The Business Innovator Issue 3 by The Business Incubator

The Entrepreneurâ&#x20AC;&#x2122;s Sherpa Guiding entrepreneurs to reach new heights

Equalising Opportunity About inclusivity and economic empowerment

The Economics Of Innovation

jobs and growth through innovation

European funding for startups and scaleups

Business Sans FrontiĂ¨res

Find out how European research and business organisations now have a bridge to Brazil, China and the US

Issue 3: Summer 2017 Sponsored by

EUROPEAN RESEARCH AND INNOVATION CENTRE OF EXCELLENCE IN CHINA

Where do you want to grow today?

European Research and Innovation Centres in Brazil, China and the US Within the next few months, three networks of European Research & Innovation Centres will be established in Brazil (CebraBIC), China (Ericena) and the US (NearUS). These Centres will provide a wide range of services to European stakeholders (research organisations, universities, startups, SMEs, entrepreneurs, etc.) that are aiming to expand to or to collaborate with research & innovation organisations from Brazil, China or the US.

More information: contact@eucentres.eu These projects have received funding from the European Unionâ&#x20AC;&#x2122;s Horizon 2020 research and innovation programme under grant agreements Numbers 733531; 733554; 733286

theForeword

Back in the eighties, the Business and Innovation Centres (EU|BICs) were born from a European Commission initiative coming from what is now called the

Future Forward

Directorate General for Regional Policy. EU|BICs were designed to bring increased economic growth and development to the regions. In order to provide quality accreditation and enhance cooperation, it was decided to create EBN, the European BIC Network as the umbrella association. Now, after almost 40 years, the EU|BICs have proven to be a tool for regional economic growth. Some years ago the European Court of Auditors compared EBNâ&#x20AC;&#x2122;s accredited incubators (EU|BICs) with other EU-funded business support organisations, and the numbers indeed showed that EU|BICs were significantly better

delivering

high-quality,

sustainable jobs and businesses. Every year, EBN launches a quality survey among its members to verify the quality criteria are fulfilled by all the EU|BICs. This focus on quality creates a network of excellence, with standards replicated all over Europe and beyond. Beyond, because although EBN was born in the European Union (the European Community back then) the EU|BIC label is getting such recognition that members from Brazil, China, Egypt, India, Jordan, Lebanon,

Russia,

South

Africa,

Switzerland, Taiwan, Tunisia, etc want to join the network and become accredited following the EU|BIC quality criteria. EBN

Innovative entrepreneurs that go beyond the

exchange best practices and discuss

standards outside the EU boundaries, EBN

line

with

obstacles and reinvent their boundaries are

the different innovation ecosystems in

together

third-party

looking for the support of our members; the

which our members are developing

European

EU|BICs that are helping them to build on

their daily activities.

with

promoting members, the

the

organisations

and

Commission,

launching

establishment

three

the

their ideas and make them become a reality.

European

This issue also shows examples of these

Research and Innovation Centres in Brazil,

entrepreneurs:

China and the US. Collaboration with

Germany), StableLab (WestBIC, Ireland),

these countries is getting stronger and

Optimitive

bridges to them are getting shorter. There

Promeditec ( BIC Friuli Venezia Giulia - Italy).

is more information on the Centres in this issue of the magazine. But EBN continually reinvents itself, and

Motius

(BIC

(Gate

Araba,

Garching-

Spain)

and

EBN is above all a network. The synergies

Patrick Valverde

and best practices shared among its

President, EBN

members

make

EBN

the

network

we have revised the EU|BIC criteria and

excellence that I was referring to above. We

adapted

thinking.

will meet again in the Paris Region this July,

Innovation means finding solutions for the

for the annual EBN Congress. In a spa city,

challenge we encounter in our lives.

just 15 minutes by train from Paris, we will

them

current

We look forward to seeing you there!

Sponsored by

www.ebn.eu Summer 2017

theContent

TheForeword

ThePolicy

TheLastWord

Pg 1: Future Forward

Pg 42: The Economics Of

Pg 64: An Open World

Innovation

Philippe Vanrie talks about the need to

Kristin Schreiber reveals the variety of

remain open and creative in a changing

support mechanisms the EU offers to

geopolitical landscape

note

from

Patrick

Valverde,

EBN

President

TheCongress Pg 20: Open For Business

innovative startups and SMEs

Marta Gรณmez takes us through the 2017

TheSpotlight

EBN Congress agenda and its special

Pg: 52: Putting Poland On The

features

Innovation Map

TheResult Pg 28: Results That Speak A look at the best performing incubatees

Raffaele

Buompane

gives

comprehensive overview of Poland, its history and the current policies that are shaping its innovation sector

across the network, and an inside glance at an Italian incubator

ThePeople Pg 58: New Beginnings EBN wishes luck and success to some of the family who have moved on after years of service and to others who have recently joined us

TheMembers Pg 62: New Arrivals EBN welcomes the new additions to our our growing network of global members

4 Summer 2017

theContent

TheFeature Pg 6: Business Sans Frontières Robert Sanders and Laura Lecci look at EBN’s international activities that help forge new roads for European innovators in international markets

Pg 14: The Entrepreneur’s Sherpa Manju Bansal explains how the SAP Startup Focus delivers to startups and big corporates enabling both to benefit

Pg 22: Equalising Opportunity

Janis Bowdler explains the need to power economic

opportunity

and

how

J.P.

