Open Innovation 2.0 Yearbook 2013 - European Commission - Europa

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92 O P E N I N N O V A T I O N 2 0 1 3 prioritised. Recommendations can be proposed and discussed in terms of suitability and practical implementation. Finland was the first country to organise a round table with the NCP (in 2005). This process, documented in the report Five Steps for Finland’s Future, contributed to a knowledgeminded innovation programme inspired by its recommendations. Since then, NCP round tables have been held in Morocco, Serbia, Malaysia and Austria, and a bilateral round table between France and Germany is currently running. • Use ACSI camps and regional SI Labs to engage citizens, researchers and experts to work collaboratively on reframing issues and creating early prototypes. ACSI is an action-learning camp addressing societal concerns in a new and highly effective manner: it initiates a 12-month process empowering people and organisations to think and act in concert, applying innovation skills and mindsets to address challenging real-life issues. Participants create a shared understanding of how opportunities for societal innovation emerge and how to use them constructively. Methodologically, ACSI acts through the Knowledge Triangle, combining research, education and innovative practice to develop prototypes for systemic societal renewal. The goal is to break new ground and transcend traditional (social and societal) borders to create new ways of thinking about the issues addressed. Integrating students, researchers, innovators, artists, and working life experts from various disciplines and many countries creates synergies and multi-perspectives leading to new ideas. The core of ACSI is an 8-day camp that has been organised three times in Finland, and will move to Sweden this year. Short forms called Societal Innovation Labs (SI Labs) are being prototyped in South Africa and other locations. These 3- and 4-day labs focus on developing the mindset and skills needed for pursuing systemic change. • Make use of innovation-enabling environments such as future centres and Living Labs to directly involve key stakeholders in addressing issues, prototyping promising solutions, and testing them in practice. These innovation-enabling environments are facilitated working and meeting environments that help organisations to prepare for the future in a proactive, collaborative and systematic way. They provide facilitated high-tech/high-touch environments to create and apply knowledge, develop practical innovations, bring government in closer contact with citizens and connect end-users with industry. Their core business is engaging stakeholders in developing innovative solutions to challenging business, organisational or societal problems. People are central to this solution-seeking process. Future centres typically deal with the development of new visions, policies, products and services, translating strategic goals and intentions into actionable plans, and creating breakthroughs in stuck situations. They stimulate cooperation within and between organisations, enhance open innovation and participative design through collaboration with citizens, end-users, and stakeholders, and provide process space to test prototypes in practice. Such a process could help regions to move decisively from strategic plans to strategic action. It would create early exemplars of successful practice, using research and knowledge to tackle societal challenges at the regional and local level, and contribute to helping Horizon 2020’s three-pillar focus to achieve its promise of strong societal impact. During the EPP (European People’s Party Group)/CoR Open Days seminar on the importance of innovative regions and cities for territorial development, attended by more than 150 participants in October 2012, presentations described relevant factors for maintaining open innovative regions. Michael Schneider, President of the EPP Group of the Committee of the Regions, set the tone when he stated that ‘to reach the Europe 2020 targets, increasing bottomup collaboration is a must … Piloting and experimenting, entrepreneurial discovery and societal innovation all have their role to play’. He concluded by saying that ‘further policy development must be based on shared ownership and integrating political decision-makers’. Speakers emphasised that Europe needs pioneering regions and cities. Entrepreneurial spirit, open innovation, and cooperation between different sectors are vitally important to achieving the targets of Europe’s 2020 strategy. The NCP ideas resonate strongly with these sentiments. The seminar pushed the boundaries of traditional gatherings by encouraging collaborative participation through a ‘Meshmoon’ virtual world, developed for use in Finland’s Energising Urban Ecosystems
programme (Figure 1). Participants were given the opportunity to interact with and prioritise seminar conclusions. They strongly supported the notion that practical work processes need to directly involve all relevant actors for open innovation to be a success. Participants concluded that ‘an innovation culture is essential for successful open innovation — equally as important as the focus on technology.’ In the words of Gohar Sargsyan, Senior Member of CGI Group Inc. and Steering Committee Member World Smart Capital: ‘Think big, start small, accelerate fast.’ Figure 1: Virtual world for real-time workshop participation Building this innovation culture by leveraging the entrepreneurial spirit of Europe’s pioneering regions and directly engaging the diverse stakeholders of the innovation ecosystem in the practice of innovation is certainly one important step on the way forward. Espoo T3: Implementing the Knowledge Triangle in regional innovation ecosystems Knowledge Triangle The CoR proposes five specific measures to be applied as widely as possible in Horizon 2020 programmes. One of these is the ‘Knowledge Triangle’, which should be one of the key principles throughout the entire Horizon 2020 programme, not just in the European Institute of Innovation and Technology (EIT). Each project should plan activities to implement the ‘Knowledge Triangle.’ This Knowledge Triangle (KT) — focusing on creating more synergy between research, education and innovation — has already been on the educational policy agenda for several years, but what does it mean in practice? The European Council, in its conclusions of 26 November 2009, stated the following regarding the development of the role of education in a fully functioning Knowledge Triangle: ‘If the European Union is to be equipped to meet the long-term challenges of a competitive global economy, climate change and an ageing population, the three components of the knowledge triangle must all function properly and interact fully with each other.’ The conclusions urged the EU and the Member States to establish the following seven priorities for action. 1. Developing more coherence between policies in the field of education, research and innovation. 2. Accelerating pedagogic reform. 3. Partnerships between universities and business and other relevant stakeholders. 4. Measures to develop an innovation culture in universities. 5. Creating incentives for universities to develop transferable knowledge. 6. New approaches to quality assessment. 7. Developing the EIT as a model for the future. 93
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doi 10.2759/87245 KK-AI-12-001-EN-C
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EUROPEAN COMMISSION Open Innovation
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Contents FOREWORD . . . . . . . . .
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Introduction The objective of our I
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Executive summary This yearbook Ope
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CHAPTER I Policy development 1.1. E
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shift the development pace signific
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In the approach the European Commis
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Innovation dynamics have increased,
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and joint growth in an organic, non
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their environment with its technolo
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In the course of his work, McInerne
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Figure 3: Ecological systems framew
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innovation maturity level such as t
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[13] Oakley, A. (1990), Schumpeter
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Innovation does not necessarily imp
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where Europe remains an abstraction
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[4] Giannakouris, K., Smihily, M. (
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The term ‘smart city’ has attra
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Improve-My-City is an application d
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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
Page 71 and 72: Concrete actions for the short term
Page 73 and 74: 3.3. Smarter water: why open innova
Page 75 and 76: industrial users’ infrastructure
Page 77 and 78: [27] UN Office for the Coordination
Page 79 and 80: There is, however, a general agreem
Page 81 and 82: to more personalisation on data-sha
Page 83 and 84: [14] The official website of the UK
Page 85 and 86: the organisation to meet demand in
Page 87 and 88: Table 2: Challenges of the company
Page 89 and 90: 3.6. Horizon 2020: Regional Innovat
Page 91 and 92: The thrust of the recommendations f
Page 93: Table 2: Possible 1-year work proce
Page 97 and 98: The active agents of the metropolis
Page 99 and 100: • active cross-sectoral communica
Page 101 and 102: Working with patterns is not a new
Page 103 and 104: 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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