The workshop in brief - PRO INNO Europe

INNO-Views Policy Workshop
Innovation Culture
Creating a favourable innovation climate in Europe
Eindhoven
December 13 th & 14 th , 2007
Workshop Output Paper

Table of contents
Introduction and background ...................................................................................... 3
Summary and conclusions.......................................................................................... 4
The workshop in brief ................................................................................................. 9
Session 1: Setting the scene................................................................................... 9
Plenary discussion ............................................................................................ 12
Session 2: Entrepreneurship and innovation culture in enterprises ...................... 13
Plenary discussion ............................................................................................ 17
Session 3: Innovation culture in regions and cities ............................................... 18
Plenary discussion ............................................................................................ 23
Session 4: Innovation and citizens........................................................................ 24
Plenary discussion ............................................................................................ 29
Session 5: Policy conclusions & closing ............................................................... 31
List of participants..................................................................................................... 32
Legal Notice
Neither the European Commission, nor any person acting on behalf of the Commission, is
responsible for any use which might be made of the information in this paper.
The views expressed in this paper are those of the authors and do not necessarily reflect the
policies or views of the European Commission.

Introduction and background
The debate on how to improve national, regional and organisational innovation
performance has shifted away from a narrow focus on R&D-based technological
innovation to a broader view of the topic in recent years: from technology push to
consumer pull, from innovation in manufacturing to innovation in all processes,
sectors and spheres, from innovation as a linear process of distinct activities to
innovation as a complex system of interdependent factors. The importance of culture
for innovation performance - and indeed for general economic performance – is an
area now being explored by academics, policy makers and practitioners alike.
The widened debate on innovation has put the spotlight on the fact that innovation
stems not only from new ideas and creativity, but also from an environment
supportive to innovation, creativity and entrepreneurship. For new ideas to be fully
taken advantage of, a market receptive to new products and services is also needed.
The image and status of scientists, engineers and entrepreneurs, openness and
attitudes vis-à-vis risk taking, collaboration and change, are all factors thought to
influence national or regional innovation performance. These factors are expressions
of culture, defined as the common values, beliefs, attitudes and behaviours of a
nation, region, organisation or other social community.
The workshop focused on the factors constituting an innovation-friendly culture and
environment and the relationship between national, regional or organisational culture
and innovation performance. Questions addressed include the role of e.g. basic
education, public governance, institutions, role models and other symbols, but also
which incentives can attract and retain the talented persons necessary to improve
European innovation performance.
The purpose of the workshop was thereby two-fold. Firstly, it aimed at contributing to
a deeper understanding among workshop participants of factors influencing the
innovation culture in an organisation, region or society at large. Secondly, and more
concretely, the aim was to discuss the role of public policy and how the long-term and
dynamic process of creating a culture of innovation can be supported. EC
participants expected ideas and input for the 2009 European Year of Creativity and
Innovation.
06.10.2008 Page 3 of 34 INNO-Views WS 04 Output final

Summary and conclusions
The workshop focused on innovation culture as a key enabler but also as a constraint
of innovation. There is wide agreement on the importance of culture for creativity and
innovation, for entrepreneurship and commercial exploitation of new ideas, as well as
for diffusion and application of new products and processes. “Culture” includes
among others societal framework conditions such as consumer preferences, ethical
issues, culture of co-operation, trust, organisational rigidities or lack of mobility of the
workforce. Topics such as public attitudes towards science and research, and views
about risk, regulation and authority fit also under the banner of culture.
Key drivers and barriers of innovation
Key drivers of innovation like mindset, character and attitudes have been identified.
Studies show the importance of attitudes towards risk and entrepreneurship,
curiosity, willingness to change etc., but also of socio-economic factors like social
capital (trust), technology flows or good governance.
Barriers hampering innovative processes include e.g. lack of collaboration, problems
arising from working across sectors and fields, (organisational) unwillingness to take
risks, lack of time and capital, employing and paying the right personnel or
bureaucratic obstacles. Fear of change and of losing face as well as professional
esteem in case of failure as well as reluctant attitudes towards new ideas and
methods play an important role.
To foster a positive attitude towards innovation, risk taking and entrepreneurship e.g.
by creating opportunities and awards is one key success factor for European
innovation performance. A positive innovation climate takes into account the needs of
entrepreneurs and reduces the risks for entrepreneurs by providing security in case
of failure (e.g. sabbaticals, part time appointments, spin outs, “intrepreneurs”) as well
as for investors e.g. by tax benefits or co-investment funds. Building of networks
between entrepreneurs helps entrepreneurs by providing structural and relational
social capital, exchanging experience and contacts, but may contribute also to
increase public awareness by events and entrepreneur contests.
Networks, and in particular multidisciplinary networks, help to generate innovative
processes, inspiration and success. In order to develop an effective process of
interactive knowledge production between education, business and research,
transdisciplinary groups and cross sector approaches combining different knowledge,
06.10.2008 Page 4 of 34 INNO-Views WS 04 Output final

attitudes and different ways of thinking are needed, e.g. by combining science and
arts. Europe should focus on creativity and address arts and design to foster
innovation performance.
Beside attitudes and mindset, also skills and access to well educated, competent and
qualified workforce and experts are an important prerequisite for innovation success.
Innovation and entrepreneurship should be present in the educational system as
early as possible to affect attitudes towards innovation.
New innovation approaches: open innovation and customer focus
The scope of innovation is increasingly changing from a linear and closed system to
an open innovation system related with an open mindset. In an open system,
innovation is seen as a process of shared activity in a complex system of interactions
and relationships between a wide diversity of actors in the public and private sector.
Most innovation comes from the market, from customers, citizens, suppliers and
competitors and is therefore an increasingly collaborative process. The current
emphasis of policy on technology based innovation and R&D is thereby necessary,
but not sufficient. A broader definition of innovation is needed beyond technology
based innovation and R&D, encompassing “hidden” innovation in all sectors of the
economy.
The development of new ‘innovation communities’ may help to use the diversity of
talent to address diversity of increasingly complex social and economic challenges.
The support of open innovation centres and innovation intermediaries contributes to
avoid segregation of SMEs, large firms and research organisations as
complementary actors in open innovation. For this structures and operational
guidelines for co-operation as well as new business models that harvest the
resources of competitors, suppliers, lead users, customers and citizens have to be
developed (e.g. for R&D PPPs).
Innovation at company level
Different organisational and management styles influence the development of
individual creativity and of creative environments. They are associated with culture
and trust as well as innovation level and innovation type of organisations. Companies
with a successful innovation management and sustainable innovation strategy grow
faster and more profitable. These “Innovation Leaders” are characterised by a long
term innovation strategy as an integral part of the business strategy, focussing on
customer needs. They address the entire product lifecycle process and make efficient
06.10.2008 Page 5 of 34 INNO-Views WS 04 Output final