Morgan is achieving this

Pg 36: The Responsible Response Chiara Davalli encapsulates the learnings from EBN’s engagement in Responsible Research and Innovation projects over the last five years

Pg 46: The Numbers Game Giordano Dichter offers insight into the statistics behind innovation, and the need to involve the human component

TheOpinion

Pg: 35: A Kaleidoscope Of

Pg: 13: Talking Trade Madi

Sharma

speaks

out

Opportunity for

the

Tom Mancuso walks us through the many

entrepreneur who is passed over in big

ways an incubator can positively impact

trade deals

and serve client needs using a multifaceted approach to stay relevant and

Pg: 27: The Winds Of Change

engaged

From Startup Manifesto to a truly unified Sponsored by

European startup ecosystem, Karen Boers

Pg: 41: To Stay Or Not To Stay

encourages us to get involved in a

Jane Lambert writes about Intellectual

movement that serves entrepreneurs

property and the impact on this, post Brexit, for entrepreneurs on the Continent and in the UK

Pg: 51: Teach A Man To Fish Marie Longserre delivers insight into the world of coaching and mentoring, to remind us that long-term views and creativity are vital components

Pg: 61: Design’s Role In Innovation Rozina Spinnoy informs us of the need to

incorporate design thinking into every level of innovation in order to benefit all segments of society

Summer 2017

Business Sans FrontiĂ¨res

theFeature

Robert Sanders and Laura Lecci show us how EBN International is helping European companies enter new markets around the globe

In our increasingly connected world people and ideas can easily move from one country or continent to another, and news and information travel fast as distances are shortened. Technology, research and innovation are overcoming borders as well, giving rise to all sorts of new business opportunities. The reasons why companies are interested in ‘going global’ and entering international markets may vary, and at the point of entry different strategies may be employed, with different expectations and performance goals. Evidently, increasing revenue and profit is often a key goal, but boosting innovation potential is also desirable, as developing a client base internationally can support new product and service development. Although, in general terms, internationalisation often refers to corporate players deploying strategies on a global scale, small companies can internationalise successfully with limited resources if they focus on the right opportunities. Adopting this focused approach to global development can make companies potentially more successful, and offers routes to developing a larger client base and additional opportunities to expand. In order to create new partnerships and the opportunities they might generate, public and private initiatives are aiming to enhance international collaboration, and innovation actors are trying to attract or locate the best talent to global hotspots in their given sector.

Growing pace

New international projects

There is an increasing need therefore, to

To support our members’ soft landing

stimulate and support startups and SMEs

programmes EBN has been scouting areas

that have the potential to grow fast

for funding opportunities via different

internationally, so that they are not left

organisations such as the EC and the

behind by their peers and competitors.

World Bank. The EBN team has been

The recent acceleration of globalisation

promoting our members and developing

offers a unique opportunity to collaborate

initiatives in India, Brazil, the Middle East,

Russia, and Southeast Asia.

innovative

business

ideas

being

developed by entrepreneurs located all over the world.

At EBN we are entering a new phase in our international story with the acquisition

EBN Membership now reflects this

of three strategic EC contracts that will

international dimension, and the network is

offer EBN Members and their client

a rich source of partnerships from many

companies

countries and regions. The EBN Secretariat

international connections into these three

regularly

foreign

countries – the US, China and Brazil. EBN

delegations, and we have organised study

is a strategic partner in three new H2020

and innovation tours to destinations such

projects (that fall under the same call for

as the US and China.

proposals) and are very much aligned with

welcomes

visiting

Whilst firmly anchored within Europe’s

long-term

platform

EBN’s and the EU|BICs’ core business.

innovation ecosystem, EBN members and

The challenge of this EC call is clear, “…to

their client companies are actively seeking

create a network of centres in the world's

global

most dynamic and innovative countries

opportunities

and

international

business development.

and regions that will connect and support

EBN’s Internationalisation Service brings

European researchers and entrepreneurs

together a network of business incubation

globally, in order to strengthen the position

programmes that provide assistance to

of Europe as a world leader in science,

innovative companies under the support of

technology and innovation.”

incubators and cluster organisations. EBN members are providing assistance to

companies

for

their

It was appropriate therefore that EBN was

invited

join

the

consortia

international

addressing this challenge for the US, China

expansion by offering easy and practical

and Brazil. The three Centres will be

solutions from ‘smart take-off’ to ‘soft

designed to help European companies and

landing’. This ensures that businesses

researchers to better access international

entering, or expanding into new markets

partnerships in the three target countries.

are introduced more effectively and with lower risks.

