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Embracing OPEN INNOVATIONIN EUROPEA Best Practices Guide on Open Innovation Policies euris project

This publication was produced as part of the project “European Collaborative and Open

Regional Innovation Strategies – EURIS” co-funded under the Interregional Cooperation

Programme INTERREG IV C by the European Regional Development Fund (ERDF).

The Interregional Cooperation Programme INTERREG IVC, financed by the European

Union’s Regional Development Fund, helps Regions of Europe work together to share

experience and good practice in the areas of innovation, knowledge economy, environ-

ment and risk prevention. EUR 302 million is available for project funding but, most

importantly, a wealth of knowledge and potential solutions are also on hand for regional

policy-makers.

Editor (EURIS Lead Partner)

Rafael Muguerza

Dirección General de Empresa e Innovación

Departamento de Desarrollo Rural, Industria, Empleo y Medioambiente

Gobierno deNavarra

ParqueTomás Caballero nº 1, 6ª planta.

31.005 Pamplona

Navarra (Spain)

E-mail: [email protected]

Phone: +34 848 42 76 63

Authors

All EURIS partners have contributed to this publication.

Co-ordination: Raf Sluismans and Wim de Kinderen, Brainport Development NV.

• Rafael Muguerza, Ana Vicente, Begoña Sesma, Silvia Ojer, Government of Navarra,

Pamplona, Spain.

• Stephanie Fleischmann, Bertram Gaiser, Florian Krebs, Stuttgart Region Economic

Development Corporation (WRS), Stuttgart, Germany.

• Wim de Kinderen, Ton van Lier, Jasmijn Rompa, Anne Verhaag-van Nuland, Raf Sluis-

mans, Brainport Development NV, Eindhoven, The Netherlands.

• Eszter Fátrai, Tamás Kocsondi, West Transdanubian Regional Development Agency

(WTRDA), Gyor, Hungary.

• Marcin Podgorski, Michal Mackiewicz, Malgorzata Drozdzal, Bartosz Krawczyk, Monika

Urbaniak, Artur Stelmach, Monika Zielinska, Marshal’s Office in Lodz, Lodz, Poland.

EURIS partners would also like to thank and acknowledge the contribution of all the

organizations and individuals who have been involved in the identification, definition

and exchange of EURIS Good Practices and who are listed in the Acknowledgements

appendix.

This publication can be accessed on the Internet: www.euris-programme.eu

Pamplona (Spain) March 2012.

© Photo page 23 Larrión & Pimoulier

Design and layout Belén de Rosendo [BdR comunicación]

Printing Gráficas Lizarra

National Book Catalogue Number NA-542/2012

´́

FOREWORD 061. INTRODUCTION 09AOpenInnovation 11BPolicyRelevanceofOpenInnovation 12cEURISproject 18dHowtousethisGuide 242. INVENTORY OF GOOD PRACTICES 273. BEST PRACTICES 33ABestPracticesSummaryTable 34BBestPracticesPitches 354. GUIDELINES FOR THE ASSESSMENT

AND TRANSFER OF BEST PRACTICES 555. EURIS PARTNERSHIP 61ANavarraRegion,Spain 63BStuttgartRegion,Germany 64cEindhovenRegion,TheNetherlands 65dWestTransdanubiaRegion,Hungary 66eLodzRegion,Poland 676. INTERREG IV C PROGRAMME 69ACKNOWLEDGMENTS 72

TABLE OF CONTENTS

first of all FOREWORD

heInnovationUnionFlagshipInitiativeoftheEurope2020StrategypromotesthetranslationoftheOpenInnovation culture from the private sector into theInnovationGovernancesystemtofosterOpenInno-vationpractices,ifEUcompaniesaretobecomekeyplayersincurrentGlobalNetworksofInnovation.

Accelerated collaboration rates between companies and researchcentresinclose-to-marketinnovationprocesses,theuptakeofIntel-lectualPropertyRightsfortheirfullexploitationthroughtechnologymarketsandtheintegrationofconsumersandcitizensintotheknowl-edgecreationprocessarepointedoutamongstthepracticaleffectsofembracinganOpenInnovationcultureinEurope.

Although the Open Innovation concept was initially developed byHenryChesbroughasabusiness—drivenphenomenon,ithasimpli-cationsforResearchandInnovation(R&I)policies,asframeworkcon-ditionsarekeytofosteranopenandcollaborativeenvironment.

“European Collaborative and Open Regional Innovation Strategies–EURIS”, is an inter-regional cooperation project co-funded undertheINTERREGIVCProgrammebytheEuropeanRegionalDevelop-mentFund(ERDF),whichaimstohelpEUregionstoembraceOpenInnovationandmainstreamitintotheirregionalinnovationpolicies.EURISpartnershipiscomposedby5EUregionsfromSpain(Govern-mentofNavarra),Germany(StuttgartRegionEconomicDevelopmentCorporation, WRS), The Netherlands (Brainport Development NV,

Eindhoven), Hungary (West Transdanubia Regional DevelopmentAgency) and Poland (Marshall’s Office of Lodz). EURIS addressesthehottopicof“OpenInnovation”fromaninnovativeapproach,con-tributingtothepolicydebatesonhowEURegionscanenhancetheirinnovationecosystemsandframeworksleadingtoOpenInnovationpractices.

Anappropriatemixofregionalscientific,technologicalandinnova-tionpoliciesaswellasindustrialpoliciesisneededtosupportOpenInnovation. This calls for improved coordination of these differentpolicyareas.PotentialpolicymeasurestosupportOpenInnovationshouldaimtoremoveexistingbarrierstocollaboration,toenablethedevelopmentofOpenInnovationstructuresandtoensurethecrea-

T ‘Open Innovation’ is like a championship at which all the players are winners

Foreword—7

tionanddiffusionofknowledgeflowswithintheinnovationsystem.Of particular importance is the removal of barriers to co-operationacrossEuropeandtheavailabilityofskilledworkforcesoastomeetOpenInnovationneeds.

EURIS has produced this Guide in order to provide policy-makersandprogrammemanagerswithastrategic insight intoregional in-novation,thusleadingtoareflectiononwhichpolicies,measuresandsupport programscan strengthen and accelerateOpen Innovation,collaboration and cooperation practices between innovation stake-holders,bothattheregionalandinter-regionallevel.

To that end, EURIS has identified and studied regional policies on5 collaborative policy areas that contribute to regional innovationecosystemsenablingOpenInnovationpractices:

•NetworkingandCollaboration•HumanCapitalandEntrepreneurshipCulture•IntellectualPropertymanagementandTechnologyMarkets•AccesstoFinance•Knowledge,ScienceandTechnologybase

Thirty-fiveregionalGoodPracticesonsuchpolicyareas,supportedbyregionalauthoritieshavebeenidentifiedandreportedbyEURIS,available on the project website (www.euris-programme.eu). SuchGoodPracticescomefromEURISpartnerregions’experience,aswellasfromotherEUandnon-EUregions.

Aselectionof18suchpracticeshavebeendeemedasBestPracticeswhichmightinspireorguideotherEUregionsindesigningandim-plementingfurthercollaborativepolicyefforts,andsuchselectionisreported in this Guide. Furthermore, the Guide also provides somepractical inputandtips for thepotential transferofsuchBestPrac-ticesbyotherEUregions,proposingasimplemethodforthesuccess-fulassessmentandimplementationofanyeventualtransferprocess.

WehopethatthisGuidewillillustratethatregionalpoliciescanre-allymakeadifferenceintheembracingofOpenInnovationandwillbecomeaninspiringtoolforallthoseEUregionswillingtoovercomecultural, institutional and geographical boundaries for the develop-mentofmoreOpenInnovationproneinnovationecosystems.

EURIS Project

The hot topic of ‘Open Innovation’ EURISaddressesthehottopicof‘OpenInnovation’fromaninnovativeapproach,contributingtothepolicydebatesonhowEUregionscanenhancetheirinnovationecosystemsandframeworksleadingtoOpenInnovationPractices.

1. At a glanceINTRODUCTIONa Open Innovationb Policy Relevance of Open Innovationc EURIS projectd How to use this guide

10—EURIS. Embracing Open Innovation in Europe

Fernsehturm at Stuttgart

Introduction—11

aOpen InnovationOpenInnovationisatermpromotedbyHenryChesbrough,profes-sorandexecutivedirectorattheCenterforOpenInnovationatUni-versityofCalifornia,Berkeley(USA),inhisbook“OpenInnovation:TheNewImperativeforCreatingandProfitingfromTechnology”

The boundaries between a firm and its environment have becomemore permeable; innovations can be easily transferred inward andoutward.ThecentralideabehindOpenInnovationisthat,inaworldofwidelydistributedknowledge,companiescannotaffordtorelyen-tirelyontheirownresearch,butshouldinsteadbuyorlicenseproc-essesorinventions(e.g.patents)fromothercompanies.Inaddition,internalinventionsnotbeingusedinafirm’sbusinessshouldbetakenoutsidethecompany(e.g.,throughlicensing,jointventures,spin-offs).

TheOpenInnovationmechanismallowsorganizationtoacquire,in-tegrateandprocessexternalinformationmoreefficientlyandeffec-tively.Itisanewformofinteractingandcollaboratingwiththeexter-nalenvironmentofacompanyincludingvariouspotentialexternalactors(beyondsuppliers,customers,universities,etc.).

“OpenInnovationisanewparadigmthatassumesthatfirmscanandshoulduseexternalideasaswellasinternalideasandinter-nalandexternalpaths tomarket,as thefirms look toadvancetheirtechnology”.HenryChesbrough.

ByapplyingmethodsofOpenInnovationanorganizationcanover-comeitslocalsearchbiasandacquirepreciseneedinformationandthereforeinnovatemoresuccessfullyandcost-efficiently.

Open Innovation is not about… …but about •openaccesstoowntechnologies •strategicIPRmanagement•outsourcedR&D •strategicR&D•technologyonly •technologyandbusinessmodel•technicalinvention •commercialinnovation•appropriatingvalue •win-winpartnership•newventures •coreproductdevelopmentprocess•partnershipsonly •innovationecosystembuilding•cuttingresearchcosts •improvingR&DROIGlobalplayerssuchasProcter&Gambler,Apple,Phillips,Xerox,Sie-mens,amongothers,aswellasmanyinterconnectedSMEs(micro-multinationals) have already embraced Open Innovation on theirmidst. Open Innovation is the practice of looking beyond the fourwallsofyourcompany—towardssuppliers,universities,producersofcomplementaryproductsandservicesandotherfirms— to identifyandcapitalizeonnewopportunitiesforinnovation.


bPolicy relevance of Open InnovationTheOpenInnovationconceptwasinitiallydevelopedasabusiness-drivenphenomenon.However,italsohassoundimplicationsforRe-search and Innovation policies (R&I), asframeworkconditionsareveryimportanttofosteranopenenvironment,allowingbusinessestoembraceOpenInnovationapproaches,anditentailstheopeningupoftheR&Ifieldbeyondnationalboundaries.

Infact,thepolicyrelevanceofOpenInnovationstrategiesisbecom-ingmoreandmoreevidentinrecentEuropeanUnionpolicyandstrat-egydocuments. It is theepitomeofstrategies leading to increasedratesofcollaborationbetweencompaniesandresearchorganizationsforthefullexploitationofuntappedpotentialarisingfromresearchandtheembeddingofregionalcompaniesandinnovationstakehold-ersintoEUandinternationalvaluenetworks/chainsandintoGlobalNetworksofInnovation.

OpenInnovationacceleratestheexchangeofKnowledgeandTech-nologyTransferbetweenresearchcentresandcompanies,aswellasamong EU Regions. It creates new business opportunities in tradi-tionalandnewemergentsectors, responding to theEU’snewsoci-etalandcommunityneeds.Ultimately,suchstrategiesleadtoanin-creasedqualityoflife,livingconditionsandemploymentrates.

The new Europe 2020 strategy sets out a vision of Europe’s socialmarketeconomyforthe21stcentury,aimingatturningtheEuropeanUnion into a smart, sustainable and inclusive economy deliveringhighlevelsofemployment,productivityandsocialcohesion.

Europe2020putsforward3mutuallyreinforcingpriorities:

• Smart growthdeveloping an economy based on knowledge and innovation. • Sustainable growthpromoting a more resource efficient, greener and more competitive economy. • Inclusive growthfostering a high-employment economy delivering social and territorial cohesion.

Tothatend,the“Innovation Union”flagshipinitiative,oneofthesev-enflagshipinitiativessetoutbytheEuropeanCommissioninordertoachievesuchgoals,aimsatimproving framework conditionsandaccesstofinanceforR&IsoastoensurethatinnovativeideascanbeturnedintoproductsandservicesthatcreateGrowthandJobs.

TheInnovationUnionproposesthustotakecollectiveresponsibilityforastrategic,inclusiveandbusiness-orientednewR&Ipolicy,priori-tizingandprotectinginvestmentsintheEuropeanknowledgebase,reducingcostlyfragmentationandmakingEuropeamorerewardingplaceforinnovationandforbringingideastothemarket.

Under the wide range of actions and commitments set out by theInnovationUnion,Open Innovation is referred toasasought-afterapproach in order to deliver the so-called “fifth freedom”, the freemovementofinnovativeideasthroughmeanssuchasbrokerage,in-termediariesandnetworksupportactivities.Thus, theEUneedstotranslatetheOpenInnovationculturefromtheprivatesectortothe

Introduction—13

“openingupforbetterhorizontalandverticalco-operationofthegov-ernancesysteminordertoaccompanyOpenInnovationprocessesinanincreasinglytransnationaleconomy”.

Notwithstanding the above, such EU strategies and initiatives donotaddressdirectlyhowEUMemberStatesandregionscantackleand promote such Open Innovation strategies. Within this frame-work,the“European Open and Collaborative Regional Innovation Strategies-EURIS”project intendstoprovidesomeleverageattheEU level, pooling existing policies and experiences from Open In-novationpowerhousesanddeliveringguidelinesandPolicyRecom-mendationsforotherEUregions.

Thus, from an R&I policy perspective, a number of challenges arevisiblethroughthelensofOpenInnovation:

•OpenInnovationpracticesrequirevarietyintermsofsmallentre-preneurialactivitiesandtheiravenuesforgrowth,combinedwiththestructuresandactivitiesofmoreestablishedfirms.Thechallengeistoputinplacestructures,networksandmarketscapableofsupport-ingthedevelopmentofsuchentrepreneurialactivities.

• The need for more interconnectedness of actors, activities andknowledgeimpliescomplementarityamongactorsandOpenInno-vationinfrastructures.Thechallengeistoputinplacetheappropri-ateincentivesand(soft)infrastructurestoenabletheexploitationofcomplementaritiesandreducetransactioncosts.

Landscape of Lodz Region


•AsfirmsdevelopandintegrateintoGlobalInnovationNetworks,aprimarychallengeistostimulatedemandanddeveloplocalenviron-mentsthatareattractivetotheplayersthatperforminnovationactivi-tiesanddelivercommensuratebenefitstothecommunity.

We can conclude thus that Open Innovation requires encouragingthedevelopmentofknowledgeexchanges.Inthisperspective,publicpolicies shouldensure transparency in thedevelopmentof innova-tion intermediaries and knowledge markets. These infrastructureswouldenableenhancedconnectivitybetweensmallandlargefirmsandbetweenyoungandmoreestablishedcompaniesininternationalandOpenInnovationnetworks.

Underthisperspective,abroadframeworkofpolicyareas,atamul-tiple level of governance, does affect Open Innovation, but EURISprojectfocusesonpolicyareas:

•Fallingunder thecompetencesofRegional InnovationStrategies,thusrecognizingthekeyrolethatEUregionsplayontheEuropeanInnovationGovernance.

