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International IMP³rove Expert Meeting, July 17, 2009
Summary of results
The first International IMP³rove Expert meeting on July 17, 2009 in Berlin provided a
wide array of suggestions and recommendations on the further development of
IMP³rove. These recommendations clearly demonstrated the value of IMP³rove as well
as the potential that it has to deepen and broaden the service offerings to small and
medium sized enterprises (SMEs), for Innovation Management Consultants (IMCs),
financial actors and policy makers and beyond.
IMP³rove Experts’ experience with IMP³rove – leveraging the broad spectrum of
possibilities
The “heavy” users among the IMP³rove Experts have already “internalized” the holistic
innovation management approach of IMP³rove including the IMP³rove Assessment in a
manner that they can assess the company’s performance effectively within a short time.
They build their recommendations on this assessment thus creating value for the SMEs.
This can prevail as feasibility of the business strategy or as transparency on strengths
and weaknesses that lead to the current business performance of the SME, or it is
based on the effective recommendations to address weaknesses in the SME’s
innovation management. In the longer term the value for the SME is constituted in the
continuous IMP³rovement of their innovation management, supported by the IMP³rove
expert.
Figure 1: Participants of first International IMP³rove Expert Meeting in Berlin
Developing innovation management in the health sector revealed the opportunity for
IMP³rove to include this and other sectors in the benchmarking. It also showed trends in
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specific sectors that are relevant for policy makers as well as for financial actors or
innovation management consultants
In another case the IMP³rove expert has developed educational programs for academic
institutions in Veneto and Milan, Italy based on the IMP³rove approach.
IMP³rove - From tool to network(ing)
When IMP³rove was developed the focus was on designing an approach to improve the
innovation management performance of SME. The main focus during the testing and
dissemination of IMP³rove was on benchmarking of innovation management
performance of SMEs. In turn, it was very quickly referred to IMP³rove as a “tool”.
Consultants could apply this “tool” in an online mode with their clients. But they also
leverage the questionnaire as a guideline to assess their SME clients in an off-line
mode.
From an IMP³rove Expert point of view IMP³rove can and should be leveraged as a
platform that offers e-based and physical services to both SME and services providers
and also fosters the direct interaction. The aim should be to further develop communities
with common interest in innovation management in general or in specific topics such as
communities for SMEs and intermediaries to establish relationships with peers and
search for complementary partners. In the future IMP³rove could also be seen as a
platform to “seek” and “trade” ideas.
Recommendations for the future development of IMP³rove
The recommendations for the further development of IMP³rove result from the open
space sessions on
Leveraging IMP³rove to establish (open) networks at SME’s for exploration and
exploitation of new ideas
Linking IMP³rove II with public funding
Bring IMP³rove to SME’s – Marketing of IMP³rove
but also from the discussion during the plenary sessions.
Leveraging IMP³rove to establish (open) networks at SME’s for exploration and
exploitation of new ideas
The recommendations on leveraging IMP³rove to establish (open) networks addressed
the opportunity to exploit the scope of IMP³rove and to tap into unused sources to foster
innovation among SMEs; especially the exploitation of ideas. SMEs in general have
constraints in terms of size and resources. Thus innovation networks and partnerships
could improve the development and commercialization of an innovation. In this regard it
was recommended to offer tools and trainings to increase network competencies of
SMEs. Beyond this, it was recommend to allow SMEs to directly liaise with other SMEs,
and to establish idea networks on the IMP³rove platform. These idea networks could be
exploited by “idea seekers” that post a problem and search for a solution.
Regarding different tools to enhance SMEs’ network competence, first criteria have to be
defined in order to assess the SMEs’ network competences and secondly the tools and
how they can be integrated have to be developed. SMEs in the IMP³rove database are a
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starting point to identify the criteria and develop a general networking management
approach.
Idea networks shall be established on the IMP³rove platform and linked to R&D networks
and be set up like a “virtual idea collection platform”. For example, SMEs in the idea
networks can gather and share ideas with other network members within moderated
session. By that, idea collector and idea receiver companies can be inspired by the
exchange of information and process the idea for developing and identifying new
business opportunities for their own company. In order to make these networks work,
governance rules have to be defined within a distinctive framework regarding the
clarification of legal aspects (i.e. ownership of ideas and business model rights).
IMP³rove Experts can act as broker or network builder. But problems may arise from the
instability of relationship or the lack of capability/resources of SME to establish
partnerships for launching innovations. In addition, SME often require external
sources/competences for developing innovation or are lacking management capabilities
for innovation networks.
IMP³rove can take a pro-active role by providing related offerings to SMEs such as
building management capability to participate successfully in networks and in network
management itself. Indeed, IMP³rove could provide brokering services to connect SMEs
to the right network.