Let’s take a closer look at each initiative and the main services of each structure.

EUROPEAN RESEARCH AND INNOVATION CENTRE OF EXCELLENCE IN CHINA

Summer 2017

theFeature

CEBRABIC: Centre for Europe-Brazil Business and Innovation Cooperation

ERICENA: European Research Innovation Centre of Excellence in China

NearUS: Network for European Research and Innovation Acceleration in the US

The CEBRABIC network will support the

ERICENA is the European Research and

NearUS will establish the Network of

creation

for

Innovation Centre of Excellence in China,

Centres

Brazil,

and will reinforce the leadership of Europe

Innovation as a central contact point for

stimulating demand and cooperation. The

in research and innovation (R&I) by

support to EU research and innovation

Centre will not only provide support-based

promoting European science, technology

actors

services (network, advice, training, etc.), but

and innovation (STI) interests in China. It

seeking collaboration with and in the US.

also

services,

will connect and support entry of European

regional

researchers and entrepreneurs to the

innovation hubs and external service

Chinese market. ERICENA will provide a

providers and seeking linkages to the

wide range of services for its clients

private industrial sector and to investors.

(European

This will enable CEBRABIC to address

organisations,

knowledge-intensive sectors, offering a

entrepreneurs)

service portfolio that corresponds to an

through

integrated

financial self-sustainability.

R&I&B

European

opportunities

organisations

technology-related

leveraging

the

network

approach

towards

the

innovation value chain that stimulates research-to-market collaborative projects.

research

and

startups,

different

SMEs

services

and

One coordination ‘node’ in the US

(at EBN, Brussels) (at InBIA, Orlando) •

Two physical ‘landing hubs’: NearUS West Coast Hub in San Francisco Bay Area at the European American Enterprise Council; and NearUS East Coast Hub in Boston

•

The service portfolio of ERICENA intends

USA, with plans to expand the

the project lifetime five more regional hubs

addressing the needs and interests of its

The network will be built on strong existing

will be set up.

European clients in the Chinese market and

ties in both countries and will ensure

maximising the benefits of their activities

access to EU organisations from all EU

Creating research and business

and presence in China. The service

Member States and US actors from all over

opportunities for European

portfolio is structured into six main areas:

the US. A variety of services will be

•

NearUS network over four years

•

Networking

developed and proposed to customers

market

•

Advice and support on

(startups, companies, researchers) by the

internationalisation

network during a pilot phase, then the

Advocacy on responsible research

centres and their pilot activity will be

and innovation

evaluated and the activity optimised where

•

Opportunities for workplace

necessary so as to ensure the sustainable

secondment and exchange

implementation after the project ends.

•

Design and pilot of public/private funding mechanisms

Research2Market and Business2Business

•

Promotion, awareness raising and

cooperation,

capacity building

opportunities,

Stimulating the demand for •

services in Brazil Ensuring optimal conditions for a sustainable internationalisation of European research and business organisations to the Brazilian market •

diverse,

organisations in the Brazilian

European technologically-oriented •

and

Five Associate Hubs across the

and Brasilia in the first instance, and during

CEBRABIC aims at:

comprehensive

universities)

•

achieve

and five regional hubs will follow. be

SMEs,

and

One coordination ‘node’ in Europe

The first centre will be located in Beijing,

The centre will be located in Sao Paolo

(startups,

Research

•

revenues to

European

The NearUS Network will include:

technology

generating

Encouraging cooperation among

Services will target Research2Research, such

working

ERICENA will offer tailor-made services

organisations,

innovation and business (R&I&B)

with an in-depth knowledge of the Chinese

investors, boot camps, providing work

organisations

context, improving the understanding of

space

The lead organisation on this project is IPK

the existing infrastructures and techno-

programmes. All services will be allocated

Fraunhofer.

logical resources in China.

via an open and transparent selection

8 Summer 2017

business

European and Brazilian research,

and

pitching

matchmaking visits

potential acceleration

theFeature mechanism. 60 associated partners from the EU and the US support the NearUS

The Dutch Experience of Soft Landing

Network, with more associated partners

“Startup locally and act globally. This is the smart approach. This is what most startups

expected in the future.

are looking for nowadays. Business Development Friesland (BDF) and their Inqubator

Under the leadership of DLR, EBN has teamed up with InBIA and, together, as the

Leeuwarden facilitate global-driven startups from Friesland with ‘soft landing’ options made possible by the EBN network.”