use of internal & external innovation networks. Their culture allows systematic
generation of ideas and realization of a high transfer rate from development projects
into successful products.
Innovation culture at regional and local level - Creative cities
Dynamic regional innovation systems are essential to stimulate knowledge creation
and learning. An environment is required that enables the flow of knowledge, ideas
and learning in order to drive innovation, entrepreneurship and growth. The
environment is made up of “hard” factors (such as infrastructure and access to
capital) as well as of “soft” factors, c.f. the theories of Richard Florida on the creative
class, creative cities and the “3T’s”: technology, talent and tolerance.
A sustainable development of a regional innovation system is thereby only possible
by developing on ‘installed base’, building on regional strengths and opportunities,
mastering complexity and creating more value on intangibles and by offering
experiences. One key success factor is to foster creativity (e.g. “Design Connection
Brainport”). Further success factors include involvement of regional stakeholders and
building trust amongst government, private sector and academia, leadership as well
as thriving enriching and self empowering communities where people help and
encourage each other.
Support towards regional innovation systems should focus on the facilitation of open
innovation, supporting interaction between research partners, business and
customers in order to create benefits for people:
� Regional innovation systems may benefit from the local talent pool and cost
efficient R&D through open labs, facilities & services provided by open
innovation centres.
� To foster user involvement and customer intimacy by pilots and trials may help
for success in marketplace.
� Stimulating start-ups, venturing and entrepreneurship and promoting creative
industries are essential for growth and jobs.
� Innovation vouchers are seen to be an effective solution to exploit existing
expertise in the region with view of R&D expertise as well as advice and
services towards SMES. Their use should not be limited, but should be flexible
to cover companies’ needs e.g. by business to business support to foster
experience exchange.
06.10.2008 Page 6 of 34 INNO-Views WS 04 Output final

The importance of creative environments and city regions as global nodes and
“dynamic growth engines” increases in the context of a knowledge based economy.
Visions with holistic and long-term approaches for cities and regions are needed to
“update” old industrial towns and attract visionary people. Creative, successful
regions are characterised by tolerance and openness, diversity of people, skills,
activities and sectors. Communication platforms can be used as source of creativity
and innovation. Incentives also with view of e.g. cultural life or life quality play a major
role to create a “creative city region”.
Involving the public – the role of public events and media
Barriers of fears can be diminished through information and involvement. Public
campaigns generating curiosity and encouragement to participate in innovation
processes should be activated to exploit existing potentials. Political and professional
levels should recognise public involvement as a necessity for enhancing innovative
cultures in Europe.
Public events and workshops like Innovation C.I.R.C.U.S involving all levels of
innovators and promoting public-private innovation partnerships help to facilitate the
exploration of experiences and attitudes towards creativity, promote new
constellations of collaboration and enhance inventiveness within and across different
groups of stakeholders.
Competitions and events, but also the use of media like TV and games help to raise
public awareness of innovation. They may be used to change existing professional
role models and the image of technical and scientific professions as well as to
stimulate particularly women’s interest in science and technology. Popular media like
TV or games have the potential to address also lower income groups, which
measures like science days often can not do.
Promoting innovation culture in Europe
Two ideas of EC DG Enterprise to promote innovation culture were presented:
1) European Innovation Week based on the ideas of Innovation C.I.R.C.U.S in
order to engage regions in innovation.
2) Existing approaches to foster a regional innovation culture and to mobilize
communities, in particular young people, for innovation should be used and
broadened.
06.10.2008 Page 7 of 34 INNO-Views WS 04 Output final

To create an open and supportive innovation culture, policy has to find effective and
successful measures at local and regional level as well as towards companies and
citizens in general. A broad range of regional approaches and concepts already
exists all over Europe to better valorize different talents in European societies, e.g.
Flanders District of Creativity. Considering the diversity and different culture of
regions regarding trust, confidence, mentality or attitudes, promotion and transfer of
measures means not only to disseminate them, but to build on them and experiment
them in new ways.
To focus on the whole innovation system, policy measures are needed that optimise
systemic efficiency, including an operating environment supportive of adaptive and
learning-based firms and organisations. Beside a positive awareness and positive
attitude towards new technologies, measures are needed to foster creativity of
companies, but also creative skills via education. Moreover entrepreneurship should
be encouraged towards all target groups.
An innovative open mindset would be essential for innovation performance and has
to be developed already at school. Two key competencies related to innovation and
lifelong learning can be identified, i.e. creativity and the openness towards
entrepreneurship. These competencies or attitudes can be promoted in several ways,
via curricula in schools, partnerships of companies and schools at all educational
levels and via teacher education. Popular media like TV and games are seen as
further effective tool to bring innovation to society.
06.10.2008 Page 8 of 34 INNO-Views WS 04 Output final

The workshop in brief
Session 1: Setting the scene
This session moderated by Keith Sequeira (Unit Innovation Policy Development,
European Commission – DG Enterprise & Industry) outlined main concepts of
innovation culture and the importance of wider framework conditions and drivers for
innovation.
In her welcome address Ingrid van der Wacht (City of Eindhoven) emphasised the
importance to develop an open innovation culture - e.g. by linking design and
innovation - as well as to address and involve the public.
Reinhard Büscher (Unit Innovation Policy Development, European Commission –
DG Enterprise & Industry) gave an introduction into the objectives of the workshop
discussing societal framework conditions driving or hampering innovation. Innovation
culture is a key enabler but can also be a constraint of innovation. Discussing new
thoughts at European level contributes to further broaden the already broad-based
innovation strategy.
Ian Miles (INNO-Grips project, PREST, University of Manchester) summarised the
main findings of the INNO-Grips Ministudy on Innovation Culture. "Culture" is seen as
multidimensional construct. Though there is much uncertainty about how to measure
particular aspects of culture, and about which are most relevant to innovation, there
is wide agreement on the importance of culture for creativity and innovation, for
entrepreneurship and commercial exploitation of new ideas, as well as for diffusion
and application of new products and processes. Public attitudes towards science,
research, technologies, entrepreneurship and risk play an important role, beside
topics like creative cities and innovation culture of organisations. Culture in creative
cities is seen as attractor of creative workers. In this context, culture means “cultural
industries” and tolerance, openness as well as diversity. Evidence can be found that
organisational styles are associated with culture and trust as well as innovation level
and innovation type of organisations. Management styles influence strongly the
development of individual creativity and of creative environments.
Hugo Hollanders (UNU MERIT) and Funda Celikel Esser (JRC, EC) analysed the
link between socio-economic environment and innovation performance based on the
06.10.2008 Page 9 of 34 INNO-Views WS 04 Output final

European Innovation Scoreboard (2007). 1 Analysing innovation performance of
different countries based on the summary innovation index, results in four groups of
countries: Catching-up countries, moderate innovators, innovation followers and
innovation leaders with large differences in innovation performance.
Two explanations for these large differences have been further analysed: Socioeconomic
conditions, including also the influence of national innovation systems, and
innovation efficiency (i.e. the ratio of outputs over inputs).
Seven dimensions describing the socio economic conditions emerge as being
relevant for explaining variations in innovation performance: Demand conditions,
social capital, institutional framework, market efficiency, technology/knowledge flows,
social equity and governance. Factors of high importance include social capital
(trust), technology flows and good governance, in particular government
effectiveness, rule of law and control of corruption. Transparency is an important
factor, which shows the importance to take other views on innovation performance.
The presence of an institutional culture in a country helps the country and its
enterprises to innovate more, although an analysis based on micro data would add
much more to this main conclusion.
One further conclusion is that “most innovative” does not necessarily mean the same
as “most efficient”: Innovation excellence does not require innovation efficiency. For
example the innovation leadership of Sweden is largely due to strong innovation
inputs but less efficiency in transforming these into innovation outputs can be found.
On the other hand innovation efficient countries can be moderate innovators: Italy
features as a moderate innovator in the EIS. But the country is showing high levels of
efficiency, in particular in intellectual property.
To summarise, improvements in innovation performance can be achieved by
improving socio-economic conditions as well as by improving innovation efficiency.
Alasdair Reid (Sectoral Innovation Watch, Technopolis Group) presented results
from the Europe Innova Sectoral Innovation Watch study. The study intends to
1 The EIS measures and benchmarks innovation performance across the European Union, the US and
Japan at the national level based on a wide range of “innovation indicators” (in 2006 25 indicators
covering 5 innovation dimensions). The “Summary Innovation Index” as composite indicator is used to
build a comprehensive but easy to understand picture.
06.10.2008 Page 10 of 34 INNO-Views WS 04 Output final

