Open Innovation 2.0 Yearbook 2013 - European Commission - Europa

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14 O P E N I N N O V A T I O N 2 0 1 3 Figure 5: The bridges The approach we can observe, for example, in the Living Labs, encourages open interaction between users and suppliers throughout the innovation and development process. This leads to real-life prototypes and experiments and to scalable and multipliable solutions which shape the markets. Rapid Figure 6: The evolution of innovation Centralised inwardlooking innovation Closed Innovation Externally focused, collaborative innovation Open Innovation prototyping means also faster innovation processes, and faster feedback on the successful solutions. However, on the other hand, it also means failing fast, and not wasting time, energy and money on solutions which have no market potential: continuous user involvement is thus essential. Ecosystem centric, crossorganisational innovation Innovation Networks
Innovation dynamics have increased, also leading to new requirements for successful and sustainable innovation ecosystems (Figure 6). Experimenting and prototyping better enable trials of entirely new and risky solutions and also call for a new type of daring leadership. Thus, the characteristics of sustainable innovation are the following. • It is full of disruptions! • It is about (value) choices! • It is beyond (political) buzzwords! • It is holistic! All this means increased risk-taking (in a managed way) but, at the same time, greater gains for successful and, often daring, new solutions. Does the approach in Horizon 2020 allow modern innovation? My answer is definitely ‘Yes’, but it requires courage to take the new approach in practice. New instruments As I write this article, new instruments which support faster innovation cycles, with higher return rates, are being developed at the Directorate- General for Communications Networks, Content and Technology. The new approach to support innovation in a more holistic manner can, for example, be seen in the tools developed for the new Horizon 2020 framework. Firstly, as mentioned earlier, the whole Horizon 2020 programme structure supports demandorientation that links interdisciplinary thinking to problem-solving. The science-driven innovation part of the programme supports the growth of new science and technology-based results to be harvested in the other parts of the programme. The new tools currently in discussion are, for example, the extension of the piloting approach currently in the seventh framework programme. The pilots were used, for example, in the IST PSP programme to verify, in large-scale pilots, the platform thinking in cross-border applications. These pilots were driven by public sector organisations. Examples of these can be found in eHealth, eGovernment and eProcurement. In the new approach, piloting is extended beyond the downstreaming, to prototyping, testing and demonstrations in real-world settings. This, as discussed earlier, enables faster identification of the potentially successful approaches but, likewise, helps to fail fast, avoiding costly failures at a too late stage. The pilot/experimentation approach en ables seamless integration of demand-side innovation with a technology-enabled approach. Users will be also in important role in this approach — ideally, involved in all stages of the projects. Pre-commercial procurement and public procurement of innovation will be reshaped and extended to, ideally, provide the necessary bridge from prototypes and experiments to scale-up. Public sector procurers have tremendous purchasing power, meaning that their impact on take-up of modern solutions can be of crucial importance. Importantly, inducement prizes will also be proposed. They drive real solutions which are often application-oriented. Prizes attract new constituencies who are not usually involved in EU projects. Prizes also publicly highlight well the issues to be solved. Current thinking is based on three categories of prizes, namely: grand prizes (up to EUR 10 million); major prizes (up to EUR 6 million); and sectorial prizes (up to EUR 1 million). Prizes ideally bridge research results to commercialisation without predetermining the structure or technology of the solution. From the open innovation perspective, perhaps (besides prizes) the most interesting scheme is the non-descriptive, open, light and fast scheme which supports disruptive innovation. This approach does not predetermine the topic area, but proposes a cross-sectorial approach and leads to high rewards and high impacts. The risk level of this initiative is rather high, but by dividing the process into phases, the risk is managed. At the same time, it maintains the openness and incentive in the scheme. One of the targets of this scheme is to create new markets through the disruptive approach, which very often also involves the strong presence of the problem owner (clientele, citizens) in the project execution. At its best, it enables co-creativity in innovative solutions. The scheme is divided into three phases: the first is a feasibility study and demonstration, funded up to some EUR 50 000. After this period, the most promising 20 % can continue for 6–9 months to the next phase, which consists of validation and trialling the solution in real-world settings. Funding for this experimentation phase would be up to some EUR 2 million for a maximum of 18 months. At the end of the second phase, prizes could also be granted for the most successful based on the impact and scalability of the solution. 15
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 and 14: shift the development pace signific
Page 15: In the approach the European Commis
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
Page 69 and 70:
The roadmap shows that much is alre
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Concrete actions for the short term
Page 73 and 74:
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
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Working with patterns is not a new
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shifts in deep understanding that a
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We are now approaching the end of t
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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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