innovation networks in the consortium, we

“One of the best international entrepreneurial cooperations was with the ANCES

will drive the activities of the Centre. We

network and EOI from Madrid. They sent three startup entrepreneurs from Spain, to us,

have collaborated with InBIA over the

residing for a month in Leeuwarden, to explore the possibilities of expanding their

years, and now have a concrete workplan

business to the Netherlands. These Spanish entrepreneurs have opened their eyes to

to collaborate on international activities for

international sales to Dutch startups. The Dutch startups could see for themselves the

our respective members.

possibilities for startups to go international, and this has really created a positive vibe among our Dutch startups. BDF is a strong supporter of opening possibilities for international sales. When determining your market, take a look at the international

The big picture The overall approach for the three Centre projects is similar; stakeholders from research (universities, research institutes and networks), innovation (science parks, incubators, accelerators, funding agencies) and business (startups and SMEs) are the main beneficiaries of these initiatives. They will

receive

tailored,

business-oriented

services, supporting information sharing

market too, it’s a big world out there!” “Recently we have become the facilitator for a fast-track programme in the Netherlands for non-EU entrepreneurs aiming to start their own firm in the Netherlands. These entrepreneurs can apply for a residence permit, but it is obligatory to be guided by an experienced mentor (facilitator). We are honoured to have been selected for this role and the related task of assessing and evaluating the added value of these startups to the Dutch economy. Our evaluation will be taken in consideration by the immigration agency when deciding on whether to provide a permanent permit or not. Pretty cool and a powerful acquisition tool for our region.” Lennard Drogendijk. Business Development Friesland

and capacity building/training, promoting networking events and market research visits, providing relocation and soft-landing services. European companies and researchers can express their interest in one or more of the international centres and apply to receive

information

activities

and

events, training sessions and B2B, R2R and R2B matchmaking.

“Jose and Sonsoles, founders from two different Spanish startups arrived in November 2016. We opened up our network and introduced them, gave them personal coaching, let them join our group

What’s more…

workshops, and encouraged them to be

Promoting the excellence of European

loved it, even though they could only stay

science, technology and innovation means

part of the incubator’s community. They for a brief month. We have maintained

meeting the challenges of competitiveness

contact, and a few months later, we have

and creating high-quality jobs. Doing this

started to cooperate in new (EU-funded)

internationally

projects with them. To us this is the

means

increasing

the

success of these challenges.

essence of engaging in international soft

The key is to find trusted partners and

landing and projects; not solely for short

work in synergy with them, to create fertile

duration of the mentoring period, but the

ecosystems where new ideas meet new

chance to build long-lasting partnerships

skills and competences, and create the

and collaborations that evolve - both for

future. A future where new markets create

us and the entrepreneurs. We hope that

a whole new universe of opportunity.

our international startups will do the

EBN offers the opportunity to access

same and consequently build up their

these international centres of European

network abroad, increasing the impact

research and innovation. For more details

and their reach.”

please contact Robert.Sanders@ebn.eu or Laura.Lecci@ebn.eu.

Jannet de Jong, Incubator Manager StartHub, Wageningen

Summer 2017

theFeature

A view from SPI, coordinator of ERICENA

face with different organisations; this requires time and building of trust. Markets in Brazil, China, the US and Southeast

Asia

are

definitely

very

attractive, but require local support to find partners and help with local business. We support

companies

potential

clients;

training

and

identifying

provide

consulting,

R&D

services

across

different sectors: agro-food, healthcare, tourism, environment, ICT and software, higher

education

establishing

and

contacts

government; with

local

government authorities, industrial parks, S&T entities, investment agencies, etc. SPI also conducts market studies and organises missions to these markets and has seen that Brazil, China, the US and Southeast Asia have a lot of potential for EU companies” Sara Medina is a member of the Board of SPI (www.spieurope.eu), an international management

consultancy

A short note on NearUS from InBIA

company

created in 1997 as an active centre of national

and

international

networks

connected to SMEs and innovation sectors. SPI has more than 75 full-time staff from ten different nationalities located in the various offices of the company (Portugal, Spain, China, Singapore and the US).

“

We support companies in identifying potential clients; provide consulting, training and R&D services across different sectors

“Having a physical presence in China

We asked Kirstie Chadwick, President &

and the US since 1999 has allowed us to

CEO of InBIA, how they will engage their

support European companies in the

members in the initiative.

internationalisation

10 Summer 2017

process

these

“InBIA’s Soft Landings designation is a

markets. We quickly understood that, in

two-year

order to be able to consider entering the

entrepreneurship

Chinese markets, a physical presence

foreign companies. Credibility, visibility,

was needed. You need to go to China

and access to programmes through the

many times in order to interact face-to-

State Department and the European

accreditation centres

provided that

serve

theFeature

“This recent recognition brings to light the myriad resources available to foreign

“

companies in Southeast Ohio,” she said.

InBIA’s Soft Landings designation is a two-year accreditation provided to entrepreneurship centres that serve foreign companies

“We would not have received this designation without the resources of our partners, the Athens County Economic Development

Council

and

the

Appalachian Partnership for Economic Growth.

