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The workshop in brief - PRO INNO Europe

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Activities are market oriented, based on pleasant, <strong>in</strong>tuitive, emotive, and <strong>in</strong>telligent<br />

technology result<strong>in</strong>g <strong>in</strong> human focused <strong>in</strong>novation.<br />

David Robson (Scottish Enterprise) presented the “Innovation 2.0” approach,<br />

tapp<strong>in</strong>g un-tapped <strong>in</strong>novation talents. Innovation is a process of shared activity<br />

engag<strong>in</strong>g the resources of <strong>in</strong>dividuals, the private sector and government. <strong>The</strong><br />

concept of <strong>in</strong>novation as a l<strong>in</strong>ear process from research to product, from<br />

manufactur<strong>in</strong>g to market<strong>in</strong>g is now outdated. Most <strong>in</strong>novation comes from the market,<br />

from customers, citizens, suppliers and competitors <strong>in</strong> an <strong>in</strong>creas<strong>in</strong>gly collaborative<br />

process. Behaviours, culture, attitude and skills are therefore essential <strong>in</strong>dividual and<br />

organisational capacities necessary to exploit <strong>in</strong>novation and deliver value to<br />

customers. An effective <strong>in</strong>novation policy must be, first and foremost, a skills and<br />

human resources policy.<br />

‘Innovation 2.0’ is the next generation of <strong>in</strong>novation that delivers new value to<br />

consumers and citizens by leverag<strong>in</strong>g their desire and capacity to create value for<br />

themselves and their peers result<strong>in</strong>g <strong>in</strong> social as well as economic ga<strong>in</strong>. With many<br />

organisations no longer solely rely<strong>in</strong>g on generat<strong>in</strong>g their own ideas, ‘Innovation 2.0’<br />

is help<strong>in</strong>g to redef<strong>in</strong>e the relationship between producers and consumers - and<br />

between government and citizens. Supported by a new set of enabl<strong>in</strong>g technologies,<br />

‘Innovation 2.0’ allows bus<strong>in</strong>ess and government to <strong>in</strong>novate more imag<strong>in</strong>atively than<br />

ever before - provid<strong>in</strong>g new opportunities for communities of <strong>in</strong>novators to evolve<br />

based upon flatter, more democratic structures <strong>in</strong>volv<strong>in</strong>g more people <strong>in</strong> <strong>in</strong>formed<br />

decision-mak<strong>in</strong>g.<br />

Strategies to support development of an open <strong>in</strong>novation culture are needed. <strong>The</strong><br />

development of new ‘<strong>in</strong>novation communities’ may help to use the diversity of talent<br />

to address diversity of <strong>in</strong>creas<strong>in</strong>gly complex social and economic challenges. Key<br />

policy challenges to leverage <strong>in</strong>novation capacity of communities can be summarised<br />

as follows:<br />

• Embrace a broader def<strong>in</strong>ition of <strong>in</strong>novation beyond technology exploitation and<br />

R&D and encompass ‘hidden’ <strong>in</strong>novation across the economy: develop<br />

appropriate metrics and shared language that capture the real levels and drivers<br />

of <strong>in</strong>novation.<br />

• Technical skills are given; the challenge is to nurture behaviours and bus<strong>in</strong>ess<br />

models that enable collective <strong>in</strong>novation: <strong>The</strong> focus should be placed on<br />

cognitive barriers and on behaviours, as they animate any system. Whilst culture<br />

may be slow to evolve, behaviours adapt rapidly to systemic changes. Policies<br />

06.10.2008 Page 25 of 34 <strong>INNO</strong>-Views WS 04 Output f<strong>in</strong>al

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