•UndertheCollaborativePolicyfield,asacollaborativeenvironmentiscrucialforthedevelopmentofknowledgeexchangeandintercon-nectedness.•Benefitingfromaninterregionalapproach,asOpenInnovationre-quiresovercomingregionalstrategicthinkingandtheopeningupofregionalinnovationsystems.Specifically,EURIS focuses on 5 policy areas, as it is deemed that they can most shape the regional inno-vationecosystems’attractivenessforthedevelopmentofconsistentOpenInnovationpracticesbycompaniesandinnovationactors.

´́Knowledge Management Center at Gyor

Introduction—15

Ontheonehand,networkingandcollaborationarecoreelementsofOpenInnovation;ontheotherhand,competitionremainsoneofthecoredriversof innovation.Themainpolicychallenge in supportingOpen Innovationwouldbetofindtherightbalancebetweencompetitionandcollaborationamongpartners.

Well-structuredprocessesandnetworkstofindandtoconnectsuitablepart-nersforinnovationaswellasappropriateknowledgeflowsbetweenactorsareneeded.Underthispolicyarea,thefollowingpoliciesandapproachesaredee-medtohaveapositiveimpactonthedeliveryofOpenInnovationpractices:

•Buildstrongnetworksincludingsmartpeople(“sectorchampions”),buil-dingonexcellenceandinvolvingstrongdrivers;developpublic-privatepart-nershipmodelswithmultinationalcompanies.•SupportintermediariesandplatformsforOpenInnovationbysettingupOpenInnovationagenciesorinvolvingclustermanagementunitsandsu-pportingthesharingoffacilities.•EncourageandsupporttransnationalinnovationactivitiesofSMEs.Enabletransnational collaboration, in particular between organizations in borderregionsbysynchronizingnationalresources.• Facilitate collaboration with partners outside Europe, e.g. by simplifyingrulesandregulationsforemployingnon-EUpersonnelforlimitedperiods.

CooperationinOpenInnovationsystemsrequiresnewskillsinthefieldofinnovationandknowledgemanagement,cooperationmanagementacrossdifferentculturesandsectors,financialandnetworkingskillsalongtheenti-revaluechainaswellasspecificbusinessskillsfor(newwaysof)technologytransfer,diversificationandcommercialization,etc.Furthermore, increasedawarenessofthebenefitsofOpenInnovationandmoreentrepreneurialspi-ritarealsoneeded.

Underthispolicyarea,thefollowingpoliciesandapproachesaredeemedtohaveapositiveimpactonthedeliveryofOpenInnovationpractices:

•Modifyoradaptexistingcurriculaatschoolsanduniversitiesincoopera-tionwithcompanies,takingintoaccountthespecificrequirementsofOpenInnovationandcollaboration.•Extendandsimplifymobility schemes toensure theavailabilityof skillsandtosupportmulti-culturalcooperation.OpenupexistingEuropeanmo-bilityschemestootherpartsoftheworld.•Setupinnovationcommunitiesinordertoincreaseawarenessofanew“Eu-ropeanapproach”toOpenInnovationacrosstheworldandpromoteEuropeaspreferredplaceto innovate.For this,existingcommunities likeclustersetc.shouldbesupportedtobecomegloballyactingOpenInnovationcom-munities.

1. Networking and collaboration 2. Human Capital and Entrepreneurship Culture


Openandcollaborativeinnovationasksforeasyaccesstopatentsystems,timely, simple procedures and a high presumption of validity of grantedpatents. The new commercialization processes might demand alternativeformsof IPprotectionand technology transferaswellasanenlargedpu-blicdomain.Underthispolicyarea,thefollowingpoliciesandapproachesaredeemedtohaveapositiveimpactonthedeliveryofOpenInnovationpractices:

•Ensurethequalityofgrantedpatents(rigorousapplicationofsearchandexaminationstandards).•Improveefficiencybyclosingproceduralloopholes,reducingpendencyti-mesandutilizingworkdonebyotherpatentoffices.•SupportpatentinsightandknowledgebypatenttrainingandsupportforSMEs and universities (e.g. European Patent Academy, European PatentNetwork).•Provideeasy-to-usepatentinformationaswellaspatentlandscapesforcri-ticalmarketsectors(e.g.ICTstandards,drugs).•OptimizeIPpoliciesofgrantauthorities(academicresearch)forcollaboration.•Raiseawarenessandknowledgeofalternativeformsandstrategiestopro-tectintellectualpropertyincludingstrategiesbasedonsharinginformation.•Supportthedevelopmentoftechnologymarketse.g.byatradingplatformorstockexchangeforIntellectualProperty.

SupportingtheavailabilityofriskcapitalandexitpossibilitiesareacrucialelementforafunctionalOpenInnovationsystem,asforinstance:

•Fosteraccesstoriskcapital,inparticularencouragebusinessangelsandventurecapitalistsacrossEurope(e.g.taxincentives).•Facilitatecross-borderinvestmentbybusinessangelsandventurecapitalinEurope.•ProvidebetterexitopportunitieswithinEuropee.g.byestablishingaspe-cificstockmarketofferingfastgrowing(young)companiestoraiseequitybygoingpublic.•Raiseawarenessandopennessofcompanies(inparticularSMEs)towardsriskcapital.

4. Access to finance

FosteringEurope’sexcellenceinScienceandTechnologyandcontributingeffectivelytosustainabledevelopmentworldwideneedsmoreinternationalcooperationandmorepoliticalcoordinationinordertoovercomethefrag-mentedEuropeanresearchlandscape.

3. IP Management and Technology Markets

5. Knowledge, Science & Technology base

Introduction—17

WhereasEuropeisleadinginmanyhigh-techR&Ifields,itisoftenlaggingbehindUSAandAsiancountrieswithviewofcommercializationinparticu-larwithregardstolow-techandadaptivetechnologies.Ingeneralabalan-cedsetofmeasures isneededtargetingbothexternal (also international)collaborationandinternalR&Iofcompanies.Policiesunderthisareamightentailto:

•Concentratemoreonworld-classpoles(researchcentresofexcellenceandclusters)andstriveforexcellence(strengthenthe“highpotentials”)inordertoincreasevisibilityandensurecompetitiveness.•SimplifyprocessesanddeliverymechanismsinordertofosterR&Icolla-borationandbusinessR&IacrossEurope(e.g.throughinnovationvouchersinsteadofclassicalsubsidiesortaxincentives).•Supportandbuildcommercialnetworkswithindustryinordertoaccele-rate the technology commercialization activities and to foster technologytransfer.•FocuspolicysupportnotonlyonR&Ihightechfields,butalsotargetlow-techandservicesasimportantfieldsforcommercializationatglobalmar-kets.Nevertheless,publicspendinginR&IandknowledgecreationremainsofhighimportanceforEurope.• Foster international collaboration by opening up government programsandEuropeanResearchArea(ERA)toforeignaffiliatesorpartners.

Knowledge, Science & Technology base (more info)Anappropriatemixofregionalpolicies,scientificandtechnologicalpoliciesaswellasindustrialpoliciesisneededtosupportOpenIn-novation.Thiscalls for improvedcoordinationof the5policyareasmentionedabove.

PotentialpolicymeasurestosupportOpenInnovationshouldaimtoremoveexistingbarrierstocollaboration,toenablethedevelopmentofOpenInnovationstructuresandtoensurethecreationanddiffu-sionofknowledgeflowswithintheinnovationsystem.Ofparticularimportanceisalsotheremovalofbarrierstoco-operationacrossEu-ropeandtheavailabilityofskilledworkforcewithviewofOpenIn-novationneeds.

Ultimately,animprovedunderstandingofthemechanismsofOpenInnovationcallsforturningtheviewsfrommarketfailuretosystemfailure,policyinterventionsfromcompanyormarketsupporttosys-temicdevelopmentandfocuson interactions.Amoresystemicap-proachtoinnovationpoliciesisneededtakingintoaccountthewholebusinessenvironmentinsteadofsolelymarketissues.


CEURIS projectThemaingoalofthe“EuropeanOpenandCollaborativeRegionalInno-vationStrategies-EURIS”projectistocontributetotheOpeningupoftheInnovationecosystemsofEURegions.TheembracementofOpen

Innovation, in termsofacceleratedcooperationratesamongInnova-tionStakeholders(companiesandresearchcentres),bothinthemidstofeachregionandamongEUregions,istheultimategoalofEURIS.

High Tech Campus Eindhoven

Introduction—19

The EURIS partnership is composed by organizations coming fromNavarraRegion(Spain), theStuttgartRegion(Germany),EindhovenRegion(TheNetherlands),WestTransdanubiaRegion(Hungary)andLodz Region (Poland), with sufficient powers and willingness to im-provetheirRegionalInnovationStrategies(RIS)byembracingmoreOpen Innovation conducive policies. Further information on EURISpartnerscanbefoundinsection5.Theprojectistobeimplementedbetween 2010 and 2013 with the co-financing of the European Re-gionalDevelopmentFund(ERDF)withintheframeworkoftheInter-regionalCooperationProgrammeINTERREGIVC.Furtherinforma-tionontheINTERREGIVCProgrammecanbefoundinsection6.

Thestrategyselectedforsuchpurposeisthreefold.

• Identification and analysis of Good Practices in the 5 policy areas positively affecting collaboration and Open Innovation frameworks.Asaresultofthisapproach,35GoodPracticeshavebeenidentifiedinpartners’regionsandfromotherEUandnon-EUcountries,whichhavebeenanalysedandreportedonEURISwebsite:www.euris-programme.eu/homepage/goodpractices.Thisanalysishasledtotheproductionof“EmbracingOpenInnovationinEurope:ABestPracticesGuideonOpenInnovationPolicies“,thiscollectionof18BestPracticesinclud-ingusefulguidelinesfor thetransferofsuchBestPracticesby inter-estedregionalpolicy-makersandprogrammemanagers.

• The exchange of good practices, policies and models on such pol-icy areas, as well as the development of new approaches by region-

al innovation stakeholders, through inter-regional sub-projects.Following theEURISCall for inter-regionalprojects in2010,6sub-projectsstartedtheirimplementationbymid2011,addressingawidearrayofpolicyareasrelatedtoOpenInnovation,withastrongfocusoncompaniesandSMEs,themainactorsofOpenInnovation.

Thesesub-projectsallowpublicorpublic-equivalentagenciesinvolvedinR&IfromparticipatingregionstoactivelyexchangeagivenGoodPractice,ortodevelopaninterregionalnewmodel.Ultimatelysuchco-operationeffortswillstrengtheninstitutionalcooperationlinksamongregionalpublicstakeholdersandwillbethesourceoffuturecoopera-tionefforts.Theinvolvementofstakeholdersatsub-projectlevelisalsotoenhancetheownershipprocessofsuchagentsinthedesignofRIS,andwillultimatelybenefitfromnewpoliciesadoptedbyRIS.

Along the followingpages,weofferabriefdescriptionof the6 sub-projectsco-financedwithintheframeworkoftheEURISprojectensues,showingthewidearrayofOpenInnovationperspectivesaddressedbytheproject:

1.InfoPro.OpenInformationProcessingwithInnovationNetworks.2.OPINET.OpenInnovationNetworkingPlatformforSMES.3.HYBRISECTORS.OpenInnovationinsectorswithpotentialcapacityforhybridization.4.ORP.OpenResearchPlatform.5.SFFS.OpenInnovationthorughSharedFacilitiesandFacilitySharing.6.BMOI.BusinessModelsforOpenInnovation.


•Lead ParticipantVirtualDimen-sionCenterFellbach(VDC),Stutt-gartRegion,Germany.•AssociationofEconomicConsul-tantsPro-Akademia(Pro-Akad),Lodz,Poland.

InfoPro. Open Information Processing within Innovation Networks

InfoPro’sgeneralobjectiveistoimproveandoptimizeinformationproces-singwithininnovationnetworks,asatooltoeaseandfacilitateOpenInno-vationpracticesamongmembers.Forthefirsttime,thestrengths,weaknes-ses,threatsandopportunitiesspecifictothefieldofinformationprocessingofparticipatingnetworksandpartnerswillbespottedoutandanalysed.Inaddition,projectresultswillbeopenlydisseminatedoverexternal innova-tionnetworksthroughopenseminarstobeheldineachpartnerregion.

•Lead ParticipantEuropeanBusinessandInnovationCentreofNavarra(CEIN),Navarra,Spain.•VirtualDimensionCenterFellbach(VDC),StuttgartRegion,Germany.

·INNONETCentreofInnovationandTechnology,WestTransdanu-bia,Hungary.http://opinet.euris-programme.eu

OPINETstrivestoraisetheawarenessofcompaniesandSMEsonthenewparadigmofOpenInnovation,bythecreationofanetworkofOpenInnova-tionContactPointsaimingatpromotingandfacilitatingOpenInnovationstrategiesinSMEs.ThisistobeachievedthroughtheprovisionofresourcessuchasOpenInnovationsuccessstoriesbySMES,guidanceonhowtodealwithIntellectualPropertyRight issuesandthe identificationofrealOpenInnovationopportunitiesamongtargetcompanies.

•ZalaCountyFoundationforEnterprisePromotion(ZMVA),WestTransdanubia,Hungary.•EindhovenUniversityofTechnolo-gy(TUE),Eindhoven,TheNether-lands.http://infopro.euris-programme.eu

OPINET. Open Innovation Networking Platform for SMES

Introduction—21

• Lead Participant EuropeanBusinessandInnovationCentreofNavarra(CEIN),Navarra,Spain.•UniversityofStuttgart,StuttgartRegion,Germany.

HYBRISECTORS will develop a new method aiming at the identificationofnewbusinessopportunitiesattheintersectionofdifferentsectors,mar-ketsandareasofknowledge(hybridization).ThemethodwillbedevelopedwithinanOpenInnovationenvironmentandwillallowdrawingonpolicyrecommendationsonhowtopromotesuchinterdisciplinaryapproaches.

•Lead ParticipantUniversityofStuttgart,StuttgartRegion,Ger-many.•UniversityofLodz,Lodz,Poland.•SzéchenyiIstvánUniversity,WestTransdanubia,Hungary.

•PublicUniversityofNavarra,Navarra,Spain.•MedicalUniversityofLodz,Lodz,Poland.•TechnicalUniversityofLodz,Lodz,Poland.http://orp.euris-programme.eu

ORPproposesthedevelopmentofanopenandcollaborativeplatformwhichwillallowregionaluniversities,researchorganizationsandcompaniestoex-changeavailableknowledgeandtotapontheIntellectualPropertyRightspotentialofregionalknowledge.Itwillalsoprovideacollaborativeforumforthedevelopmentof jointR&Iprojectsorthecreationof technologybasednewcompaniesfollowingOpenInnovationschemes.

•PannonNovumRegionalInno-vationAgency,WestTransdanu-bia,Hungary.http://hybrisectors.euris-progra-mme.eu

ORP. Open Research Platform

HYBRISECTORS. Open Innovation in sectors with potential capacity for hybridization


•Lead ParticipantCityofHelmond,Eindhoven,TheNetherlands.•INNONETCentreofInnovationandTechnology,WestTransdanu-bia,Hungary.

•EuropeanBusinessandInnovationCentreofNavarra(CEIN),Navarra,Spain.http://sffs.euris-programme.eu

SFFSfocusesontheEuropeanautomotivesector,specificallyononeofthefacilitatorsofOpenInnovationenvironments–facilitysharingoruseofsha-redfacilitiesbydifferentcompaniesandresearchorganizationslookingforthepromotionofopenandcollaborativeframeworks.Theprojectwilliden-tifyandexchangegoodexamplesandbestpracticesonsharedfacilitiesandfacilitysharingasasupportstructureforOpenInnovationintheautomotivesector.Itwillalsodeliverpracticalguidelines,businessmodelsandpolicyrecommendationsforregionalpolicymakersinthisfield.

•Lead Participant EindhovenUniversityofTechnology,Eindhoven,TheNetherlands.•PublicUniversityofNavarra,Navarra,Spain.