Together,

have

the

necessary elements to attract, retain and in

support

collaboration with EBN, are benefits that

region.”

Commission’s

NearUS

project,

foreign

companies

our

InBIA’s 35 Soft Landings centres (that are

located

across

nine

countries)

currently enjoy. InBIA has received high demand from members to facilitate the creation

quality

network

entrepreneurship centres that enables startups and growth businesses to accelerate internationalisation efforts.

“

This recent recognition brings to light the myriad resources available to foreign companies in Southeast Ohio

Soft Landing serves this purpose.”

The Ohio University Innovation Center

Stacy

Strauss

programme

from

runs Ohio

one

such

University

Innovation Center and we asked Stacy how being part of the network adds value to the business support they can offer to foreign companies.

The Innovation Center’s 36,000 square-foot facility features six biotechnology labs, 33 offices, and prototype development space and equipment. The Center serves local entrepreneurs by providing office, meeting and laboratory space with flexible lease options, as well as access to shared equipment. The incubator also offers business coaching and access to funding opportunities and other resources to help startup companies grow. The business incubator works closely with university and regional partners, including TechGROWTH Ohio, a public/private partnership based at Ohio University’s Voinovich School of Leadership and Public Affairs. The Innovation Center provides various services to foreign firms to facilitate soft landings, including domestic market research, identification of local customer prospects, access to capital and potential funders and cultural training. It also offers assistance with protecting intellectual property and patenting, meeting government regulations and understanding import/export laws.

Summer 2017 11

theFeature

Other projects EBN is not new to international projects and partnership. Leveraging on the expertise and best practices coming from the network, EBN has been promoting research, entrepreneurship and innovation all over the world, over the last few years. Some noteworthy initiatives: INCOBRA aims to increase, enhance and focus Research and Innovation (R&I) cooperation between Brazil (BR) and EU. The project is contributing to: (i) increasing cooperation patterns – by supporting cooperation networks among BR and EU R&I actors; (ii) enhancing framework conditions – by fostering coordination and alignment of R&I funding in BR and EU; (iii) have more focused BR-EU R&I cooperation – by identifying emerging topics and opportunities in priority R&I areas for cooperation. For more information, contact Chiara Davalli at Chiara.Davalli@ebn.eu or visit www.incobra.eu SEBSEAM aims at promoting Malaysia as a direct trade market and as an easy, costeffective gateway to the ASEAN market of 600 million consumers. At the same time, Malaysian SMEs wanting to establish themselves regionally benefit from partnership with reputed and innovative EU companies that can offer high standard quality and services. For more information visit www.eu-sme.my or contact Robert Sanders at robert.sanders@ebn.eu IPR HELPDESK CHINA and SOUTH-EAST ASIA support European Union (EU) Small and Medium-sized Enterprises (SMEs) to both protect and enforce their Intellectual Property Rights (IPR) in China and Southeast Asia through the provision of free information and services. These take the form of jargon-free, first-line, confidential advice on intellectual property and related issues, plus training, materials and online resources.

For

information,

contact

Raffaele

Buompane

Raffaele.Buompane@ebn.eu INNO INDIGO implemented a coordinated funding scheme for Indo-European cooperation projects in the field of research and innovation. The project aimed at ensuring global competitiveness and helped satisfy social needs through innovation. As the new ERA-Net with India, the INNO INDIGO project first analysed the needs of the Indian and European markets in order to set up joint initiatives that strengthened the European-Indian STI collaboration. This was done through the involvement of industries and clusters of excellence and regions as important funding partners with strong links to the regional industry on both sides (Europe and India). For more information

contact

Chiara

Davalli

Chiara.Davalli@ebn.eu

visit

www.indigoprojects.eu

Laura Lecci is an experienced Project Manager working at EBN since May 2012. She animates the bioeconomy Special Interest Group of the network and manages EU funded-projects in this topic, mainly focusing on supporting research projects in the ICT sector to start up and scale up: SmartAgriFood, TRAFOON, CommBeBiz, and ACTTIVATE. Laura also coordinated the Startup Europe project, WeHubs, the first European network of women web entrepreneurs. Currently, she oversees the development of the three international centres.

Robert Sanders is a graduate from Leicester University and has spent over 15 years working in international business development roles in the food and retail sector. He set up his own consultancy business in 2001 and now supports the EBN Project Team, building consortia with EBN Members and other international project management specialists in all areas of innovation and entrepreneurship who think smart!