Linking IMP³rove to public funding
The discussion revealed the different levels of knowledge within the IMP³rove Expert
group on public funding opportunities. SMEs themselves often lack knowledge about
and access to public financing and other financial support for their innovation activities.
Therefore, additional services provided on the IMP³rove platform can help to overcome
this information gap and at the same time bring the programs closer to the SMEs as the
main beneficiaries.
In parallel the IMP³rove Committee constituted by highly experienced and successful
IMP³rove Experts can serve as competence group for EU, national and regional policy
makers for developing SME/innovation related policies and development programs. At
the same time the IMP³rove Committee can provide the support to continuously develop
the IMP³rove approach.
Following services could be offered by IMP³rove:
• Information on European, national, and regional programs incl. links to the
related web-sites
• Possibilities to identify potential consortium partners within the IMP³rove Expert
network
• Communities to discuss the integration of IMP³rove in publicly funded programs
to enhance the innovation performance of SMEs
• Enhance the effectiveness of publicly funded programs by integrating the
IMP³rove approach. With the IMP³rove assessment, the base line can be defined
based on which the public program’s impact can be measured.
Specific and detailed ideas for specific programs are listed in the appendix.
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Bring IMP³rove to SME’s – Marketing of IMP³rove
IMP³rove has to be positioned and branded in a consistent and coherent way in order to
bring IMP³rove closer to SMEs. Two different options were developed.
1. IMP³rove being a full consultancy product that offers the whole package of
consulting to SME’s (“Intel inside” approach),
2. IMP³rove being part of the consultants service offering (“dentist” approach, e.g.
uses the tools that seem most appropriate for the problem to be solved)
Option 1 has been selected as the preferred option being a much more effective way of
client management via the IMP³rove platform, by being capable in offering the whole
range of consulting advice.
Attracting SME’s
To create more awareness on IMP³rove and attract a higher number of SMEs several
possibilities were developed:
• Segmentation: Identify those SMEs that have the need/maturity level to adopt
innovation management ideas successfully
• Establishing a network with trade associations, agencies, banks, investors, and
chambers of commerce that have access to SMEs and an interest in developing
SMEs.
• Leverage the unique selling propositions of IMP³rove, such as:
o The European Commission’s Award for the “Best Innovation Tool 2008”
o The European scope and integration in the Europe INNOVA program
o A.T, Kearney and Fraunhofer Gesellschaft as trusted brands in the area
of innovation management
o Truly European scope with European benchmarks
o Free access to the IMP³rove Assessment for SMEs
o Structured guidance and alignment of SME managers
o Seminars on the IMP³rove approach
o Local awards on innovation management for SMEs
o …
• Neutralize the concerns of SMEs, such as:
o A.T. Kearney similar to McKinsey being expensive with focus on cost-
cutting
o Data security and data protection
Potential for further USPs might arise from the positioning and success story of the
IMP³rove network as from a company’s point of view of being part of a privileged
IMP³rove network with good funding possibilities for SMEs.
Key marketing objectives and recommended activities
Key marketing objectives had been defined/ developed for each of the contributing
partners.
Founders (EU, A.T. Kearney, Fraunhofer-IAO)
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Raise brand awareness for IMP³rove by attracting more SMEs
and take on appropriate means in order to further develop the
reputation of the IMP³rove approach
Spread the communication of IMP³rove as a growing network
with lots of rather than only one internet tool
Introduce quality management certification
Establish IMP³rove as a pre-requisite for EU tenders/proposals
Awarding quality management certification for selected IMCs
IMC:
Use more IMP³rove more frequently and get more firms to
improve their business performance based on the IMP³rove
Assessment
Gain competence and expertise in applying IMP³rove
Use IMP³rove as door opener for new accounts
Establish consulting networks with other IMCs
Acquire IMP³rove as a quality tool
Differentiate from competitors
National Partners:
Create more awareness for need of innovation and innovation
management within SMEs
Support SMEs in terms of innovation management, growing of
the company and surviving through legal and financial
action/means
Monitoring of sectors
The activities were consolidated in the following visual showing the key stakeholders,
activities input and output for IMP³rove:
European
Commis-
sion
IMP³rove®
European
organisation Coordination
Coordi-
nated
strategy
IMP³rove
National
National “top-
coordinators
coordinators down”
Experts
National event IMP³rove
Branding
Awards
Awards
Funding
Media, Regional Consul-
Politics Events tants
Series of
regional Segments,
Banks, VC workshops Sectors,
Clusters
Trade
Academia
association
Web 2.0 applications
Figure 2: Map of stakeholders, events, input and output
Depending on the local, regional or national circumstances the most effective activities
should be selected.
