Internationalisation Case Study Report by Cross Innovation

CROSS INNOVATION PROJECT

Cross Innovation is a project which seeks to identify how the skills and knowledge held in the creative industries can drive new thinking in other growth sectors. It is supported by the ERDF through the INTERREG IVC Programme.

INTERNATIONALISATION CASE STUDY REPORT – DECEMBER 2014

Internationalisation Case Study Report – 16th December 2014

SUMMARY INTRODUCTION ................................................................................................................................................. 5 PROJECT BACKGROUND ................................................................................................................................ 5 EXECUTIVE SUMMARY ...................................................................................................................................... 6 1. APPROACHES AND ACTIVITIES ................................................................................................................... 9 1.1 APPROACHES TO DEVELOP CROSS INNOVATION PRACTICES ................................................................. 9 1.2 ACTIVITIES WITH SMEs .......................................................................................................................... 12 2. OVERVIEW OF COMPANIES INVOLVED ................................................................................................... 14 2.1 SECTORS ................................................................................................................................................ 14 2.2 COMPANY CLASSIFICATION .................................................................................................................. 15 2.3 BROKERAGE EVENT IN BERLIN (INNOVATION INTERFACE) ................................................................... 20 3. RELATIONS ............................................................................................................................................... 22 3.1 SELECTION METHODS ........................................................................................................................... 22 3.2 SELECTED RELATIONS ............................................................................................................................ 22 3.3 MAIN OUTCOMES ................................................................................................................................. 26 4. LOCAL POLICIES ....................................................................................................................................... 33 4.1 OVERVIEW OF THE MAIN INDICATIONS TO ACTION FROM THE PARTNER CITIES ............................ 33 5. CONCLUSIONS ......................................................................................................................................... 37 ANNEX I: INFORMATION FROM PARTNERS .................................................................................................... 40 ANNEX II: INNOVATION AUDIT ....................................................................................................................... 43 ANNEX III: NETWORKING ACTIVITIES .............................................................................................................. 54 ANNEX IV: MATCHING QUESTIONNAIRE ........................................................................................................ 55 ANNEX V: “MOST INTERESTING” SELECTED MEETINGS .................................................................................. 57 ANNEX VI: LOCAL IMPLEMENTATION PLANS -‐ EXCERPTS ............................................................................... 66

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Index of Tables Table 1: Approaches to developing cross innovation practices 12 Table 2: Sectors fitting for internationalisation 14 Table 3: Company classification: PODIO, 14 July 2014 15 Table 4: Source: Company classification -‐ cities: PODIO, 14 July 2014 16 Table 5: Participants in the brokerage event in Berlin 20 Table 6: Organisation type -‐ event in Berlin 20 Table 7: Number of Bilateral Meetings in Berlin 21 Table 8: Meetings – cities involved 21 Table 9: “Most interesting” meetings selected by both companies 23 Table 10: Bilateral meetings selected 23 Table 11: “Most interesting” meetings selected between creative vs growth companies 24 Table 12: “Most interesting” meetings selected between growth vs growth companies 25 Table 13: “Most interesting” meetings selected between creative vs creative companies 26 Table 14: Most interesting bilateral meetings – general information 26 Table 15: Most involved cities (between creative and growth companies): meetings-‐companies 27 Table 16: Most involved cities (between creative and growth companies) 28 Table 17: Most impacted sectors (between creative and growth companies) 29 Table 18: The declared innovation needs and the main limitations to innovation: suggestions from the Local Implementation Plans 36 Table 19: Meeting between Markus Schmeiduch and Stufa 57 Table 20: Meeting between Cybertec Services S.r.l. and MATELIER Lda 57 Table 21: Meeting between Transmisje Online and Naxom 57 Table 22: Meeting between Modern Arts Management and Rexest Group 58 Table 23: Meeting between "Beepart" creativity workshop and Biofly S.r.l 58 Table 24: Meeting between Digital Life Sciences Ltd and Sigma Consulting S.r.l 59 Table 25: Meeting between Modern Arts and Stufa 59 Table 26: Meeting between VANMOOF and Prismattery 59 Table 27: Meeting between Data Unlocked and Animanie 60 Table 28: Meeting between KA-‐MO srl and JSC Pakmarkas 60 Table 29: Meeting between BY BORRE and JSC Pakmarkas 60 Table 30: Meeting between Hedoco and Animanie 61 Table 31: Meeting between MAKE DESIGN OPEN and Data Unlocked 61 Table 32: Meeting between GumpelMEDIA and Join the Pipe 61 Table 33: Meeting between Ammba and Instant Magazine 62 Table 34: Meeting between Ammba and Medify 62 Table 35: Meeting between Digital Life Sciences Ltd and Medify 62 Table 36: Meeting between Fab Lab and Roschier -‐ Technik 63 Table 37: Meeting between Prismattery and Biofly 63 Table 38: Meeting between Sigma Consulting S.r.l and Medify -‐ Clarifying Healthcare 64 Table 39: Meeting between Animanie and Medify -‐ Clarifying Healthcare 64 Table 40: Meeting between Formquadrat GmbH and Cybertec Services S.r.l. 64 Table 41: Meeting between "Beepart" creativity workshop and Sampad 65

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Index of Figures Figure 1: Innovation Interface Berlin (http://www.b2match.eu/innovationinterface-‐berlin2014) 13 Figure 2: Creative + creative and other growth + other growth 17 Figure 3: Creative + other growth and other growth + creative 17 Figure 4: What other sectors would the company like to work with in the future? 18 Figure 5: Out of the 11 Cross Innovation Partner Cities are there any particular cities with which the SME would like to form a network? 19 Figure 6: Joining at Innovation Interface Berlin 19 Figure 7: Most involved cities (between creative and growth companies) 27 Figure 8: Most involved cities (between creative and growth companies) 28 Figure 9: Most impacted sectors (between creative and growth companies) 30

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INTRODUCTION PROJECT BACKGROUND The Cross Innovation project (www.cross-‐innovation.eu) promotes collaborative and user-‐driven innovation that happens across sectoral, organisational, technological and geographical boundaries. It focuses on policies and support measures that enable cross innovation and creative spillovers between creative sectors and other industries. The partnership consists of 11 metropolitan hotspots that have the potential to put cross innovation at the top of local and regional policy agendas across Europe: Birmingham, Amsterdam, Rome, Berlin, Tallinn, Warsaw, Vilnius, Stockholm, Linz, Lisbon, and Pilsen. The project focuses on practices in four sub-‐themes: 1. Smart Incentives – innovative types of finance that enable cross-‐innovation 2. Culture-‐based Innovation – schemes that unleash innovation in business and the public sector by introducing artistic and creative practices 3. Brokerage – services that build bridges between sectors by connecting cross-‐innovation enablers with beneficiaries 4. Spatial Cross-‐Collaboration – services offered to companies in co-‐working spaces, incubators, fab-‐labs, science parks and to local clusters The project started in January 2012 and ran to December 2014, aiming to identify and share good practice in cross innovation across the EU, alongside developing and supporting policies which allow creative industries to work with other growth sectors. The main project results include an online knowledge base of good practices, a toolkit on implementing cross innovation instruments and 11 city-‐level implementation plans. Each partner championed such practices in its respective city. To further learn about them the partnership organised a participative programme of experience-‐exchange events, including “cross innovation policy clinics” to improve local policies. In addition, cross innovation directly involving SMEs ran throughout the project. It examined how local support can enable companies that operate in co-‐working spaces and incubators to collaborate in order to develop their products and services for other markets and overcome EU market fragmentation.

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EXECUTIVE SUMMARY The Cross Innovation project promotes collaborative innovation that happens across sectoral, organisational, technological and geographical boundaries. Comprising a partnership of eleven European cities, the project defines “cross innovation” as: ‘A process by which creative industries share information, co-‐operate and work with other growth sectors to promote new thinking.’ Among the project sub-‐themes, the project tackled brokerage -‐ services that build bridges between sectors by connecting cross innovation enablers with beneficiaries. This project report is dedicated to internationalisation and brokerage activities. The most relevant tasks as well as expected benefits from this report are the following: • to describe the activities performed by the city organisations and companies, highlighting the related cross-‐fertilisation and positive impact; • to analyse the findings from matchmaking activities between companies (from the Berlin matchmaking event, March 2014) • to report the most relevant topics which emerged from innovation experiences involving the partner cities The report initially describes the approaches that have been followed in order to develop cross innovation practices. Furthermore, an overview of project activities related to internationalisation and matchmaking initiatives is presented [section 1]. One of the main goals of the Cross Innovation project has been to identify sectors and SMEs which are able to work across city, country and sector boundaries. In this way cross fertilisation and cross innovation practices can be enhanced. Cross Innovation partners performed some specific innovation activities by directly involving SMEs from their countries: • Innovation audits • Internationalisation through networking and matchmaking activities Each project partner audited firms in order to provide some value-‐added information that was to be significant in the characterisation of the main streams of networking activities and collaboration among firms. The Internationalisation phase was specifically designed to support businesses that champion international working in Cross Innovation partner cities, with a view to establishing new networks and methods of working across the EU. The partnership addressed the following city areas: Amsterdam (Netherlands), Berlin (Germany), Birmingham (United Kingdom), Linz (Austria), Lisbon (Portugal), Pilsen (Czech Republic), Rome (Italy), Stockholm (Sweden), Tallinn (Estonia), Vilnius (Lithuania) and Warsaw (Poland). Section 2 presents an overview of the SMEs which were selected by the partner cities and involved

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in the project activities. Firstly, some relevant sectors, coupled with each specific partner city, have been selected as most appropriate in the analysis of best practices in relation to processes of internationalisation. Furthermore, the focus has been addressed to the specific batch of companies directly selected for collaborative and networking activities. These were registered onto the Podio “matchmaking” platform. They have been grouped and analysed according to the following criteria; typology of sector (‘creative sector’, ‘other growth sector’), related reference city and networking activities they have performed/they prefer to carry out. In the analysis 102 companies have been considered. The total amount of companies can be subdivided into 2 main categories: companies belonging to ‘creative’ sectors and companies related to ‘other growth’ sectors. The final methodology in order to reach the required outcomes from this task was an analysis of the business matchmaking at the Innovation Interface event in Berlin, promoted by the Senate for Economics, Technology and Research, with the support of the Enterprise Europe Network Berlin-‐Brandenburg. On the website of the brokerage event in Berlin (B2Match), 105 participants and 70 profiles were loaded (demand and offer). The present report provides details about the participants, partner cities and the bilateral meetings related to this matchmaking event. Alongside section 3, after a brief introduction about the selection methods, value-‐added details about the most interesting bilateral brokerage meetings held in Berlin during the matchmaking event are depicted. An overview paragraph provides essential general information about the most interesting bilateral meetings, by summarising the most involved cities, the most impacted sectors, the main limitations and restrictions, the main support and the main areas of collaboration. The brokerage event in Berlin was very successful for the companies involved. Many possibilities of collaboration were born. It has been really interesting to detail the “most interesting” meetings carried out during the brokerage event in Berlin. The brokers selected 40 “most interesting” meetings. Afterwards the above-‐mentioned meetings have been grouped, by the nature of the relationship (e.g. meetings between among ‘creative companies’, between ‘other growth sector’ companies, and among ‘creative’ and other growth sector’ companies). The Cross Innovation partners created an online company database that has been used by city brokers to establish 44 new relationships between creative SMEs and those from other growth sectors, across partner cities. (E.g. a digital company from Berlin linking with a health company from Rome.) Participating businesses have received innovation guidance on establishing international connections and advice on suitable funding opportunities. In addition, the database acted as a central promotional tool for participating SMEs. Section 4 highlights the innovation policy drivers which characterise each partner city area. In this way, the Cross Innovation consortium can propose recommendations about future innovation policies to be supported, in particular by enhancing cross-‐sectoral benefits at the international level. This report focuses on describing current or forthcoming initiatives launched by institutions, associations, organisations in general, supporting innovation and R&D activities, as well as business development from which firms can benefit.

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In the document’s annexes, templates and tools used by partners during their innovation activities have been presented (e.g. innovation audit, cooperation profile, follow-‐up of the brokerage event, essential description of the most interesting bilateral meetings). More specifically, • In Annex I, descriptions about the innovation audits carried out by the partners have been summarised. • In Annex II, the specific template for the innovation audit has been reported. • In Annex III, the cooperation profile template is presented. The form was useful for potential partner businesses to share and find out essential details about the product, technology or service sought/offered, as well as explore questions about innovation and the main advantages/benefits. • In Annex IV, the matchmaking questionnaire template used to report the data about the follow-‐up phase of the brokerage event in Berlin has been included. • In Annex V, most valuable and interesting meetings between ‘creative’ and ‘other growth’ companies have been presented. • In Annex VI, some excerpts from the implementation plan of each partner city have been presented in order to directly reflect the contributions from the partner cities to cross innovation policies.

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1. APPROACHES AND ACTIVITIES The report initially describes the approaches that have been followed in order to develop cross innovation practices. Furthermore, an overview of the project activities related to internationalisation and matchmaking initiatives is presented.