BMOI. Business Models for Open Innovation

•UniversityofStuttgart,StuttgartRegion,Germany.http://bmoi.euris-programme.eu

BMOIaimstogenerateactionableinsightthroughcasestudiesandgoodpractices, generic principles, training contents and policy recommenda-tions, to help firms transform their business models to profit from OpenInnovation. Focus is in particular on established firms and how they cantransformtheirbusinessmodelstowardsmoreopenapproachestakingintoconsiderationthefeaturesofregionalcontextsandthepoliciesdeployedintargetregions.

SFFS. Open Innovation through Shared Facilities and Facility Sharing

EURISsub-projectswillbeimplementedfromApril2011toNovem-ber2012.

•Strategic thinking process both at the project and regional level, leading to the delivery of policy recommendations for the transfer or integration of policies and models into partners’ Regional Inno-vation Strategies, conducive to an Open Innovation culture.

The strategic thinking process is planned as an ongoing processtobeledbyEURISpartnersandtobeconductedbothwithEURISsub-projectparticipantsandotherregionalinnovationstakeholders.Inthisprocess,itisoftheoutmostimportancethatEURISpartnersandsub-projectparticipantsalikebearinmindthefinalgoalsoftheEURISprojectandtheintricaciesoftheselectedstrategy.

Tothatend,averyclosecoordinationandfullexploitationofpoten-tialsynergiesbetweentheactionsofEURISprogrammeandEURISsub-projects,aswellasamongsub-projectsisencouraged,bothataprogrammeandataregionallevel.Sub-projectparticipantsmustfeelthattheyarepartofabiggereffort,theEURISproject,withasharedgoal.Hence, suchacomprehensiveapproachmustalsobepresentin all the communication and dissemination efforts carried out byEURISprogrammeandsub-projects.

Tofacilitatesuchcoordinationandsynergies,EURISfostersthestra-tegicmonitoringofsub-projectsvis-à-visagreedTermsofReferencefocusingonstrategicandpolicyimplicationsofeachsub-project,co-

ordinationmeetingsbyregionalparticipantsforsharingsub-projectprogress and an Evaluation Workshop of all sub-projects to takeplaceinMarch2013.Thisworkshopwillbethemainvenuewhereallpartnersandparticipantswillcometogethertojointlyreflectontheconclusions and recommendations arising from the programme. Asecondpublicationwith thefindings, lessons learntandpolicy rec-ommendationsresultingfromtheevaluationofsub-projectswillbeproducedin2013.

Innovation City for Renewable Energies at Navarra. Photo by Larrión & Pimoulier


dHow to use this guideThispublicationisaresultoftheworkcarriedoutwithintheframe-workoftheEURISprojectregardingtheidentificationandreportingofregionalGoodPracticesinthe5policyareaspositivelyaffectingOpenInnovationselectedbytheEURISproject.

Thepartners identifiedGoodPractices in theirownregionsandatnationallevelduringthecourseof2010and2011.OtherexperiencesfromEUregionswerealsolistedandallocatedamongthepartnersforfurtherstudypurposes.

Asaresultofthisprocess,35 Good Practiceshavebeenshort-listedandstudiedinmoredetailthroughdeskresearchandon-sitevisits.Someofthemhavebeenvisitedalsobyadelegationoftheprojectpartnersandregionalstakeholders.

Toscreenonly18 Best PracticesfromallthereportedGoodPracticesanevaluationwasdevelopedfollowinganagreedevaluationgridtakingintoconsiderationtheimpactandresultsofassessedGoodPractices.

AnimportantindicatorforaddingGoodPracticestotheshortlistofBestPracticeswasthepositiveresultsachievedwhileimplementingtheGoodPracticeintheregionoforigin.Anotherindicatorwasob-tainedbyassessingthetransferabilityofGoodPracticestootherre-gions.Transferabilityassessmentisdetailedonsection4.

Theguide isaddressed toEU,nationalandregionalpolicymakersandprogrammemanagersinvolvedinthedesignandimplementa-

tionofR&Ipolicies,mostlyinthecollaborativefield.Forinstance,theGuidemightbeofinteresttopolicy-makersinvolvedinR&I,innova-tionagencies,economicdevelopmentagencies,businessincubatorsandaccelerators,researchcentresanduniversities,businessortradeassociations,businessangelsandventurecapitalfunds,etc.

Thus, if you belong to any such organisations and are actively in-volvedinorinterestedintheimpactofcollaborativepoliciesonOpenInnovationpracticeandperformance,theGuideoffersyouaninsightintohowotherMemberStatesandEUregionshaveaddressedthisissue.TheGuidealsoprovideshintsandtipsonhowtotransferthemtoyourregionalcontext.

TheGuidecanalsobeusefultootherEuropeanbodies,organisationsand networks already aware of the impact of collaborative policiesandOpenInnovationonEuropeanInnovationGovernance,asthesewillbeabletoaccessexamplesofBestPracticesreadytobeusedonR&Ianddisseminationactions, further leadingto thepromotionofOpenInnovationpoliciesontheEUagenda.

Awarethatpolicymakersandprogrammemanagersoftenlackthetimetodelvein-depthintodocumentswhichmaypotentiallyinterestthem,theGuidehasbeenlaidoutwiththeenduserinmind.Thus,informationonavailableBestPracticesisprovidedthroughdifferentlayersof information.Thisapproachallowsusers toselect theBestPractices of their interest and to conduct a deeper assessment de-pendingontheirinterestandtime:

Introduction—25

•Firstly,section2providesanoverviewofthe35GoodPracticesidenti-fiedbytheEURISprojectbyregionandpolicyareaaddressed.Completeinformationonthe35GoodPracticesisavailableatEURISwebsite:www.euris-programme.eu/homepage/goodpractices

•Secondly,section3.1includesasummarytableofthe18BestPracticesselected.ThismighthelpthereadertogetaquickoverviewofwhattheBestPracticesareaboutandwhichonesmightbeofinteresttolookintoinmoredetailaspresentedfurtheroninthecurrentguide.

•Thirdly,insection3.2,EURISpartnershavedevelopedaone-pagepitchontheBestPracticeathand.Again,thegoalistomakeiteasierforthereadertopickwhichBestPracticesmightbeofinterestfortheregionathand.Fourquestionsarebrieflyanswered:(1)WhatistheBestPracticeabout?(2)ForwhomistheBestPracticedesigned?(3)Howdoesitwork?(4)AdviceforTransferabilitye.g.Inwhichcircum-stanceswouldtheBestPracticeworkmosteffectively?

• Fourthly, a full report on each Best Practice is available at EURISwebsitewithinformationon:

—Thepolicyprofile:policyareathatisaddressed,roleofthepublicauthorities,frameworkconditionsthatareaddressed;—TheanalysisoftheBestPractice:impactindicators,roleplayedbystakeholders;—Lessonslearnt,whereavailable.

This information again should help the reader to judge the addedvalueoftheBestPracticeathand.

Finally,section4comprisesamethodologicaladviceforthereader.This chapter presents guidelines on how to further assess whethertheBestPracticeisreadytobetransferredfromanotherregiontoaregion itwasnotdesigned for.Thissectiondiscusses thesituationpriortotheactualtransfer.IncasetheconclusionisthataBestPrac-ticeisnotyetreadyfortransferring,and/orthatthereceivingregionisnotyetreadyforapplyingtheBestPractice,adviceisgivenonhowtomanagetheprocessforallowingtheBestPracticeand/orregiontoreachamorematurestageallowingforasuccessfultransferofaBestPracticeatalatertime.

35 Good Practices on 5 policy areasThirty-fiveregionalGoodPracticeson5collaborativepolicyareas,supportedbyregionalauthoritieshavebeenidentifiedandreportedbyEURIS,availableonthewebsitewww.euris-programme.eu.SuchGoodPracticescomefromtheprojectpartnerregions’experience,aswellasfromotherEUandnon-EUregions.Thischapterofferstheinventoryofallthesegoodpractices,inwhichthe18bestonesarehighlightedasmostsuccessfulandlikelytobetransferred.

2. Inventory ofGOOD PRACTICES


TheEURISProgrammehasidentified35GoodPracticesinthe5pol-icyareasaddressed.GoodPracticesReportsareavailableatEURISwebsite: www.euris-programme.eu. Reports characterize each GoodPracticetakingintoconsideration:

•Policyareaaddressed;•Roleplayedbyregionalauthorities;•Frameworkconditionsaffectedbytheinitiative;•DescriptionoftheGoodPracticewithkeyfeatures,financing,back-ground,maturityandsustainabilitylevel;•AnalysisoftheresultsandimpactindicatorsoftheGoodPractice;•KeysuccessfactorsoftheGoodPractice;

Stuttgart Exchange Session June 2010

•Roleplayedbyregionalstakeholdersonitsdesignandimplementation.•Lessonslearnt.

ThefollowingtablessumuptheInventoryofGoodPractices,listedbythegeographicaloriginofavailableGoodPracticesandthepolicyareaaddressed.

FollowinganevaluationofreportedGoodPracticestakingintocon-siderationthequalityandtransferabilityofGoodPractices,theEURISProgrammehasselected18BestPracticeshighlightedasmostsuc-cessfuland likely tobetransferred.TheselectedBestPracticesaremarkedwithanasteriskandreportedinsection3.

Inventory Of Good Practices—29

Nº Title Policyareaaddressed1 Innovative Technology based Companies (EIBT) Network* Networking and Collaboration2 MEUPOLE Method for the stimulation of R&I projects* Networking and Collaboration3 Multidisciplinary Innovation and Technology Centre of Navarra (CEMITEC)’s IP exploitation strategy* IP Management and Technology Markets4 NavarraNetworkofResearchandTechnology Organizations.RETECNA. NetworkingandCollaboration5 NeedsassessmentStudyonScience&Technologytalentdemands HumanCapitalandEntrepreneurship6 ProgrammefortheanalysisofcollaborativeR&Iprojects NetworkingandCollaboration

Nº Title Policyareaaddressed1 Business Angels Region Stuttgart* Access to Finance2 ClusterInitiativesProgramme NetworkingandCollaboration3 Competence Centres Stuttgart Region* Networking and Collaboration4 PUSH! Start Up Programme* Networking and Collaboration

* selected as Best Practice

Navarra Region, Spain

Stuttgart Region, Germany


Nº Title Policyareaaddressed1 Business Incubation Programme* Networking and Collaboration2 CreativeConversionFactory NetworkingandCollaboration3 High Tech Campus Eindhoven* Networking and Collaboration4 High Tech Automotive Campus Helmond* Knowledge, Science and Technology base5 HolstCenter Knowledge,ScienceandTechnologybase6 MiPlaza NetworkingCollaboration

Nº Title Policyareaaddressed1 EducationandResearchPartnershipbetweenAUDIHungaria Motor and Széchenyi István University* Human Capital and Entrepreneurship2 EncouragingOpenInnovation,LivingLabs andSocialDialogueinHungary NetworkingandCollaboration3 KitchenBudapest NetworkingandCollaboration4 Knowledge Management Center of Széchenyi István University* Knowledge, Science and Technology base5 RapidPROTOtypingTEChnologyService, Demonstration and Training Point (PROTOTEC)* Networking and Collaboration6 ResearchonLivingLabsontheV4Region NetworkingandCollaboration


Eindhoven Region, The Netherlands

West Transdanubia Region, Hungary

Inventory Of Good Practices—31

Nº Title Policyareaaddressed1 Art_Incubator HumanCapitalandEntrepreneurship2 Bioenergy for the region cluster* Networking and Collaboration3 BioForum—Central European Forum of Biotechnology and Innovative BioEconomy* Networking and Collaboration4 IndividualMedicalImplantsLab Knowledge,ScienceandTechnologybase5 InnovationManagerprogramme HumanCapitalandEntrepreneurship6 RegionalR&Iinstitutespotentialityanalysis Knowledge,ScienceandTechnologybase7 Technology Transfer Centre of the Technical University of Lodz* Knowledge, Science and Technology base

Nº Title Region,country Policyareaaddressed1 Aalto University Design Factory* Otaniemi, Finland Networking and Collaboration2 Birmingham Science Park Aston* West Midlands, UK Networking and Collaboration3 DesignEntrepreneurshipScience NorthWest,UK NetworkingandCollaboration4 Flanders Institute of Biotechnology* Flanders, Belgium Knowledge, Science and Technology base5 MobileHeightsBusinessCenter Oresund/SwedenandDenmark IPManagementandTechnologyMarkets6 WaterlooUniversity Ontario,Canada Knowledge,ScienceandTechnologybase


Lodz Region, Polland

Other regions and countries

All the Best PracticesUniversityDesignFactory·Bioenergyfortheregioncluster·Bioforum·BirminghamSciencePark·BusinessIncubationProgramme·CompetenceCentres·HighTechCampus·EIBTnetwork·MethodforthestimulationofR&Iprojects·Push!StartUpProgramme·RapidPrototypingTechnologyService·PartnershipbetweenAUDIanduniversity·MultisdisciplinaryIPexploitationstrategy·BusinessAngels·InstituteofBiotechnology·HightTechAutomotiveCampus·KnowledgeManagementCentre·TechnologyTransferCentre

3. The BestPRACTICESa Best Summary Practices Tableb Best Practices Pitches


aBest Practices Summary Table

Networking and Collaboration 1 AaltoUniversityDesignFactory Otaniemi Finland 2 Bioenergyfortheregioncluster Lodz Poland 3 BioForum—CentralEuropeanForumofBiotechnology andInnovativeBioEconomy Lodz Poland 4 BirminghamScienceParkAston West-Midlands UnitedKingdom 5 BusinessIncubationProgramme Eindhoven TheNetherlands 6 CompetenceCentresStuttgartRegion Stuttgart Germany 7 HighTechCampusEindhoven Eindhoven TheNetherlands 8 InnovativeTechnologybasedCompanies(EIBT)Network Navarra Spain 9 MEUPOLEMethodforthestimulationofR&Iprojects Navarra Spain 10 PUSH!StartUpProgramme Stuttgart Germany 11 RapidPROTOtypingTEChnologyService, DemonstrationandTrainingPoint(PROTOTEC) WestTransdanubia HungaryHuman Capital 12 EducationandResearchPartnership and Entrepreneurship betweenAUDIHungariaMotorandSzéchenyiIstvánUniversity WestTransdanubia HungaryIP Management 13 MultidisciplinaryInnovationandTechnologyCentreofNavarra (CEMITEC)’sIPexploitationstrategy Navarra SpainAccess to Finance 14 BusinessAngelsRegionStuttgart Stuttgart GermanyKnowledge, 15 FlandersInstituteofBiotechnology Flanders Belgium Science, 16 HighTechAutomotiveCampusHelmond Eindhoven TheNetherlands and Technology 17 KnowledgeManagementCentreofSzéchenyiIstvánUniversity WestTransdanubia Hungary Base 18 TechnologyTransferCentreoftheTechnicalUniversityofLodz Lodz Poland

Policy area addressed Nº Title Region Country

The Best Practices—35

bBest Practices Summary Pitches

What is the practice about?TheAaltoUniversityisanewuniversitywithcenturiesofexperi-ence,createdfromthemergerofthreeleadingFinnishuniversities:theHelsinkiSchoolofEconomics,HelsinkiUniversityofTechnol-ogyandTheUniversityofArtandDesignHelsinki.ThemostimportantobjectivesofAaltoUniversityaretodevelopandcultivateapassion-based,student-centriclearningcul-ture,aswellasthequalityofresearchandeducation.TheDesignFactoryisinessenceaplacewherestudents,teachers,researchersandindustrypartnerscaninteractunderthesameroof.Thisisanexperimentalplatformforeducation,researchandapplicationofinterdisciplinaryproductdesign.Factorypremisesaredesignedforinteraction,lectures,seminars,workshops,teamworkandallkindofhands-onactities:prototyping,exper-

iments,usertestsetc.ThemissionofDesignFactoryistodevelopcreativewaysofworking,spatialsolutionsandenhancedinterdisciplinaryinter-actiontosupportworld-classproductdesignineducational,researchandpracticalapplicationcontexts.

