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

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Figure 4 Enterprise Ireland Innovation Strategy Capability agenda International sales Market-led R&D and innovation Competitiveness and best practice Source: Transforming Irish Industry: Enterprise Ireland Strategy 2005-2007. The innovation agenda of Enterprise Ireland is primarily delivered through its ‘Market led R&D and Innovation’ strand. This seeks to: Client targets Drive High Potential Start-ups Partnering and networks to achieve scale Target new growth sectors MISSION To accelerate the development of world-class Irish companies to achieve strong positions in global markets resulting in increased national and regional prosperity. • Drive in-company R&D activity to higher and sustained levels. • Enable industry led technology collaboration between companies and colleges. • Pilot the development of Technology Centres linked to third level focused on working with industry on medium term research and technology issues. • Fund on a pilot basis led cluster based research agendas. • Maximise the commercialisation opportunities for industry arising from publicly funded research in third level institutions or hospitals. • Work closely with Institutes of Technology and relevant Universities to strengthen their ability to support industry at a regional level. • Facilitate the participation of Irish industry in international science and technology initiatives such as EU framework programmes. 88 Enterprise Ireland managers suggest that internationally traded service companies are well represented in key support programmes focused in largely technological, innovation, for example, the RTI Grants programme and the Framework programme. It was noted, however, that the Innovation Management Programme tends to have a lower level of service sector participation. 89 88 Enterprise Ireland. 2005. ‘Transforming Irish Industry: Enterprise Ireland Strategy 2005-2007’. 89 Interview with Enterprise Ireland programme manager (21st August 2005). 59 Industry outcomes Export sales International, competitive market-led businesses of scale using latest technology Competitive
In addition to the Enterprise Ireland innovation agenda, the Enterprise Ireland Strategic Plan sets out a complementary sectoral agenda as part of its ‘Client Targets’ strand. This includes a major division focusing on ‘Software, Services and Emerging Sectors’ with a particular focus on companies targeting the global software markets in financial services, public sector, e-learning, telecommunications, e-commerce, digital media, middleware and tools. The main focus of support in this area is through sector specific strategies, plus tailored programmes of activities in sales, marketing, R&D, competitiveness and management development. 90 Enterprise Ireland managers indicated that innovation projects within this sector will need to demonstrate important features such as: • Intellectual property. • Unique selling points. • Replicability. 91 • Scaleability. The agendas noted above represent the more explicit innovation support elements of the Enterprise Ireland strategy. However, other elements of the strategy are also relevant to services innovation 92 . In particular, the ‘capability agenda’ represents a series of supports that are designed to build the skills and capacity of companies to innovate. Therefore while there are a number of EI support initiatives, which are relevant to the three types of services innovation used in the Study, it is not immediately apparent that they are being systematically applied to services innovation. Other national or cross border bodies are also relevant in the context of a review of services innovation policy. Science Foundation Ireland (SFI), for example, was launched in 2003 charged with the mission of promoting Ireland as a global centre of excellence in nationally significant economic areas of research through investments in the people, ideas and partnerships. To meet this vision SFI is focusing its activities on biotechnology and information and communication technologies. As with the other national agencies reviewed, SFI’s focus is not strongly sectorally focused although its focus on science in areas such as ICT is of potential relevance to a wide range of service sectors. It could be argued, however, that such research is likely to be of direct relevance to companies with a high technological content in their services or their suppliers. InterTradeIreland is the cross-border trade and business development body, which ‘delivers business solutions that enhance company competitiveness through collaborative all-island initiatives’. InterTradeIreland supports a number of initiatives that can be said to support the three different types of services innovation identified in the earlier Chapters. As with Enterprise Ireland, analysis suggests that InterTradeIreland provides a wide range of support to companies with regards to the development of new business models and customer/delivery interfaces as well as the development of new products and services. 5.4 The Challenge for Ireland’s Policy Makers There is a growing awareness among officials in Ireland’s delivery agencies that Ireland will need to rise to the challenge of sharpening, and perhaps reconfiguring, its strategic focus with regards to policy support for innovation in the services sector. In particular the Irish policy framework could be more supportive of the different types of services innovation. 90 This area of activity builds on the earlier Enterprise Ireland (2000) ‘ITS Strategy: Opportunities for Ireland’s High-tech Internationally Traded Services Sector to 2007’. This proposed the creation of Technology Hubs (Webworks) across Ireland to generate a critical mass of high potential start ups based investing in R&D, and trading internationally. 91 Replicability is viewed as one of the defining features of true service innovations (see Chapter 2). 92 In a similar way to that identified in the NDP. 60
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Services Innovation in Ireland - Op
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Preface The services sector in Irel
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6 Policy and Programme Conclusions
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Executive Summary Ireland like many
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The conceptual framework used in th
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A Rationale for Services Innovation
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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
Page 64 and 65: 5 Irish Policy Support for Services
Page 66 and 67: This report sets out an agenda for
Page 70 and 71: Key agencies have responded to the
Page 72 and 73: 6 Policy and Programme Conclusions
Page 74 and 75: 6.1.2 Innovation in Irish Services
Page 76 and 77: 6.3 A Policy Environment for Servic
Page 78 and 79: The promotion of a services innovat
Page 80 and 81: These activities should aim to fost
Page 82 and 83: In order to articulate how a servic
Page 84 and 85: Strand 4 An Innovative Services Inn
Page 86 and 87: Acknowledgement This Forfás study
Page 88 and 89: Annex 2 - Research Method Introduct
Page 90 and 91: A total of 29 company interviews we
Page 92 and 93: Transition to the Knowledge Economy
Page 94 and 95: It is probably in financial service
Page 96 and 97: 2. Financial Services Financial ser
Page 98 and 99: Annex 5 - Global Sector Concentrati
Page 100 and 101: Sweden’s artists and performers w
Page 102 and 103: Services Innovation in London’s F
Page 104 and 105: experienced a fairly significant an
Page 106 and 107: files through various channels such
Page 108 and 109: Annex 6 - Indicators of Services In
Page 110 and 111: Indicators of Service Sector Innova
Page 112 and 113: Table R&D Engagement in Services an
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Page 116 and 117: 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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