1.1 APPROACHES TO DEVELOP CROSS INNOVATION PRACTICES One of the main goals of the Cross Innovation project is to identify sectors and SMEs which are able to work across city, country and sector boundaries. In this way cross fertilisation and cross innovation practices will be enhanced. In particular, the Cross Innovation Partnership aims at identifying how the skills and knowledge held in the creative industries can drive new thinking in other growth sectors. When it comes to trans-‐regional or trans-‐European approaches on a global international scale there is rather little knowledge on how to match SMEs not only across sectors, but also across Europe in a transnational context. Companies need to be able to resource, research and explore opportunities in wider transnational networks and interdisciplinary opportunities. Tools and practices are needed to make a “soft landing” possible for companies that want to internationalise and access new markets and sectors. The Cross Innovation project has developed a strong expertise in this emerging area. The research team has undertaken a series of interviews with policy makers and brokers in each of the partner cities to develop an understanding of the approaches cities and regions follow when addressing internationalisation. The interviews followed a qualitative approach and were structured along a number of lead questions addressing three main areas of discussion: 1. The status quo of cross innovation sectors and internationalisation -‐ Who 2. Sector approaches for CCI and growth sectors -‐ How 3. Resources for internationalisation -‐ What The task was to investigate and address both the two challenges of 1) internationalisation and 2) cross innovation within this research. As the project was stirring and piloting activities in this emerging area it was also key to be alert to unexpected spill-‐overs and side-‐effects throughout the process. Based on the specific regional economic circumstances, the different institutional settings as well as different levels of market maturity, the observed strategies to develop cross innovation practices have been grouped along three different thematic sets of activities: Type 1: Place-‐based approaches Lisbon – Tallinn – Rome – Vilnius – Pilsen In this group we have enclosed cities with strategies, which are aiming to a large extent at developing place-‐based strategies to attract international resource within their field of work. On the basis of place-‐based resources, aspects such as quality of life, urban heritage, access to educational and university training courses are aiming at inviting foreign resources, such as students, training and masters courses. In addition to that, existing historical ties are (re-‐)activated for the purpose of strengthening local ties and local production spheres. The lack of strong institutional and financial resources, as well as the rather recent attempts to approach external

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international strategies to improve local/regional innovation strategies, makes it difficult for some cities (due to the number of people in charge of developing international strategies as well as difficult economic circumstances) to have a clear and detectable “outward” oriented strategy to access international terrain. Sectors that prominently feature in this context and are most likely to thrive in an institutional environment aiming at place-‐based approaches, the attraction of international talent and activities on the ground supporting start-‐ups and SMEs, are: heritage, architecture, crafts, (product) design, tourism, co-‐working or cultural and art and music festivals. In terms of cross innovation sub themes, finance measures (such as crowd-‐funding models), informal brokerage tools, as well as culture-‐based innovation, are likely to appear and develop networks and cross innovation support measures on the ground supporting individual entrepreneurs and small businesses. Space is also an important topic for support providing these entrepreneurs and businesses access to affordable spaces to operate and run their businesses. Type 2: Manufacturing and Industry driven approaches Amsterdam – Linz – Stockholm – Warsaw A second type of approach can be detected in the given sample of the project cities. Those cities that already have very strong regional economic services, knowledge-‐based industries and manufacturing. They are already working in successful competitive dimensions, are using their international sectoral networks and individually organised bodies. Seeking to promote internationally-‐oriented processes even further and engage creative-‐industries-‐oriented sectors and companies. These activities are mainly substantially financed. Within this group there are two strategies to be observed regarding the promotion of creative-‐ industries-‐related agents and entrepreneurs. On the one hand, as we see it in the case of Amsterdam, new matches on the international level (e.g. in the games industries) mainly operate along personal trajectories and individually-‐focused social ties. Trust and former network experience pave the way to access international markets, fairs, contact points etc. On the basis of these trust-‐based relations, further activities can be channeled and developed in order to invite mavericks, outsiders and new companies to obtain ground in new international market structures. In this case, a significant distance to “formal economic administration” plays an important role and market players mainly take over the lead and function as a mediator between international market places and stakeholders. On the other hand, especially knowledge-‐based manufacturing industries have, on the basis of economic prosperity, worked towards building up institutional platforms that function as hubs to access international markets, agents and companies abroad. Professional elites that stem from the knowledge-‐based manufacturing industries work solely to promote sectors and regional clusters abroad. More or less standardised and approved formats, presentations and marketing features are chosen in order to promote the specific regional assets outside the country, either in Europe, Asia or North American markets. Relatively transparent as well as highly professional activities guarantee the constant and stable promotion of local/regional assets abroad. These two strategies function on the basis of strong local/regional economic levels that provide the necessity as well as the financial resources to work toward internationalisation at all. While personally-‐oriented approaches are likely to access the hot spots in specific markets and strands of development, the more institutionally-‐based approaches guarantee, to a large extent, the visibility abroad as well as in the region that aims at developing stronger international market standing.

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In these cities and regions internationalisation is driven by local clusters and high-‐tech sectors according to the regional strengths and specialisms. Often these are well-‐established “traditional” sectors such as, in the case of Linz e.g. automotive, health, mechatronics, wood industry etc. The cross innovation sub themes brokerage and finance play a significant role. When looking at CCI and cross innovation support measures, new matchmaking formats are being tested on the international level. Brokers and sector champions from outside the institutional frameworks support outward-‐oriented trade missions. Cluster managers investigate new formats of vouchers, event formats and incentives for companies to collaborate. Type 3: New coalition approach Birmingham – Berlin A third type of approach could be detected. These observed strategies are aiming at building new coalitions among different stakeholders in order to develop institutional frames that are then able to work for internationalisation. Mainly cities in substantial transition phases have opted for building up cross-‐sectoral alliances in order to strengthen the institutional basis from where they can then access international platforms, markets and new interfaces. These new coalitions pose enormous opportunities because they are positioned at the fringe between formal and informal stakeholder networks. Thereby, they allow the mutual exchange among new and established agents and market members. Quicker accessibility to relevant market platforms and decision-‐makers is much more likely to happen. Solely established formal stakeholders could enter new unknown markets. In Berlin, for example, thematic coalitions from various cultural scenes have worked towards building new coalitions in order to decide among local members where and how to best access places abroad. These new coalitions feature sectors that are highly able to operate across different sectors and offer skills and processes to explore and animate this environment. Digital and design industries are currently at the forefront of these developments. At the same time cluster strategies for more established sectors such as health or manufacturing are searching for ways to improve their offer for highly specialised international markets and seek to innovate via new collaborations. The background of urban transition makes the themes of space and brokerage important focal points in terms of cross innovation policies. These cities and regions are able to provide affordable (transition) space to experiment with new types of innovation spaces and labs. New ways and models to access finance for these cross collaborations are also key. From ‘Cross Innovation Feasibility Report on Internationalisation’, 2013 INTERREG IVC CROSS INNOVATION project In order to highlight the essential aspects from these approaches to developing international cross innovation practices, the table below provides a classification outlining the aims in each city.

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Table 1: Approaches to developing international cross innovation practices

TYPOLOGY

AIM

CITIES

Place-‐based approach

Developing place-‐based strategies to attract international resource within their field of work.

Lisbon – Tallinn – Rome – Vilnius – Pilsen

Manufacturing and Industry driven approach

Seeking to promote internationally-‐ oriented processes even further and engage creative-‐industries-‐oriented sectors and companies.

Amsterdam – Linz – Stockholm – Warsaw

New coalition approach

Building cross-‐sectoral alliances among different stakeholders in order to develop institutional frames that are then able to access international platforms, markets and new interfaces.

Birmingham – Berlin

1.2 ACTIVITIES WITH SMEs Cross Innovation partners performed some specific innovation activities by directly involving SMEs from their countries in: •

Innovation audits

• Internationalisation initiatives through networking and matchmaking activities Innovation audits Each project partner audited firms in order to provide some value-‐added information that would be useful in the characterisation of the main streams of future networking activities and collaboration among firms. A Pro Forma was utilised to do this. It allowed the Cross Innovation partners to collect the data necessary for the profiling exercise. The data provided was added to the Cross Innovation website and Podio, creating an online database of companies ready and able to internationalise. As a result, city brokers established new relationships between creative SMEs and those from other growth sectors, across partner cities. (E.g. a digital company from Berlin linking with a health company from Rome). For more details see Annex I and Annex II. Internationalisation The Internationalisation phase was specifically designed to support businesses that championed international working in Cross Innovation partner cities, with a view to establishing new networks and methods of working across the EU. The main opportunity in order to reach the important outcomes from this task was the business matchmaking session at the Innovation Interface event in Berlin (ref. Figure 1 below -‐“Innovation Interface Berlin, 24 March 2014”) promoted by the Senate for Economics, Technology and Research, with the support of the Enterprise Europe

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Network Berlin-‐Brandenburg.

Figure 1: Innovation Interface Berlin (http://www.b2match.eu/innovationinterface-‐berlin2014)

In the annexes III and IV, the templates used to support networking and matchmaking activities have been included. These b2b matchmaking sessions offered the opportunity to find new European business partners, partners for new technological developments across sectors (i.e cross innovation) and/or partners for participation in European research projects.

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2. OVERVIEW OF COMPANIES INVOLVED This section proposes an overview of the companies involved in the matchmaking. Firstly, relevant sectors, coupled with each specific partner city have been selected as most appropriate in the analysis of best practices in relation to processes of internationalisation. Furthermore, the focus has been addressed to the specific batch of companies directly selected for collaborative and networking activities by city brokers (i.e. the SMEs registered on Podio). They have been grouped and analysed using the following criteria: sector (‘creative sector’, ‘other growth sector’), related partner city and networking activities they have performed/prefer to carry out. Finally, a description about the brokerage event, Innovation Interface Berlin, is presented.

2.1 SECTORS Based on the empirical analysis we propose the following site/specific sectors being best for internationalisation. Table 2: Sectors fitting for internationalisation

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Apart from selecting relevant sectors, we want to emphasise taking into deeper consideration the very nature of organising the process of internationalisation. Saying this, existing social relations between specialised local and foreign stakeholders that already brokered products and processes between geographically distanced markets, have to be detected and benchmarked prior to developing the plan for internationalisation. This is particularly relevant when looking at already existing business and sector-‐based communities in the partner cities. The ability of entrepreneurs to “know how” and to know “whom to speak to” in foreign markets is a highly relevant USP that cities, in particular, can benefit from. With diverse neighbourhoods and economies, they can develop multiple channels and niches compared to less diverse clusters or strategic programmes designed on national policy levels. Furthermore, profound market analysis is crucial in order to not only detect appropriate sectors, but also to take into account the additional conditions (tax, regulation, costs etc.) when arriving in international markets and being confronted with the issue of surviving sustainably in (potentially) non-‐experienced framework conditions. Collaborative activities (fairs, contact hubs, competitions, pitching events etc.) are especially relevant for SMEs, because of their limited financial and strategic resources. In addition to “collaborative activities”, it becomes more and more relevant not only to send selected CCI entrepreneurs collectively abroad but also to create return/relevant networks for external CCI entrepreneurs that might be stimulated to engage their activities in the original region. From ‘Cross Innovation Feasibility Report on Internationalisation’, 2013 INTERREG IVC CROSS INNOVATION project

2.2 COMPANY CLASSIFICATION In the present analysis 102 companies have been considered. Additional companies are due to register on Podio and the final total number will be 110. All these companies are involved in cross innovation activities. Table 3: Company classification -‐ Source: PODIO, 14 July 2014

COMPANIES

NUMBER

Creative

Other growth

TOTAL

102

The total amount of 102 registered companies can be subdivided into 2 main categories: companies belonging to ‘creative’ sectors and companies related to ‘other growth’ sectors.

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Table 4: Source: Company classification -‐ cities PODIO, 14 July 2014

CREATIVE

OTHER GROWTH

TOTAL

Amsterdam

Berlin

Birmingham

Linz

Lisbon

Pilsen *

-‐

Rome

Stockholm

Tallinn

Vilinus

Warsaw

TOTAL

102

CITIES

* Since work finished on this report, companies from Pilsen area have been registered onto Podio.

By taking in account the situation as of 14 July 2014 on the Podio platform, the 102 companies can be grouped by their related city. Vilnius, Stockholm, Birmingham and Amsterdam are the cities which involved the highest number of organisations.

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Creative + creative and other growth + other growth

Figure 2: Creative + creative and other growth + other growth Source: PODIO, 14 July 2014

As presented in figure 2, taking into consideration past experiences among organisations belonging to the same categories (category 1: ‘creative sector’, category 2: ‘ other growth sector’), ‘creative companies’ experienced positive collaborations in particular with other firms operating in the design and in the multimedia/web applications. Moreover, ‘other growth sector’ companies especially worked together with organisations related to education and technology fields. Creative + other growth and other growth + creative

Figure 3: Creative + other growth and other growth + creative Source: PODIO, 14 July 2014

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Figure 3 shows previous cross-‐experiences among organisations belonging to different categories (category 1: ‘creative sector’, category 2: ‘other growth sector’). ‘Creative companies’ experienced positive collaborations in particular with other firms operating in the healthcare and education fields. Moreover, ‘Other growth sector’ companies especially worked together with firms operating in the design and in the multimedia/web applications. What other sectors would the company like to work with in the future?

Figure 4: What other sectors would the company like to work with in the future? Source: PODIO, 14 July 2014

As presented in figure 4, taking in consideration possible future relationships among organisations belonging to the same categories (category 1: ‘creative sector’, category 2: ‘ other growth sector’), ‘creative companies’ would like to work with other firms operating in the education and digital sectors, with manufacturing also scoring highly. Moreover, ‘Other growth sector’ companies showed the same pattern, looking to collaborate with organisations from the fields of education and digital.

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By analysing the future possible collaborative network configurations, the most requested cities with which to work were Amsterdam, Berlin and Stockholm (see figure 5). Out of the 11 Cross Innovation Partner Cities are there any particular cities with which the SME would like to form a network?

Figure 5: Out of the 11 Cross Innovation Partner Cities are there any particular cities with which the SME would like to form a network? Source: PODIO, 14 July 2014

Joining at Innovation Interface 59 ‘creative’ SMEs and 43 ‘other growth sector’ SMEs joined brokerage event, Innovation Interface Berlin (figure 6).

Figure 6: Joining at Innovation Interface Source: PODIO, 14 July 2014

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2.3 BROKERAGE EVENT IN BERLIN (INNOVATION INTERFACE) On the website of the matchmaking event in Berlin, 105 participants registered and 70 profiles were uploaded (research and offer). Below are shown the tables providing details about participants, the cities and the number of bilateral meetings related to the event. 105 companies participated in the brokerage event (Innovation Interface). The most represented countries were Germany, Estonia and United Kingdom (as indicated in table 5). The most represented organisational types were private companies (table 6). Table 5: Participants to the brokerage event in Berlin

Table 6: Organisation type -‐ event in Berlin

ORGANISATION TYPE

NUMBER

Company / NGO Administration / Project Partners University / Research Agency / Consultant Other TOTAL

63 19 11 11 1 105

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Thanks to the support of city brokers expert in cross innovation, the most interesting meetings were designed to involve ‘creative’ companies. During the brokerage event in Berlin, 51 different Cross Innovation companies were involved in bilateral meetings (in total, 63 bilateral meetings). More specifically there were, 34 bilateral meetings between ‘creative’ and ‘other growth’ companies, 19 bilateral meetings between ‘creative’ and ‘creative’ companies and 10 bilateral meetings between companies in other growth sectors. Table 7: Number of Bilateral Meetings in Berlin

INDICATOR

NUMBER

Different Cross Innovation Companies Involved in Bilateral Meetings

51 63 (target was 44)

Bilateral meetings: Bilateral meetings between creative vs other growth companies

Bilateral meetings between creative vs creative companies

Bilateral meetings between other growth vs other growth companies

Table 8: Meetings – Partner cities

INVOLVED CITIES

NUMBER OF COMPANIES

NUMBER OF MEETINGS

Amsterdam, Netherlands Berlin, Germany Birmingham, UK Linz, Austria

5 5 7 6

16 9 15 19

Lisbon, Portugal

Pilsen, Czech Republic Rome, Italy Stockholm, Sweden

1 5 5

2 20 5

Tallinn, Estonia

Vilnius, Lithuania

Warsaw, Poland 6 13 TOTAL 51 63 (126/2) Analysing the data in table 8, Amsterdam, Birmingham, Linz, Rome, Tallinn, Warsaw were the most pro-‐ active (number of companies plus number of meetings).

