The workshop in brief - PRO INNO Europe

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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
Page 1 and 2: INNO-Views Policy Workshop Innovati
Page 3 and 4: Introduction and background The deb
Page 5 and 6: attitudes and different ways of thi
Page 7 and 8: The importance of creative environm
Page 9 and 10: The workshop in brief Session 1: Se
Page 11 and 12: analyse the barriers to innovation
Page 13 and 14: Tradition and historical background
Page 15 and 16: Important is a culture of permittin
Page 17 and 18: • To pragmatically support the gl
Page 19 and 20: In order to foster creativity, unce
Page 21: Until now 11 ‘inventors’ have f
Page 25 and 26: Activities are market oriented, bas
Page 27 and 28: approach of Innovation C.I.R.C.U.S
Page 29 and 30: give impetus for new female figures
Page 31 and 32: Session 5: Policy conclusions & clo
Page 33 and 34: Angela Pugh, Greater London Enterpr

The workshop in brief - PRO INNO Europe

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