture and innovation Legal & Self-regulatory Access & Technology Economy & Society Framework Programmes for Research and Technical Development, the innovation-related activities of the Competitiveness and Innovation Framework Programme (CIP) and the European Institute of Innovation and Technology (EIT). The proposed support for research and innovation under Horizon 2020 will, according to the Commission’s proposal [7]: • strengthen the EU’s position in science with a dedicated budget of EUR 24 598 million: this will provide a boost to top-level research in Europe, including an increase in funding of 77 % for the very successful European Research Council (ERC); • strengthen industrial leadership in innovation with a budget of EUR 17 938 million: this includes major investment in key technologies, greater access to capital and support for SMEs; • provide EUR 31 748 million to help address major concerns shared by all Europeans such as climate change, developing sustainable transport and mobility, making renewable energy more affordable, ensuring food safety and security, or coping with the challenge of an ageing population. Balancing the mix (e.g. privacy, culture, innovation)
In the approach the European Commission is taking, the integration of economical, technological, societal and legal aspects are integrated to achieve full impact (Figure 3). Hence, the glue between the various aspects of the tool sets described above to foster innovation is currently thoroughly elaborated, in order to provide a flying start to the new framework, Horizon 2020, in the year 2014. Changed innovation process It is important when planning for new innovation support activities to see the new innovation para- Figure 4: The bridge analogy Knowledge Technological facilities Pilots lines demonstrators digms shifting from linear innovation models to strongly parallel ones. Successful innovation combines several disciplines, all stakeholders and societal and technological drivers. The linear innovation model may still be valid for some industries, for example related to drug research, but the more we shift to knowledge society-related innovation, the stronger we see the parallelism of the different innovation elements. They both increase the speed of innovation as well as the success rate of the deployment. The The valley valley of death death Referring to the bridge analogy (Figure 4), we actually should speak about a set of bridges, each having their specific role in the process leading to strong cross-fertilisation of ideas, technologies and the societal drivers. All the stakeholders (industry, research, public sector and the user community) need to be involved. The wisdom of crowds (crowdsourcing, crowdfunding, etc.) is a strong element in modern innovation processes but, so far, we do not have much evidence of successful large-scale crowdsourcing Globally competitive manufacturing facilities Science Technology Products Production Technological research Research & Technology organisations Production development Industrial consortia Competitive manufacturing Anchor companies Market activities, except, perhaps, the best known example: the Linux operating system. However, it is evident that crowd resourcing is growing due to the easier connectivity of actors sharing common values and objectives. Hence, in modern innovation systems, we need to pay attention to the processes supporting better use of the power of the crowds. This user-centric, sharing-based innovation ecosystem approach is very much open: it also demands new types of IPR which foster sharing and value creation based on creative commons. 13
Page 1 and 2: doi 10.2759/87245 KK-AI-12-001-EN-C
Page 3 and 4: EUROPEAN COMMISSION Open Innovation
Page 5 and 6: Contents FOREWORD . . . . . . . . .
Page 7 and 8: Introduction The objective of our I
Page 9 and 10: Executive summary This yearbook Ope
Page 11 and 12: CHAPTER I Policy development 1.1. E
Page 13: shift the development pace signific
Page 17 and 18: Innovation dynamics have increased,
Page 19 and 20: and joint growth in an organic, non
Page 21 and 22: their environment with its technolo
Page 23 and 24: In the course of his work, McInerne
Page 25 and 26: Figure 3: Ecological systems framew
Page 27 and 28: innovation maturity level such as t
Page 29 and 30: [13] Oakley, A. (1990), Schumpeter
Page 31 and 32: Innovation does not necessarily imp
Page 33 and 34: where Europe remains an abstraction
Page 35 and 36: [4] Giannakouris, K., Smihily, M. (
Page 37 and 38: The term ‘smart city’ has attra
Page 39 and 40: Improve-My-City is an application d
Page 41 and 42: participate, and a proof of this is
Page 43 and 44: models could dynamically evolve ove
Page 45 and 46: even learn to pilot, experiment and
Page 47 and 48: European ICT companies are collabor
Page 49 and 50: ‘smart specialisation platform’
Page 51 and 52: 2.3. Innovating with and for the pu
Page 53 and 54: Case study: Helsinki City Home Care
Page 55 and 56: Thus, the city has acted as a co-cr
Page 57 and 58: Neelie Kroes, Vice-President of the
Page 59 and 60: There are many European initiatives
Page 61 and 62: 3.2. Participative innovation in sm
Page 63 and 64: LIGHT HOUSE Figure 2: The reference
Page 65 and 66:
who’s allowed to do what? Who is
Page 67 and 68:
Figure 6: Elements of the roadmap f
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The roadmap shows that much is alre
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Concrete actions for the short term
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3.3. Smarter water: why open innova
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industrial users’ infrastructure
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[27] UN Office for the Coordination
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There is, however, a general agreem
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to more personalisation on data-sha
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[14] The official website of the UK
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the organisation to meet demand in
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Table 2: Challenges of the company
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3.6. Horizon 2020: Regional Innovat
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The thrust of the recommendations f
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Table 2: Possible 1-year work proce
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programme (Figure 1). Participants
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The active agents of the metropolis
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• active cross-sectoral communica
Page 101 and 102:
Working with patterns is not a new
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shifts in deep understanding that a
Page 105 and 106:
We are now approaching the end of t
Page 107 and 108:
The Open Innovation Lab: innovation
Page 109 and 110:
References [1] http://www.fi-ppp.eu
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Open Innovation 2.0 Yearbook 2013 - European Commission - Europa

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