12 Summer 2017

theOpinion

Talking Trade Madi Sharma voices her concerns about the big trade agreements that drown out the voice of the entrepreneur

Another one bites the dust! But at what

My question: if the Governments had

same funding euro-for-euro to entre-

cost? And who cares? If the deal had

invested the same amount of money into

preneurs next time we start a trade

worked out, we could have been slightly

our SMEs as they have wasted on the trade

negotiation and see where the real growth

better off. What am I talking about? TTIP of

negotiations that have failed, how much

comes from.

course! Or the EU- India trade agreement or

growth could we have had? How many new

any of the other negotiations which started

jobs? How much innovation? Sadly this is

and have come to nothing!

not an evaluation governments make

Bitter? Yes, I am bitter, because I am an

because they are so misguided by the big

entrepreneur running my small companies

business interests! Oh, and if you are about

at my cost. I have to pay from the company

to tell me that some of the trade deals have

purse to negotiate with potential suppliers

succeeded, yes they have! But again, has

and customers and the investment has to

the investment in negotiations outweighed

be justified. I do not have a team of

the benefits to SMEs? I don’t think so! I look

negotiators, nor people to conduct debates

forward to receiving the figures, if anyone

and

can show me them!

conferences,

have

expensive

lunches, business class flights and sight-

Bitter yes, because we could really grow

seeing visits to understand the context. If

our home-grown businesses, support their

my negotiations do not succeed I have to

development,

justify the costs and move on to the next

employment, provide skills and training,

customer quickly because nobody is going

and invest in new technologies, research

to give me a free handout of money to keep

and innovation if there were more hand-

my business afloat. I have to do business

holding,

to exist.

organisations such as EBN.

Just existing for small businesses these

help

them

create

business-to-business

There

support

accountability,

nor

days is a challenge. The rhetoric from the

responsibility for the wastage of funds

politicians is laughable - entrepreneurs are

when it comes to trade negotiations. As

the backbone of the economy and we will

entrepreneurs we have to account for

support them, we will ‘think small first’. But

every cent, prioritising our staff and

the reality is quite the opposite. There is so

company

little relevant support for entrepreneurs,

expenditures. Can this be said of the

limited

politicians who seek global wins for their

financial

affordable

office

resources, space

minimal or

travel

empires

growth

which

over

our

ultimately

own

and runs the Madi Group, a group of international private sector & not for profit

companies

and

NGOs.

The

philosophy is to create innovative ideas tailored to local action which can achieve global impacts beneficial to a sustainable society. Madi

public

speaker

internationally, particularly in the field of entrepreneurship,

female

entrepren-

eurship, diversity, gender balance and her

passion

for

corporate

social

responsibility CSR. She presents and teaches in schools, universities and to forward

thinking

businesses

and

organisations. She is additionally a member of The European

Economic

and

Social

Committee in Brussels. Madi is the author of ‘Madi No Excuses!’

and

three-time

TEDx

speaker.

weaken

allowances, even for trade events to

economic, social and cultural rights in

promote products or services. And yet our

favour of trade?

politicians and decision makers have spent

Madi is an entrepreneur who founded

The voice of the small entrepreneur is

millions of tax payers hard-earned money

rarely

on ‘talking trade’.

chapter’. Maybe it is time to distribute the

considered,

despite

the

‘SME

Summer 2017 13

The Entrepreneurâ&#x20AC;&#x2122;s Sherpa Manju Bansal explains how the SAP Startup Focus guides innovation, helping both companies and innovators scale new heights of success

Yongyut Kumsri/Shutterstock.com

theFeature The Fortune 500 list started in 1955 and at

stage food companies to squeeze some

the end of 2016, only 60 companies (12

growth in the mature processed foods

percent) were still on that list. In the

industry.

intervening six decades, the rest have

However, we also know that in the real

either gone bankrupt, merged with or were

world, it is not easy for a Fortune 500 size

acquired by another firm, or they still exist

company to partner with (let alone buy

but their revenues have fallen so they don’t

from) a small startup. And that is where

make the cut any more. In fact, even in this

SAP comes in. As the global leader in

century

enterprise

alone,

than

half

the

applications

serving

almost

companies that existed in 1999 do not

350,000 customers worldwide, we are

exist on the list today. The lifespan of a

committed to supporting the enduring

company on the Fortune list has dropped

success of our customers. One of the ways

from 60 years in 1955 to about 12 years

we do it, is by building an ‘ecosystem of

now, and forecast looks to be even smaller.

innovation’ that brings startups, partners and innovators of all stripes together to help our customers win in their markets.

So, what happened?

Simply put, we help bring innovation to the

When Gary Kasparov played against IBM’s

enterprise.

Deep Blue computer almost two decades ago, he is said to have remarked before the match that he was “trying to help defend

Focus on startups

our dignity”. Since the dawn of the

SAP Startup Focus is a global programme

industrial revolution in the late 1700s,

that

technology has continued to cast a very

worldwide

long shadow on our lives, mostly changing

commercially-viable solutions on SAP’s

it for the better but also inevitably upending

technology (including but not limited to

the status quo in ways unimaginable.