analyse the barriers to innovation and driving forces per sector by identifying and
analysing socio-cultural factors (such as consumer preferences, ethical issues,
culture of co-operation, organisational rigidities, and lack of mobility of the workforce).
The ‘Four capitals’ approach – i.e. cultural, human, social and organisational capital –
is used to structure individual and group behaviour as influences on innovation:
• “Cultural capital” refers to cultural background and the basic value system that is
shared by the individuals in a community and that manifests in their attitudes and
habits, including in their choices as consumers. Two broad aspects include
demand-pull innovation (demand for technology) and technology-push
(acceptance of new technology).
• “Human capital” means “knowledge, skills and attitudes as derived from
education, training and experience”. The focus is on the availability of skilled
labour force to undertake innovation activity and on labour mobility within and
between sectors (and geographically).
• “Social capital” means networks with shared norms, values and understanding
that facilitate cooperation within or among groups. Access to knowledge and
technology can depend to a large extent on the connections between firms as
well as between firms and other organisations, therefore the nature and intensity
of relationships play a key role.
• “Organisational capital” is defined as a company’s culture, routines, structure,
morality and management styles. Factors captured here include:
entrepreneurship (attitude to risk), management ethics, attitude towards work of
individuals, the labour relations and practices as well as level of organisational
rigidities. A key issue is an organisation’s ability to deal with uncertainty, to
‘unlearn’ (avoid lock-in phenomenon) or in other words openness to change.
The study raises the question if public policy support would be more efficient
attempting to shape general attitudes (i.e. locally, nationally) or at sectoral level (e.g.
EU wide). To answer these questions further exploratory actions and e.g. a sectoral
case study to analyse the influence of four capitals in different countries are needed.
Evelina Wahlqvist (School of Business, Economics and Law, Göteborg University)
presented the theories of Richard Florida on the link between regional creativity and
innovation performance. Based on “Florida’s 3T frame work”, analysis results for
Sweden were presented. In an international comparison of the “Euro-Creativity Index”
06.10.2008 Page 11 of 34 INNO-Views WS 04 Output final

Sweden has the highest score with 0,81 (e.g. USA 0.73, Finland 0.72, Netherlands
0.67).
A correlation analysis based on the Florida’s 3T framework using 3 different
indicators groups (“talent”, “technology” and “tolerance”) shows that “Creative Class”
(Percentage of Workforce engaged in "Creative Occupations") is the talent indicator
with the highest correlation with all technology measures. Creative Class tends to be
concentrated in places with high Bohemian Index (Percentage of workforce engaged
in artistic activities) and Diversity (Fragmentation Index based on ethnic background
of foreign born population). High Tech Industry (Share of workforce employed in HT
Industry) appears more developed in areas with high Foreign Born population and
with Bohemians. The correlation of these indicators with economic outcomes shows
high significance of Creative Class and Bohemian Index: These two indicators have
the highest correlation with GRP, GRP per capita and average apartment prices.
The analysis shows the importance of creative city regions as “dynamic growth
engines”. The knowledge based economy shifts the focus from companies to the
creative human being. As a consequence of increased mobility, the competition for
people, and not only for capital and cost, increases. This leads to increased
importance of creative environments and city regions as global nodes. Visions with
holistic and long-term approaches are needed to “update” old industrial towns:
Visionary regions attract visionary people. Creative, successful regions are
characterised by tolerance and openness, diversity of people, skills, activities and
sectors.
Plenary discussion
A broader view on innovation is needed, i.e. innovation is not only technology-driven,
as the example of high-growth SMEs shows. Innovation can e.g. be based on
innovative ways to organize existing things and find “simple solutions” (e.g. Ryan Air).
“Innovation” in a more general view means “change”. The acceptance within the
society, i.e. the attitude towards innovation or change is a key factor for innovation
performance. The example of USA shows the importance of a positive attitude
towards innovation and entrepreneurship. This attitude depends on the role of
individuals (e.g. as consumers, officials etc.). A positive attitude can be fostered by
creating opportunities and awards for innovation (also in the sense of quality of life
etc.). The role of attitudes and the role of education need to be addressed by public
policy developing concepts for a “positive” innovation culture.
06.10.2008 Page 12 of 34 INNO-Views WS 04 Output final

Tradition and historical background play an important role for the development of an
innovation culture, as the example of the South-West of Germany shows: The poor
region with only minor natural resources developed a specific mind-setting with focus
on innovation. The region developed a economy based on a variety of privately
owned companies focusing on innovation and where social culture plays a key role,
in contrast e.g. to US with a high orientation on the shareholder value.
Comparing USA with Europe, different cultures have to be taken into account: One of
the strengths of Europe is diversity between, but also within the individual countries.
Co-operation of competitive regions and making use of this diversity could bring
added value for Europe. Therefore Europe has to find an own way to create a more
open innovation culture.
The role of creative regions and cities has been emphasised. To attract creative
people, incentives are needed. Factors like cultural life, life quality etc. need to be
addressed to create a “creative city region” with view of both “business climate” and
“people climate”. Communication and meetings can be used as source of creativity
and innovation, e.g. by platforms where artists and engineers can meet.
Discussing creativity in the context of innovation, it has to be emphasized, that
creativity means not the same as innovation: Creativity is needed to produce ideas,
whereas innovation means to bring ideas on the market.
Session 2: Entrepreneurship and innovation culture in enterprises
The second session moderated by Cesar Santos (Unit Innovation Policy
Development, European Commission – DG Enterprise & Industry) focused on drivers
of innovation at individual and company level. Questions addressed the main
success factors for good innovators or entrepreneurs, their motivation and the main
characteristics of an innovative organisation.
Kristina Wagner (A.T. Kearney GmbH) focused on characteristics of leading
innovators based on experiences from the „European Best Innovator" contest of A.T.
Kearney. The contest aims to raise awareness for innovation management and
condenses best practices from various European countries and from a variety of
sectors (e.g. engineering, automotive, financial institutions, consumer goods, health
care etc.).
The innovation management capability assessment is structured along the “A.T.
Kearney House of Innovation”. Main characteristics of innovation leaders include:
06.10.2008 Page 13 of 34 INNO-Views WS 04 Output final