For whom is it designed?Forstudents,researchersandbusinesspractitionerswillingtocooperate.

How does it work?TheDesignFactoryisthesymbio-sisofthestate-of-the-artconcep-tualthinkingandcross-disciplinaryhands-ondoing.Itleadsawaytowardsaparadigmshiftineduca-tionandbusinessbyprovidingaconstantlydevelopingcollaborationenvironmentforstudents,research-ersandbusinesspractitioners.Therefore,itisaninnovativeenvi-ronmentforfinding,incubatingandrealizingnewideastogetherwithleadingscholars,topfuturetalentandamixtureofcompanies.Addi-tionally,theFactoryoffersnotonlytheidealfacilitiesandtoolsfordif-ferentworkingmodesandprototyp-ing,butalsoagreatdealofpublicitythroughasteadyflowofvisitorsandhigh-profileevents.

Advice for transferabilityTheDesignFactoryatAaltoUni-versitycanbetransferredtootherregionswithoutlargeinvestments.Itoccupiesaseparatebuilding.Itisnotnecessaryforanyeventualtransfer-ringtobuildanyspecialpremises.Itisenoughtohaveacreativework-roomtoimplementsimilaractivities.Mostimportantconditionsare:(1)tohaveacoaching-orientededu-cationinsteadoftraditionaleduca-tion,(2)studentsshouldunderstandtheadvantagesof“learningbydoing”(3)enterprisesshouldrecognizetheopportunitiesofthiskindofcoopera-tion.Additionally,itisveryimportantthattheeducationalsystemintheregionincludeinterdisciplinaryapproach(forexampleinthewoodindustrymoreemphasisshouldbelaidonbusinessanddesigneducation).

BEST PRACTICE 1 AALTO UNIVERSITY DESIGN FACTORY

RegionOtaniemi · Country Finland · Policy Area Networking and Collaboration · Report http://euris-programme.eu/docs/adf_finland

ImagefromtheAaltoDesignFactoryMemoryof2010-2011


What is the practice about?ThemainobjectiveoftheclusteristosupportsustainablebioenergydevelopmentsintheLodzRegioninPolandinthecontextoftheinte-gratedenergyandclimatechangepackageoftheEuropeanCommis-siontocutemissionsforthe21stCentury.TheterritorialareaoftheprojectcoverstheLodzRegion.How-ever,toreachitsgoals,itisalsobe-ingcarriedoutabroad,tobenchmarkthebesteco-energypractices.TheprojectscarriedoutbytheClusterareintegratedsetsofactivitiesad-dressedtomembersoftheBioen-ergyfortheRegion(BfroR)Clusterandallstakeholdersinterestedinthedevelopmentoftherenewableenergysector(RES)inPolandandtheEU.

For whom is it designed?TheBioenergyfortheRegion(BfroR)Cluster,establishedinApril2007,isabottom-upcooperativeini-tiative,opentocompanies,farmers,R&Dinstitutions,localadministra-tionandbusinesssupportinstitu-tionsintheLodzRegion.

How does it work?Itisabottom-upinitiative,createdtorespondtotheactualneedsofsci-enceandindustryatthelocallevel.Itworksthroughthecollaborationofdifferenttypesofpartners:admin-istrationatalllevels(local,regionalandnational),companies,includingSMEs,R&Dorganizations.

ThemaingoalofthepracticeismatchmakingPolish,EUandglobalREScompaniesandR&Dorganiza-tionsinordertocreateanOpenIn-novationandcollaborativeapproach.Alltheeffortswillbeusedtocreateabaseoftechnologiesfordevelopingtherenewableenergysector.ItisalsoagoodpromotionaltoolforresearchprojectsundertakenbyyoungscientistsandaddressedtolocalREScompaniesandcounties.

Advice for transferabilityTheideaoftheBforRClusterwascreatedbyauniversitylecturerhavingaPh.D.degree,withtheas-sistanceofmanyscientistsfromtheUniversityofLodzandtheTechnicalUniversityofLodz.TheBforRClusterisnowindependentoftheacademicstructureasregardsorganizational,financialandsubstan-tiveissues.

TheBioenergyfortheRegionClusterinitiativeisbasedonsustain-abledevelopmentrules,focusingonenvironmentalissuesandCO2emissionreduction.Itreliesonwidesocialparticipation,includingbusi-ness,R&Dinstitutions,regionalandlocalauthorities,NGOs,andontheeconomiccontributionofthepart-nersoftheinnovationnetwork.

BEST PRACTICE 2 BIOENERGY FOR THE REGION CLUSTER

RegionLodz · Country Poland · Policy Area Networking and Collaboration · Report http://euris-programme.eu/docs/bfr_lodz

WebofBioenergyfortheRegionClusterfromLodz,whichoffersaPhDProgramme


What is the practice about?BioForumisthebiggestandthemostimportantinternationaleventonbiotechnologyintheregionofCentralEuropeandisheldeachyearinadifferentcountry.The2011edi-tiontookplaceinLodz,Poland.ThemaingoalofBioForumistocreatebusinessnetworkingwithinCentralEuropetoattractwellestablishedUSandAsianbiotechbusinesses.Itisaneventsupportingtechnologytransferonlifesciences(biotechnology,biochemistry,mo-lecularbiology,etc.)toareassuchasbioeconomy,health,drugsandfoodproduction,cosmeticsandenviron-ment.

For whom is it designed?TheBioForumincludescompaniesandinstitutionssupportingtechnol-ogytransfer:patentattorneys,ven-turecapitalfunds,seedcapitalfunds,technologyandadvancedtechnol-

ogyparksaswellastechnologyincu-bators.Scientists,technologistsandentrepreneurshavetheopportunitytoshowtheirachievementsinthefieldsofnovelchemicalsubstancesanddrugs,technologicallyadvancedlaboratoryapparatus,toolsforthepharmaceuticalindustry,geneticandmolecularbiologytoolsandsolu-tionsaswellasresearchlaboratoryequipment.

How does it work?Itworksthrough:PartneringPrescheduledone-to-onebusinessmeetingsareorganizedforpotentialpartners:investors,biotechnologyandpharmaceuticalcompanies,R&Dteamleaders.BioPartneringiswidelyrenownedandappreciatedbytheparticipantsasthebestplatformformakingcontactsbetweenScienceandBusiness.

FairBioForumisalsoaperfectopportu-nitytobecomeacquaintedwiththecurrentdevelopmentsinthefieldofbiotechnologyandlifescience.Theexhibitionisaddressedmainlytorepresentativesofthebio-sectorinterestedinnewtechnologiesandtheirimplementationbyandintotheircompanies.R&D Potential Poster SessionThepresentationofR&Dprojects,i.e.healthcare,pharmaceuticsandbiotech-nology,constitutesauniquepartofBioForum.BioForumpresentsresearchworkachievementsandtheirimple-mentationpotential,thusmakingBio-ForumauniqueplatformfordialoguebetweenScienceandBusiness.SeminarsTheBioForumProgrammealsoallowsmeetingpeoplewithadeepknowledgeandunderstandingofthedynamicsofthebiotechsectorandlearningfromtheirexperience.

Advice for transferabilityTheoriginsofBioForumreachbacktotheyear2000.Sincethen,theeventhasmadeadramaticexpan-sionintermsofparticipantsandscope.BioForumstartedwith17participantsin2000andinits10thedition(May2011)over100ex-hibitorsfrom10countriespresentedtheircompanies.Theworldbiggestpharmaceutical&biotechcompaniesattendedandactivelyparticipatedinthisevent(e.g.MerckMSD,Abbott,Roche,Genentech).

BEST PRACTICE 3 BIOFORUM—CENTRAL EUROPEAN FORUM OF BIOTECHNOLOGY AND INNOVATIVE BIOECONOMY

RegionLodz · Country Poland · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/bioforum_lodz

LodzeditionofBioForum


What is the practice about?BirminghamScienceParkAston(BSPA),creatednearly30yearsago,hasrecentlyupdateditsstrat-egy,turningitintoa“ScienceParkWithoutWalls”.BSPAisinceptedasaphysicalplacewheredigitallysavvyentrepreneurscanlocatetheirbusinessesonahightechbusinessincubatorandthroughdigitalcon-nectivitycreateaneffectiveinterfacebetweenthelocalresearchhubsandavirtualinternationalcommunity.BSPAfocusesonpromotingsec-torinterfacesdrivenbyICT(CleanTechnologies,HealthCareandDig-italmediasectors)throughtheap-plicationofinnovativeICTservicesandfacilities.

For whom is it designed?BSPAisaninitiativepromotedbyBirminghamCityCounciltoimple-mentBirminghamScienceCity(BSC),aregionalstrategicpartnershipwith

long-termgoalsforresearchers,publicandprivateusersandpromoters.BSC’svisionfor2020istodevelopandusescienceandtechnologytoimproveprosperityandqualityoflifeofBir-minghamandtheWestMidlands.BirminghamCityCouncilownsBSPA,whichtradesasaseparateprivatecompany.

How does it work?The“ScienceParkswithoutWalls”representsthetranslationofahubculturetoaSciencePark,inceptedasanetworkofportsfosteringexchangeinaphysical(sharedcommonfacilitiesandpremises,e.g.futureClean/HighTechEngineer-ingcentre,anEngineeringAcademyandtheI-Centrum,anICTVillage)andvirtual‘place’whereinnovationcommunitiescollaborate.Open-nessoftheScienceParktoGlobalNetworksofInnovationisfosteredthroughtheuseofICTtechnolo-

gies,the“IdeasandCommunicationsSuite”,builtwithCiscoTelePresenceequipmentandwhichcreatesdirectlinkstoothercreativitycentresinlocationssuchasSanFrancisco,NewYork,Chicago,Toronto,Paris,Barce-lonaandDubai.ThePark’sIdeasandCommunicationsSuitereliesonthreefurthernetworkedorganizations:JANET(UKnetworkofresearchin-stitutions),theUniversityofWarwickandTATACommunications.

Advice for transferabilityBSPAisapolicyandoperationaltooloftheinnovationstrategydesignedbyBirminghamCityCouncilandisthusalignedwiththeregionaleconomystrategy.Inordertofullyembracethe“ScienceParkwithoutWalls”concept,itisdeemedasnecessarytobringtogetherabroadpartnershipofpublicandprivatecompaniesandresearchcentres,amongwhichtheactiveinvolvementofthe5differentUniversitiesoperat-ingintheareaandthatofmultina-tionalcompaniesasCiscoorTATA.CommunicationsarekeytoensureitsconnectiontoGlobalNetworksofInnovation.Therealestatedevelop-mentaspectsoftheenlargementoftheScienceParkthroughnewandsharedfacilitieslookingforprivateinvestorsisacrucialissuenottobeneglectedbyregionalandlocalauthorities.

BEST PRACTICE 4 BIRMINGHAM SCIENCE PARK ASTON

RegionWest Midlands · Country United Kingdom · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/bspa_birmingham

BirminghamimageattheweboftheParkhttp://bsp-a.com/space/faraday-wharf/


What is the practice about?BusinessincubationintheBrainportEindhovenRegionsupportsthepotentialbusinesslifeincreatingasuccessfulenterprise.BusinessIn-cubationservicesrangefromphysi-callocationfacilities,tomanagerialadvice,fundingandnetworkingactivities.ThecurrentsixphysicalincubatorsthataredirectedbyBrain-portDevelopmentofferroomforupto200start-upcompanies.Itisnoteworthythattwophysicalincuba-torshavereceivedthe“softlandingaccreditation”bytheAmericanNBIA(NationalBusinessIncubationAssociation).

For whom is it designed?BusinessincubationactivitieshelpSMEsintheearlystagesoftheirlifecycles,from-1upto5years.Thebusi-nessincubationisprimarilytargetedatincreasingandacceleratingthegrowingnumberof(high)technology

businessesintheBrainportEindhovenRegion.Inordertoachievethis,Brain-portfocusesonitsspearheadsectors:HighTechSystems,LifeTechnologies,Design,AutomotiveandFood.

How does it work?BusinessIncubationintheBrainportEindhovenRegionisdonebyseveralparties.MostactivelyworkingontheconceptareBrainportDevelopmentNVandtheEindhovenUniversityofTechnology(TU/e).BusinessIncu-bationfacilitiesinclude6physicalincubators,2virtualincubatorsandseveralotherincubatoractivities.Physicalincubatorsofferphysi-calfull-serviceaccommodationforstart-upcompanies:offices,businessspace,labsandresearchfacilitiesandrestaurants.Otherbusinessincubationservicesinclude:manage-rialandfinancialsupport,pre-seedfunding,seedfunding,professionalnetworkactivities,workshopsandassistancewithintellectualpropertyissues.

Theregionhasalmost25yearsofexperienceinbusinessincuba-tionandhaslearnedovertheyearsthatfocusingonthematicincuba-

torspaysoff:facilitiescanbeshared(labsandcleanrooms),peoplecanconnectwithotherpeopleandcompaniesintheincubator,thusincreasing(thespeedof)innovation.Thisalsocontributestoclusterandnetworkformation.

Advice for transferabilityIntheNetherlands,businessincuba-tionactivitiesarelaunchedbysev-eralparties:regionaldevelopmentagenciesanduniversities,amongothers.Unitingtheseactionsincreas-estheimpactofthefacilitiesandthequalityoftheservice.Eachpartyhasitsownknowledgeandexpertiseonbusinesslocations,technologiesandIPitcanoffertostarters.Thelessonslearntfromthebusinessincubationfacilitiesintheregionprovethatthematicincubatorsmeettheneedsofstart-upcompaniesbetterthangenericincubatorsdo.

BEST PRACTICE 5 BUSINESS INCUBATION PROGRAMME

RegionEindhoven · Country The Netherlands · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/businessincubation_eindhoven

BrochureeditedbyBrainportEindhovenAvailableathttp://www.brainport.nl


What is the practice about?TheCompetenceCentresinitiativelaunchedbytheStuttgartRegionEconomicDevelopmentCorporationsystematicallypursuestheapproachtoinitiateandsupporteffectiveco-operationandnetworkingonatriplehelixbasiswithacross-sectorialtechnology-orientedfocus.

For whom is it designed?Theinitiativeaddressesinnovativeplayersaroundthetriple-helixap-proach:companies,universitiesandresearchinstitutes,localgovernmentpartners,chambersofcommerceandassociations–beingallinterestedintheexchangeofknowledgeandexperienceaswellasintheopeningupofinnovationprocesses.

How does it work?Whiletheapproachgenerallyaimsatcreatingnetworkinstitutionswithownlegalentities(associationswithemployeesandmanagementboards)thatgeneratelong-termbenefitsfortheregion,theconceptisfirmlybasedontheideaofcompaniesinvestingtimeandmoneyinordertogaintangiblebusinessbenefits.Compe-tenceCentresmakeavailablethetechnologicalandbusinessexpertiseforregionalfirms,especiallySMEswithlimitedR&Dresources,helpingthemtoenhancetheoutcomesofprojects.Networkmembersprovideamajorpartoftheannualbudgetonthebasisofannualmembershipfees.Themunicipalitywherethepertinentcompetencecentreislocatedusuallyprovidesfinancialsupportforalim-itedtimeintheset-upphase.ForthewholeinitiativeacoordinationofficeismanagedbytheStuttgartRegionEconomicDevelopmentCorporation.

Advice for transferabilityThemainaimofthisinitiativeistosupporttheset-upandmanagementofregionalnetworks,integratingpossiblyallregionalcompanies,universities,researchinstitutionsworkinginaparticulartechnologyarea.Mostimportantsuccessfactorsare:qualifiedstaffandmanagementresourcesemployedbythenetwork;intensivecommunicationamongthepartnerinstitutionsinitiatedandmoderatedbythenetworkmanage-ment;institutionalizationofthenetworkinordertoensurefinancialcontributionofallpartnerinstitu-tions;initiationandimplementationofcooperationprojectsinordertoprovideaddedvalueforthenetworkpartners.