SAP HANA and the SAP Cloud Platform),

works

with and

young helps

companies them

build

which we then help sell to our installed customer base. The programme exists to

Innovate or else

foster innovation outside of the traditional

Every day you hear about young startups

SAP ecosystem and to encourage, inspire

that are disrupting the status quo and

and energise startups to use the power of

redefining entire industries in the process -

SAP technology to develop compelling

think Uber, Facebook, Airbnb, etc. In a

solutions. Some years ago, the prevailing

globalised, hyper-competitive world, the old

feeling among startups working with larger

rules don’t seem to apply any more and

organisations was one of anxiety, i.e. “how

‘innovate or lose’ has become the norm,

will I protect my intellectual property or will

even for established enterprises with

it ever be a fair arrangement?”

However,

Today, open innovation is much more

innovation is a tricky business and not one

established as a concept and we see

that is easy to deliver on. Market leaders

startups

are realising that for them to deliver growth

companies. The realisation is very clear on

means adopting a fundamentally different

both sides – startups have the agility and

approach to innovation, i.e. if we cannot do

the

it organically ourselves, let us partner with

companies have the commercial scale and

someone else who can help us find that

deep customer relationships that the

pot of gold.

startup needs. Often it comes down to a

dominant

market

presence.

wilfully

solution

embracing

innovation,

whilst

larger

large

Increasingly that means working with a

simple fact. In practical terms, how easy is

tech-savvy entrepreneur with an agile DNA,

it for a young startup to work with an

who

established

looks

problems

with

corporate

without

being

fundamentally different lens. Like Campbell

squished by the embrace, and how easy is

Soup did, for example, when it launched a

it for the customer to derive value from

$125 million VC fund to invest in early-

what the startup is offering?

16 Summer 2017

“

Today, open innovation is much more established as a concept and we see startups wilfully embracing larger companies

theFeature

“

A key ingredient for our long-term success is finding high quality startups who are building things that our enterprise customers will care about

The programme started in mid-2012 and

database platform and the SAP

since then we have had over 5,500 startups from 60 plus countries that have expressed

Cloud Platform, among others) •

Resources: Access to SAP solution

an interest in working with us. We apply

architects / technical experts and

some old-fashioned human intelligence to

marketing and sales enablement

identify a subset of those startups that are a good fit with SAP, and which will likely be

support •

Customers: Access to our global

of interest to our enterprise customers (e.g.

customer base to sell market-ready

in areas like IoT, predictive analytics,

solutions (for qualified startups that

machine learning).

meet certain criteria)

Once the startup solutions have been

•

Money: SAP Startup Focus does not

certified and/or validated by our technical

invest cash into startups (like a

staff, we work with SAP field sales

traditional venture capitalist would

personnel and our partner community to

do), but we do make introduction to

continue the go-to-market journey. The

VC firms in our network and to

validation

SAP.io, which is a SAP entity that

and/or

formal

certification

process is critical because we want the customer to have the confidence that the

invests in early stage startups •

Community

entrepreneurs,

solutions they are evaluating are a curated

partners, investors and thought

bunch that meet certain quality criteria and

leaders in the enterprise big data

which would not mess up the rest of their

space

IT landscape. A key ingredient for our long-term who are building things that our enterprise

Nothing succeeds like success

customers will care about. This is a non-

The SAP Startup Focus programme was

success is finding high quality startups

trivial challenge, and which cannot be easily

addressed

partnerships

with

without networks

enduring like

the

European BIC Network (EBN). Whilst we use social media, events, referrals, thought leadership and the like to reach startups,

kicked off in mid-year 2012, and in the past five years, we have had considerable success.

Consider

some

our

achievements to date: •

Over 5,500 startups that have expressed an interest in working

having someone like EBN on the ground

with us, with over 900 of them

with its credibility and reach truly allows us

being

to access the next generation of innovators

accepted

‘development

that we seek.

and

are

into

the

accelerator’

phase

actively

developing

solutions on SAP technology •

What makes us unique?

Over 260 fully productive, validated solutions

available

for

our

There are several incubator or accelerator

customers (this approximates to

programmes that exist in many large

one new solution being introduced

companies.

every week for the entire five-year

Only

SAP

Startup

Focus

however, offers not only technology but

duration

also the human expertise needed to develop a viable solution and a powerful

•

Technology:

Startups from 60 plus countries Solutions are being developed for 22 different industries and multiple

either give up their precious equity or pay startups include:

lines of business •

Scores of deals concluded in 2016 alone,

Access

SAP

technology (including the HANA

programme’s

participate in the programme

free for startups, and does not ask them to any fees. Some of the things that we offer

the

existence) •

customer channel to sell those solutions through. The programme is 100 percent

with

significant

revenue

accruing to the ledgers of the startups involved

Summer 2017 17

theFeature

Vixit/Shutterstock.com

What our startups are building

â&#x20AC;&#x153;