1) Innovation strategy: Innovation leaders base their innovation strategy on
profound analysis with view of technologies and application fields resulting in
different product market segments. A variety of factors shaping the market
have to be considered like society, politics, environment, customers,
competition etc.
House of Innovation
4
3
2
Idea
Generation
1
Innovation
Strategy
Innovation Organization
and an Innovative Culture
Innovation Life Cycle Management
(Processes)
Product/ Process
development
Launch/ Cont.
Improvement
Enabler, et al. HR Mgmt., Controlling
and IT (supporting factors)
Innovation success
� More profitable growth of
revenue compared to
competition
� Large share of turnover by
new products
2) Innovation Organisation and Innovation Culture: Innovation leaders implement
a communication-driven innovation culture in their corporations. The best
companies "live" innovation: Innovation is reflected in their vision and is
embedded in the company. Communication is systematic and takes place
company-wide. Financial resources are available for innovations. Successes
are celebrated, failures are worked out. Employees have time for innovative
activities. Innovators are systematically provided with career opportunities.
Moreover innovation leaders are strongly linked with customers, suppliers,
R&D institutions etc. in effective networks.
3) Innovation Life Cycle Management: Innovation leaders systematically optimize
their time-to-market. Significant levers to reduce time-to-market include
product strategies that stimulate the consistent application of platforms and
modules, the application of virtual technologies (IT technologies) in product
development or the development of production and assembly processes.
4) Enabler and supporting factors: Innovation leaders have significant lower
deviations from launch dates, cost and quality targets due to an excellent
project management, better project management tools and more realistic
objectives. Innovation leaders harness benefits from fewer late changes
thanks to more effective customer involvement already in an early stage.
06.10.2008 Page 14 of 34 INNO-Views WS 04 Output final
5

Important is a culture of permitting red lights, more open communication and
more constructive problem-solving.
Summarizing, companies with a successful innovation management and a
sustainable innovation culture grow faster and more profitable.
Kirsten Langkilde (University of Arts Berlin) presented experiences from the project
“Innovation Habitat”, an urban development project combining art, urban
development, science and innovation in order to develop new ideas and thinking.
“Task forces” including professors and students start projects for urban development
in an old industrial area. The project addresses the development of a creative,
supporting environment, the development of supporting structures for start-ups in the
field of design, media and arts, but also support to emerging technologies and
innovation from the Technical University Berlin.
The most important outcome of the work is the experience that people want to be
part of change. Involving all stakeholders as well as the public is seen to be one of
the main elements to foster innovation and change.
Moreover experiences show the importance to combine and negotiate different
attitudes and different ways of thinking. Arts are focusing on individuals and
individual sets of knowledge. In order to develop an effective process of interactive
knowledge production and to build a complex set of information, transdisciplinary
groups are needed. Support by a central, dominating organisation like an incubator is
not appropriate for such transdisciplinary groups, because a central control of the
development processes would be counterproductive. In fact, it is much more useful to
create a supportive and stimulating environment and structures.
Robert Desborough (London Business Angels and London Seed Capital)
emphasised the importance of attitudes towards innovation and entrepreneurship
from the investor's point of view. Different attitudes exist between Europe and USA
with view of entrepreneurs and the fear of failure as well as with view of investors and
the perception of risk in investing in very early stage innovative companies. Risk
taking in the US is much easier than in Europe: The ability to “start over” is what
makes US entrepreneurs willing to take risks, because business failure in the US is
not regarded negatively. The US Bankruptcy law is structured in such a way that
entrepreneurs who fail are encouraged to continue entrepreneurial activities.
Research has shown that many of the most successful entrepreneurs have failed in
their first businesses, e.g. Henry Ford; Heinz foods.
06.10.2008 Page 15 of 34 INNO-Views WS 04 Output final

In Europe business failure is viewed as an embarrassment. In Germany the director
of a failed company is struck off for 7 years, in Italy 7 years, in UK 3 years. In Japan a
high number of directors of failed businesses commit even suicide.
Differences between USA and Europe exist also with view of investor activities: Most
of US investment in early stage market is through Business Angels - only one per
1000 is backed by a VC. For example in UK angel investment in early stage
businesses is at nearly £1B compared to over £22B early stage VC funds.
Government support may help to reduce risk-taking, therefore UK government
provides direct support to angel investors to promote investment and recognise the
risk taking through tax incentives. Other European countries like France have
introduced tax incentives, too, some EU countries like Finland, Portugal or Spain now
seriously consider such schemes.
Activities like the EASY Project funded under EU Pro-Inno seek to address the
current risks identified for investors and entrepreneurs in cross-border investment by
promoting risk-taking in an area where many investors are “out of their comfort zone”
and by creating conditions for successful access of cross border investment by
innovating early stage SMEs. The project is a new cross-border meeting point for
early stage investors and innovating businesses seeking risk capital. It includes
supply side and demand side actions and provides a toolkit for investment readiness,
valuation and due diligence. Main element is the creation of an environment offering
confidence and trust in cross-border investment forums.
Paul Webber (Europe Unlimited) focused on Entrepreneurial Networking Events at
European level. Such events can be used as platform to promote entrepreneurship,
but also as platforms for entrepreneurs themselves.
Entrepreneurial networking events identify, award and honour world-class innovative
ventures ready to revolutionise their industry, to accelerate their growth by creating
access to top level international partners and to show to the wider audience that it is
rewarding to start up and grow innovative companies in Europe.
Pan-European regional pitching sessions where entrepreneurs compete to be
selected for events such as the 'European Venture Contest' have been well accepted
by entrepreneurs and investors. This contest follows a highly selective admissions
process carried out by a jury of professional investors who select the winners based
on clear performance criteria. The feedback from these professionals is invaluable in
their quest to secure to receive funding and to maximise the potential of their offering.
To summarise, Entrepreneurial Networking Events may be used to:
06.10.2008 Page 16 of 34 INNO-Views WS 04 Output final

• To pragmatically support the global leaders of tomorrow at an early phase by
updating their level of sophistication and providing international contacts to boost
their growth
• To promote technology entrepreneurship by exhibiting role models towards a
wider audience
• To facilitate contacts between top innovative regions, entrepreneurs, investors
and other major stakeholders in Europe
Plenary discussion
Business angels have an important task as mentors of a management team:
Business angels investing in very early stages of start-ups are confronted with many
challenges in this stage of business due to e.g. the capability of the (often academic)
entrepreneurs to run the business and take it forward. To reduce the risks, the culture
of innovation finance changes: Angel investors increasingly use phased investments
and syndication. Moreover business angels often contribute their experiences as
business builders by mentoring the business through the key early steps.
In general, it is essential to increase the European climate for risk-taking and achieve
greater acceptance of risk in order to be able to successfully commercialise
innovation. Entrepreneurship training should include change in attitude towards risk.
Government incentives may help to support risk taking among investors via tax
benefits and co-investment funds. TV programmes such as Dragon’s Den in UK may
help to raise overall awareness about risk-taking and entrepreneurship.
Public support structures need to take into account regional or country specific
differences as well as the complexity of the whole system. For example different
target groups to be addressed have to be discussed: As the Global Entrepreneurship
Monitor (GEM) shows, only a small part of start-ups are really successful. The socalled
“gazelles” (high-growth SMEs) are young, have a solid background on
experiences and are the main innovators in Europe. The question is if innovation
policy should focus on this type of innovators.
06.10.2008 Page 17 of 34 INNO-Views WS 04 Output final

