Best practices Database for Living Labs - ALCOTRA - Innovation

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Figure 12: A missing link in the innovation chain (from: [32]) That very aim is also reflected in the so-called “Helsinki Manifesto” [33] that established the European Network of Living Labs and articulated its central mission by directly linking it to the Lisbon Strategy (now Digital Agenda), the European Union’s knowledge and information society master plan. Thus, the ENoLL is expected to have a strong regional growth and development impact by facilitating and fostering regional innovation as interlinked with a European innovation system holding a global reach. To that end, the Living Lab approach has been inscribed into a number of recent calls of the Framework Programme 7 (ICT 2009-2011) and especially the Competitive and Innovation Programme (CIP 2009-2011). 3.6 Conclusions To sum up, the Living Lab approach can be defined as a methodological paradigm that guides user driven development and integrates users’ needs in the design of a new product, service, or innovative IT-system, by paying attention to the following aspects [34]: • Early and continuous participation of all project stakeholders (firms, end users, academia, research institutes, public administration, briefly the so-called PPPP); • Broad inclusion of end users, open process and transparent results; • Data collection methods that facilitate spontaneous reactions, i.e. open and qualitative; • Engagement of real users in real contexts with real systems; • Involvement different competencies to increase creative solutions; • Design as an iterative process; • Insights into user characteristics; • Focus on identifying strengths, opportunities and values; • Prioritisation of needs in dialectical interaction with users; • Translation of user expressions into needs and technical requirements; • Creation of an authentic usage situation in the evaluation of the prototype. Five principles are considered key for Living Lab operations: Continuity, Openness, Realism, Empowerment of Users, and Spontaneity (CORES), which are described as follows [35]: • Continuity: this principle is important since good collaboration, the so-called PPPP (People Public Private Partnership), which strengthens creativity and innovation, builds on trust, which takes time to develop. In particular, if users feel that their opinions and needs are important and considered in the design of the innovative product or service, then the relationship established with the firms, SMEs and research institutes tends to be more trustworthy productive, and long-term oriented. Reflecting on openness also awakens questions about how the process must be designed to cope with all the input an open process might generate: a solution could be deploying an ICT infrastructure with a mobile platform and an online forum, freely accessible and always-on. Page 24 of 78 The project is co-funded by the ERDF
• Openness: the innovation process should be gathering of many perspectives and bringing enough power to achieve rapid progress is important. The open process also makes it possible to support the process of user-driven innovation, including users wherever and whoever they are. The open process is demonstrated by the continuous interactions among the involved stakeholders, with special attention to the users. This means that multiple stakeholders and perspectives should be one key characteristic of a Living Lab, and can be implemented with project-teams consisting of people from academia, private companies, public organisations, and potential end user groups. • Realism: to generate results that are valid for real markets, it is necessary to facilitate as realistic use situations and behaviour as possible. This principle also is relevant since focusing on real users, in real-life situations, is what distinguishes Living Labs from other kinds of open co-creation environments. • Empowerment of users: the engagement of users is fundamental in order to bring the innovation process in a desired direction based on human needs and desires. Living Labs efficiency is based on the creative power of user communities; hence, it becomes important to base innovations on people needs and desires, as well as to motivate and empower the users to engage in these processes. Needs and suggestions, priorities and requirements, collected through focus-group interviews, open source communities and prototype tests should be considered seriously and implemented as functions and features in the solution design. • Spontaneity: in order to succeed with new innovations, it is important to inspire usage, meet personal desires, and both fit and contribute to societal and social needs. Here, it becomes important to have the ability to detect, aggregate, and analyse spontaneous users’ reactions and ideas over time. 4. Survey Results This section provides the preliminary results of a qualitative survey carried out on all the 274 Living Labs that are currently members of the ENoLL, based on textual information kindly made available by the ENoLL aisbl chair. The survey was carried out, when available, on the individual self-descriptions delivered by the candidates to the various ENoLL “waves”, otherwise on the Living Lab profiles that are published on the www.openlivinglabs.eu website. The results presented are only in aggregate form (i.e. clustered by country, maturity, thematic domain, nature of the leading organization), to avoid the risk of disclosure for any confidential or simply personal data. However, Annex A and B provide the full listing of ENoLL members as well as the profiles of those Living Labs that are coming from the Alcotra Innovation regions. These Annexes only use public information, available from the ENoLL website or confirmed by other independent sources (especially the respective Living Lab websites). 4.1 Country Clusters Following is the list of the countries represented, at the moment, by at least one ENoLL member. The project is co-funded by the ERDF Page 25 of 78
Page 1 and 2: Alcotra Innovation project Delivera
Page 3 and 4: Preface For the study and creation
Page 5 and 6: TABLE OF CONTENTS 1. INTRODUCTION 7
Page 7 and 8: 1. Introduction Much has been writt
Page 9 and 10: 2. Living Labs as Territorial Innov
Page 11 and 12: (from a public authority’s viewpo
Page 13 and 14: • People (User) Integration in De
Page 15 and 16: 3.1 The FormIT Process The FormIT p
Page 17 and 18: Figure 7: Sample Living Lab’s tri
Page 19 and 20: 3.4 The Technological Platform Mode
Page 21 and 22: Figure 10: Living Labs as Functiona
Page 23: Figure 11: The Living Lab Innovatio
Page 27 and 28: Figure 14: Geographical distributio
Page 29 and 30: scanned for the identification of t
Page 31 and 32: Turning now our attention to the e-
Page 33 and 34: Figure 23: Relative performance of
Page 35 and 36: Figure 24: Key Profiles of Living L
Page 37 and 38: Figure 25: Key Profiles of Living L
Page 39 and 40: 6. References [1] Molinari, F. 2011
Page 41 and 42: Annex A: Full Database of ENoLL Mem
Page 43 and 44: France OFF-ROAD MEMORY Living Lab w
Page 45 and 46: Slovenia LENS Living Lab www.einova
Page 47 and 48: The project is co-funded by the ERD
Page 61 and 62: TABLE OF CONTENTS 7. INTRODUCTION 6
Page 63 and 64: 8. Ownership of existing Living Lab
Page 65 and 66: 10. ENoLL evaluation criteria In th
Page 67 and 68: 12. Extension of existing database
Page 69 and 70: 13.4 Organisation and Governance Th
Page 71 and 72: Figure 28: spider-web diagram The t
Page 73 and 74: SME Innovation Support Figure 35: S
Page 75 and 76:
As it can be seen the new database
Page 77 and 78:
In order to search for specific rec
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