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Outlook
The IMP³rove Expert Group represented in the first International IMP³rove Expert
Meeting, clearly expressed their interest in continuing their activities with IMP³rove and
in further strengthening the international and national networks of IMP³rove experts.
The recommendations and ideas provided by the IMP³rove expert group created a most
valuable input for the future of IMP³rove as well as for IMP³rove II.
The results from the IMP³rove Expert Meeting show the value of IMP³rove, the potential
IMP³rove has for the future, and the benefits for the key stakeholders that IMP³rove is
addressing. Policy makers, consultants, financial actors that participated in the meeting
acknowledged the wide variety of benefits that IMP³rove has and the future potential it
still bears.
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List of participants
Name Organisation Country
1 Sabine Brunswicker Fraunhofer-Gesellschaft Germany
2 Dr. Eva Diedrichs A.T. Kearney GmbH Germany
3 Dr. Kai Engel A.T. Kearney GmbH Germany
4 Nicola Farronato Giulia Multimedia Italy
5 Dr. Farshad Feyzi Dr. Farshad Feyzi Technisch- Germany
Wirtschaftliche Beratung
6 Dr.-Ing. Thomas Fischer five i`s innovation consulting gmbh Austria
7 Christiane Hagmann- Christiane Hagmann-Steinbach Germany
Steinbach Management Consultant
8 David Hanus Profill Czech Republic
9 Dr. Brigitte Holzhauer Dr. Brigitte Holzhauer Germany
10 Cora Kindt CKMC-Cora Kindt Unternehmensberatung Germany
11 Luciala Lanciotti R.Q. s.r.l. Italy
12 Vincent Morfouace Technofi France
13 Dr. Tobias Müller- Pumacy Technologies AG Germany
Porthmann
14 Marija Popovic (excused) European Commission Belgium
15 John Reidel A.T. Kearney GmbH Germany
16 Dr. Ing. Anette Rückert Bundesministerium für Wirtschaft und Germany
Technologie
17 Marco Santoro R.Q. s.r.l. Italy
18 Michael Schuster Sutoris GmbH Germany
19 Massimo Sparpaglione FAZ Consulting Italy
20 Andreas Thümmler Corporate Finance Partners Germany
21 Thomas Zuleger Bundesministerium für Wirtschaft und Germany
Technologie
Location:
Fraunhofer Gesellschaft
Anna-Louisa-Karsch-Str. 2
D- 10178 Berlin
Tel.: +49 (0) 30 6883759-4004
Fax: +49 (0)30 6883759-7575
Internet: www.forum.fraunhofer.de
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Appendix
Public funding and programs
• Program led and supported by the German Federal Ministry of Economics and
Technology (BMWI) to aid innovation management consulting firmsespecially in
the Eastern part of Germany that consist of more than 3 consultants. Potential
action could be done on BMWI by organizing standard IMP³rove-Workshops
• KIS program for key industries that use innovation vouchers as technology
evaluation. Spending amounts to 15 k€ for business purposes (F,A.,SF.). Already
20 companies, integrated in the program, and use IMP³rove as a tool to manage
projects
•
Ideas/action: (a)
Participate in:
• Remake eco-building, green conserve; end 2009 -> Germany 2010;
• The Eureca Project Evaluation: to assess credibility for innovation ideas
• The Milan Euro Info Centre:
The program has following features:
2. Tender open to all consultants – how to support…->
3. 65% of cost of consulting are covered (IMP³rove would be a plus)
4. Database of consultants is matched to needs of companies (CV-
queries); interview etc. qualification process matching success rate is
50%
- Facilitates access to enterprises, research centres and universities to
services and funds supporting innovation and research, and provides
information, assistance and consulting also in relation to the management of
intellectual property
- Manages projects in favor of strategic innovation sectors with a special
significance for the region, as for instance biotechnologies.
Check funding possibilities, e.g.
• within the European Year of Creativity@innovation with the aim of to sharpen the
IMP³rove profile
• within the ERA net
• within the EU KIS program
Develop a cluster evaluation program including a voucher system for IMP³rove to
increase competitiveness of certain clusters/business parcs. Ensure that intermediaries
know the programs
Develop an innovation manager program (regional funding); with consultants to deliver
programs
Contact details:
IMP³rove Core Team:
Eva Diedrichs, A.T. Kearney GmbH, Kaistrasse 16 a, D-40221 Duesseldorf
Sabine Brunswicker, Fraunhofer-IAO, Nobelstrasse 12, D- 70569 Stuttgart
email: improvecoreteam@atkearney.com
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