Session 3: Innovation culture in regions and cities
This session moderated by David Robson (Scottish Enterprise) took a closer look at
policies and actions to foster an innovation culture at regional and local level. Main
questions included the key elements in attracting talent, creative companies and
nourishing lively innovation ecology in a region or city as well as the roles and modes
of collaboration between public and private operators. Successful examples and
benchmarks in future planning for regional policy makers were presented.
Ton van Lier (Brainport) presented the example of Brainport as a strong, open and
innovative eco-system. It is characterised by a high density of top-technology
companies and research institutes and a long tradition in co-operation. Brainport is
open minded and covers research, development as well as business with a high
willingness to cooperate. Five clusters have evolved in Brainport in the fields of
LifeTec, High Tech Systems, Design, Automotive and Food. With 8% of GDP and
36% of total Dutch business expenditure, R&D expenditure is very high; most part of
R&D expenditure is private.
The sustainable development was possible by developing on ‘installed base’, building
on regional strengths and opportunities, mastering complexity, creating more value
on intangibles and by offering experiences. Key success factor was to foster
creativity. The “Design Connection Brainport” is used to cross cut technology and
creativity in order to reinforce design as an independent economic sector. The
portfolio of more than 30 projects is a reflection of the design-oriented dynamics in
Brainport, including e.g. the Creative Conversion Factory, ADMIRE, Design
Incubator, Design Café, Designhuis, Materials Library.
Further success factors include trust amongst government, private sector and
academia, leadership, thriving enriching and self empowering communities where
people help and encourage each other. Responsible persons from government,
science and business join regularly and set the agenda for the future, combining the
right competences and bringing in the right partners, absorption capacity and the
scale of operation, i.e. the regional level.
To conclude, regions are very well equipped to combine strategy and implementation
with involvement of regional stakeholders. Successes can be achieved by using the
regional culture as a fulcrum for strategy development and execution. Considering
that a strategy is as good as the culture it fits in, it is more effective to adapt strategy
and actions to the predominant culture than to change culture itself.
06.10.2008 Page 18 of 34 INNO-Views WS 04 Output final

In order to foster creativity, uncertainty needs to be accepted and failures need to be
allowed. It is recommended to offer a broad range of support approaches with more
focus at the end of the value chain and mechanisms to propel value creation and
capture value. Focus of support should be on bottom-up driven initiatives.
Jan van den Biesen (Philips Research) highlighted some practical examples of
Philips' approaches to open innovation and its High Tech Campus in Eindhoven
which was opened up in 2003 to third parties.
Royal Philips Electronic (Headquarter Amsterdam) is one of the largest global
electronics companies with sales of € 26,976 billion in 2006. 53 % of sales comes
from new products. In 2006 the R&D expenditure was € 1.7 billion. (6.2 % of sales.
13,000 R&D staff in 25+ countries, 80,000 patents; inventor of CD). Philips Research
represents over 90 years of industrial research.
In the last decades, the scope of innovation was changing from technology research
and a closed system to an open innovation system and entrepreneurship. The
change form a closed to an open innovation system made a change from a closed to
an open mindset necessary. In a closed system it is assumed, that this system has
always to be the first to discover and to create the most ideas. The assumption is that
all smart people are working for this organisation. In open systems it is assumed, that
smart people “tap into world” and that profit may come from research by others. The
open system uses ideas from outside and trades also IP.
High Tech Campus Eindhoven is a most successful example for an open system as
world-class technology centre of high tech companies. 40 companies and institutes
with 7.000-8.000 people work here together in development of new technologies.
Facilities include e.g.:
• ExperienceLab, i.e. three facilities for testing feasibility and usability of innovative
products by end-users
• MiPlaza: Industrial R&D expertise and support e.g. by access to clean rooms,
expertise, technical services, tools and facilities.
• Holst Centre: International open R&D centre, founded by IMEC and TNO.
Creating generic technologies in programme partnership with industry and
universities.
06.10.2008 Page 19 of 34 INNO-Views WS 04 Output final

• Technology licensing. Internal ventures and incubators in different areas
(healthcare; lifestyle; technology)
• Creative Conversion Factory: Open Innovation Incubator Initiative for turning
ideas into products.
Key success factors are to foster user involvement and to encourage sharing of
facilities, services and expertise. Open innovation systems require new forms of cooperation
including e.g. new approaches for innovation management or new
business models to create value.
Pascal Cools (Flanders District of Creativity) presented the Flanders District of
Creativity as a successful policy example to foster a regional innovation culture. Most
important target groups to create an open innovation culture are companies,
education and the general public. Beside a positive awareness and positive attitude
towards new technologies, measures are needed to foster creativity of companies,
but also creative skills via education. Moreover entrepreneurship should be
encouraged within all target groups:
Target group Technology Creativity Entrepreneurship
Companies - Up-to date with new
technologies
- Know where to source
new technologies
Education - Uses new technology in
teaching
General
public
- Let children experience
new technologies
- Interested in (new)
technology
- Aware of possibilities
- Convinced of necessity
of creativity
- Professionalise creativity
- Looks for new answers
- Teaches creativity skills
- Convinced everyone can
get ideas
- Convinced of need to be
creative & change
- Allow trial & error
- Encourage
entrepreneurship of
employees
- Has good balance
between knowledge &
doing
- Promotes being
entrepreneurial
- Showing “ownership”
- Prepared to take more
risks or is more positive
to risk-taking people
To address the general public as key target group, one mean are media and
television. In Belgium an interesting approach has been developed with the show “De
Bedenkers”. The programme shows the journey of an idea to a product on the
market, within the format of a competition. The show regarding inventions and ideas
can be viewed by the whole family. The programme is supported by government and
is broadcasted on a public channel.
06.10.2008 Page 20 of 34 INNO-Views WS 04 Output final

Until now 11 ‘inventors’ have found a commercial partner or have set up a business
based on their idea. The programme is seen to be very useful to stimulate creativity
and offer inventors of every kind and background the opportunity to share their idea
or invention with others.
Viewer ratings show the success to address the general public: Almost 3 million of
Flemish population have seen at least 1x15 minutes, i.e. 51 % of total population.
Especially women & young viewers stated to be stimulated by the programme to be
creative.
The design of similar programmes has to consider, that viewers find in-depth
information as “boring”, and they want more “show, humour and drama”. To address
a big audience, information about innovation, technology, entrepreneurship has to be
limited. Creativity and innovation professionals were often criticising the lack of
breakthrough innovations amongst the inventions. Therefore the right expectations
have to be set with policy makers funding such a programme and with the
professional world.
It is useful to complement this programme with additional measures (“spin-offs”), like
e.g. items on IPR & journey from idea to realty in news programmes, items on
innovations in children’s programmes, articles on candidates in newspapers, on-line
content with contest or a contest at schools etc.
Jack Lang (University of Cambridge) presented the basic driving factors behind the
“Cambridge Phenomenon” in order to create a supportive climate for innovation.
Cambridge is one of the most successful European high tech clusters, with about
1500 companies over $20Bn in value created and attracting over 8% of EU VC
investment. The underlying assumption is, that people want to be entrepreneurs, but
are often stopped by the system. Governments may stop innovation rather than
encourage it by misguided actions.
It is essential to recognise that innovation and entrepreneurship are driven by people.
A positive innovation climate takes into account the needs of entrepreneurs and
reduces the risks, e.g. by providing security in case of failure (sabbaticals, part time
appointments, spin outs, in-house incubators, “intrepreneurs”). Esteem and positive
attitudes towards entrepreneurship play a crucial role. The advantages of becoming
an entrepreneur like e.g. personal growth, prospect of personal wealth etc. have to
be accepted.
06.10.2008 Page 21 of 34 INNO-Views WS 04 Output final

