Services Innovation in Ireland - Options for ... - Europe INNOVA

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A Rationale for Services Innovation Policy The scale and speed of the challenge presented by the emerging knowledge based economy means that Ireland will need to continue to adjust policy. Any substantive innovation policy development should however be based on a thorough understanding of the different types and processes of innovation, particularly those that are distinctive to services companies. A visible policy favouring innovation in services is required to deliver a strong message to business, education and government that services innovation is as vital as technological innovation. The adoption of a specific services innovation policy will encourage a sharper focus on the barriers that prevent services companies from innovating as well as alerting policymakers to the importance of specific drivers of services innovation. The Study has shown that services innovation is distinct and different to the types of innovation that are prevalent in manufacturing and process activities. Consequently merely re-branding or repackaging of policy and supports will not be enough. Although it must be understood that many of the national supports do in fact have the "potential" to be re-oriented and expanded to be more effective but through a new and distinctive national services innovation policy. Ireland’s leading companies in the Internationally Traded Services sector are already exploiting services innovation to increase their competitive advantage and these companies need to be showcased. A consistent message regarding the importance of services innovation will be necessary throughout the entire policy process and a single coherent message capable of reaching those service companies that have not expressed an interest in innovation to date will be essential. Service activities have an increasingly important role to play in value chains of all types – services innovations are therefore important for a wide range of industries, including manufacturing industries. Although Internationally Traded Service companies will be a particular focus, other service activities involved in the service value chain will be equally affected and targeted. In particular Irish services firms need to realise the importance of non-technological innovation through the development of new business models, customer-interfaces and service-products, as an invaluable source of business, as well as, national competitiveness. Finally, the profile of Ireland’s offering to international services companies, by focusing on services innovation within the Internationally Traded Service sector, will be raised through a distinct services innovation policy. 5
Policy Conclusions The conclusions from this Study are presented as three levels of action necessary to create the requisite environment within which services innovation can be embedded and flourish: A policy environment. An enabling environment – providing and enabling framework for the development of services innovation. An implementation environment - that uses the Typology of Services Innovation to shape the implementation of services innovation policy and supports for services innovation in companies. The diagram shown below describes the conclusions in terms of the three levels of environment required. Environment Framework Environment Implementation Environment A S E R V I C E S I N N O V A T I O N P O L I C Y F O R I R E L A N D Business suport Clear policy statement Regulatory environment Delivery culture ICT infrastructure Strand 1: Innovation through new business models Strand 2: Innovation through new customer interface Strand 3: Innovation through new services Strand 4: Services innovation policy 6 Competition & convergance Creativity in skills Enhanced FDI offer
Page 1 and 2: Services Innovation in Ireland - Op
Page 4: Preface The services sector in Irel
Page 7 and 8: 6 Policy and Programme Conclusions
Page 10 and 11: Executive Summary Ireland like many
Page 12 and 13: The conceptual framework used in th
Page 16 and 17: Policy Environment Conclusions 1. A
Page 18 and 19: The above conclusions are designed
Page 20 and 21: Only a few countries have begun to
Page 22 and 23: This report is structured in accord
Page 24 and 25: Rapidly developing technology has b
Page 26 and 27: Figure 2 Examples of Services Locat
Page 28 and 29: • Customer specific application -
Page 30 and 31: 2.5 A Typology of the Services Inno
Page 32 and 33: Fast Market Entry - Emphasis on Spe
Page 34 and 35: 3 Global Sectors and Services Innov
Page 36 and 37: usiness models including not only i
Page 38 and 39: y the customer and supplier. The de
Page 40 and 41: In SCM-logistics sectors customer d
Page 42 and 43: A culture of innovation in financia
Page 44 and 45: For example, Netherlands’s Connek
Page 46 and 47: the limited emergence of cross-bord
Page 48 and 49: 4 Current Position of Services Inno
Page 50 and 51: In order to build on both the findi
Page 52 and 53: and develop their services. This ap
Page 54 and 55: Types Table 5 Services Innovations
Page 56 and 57: Alongside the systematic approach t
Page 58 and 59: Customer demand as a driver of serv
Page 60 and 61: In the case of RFID technologies co
Page 62 and 63: attention. In the context of the ca
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5 Irish Policy Support for Services
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This report sets out an agenda for
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Figure 4 Enterprise Ireland Innovat
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Key agencies have responded to the
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6 Policy and Programme Conclusions
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6.1.2 Innovation in Irish Services
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6.3 A Policy Environment for Servic
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The promotion of a services innovat
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These activities should aim to fost
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In order to articulate how a servic
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Strand 4 An Innovative Services Inn
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Acknowledgement This Forfás study
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Annex 2 - Research Method Introduct
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A total of 29 company interviews we
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Transition to the Knowledge Economy
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It is probably in financial service
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2. Financial Services Financial ser
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Annex 5 - Global Sector Concentrati
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Sweden’s artists and performers w
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Services Innovation in London’s F
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experienced a fairly significant an
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files through various channels such
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Annex 6 - Indicators of Services In
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Indicators of Service Sector Innova
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Table R&D Engagement in Services an
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Table 11 is drawn from the most rec
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Annex 8 - Bibliography Berger, A.,
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Kuusisto, J. and Meyer, M. (2003)
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Forfás Publications 2006 Future Sk
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Forfás, Wilton Park House, Wilton
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