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3. RELATIONS After a brief introduction about the selection methods, this section describes the most interesting meetings held in Berlin during the matchmaking event.

3.1 SELECTION METHODS In order to identify the most interesting meetings from the total amount of 63 meetings performed during the Berlin matchmaking event, a questionnaire (Annex IV) was used with the companies. Thanks to the support of city brokers expert in cross innovation, the most interesting meetings involving ‘creative’ and ‘other growth’ sector companies have been selected. By ‘the most interesting meetings’ we mean “meetings which demonstrate best fit with city strategies and contribute most to policy learning”. Moreover, with relation to each city, the brokers mapped the collaborations which were established by the above-‐mentioned companies. Considering the framework of the proposed questionnaire, the initial section contains the name of the organisation, the related city and sector. Furthermore, the questions concern: • • • • • • •

findings of the meeting, opportunities for collaboration, opportunities for the development of the collaboration, restrictions and/or limitations, economic and financial support, policies and initiatives to support the collaboration, notes.

3.2 SELECTED RELATIONS The brokerage event in Berlin was very successful for the companies involved. Many possibilities for collaboration were born. It’s significant to detail the “most interesting” meetings carried out during the brokerage event in Berlin. The brokers selected 35 “most interesting” meetings. 5 meetings were selected by both cities involved in those meetings, proving mutual interest (see table below -‐ Table 9).

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Table 9: “Most interesting” meetings selected by both companies NR

CATEGORY

SECTOR

COMPANY B

CITY

CREATIVE

Digital Healthcare

Digital Life Sciences Ltd

Birmingham

GROWTH

Healthcare (with digital software)

Medify -‐ Clarifying Healthcare

Amsterdam

GROWTH

Energy & Environment / ICT and Technology

Prismattery OU

Tallinn

GROWTH

Avionic Aerospace

BIOFLY S.r.l

Rome

CREATIVE

Social Creative Industries

"Beepart" creativity workshop

Vilnius

GROWTH

Avionic Aerospace

BIOFLY S.r.l

Rome

GROWTH

Web’ and ‘IT'

Naxom

Stockholm

CREATIVE

Games, Multimedia

TransmisjeO nline

Warsaw

GROWTH

Publishing & Internet Software

Instant Magazine

Amsterdam

CREATIVE

consultanc y

Dark Horse Innovation

Berlin

The schematic below (table 10) indicates the selected bilateral meetings. Initially, the brokers identified 22 meetings between ‘creative’ vs ‘ other growth’ companies, with 18 of them subsequently evaluated by the SMEs as “really interesting”. The other 13 meetings selected by brokers, included ‘creative’ vs ‘creative’ companies and growth vs growth companies, with 5 of these evaluated as “really interesting” by the participants. Table 10: Bilateral meetings selected

INDICATOR

Brokers’ Final selection selection

“Most interesting”* meetings selected between ‘creative’ vs ‘other growth’ companies Other selected interesting meetings (‘creative’ vs ‘creative’ companies; ‘other growth’ vs ‘other growth’ companies) TOTAL

* Note: meetings which demonstrate best fit to city strategies and contribute most to policy learning

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The following tables depict the 3 categories of most interesting cross innovation meetings, classified by the 3 chosen categories: • ‘creative’ sector vs ‘other growth’ sector companies; • ‘creative’ sector vs ‘creative sector’ companies; • ‘other growth’ sector vs ‘other growth’ sector companies. Table 11: “Most interesting” meetings selected between creative vs other growth companies CREATIVE

N R

SECTOR

Creative Sector, Design, UX, UI, Mobile, Interaction

COMPANY A

Markus Schmeiduch

GROWTH CITY

SECTOR

Linz, Austria

Retail

COMPANY B

FINDINGS OF THE MEETING CITY

Lisbon, Portugal

Cooperation perspective on retailing/reselling Product in Austria (and Germany). Cooperation perspective on designing & developing a Mobile App General agreement on co-‐working between Lisbon & Linz on creative/design project.

MATELIER Lda

Lisbon, Portugal

Application of domotics system (based on a secure, internal server that controls multiple elements in a house, from doors, shading, ambient music, televisions, etc.) in selected projects of new construction and rehabilitations.

Stufa

ICT

Cybertec Services S.r.l.

Rome, Italy

Architect ure, Construct ion, Rehabilit ation, Interior Design

Games, Multimedia

Transmisje Online

Warsaw, Poland

Web’ and ‘IT'

Naxom

Stockholm, Sweden

Technological collaboration possibilities in creating multi-‐functional streaming solution (software and hardware).

Fashion and Industrial Design

Warsaw, Poland

Manufact uring

Rexest Group

Tallinn, Estonia

Collaboration opportunities between functional design and renewable materials manufacturing.

Social Creative Industries

Vilnius, Lithuania

Avionic Aerospace

BIOFLY S.r.l.

Digital Healthcare

Digital Life Sciences Ltd

Birmingham, UK

Aerospace and Defence

Sigma Consulting S.r.l.

Rome, Italy

Distribution of the telemedicine system through the channel of the family/primary care physicians.

Modern Arts Manageme nt

Warsaw, Poland

Retail

Stufa

Lisbon, Portugal

Implementation of new technologies and modern functional design into herb-‐growing kits.

Tallinn, Estonia

New innovative mobile application for electric bike.

Fashion and 7 Industrial Design Creative 8 Manufacturing

VANMOOF

Energy & Amsterdam, Environme Prismattery Netherlands nt / ICT and Technology

Rome, Italy

Installation of eco-‐sustainable lighting systems in urban spaces, artistic spaces.

Data Unlocked

Warsaw, Poland

Educatio n

Animanie

Pilsen

Under discussion the cooperation related to delivering an animation software for schools.

Design, 1 0 Manufacturing

KA-‐MO S.r.l.

Rome, Italy

Packing and marking

JSC Pakmarkas

Vilnius, Lithuania

New interesting technology.

Textile innovation 1 and 1 development (fashion)

By Borre

Amsterdam, Netherlands

Packing and marking

JSC Pakmarkas

Vilnius, Lithuania

Interesting technology: thermo transfer labels (a process in which material is applied to material by using heat).

Hedoco

Warsaw, Poland

Educatio n

Pilsen

Valuable cooperation between Polish foundation (focused on children cultural activities) -‐ exchanging educational programmes and exchange of young creatives.

1 2

Vintom Experts

Modern Arts Manageme nt "Beepart" creativity workshop

Audiovisual, Education, Fashion, Design, ICT

Animanie

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CREATIVE

N R

SECTOR

1 3

Arts, Education, Fashion, ICT, Social Enterprise

COMPANY A

GROWTH SECTOR

Linz, Austria

Consulta ncy and Software Services (with open data)

Data Unlocked

gumpelMED IA

Linz, Austria

Non-‐ profit

Join the Pipe

MAKE DESIGN OPEN

1 4

Digital Media

1 5

Digital Education

Ammba

Birmingham, UK

1 6

Digital Education

Ammba

Birmingham, UK

1 7

1 8

Digital Healthcare

Arts, Fashion, Social Enterprise

COMPANY B

CITY

Publishin g & Internet Software Healthcar e (with digital software)

Digital Life Sciences Ltd

Birmingham, UK

Healthcar e (with digital software)

Fab Lab

Berlin

Technolo gy

Instant Magazine

Medify

FINDINGS OF THE MEETING CITY

Birmingha m, UK

Amsterdam , Netherland s Amsterdam , Netherland s Amsterdam , Netherland s

Relevant meeting, because it concerned developments in Open Data. It also involves two disparate sectors -‐ Arts/Education/Fashion with Open Data Software Services. Possibility to have Linz, Austria, involved with Join the Pipe tap water points around the city and start up a crowdfunding campaign with gumpelMEDIA. -‐

Interesting themes of discussion and pro-‐ activity of the actors.

Medify

Amsterdam , Netherland s

Participating companies already work as cross innovation actors on a daily basis. Cross-‐ fertilization concerns creative digital practice and health. In a way this relationship could be classified 'cross innovation to cross innovation' rather than 'creative to growth’.

Roschier -‐ Technik

Tallinn, Estonia

-‐

Table 12: “Most interesting” meetings selected between other growth vs other growth companies GROWTH

N R

SECTOR

Avionic Aerospace

Aerospace and 2 Defence

Education

COMPANY A

BIOFLY S.r.l.

Sigma Consulting S.r.l.

Animanie

GROWTH FINDINGS OF THE MEETING

SECTOR

COMPANY B

CITY

Energy & Environm ent / ICT and Technolo gy

Prismatter y

Tallinn, Estonia

Rome, Italy

Healthcar e (with digital software)

Medify -‐ Clarifying Healthcare

Amsterdam , Netherland s

Pilsen

Healthcar e (with digital software)

Medify -‐ Clarifying Healthcare

Amsterdam , Netherland s

CITY

Rome, Italy

High-‐performance rechargeable eco-‐ sustainable batteries for lighting systems to be applied in the avionic sector. New ICT application for the medical sector. This is the integration of 2 different platforms: on one side an informative database about pathologies, on the other side a telemedicine monitoring system. Under discussion the cooperation related to delivering animated movies made by children (by Animanie). Films will be used in web application for elderly people.

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Table 13: “Most interesting” meetings selected between creative vs creative companies CREATIVE

N R

SECTOR

COMPANY A

Industrial Design

formquadra t GmbH

Social Creative Industries

CREATIVE CITY Linz, Astria

"Beepart" creativity workshop

Vilnius, Lithuania

SECTOR ICT

Arts and digital solutions

FINDINGS OF THE MEETING

COMPANY B

CITY

Cybertec Services S.r.l.

Rome, Italy

New prototyping techniques for industrial design.

Birmingha m, UK

Next year the two companies are planning to cooperate during preparation for the International Light Festival “Beepositive” stage. Sampad will help Beepart to find artists and will invite them to participate in the festival.

Sampad

3.3 MAIN OUTCOMES The overview table (table 14) provides essential general information about the “most interesting” bilateral meetings, by summarizing the most involved cities, the most impacted sectors, the main limitations and restrictions, the main support and the main areas of collaboration. Table 14: Most interesting bilateral meeting – general information

BILATERAL MEETINGS SELECTED

OTHER GROWTH vs CREATIVE CREATIVE vs CREATIVE OTHER GROWTH vs OTHER GROWTH

MOST INVOLVED CITIES

MOST IMPACTED SECTORS

6 Amsterdam, 5 Birmingham, 5 Warsaw, 4 Rome, etc.

6 Education, 6 Manufacturing, 5 Fashion, 4 ICT, 4 Healthcare,

MAIN LIMITATIONS

MAIN SUPPORTS

-‐ Limited resources: Finance and time -‐ Need support to Not many organize next opportunities meetings

MAIN AREAS OF COLLABORATION -‐

Development of new applications from existing solutions -‐ Technical cooperation to develop new solutions -‐ Development of new ICT applications/solutions

-‐ Birmingham, Linz, Rome, Vilnius

Industrial Design, ICT, Social Creative Industries, Arts and digital solutions

2 Rome, 2 Amsterdam, Tallinn, Pilsen

Manufacturing (Avionic Aerospace), Healthcare, Energy & Environment / ICT and Technology, Education

Business collaboration

NONE

Very small financial support

Business collaboration

NONE

Possible to apply for Horizon2020 funding for technology development

Development of new applications from existing solutions

The analysis focused on the selected meetings among ‘creative’ firms and ‘other growth sector’ companies. The most involved cities were Amsterdam, Warsaw and Rome, taking into account both the

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number of meetings between ‘creative’ companies and ‘other growth sector’ companies and the number of involved cities (see table 15 and figure 7). Table 15: Most involved cities (between creative and other growth companies): meetings-‐companies CITIES

MEETINGS COMPANIES

Amsterdam, Netherlands

Berlin, Germany

Birmingham, UK

Linz, Austria

Lisbon, Portugal

Pilsen, Czech Republic

Rome, Italy

Stockholm, Sweden

Tallinn, Estonia

Vilnius, Lithuania

Warsaw, Poland

TOTAL

Figure 7: most involved cities (between creative and other growth companies)

The most involved cities were Amsterdam, Warsaw and Rome, taking in account both the number of meetings between ‘creative’ companies and ‘other growth sector’ companies and the number of involved cities (see table 16 and figure 8).

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Table 16: Most involved cities (between creative and growth companies) CITIES

CREATIVE

GROWTH

TOTAL

Amsterdam, Netherlands

Berlin

Birmingham, UK

Linz, Austria

Lisbon, Portugal

Pilsen

Rome, Italy

Stockholm, Sweden

Tallinn, Estonia

Vilnius, Lithuania

Warsaw, Poland

TOTAL

Figure 8: Most involved cities (between creative and growth companies)

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The most impacted sectors (by considering ‘creative’ vs ‘other growth sector’ companies) are Education, Fashion and Manufacturing (see table 17 and figure 9). Table 17: Most impacted sectors (between creative and other growth companies)

Creative or Growth

MACRO SECTORS

NUMBER OF COMPANIES

CITIES

COMPANIES -‐ 2 MEETINGS

Creative

Architecture

Lisbon

-‐

Creative

Audio Visual

-‐

Growth

Construction

-‐

Creative

Contemporary Arts

-‐

Creative

Design

Linz

-‐

Growth

Education

2 Birmingham, 2 Pilsen, Linz, Warsaw

Ammba (Birmingham), Animanie (Pilsen)

Growth

Environment & Energy

Tallinn

-‐

Creative

Fashion

2 Warsaw, Amsterdam, Berlin, Rome

Modern Arts Management (Warsaw)

Growth

Financial & Services

-‐

Creative

Games, Multimedia & Web

Linz, Warsaw

-‐

Growth

Healthcare

2 Amsterdam, 2 Birmingham

Medify (Amsterdam), Digital Life Sciences Ltd (Birmingham)

Growth

Heritage

-‐

Growth

ICT

Amsterdam, Birmingham, Rome, Stockholm

-‐

Growth

Manufacturing

2 Rome, 2 Vilnius, Amsterdam, Tallinn

JSC Pakmarkas (Vilnius)

Creative

Mobile & Social Media

-‐

Creative

Music

-‐

Creative

Open Data

-‐

Creative

Performing & Visual Arts

-‐

Growth

Public Administration & Commerce

-‐

Creative

Publishing

-‐

Growth

Retail & Leisure

2 Lisbon

Stufa (Lisbon)

Growth

Society & Social Environment

Amsterdam, Vilnius

-‐

Growth

Technology

Tallinn

-‐

Growth

Tourism

-‐

Growth

Transport & Logistics

-‐

Creative

Data Unlocked

Warsaw

-‐

TOTAL

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Figure 9: Most impacted sectors (between creative and other growth companies)

On the basis of information provided in table 14 about the “most interesting” bilateral meetings, the main outcomes can be presented, as follows. The main areas of collaboration are: A. Development of new applications from existing solutions:

-‐

‘smart battery usage’ especially for electric bikes,

-‐

new innovative mobile application for electric bikes,

-‐

application of domotic systems (based on a secure, internal server that controls multiple elements in a house, from doors, shading, ambient music, televisions, etc.) in selected projects of new construction and refurbishments,

-‐

bus/tram stops’ architecture made by renewable plastics,

-‐

hydric resources savings and optimisation, 30/81

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-‐

application of specific technologies: i.e. digital glossy labels for shoes,

-‐

application of thermo transfer labels (a process in which material is applied to material by using heat) on new materials for apparel.