Building of people networks between entrepreneurs and the presentation of “local
heroes” contributes not only to increase public awareness, but helps also
entrepreneurs by providing structural and relational social capital, exchanging
experience and contacts.
Mentoring and professional services may help to reduce complexity of the company
formation process (IPR, tax, PR, finance etc.). Effective and closely linked people
networks help to successfully support start-ups. Thereby the role of universities and
government as enablers can be described as follows:
What Universities and government should do: What Universities (and government) should NOT
do:
• Teach skills concerning money, legals, project
planning and market research
• Mentor: Contacts, exemplars; Friendly
infrastructure; Banks, lawyers, patent agents,
accountants etc
• Encourage: Business Plan competitions,;
Sabbaticals/part time; Soft entry (e.g. EIS);
Publicity; Network and heroes
• Run incubators
• Run Seed funds
• Run Venture Capital funds
• Grab IPR: No UK University has made money on
IPR licensing
• Patent anything
Michael White (Enterprise Ireland) presented the experiences and strategies of
Enterprise Ireland (EI) to stimulate innovation. The main mission of EI is to establish
Irish companies at the international market based on new product and service
innovations and to achieve strong positions in global markets resulting in an
increased national and regional prosperity.
In the 70’s and 80’s, Ireland was characterised by high unemployment, high
emigration, high inflation, high personal taxation and poor fiscal management.
Restructuring of finances and economy led to boom conditions from 1986-1991, but
with “jobless growth”, followed by a decade of growth where also the unemployment
rate decreased from 15,7 % 1993 to 4,7 % in 2003. This was coupled with a new
public R&D policy driven by a new government strategy. Key elements included e.g.
support of world class research, capturing, protecting and commercialising ideas and
know-how, research and development for enterprises as well as science education.
Innovation is thereby seen to be the single greatest enabler of continued success for
Irish Industry. Innovation in a broad sense includes development of new business
models and the emergence of new markets like the service sector. Leadership and
management are critical to the successful adoption of innovative business models,
06.10.2008 Page 22 of 34 INNO-Views WS 04 Output final

practices and processes, as well as the commercialisation of innovative new products
and services.
A number of worldwide EI offices help to stimulate innovation and entrepreneurship
by a variety of programmes. Over 200 start-ups have been supported since 2005 with
high potential for significant growth and exports. EI programmes aim at
• encouraging entrepreneurship and new start-ups (e.g. Enterprise Platform
Programme, Rapid education/mentoring for Entrepreneurs- Business Start-ups,
New Regional Incubator Programme, Partnership-Institutes of Technology,
Business Incubation and Commercial R&D space) and
• stimulating innovation (Commercialisation Fund, Innovation Partnerships,
Stimulating Commercial Research, Technical feasibility studies, Enterprise
Equity Investment Fund, Innovation Vouchers etc.)
The Innovation Voucher initiative is a successful example how to build and foster
links between Ireland's public knowledge providers and small businesses and create
a cultural shift in the small business community's approach to innovation. Innovation
Vouchers can be used for any kind of innovation such as: new business model
development, new service delivery and customer interface, new service
development, tailored training in innovation management, innovation / technology
audit. They can also be used to gain knowledge on e.g. efficiency audits, process
change, supply chain management and logistics, product and service testing or
economic impact assessment.
Plenary discussion
Dynamic regional innovation systems are essential to stimulate knowledge creation
and learning. This requires an environment and infrastructure to enable the flow of
knowledge, ideas and learning in order to drive innovation, entrepreneurship and
growth.
Experiences of the regional innovation systems presented like e.g. Brainport show
the importance to pay proper attention to the regional dimension of innovation as key
for creative interaction and transfer of tacit knowledge to SMEs. To foster user
involvement and customer intimacy by pilots and trials may help for success in
marketplace. Stimulating start-ups, venturing and entrepreneurship and promoting
creative industries are essential for growth and jobs as well as for lasting global
competitiveness.
06.10.2008 Page 23 of 34 INNO-Views WS 04 Output final

One main challenge is to exploit existing expertise in the region not only with view of
R&D expertise as well as advice or services towards SMES. Vouchers as used in the
EI Voucher Programme are seen to be an effective solution. Their use should not be
limited, but should be flexible to cover companies’ needs, e.g. by business to
business support to foster experience exchange (e.g. “Ireland Innovation Clubs”).
To develop an open and supportive innovation culture, trust turns out to be one main
important prerequisite. Delivering public funding to vouchers would help to build trust
and would therefore contribute to cultural change. Moreover educational concepts
e.g. for lifelong learning or staff exchanges should be extended.
The support of open innovation centres and innovation intermediaries contributes to
avoid segregation of SMEs, large firms and research organisations as
complementary actors in open innovation. For this structures and operational
guidelines for co-operation have to be developed (e.g. for R&D PPPs).
In general, the European Research Area should develop to a multi-level open
innovation ecosystem. Particular challenges would be the EU institutional and legal
complexity and to ensure the coherence with other EU, national and regional policy
programmes.
Session 4: Innovation and citizens
The fourth session located at the High Tech Campus Eindhoven and moderated by
Charlotte Arwidi (Unit Innovation Policy Development, European Commission – DG
Enterprise & Industry) focused on how to create an innovation culture in Europe, and
how to leverage talents currently not involved in the innovation process.
In his welcome address Cees Admiraal (High Tech Campus Eindhoven) highlighted
the main objectives of the High Tech Campus Eindhoven as leading hotspot for “High
Tech Human Focused Innovation”. The main mission is to develop the “Eindhoven
High Tech Ecosystem”, to attract high tech players to Eindhoven region and to match
technologies, companies and institutes. In the light of ‘open innovation’, the HTCE
aims to stimulate business creation and entrepreneurship by facilitating networking,
collaboration and the use of open laboratories.
The dominating value proposition is faster and successful customer focused
innovation through partnerships; secondary value propositions are benefits from the
local talent pool and cost efficient R&D through open labs, facilities & services.
06.10.2008 Page 24 of 34 INNO-Views WS 04 Output final

Activities are market oriented, based on pleasant, intuitive, emotive, and intelligent
technology resulting in human focused innovation.
David Robson (Scottish Enterprise) presented the “Innovation 2.0” approach,
tapping un-tapped innovation talents. Innovation is a process of shared activity
engaging the resources of individuals, the private sector and government. The
concept of innovation as a linear process from research to product, from
manufacturing to marketing is now outdated. Most innovation comes from the market,
from customers, citizens, suppliers and competitors in an increasingly collaborative
process. Behaviours, culture, attitude and skills are therefore essential individual and
organisational capacities necessary to exploit innovation and deliver value to
customers. An effective innovation policy must be, first and foremost, a skills and
human resources policy.
‘Innovation 2.0’ is the next generation of innovation that delivers new value to
consumers and citizens by leveraging their desire and capacity to create value for
themselves and their peers resulting in social as well as economic gain. With many
organisations no longer solely relying on generating their own ideas, ‘Innovation 2.0’
is helping to redefine the relationship between producers and consumers - and
between government and citizens. Supported by a new set of enabling technologies,
‘Innovation 2.0’ allows business and government to innovate more imaginatively than
ever before - providing new opportunities for communities of innovators to evolve
based upon flatter, more democratic structures involving more people in informed
decision-making.
Strategies to support development of an open innovation culture are needed. The
development of new ‘innovation communities’ may help to use the diversity of talent
to address diversity of increasingly complex social and economic challenges. Key
policy challenges to leverage innovation capacity of communities can be summarised
as follows:
• Embrace a broader definition of innovation beyond technology exploitation and
R&D and encompass ‘hidden’ innovation across the economy: develop
appropriate metrics and shared language that capture the real levels and drivers
of innovation.
• Technical skills are given; the challenge is to nurture behaviours and business
models that enable collective innovation: The focus should be placed on
cognitive barriers and on behaviours, as they animate any system. Whilst culture
may be slow to evolve, behaviours adapt rapidly to systemic changes. Policies
06.10.2008 Page 25 of 34 INNO-Views WS 04 Output final