BEST PRACTICE 6 COMPETENCE CENTRES STUTTGART REGION

RegionStuttgart · Country Germany · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/competence_centres__stuttgart__germany

FellbachVirtualDimensionCenter


What is the practice about?Inanareaofjustonesquarekilo-metre,morethan8.000research-ers,developersandentrepreneursworkcloselytogether,developingthetechnologiesandproductsoftomorrowattheHighTechCampusEindhoven(HTCE).

For whom is it designed?Theinhabitantsofthecampusareadynamicmixofservicecompanies,technologicalstart-ups,innovativeSMEs,researchinstitutesandglobalcompaniesthathavebeenattractedbythemannerinwhichOpenInnovationprincipleshavebeendesignedintothehardwareandsoft-wareofthecampus.

How does it work?HTCEcontinueswhereothersci-enceparksstop:thecampusoffershighqualitycommercialspaces,conferenceareas,parkingfacili-ties,shops,restaurants,child-carefacilities,indooraswellasoutdoorsportsfacilitiesandacampussportsclubatagoodandeasilyaccessiblegeographiclocation.Thebeatingheartofthecampusis‘TheStrip’,a400meterlongbuildinginwhichallmeeting,diningandsportingactivi-tiestakesplace.Individualfirms/organizationsaresimplynotallowedtoorganizetheirownmeetingandcateringfacilities.Anotherkeychar-acteristicoftheHTCEisthefocuson5technologydomains:microsys-tems,hightechsystems,embeddedsystems,lifesciencesand“infotain-ment”.Havingsuchahighdensityofhighlyeducatedpeoplefrommorethan50nationalitiesinonesquarekilometre,collaborationisinevitable.

Advice for transferabilityThedrivingforcebehindtheHTCEisPhilips.Attheendofthe1990sthecompanywantedtoconcentrateitsR&Dactivitiesnationwideinonesin-glelocationstimulatingknowledgesharingandmutualcollaboration.Atfirst,thisstartedasaninternalinitia-tive.However,inordertofurtheracceleratetheprocess,thecampuswasopeneduptoothertechnologi-calcompaniesin2003.

ThisBestPracticeprovesthatanambitiousvisionincombinationwithawell-considereddesignandaclearfocusonexpertiseyieldresults.CurrentlyHTCEbelongstothe17%largestscienceparksintheworld.Ontheotherhandthesupportofalargeand(financially)powerfulin-dustrialplayerlikePhilipsfacilitatedtheprocesstoalargeextent.

BEST PRACTICE 7 HIGH TECH CAMPUS EINDHOVEN

RegionEindhoven · Country The Netherlands · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/htce_eindhoven

EindhovenHighTechCampus


What is the practice about?TheEIBTNetworkisaloosenet-workcomposedof7ResearchandTechnologyOrganizations(RTOs),2UniversitiesandtheEuropeanBusinessandInnovationCentreofNavarra(CEIN),promotedbytheregionalgovernmenttofosterthecreationofinnovativetechnology-basedcompanies(“EIBT”beingtheacronymof“innovativetechnology-basedcompany”inSpanish).Sinceitsinceptionin2006,theEIBTNetworkhaspromotedandsup-portedthecreationof20innovativetechnology-basedcompaniesinseveraltechnologysectors,withahighpredominanceofbiotechnol-ogyinitiatives(25%oftotalEIBTscreated)andNanotechnology(15%),whichhavecreatedmorethan90jobs.Itshouldbenotedthat50%ofnewEIBTsarebornfromUniversi-tiesandRTOs.

For whom is it designed?Thetargetaudienceisentrepreneurs(projectandbusinessideaspromot-ersbasedonnewtechnologies)ofNavarra,comingfromUniversities,RTOsandbusinessspin-offsincooperationwithRTOsandUniver-sities.

How does it work?EIBTNetworkgivessoftsupporttoentrepreneursbyhelpingthemgrowbusinessideasandturnthemintoviablebusinessesthroughtheprovi-sionofadvisoryservices(technologysupportprovidedbyRTOs,businessplandevelopment,IPRmanagement,grantsmanagement,marketingandsales,humanresourcesmanage-ment,etc.)andaccesstopre-incuba-torandbusinessincubatorfacilitiesandbyfacilitatingcontactswithventurecapitalists.Theprogrammegivesnodirectfinancialsupporttofuturebusinesses.However,itgives

supportthroughitsprogrammemanagementteamduringtheproc-essofstartingupinnovativetechnol-ogycompaniesintheformofgrantsforexternalbusinessserviceslikecompany‘handholding’oradvis-ing.Otherregionalinitiatives,e.g.thepublic-privateStartUpCapitalNavarrainitiative(www.startup.es)provideseedandstart-upcapitaltoEIBTs.CEINalsotakespartonthisinitiativeandmanyEIBTsarepartici-patedbyStart-UpCapitalNavarra.

BEST PRACTICE 8 INNOVATIVE TECHNOLOGY-BASED COMPANIES (EIBT) NETWORK

RegionNavarra · Country Spain · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/eibt_navarra_1

Advice for transferabilityEIBTNetwork’ssuccessreliesontheactiveinvolvement,commitmentandcoordinationoftheregionalgovernment,RTOsandUniversi-ties,whohavecreatedaninformalyeteffectivenurturingenvironmentwhereentrepreneursfromRTOsandUniversitiescanturntoforsupport.Followingaone-stop-shopapproachisdeemedascrucialinordertoremaineffectiveandenticenewentrepreneurs.

3PBiopharmaceuticals(left)andTafcoMetawireless(right):twoEIBTenterprisesfromNavarra


What is the practice about?MEUPOLEisaninnovativemethodtestedwithinEUROINNOVA-NAVARRA,thesecondregionalprogrammeofinnovativeactionsofNavarra,co-fundedbyERDF2006-2008.ItaimedatreactivatingtheregionalScience,TechnologyandBusinesssectorbywayofidentify-ingandsupportingcollaborativeR&IProjectsattheregionallevelin3targetsectorsfortheregionaleconomy(Biotechnology,Nanote-chnologyandRenewableEnergies).Technology-drivenresearchprojectsaddressingambitiouschallengesinsuchsectorshadtoinvolveatleast2companies,1technologycentreand1university,thuscontributingtoovercomingthedistrustfeltbystakeholdersandopeninguptheirstrategiestoco-creationschemes.

For whom is it designed?Thisapproachmayonlybeappliedbyregionalauthoritieshavingpow-erstoprovidegrantstocollaborativeR&Iprojects,sincethebestincentiveforcooperationandcollaborationisahigherco-financingrateandaquickerproceduretoaccesssuchgrants.Thestrategyreliedontheso-calledDrivingAgents,akeyroleplayedbyResearchandTechnologyOrganisations(RTOs)withexpertiseintheselectedfields,whoreceivedfundingforsteeringtheinvolve-mentofcompanies,otherRTOsanduniversitiesintheprocess.

How does it work?•OnthebasisofaSWOTanalysisonregionalcapabilitiesandofaregion-alsupplyanddemandprofileofthetargetsectors,sector-basedworkingtableswerecalledbytheregionalgovernmentandbyappointedDriv-

ingAgentswhereRTOs,companiesanduniversitiespresentedtheirpro-posalsforR&Icollaborativeprojects.•TheDrivingAgentsreliedonanopencoordinationmethodandheldseveralresult-orientedmeetingstoconsolidateandmergecoincidentorsupplementaryideasforcollabora-tiveprojects.Themergingofpropos-alswaswellreceivedbyproponents.•TheresultingR&Icollaborativeprojectsgotaccesstomoreflex-ibleandquickerfundingfromtheregionalgovernment,bothintermsoffinancingratesandsubmissionprocedures.Thismethodenabledtoco-financeatotalof9differentR&Icollaborativeprojectswiththepar-ticipationof32differentcompanies,universitiesandtechnologycentres,amountingtoalmostEUR17,200,000(contributedbyERDFandregionalfunds).

BEST PRACTICE 9 MEUPOLE METHOD FOR THE STIMULATION OF COLLABORATIVE R&I PROJECTS

RegionNavarra · Country Spain · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/meupole_navarra

Advice for transferabilityThetransferabilityofthestrategydependsonfocusingonspecificsectors,onthefinancialandinstitu-tionalsupportofpublicauthoritiestoDrivingAgentssoastolegitimizetheirroleandontheallocationofanambitiousbudgetforthesupportofselectedcollaborativeR&Iprojectsinordertomotivateandstimulatestakeholders.

CENER,CentrodeEnergíasRenovablesatNavarratakespartintothisprogramme.


What is the practice about?PUSH!isaregionalnetworkthatfacilitatesthefoundationofnewfirmsbyentrepreneurscomingfromuniversitiesandresearchinstitu-tions.Thenetworkoffersyoungentrepreneursaccesstoexpertsfromtheworldsofeducation,researchandbusiness,aswellastoadvisoryservicesandgovernmentbodies.

For whom is it designed?PUSH!offersitsservicestostart-upscomingfromuniversitiesandresearchinstitutionswithintheStutt-gartRegionortheiralumniuptofiveyearsafterleaving.Thenetworkconsistsofpartnersandconsultantscomingfrommorethan100institu-tions,companiesandinitiativesfromthefieldsofcounsellingandmentor-ing,financingandinvestment,uni-versitiesandresearchinstitutions,chambersandassociations.

How does it work?AfirstcontactpointforinterestedpeopleistypicallyoneofthethreePUSH!-CampusAgencies,locatedatregionaluniversities.Afterafirstcounsellinginterview,whichisfreeofcharge,theagenciesarrangecontactswiththerelevantnetworkpartners,dependingondemandandstatusoftheprospectivestart-up.PUSH!part-nersofferservicessuchasinforma-tionmaterial,seminars,coachingandmentoring.Withitsinternetplatform,

PUSH!providesabroadvarietyofinformationontheservicesprovidedbypartnersandonpertinentfurthereducationatuniversities.PUSH!e.V.,anassociation,isthemaininstitu-tionbehindtheproject–itsexecutiveboarddecidesonthestrategyandtherealisationofnewmeasures.ThePUSH!branchoffice–responsibleforcoordinationandcommunicationwithinthenetwork–ismanagedbytheStuttgartRegionEconomicDevel-opmentCorporation.

BEST PRACTICE 10 PUSH! START UP PROGRAMME

RegionStuttgart · Country Germany · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/push_stuttgart_germany

Advice for transferabilityTheStuttgartRegionreceivedsubsidiesworthseveralmillionEurosfromnational,regional(StateofBaden-Württemberg)andEU-programmesbetween1998and2008tosetupandruntheinitiative.Itisalwaysachallengefortheinitiativetosecurethefollow-upfinancing,oncethefundingperiodends.Manyactivitiesdonotpayforthemselves,sopublicfinancialsupportisneeded.Thereforeitshouldbefromthebeginninganimportantpartoftheconceptforsuchaninitiativetoplanandprepareasustainablefunding.Besidesitseemsreasonabletoem-bedsuchascience-focusedinitiativeinaprogrammeforentrepreneur-shipandbusinessincubationwithabroaderapproach–ifavailable–toreachalsootherpersonsinter-estedinstartingtheirownbusinessalreadyhavingsomeyearsofprofes-sionalexperience.

PackageExcellentCenter(PEC)


What is the practice about?INNONETCentreofInnovationandTechnologyisanon-profitorganizationsupportinginnovativesmallandmediumenterprisesandthusfosteringthedevelopmentoftheWest-TransdanubianRegioninHungary.TheCentre’sworkisbasedonthefirmbeliefthatlong-termsocio-economicbenefitsofinnova-tionprocessessignificantlyexceedtheearningsofindividualcompaniesparticipatinginthem.INNONEToffersleasedinfrastructureatareducedratetoinnovativeSMEstoensuretheirevolutioninanoptimalincubatorenvironmentbackedupbyinnovationandmanagementservices.These’in-house’servicesarefurtherenhancedbyINNONET’stakingaleadingroleintheidentifi-cationofinnovativeideasandsup-portingthedevelopmentofprojectsbasedonlocalandcross-bordercooperation.

AmilestoneofthisevolutionwasthelaunchofINNONET’s3DPrinting/rapidprototypingserviceinApril2010.TheideabehindPROTOTECisthefacilitationofcommunicationandcollaborationbetweenSMEswithintheautomotivesupplychain.

For whom is it designed?3DPrintingservesbothasacommu-nicationtoolforenterprisestodiscussnewideas/projectsandasamethodtocollectinformationoncompetencenetworksforINNONET.

How does it work?INNONEToffersasharedinfra-structurewhereenterprisecustom-ersareabletoutilizeHWandSWequipmentwhichisotherwisetooexpensivefortheiroperations.TheoptimalmodelforthiscollaborativeutilizationisstillunderevaluationandisexpectedtobeverifiedbytheresultsoftheEURISprogramme.

ForINNONET,thebasicideaofPROTOTECisequaltothebasicideaof“CompetenceCentre”.IN-NONETbelievesthatbyprovidingspecifictechnicalservicesbetterconnectionscanbebuiltamongre-gionalenterprises.Thisismorethanameresolutiontodailytechnicalchallenges;thisisthebaseforlong-

BEST PRACTICE 11 RAPID PROTOTYPING TECHNOLOGY SERVICE, DEMONSTRATION AND TRAINING POINT (PROTOTEC)

RegionWest Transdanubia · Country Hungary · Policy Area Networking and Collaboration · Report http://www.euris-programme.eu/docs/prototec_westtransdanubia

termstrategicco-operation.Asanon-profitorganization,IN-NONETfindsthecomplementaryfeatureoftheserviceveryimportant(supportingtheenterpriseswithanotherwiseunavailableservice,notcompetingbutcompletingtheirservices).Moreover,INNONETanditscustomerscanmutuallyexchangenewideas,likeotherforeignertech-nicalserviceprovidershavinggoodpracticesinOpenInnovation.

Advice for transferabilityConcretetechnicalservicesensureahigherlevelofoperationcom-paredtogeneralinnovationsupportservices.Todefinetheservices,andwhatcompetenceshouldtheyfocuson,ademand-supplyanalysisoftheregion’senterprisesisneeded.Iftheservicemeetsthedemand-supplymatrixoftheregion,thenitisenoughforeconomicdevelopmentpurposes.

PROTOTEC3DPrinter


What is the practice about?AUDIHungariaMotorKft.(AHM)settledinthecityofGyorin1993andtheenginedevelopmentcentrewasopenedin2001.Sincethebe-ginningAUDIhascooperatedwithlocaleducationalinstitutions,espe-ciallywithSzéchenyiIstvánUniver-sity.Asoneofthecountry’smostimportantindustrialcities,Gyorhasalwayshadawideexperienceintheautomotiveindustry.Theco-opera-tionbetweenAUDIandSzéchenyiIstvánUniversityisbasednotonlyonR&D&I,butoneducationaswell:since2008aseparateAUDIdepart-mentistrainingstudentsasexpertsinthedifferentspheresoftheve-hicleindustry,focusingonAUDI’sspecificneeds.

For whom is it designed?Bothsidesbenefitfromtheco-op-eration:whileAUDIhasup-to-dateprofessionalsandafront-rankR&D&Ibackground,youngtalentisinvitedtoaprofitablejobrightaftergraduation.

How does it work?Theuniversityprovidesawell-defined,practice-orientedtraining,Germanlanguagetraining,excellentinternshipopportunitiesforstudentsandensureslong-termcooperationbetweeneducationalandindustrialactorsinGyor.Theexpertsattheuniversityprovidespecificsolutionsforspecificneedsandensureastableandhigh-qualityR&D&IbackgroundforAUDI.Thiscooperationisafuture-orientededucationcontrib-utingtofuturedevelopments(e.g.alternativevehicles).

