EVALUATION

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AN INDEPENDENT <strong>EVALUATION</strong> OF THE LCNF [This page is intentionally blank] PÖYRY MANAGEMENT CONSULTING October 2016 713_Poyry_Report_Evaluation_of_the_LCNF_FINAL_Oct_2016_v700.docx 164
AN INDEPENDENT <strong>EVALUATION</strong> OF THE LCNF ANNEX C – RESPONSES OF INDUSTRY MEMBERS C.1 Success of the LCNF C.1.1 LCNF Meeting its Objectives Regarding Innovation as Business as usual (Q1.1) Questions: Do you believe that the LCNF has met its objective in incentivising the DNOs to include innovation as part of their core business? What justification do you have for your response? C.1.1.1 Summary of Responses Over half of the respondents (eleven) felt that the LCNF has met this objective. Though several were of the view that although the fund has incentivised DNOs to be more innovative, innovation was yet a part of core business and there was a long way to go before that part of the objective is met. C.1.1.2 Core Business Reservations Four respondents did not think that DNOs saw innovation as part of their core business. One of these respondents one went on to say they thought that without the funding, any innovation within the DNOs would dry up. Another of the respondents went onto say the only example of DNOs using an innovative solution as business as usual is Demand Side Management. Another respondent in the group believed that although the culture has improved the reward does not outweigh the considerable management time DNOs would have to invest to bring projects forward to the next stage. Finally, one of the respondents believes that more needs to be done to incentivise the DNOs, not just NIA funding. There was also concern about the role that the EIC plays in brokering innovation ideas between the DNOs and project partners Positive Responses About a third of respondents commended the DNOs on their improvement with regard to bringing innovation to the core of their business, with many commenting on the dedicated innovation teams DNOs have. One of these respondents believes that more recently DNOs have been able to identify issues and develop projects that solve them. The response continues on to say the culture change in DNOs is apparent – with many now having dedicating innovation departments with senior directors attending panel meetings, and in panel meeting being able to justify their need for projects and how to integrate it into their business. Another respondent feels that the proof in this objective being met is the increased interest of senior management in successive rounds. PÖYRY MANAGEMENT CONSULTING October 2016 713_Poyry_Report_Evaluation_of_the_LCNF_FINAL_Oct_2016_v700.docx 165
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EVALUATION

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