B. Technical cooperation to develop new solutions: -‐

interactive online store,

-‐

multi-‐functional streaming solutions,

-‐

new technologies and modern functional design in herb-‐growing kits.

C. Development of new ICT applications/solutions: -‐

customised mobile apps,

-‐

medical platform integrating informative database about pathologies and telemedicine monitoring systems.

D. Business collaboration: -‐

high-‐performance eco-‐sustainable rechargeable batteries for lighting systems for the avionic sector,

-‐

eco-‐sustainable lighting systems for urban and artistic spaces,

-‐

distribution of the telemedicine system through the channel of the family/primary care physicians,

-‐

prototyping techniques for industrial design,

-‐

delivering an animation software for schools,

-‐

cooperation between polish foundation (focused on children’s cultural activities) -‐ exchanging educational programmes and exchange of young creatives,

-‐

developments in Open Data involving two disparate Arts/Education/Fashion with Open Data Software Services.

sectors

-‐

MAIN DEVELOPMENTAL NEEDS: E. Strong requirements of adequate financial and human resources to launch collaborations for new product/business development F. Need of support for specific technology transfer actions (e.g. management of relationships among companies at the international level) G. Need of periodic brokerage events and matchmaking initiatives

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H. Need of specialised support in effectively managing the follow-‐up phase of brokerage events MAIN LIMITATIONS AND RESTRICTIONS: I.

No significant barriers have been highlighted, relating to normative and legislative perspectives.

J. The main limitations concern economic resources (money to be allocated to innovative and matchmaking activities), as well as a lack of qualified human resources who can dedicate enough time to long-‐term strategic and international initiatives. ECONOMICAL SUPPORT: K. Horizon2020 has been cited as concrete possibility to fund the technology development. L. On a national level, a proposal has been indicated by the Swedish partner. Sweden offers several different export activities, seminars exhibitions and some small funding on a regional level to cover external costs from small companies to accelerate their internationalisation as the company strengthens its competitiveness. Through the comparison of the outcomes of the innovation audits undertaken by SMEs (i.e. those registered on the Podio platform) and the Matchmaking questionnaires, ‘Education’ and ‘Digital’ are the most cited sectors the companies would like to work in the future (see section 2.2). ‘Education’ and ‘Manufacturing’ were the most frequently addressed sectors during the bilateral meetings in Berlin. Amsterdam, Rome, Birmingham, Stockholm and Berlin are the most cited cities for future cross-‐ sectoral collaborations to be developed. Bilateral meetings promoted some collaborative topics such as applications fostering the protection of the natural environment, sustainability, ICT and education.

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4. LOCAL POLICIES This section highlights the innovation policy drivers which characterise each partner city area. In this way, the Cross Innovation Partnership can propose recommendations for future innovation policies to be supported, in particular by enhancing cross-‐sectoral benefits at the international level.

OVERVIEW OF THE MAIN INDICATIONS TO ACTION FROM THE PARTNER CITIES 4.1

BERLIN offers a fertile ground for such new approaches to implementing innovation processes. They foster innovation and creative labs which provide spaces for an interdisciplinary exchange of information, knowledge and ideas between stakeholders. They support open innovation processes through the diverse potentialities of experiments transcending individual sectors. The Municipality can build on a wide range of economic activities and structures, as well as a high density of training facilities, universities and non-‐university research institutions. LINZ The Creative Linz & Upper Austria Region would focus on the development of new approaches addressing the great societal challenges through Open Innovation (OÖ 2020 – Upper Austrian Operational Programme). Fostering productive links between knowledge-‐intensive business services and manufacturing firms in an ecosystem has been considered as the strategic driver to be followed. The BIRMINGHAM team encourage: cooperation between: o ICT and health companies, o Arts/Education/Fashion and Open Data Software Services; • Increasing attention to the use of natural resources (e.g. applications of recyclable materials, water usage, eco-‐sustainable materials). The use of innovative procurement mechanisms should be encouraged by the public sector in Birmingham. The City Council has and is looking at this and there were proposals to run a Small Business Research Initiative (SBRI) scheme with support from the Technology Strategy Board. The TSB has recently announced such a scheme to support cities in driving innovation in the field of area-‐based energy management, urban mobility and urban management tools. An innovative voucher scheme that allowed SMEs to buy academic and/or creative input should be developed. This is proposed in the European Structural and Innovation Fund strategy (ESIF) •

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AMSTERDAM underlined the importance of promoting alternative ways to finance business development projects (e.g. through crowdfunding). The working-‐team related to the Cross Innovation project visited various incubators and other 'creative places' where cross innovations were initiated and spoke to entrepreneurs and policy makers. ROME underlines some specific programs supporting internationalisation processes of SMEs which have been launched and implemented recently. These examples can be considered to boost the implementation of initiatives concerning the four main key themes: spaces, brokerage, finance and culture-‐based innovation. VILNIUS suggested some actions focused on the inclusion of professionals from the departments of Education, Culture and Sports, Social Affairs and Healthcare, Urban Development, Economy and Investment into an innovation ecosystem together with other stakeholders from the circle of the Municipality. It is crucial to pay more attention to the creation of additional spaces and opportunities for a creative interaction. The aim of such creative interaction would be to accumulate and exchange ideas and information relevant to cross innovation. TALLINN The strategic importance of local innovation policies is to create better opportunities for the development of enterprise and innovation in Tallinn, by envisioning Tallinn as an internationally attractive tourist destination and an innovation-‐minded, balanced and safe urban environment, which is the architect of a new economy. STOCKHOLM The main Swedish strategic policies concern: • the innovation strategy and action program for the Stockholm region that mentions cross-‐disciplinary cooperation as a tool for innovation; • the Creative Stockholm action plan that aims to support the development of cultural and creative industries in the region. Among the main operational recommendations, identifying existing and potential spaces and meeting points where cross innovation takes place, is crucial. WARSAW Internationalisation support programmes for SMEs should be increased. They have to be used to provide support in entering foreign markets (e.g. business trips and promotion of companies/solutions abroad could be co-‐financed by the Polish state or Mazovia region and UE). Financial support at further stages of a company’s development should be encouraged: the support granted not only for newly set up companies, but also the ones already operating in the market. Such support ought to serve the companies that suddenly find themselves in a bad

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financial situation (e.g. due to a financial crisis or unfortunate events, such as relying on the availability of only one company owner). LISBON suggests the creative industries can play an important role in the development of 'creative cities', shifting the focus from (perhaps uninteresting and remote) techno-‐parks to creative places in which people find it both very pleasant to work and live. Local innovation policy should devote more attention to supporting creative firms in designing and implementing successful business models.

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4.2 MOST RELEVANT INNOVATION NEEDS EMERGING FROM THE BROKERAGE MEETINGS AND THE DRIVERS SUGGESTED IN CITY INNOVATION POLICIES

The most relevant innovation needs to emerge from the matchmaking meetings in Berlin and the drivers suggested in partner city innovation policies, are reported in table below (Table 18). Table 18: The declared innovation needs, the main limitations to the innovation: suggestions from the Local Implementation Plans

DECLARED INNOVATION NEEDS AND THE MAIN LIMITATIONS

SUGGESTIONS (FROM LOCAL IMPLEMENTATION PLANS) New funding mechanisms (among others, crowdfunding, voucher, venture capitals)

Financial requirements

Participation in EU H2020 Programme Participation in locally available funding opportunities (e.g. Tallinn, Warsaw)

Support for specific technology transfer actions Periodic brokerage events and matchmaking initiatives Specialised support in effectively managing the follow-‐up phase of brokerage events

Creation of specific spaces devoted to cross-‐ fertilisation and meetings between different innovation actors (e.g. labs in Berlin, initiatives in Stockholm and Vilnius)

Lack of human resources By looking through the Local Implementation Plans, some suggestions can be directly proposed to companies participating in the Cross Innovation project, in order to support their innovation needs and tackle the main limitations to the implementation of new initiatives. New funding mechanisms such as crowdfunding, voucher and venture capital schemes should start addressing the great variety of financial requirements. In the same way, the participation in the EU H2020 Programme, as well as in locally available funding opportunities, have been underlined as initial fund raising actions. Through the creation of specific spaces devoted to cross-‐fertilisation and meetings between different innovation actors (e.g. labs in Berlin, initiatives in Stockholm and Vilnius) the following benefits can be seen for European firms: • support for specific technology transfer actions, • organisation of periodic brokerage events and matchmaking initiatives, • specialised support in effectively managing the follow-‐up phase of brokerage events, • mitigation of the lack of human resources.

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5. CONCLUSIONS This project report has focused on internationalisation drivers and brokerage activities among SMEs from 11 European city areas. The report title “Internationalisation Case Study Report” suggested two foci: the European perspective as well as the information directly linked to the companies used as case studies to analyse the matchmaking activities of the project. The most relevant benefits from this report can be summarised as follows: • to describe the activities performed by the city organisations and companies, highlighting the related positive impacts of cross-‐fertilisation, • to analyse the findings from matchmaking activities between companies (Innovation Interface Berlin, 24 March 2014), • to report the most relevant themes emerging from cross innovation experiences and the future policy drivers identified by partner cities. Each project partner audited firms in order to provide some value-‐added information that was important in the identification of the main themes for matchmaking activities and collaboration among firms. The total number of companies can be subdivided into 2 main categories: companies belonging to ‘creative’ sectors and companies related to ‘other-‐growth’ sectors. The main mechanism in order to reach the key outcomes from the task was the business matchmaking at the Innovation Interface event in Berlin (24 March 2014) promoted by the Senate for Economics, Technology and Research, with the support of the Enterprise Europe Network Berlin-‐Brandenburg. On the website of this brokerage event (B2Match) 105 participants registered and 70 profiles were uploaded (both the demand and offer). The event was extremely successful for the companies involved companies as the analysis in this report shows. By compiling essential information about the “most interesting” bilateral meetings, the main areas of future collaboration identified are: •

•

the development of new applications from existing solutions (e.g. ‘smart battery usage’ especially for electric bikes; application of domotic system in selected projects of new construction and rehabilitations; bus/tram stops’ architecture manufactured from renewable plastics; hydric resources savings and optimisation); technical cooperation to develop new solutions (i.e. interactive online stores; multi-‐ functional streaming solutions; new technologies and modern functional design in herb-‐ growing kits); development of new ICT applications/solutions (e.g. customised mobile apps; medical platforms integrating informative databases about pathologies and telemedicine monitoring systems); establishing business collaborations (e.g. high-‐performance eco-‐sustainable rechargeable batteries in lighting systems for the avionic sector; eco-‐sustainable lighting systems for 37/81

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urban spaces and artistic spaces; distribution of the telemedicine system through the channel of family/primary care physicians; prototyping techniques for industrial design; delivering animation software for schools; developments in Open Data involving disparate sectors – e.g. Arts/Education/Fashion with Open Data Software Services). The main needs identified by the firms in order to implement innovation initiatives concern: •

•

• •

adequate financial and human resources to launch collaborations leading to new products/business development; support for specific technology transfer actions (e.g. management of relationships among companies at the international level); organisation of periodic brokerage events and matchmaking initiatives; specialised support in effectively managing the follow-‐up phase of brokerage events.

The main limitations to developments in innovation regard the economic resources allocated to new thinking and matchmaking activities, as well as a lack of qualified human resources who can dedicate enough time to long-‐term strategic, international initiatives. Last but not least, the Horizon 2020 EU programme has been cited as a concrete possibility to explore in funding developments in technology. Many possibilities of collaboration were born. The brokers selected 35 “most interesting” meetings. Furthermore, the abovementioned meetings were grouped, by the nature of the relationship (e.g. meetings between ‘creative’ companies, between ‘other growth sector’ companies, and among ‘creative’ and ‘other growth sector’ companies) in order to identify potential opportunities for cross-‐collaboration. Through the comparison of the outcomes from innovation audits of firms (registered on the Podio platform) and the Matchmaking questionnaires, ‘Education’ and ‘Digital’ are the most cited sectors the participating companies would like to work with in the future. ‘Education’ and ‘Manufacturing’ were the most frequently addressed sectors during the bilateral meetings in Berlin. Amsterdam, Rome, Birmingham, Stockholm and Berlin are the most cited cities for future cross-‐sectoral collaboration. The bilateral meetings promoted some collaborative topics such as applications fostering the protection of the natural environment, sustainability, ICT and education. Among others, business relationships between ‘Education’ and ‘ICT’ sectors emerged as a collaborative linkage to be fostered. Overall, partner cities are operating in a way closely aligned with the innovation needs which emerged from the innovation audits and the bilateral brokerage event in Berlin. BIRMINGHAM appreciated being able to establish some successful contacts between organisations from their home city and other cities, which emerged during the brokerage event. Some potential collaborations involve two different sectors -‐ Arts/Education/Fashion with Open Data Software

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Services. Moreover, going forward, potential business matchmaking involving companies which work in the intersections between creative digital practice and health, should be supported. Bilateral meetings promoted some collaborative topics such as applications fostering the protection of the natural environment, sustainability, ICT and education. The need of qualified human resources to be allocated to strategic business-‐matching initiatives is relevant. Through the creation of specific spaces devoted to cross-‐fertilisation and meetings between different innovation actors (e.g. labs in Berlin, initiatives in Stockholm and Vilnius), partner cities are encouraging opportunities for business cross innovation networking. In the future, this trend should be supported by identifying tangible and quantifiable outcomes. By looking through the Local Implementation Plans, some suggestions can be directly proposed to participating firms in order to support their innovation needs and tackle the main limitations to the implementation of new initiatives. New funding mechanisms such as crowdfunding, vouchers and venture capital schemes should start addressing financial requirements. In the same way, participation in the EU H2020 Programme, as well as in locally available funding opportunities, has been underlined as potential initial fund raising actions. Through the creation of specific spaces devoted to cross-‐fertilisation and meetings between different innovation actors (e.g. labs in Berlin, initiatives in Stockholm and Vilnius) the following benefits can be partially assured, in the least, to the participating SMEs: • support for specific technology transfer actions; • organisation of periodic brokerage events and matchmaking initiatives; • support in managing the follow-‐up phase of brokerage events; • mitigation of the lack of human resources.

