The workshop in brief - PRO INNO Europe

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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
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Page 3 and 4: Introduction and background The deb
Page 5 and 6: attitudes and different ways of thi
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Page 11 and 12: analyse the barriers to innovation
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Page 29 and 30: give impetus for new female figures
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Page 33 and 34: Angela Pugh, Greater London Enterpr

The workshop in brief - PRO INNO Europe

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