have to be developed to shape the ‘rules’ thereby influencing behaviours that
exploit innovation to deliver value to customers and citizens.
• Focus on the Innovation System, not just on individual firms or bi-lateral
collaborations: Policies have to be developed that optimise systemic efficiency,
including an operating environment supportive of adaptive and learning-based
firms and organisations.
• There is untapped potential in innovation communities, often non R&D based,
they leverage emerging social and technological trends and open innovation
business models: develop new business models that harvest the resources of
competitors, suppliers, lead users, customers and citizens
Kirsten Langkilde (Innovation Circus) presented experiences from the project
Innovation C.I.R.C.U.S. The project aims to examine and identify the driving forces
behind innovation, to involve and exploit all potential stakeholders in society and to
leverage good practice and new measures into national and regional innovation
policies.
Activities include identification of all potential innovators in society from school
children to advanced research laboratory. All levels of innovators are brought
together and public-private innovation partnerships are promoted. The aim is to
explore experiences and attitudes towards creativity, promote new constellations of
collaboration and enhance inventiveness across different groups of stakeholders.
Main project activities include four regional Innovation Weeks and Regional
Innovation workshops in Copenhagen, Riga, Berlin and Milan between September
2007 until April 2008 and a concluding working conference in Berlin in April 2008.
For example in Riga 6 universities, 7 research institutes; 25 public institutions, 5
Innovation support institutions (science parks), 20 educational institutions, 45
companies as well as 8 industrial associations, clusters and networks participated.
The event had 27 stands, 110 exhibitors and more than 9200 participants. 120
bilateral meetings took place. 80% of comments were very positive to excellent.
The regional events show the innovation potential existing in the individual regions
via lectures, parties, events and discussions (e.g. “philosophs about innovation”).
There are huge differences on the meaning of innovation in different regions. The mix
of formats leads to a mix of people, building trust and self-confidence. The unique
06.10.2008 Page 26 of 34 INNO-Views WS 04 Output final

approach of Innovation C.I.R.C.U.S based on events contributes to raise public
awareness of innovation generating curiosity and more willingness to test ideas.
Peter Vorderer (VU university Amsterdam) focused on games as media for social
and cultural change. At present there are about 650 English language “serious
games”, i.e. games with educational purpose, accessible for e.g. academic education
(ca 60%; Math/Reading Blaster), social change (ca 15%; Darfur is Dying) or
occupation related training (ca 10%; The Business Game).
Serious games in education can be used inside and outside the classroom; most of
educational games address elementary school and secondary school. Educational
goals focus mostly on skills with practice, followed by discovery or exploration and
problem solving.
Serious games can foster change. Digital games have a potential for relevant
personal experiences and for deliberate and sustained usage, which is the most
important factor for successful learning. Therefore digital games provide a promising
potential for learning in various domains and in all ages (e.g. “The Smithsonian
Experience”).
In future, serious games will offer increasing potential for learning. Intelligent systems
will be responsive to the learner’s state by physiological measures, i.e. by tapping
behaviour (speed, mistakes), mimic expressions, body posture, voice and language.
The vision are scaffolding learning environments that encourage self-regulated
learning, in a safe, private atmosphere or public environment, going beyond
impasses and frustration. With this games will contribute to most effective
individualized and optimized learning.
Carolina Apolo Llerena / Federico Campos de Portas (Iniciativa Joven) presented
experiences of the Initiative “Iniciativa Joven”, created in 2004 as public company.
The initiative aims to experiment new concepts, adopting a flexible and horizontal
type of organization where each individual is important. Iniciativa Joven main goal is
to support the development of innovative projects and foster creativity, imagination
and innovation in the society, focusing on the regional youth.
Three lines of work are addressed by the initiative: Supporting innovative projects,
generating a new attitude towards innovation among the regional society and
innovative style coherence. Iniciativa Joven gives on the one hand advice for the
creation and consolidation of innovative projects by offering innovative resources and
06.10.2008 Page 27 of 34 INNO-Views WS 04 Output final

tools. On the other hand, it works on a mentality social change, so that people are
aware of the need to innovate.
Activities of lniciativa Joven include programmes in formal education system,
promotion of collaboration networks between innovative entrepreneurs, creation of
scenarios that foster the initiative capacity and the ability to take risks and networking
between social agents, companies and institutions. Activities of particular interest
include e.g. a programme promoting entrepreneurship, creativity and innovation in
secondary education based on a contest of business ideas (participation of more
than thousand students) or “The Coffee Break” a unique congress without
communications or presentations, but generating collaboration networks between
innovative professionals by means of informal meetings. Youth associations
participate in different activities in order to incorporate an innovative perspective.
Marion Esch (Femtec TU Berlin) presented the project “EuroWISTDOM: New Ways
Promoting Science and Technology” of the Femtec Network, a German public private
partnership for the young female management generation.
Although it is in general recognised that innovations is a key factor for the current and
future economic success of industrial nations, leading countries in the innovation
competition like Germany have to face increasing challenges by poor education
quality and an increasing lack of scientists and engineers. Interest in science and
technology for a professional carrier is low in industrial countries; moreover little
participation of women in research and in the innovation process has to be stated.
Juvenile distance towards scientific and technical professions and gender-typical
professional preferences are not a law of nature, but a result of cultural influence,
which can mainly be observed in western industrial countries and Japan. The career
choice depends to a high degree on professional image.
Analysing professional role models in German prime-time TV programmes, service
professions are clearly overrepresented, whereas manufacturing professions and
technical professions in particular with view of women are clearly underrepresented.
The lack of role models for women in scientific-technical professional fields in reality
and in the media is a central barrier.
An image change reflecting reality is required: Scientific and technical professions
provide great chances to apply knowledge in an interdisciplinary way and to shape
the future actively. The fascinating world of science and technology does not only
06.10.2008 Page 28 of 34 INNO-Views WS 04 Output final