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ANNEX I: INFORMATION FROM PARTNERS

Cross Innovation Internationalisation/Brokerage Framework description from partners

Report Compiled By

Partner name

Report Date

The Cross Innovation project promotes collaborative innovation that happens across sectoral, organisational, technological and geographical boundaries. Comprising a partnership of eleven European cities, the project defines “cross innovation” as: ‘A process by which creative industries share information, co-‐operate and work with other growth sectors to promote new thinking.’ The project started in January 2012 and runs to December 2014, aiming to identify and share good practice in cross innovation across the EU, alongside developing and supporting policies which allow creative industries to work with other growth sectors. Among the project sub-‐themes, the project tackles brokerage -‐ services that build bridges between sectors by connecting cross innovation enablers with beneficiaries. A specific project report dedicated to internationalisation and brokerage activities is under construction. The contribution from each partner is essential in order to depict an exhaustive picture of the initiatives with firms performed during the project. By considering the firms each project partner has already audited, we would kindly ask to provide some value added information that will be very precious in the characterization of the main streams of networking and collaboration among firms. Thank you in advance for your collaboration.

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Among the 10 firms each partner has already audited, please, indicate the main 3 ones

a) Which are most innovative (by considering their recent business ideas, product/service ideas) 1 ___________________________________________________________________ 2 ___________________________________________________________________ 3 ___________________________________________________________________

b) Which are most inclined to internationalisation 1 ___________________________________________________________________ 2 ___________________________________________________________________ 3 ___________________________________________________________________

c) Which are most proactive in the Cross Innovation project activities 1 ___________________________________________________________________ 2 ___________________________________________________________________ 3 ___________________________________________________________________

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By considering the 10 firms each partner has already audited, do any product, initiative, technology emerge as disruptive?

Brief description of the products, initiatives, technologies (with reference to the involved firm)

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ANNEX II: INNOVATION AUDIT

Cross Innovation Internationalisation Brokerage Pro Forma Project Overview The Cross Innovation project promotes collaborative innovation that happens across sectoral, organisational, technological and geographical boundaries. Comprising a partnership of eleven European cities, the project defines “cross innovation” as: ‘A process by which creative industries share information, co-‐operate and work with other growth sectors to promote new thinking.’ The project started in January 2012 and runs to December 2014, aiming to identify and share good practice in cross innovation across the EU, alongside developing and supporting policies which allow creative industries to work with other growth sectors. The project tackles four sub-‐themes: •

•

Smart Incentives -‐ innovative types of finance that enable cross-‐innovation. For example, vouchers, crowd funding, research grants and ‘in-‐kind’ contributions of resources; Culture-‐Based Innovation -‐ schemes that unleash innovation into business and the public sector by introducing artistic and creative practices; Brokerage -‐ services that build bridges between sectors by connecting cross innovation enablers with beneficiaries; Spatial Cross-‐Collaboration -‐ services offered to companies in co-‐working spaces, incubators, fab-‐labs, science parks and local clusters.

The partnership consists of the following organisations: • • • • • • • • • • •

Amsterdam Economic Board (Netherlands) Berlin Senate Department for Economics, Technology and Research (Germany) Birmingham City University (United Kingdom – Lead Partner) Creative Region Company Linz (Austria) Municipality of Lisbon (Portugal) Pilsen 2015 (Czech Republic) Province of Rome, Department of Innovation and Enterprise (Italy) City of Stockholm, Hägersten-‐Liljeholmen City Council (Sweden) Tallinn City Enterprise Board (Estonia) Vilnius City Municipal Government Administration (Lithuania) City of Warsaw (Poland) 43/81

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Internationalisation In the period August 2013 – April 2014, Cross Innovation will focus on Internationalisation activities. The aim of this phase is to identify SMEs from partner cities who are ready and willing to share knowledge beyond city boundaries, with a view to creating new cross innovation relationships. In order to achieve this aim, each of the above partners will profile 5 SMEs from the creative sector in their city and 5 from other growth sectors. Across the partnership this will result in 55 creative SMEs being profiled alongside 55 from other growth sectors -‐ 110 SMEs in total. This Pro Forma allows the Cross Innovation partners to collect the data necessary for the profiling exercise. The data provided will be added to the Cross Innovation website (www.cross-‐ innovation.eu), creating an online database of 110 companies ready and able to internationalise. The database will be used by city brokers to establish 44 new relationships between creative SMEs and those from other growth sectors, across partner cities. (E.g. a digital company from Berlin linking with a health company from Rome). Participating businesses will receive support in completing the Pro Forma, guidance on establishing international connections and advice on suitable funding opportunities. In addition, the database will act as a central promotional tool for participating SMEs. Participating SMEs will also have the possibility to participate in a second round of internationalisation activities, offering funded mobility support to showcase work and develop new cross innovation ideas with project partners. Selections for this round will be made in December 2013. The Internationalisation phase is specifically designed to support businesses that champion international working in Cross Innovation partner cities, with a view to establishing new networks and methods of working across the EU.

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Guidance Notes For Completion The following form is to be completed by the broker appointed by the Cross Innovation partner organisation. Each partner should profile 10 SMEs from their home city: 5 from the creative industries and 5 from other growth sectors. One form should be used for each profiled SME. The form will take about 30-‐45 minutes to complete. Sections 13 and 14 are optional, but it is hoped that the SME will provide this information. When selecting SMEs to participate in the internationalisation exercise, please try and ensure they fulfil the following criteria: Checklist The SME should: • • • •

Be collaboration ready Want to invest time in new relationships Want to internationalise/have an interest in how other countries innovate Want to test new ideas

• Be able to suspend judgement/have an open mind • Want to participate in Local Implementation Group discussions

• Be deep learners rather than surface learners • Have the time to spend on the process, i.e. internationalisation should be a business priority for the SME owner/manager

What to do when the form is completed? After completion, the fully signed original should be sent to Tom Cahill-‐Jones/Alexa Torlo at Birmingham City University, for further processing. Please ensure that the Cross Innovation partner retains a scan or good quality photocopy for their own records, in case of a project audit.

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Name of Company Profiled Report Compiled By Partner name

Report Date

Section 1, Company Details: Contact Name

Trading Address

Position

Contact Number

Postcode

Country

Website

Section 2, Company Details – Further Information: Sector of Company

Number of Employees How long has the company been Trading?

Section 3: About Your Company – Summary for the Website (250 words max) Please add details here:

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Section 4: Which other Growth Sectors or Creative Sectors has the company worked with?

Please add details here. (If a creative SME, please focus on other growth sectors; if an SME from an other growth sector, please focus on creative SMEs):

Section 5: Were any of these relationships particularly rewarding and why? Please add details here:

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Section 6: What other sectors would the company like to work with in the future? Health

Digital

Education

Heritage

Manufacturing

Public services

Transport

Other (please state)

Section 7: How does the company think it could benefit from other sectors’ input? Please add details here:

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Section 8: How does the SME think it could benefit other sectors (i.e. what can the SME offer)? Please add details here:

Section 9: To what extent would the SME be prepared to share information? Please add details here:

Section 10: How would the SME describe its potential for cross innovation? Please add details here:

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Section 11: Out of the 11 Cross Innovation Partner Cities are there any particular cities with which the SME would like to form a new relationship and why? Please add details here:

Section 12: Are there any particular organisations outside the SME’s home country, with which it would like to connect? (Name, City). Please add details here:

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Section 13 (optional): A Case Study Example providing insight into how the company works on Cross Innovation projects. Project Name Sector of company Creative sector(s) involved Other growth sector(s) involved Briefly, what was the creative skill/practice/thinking, which was shared? Briefly, what was the new product/service/thinking, which was generated? Which finance instruments were used to support the process? Which spaces were used to support the process? Which brokers supported the process? Which policies supported the process?

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Section 14 (optional): Additional Information Which networks does the company engage with? Where does the company showcase its work? Which spaces does the company use to meet people? Where does the company go to find/develop new ideas? How would the company describe a successful partnership? Any other comments?

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Signed on behalf of the Cross Innovation project

Position

Signed

Date

Signed on behalf of the company

Position

Signed

Date

Definition

“Company” means the company receiving the assistance as named in Section 1. “Cross-‐ Innovation” ‘By the term cross innovation we understand a process by which creative industries share information, collaborate and work with other growth sectors to promote new thinking.’

Data Protection

BCU complies with the requirements of the Data Protection Acts as amended. BCU will store and process information on computer to assist with record keeping, statistical and research purposes. To facilitate on going communication, information may be shared with the following partner organisations: European Commission and agents working on each organisation’s behalf. I agree that the information given by the company may be used in the ways set out above.

Intellectual Property

Rights to intellectual property of whatever sort generated by each of the parties through their own staff will remain the exclusive property of the company. It is the responsibility of the Company to ensure all content and images provided by the Company adhere to all copyright law. Any images provided by BCU will adhere to copyright law.

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ANNEX III: NETWORKING ACTIVITIES COOPERATION PROFILE Profile type:

¡

Cooperation offer

¡

Cooperation request

Title: ___________________________________________________________________________________ Description: (Introduction: Max. 5 lines in which the product, technology or service is described in an understandable and concise way. A potential partner should immediately know what it is all about. Innovative aspects and main advantages/benefits: 5-‐10 lines on the innovative, special and/or unique characteristics and main advantages/benefits. Market segments: Where do you think this technology/service can be best applied / used? Type and qualification of co-‐operation partner: Describe the most relevant requirements.) … … … Cooperation sought:

Offered

Request

Research co-‐operation

¨

Technical co-‐operation

¨

License agreement

¨

Manufacturing agreement

¨

Sales/Distribution

¨

Investment/Financing

¨

Other type of co-‐operation

¨

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ANNEX IV: MATCHING QUESTIONNAIRE

FOLLOW-‐UP OF THE INNOVATION INTERFACE WORKSHOP OF BERLIN

To be filled in for each of the bilateral meetings held by the SMEs you involved in the Innovation Interface Workshop of Berlin. 1. Companies involved in the meeting (name and nationality) Company A: _____________________________________ Company B: _____________________________________ 2. Operating sector of each company Company A: _____________________________________ Company B: _____________________________________ 3. Please specify the belonging category of each company Company A Company B

CREATIVE SECTOR

GROWING SECTOR

¨ ¨

4. Findings of the meeting (topics/arguments dealt, ideas, hints, challenges, etc.) _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ _________ 5. Opportunities for collaboration emerged _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ _________

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6. Opportunities for the development of the collaboration (types of new products, services, business, etc.) _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ 7. Any restrictions and/or limitations to the development of the collaboration (i.e. barriers to internationalization, regulatory constraints, etc.) _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ 8. Presence in your country of opportunity to provide economic and financial support to the development of the collaboration (please report also possible past opportunities that at the moment are no more available) _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ 9. Presence in your country of policies and initiatives to support the collaboration (please report also possible past opportunities that at the moment are no more available) _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________ Note and further useful information _______________________________________________________________________________________ _______________________________________________________________________________________ _______________________________________________________________________________________

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ANNEX V: “MOST INTERESTING” SELECTED MEETINGS “Most interesting” meetings between CREATIVE vs GROWTH companies have been presented here below1. Table 19: Meeting between Markus Schmeiduch and Stufa

OPPORTUNITIES FOR COLLABORATION SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

Markus Schmeiduch CREATIVE SECTOR CITY

Stufa GROWTH SECTOR CITY

Creative Sector, Design, Linz, Austria Retail Lisbon, Portugal UX, UI, Mobile, Interaction Cooperation perspective on retailing/reselling Product in Austria (and Germany). Cooperation perspective on designing & developing a Mobile App General agreement on co-‐working between Lisbon & Linz on creative/design project

Table 20: Meeting between Cybertec Services S.r.l. and MATELIER Lda

OPPORTUNITIES FOR COLLABORATION SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

Cybertec Services S.r.l. CREATIVE SECTOR CITY

MATELIER Lda GROWTH SECTOR CITY

Architecture, Construction, Lisbon, Portugal ICT Rome, Italy Rehabilitation, Interior Design Application of domotic system (based on a secure, internal server that controls multiple elements in a house, from doors, shading, ambient music, television, etc.) in selected projects of new construction and rehabilitations

None The system was presented by Cybertec to MATELIER can be applied in selected projects of new construction and/or rehabilitations.

Table 21: Meeting between Transmisje Online and Naxom

Transmisje Online CREATIVE SECTOR CITY Games, Multimedia

OPPORTUNITIES FOR COLLABORATION

Warsaw, Poland

Naxom GROWTH SECTOR CITY Web’ and ‘IT'

Stockholm, Sweden

Technological collaboration possibilities in creating multi-‐functional streaming solution (software and hardware)

Preliminary guideline note: possible lacks of information depend on the variable level of information assured by the companies. In any case all the meetings have been reported in order to allow future further integration of details.

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SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

Many policies of supporting technological transfer, R&D and technology commercialization at different levels, as well as Innovative Warsaw. 2012-‐2020 policy.

Some more brokerage and financial support may be needed to make the collaboration happen and go deeper than buyer-‐provider model. Future technological partnership in developing new solutions On a national level Sweden offer several different export activities, seminars exhibitions and on a regional level in Stockholm we finance external costs of small companies to accelerate their internationalization as the company strengthens its competitiveness. The internationalization must be level-‐raising for the company i.e. development beyond ordinary marketing. For companies with no prior experience of internationalization applies to part of the development effort can finance an internationalization plan. For firms with experience in internationalization, an internationalization strategy is the application date. The companies themselves must provide at least 50 percent of total eligible development costs cash and can earn between 50 000 and 250 000. We don´t have these possibilities on a City level, due to legislation. Internationalisation support programmes for SMEs used to provide support in entering foreign markets. Business trips, promotion of company/solution abroad could be co-‐ financed by the Polish state or Mazovia region and UE. Allocation of funds re-‐opens in 2015 though.

Table 22: Meeting between Modern Arts Management and Rexest Group

MODERN ARTS MANAGEMENT CREATIVE SECTOR CITY

REXEST GROUP GROWTH SECTOR CITY

Fashion and Industrial Poland Manufacturing Estonia Design Collaboration opportunities between functional design and renewable materials manufacturing.