BEST PRACTICE 12 EDUCATION & RESEARCH PARTNERSHIP BETWEEN AUDI HUNGARIA & SZÉCHENYI ISTVÁN UNIVERSITY

RegionWest Transd. · Country Hungary · Policy Area Human Cap. and Entrepreneurship · Report www.euris-programme.eu/docs/audiuniversity_partnership_westtransdanubia_hungary

AUDIatGyor ImagesofAUDIfromhttp://audi.hu/en/galeria

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Advice for transferabilityItiscrucialtohaveastrongandin-novativeindustrialcompanyandanopen-mindededucationinstituteatthereceivingregion.Itisalsoimpor-tanttohavetraditionsintheregioninthefieldconcerned.Withoutcon-tinuousresearchanddevelopmentitishardtomaintainthecooperation.Oneofthemostimportantquestionsthatneedclarificationisfinance:whoandhowwillfinancethecoopera-tion?Thedurationofcooperationisalsocrucial:realinnovativeandfuture-orientedcooperationmustbeplannedwithseveraldecadesinmind.

Theseareallkeyingredientsforsuccessfulcooperation,butonthetopofthatwhatwasreallyessentialherewasalltheparties(theleadersofAUDI,theuniversityandthecity

ofGyor)sharedsimilarconcerns.AHMrealizedthattherewasashort-ageinEuropeaswellasaroundtheworldofqualifiedengineersabletospeak,read,writeandcommunicateinforeignlanguages.AlthoughtheforeignlanguageshortagefeltbyAHMwasGerman,Englishisjustasimportantandwidelyexpectedfromprofessionalsaroundtheworld.YoungengineersgraduatingfromSzéchenyiIstvánUniversityformabaseforfutureR&D&IdevelopmentsatAUDIHungariaMotorLtd.Theneedfromthesideoftheuniversitywasalsoclear:amongmanyothermeasures,auniversityisassessedaccordingtotheemploymentrateandsalarylevelofitsgraduates.Toperformwellunderthiscriterion,theuniversityneededtodeliveraneducationalprogrammethatwould

ensurethatthestudentsareemploy-ableongraduation.Thisrequiresstate-of-the-arttechnologyandactiveindustrialprojectstrainingstudentsonwhatwouldberequiredfromthematAHM.Theinternshipprogrammefurtherenhancesthis,becauseaspartoftheirtrainingprogrammestudentsparticipateinaninternshipprogrammethatena-blesthemtoworkevenbeforetheygraduate.Mostofthestudentshaveajobofferbeforetheygraduate.Thekeyfactorforsuccessinthiscooperationwastobringtheuni-versityandtheindustrialpartnertothesamelevelintermsofcommu-nication,action,responsetimeanddocumentation,sinceauniversitydiffersimmenselyfromanindustrialcompanyinalltheseareas.Theambitionandthedesireforchange

ofbothpartiesatalllevelswereandstillareessentialtomakethiscoop-erationsuccessful.Anotherkeyfac-torwastoemployassociateswearingtwohats–theyholdapositioninbothinstitutionsandare“insiders”bothatAHMandattheuniversity,thusfacilitatingcommunicationandenablingtounderstandsituationsfasterandeasier.

BEST PRACTICE 12 EDUCATION & RESEARCH PARTNERSHIP BETWEEN AUDI HUNGARIA & SZÉCHENYI ISTVÁN UNIVERSITY

RegionWest Transd. · Country Hungary · Policy Area Human Cap. and Entrepreneurship · Report www.euris-programme.eu/docs/audiuniversity_partnership_westtransdanubia_hungary

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What is the practice about?TheMultidisciplinaryInnovationandTechnologyCentreofNavarra(CEMITEC)isapublicResearchandTechnologyOrganisation(RTO)focusingonelectronics,fluidme-chanicsandthermalengineering,metallicandpolymermaterials.Intel-lectualPropertyRightsprotectionandexploitationofR&Iresultsisoneofthekeystrategicobjectivesoftheorganisation,whichimplementsadeterminedpolicyaimedatthecrea-tionoftechnology-basedcompanies.

Since2008,7patentapplica-tionsand2copyrightslicenseshavebeenprotectedand2technology-basedcompanieshavestemmedfromCEMITECintwodomains:newInkjetprintingtechnologiesfordifferentsurfacesandmaterialsandembeddedelectronicssystems.Es-timationspointoutthatturnoverfor2011forbothcompanieswillamounttoEUR500,000andestimatesfor

2015areEUR10M.Businessplansfor4additionaltechnology-basedcompaniesarecurrentlyunderas-sessment.

For whom is it designed?TheBestPracticeisaddressedtoResearchandTechnologyOrganiza-tions(RTOs)interestedinintegrat-inganIPexploitationstrategyintoitsstrategicandday-to-dayprocess-es.TheBestPracticealsoproposesaspecificbusinessmodelforthecreationofsuchtechnology-basedcompaniesbyinvolvingtheorgani-zation’sresearchersandstaff.

How does it work?•TheembeddingoftheIPstrategyintheday-to-dayprocesseshastakenplacebyimplementinganinternalprocedureforthedevelopmentofR&Ieffortsaimedatthecreationoftechnology-basedcompanies.Suchprocedurehasbeenrecognisedun-

dertheEFQMExcellenceModel.•CEMITECreliesontheinvolve-mentofexternalIPmanagerswhocanwinthetrustofallthepartiesinvolvedsoastoagreeonfairandbalancedIPexploitationschemes.•Theproposedbusinessmodelfornewlycreatedcompaniesisguar-

BEST PRACTICE 13 MULTIDISCIPLINARY INNOVATION & TECHNOLOGY CENTRE OF NAVARRA IP EXPLOITATION STRATEGY

RegionNavarra · Country Spain · Policy Area IP Management · Report http://www.euris-programme.eu/docs/cemitec_navarra

anteedbyCEMITEC’sparticipa-tionasshareholderandmemberofthegoverningbodiesofresultingcompanies,providingfinanceandtechnology(IPvalue).CompanyresearchersandstaffmaybecomeshareholdersbuttheirsharesareheldbyCEMITEC,i.e.sharehold-ersenjoytheireconomicrightsandbenefitsasshareholdersbutdelegatescientificandcommercialdecision-makingpowerstoCEMITEC.

Advice for transferabilityStrategicgoalslinkedtoIPevaluationmustbeaccompaniedbybothinter-nalproceduresandprocessessteeringandeasingtheR&Ieffortstowardssuchgoals.Involvementofstaffandresearchersonthenewbusinesseshasturnedintoakeymotivationaltool,increasingtheircommitmentandownershipofR&Iprocesses.

EmbelectronIPandIn2PrintingSolutionsproducts,twooftheenterprisesgeneratedfromCEMITEC


What is the practice about?BusinessAngelsRegionStuttgarte.V.(BARS)isanetworkofprivateinvestorsinterestedininvestinginnewtechnology-basedfirms.Itisamodelofearlystagefinancingaim-ingatthegreatpotentialofyounghigh-techfirms.Theassociationarrangescontactsbetweenselectedinnovativestart-upsandprivateinvestors.

For whom is it designed?ThemembersofBARSaresuccess-fulandwell-fundedentrepreneurswithexperienceinmanagingacompany.Theyinvestinpromisingfirmswiththeirowncapitalintheearlydevelopmentstageinordertoreducethefundinggap.Start-upsandyoungfirmsshouldbebasedoninnovativeresearchresultsandknowledge-intensivetechnologies.

How does it work?InvestmentsbyBusinessAngelsareintendedforlong-terminvolvement.Toensurethesustainabilityoftheinvestments,theapplicationsfromstart-upsoryoungfirmsarepre-viewedandpreselectedbyaclearingagencybeforecontactwithBusinessAngelsismade.Then,promisingconceptsrunthroughaspecifiedduediligenceprocess.Thestart-upshavetopresenttheirprofile,ideaandbusinessplan.Theaimisaninvest-mentwithpredictablechancesandrisksandwithprospectofalong-termaswellasfruitfulpartnership.InadditionBusinessAngelssupportyoungknowledge-basedcompanieswiththeirbusinessexperience,man-agementandleadershipskillsandtheirnetworkcontacts.ThefundingfortheBARSassociationisprovidedbytheStuttgartRegionEconomicDevelopmentCorporationandmainlyincludespersonnelexpenses

BEST PRACTICE 14 BUSINESS ANGELS REGION STUTTGART (BARS)

RegionStuttgart · Country Germany · Policy Area Access to Finance · Report http://www.euris-programme.eu/docs/business_angels_programme_stuttgart_germany

forestablishingandrunningtheassociation’scoordinationoffice.InadditionallmembersofBARShavetopayanannualmembershipfee,whichisusedtofinanceeventsandmarketingactivities.

Advice for transferabilityAimingatprovidingcomprehensivestart-upsupport,BARSisboundintheregionalstart-upcommunityandcloselycooperateswithPUSH!,anet-workofpartnersforacademicstart-ups.AnetworklikeBARShighlydependsonthecharactersinvolved.Thereforethenetworkmanagerneedstobebothcommunicativeandempathetic.Theselectionoffirmsforpotentialinvestmentsiscrucialandmustbetakenwithcare.Trustbetweenthenetworkmembershastodevelopandshouldbefosteredbyconfidence-buildingactivities.Confidentialitymustbeguaranteedifrequested.

BARSbrochure


What is the practice about?VIBisalifesciencesresearchinsti-tuteinFlanders,Belgium.Withmorethan1200scientistsfromover60countries,itperformsbasicresearchintothemolecularfoundationsoflife.VIBisanexcellence-basedentre-preneurialinstitutethatfocusesontranslatingbasicscientificresultsintopharmaceutical,agriculturalandindustrialapplications.

For whom is it designed?VIBsmissionistoconductfrontlinebiomolecularresearchinlifesci-encesforthebenefitofscientificprogressandthebenefitofsociety.ThethreecoreobjectivesofVIBareinternationallyexcellentresearch,technologytransferandcommunica-tiontothegeneralpublic.VIBdevel-opsanddisseminatesawiderangeofscience-basedinformationaboutallaspectsofbiotechnologyandprovidesaccesstoimportantstate-

of-the-arttechnologyandresearchservicestoallscientists.VIBworksinclosepartnershipwithfouruniversities−UGent,K.U.Leuven,UniversityofAntwerpandVrijeUniversiteitBrussel.AuniqueconceptisthesuccessfulinteractionbetweenVIBandthepar-ticipatinguniversities:theresearchdepartmentsdevelopalong-termstrategicplanthatdefinestheirmis-sion,long-termfocusandthebasicresearchagenda.

How does it work?VIBisadecentralisedinstitution,unitingtheverybestresearchersinteamsandresearchdepartmentsthatmaintainphysicaltieswithFlemishuniversities.VIBwasestablishedin1996andisoneofthefourstrategicresearchinstitutesinFlanders.VIBisamulti-siteresearchinstitutethatin-tegrates72researchgroupsin8de-partmentsfrom4universitiesinone

institute.TheFlemishgovernmentsupportsthiscentreofexcellencecombiningcompetencestogeneratenewknowledgeinareasrelevanttothesocietyandwhichcanbeappliedforgeneratingandstrengtheninglocaleconomicdevelopment.

Advice for transferabilityTheimportantbiotechnologicalrealizationsinFlandersledtotheFlemishgovernment’sdecisiontoinvestconsiderablyinFlemishbiotechnology.ThemainobjectivewastostrengthentheexcellenceofFlemishlifesciencesresearchontheonehandandtoturntheresultsintoneweconomicgrowthontheother.ForaresearchinstituteasVIBitisimportanttofindgovernmentalsupportandcreatetheawarenessthatacertainresearchtopicleadstoanexcellentknowledgepositionandeconomicgrowth.

BEST PRACTICE 15 FLANDERS INSTITUTE OF BIOTECHNOLOGY. VIB

RegionFlanders · Country Belgium · Policy Area Knowledge Science and Technology · Report http://www.euris-programme.eu/docs/vib_flanders

PosterVIBInternationalPhdProgramInLifeSciences


What is the practice about?TheHighTechAutomotiveCam-pus(HTAC)offersaone-stop-shopfortheAutomotivecluster,withaconcentrationofworld-classeduca-tion,R&D,engineering,test-facilitiesandagreatcommunitybuilding&OpenInnovation.Thereisinterplaybetweenindustry,educationandgovernment.HTAC’sgoalistofunc-tionasa(n)(inter)nationalmagnettoattractfirst-classautomotivecom-panies,andthebusinesstheyattract,totheBrainportEindhovenRegion.

For whom is it designed?TheHighTechAutomotiveCampusinHelmondprovidesahomeforautomotivecompanies,automotiveeducationinstitutesaswellaspublicandprivateresearchcentres,labo-ratoriesandtestfacilitiesinaspiritofcooperation,knowledgesharingandOpenInnovation.Itoffersachallengingandinspiringenviron-

mentwhereautomotiveknowledgeinstitutesandautomotivebusinessescometogether.

How does it work?HTACoffersmanymorefacilitiesthanothercampusesorscienceparks.Here,high-techcompaniesandengineeringcompaniesareac-companiedbyknowledgeinstitutes.Allofthemareabletomakeuseofthefacilities,asthereareseveralmeetingroomsandtestfacilitiespresentatthecampus.Furthermore,thecampusiscontinuouslydevel-oping:theAutomotiveFacilitiesBrainportCentreandtwoautomotiveeducationcentresatvocationallevel(MAC)andhighervocationallevel(ACE)arethenewestprojects.TheHighTechAutomotiveCampushasaclearstrategicfocusforallitsactivi-tiesandinhabitantsontwotechnol-ogydomainsintheAutomotivecluster:futurepowertrainandsmart

mobility.ThefuturepowertrainisafocusonsustainabilityinR&DandthereductionofCO2emissions.SmartMobilityisconcernedwithtechnologyhelpingtobothincreaseandmakebetteruseofroadcapacity.

Advice for transferabilityManycompaniesandinitiativeshaveshowntheirinterestintheHTAC.However,HTACisstillinaquiteim-maturephase,asitwasonlyinJune2008thattheBusinessPlantorealisetheHightechAutomotiveCampuswaslaunched.Theoperationalstartofthecampuswasinmid-2009.TheHighTechAutomotiveCampushasitsownfoundationandismanagedbyitsownmanagementandboardofdirectors.Thefoundationissetupinatriplehelixstructure,withthreerepresentativesfromknowledgeinstitutes,threefromgovernmentalinstitutionsandthreefromthebusi-nesssector.

BEST PRACTICE 16 HIGH TECH AUTOMOTIVE CAMPUS HELMOND

RegionEindhoven · Country The Netherlands · Policy Area Knowledge Science and Technology · Report http://www.euris-programme.eu/docs/htac_eindhoven

HighTechAutomotiveCampusHelmond


What is the practice about?TheKnowledgeManagementCen-tre,establishedon1stJuly2009isahorizontalserviceprovideroftheSzéchenyiIstvánUniversityinGyor.WithintheframeworkoftheprojectfundedbytheSocialRenewalOpera-tionalProgramme,theKnowledgeManagementCentredevelopsserv-icesthataimontheonehandtoex-plore,utilizeandsupporttheevalua-tionofnewresearch,innovationandtechnologicaltransferopportunities,basedontheresearchresourcesandcompetencesoftheuniversityandontheotherhandtopromotetheuniversitytobecomearegionalknowledgecentre.Thisisachievedthroughthedevelopmentofuni-versityknowledge-managementprocessesandinformationsystemsandthroughactiveeconomicandinstitutionalpartnermanagement.