give impetus for new female figures and job profiles on TV, but also for new subjects,
contexts and surroundings.
The EU project EuroWistdom (European Women in Science TV Drama on Message)
aims to use science and technology as an initiator for new TV formats and innovative
female professional role models. The project establishes contacts with scientists and
offers incentives to encourage experienced scriptwriters, authors and producer teams
to choose subjects from science and technology and to create professional role
models as examples in the media. Contests (award of 7000 Euro) are organised and
networks between the media, universities/research and enterprises are initiated.
In September 2007 prizes for seven exposés have been awarded for treatment
promotion. High interest and predominantly positive feedback from TV broadcasting
stations can be stated. 2 of the 7 writer teams signed already development contracts
with TV stations. The great success encourages continuing and broadening the
approach.
Plenary discussion
Two ideas on how to promote innovation culture were presented by EC DG
Enterprise:
3) European Innovation Week based on the ideas of Innovation C.I.R.C.U.S in
order to engage regions in innovation. 5-6 partners should prepare the
concept and implement it in a first step. In later stages, the approach should
be opened to further partners.
4) Existing approaches to mobilize communities and in particular young people
for innovation should be used and broadened. One example of particular
interest is the approach of Flanders DC. Links for information exchange and
co-operation should be established. The Inno Learning Platform could be used
to find partners for innovative concepts.
A broad range of regional approaches and concepts exists already all over Europe to
better valorize different talents in European societies. Promoting such successful
initiatives through new ways of (experimental) collaborations at European level
means to promote it in other regions. Considering the diversity and different culture of
regions regarding trust, confidence, mentality or attitudes, promotion and transfer of
measures means not only to disseminate them, but to build on them and experiment
them in new ways.
06.10.2008 Page 29 of 34 INNO-Views WS 04 Output final

An innovative open mindset would be essential for innovation performance and has
to be developed already at school. Two key competencies related to innovation and
lifelong learning can be identified, i.e. creativity and the openness towards
entrepreneurship. These competencies or attitudes can be promoted in several ways,
via curricula in schools, partnerships of companies and schools at all educational
levels and via teacher education.
Successful examples for such programmes include concepts e.g. to link schools and
companies like the programme Technific (Netherlands) for all educational levels or
concepts to bring young people from secondary school into Research Labs
(Stuttgart). “Creativity vouchers” could be used to link teachers and students to
companies. In the discussion it has been raised, that long-term cooperation with
schools offers also an added value to companies, which have the opportunity to
follow pupils through there whole career. Input for curricula may be provided by
“creativity houses”. Measures for teachers in training and teachers training are also
needed and should be involved in the programme.
Popular media like TV and games are seen as further effective tool to bring
innovation to the society not only via educational institutions. In particular they may
contribute to stimulate women’s interest in S&T also in lower income groups, which
measures like science days often can not do.
In the discussion it has been emphasised, that Europe should focus on creativity, not
only on science and technology. Arts and design should be included to foster
innovation in Europe. Networks are thereby essential for inspiration and success.
Multidisciplinarity and supportive environments help to generate innovative
processes.
Leadership is an important factor for sustainability and is therefore important to
promote it in particular for new member states. The idea of European Years may help
to raise awareness and to encourage member states to set up organisation
committees and activities at European level. One main focus should be again on
educational aspects.
To summarise, facing the challenges to create an open innovation culture, policy has
to find effective and successful measures at local and regional level as well as
towards companies and citizens in general. Main challenge will be to bring citizens
into innovation.
06.10.2008 Page 30 of 34 INNO-Views WS 04 Output final

Session 5: Policy conclusions & closing
Charlotte Arwidi (European Commission – DG Enterprise & Industry) emphasised in
her conclusions the importance to experiment new ways to foster innovation and
create a favourable innovation climate in Europe. In this context it would be important
not only to ask what policy can do but to start from societal needs (e.g. climate
change, demography, health, safety and security or competitiveness), bundle these
challenges and find effective policy answers.
In general, a broader view on innovation has to be taken, not only focusing on
technological innovation, but also on organizational innovation and innovation in
services. Creating an open innovation culture and increasingly involving companies
as well as customers in the innovation process would be essential.
Innovation policy has to move from „technology push” to „society-driven innovation“.
A strategy for successful society driven innovation has to acknowledge the
importance of individuals and their skills, attitudes and motivation while at the same
time striving to build an innovation-friendly eco-system through deliberate policies.
06.10.2008 Page 31 of 34 INNO-Views WS 04 Output final

List of participants
Reijo Aholainen, Unit A2 Lifelong learning: Creativity and Innovation, DG Education
and Culture, European Commission
Carolina Apolo Llerena, iniciativa joven
Charlotte Arwidi, Unit D1 Innovation Policy Development, DG Enterprise & Industry,
European Commission
Reinhard Büscher, Unit D1 Innovation Policy Development, DG Enterprise &
Industry, European Commission
Federico Campos de Portas, iniciativa joven
Funda Celikel Esser, JRC Ispra
Pascal Cools, Flanders District of Creativity
Robert Desborough, London Business Angels and London Seed Capital
Marion Esch, Femtec Berlin
Jorge Figueira, GATS UC
Kathrin Grützmann, i.con. innovation GmbH - INNO-Views project
Kimmo Halme, Advansis Oy - INNO-Views project
Veit Haug, Stuttgart Region Economic Development Corporation
Hugo Hollanders, UNU-MERIT
Jack Lang, Cambridge University
Kirsten Langkilde, Universität der Künste Berlin
Geraldine Lynch, Department of Enterprise, Trade and Employment
Joao Mena de Matos, ADMIRE - european design centre, Eindhoven
Ian Miles, Manchester Institute of Innovation Research, Manchester Business
School, University of Manchester
Marion Pellekaan, Senter Novem
06.10.2008 Page 32 of 34 INNO-Views WS 04 Output final

Angela Pugh, Greater London Enterprise
Alasdair Reid, Technopolis Group
Rolf Reiner, i.con. innovation GmbH - INNO-Views project
David Robson, Director Industries Policy and Practice, Scottish Enterprise
Cesar Santos, Unit D1 Innovation Policy Development, DG Enterprise & Industry,
European Commission
Keith Sequeira, Unit D1 Innovation Policy Development, DG Enterprise & Industry,
European Commission
Jan J.H. van den Biesen, Philips Research
Ingrid van der Wacht, Design Connection Brainport / ADMIRE
Michel van Hove, Innovaro Amsterdam
Ton van Lier, Brainport Eindhoven
Jos van Meegen, Senter Novem
Peter Vorderer, Department of Communication Science, Center for Advanced Media
Research Amsterdam, VU Amsterdam
Evelina Wahlqvist, Handelshöskolan Göteborg
Kristina Wagner, A.T. Kearney GmbH
Paul Webber, Europe Unlimited
Michael White, Enterprise Ireland
06.10.2008 Page 33 of 34 INNO-Views WS 04 Output final

INNO-Views
INNO-Views policy workshops establish a dialogue between public authorities, analysts, industry and
academia to explore new or better innovation policy instruments for Europe. The workshops have the
objective to explore innovation themes related to actual and forthcoming needs of European
innovation policies. On average, 4 workshops are organised per year. The workshops bring together
30-40 relevant professionals and are organised on the basis of personal invitations only. Workshop
results are published on the PRO INNO Europe website (http://www.proinno-europe.eu).
Any requests, recommendations and suggestions of themes, experts and locations for further
workshops are welcome and should be directly addressed to INNO-Views:
Contact
Dr. Rolf Reiner
i.con. innovation GmbH
INNO-Views coordinator
Wankelstr. 14
70563 Stuttgart
Germany
INNO-Views@icon-innovation.de
Kimmo Halme
Advansis Oy
INNO-Views project
Itälahdenkatu 22 A b
00210 Helsinki
Finland
kimmo.halme@advansis
06.10.2008 Page 34 of 34 INNO-Views WS 04 Output final