OPPORTUNITIES FOR COLLABORATION SUPPORT

RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS

NOTE

Internationalization support programmes for SMEs used to provide support in entering foreign markets. Business trips, promotion of company/solution abroad could be co-‐ financed by the Polish state or Mazovia region and UE. Allocation of funds re-‐opens in 2015 though. NO Modern Arts Management proposed to develop bus/tram stops architecture made by renewable plastics manufactured by Rexest Group to address cities in their need for modern, ecological design. Cities could also have access to recyclable material (household plastic waste) which could make the price of the product competitive.

Table 23: Meeting between "Beepart" creativity workshop and Biofly S.r.l.

OPPORTUNITIES FOR COLLABORATION SUPPORT RESTRICTIONS AND/OR LIMITATIONS

Beepart creativity workshop CREATIVE SECTOR CITY

Biofly S.r.l. GROWTH SECTOR CITY

Social creative Vilnius, Lithuania Avionic, Aerospace Rome, Italy industries Installation of eco-‐sustainable lighting systems in urban spaces; creation of artistic spaces. A twofold support is needed: • human resources to be dedicated to the project;

• adequate funding. Lack of past expertise and resources 58/81

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Further conference calls and bilateral meetings

NEXT STEPS NOTE

Table 24: Meeting between Digital Life Sciences Ltd and Sigma Consulting S.r.l.

Digital Life Sciences Ltd CREATIVE SECTOR CITY Digital Healthcare

OPPORTUNITIES FOR COLLABORATION SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

Birmingham, UK

Sigma Consulting S.r.l. GROWTH SECTOR CITY

Aerospace and Defence

Rome, Italy

Distribution of the telemedicine system through the channel of the family/primary care physicians

Collaboration details to be investigated.

Table 25: Meeting between Modern Arts and Stufa

OPPORTUNITIES FOR COLLABORATION SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

Modern Arts Management CREATIVE SECTOR CITY

Stufa GROWTH SECTOR CITY Retail Lisbon, Portugal

Fashion and Industrial Warsaw, Poland Design Implementation of new technologies and modern functional design into herb-‐growing kits Whole line of “new technologies-‐UX-‐gardening-‐design” products could be developed Idea: adding temperature/humidity sensors to the kits, alarming user when some action is needed, improving user experience, added value to the product, making the product stand out and difficult to replace by competition thanks to the know-‐how component.

-‐

Definitely financing – how to implement technologies and design to the product while maintaining affordable production costs and market price. Extensive product development process should be applied to make the project feasible, mobility support would be useful. Both parties should probably meet again for a deeper product development workshop

Table 26: Meeting between VANMOOF and Prismattery

VANMOOF CREATIVE SECTOR Creative Manufacturing

OPPORTUNITIES FOR COLLABORATION SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

Prismattery GROWTH SECTOR CITY

CITY Amsterdam, Netherlands

Energy & Environment / ICT and Technology

Tallinn, Estonia

New innovative mobile application for electric bike. Opportunity to supply Prismattery technology to Vanmoof Possible to apply for Horizon2020 funding for technology development NO

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Table 27: Meeting between Data Unlocked and Animanie

OPPORTUNITIES FOR COLLABORATION SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

Data Unlocked CREATIVE SECTOR CITY Vintom Experts Warsaw, Poland

Animanie GROWTH SECTOR CITY education Pilsen Discussing a cooperation related to delivering an animation software for schools

Table 28: Meeting between KA-‐MO S.r.l. e JSC Pakmarkas

OPPORTUNITIES FOR COLLABORATION

SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

KA-‐MO S.r.l. CREATIVE SECTOR CITY Design, Manufacturing

Rome, Italy

JSC Pakmarkas GROWTH SECTOR CITY Packing and marking

Vilnius, Lithuania

The main topic we discussed was labeling on the shoes, since KA-‐MO SLR specializes in design and trade of homemade sandals. The companies have discussed details about service provision and they are already in the stage of talking about the contract. We agreed that we will provide use of our technologies to put digital glossy labels on their shoes. These labels indicate from what type of materials these shoes are made from as well as the name of the manufacturing company No None

Table 29: Meeting between BY BORRE e JSC Pakmarkas

OPPORTUNITIES FOR COLLABORATION

SUPPORT RESTRICTIONS AND/OR LIMITATIONS

BY BORRE CREATIVE SECTOR Textile innovation and development (fashion)

CITY Amsterdam, Netherlands

JSC Pakmarkas GROWTH SECTOR CITY Packing and marking

Vilnius, Lithuania

Thermo transfer labels (a process in which material is applied to material by using heat) to collaborate on providing them thermo transfer labels on apparel. We have a proven technology for thermo labeling on wool. At the same time, we are doing trials with a new technology for other materials, such as silk, bamboo and cotton. These trials will take around half of the year. Not many opportunities. There might be some funding opportunities during the period of EU Structural Funds 2014-‐2020. JSC Pakmarkas will be monitoring the calls for proposals and use them, whenever possible.

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They keep in contact and already are talking about technical work-‐specific details

NEXT STEPS NOTE

Currently, By Borre does not require thermo transfer labeling on the wool, since their work depends on the customer requirements. Currently they are working with silk, bamboo and cotton. JSC Pakmarkas does not have a time-‐tested technology to work with these materials. However, By Borre will start working with wool in around half of the year. In the mean time, JSC Pakmarkas are doing testing with materials, that they are currently working with. Development of collaboration might depend on the success of our trials. However, in any case JSC Pakmarkas will be able to cooperate with By Borre and work with wool in a few months. Table 30: Meeting between Hedoco and Animanie

Hedoco CREATIVE SECTOR Audiovisual, Education, Fashion, Design, ICT

CITY

Warsaw, Poland

Animanie GROWTH SECTOR CITY education Pilsen

OPPORTUNITIES FOR COLLABORATION SUPPORT

Potential cooperation between Polish foundation (focused on children cultural activities) -‐ exchanging educational programmes and exchange of young creatives

RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

Table 31: Meeting between MAKE DESIGN OPEN and Data Unlocked

MAKE DESIGN OPEN CREATIVE SECTOR CITY

Consultancy and Software Services (with Birmingham, UK open data) This is a potential opportunity concerning developments in Open Data. It also involves two disparate sectors -‐ Arts/Education/Fashion with Open Data Software Services. Arts, Education, Fashion, ICT, Social Enterprise

OPPORTUNITIES FOR COLLABORATION SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

Data Unlocked GROWTH SECTOR CITY

Linz, Austria

Table 32: Meeting between GumpelMEDIA and Join the Pipe

OPPORTUNITIES FOR COLLABORATION SUPPORT

GumpelMEDIA CREATIVE SECTOR CITY Digital Media Linz

Join the Pipe GROWTH SECTOR CITY Non-‐profit Amsterdam

Possibility to place as many as possible Join the Pipe tap water points around the city of Linz and start up a crowdfunding campaign with gumpelMEDIA None. There are no programs that support financial cooperation/crossovers

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RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS

The time that is necessary to start up this project between JTP and gumpelMEDIA

NOTE

There is a possibility to have this collaboration going when there are more people at Join the Pipe that have the time to set up this crowdfunding campaign

Table 33: Meeting between Ammba and Instant Magazine

Ammba CREATIVE SECTOR

RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

CITY

Publishing & Internet Software There is a clear opportunity for collaboration and business Digital Education

OPPORTUNITIES FOR COLLABORATION SUPPORT

Instant Magazine GROWTH SECTOR CITY

Birmingham

Amsterdam

None. There are no programs that support financial cooperation/crossovers. No barriers or regulatory constraints visible Appointment in the very near future to explain the Instant Magazine tool to Ammba

Table 34: Meeting between Ammba and Medify

Ammba CREATIVE SECTOR SECTOR

Healthcare (with Amsterdam digital software) I liked that it was very interactive, first all together, and then their own choice based on subject. This will take you straight to a topic that you want to talk about and that is interesting for your company The idea that was developed during the workshop is a good example of a possible collaboration. After the workshop there was still some contact, but unfortunately there was no appointment made. This will happen in the near future None. There are no programs that support financial cooperation/crossovers. In our cluster strategy we stimulate crossovers, but there is no program developed yet. To really bring ideas to execution it might be good to connect a prize or competition in the workshops that are given. It is difficult for start-‐ups to make appointments internationally because of lack of time and money. A little funding or help in another form would be of great help for the start-‐ups involved. Digital Education

OPPORTUNITIES FOR COLLABORATION

SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

Medify GROWTH SECTOR CITY

Birmingham, UK

Table 35: Meeting between Digital Life Sciences Ltd and Medify

Digital Life Sciences Ltd CREATIVE SECTOR CITY Digital Healthcare

Birmingham, UK

Medify GROWTH SECTOR CITY Healthcare (with digital software)

Amsterdam

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OPPORTUNITIES FOR COLLABORATION SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

Two companies which are both cross innovating already on a daily basis, working, as they both do, on the intersections between creative digital practice and health. In a way this relationship could be classified 'cross innovation to cross innovation' rather than 'creative to growth’. We know that Robin (digital) is developing some very interesting ideas in this field, so that would be good to follow up.

None. There are no programs that support financial cooperation/crossovers. In our cluster strategy we stimulate crossovers, but there is no program developed yet. To really bring ideas to execution it might be good to connect a prize or competition in the workshops that are given. It is difficult for start-‐ups to make appointments internationally because of lack of time and money. A little funding or help in another form would be of great help for the start-‐ups involved.

Table 36: Meeting between Fab Lab and Roschier -‐ Technik

OPPORTUNITIES FOR COLLABORATION SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

Fab Lab CREATIVE SECTOR

Arts, Fashion, Social Enterprise

Roschier – Technik GROWTH SECTOR CITY Technology Tallinn, Estonia

CITY Berlin

“Most interesting” meetings selected between GROWTH vs GROWTH companies: Table 37: Meeting between Prismattery and Biofly

Prismattery SECTOR Energy & Environment / ICT and Technology

OPPORTUNITIES FOR COLLABORATION SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

BIOFLY CITY

SECTOR

CITY

Tallinn

Avionic Aerospace

Rome

High-‐performance rechargeable eco-‐sustainable batteries for lighting systems to be applied in the avionic sector

Light signalling devices for airports with new innovative energy storage technology Evaluation of opportunities to apply for Horizon2020 funding for technology development -‐

Cooperation possibility detected, further discussions needed

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Table 38: Meeting between Sigma Consulting S. r.l. and Medify -‐ Clarifying Healthcare

Sigma Consulting S.r.l. SECTOR CITY Aerospace and Defence Rome, Italy

OPPORTUNITIES FOR COLLABORATION SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

Medify -‐ Clarifying Healthcare SECTOR CITY

Healthcare (with digital Amsterdam, software) Netherlands New ICT application for the medical sector. This is the integration of 2 different platforms: on one side an informative database about pathologies, on the other side a telemedicine monitoring system

Evaluation of opportunities to apply for European funding calls

Definition of the details for a business partnership and a technical collaboration

Table 39: Meeting between Animanie and Medify -‐ Clarifying Healthcare

Animanie SECTOR

Healthcare (with digital Amsterdam, software) Netherlands Discussing cooperation related to delivering animated movies made by children (by Animanie). Films will be used for web application for elder people.

Education

OPPORTUNITIES FOR COLLABORATION SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

CITY

Medify -‐ Clarifying Healthcare SECTOR CITY

Pilsen

“Most interesting”* meetings selected between CREATIVE vs CREATIVE companies: Table 40: Meeting between Formquadrat GmbH and Cybertec Services S.r.l.

OPPORTUNITIES FOR COLLABORATION SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

formquadrat GmbH SECTOR CITY Industrial Design Linz, Austria

Cybertec Services S.r.l. SECTOR CITY ICT Rome, Italy

New prototyping techniques for the industrial design

Collaboration details to be further investigated

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Table 41: Meeting between "Beepart" creativity workshop and Sampad

OPPORTUNITIES FOR COLLABORATION SUPPORT RESTRICTIONS AND/OR LIMITATIONS NEXT STEPS NOTE

"Beepart" creativity workshop SECTOR CITY

Sampad SECTOR

CITY

Social Creative Vilnius, Lithuania Arts and digital Birmingham, UK Industries solutions Next year the two companies are planning to cooperate during the preparation for International Light Festival “Beepositive” stage. Sampad will help Beepart to find artists and will invite them to participate in the festival. Very small financial support -‐ The two companies have decided to exchange the relevant information and contact each other whenever there is a call for application submission or other funding opportunities for cultural projects and festivals.