Features of the centre-Customer-oriented and transparenttheoperationofthecentrehasaproc-essattitude,theservicesareprovidedinauniformwayandconstantinfor-mationisgiventotheinternalandexternalclients,inatransparentway.-Market-orienteditsservicescloselyadjusttointernalandmarketde-mands,whichiswhytheinternalandexternalmarketdemands-connectedtoitsservices-areregularlyassessed,andthedevelopmentofitsservicesarebasedonthat.-Proactivethecentretakesanactiveroleinthedevelopmentofeconomicandscientificcontacts.Thepart-nersandparticipantsarenotwaitedforpassively,buttheyareactivelysearchedout.Thecooperationthatopensupnewopportunitiesfornewtechnologicaltransfer,innovationop-portunitiesandmarketdemandsareactivelysearchedandhuntedfor.

For whom is it designed?Thebestpracticeisdesignedforuni-versities,technologytransferofficesandotherintermediaryinstitutions.

How does it work?Althoughtheprojectwascompletedattheendof2011,thecentrecon-tinuesitsactivitiesandfocusesoninnovationandbusinessdevelopmentservices.Mostoftheservicesof-feredbytheKMCareusedbyalotofstudentsandstaffmembers.Themostpopularactivityofthecentreisacom-

BEST PRACTICE 17 KNOWLEDGE MANAGEMENT CENTRE OF THE SZÉCHENYI ISTVÁN UNIVERSITY

RegionWest Transdanubia · Country Hungary · Policy Area Knowledge Science and Technology · Report http://www.euris-programme.eu/docs/kmc_westransdanubia

petence-basedgrantschemeprovidedforprototypebuilding.Theresultsarequitespectacular,thestudentteamsgofurtherandfurtherindevelopingtheirproductorserviceswiththeas-sistanceoftheexpertsworkingfortheKMC.Itisexpectedthattheseactivi-tieswillhelpcreateknowledge-inten-sivejobsandstart-upsintheregion.ThecentrecontributedtotheOpenInnovationSystemoftheregionbymappingtheknowledgeandresearchresultsoftheUniversity,bybuildingcooperationamonguniversitiesandbetweeneducationandindustryandbysupportingtechnologytransferandestablishmentofspin-offs.Italsobringsscienceclosertothepublicwithpopularscientificevents.

Advice for transferabilityThisgoodpracticecouldbeimple-mentedinthoseregionsfeaturingastrongR&Dcapacitywithexploita-tionpotential.

SzéchenyiIstvánUniversity

´́


What is the practice about?TTCTULLtd.isacompanywhollyownedbyTUL(TechnicalUniversityofLodz).ItwascreatedtotakebetteradvantageoftheintellectualandtechnicalpotentialoftheUniversityandtohelpscientiststocommercial-izepotentiallyvaluableinventionsarisingfromtheirresearch.TTC:•looksforlicensees;•createsmarketvalueforlicensedtechnologies;•conductsnegotiationsandsellinglicenses;•createsspin-offcompanies;•sellstechnologymadebyscientistsatTUL;•providesknowledge-basedinnova-tiveservicesdevelopedatTUL.

For whom is it designed?TTC’sactivitiesaremainlyfocusedonsupportingeffectivecooperationbetweenTUL’sscientistsandentre-

preneursintermsofundertakingnewspin-offcompaniestofacilitateadvancedtechnologytransfersandthetransferofscientificideasfromsciencetoeconomy.

How does it work?•TTChelpsresearcherstocommer-cializeintellectualpropertyarisingfromtheirresearch(selling,licens-ing,spin-out,spin-offcompanies).•TTCprovidesconsultingexpertiseandadviceintechnologytransferandinnovationmanagementtoclientsacrossthepublicandprivatesectors.•TTCmanagestheUniversity’sintellectualpropertyportfolio,work-ingwithUniversityresearchersonidentifying,protectingandmarket-ingtechnologiesthroughlicensing,spin-outcompanyformation,con-sultingandmaterialsales.•TTCprovidesaccesstoUniversityexpertiseandprovidesresearcherswithadviceoncommercialization.

Advice for transferabilityTTCTULLtdfollowsthevisionofcreatingacompanyrecognizedasabrokerofinnovativetechnologyinthePolishmarket,actinginclosecooperationwiththebestscientists.TTCTULLtd.isfinancedwithcapitalcomingfromTULandownsales.ItisacompanywhollyownedbyTUL.

TomakeTTCTULfullysuccess-ful,betterandmoreintensiveeffortsencouragingscientiststocom-mercializetheirresearchresultsareneeded,aswellasagreatercommit-menttobuildingaregionalcoopera-tionnetworkbetweenscienceandbusiness.

BEST PRACTICE 18 TECHNOLOGY TRANSFER CENTRE OF THE TECHNICAL UNIVERSITY OF LODZ

RegionLodz · Country Poland · Policy Area Knowledge Science and Technology · Report http://www.euris-programme.eu/docs/ttc_lodz

UniversityofLodz

The best moment for transferringAtransferofaBestPracticeonlybecomesfeasibleanddesirablewhenanorganizationrecognizesthatanotherorganizationhassuccessfullyimplementedasolutionforasetofproblemsorissueswhichtheformerisseekingtoaddresswithaviewtostimulatingitsownactionsbasedonthelessonsderivedfromthatsuccess.

4. Guidelines for theASSESMENT & TRANSFER OFBEST PRACTICES


ThecurrentsectionprovidesaguidelineonwhichelementsneedtobeconsideredtosuccessfullyassessandfacilitatethetransferofBestPracticesfromonesettingtoanother.

The principles of transferring Best Practices

Transferisastructuredprocessoflearning.AssuchtheBestPracticeshouldprovideatangiblebasisforlearningthatisbasedonprovenso-lutionstocommonproblemsorissues.WithinthecontextoftheEURISproject,BestPracticesarerelatedtoOpenInnovationexperiencesintheprivatesector.

AtransferofaBestPracticeonlybecomesfeasibleanddesirablewhenanorganizationrecognizesthatanotherorganizationhassuccessfullyimplementedasolutionforasetofproblemsorissueswhichtheformerisseekingtoaddresswithaviewtostimulatingitsownactionsbasedonthelessonsderivedfromthatsuccess.

InthecontextoftheEURISprojectthegoalisultimatelytoinspirethedevelopmentofregionalpoliciesbyfacilitatingtheadoptionofOpenInnovationprinciplesandexperiences.Consideringtheactiveinvolve-mentoftheprojectpartnersandtheregionstheyarerepresenting,thewillingnesstolearnandtosharearetakenforgranted.Thechallengehoweverliesinrealizingwhetherchangesneedtobemadeamongre-gionstoexperiencethebenefitsfromtheactualtransfer.

Therearedifferenttypesofexperiencesthatcouldbetransferred.TherearealsodifferentlevelsofadoptionofthelessonslearntfromtheBestPractices:

•Localcircumstancesarecharacterizedbyconsiderablediversitiesintermsofculturalconditions,socialandeconomiccontexts,localcapaci-ties,andsoon;•Thereisanaturalresistancetochange;•Someplaceshaveinstitutionalstructuresthatarenotreallyopentoexternalinput.

Before the transfer: assessment of the Best Practice

WhenconsideringthetransferofaBestPractice,somekeyquestionsneedtobeansweredinordertoassessitstransferability.

1.IstheBestPracticesufficientlyclearlydefined?DoweknowexactlywhattheconstituentcomponentsoftheBestPracticeare?2.IsthereceivinglocationabletoreleasethecapacitythatisnecessaryforgivingtheBestPracticetheattentionitneeds?3.DoesthereceivinglocationsupportthetransferoftheBestPracticeattherelevantlevelsofgovernment(citycouncil,regionalauthorities,nationalgovernment)?4.Isthepoliticalsituationstableenoughatthereceivinglocation?5. Are legislative and/or regulatory problems to be expected whentransferringtheBestPractice?

Assessment And Transfer Of Best Practices—57

6.Issufficientfundingavailableorisitfeasibletomakethefinancialarrangementsrequired?7.DocompanieswelcometheBestPractice?8.DoestheBestPracticefitthelocalhabitsandroutinesofcompaniesandpublicbodies?9.Arepotentialenvironmentalimpactsaddressed?10.Areequalopportunitiesandgenderissuestakenintoaccount?

Methodology

Theabovequestionsareintendedasparticularfocuseswhenassess-ingthetransferabilityoftheBestPracticeathand.Itisrecommendedtowritea(twopage)policynoteaddressingtheforegoingissues.Thepolicynoteshouldconcludewithapositiveornegativerecommenda-tion.Takingintoaccountthelocalsituationatthereceivinglocation,someitemsmightbeofmoreimportancethanothersandshouldbepaidmoreorlessattentioninthepolicynote.

During the transfer: process indicators for a successful transfer

Intheforegoingparagraphssomeofthechallengesrelatedtothetrans-ferofBestPracticeshavebeenmadeexplicit.Thisdemonstratestheuniqueness and context dependency of the actual transfer at hand.Whenlookingatthesubjectmatterfromaprocessperspective,6indi-catorsaretobetakenintoaccount:

1.Participation:Doesthetransferinvolveandpromoteparticipationofallpossiblestakeholdersincludingthedonorandimplementers?2.Transparency:Isthetransferprocessopenandaccessibletoallstake-holders?3.Accountability:Aretheremechanismsinplacetoensureaccountabil-ityforactionsandresponsibilitiesofallpartnersinvolved?4.Inclusion:Istheparticipationofallpotentialstakeholdersconsideredinthedesignofthetransfer?5.Financial feasibility:Are resourcesand fundingavailable to imple-mentandsustaintheinitiative?Arefundingalternativesidentified?6. Sustainability: Does the initiative consider the economic, environ-mentalandsocialneedswithouttradingoffoneatthegreatexpenseoftheother,noworinthefuture?

Methodology

Theaboveprocessindicatorsaretobeseenasminimumrequirementsforasuccessfultransferprocess.Inanidealworldallquestionsrelatingtotheindicatorsshouldbeansweredwith‘yes’toreachthemostsuc-cessfultransferofanyinitiative.Becausethisidealsituationisseldomtobefound,itisnecessarytodevelopactionstoincreasethescoreoneachoftheindicators.Theassumptionisthatahighscoreincreasesthesuccessoftheactualtransfer.Inordertostipulateactionsafour-stepapproach—includingfeedbackloops—isproposed.


Step1Status IndicatorsThisstepcomprisesdeterminingthestatusofeachoftheprocessindica-tors.Foreachofthesixindicators,thestatusshouldbeplottedona10pointscaleinwhich1isthelowestscoreand10isthemaximumscore.

Step4Documenting the processTo facilitate future transfer processes, it is important to document theprocess.Thefollowingitemsneedtobedescribed:—Whatdidnotworkandwhy?—Whatturnedout‘evenbetter’thantheoriginal?—Describewhatthehostshavelearnedfromthetransfer.—Whichlessonsaretobedrawntoenrichtheoriginalinitiative?—Whichlessonsaretobedrawnforfuturetransfers?

Step2Actions to increase the score of each the 6 indicatorsForeachoftheindicators,thefollowingquestionsneedtobeanswered—Whatisthedesiredminimumscoreonthe10-pointscale?—Whatactionscanweundertakeinordertoincreasethescore?—Whoneedstobeinvolvedinthoseactions?—Whichtimelineisrealisticinordertoexecutetheactions?—Howarewegoingtomeasuretheincreaseinperformance?Aftertheactionshavebeenformulated,workneedstobedone.

Step3Re-evaluationInthissteptheprocedureforstep1isrepeated.Incasethescoresoneachofthequestionsareatanacceptablelevel,theactualtransferiscompletedandstep4canbestarted.Ifnot,step2and3aretoberepeated.

1 2 3 4 5 6 7 8 9 10

NO NEUTRAL YES

NO NEUTRAL YES

1 2 3 4 5 6 7 8 9 10

Assessment And Transfer Of Best Practices—59

Inno-Share Gyor

Packaging Excellence Center Stuttgart Region EURIS meeting Brussels February 2011 High Tech Automotive Campus Helmond

AUDI Department Gyor University´́

´́

¿The goal? Exchange of cooperation practicesEURIShasproducedthisGuideinordertoprovidepolicy-makersandprogrammemanagerswithastrategicinsightintoregionalinnovation,thusleadingtoareflectiononwhichpolicymeasuresandsupportprogrammescanstrengthenandaccelerateOpenInnovation,collaborationandcooperationpracticesbetweeninnovationstakeholders,bothattheregionalandinter-regionallevel.

5. EURISPARTNERSHIP

a Navarra Region, Spainb Stuttgart Region, Germanyc Eindhoven Region, The Netherlandsd West Transdanubia Region, Hungarye Lodz Region, Poland


a

GovernmentofNavarra.DGEnterpriseandInnovationDepartmentofRuralDevelo-pment,Industry,[email protected]

StuttgartRegionEconomicDevelopmentCorporationwww.wrs.region-stuttgart.destephanie.fleischmann@region-stuttgart.de

b

BrainportDevelopmentNVwww.brainportdevelopment.nlwww.brainport.nlw.dekinderen@brainportdevelopment.nl

West-TransdanubianRegionalDevelopmentAgencyNonprofitLimitedLiabilityCompanywww.westpa.hueszter.fatrai@westpa.hu

[email protected]

d

c e


a

c Eindhoven Region, Netherlands

West Transdanubian Region, Hungary

D Lodz Region, Poland

E


b

EURIS Partnership—63

aNavarra Region, Spain

Navarraisanautonomousregionlocatedtothenorth-eastofSpain,sharingaborderwiththesouthofFrance.Followingthedecentralizedsystem of the Spanish state, Navarra has got the most comprehen-siveandamplepowersandcompetenciesamongstSpanishregionsforthedesignandimplementationofpublicpoliciesonavarietyoffields,includingInnovation.

Navarra is a small region with a population of 620,000, but with adynamiceconomyandanestimatedGDPpercapitaofEUR28,000,whichmakesitoneofthewealthiestregionsinSpainandthe38thEUregionaccordingtopercapitaaverageincome.

TheDepartmentofRuralDevelopment, Industry,EmploymentandEnvironment of the Government of Navarra is the public adminis-trationbodyresponsibleforthedesign,implementation,monitoring

andevaluationoftheRegionalInnovationStrategy(Fourthtechnol-ogyPlanofNavarra2012-2015),whoseoverallgoalsareinlinewiththeobjectivesoftheEurope2020Strategy.

Tothatend, thecurrentRISmainly focuseson2specificpriorities:the support of collaborative policies in the fields of research, tech-nologicaldevelopmentandinnovation,promotingthecollaborationandcooperationbetweencompaniesandresearchorganizations,andtheinternationalizationoftheregionalinnovationsystem.

The EURIS Programme, led by the Department of Rural Develop-ment,Industry,EmploymentandEnvironmentoftheGovernmentofNavarra,willallowNavarraandotherstrivingregionstocollaboratewithOpenInnovationpowerhousesattheEuropeanlevel.Theulti-mategoalistotransfergoodpracticesornewapproachesonOpenInnovationintothenextregionalinnovationstrategythatwilldefini-tivelypositionNavarraasanopenandglobalinnovationplayer.

www.navarra.esContact personMr. Rafael MuguerzaPhone:+34848427663.Email:[email protected]

Gobierno de Navarra. DG Empresa e Innovación.Departamento de Desarrollo Rural, Industria, Empleo y MedioambienteGovernment of Navarra. DG Enterprise and InnovationDepartment of Rural Development, Industry, Employment and Environment


bStuttgart Region, Germany

TheStuttgartRegionEconomicDevelopmentCorporation(WRS)isasubsidiaryofthepublicbody“VerbandRegionStuttgart”andwasfoundedin1995astheeconomicdevelopmentagencyfortheStutt-gartRegion.

TheStuttgartRegionisapoliticalentitythatislegallyentitledtoallquestionsregardingregionaland infrastructureplanning, transportandeconomicdevelopment.WRSandVerbandRegionStuttgartarethetworelevantbodieswhichdevelop thepolicies in theirfieldsof responsibilityand implementthemintheregion.