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ANNEX VI: LOCAL IMPLEMENTATION PLANS -‐ EXCERPTS The present section is dedicated to overview the best contributions from the partner cities to the innovation policies. Some excerpts from the implementation plan of each single city will be proposed in order to directly look it up in the original documentation. Instrument to support the enterprises: NETHERLAND AMSTERDAM Policies on the creativity industries and issues and activities in Amsterdam related to this industry are quite various. From an overview made by the city of Amsterdam (Amsterdam 2012) we can conclude that of the 11 policies taken into account, only three did not address the issue of crossovers (or cross-‐innovations). So, we can conclude that cross-‐innovations are definitely part of the innovation policy-‐agenda of Amsterdam. Below we analyze the 'cross-‐innovation'-‐ infrastructure of Amsterdam on four aspects: brokerage (between industries), finance, cultural, and spaces. Brokerage An open-‐minded culture, together with a heterogeneous economy ensures that different industries are able to connect with each other. The Amsterdam Economic Board (part of the municipality of Amsterdam) has an important task in this connection process since it serves seven different industries and stimulates those to cooperate. Just as information and communication technology can cross-‐innovation be regarded as an industry that squares other industries. This means that cross-‐innovation is not limited to connecting the creative industry to just one industry but to, in principle, any industry, and that the creative industry will be in many cases not just a supplier but a partner or co-‐creator. Finance Amsterdam has a big financial centre but the current economic and financial crisis is having a severe impact on this industry. Several banks have downsized their activities and their working staff and the amount of credit provided to business, especially SMEs, has decreased tremendously. As a result the economy is slowing down and, at the same time, entrepreneurs and SMEs are looking for alternative ways to finance their business development projects. Crowdfunding, the practice of funding a project or venture by raising many small amounts of money from a large number of people, typically via the Internet, is, perhaps, therefore a means that is becoming increasingly popular to use to collect credit to finance your business activities. In a recent study by Douw & Koren and Motivaction (October 2013) about how citizens think about the potential of

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crowdfunding, it showed that 57% of the respondents consider crowdfunding as a good alternative to financing by banks, 46% consider crowdfunding as supportive to the restoration of trust (confidence) in our economy, and 45% holds the opinion that the government should stimulate crowdfunding initiatives. According to another report by Douw & Koren for the Ministry of Economic Affairs in 2012 11.4 million Euros was raised by crowdfunding and for 2015 it was predicted that this amount of money would grow to 250 million euro. Also from a more qualitative perspective it appears that crowdfunding will have a prominent position in the financial landscape. A report by VNIU refers to the slogan 'Everyone should become a banker' and provides many examples of crowdfunding platforms. In addition they see the crowdfunding-‐trend as part of a wider change in the financial landscape including the rise of complementary currencies and other peer-‐to-‐peer services (like car renting and car sharing) (VNIU, 2012). Cultural With culture we refer to all concrete artistic activities that people and organizations carry out within an institutional context. Activities such as sport and private artistic activities (e.g., playing piano at home) are not included. Amsterdam has always been the cultural capital of the Netherlands. It is an important historical explanation for why the creative industry is so large as compared to other cities or regions in the Netherlands. Nevertheless, despite the many initiatives in the cultural sector it is not necessarily the case that these initiatives are naturally followed by new initiatives with regard to cross-‐innovations. Of course, the cultural sector can establish a 'climate' in which people get inspired and get creative and are willing to set up new creative businesses. But one should be aware that this linkage is difficult to prove. Especially with regard to the evaluation of innovation policies in general and cross-‐innovation policies in particular, investments in the cultural sector are difficult to link to innovation and therefore receive a lot of criticism from those involved with defending and promoting commercial interests. The creative industry can play a vital role in defending the use and necessity of the cultural industry, not only from a cultural perspective but also from a cross-‐innovation perspective since entrepreneurs are convinced that a lively cultural sector is important for their industry and for the overall well-‐being of the city they live in and in which they want to do business. Spaces Amsterdam has initiated quite a lot of policy-‐initiatives on this issue (see Bureau Broedplaatsen, 2012). A reason could be that it might be the most easy, direct and visible way to stimulate companies and entrepreneurs to set up cross-‐innovation initiatives. From the innovation policy related documents we have read w e have the feeling that this type of policy has reached its saturation point. That is, the provision of spaces for creative entrepreneurs is mainly organized by commercial companies meaning that they have more or less taken over the role of Amsterdam.

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Nevertheless, the current economic crises and its bad consequences for the real estate industry in Amsterdam can lead to Amsterdam taking up again a more extensive role in this field of policy. Findings and recommendations for the Amsterdam-‐region Based on our interviews, city-‐visits, an expert-‐workshop, and analysing relevant policy documents we formulated seven recommendations for improving innovation policy within the Amsterdam region with regard to initiating and developing creativity-‐sector-‐based cross-‐innovation. 1. Cross-‐innovation really needs to be defined as innovation, meaning that we only speak about cross-‐innovation if cross-‐innovation types of products and services are implemented into the market. For governmental policy this means that the success rate of cross-‐innovation policies can be measured by, for instance, the amount of implemented cross-‐innovations supported by the local government. This means a significant shift from an input-‐based policy (with indicators such as the amount of companies that have been linked with each other (matchmaking) to output-‐based policy. 2. If we adopt this definition of cross-‐innovation with an emphasis on implementation, we also advise to shift the focus and the accompanying innovation policy resources (e.g., money, man power) more to the later phases of the cross-‐innovation process (Workshop Amsterdam Economic Board, 2013). In the first phases of the cross-‐innovation process, the so-‐called 'ideation'-‐phase the main activities are finding potential business partners, brainstorming, defining innovating cross-‐innovation concepts, and building prototypes. Although the first phases are not easy, in general they require fewer resources than the latter phases of the cross-‐ innovation process where the activities are more focused on doing pilots and working on the actual implementation of the cross-‐innovation. However, the further companies go into the cross-‐innovation process, the closer they get to the moment of (market) implementation, the more resources and support they need. However, currently, most of the innovation policy resources are devoted to the first phases of the cross-‐innovation process where cross-‐innovation initiatives by various companies do not need much support as opposed to the latter phases where, as has just been stated, more efforts are required. 3. Due to the economic and financial crisis the Amsterdam-‐region has less budget for developing and implementing innovation policies, despite the acknowledged importance of (cross-‐) innovation for promoting economic growth. We recommend focusing the required limited policy efforts on those cross-‐innovation initiatives that not only are interesting from a commercial perspective but also address a societal goal. By this, we prevent the benefits of too many cross-‐ innovation initiatives accruing only to a limited set of people (those involved in the development of the cross-‐innovation) instead of to a larger community. In doing this, we address two problems at the same time: lower economic growth and increasing societal problems. To do 68/81

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this, the Amsterdam-‐region can use the 'grand challenges' as they have been described in the Lund-‐declaration. For these challenges to be applicable to the Amsterdam-‐region these (international) challenges need to be redefined on a geographical scale that is in line with the Amsterdam-‐region. Furthermore, it will probably show that certain grand challenges do not directly apply to the Amsterdam-‐region, regardless of on which scale these are defined. In particular we advise the city of Amsterdam to incorporate these societal demands and challenges in the development of the Amsterdam Metropolitan Solutions Institute (AMS). The goal of this new initiative is to use applied technology for addressing city-‐specific goals thereby strengthening the innovative and economic power of Amsterdam and its region. By asking potential partners to incorporate these grand challenges in their research plans the specific societal problems and issues are addressed as well. However, to assess these plans on this aspect the city of Amsterdam should translate the 'grand challenges' into local challenges or demands. That is, the grand challenges are currently defined at a global scale and to be applicable to the local situation in Amsterdam they must be formulated at a more specific level of detail. Moreover, it has to be determined which grand challenges are the most relevant to the specific situation in Amsterdam. Nevertheless, during a few workshops with participants from the city of Amsterdam and related organizations involved with innovation, it was suggested that using the grand challenges as a starting point for cross-‐innovation might be too narrow and as a result certain innovation opportunities will not be spotted (Workshop Amsterdam Economic Board, 2013). This concern of missing opportunities is based on the (correct) notion that (cross-‐) innovation processes are inherently uncertain. Therefore, innovation policy-‐makers at the city of Amsterdam should balance the need for focus of the innovation policies with the possible unexpected outcomes of innovation processes and that might not be entirely within that predefined focus. Another consideration on this issue, that might sharpen the focus of the innovation policy, is to concentrate on those grand challenges that connect to your economic and innovative strengths (Interview with Dany Jacobs). 4. To overcome the negative influence of the polarization of the innovation policy in the Amsterdam-‐region we suggest considering cross-‐innovation as a sector in itself. As a sector that is diametrically opposed to the other top-‐industries. As such, the creative industry can show its added value to other industries by facilitating initiatives between industries (see also Economic Development Board Amsterdam, March 2011). For this, the creative industry must also communicate to both industries and the Dutch national government that 'real' innovation often takes place at the crossroads of different industries. The creative industry can help these industries both from a process-‐side (by facilitating these innovation processes) and a content-‐ side (by providing good, fresh ideas and creativity -‐ related technologies, such as gaming-‐ technology). As such the creative industry can help those industries that have difficulties in becoming more innovative. Be aware that it is not only a matter of connecting the creative

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industry to the 'traditional' industries, but also, or perhaps more, the other way around (Workshop Amsterdam Economic Board, 2013; Interview with Edwin Oskam). 5. Cross-‐innovation can also be a way for the creative industry to address the problem of finding financial support for their innovation activities. That is, it shows that the financial industry still finds it difficult to understand the business of the creative industry and to assess its potential economic and financial value. Innovation alliances between companies from the creative industry and companies from other industries can give creative companies better and easier access to financial capital because companies from non-‐creative industries are more trust worthy than creative companies. Financial institutions have experience in doing business with traditional industries and find the creative industry too risky to provide quick and easy access to their capital. 6. If the city of Amsterdam has the true ambition to promote cross-‐innovations by linking the creative industry with other industries, it should also pay attention to 'creative workers'. According to a study done by Lee & Rodriquez-‐Pose (Lee & Rodriquez-‐Pose, 2013) governmental innovation policy should aim much more on 'creative workers' than on the creative industry itself. That is, creative workers are not only to be found in the creative industry itself, but also in other industries in which various employees carry out 'creative tasks'. By just focusing on the creative industry, the cross-‐innovation policy in particular and the policy focused on the creative industry in general of Amsterdam would not be directed fully to the right recipients. Strengthening the creative industry would therefore also mean focusing on creative workers in other industries. In addition, according to the study by Lee & Rodriquez-‐Pose, a strong relation can be found to the presence and amount of 'creative workers' and the level of innovation in that industry. This link is even stronger than between the creative industry and innovation. 7. Besides the role of the creative industry as juxtaposed to other economic industries (sectors), the creative industry can also be positioned between the cultural sector and economic industries such as finance, retail, informatics, logistics, and food. As such, the creative industry functions as an intermediary translating the insights and productions from the cultural domain in to possible new business ideas not only for its own industry but especially for the other economic industries. An almost direct and linear line can be drawn from the cultural domain, through the creative industry to the other economic industries. It would be tempting to reverse this line and ask economic industries what they would like to have for business opportunities and on the basis of that the creative industry could approach the cultural sector. But we don't think that this would be a wise strategy because this would endanger the 'artistic freedom'. And it is this artistic freedom by which the 'cultural expert' can show its added value to the creative and other industries. Just like how the 'scientific freedom' of scientists can add value to innovation businesses because scientists have all the freedom and independence to think about new and

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fundamental research. Too much influence on their scientific agenda means that their output does not lead to radical innovations but merely to incremental innovations. Excerpt from DEVELOPING LOCAL POLICIES FOR INITIATING AND IMPLEMENTING CREATIVE-‐SECTOR BASED CROSS INNOVATIONS: FINDINGS FROM THE AMSTERDAM REGION PATRICK A. VAN DER DUIN & MIKE SHULMEISTER

Instrument to support the enterprises: GERMANY BERLIN In early 2013, Project Future commissioned the Leibniz Institute for Regional Development and Structural Planning to conduct research together with the Geography Department at the Humboldt-‐Universität zu Berlin to provide an overview of the phenomenon of innovation and creative labs. The data on the Berlin labs was gathered through desktop research, with follow-‐up telephone interviews as needed to confirm or supplement the information collected. In Berlin, there is a demand for venues and rooms facilitating these new forms of economic activity, as well as for the open spaces needed to test business models and experiment with ideas. Berlin is connected with a certain lifestyle (“the place to be”), a profile which is also perceived internationally. The city’s image, informed by its urban ambience, cultural and creative scene, workshops, studios, and free spaces, as well as the chance to try out new forms of work here, attracts creative and talented people from Germany and abroad. Innovation and creative labs represent a new economic development in the city. Today, fewer innovations are developed in closed laboratories. Instead, it is interdisciplinary collaborations and the integration of the creative economy as an intersectoral sector that holds out the promise of decisive successes in innovative processes. Against this background, innovation and creative labs provide spaces for an interdisciplinary exchange of information, knowledge and ideas between stakeholders. They support open innovation processes through the diverse potentialities of experiments transcending an individual sector. The following types of labs have been identified in Berlin: Grassroots labs, coworking labs, company-‐owned labs, research and university-‐affiliated labs, incubators and accelerators as well as temporary lab formats in the shape of events. Berlin offers a fertile ground for such new approaches to implementing innovation processes. Here, Berlin can build on a wide range of economic activities and structures, as well as a high density of training facilities, universities and non-‐university research institutions. In addition, Berlin is a location where it has been possible to realise showcase initiatives with an international profile which have led to mutually reinforcing effects. Such initiatives include, for example, Aufbau Haus and Planet Modulor, betahaus and T-‐Labs. Ultimately, Berlin is clearly developing into a location where new models for innovative spaces can be born and tested, and even exported to other locations – as is apparent, for example, in the opening of a further UFA Labs in Cologne.

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Berlin evidently offers the chance to test out and utilize a range of diverse creative methods and innovative solutions at one location. At the same time, the city is strongly associated with a ‘non-‐ conformist’ image – in other words, it is a place where novelty and the new are tolerated and accepted. In particular, this has allowed niches to be developed through grassroots and coworking formats that facilitate participative forms of exchange and interaction. It is precisely these opportunities that companies, including major corporations, find attractive, since this image of Berlin encourages thinking and working outside the box. Innovation and creative labs are spaces in the city for trying out, testing, experimenting and implementing ideas and creativity. Labs create spaces for creative practices supporting innovation processes. They facilitate encounters and meetings between various stakeholders from creative minds to innovators, start-‐ups, investors, scientists and scholars, enthusiasts, the curious and others from a range of different specialist and economic sectors. While in company-‐owned labs, creative practices are strongly directed to defined goals, other labs create spaces for open experimentation and creative chaos. Berlin has a broad spectrum of lab models. Excerpt from local implementation plan

Instrument to support the enterprises: UK BIRMINGHAM • Aston University has run and is hoping to set up a renewed scheme of innovation vouchers; these however offer money to buy the time of local researchers and are not specifically focused on the creative industries. • An innovation vouchers scheme that allowed SMEs to buy academic and/or creative input should be developed. • The use of innovative Procurement mechanisms should be encouraged by the public sector in Birmingham. The City Council has and is looking at this and there were proposals to run an SBRI scheme with support from the TSB. The TSB has recently announced such a scheme to support cities in driving innovation in the field of area based energy management, urban mobility and urban management tools. • Venture Capital schemes such as creative advantage should be extended so that there are a range of financial support schemes available • Significant funds are available from national bodies such as the TSB, NESTA and the Arts Council and the supported brokerages should promote the take up of such funds and other support from e.g. UKTI Excerpt from local implementation plan

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Instrument to support the enterprises: CZECH REBUBLIC PILSEN Guidance on the types of policies which already exist in Pilsen to support CI, and an indication of how Pilsen’s city strategies might develop in order to better support cross-‐working. Instrument to support the enterprises: ITALY ROME It is therefore essential to accelerate the processes of involvement and awareness of professionals and emerging enterprises, enabling tools to increase the opportunities to meet and stimulate more suitable guidelines to be designed to act in a cross innovation context. In this perspective, through participation in the European project on cross innovation the Province of Rome intends to continue the path undertaken in recent years, by identifying new targets and tracking guidelines that stimulate the local production to implement within their own processes and its own corporate policies unconventional working methods that characterize the practices of cross innovation. The Province of Rome aims to enhance a widespread phenomenon of cross innovation, in line with the local economical fabric, its complexity and potentiality, the well-‐framed system of infrastructures, the wealth of the education provided and the efforts to reduce the digital divide. Through four main key items: spaces, brokerage, finance and culture-‐based innovation, recommendations would create a progressive path, close to the concepts of cooperation and participation more than top-‐direction one. Excerpt from local implementation plan Some specific programmes to support internationalization processes of SMEs have been launched and implemented in the most recent months. These examples can be taken in consideration to boost the implementation of initiatives concerning the abovementioned key topics. Instrument to support the enterprises: SWEDEN STOCKHOLM Cross innovation support in Stockholm today There are several strategies and initiatives in Stockholm today that support the idea of cross innovation. The main strategic policies are 1) the innovation strategy and action programme for the Stockholm region that mentions cross-‐disciplinary cooperation as a tool for innovation and 2) the Creative Stockholm action plan that aims to support the development of cultural and creative industries in the region. Some examples of concrete activities that support cross innovation are 1) Innovative Kultur, an

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initiative that supports innovative cultural ideas where culture and businesses join forces, 2) OpenLab, where different fields of research come together to solve societal challenges regarding healthcare, environmental sustainability and infrastructure, 3) Stockholm School of Entrepreneurship, that uses holistic and cross-‐disciplinary tools and methods to develop new business ideas, and 4) Transit and other regional incubators that supports the cultural and creative industries. Recommendations Two main recommendations are suggested: 1) Highlight the importance of cross innovation, cross-‐ sectorial cooperation and creative industries in the existing innovation strategies and initiatives. Increase the knowledge about how cross innovation occurs today in the region and identify the key players. 2) Analyse and identify existing and potential spaces and meeting points where cross innovation take place. Support the development of Telefonplan and other areas that have been identified as potential creative clusters, so that they may reach a “critical mass”. Excerpt from local implementation plan

Instrument to support the enterprises: ESTONIA TALLIN Introduction to the Estonia’s society and economy, by citing the new economic growth based on differentiation, unique skills, productivity and new investments. Reasonings about local innovation policies based on the Enterprise and Innovation Strategy (hereinafter the strategy) is to create better opportunities for the development of enterprise and innovation in Tallinn, and in this way, to increase the competitiveness of Tallinn as a city and region. This strategy determines the developmental trends for enterprise and innovation, consolidates the activities of the various fields of activity into an integrated base document, and creates the preconditions for the long-‐term planning of the city’s policies and activities in various fields of activity. The basis for Tallinn’s Enterprise and Innovation Strategy 2014–2018 is the national framework document called the Estonian Entrepreneurial Growth Strategy 2014–2020 and Estonia’s research, development and innovation strategy called Knowledge-‐based Estonia 2014–2020. The strategy is also based on Tallinn’s main strategic documents, such Strategy Tallinn 2030 and the Tallinn Development Plan for 2014–2020, which envision Tallinn as an internationally attractive tourist destination and an innovation-‐minded, balanced and safe urban environment, which is the architect of a new economy. Excerpt from local implementation plan

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Instrument to support the enterprises: LITHUANIA VILINUS The most valuable reasonings about innovation policies can be summarized as follows: • To abandon “top down” innovation programming, perceived as exceptionally a subject for state policy and to exchange it with the aim to systematically promote local innovation activities rising “bottom up” together with SMEs, organizations and individuals who are creating these innovation activities. To supplement the existing state policy that promotes innovation “from the above” with discussions about the need for innovation in Vilnius in general. Such a discussion should comprise aspects of social, economic and cultural development. • To widen the circle of municipality representatives responsible for creative industries promotion by including professionals from the departments of Education, Culture and Sports, Social Affairs and Healthcare, Urban Development, Economy and Investment. To connect cultural aspects of creative industries with SMB promotion programme in city strategic planning documents. Instead of striving to promote innovation sporadically, to create an eco-‐system promoting innovation and innovation contexts. • Regarding the fact that the EU and Lithuanian innovation policies are based on a consistent but limited theoretical model, it is necessary to spread the extended concept of creative innovation as knowledge cycle that comprises also social and cultural contexts. • Based on the suggested innovation model and regarding the mentioned experience of the UK with the help of the Department of Statistics to conduct a quantitative evaluation of linkages between creative industries and traditional industry sectors in Vilnius. Such an evaluation would reveal how many creative products and services companies purchase; how many employees of creative professions work in the analyzed field; what is the deeper scope of the linkages between these sectors. • Creative innovation is directly linked with institutional, informational and cultural innovation environment that is an essential part of the innovation ecosystem mentioned in the 2nd recommendation. Therefore it is crucial to pay more attention to the development and improvement of this environment by creating more spaces and opportunities for a creative interaction. The aim of such creative interaction would be to accumulate and exchange ideas and information relevant to innovation. • Besides the city efforts to attract large and innovative foreign companies, it would be very useful to also attract as many as possible creative and innovative individuals and to preserve individuals already living in the city. The creation of before-‐mentioned environment is one of the opportunities to achieve this goal. • As it was mentioned before, the efforts of various institutions to improve the innovativeness of both Lithuania’s and Vilnius society and economy currently lack linkages. Although

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creative innovation and cross-‐innovation topics are new, they have the potential of integrating these efforts. Therefore it is highly recommended to make use of the participation in the project “Cross Innovation” and to organize a discussion based on the project results in order to tackle these topics together with social partners. Excerpt from local implementation plan

Instrument to support the enterprises: POLAND WARSAW Internationalisation support programmes for SMEs used to provide support in entering foreign markets (such as business trips, promotion of company/solution abroad could be co-‐financed by the Polish state or Mazovia region and UE). Note: allocation of funds re-‐opens in 2015. The financial help in the form of so called ”start-‐up package”, understood as a specific sum granted for companies at the beginning of their activities, intended to satisfy the first basic expenses (e.g. purchasing some equipment), ideas of financial alleviations offered at the beginning of a company’s activities (e.g. in the form of tax relief that concern purchasing the necessary work devices instead of paying a part of taxes, preferential rates of rent or a temporary reduction of contributions to the ZUS (the National Insurance System), delaying their payment in time). Financial support at further stages of a company’s development: the support granted not only for newly set up companies, but also the ones already existing on the market. Such support ought to serve the companies that suddenly find themselves in a bad financial situation (e.g. due to a financial crisis or unfortunate events, such as the illness of a company owner). Excerpt from local implementation plan

Instrument to support the enterprises: AUSTRIA LINZ Background situation in the region of Upper Austria Manufacturing is dominant in Upper Austria, particularly the automotive, mechanical engineering, metal processing, chemicals, plastics, paper, wood and automation sectors. These highly specialised sectors have made Upper Austria the nation’s most export-‐oriented region. Despite this good performance in manufacturing, it is apparent that the development of knowledge-‐intensive services is increasingly lagging behind the rest of Europe, and that opportunities to transform existing manufacturing strongholds through service innovation are not being realised to a satisfactory extent. Furthermore the regional policy mix is focusing primarily on technology-‐ oriented innovation and has no systemic approach to raise service sector potentials. (See ESIC PB 2014).

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It is important for the region of Upper Austria to open itself more to the trend towards the service society (especially to emphasize knowledge-‐based enterprise-‐oriented services), to address the protagonists of the creative economy & community with various well-‐aimed measures and to make its existing creative potential more visible. Because knowledge-‐based services and the creative economy are growth sectors and drivers of innovation and a strong, healthy, high value-‐added services sector is essential for the efficient operation of a modern economy, facilitating commercial transactions and enabling the production and delivery of other high value added goods and services. Under these framework conditions, Creative Region Linz & Upper Austria (CREATIVE REGION) positioned itself as a central hub within the creative network. A network study published in May 2014 by the Vienna research institute FAS. Research shows the dynamic development of the cultural and creative industries in Linz and Upper Austria. Compared to the study made in 2009 the situation in Linz and Upper Austria improved considerably, especially in relation to other Austrian regions. A cluster analysis places Upper Austria second after Vienna as a creative community whose central hub is the CREATIVE REGION. One of the important findings of this study is the fact that ”The Upper Austrian CCIs managed to achieve something extra-‐ordinary –and that is to create a bridge to the classic industry and traditional companies“ (FAS.Research 2014). This is why it can be clearly demonstrated that the first phase of its development from March 2012 onwards (consultancy, funding, networking…) ran very successfully. Alongside the further professionalization of these key activities as well as the strengthening of the synergy-‐building with similar actors in the regional landscape (tech2b, Pre-‐Incubators/Start-‐Up Community), new priorities have been set for the next years. The focus shall now be put on the phase of the opening of the CREATIVE REGION towards the following top priorities: •

•

Development of new approaches addressing the great societal challenges through Open Innovation and considering the growing importance of the Creative Communities (OÖ 2020 – Upper Austrian Operational Programme) Fostering productive links between knowledge intensive business services and manufacturing firms in an ecosystem setting by looking into the role of design, by developing a systemic approach to the development of deeply specialized creative services as well as other KIBS. (ESIC SARUA 2013)

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Beyond industry classification: creative trident approach (Nesta 2013)

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Next growth, revenue, business models and eco systems

Service Innovation: measures, strategies and instruments 1) Focus on all comprehensive knowledge and innovation forms

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The innovation funding is, in most cases, to a large extent still focused on research and technology oriented innovation. Although this orientation is certainly important and should be part of the regional policy, it is not sufficient to exploit the full potential of regional innovation capacities. Therefore all forms of knowledge and innovation should be considered. 2) Development of an integrated framework The design of user and design oriented service innovation (new product-‐service systems) needs adapted strategies and methods (design research, design thinking and business modelling). 3) Incentives for the cooperation between classic industrial companies (production) and the creative community The processing industry in Europe and Upper Austria outperforms the global competition through its highly technical expertise and engineering capabilities – this is particularly valid for small and medium enterprises. However these companies often lack the needed creativity and readiness to cooperate, in order to market their highly technologized and specialised products by involving the user perspective in the development process. In order to overcome this hurdle, the cooperation with creative service suppliers (designers, marketing experts, social media, etc.) should be strengthened. 4) Increase the educational offer for the development of knowledge and competencies through service design and engineering, innovation management in the service area Secure the supply of skilled labour by working on the well-‐known brain drain of especially young people by developing new curricula in which in-‐depth engineering knowledge are combined with courses in business, strategy, design, environment or policy to create a new generation of engineers. (ESIC SARUA 2013) 5) Innovation vouchers for the access to know-‐how about service innovation Companies in knowledge intensive, networked and collaborative industrial sectors increasingly face hurdles towards innovation that are induced by the current risk adversity, the uncertainty over the future market developments, the institutionalised innovation processes and the lack of specialised knowledge (like in the field of digital strategy building, creative competencies, etc.). The ownership on a highly technical and sophisticated product is no longer a guarantee for market success. Some of these “soft” barriers could be overcome through the cooperation with external experts and service suppliers who help companies to think „out of the box“ and into new pathways and look at possible options and opportunities from a different perspective. The innovation and industrial policies should therefore support companies who pro-‐actively seek cooperation with other actors within the innovative environment. Demand oriented innovation vouchers can encourage organisations to look for new thinking and acting through the use of service innovation (in the field of creativity, research and development, consultancy, trainings) and in such a way overcome system-‐intrinsic innovation barriers. The vouchers additionally

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facilitate the cooperation between the voucher receivers and service suppliers which leads in an ideal case to the development of new or improved products and services. The vouchers can be used to think over the own service models or to develop new concepts for the interaction with existing business partners and customers. 6) Development and launching a cross-‐disciplinary Service Factory where leading edge research, education and entrepreneurs meet and work together. Through the establishment of an inter-‐ and trans-‐disciplinary location (interface) it becomes possible for Upper Austria to bring together the most important ”ingredients“ related to innovation, including engineering, business and creative services as well as design with the ultimate goal to bring together the regional production basis with the user-‐centred design, innovation competencies and service-‐ based business models. Functions of the Service Lab •

Touch-‐point, contact point, meeting point, learning and working room between the creative community, academia and industry

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Development of really customer oriented services and involvement of creative, cultural and aesthetic aspects in products and services

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Collaborative environment for students, researchers, companies and practitioners (Co-‐ Working approach)

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Incubation

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Symbiosis of state-‐of-‐the-‐art conceptual thinking and cross-‐disciplinary hands-‐on actions

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Links and Hubs to international expertise

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Tools and methods for the management of service processes/Service innovation /Product-‐ Service-‐Systems (business models)

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Strategic programming along the real needs of regional industrial companies and the great societal challenges

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Initiation of cooperative innovation projects (pilot projects or Communities of Practice) in the area of services that are close to industry, technology oriented and knowledge-‐based, as well as service and design oriented services that enable the implantation of new business models (COM 2013, ASW3_DLS)

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Centre for educational offers to develop knowledge and competencies in service design, engineering and innovation, innovation management in the service sector, etc.

Elements and modules of the Service Lab The elements of the Service Lab should reflect the above described innovation concept from both

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the content and function perspective as well as from a location/architectural one. Potential users of the innovation centre should be involved at an early stage in the conception of the individual modules in order to get the opportunity to have their needs accordingly served. The Service Lab is a living Innovation Network with inter-‐correlated modular functions like innovation cells, living labs or premises for the settlement of spin-‐offs and start-‐ups from the region. •

Co-‐Innovation & transformation cells are project groups consisting of companies and innovative actors (Innovative & Creative Communities) which are temporarily brought together for a specific project.

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Living Labs for the joint research of the impact and acceptance of new transformative product-‐service systems or new features in existing services, products and processes under practical conditions and with the involvement of end users.

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Service centre for founders to support companies and public institutions to develop service innovation. For example, existing service models could be evaluated, new demands and new markets for not-‐yet-‐existing services could be identified and investigated, the information and capital flows within the supplier chain could be newly designed, new service concepts could be drafted and tested, as well as new market gateways for companies could be identified.

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So called Smart-‐Up areas for young companies that develop (provide) the sustainable and transformative products and services, Learn and Research network consisting of Universities of Applied Sciences, the Johannes Kepler University and other suppliers of knowledge. Excerpt from CoCreative & Service Lab in the (former) Tobacco Factory Linz Creative thinking, design doing and innovation for the grand Societal Challenges Cross Innovation Local Implementation Plan

Instrument to support the enterprises: PORTUGAL LISBON •

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Defining a business idea is not the most difficult part but to develop and implement a viable business model is the greatest challenge. Local innovation policy should therefore devote more attention to this aspect. Between the creative industry and other industries there are differences in terms of the 'business language', types of knowledge and how to approach customers. For instance, the creative industry has difficulties in 'proving' how to make money and therefore it is 80/81

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extremely difficult to get sufficient financial support from banks, which think in old-‐ fashioned business models. The creative industries can play an important role in the development of 'creative cities', shifting the focus from (arguably boring) techno-‐parks to creative places in which people find it both very pleasant to work and live. Excerpt from local implementation plan

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