TheworkingprogrammeofWRScomprises:•marketingfortheregion,• invest or support services and investment promotion activities atregional,nationalandinternationalscaleand

• regional development, covering the implementation and fundingofownregional innovationsupport initiativesandstrategies in thefieldsofstart-upsupport,innovationfinancing+venturecapitalandregionalclustermanagement.

Takingalreadyexistingpracticalexperiencesinimplementinginno-vationsupportmeasures in theStuttgartRegionand thedirectco-operationwithadditionalimportantstakeholdersintoconsideration,theStuttgartRegionEconomicDevelopmentCorporationpossessesthe competences, capacity and know-how required to actively con-tributetoachievingtheEURISprojectresults.

Accompaniedbyanongoingstrategyprocessforregionaldevelop-mentintheStuttgartRegion(“Strategy2020”),whichdefinesimpor-tantfutureactivities,theresultsoftheEURISprojectandespeciallytheOpenInnovationpolicy recommendationswillbedirectly inte-gratedintotheactivitiesofWRSforfurtherenhancingandboostingtheinnovationframeworkconditionsintheStuttgartRegion.

www.wrs.region-stuttgart.deContact personMs. Stephanie FleischmannPhone:+4971122835-26Email:[email protected]

Wirtschaftsförderung Region Stuttgart GmbH (WRS).Stuttgart Region Economic Development Corporation.


cEindhoven Region, The Netherlands

TopTechnologyRegionBrainportisabreedinggroundforinnova-tionandthehomebaseofworld-classbusinesses,knowledgeinsti-tutesandresearchinstitutions.Togethertheydesignandmanufac-turethetechnologyofthefuturetoensureasafe,greenandcaringsociety and the sustainable economic development of the Nether-lands.WiththeEindhovenregionatitscore,Brainportisthehubofanetworkstretchingoutacross theSoutheastNetherlandsand theDutchborders.

Brainport Development is a new-style development company. To-getherwithrepresentativesfromtradeandindustry,knowledgeinsti-tutesandtheauthorities,BrainportDevelopmentworksonreinforc-ingtheTopTechnologyRegionBrainport.

BrainportisanimportantpillaroftheDutcheconomywithspearheadsectors:HighTechSystems&Materials,Food,Automotive,LifetechandDesign.

BrainportDevelopmentencouragesanddevelops regionaland (in-ter)nationalprojectsandprogrammes,promotesBrainportathomeandabroadandfacilitatesregionaltradeandindustrythroughserv-icessuchasbusinessadviceandbusinessfunding,incubatorfacili-ties,businessaccommodationandbusinesscentres.

Brainport’s mission is to strengthen this unique ecosystem to im-provetheinternationalcompetitivenessofTheNetherlands.

www.brainportdevelopment.nlwww.brainport.nlContact personWim de KinderenPhone:+3227377224Email:[email protected]

Brainport Development NVBrainport Development NV


dWest Transdanubia Region, Hungary

Mission:West-TransdanubianRegionalDevelopmentAgency isanorganic community, an open and developing organisation, whichsupportslocalinitiativesthroughitsinitiating,mediatingandserviceactivitiesandcooperateswithallthestakeholdersconcernedwiththebalanceddevelopmentofourregion.”

TheWest-TransdanubianRegionalDevelopmentAgencywasestab-lished1999asthebasicinstitutionfordevelopment,innovation,stra-tegicplanningandprogramme implementationata regional level.TheWest-TransdanubianRegionconsistsof3counties:Gyor-Moson-Sopron,VasandZala.Theagencyhasofficesin5townsoftheregion.

Sinceitsfoundation,theagencyhasdevelopedanextensiverangeofco-operationswithregional,nationalandinternationalorganisations.Ithaslaunchedseveralkeyregionalinitiatives,designedandapplied

manyregionalstrategies,andhascoordinatedthedraftingofapproxi-matelythirtyregionalprogrammedocuments.WTRDAmanagesthou-sandsofmillionEURfromnationalandEU(ERDF)fundseveryyear.TheAgencyhasmorethan70highlytrainedfull-timeemployeesanda group of 11experts devoted to multinational project management,whilealsorunningtheRegionalRepresentationOfficeinBrussels.

WTRDAisboththedesignerandthefullycompetentintermediatebody of the West Transdanubia (Transdanubian) Regional Opera-tionalProgramme2007-2013(ERDF),whichincludessupportmeas-ures on behalf of innovation and technology transfer institutions,innovation houses, clusters, industrial parks and business supportadvisoryservices forSMEs.TheAgency isalso responsible for thenationalinnovationsupportschemededicatedmostlytoSMEsandwhichprovidesthemainbudgettofinanciallysupportstart-upandspin-offcompanies,theestablishmentofinnovationservicecentres,thedevelopmentofinnovativeproducts,etc.

www.westpa.huContact personEszter FátraiTel:+36-96-516-232E-mail:[email protected]

Nyugat-dunántúli Regionális Fejlesztési Ügynökség Közhasznú Nonprofit Kft.West-Transdanubian Regional Development Agency Nonprofit Limited Liability Company

´́


eLodz Region, Poland

TheLodzRegionislocatedincentralPoland.Theregion’sareatotals18,219km2andthepopulationis2,534,000.Thedensityofpopulationis 139 (hab./km2)and theurbanisation level ishigher than inotherpartsofPoland.Thelevelofeducationoftheregion’sinhabitantsisclosetothenationalaverage.TheregionofLodzisdividedinto24dis-tricts(poviats)and177municipalitiesandcommunities(gminas).Thelocalexecutivebodiesofgminasandpoviatsare,respectively,mayorsandpoviatadministrationofficers(starosts),withcouncillors,electedindemocraticelections,withlegislativepowers.TheLodzRegiondis-playsahighgrowthpotentialandsplendidprospectsofbecomingamajorbusinesshubinthemiddleofPolandandCentralandEasternEurope.Verysoon,entrepreneurswillcreateanotherpromised landherethat,justliketwocenturiesago,willbecomealandofsuccess.The Marshal’s Office in Lodz is the administrative body of the LodzRegion.TheLodzRegion(TheLodzkieVoivodeship)isthehighestintermsofself-government.TheOfficeisamulti-departmentinstitution

with approximately 900 employees. The Marshal’s Office in Lodz isanorganisationemployingpeopleeffectivelyacting for thebenefitoftheinhabitantsofregion.Itisamodernandefficientlymanagedpublic institution,oneof thebestorganisationswithintheself-gov-ernmentadministrationsysteminPoland,settingqualityandprofes-sionalstandards(PM-ENISO9001:2009).

TheLodzRegionisalsotheManagingAuthorityoftheRegionalOp-erational Programme for the Lodz Region 2007-2013. The Lodz Re-gioniscarryingouttheLorisPlusProjectwithinitsRegionalInnova-tion Strategy (RIS) with the general goal of elaborating a strategicframeworkthatincreasestheinnovativenessandcompetitivenessofenterprisesintheRegionthroughtheoptimizationofinfrastructuresandregionalinnovationpolicies.

www.lodzkie.plContact persons

Mr. Artur StelmachDirectorofRegionalPolicyDepartmentPhone:+48426633092Fax:+48426633094E-mail:[email protected]

Mr. Marcin PodgórskiDirectorofRegionalOfficeoftheLodzVoivodshipinBrusselsPhone:+3222309077Fax:+3222311587E-mail:[email protected]

Województwo Łódzkie.The Lodz Region

6. INTERREG IV CPROGRAMME


• Priority 1: Innovation and the knowledge economy

Priority1,connectedwiththeLisbonagenda,aimsatenablingregion-alandlocalauthoritiesandotherstakeholdersattheregionalleveltoimprovetheirpolicies,methodsandcapacitiesinthefieldofinnova-tionandtheknowledgeeconomy,throughtheexchangeandtransferofknowledgeandexperiencebetweenregionsthroughouttheEuro-peanUnionandthedevelopmentofnewpoliciesandapproaches.

ThisprioritycontributestoreducingregionaldisparitiesthroughoutEuropebystrengtheningregionalinnovationpotential.Theambitionis also to pool expertise in order to increase the overall level of re-gions’competitivenessinEurope.

INTERREG IVC Interregional Cooperation Programme providesfundingforinterregionalcooperationacrossEurope.Itisimplement-edundertheEuropeanCommunity’sterritorialcooperationobjectiveandfinancedbytheEuropeanRegionalDevelopmentFund(ERDF).

TheOperationalProgrammewasapprovedinSeptember2007andINTERREGIVCwillrunfrom2007to2013.TheINTERREGIVCPro-gramme is financed by the European Regional Development Fund(ERDF).ThetotalERDFbudgetavailableforcommitmentstoopera-tionsduringtheperiod2007-2013amountsto302millionEUR,whichcan be used by EU partners and will be matchedwith nationalco-financing.Inaddition,2.7millionEURisavailablefortheparticipa-tionofNorwegianpartners.Swisspartnersalsohaveanopportunitytoapplyfornationalfunds.

TheoverallobjectiveoftheINTERREGIVCProgrammeistoimprovetheeffectivenessofregionalpoliciesandinstruments.Aprojectbuildson theexchangeofexperiencesamongpartnerswhoare ideally re-sponsibleforthedevelopmentoftheirlocalandregionalpolicies.TheINTERREGIVCsupportstwothematicpriorities:

• Priority 1. Innovation and the knowledge economy.• Priority 2. Environment and risk prevention.

ThethematiccoverageoftheprioritiesisdesignedtocontributetotheaccomplishmentoftheLisbonandGothenburgagendas.

INTERREG IV C Programme—71

TherenewedLisbonstrategyforgrowthandjobsintheEuropeanUnionplacesastrongemphasisonfurtherdevelopingtheknowl-edgesociety.ThisisbasedontheassumptionthatEurope’spoten-tialforfutureeconomicdevelopmentisdirectlylinkedtoitsabilityto create and promote high-value, innovative and research-basedeconomicsectors, thatarecapableofcompetingwith thebest intheworld.

• Priority 2: Environment and risk prevention

The aim of Priority 2, connected with the Gothenburg agenda, isalso to empower the public authorities and other stakeholders toimprovetheirpoliciesanddevelopnewapproachestoimprovethequalityofenvironmentandtoincreasetheattractivenessofthere-gions in Europe by means of exchanging knowledge and experi-encebetweenregions.

The European Union is committed to sustainable development,which involves protecting and improving the quality of environ-ment.Globally,thatmeanssafeguardingtheEarth’scapacitytosup-portlifeinallitsdiversity,andrespectingthelimitsoftheplanet’snaturalresources.AnEU-wideenvironmentalpolicymakessense,becauseallEUcitizensareentitledtothesamelevelofenvironmen-talprotectionandallbusinessesareentitledtooperateinthesamecompetitiveconditions.

Typical tools for theexchangeofexperiencearenetworkingactivi-tiessuchasthematicworkshops,seminars,conferences,surveysandstudyvisits.Projectpartnerscooperatetoidentifyandtransfergoodpractices.Possibleprojectoutcomesincludeforexamplecasestudycollections, policy recommendations, strategic guidelines or actionplans.INTERREGIVCalsoallowslightimplementationorpiloting,butonlyifthesecomplementtheexchangeofexperienceactivities.

Furtherinformationonwww.interreg4c.eu

to finishACKNOWLEDGEMENTS

Agencia Navarra de Innovación

y Tecnología. ANAIN.

Navarra Innovation and Technology

Agency. ANAIN.

• Belén Goñi

• Gerardo Fernández

• María Beunza

Asociación para la Industria Navarra. AIN.

Navarra Industry Association. AIN.

• Juan Ramón de la Torre

Centro Europeo de Innovación y Empresas

de Navarra. CEIN.

European Business and Innovation Center

of Navarra. CEIN.

• Carmen Leza

• Beatriz Blasco

• Maite Zaratiegui

• Eva Gómara

• Fernando Baztán

Centro Multidisciplinar de Innovación y

Tecnología de Navarra de Fundación

CETENA. CEMITEC.

CETENA Foundation´s Multidisciplinary


Universität Stuttgart

University of Stuttgart

• Ulrich Eggert

• Daniel Hofmann

Virtual Dimension Center Fellbach (VDC)

Virtual Dimension Center Fellbach (VDC)

• Claire Duval

• Christoph Runde

Business Angels Region Stuttgart

Business Angels Region Stuttgart

• Andreas Chatzis

Innovation and Technology Centre of

Navarra. CEMITEC.

• Xabier Troyas

Centro Nacional de Tecnología y Seguridad

Alimentaria. CNTA.

National Center on Food Technology and

Security. CNTA.

• Carlos González Navarro

Centro Tecnológico de Automoción de

Navarra de la Fundación CETENA. CITEAN

CETENA Foundation’s Automotive

Technology center of Navarra. CITEAN.

• Luis Álvarez de Eulate

Instituto Científico y Tecnológico—

Universidad de Navarra. ICT.

Scientific and Technological Institute of

Navarra—University of Navarra. ICT.

• Guillermo del Barrio.

Universidad Pública de Navarra. UPNA.

Public University of Navarra. UPNA.

• Alfonso Carlosena

• Iñaki Casado.

• Cristina Bayona.

• Teresa García Marco.

Eindhoven Region, The Netherlands

Business Incubation Eindhoven

• Noel Coopmans

High Tech Automotive Campus

• Pieter Noordzij

High Tech Campus Eindhoven

• Jacky Wassenberg

MiPlaza

• Gerjan van de Walle

Holst Centre

• Koen Snoeckx

International good practices

Reported by Brainport Development NV

based on Best Practice descriptions from

the European projects Making Knowledge

Work and Crossworks, in which Brainport

Development participated as Lead Partner.

All good practices checked/corrected by

Linco Nieuwenhuyzen, Strategy Advisor

Brainport Development NV and Jasmijn

Rompa, Junior Strategy Advisor Brainport

Development NV.


Acknowledgments—73

West Transdanubia Region, Hungary

INNONET Innovációs és Technológiai

Központ

INNONET Centre of Innovation and

Technology

• Mr. Bálint Vasvári

Széchenyi István Egyetem/

Tudásmenedzsment Központ

Széchenyi István University/Knowledge

Management Centre

• Dr. Tibor Dory

Széchenyi István Egyetem/AUDI

HUNGARIA Belso Égésu Motorok Tanszék

Széchenyi István University/AUDI

Hungaria Department of Internal

Combustion Engines

• Dr. Csaba Tóth-Nagy

Közép-Magyarországi Innovációs Központ

Central Hungarian Innovation Centre

• Katalin Kovács

Kitchen Budapest

• Eszter Bircsák

Aalto Design Factory

• Jussi Hannula

Lodz Region, Poland

Uniwersytet Łódzki

University of Lodz

• Dariusz Trzmielak

• Jolanta Pacura

• Michał Kaczmarek

Politechnika Łódzka

Technical University of Lodz

• Adam Owczarek

Uniwersytet Medyczny w Łodzi

Medical University of Lodz

• Mikołaj Gurdała

• Tomasz Jastrzębski

Stowarzyszenie Doradców Gospodarczych

Pro—Akademia

Association of Economic Consultants

Pro—Akademia

• Iwona Adamkiewicz

• Maksymilian Kochański

Centrum Innowacji Akcelerator Technologii,

Fundacja Uniwersytetu Łódzkiego

University of Lodz Foundation, Innovation

Center—High Technology Accelerator

• Ewa Postolska

• Jacek Bauer

Instytut Nowych Technologii

Institute of New Technologies

• Marta Okupińska

Akademia Humanistyczno—Ekonomiczna

w Łodzi

Academy of Humanities and Economics

in Lodz

• Szymon Swierczewski

• Wiesław Przybyła

´

´́

´́ ´́

Eindhoven RegionThe Netherlands

Lodz RegionPoland

Stuttgart RegionGermany

West Transdanubia RegionHungary

Navarra RegionSpain

Partners

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