Starting with one customer and a handful of employees, SAP set out on a path that would not only transform the world of information technology, but also forever alter the way companies do business

While there is a very wide range of solutions that our @SAPStartups are building, here are a couple of illustrative examples. Meteo Protect: Based in Paris, France, Meteo Protect offers financial products that protect companies and institutions when weather conditions adversely impact their business or profits, or generate additional costs. As weather uncertainty increases

exponentially,

does

the

potential for negative impact on all kinds of businesses,

18 Summer 2017

including

farmers,

theFeature transporters, retailers, etc. If you are an electric utility that has wind turbines, what do you do if the wind drops? Or if you are a farmer and unseasonable hail pummels your cherry crop, now what? Semantic Visions: Based in Prague, the Czech Republic, Semantic Visions offers technology that can predict supply-chain disruptions in real time, and is especially designed for large manufacturers that have thousands

suppliers

worldwide.

Disruption on a global scale often begins as tiny, insidious events flying well below the radar of major news outlets, often covered only in local non-English media, if at

all.

capture

this

information,

Semantic Visions has developed a unique cross-language

semantic

analysis

technology that enables it to extract

Conclusion For a young startup to sell their solutions to a large corporate is much like climbing Mt. Everest; a daunting initiative that you wouldn’t consider attempting without the right Sherpa team on your side. For entrepreneurs, the SAP Startup Focus programme becomes that critical Sherpa team to help guide them to commercial success, and to assist in navigating the many pitfalls that they will see along the way. To

learn

please

visit

startups.sap.com or follow us on Twitter at @SAPStartups. If you know of a startup which is focused on the enterprise big data space,

please

reach

out

Manju.Bansal@sap.com.

knowledge from Web content, in whatever language it is written.

About SAP With over 84,000 employees in 130

“

For entrepreneurs, the SAP Startup Focus programme becomes that critical Sherpa

countries and revenues of €22 billion, SAP is the world leader in enterprise applications in terms of software and software-related

Choice employs sophisticated algorithms to accurately predict the possibility of fraud and the associated financial return for each customer in the utilities industry, where fraud is an $85 billion problem annually. It is an evolutionary system designed to learn and adapt as thieves develop new tactics to steal energy and water.

revenue.

today began as a garage startup a few decades

Choice Holdings: Based in Luxembourg,

service

However, what is an industry leader ago.

1972,

five

entrepreneurs in Germany had a vision for

the

business

potential

technology. Starting with one customer and a handful of employees, SAP set out on a path that would not only transform the world of information technology, but also forever alter the way companies do business. Now 45 years later and 350,000 customers stronger, more than ever, SAP is still fuelled by the pioneering spirit that inspired its founders.

Manju Bansal leads SAP's effort to engage with the startup community worldwide and build its innovation ecosystem. He is Vice President and Global Head of SAP Startup Focus, the accelerator programme that helps promising startups in the Big Data, predictive and real-time analytics space develop new applications on SAP technology and accelerate market traction. Manju has been at SAP since 2007 and over the years has held various leadership roles in Solution Marketing, the SME business and Ecosystem & Channel marketing. Prior to SAP, he was the founder of Thinknotes, an innovative content delivery platform that connected consumers, physicians and pharmaceutical companies and created personalized content repositories to help consumers manage their unique medical situations. Manju is an SAP Mentor and an Industry Mentor at the Easton Technology Management Center at UCLA. He holds an MBA from the Anderson School at UCLA with additional executive education completed at the Harvard Business School, and has been widely published on MIT Technology Review and Forbes. On a personal note, Manju has climbed several peaks in the high Himalayas and bicycled thousands of miles in countries around the globe.

Summer 2017 19

theCongress

Open For Business Marta Gómez takes us through the 2017 EBN Congress agenda and outlines its special features

The EBN Congress is the annual gathering

value chain’ that is typically aimed at

of professionals in the innovation and

stimulating the territory, pre-incubating

entrepreneurship sphere. In 2017, the

new

Congress is jointly organised by EBN (the

successful startups and growing scalable

European Business and Innovation Centre

businesses.

ideas,

incubating

potentially

Network), our certified EU|BIC in the region

From the perspective of the entre-

– Val d’Oise Technopole, Retis (the French

preneurs the same value chain can be read

innovation network), and Agoranov (a

as: stimulate your brain, stand up your idea,

startup incubator in Paris). It will take place

start up a new business, and scale up for

between 5-7 July in Enghien-les-Bains, in

real impact.

the Île-de-France, near Paris.

The EBN Congress in Enghien-les-Bains will focus on these developments and the crucial role EU|BICs have in the creation of jobs and wealth. Over three days, the most innovative, most disruptive and most original practices will be presented, contributing to the evolution of our methods. EU|BICs alone will not be able to achieve their mission if all the actors around them, the innovation ecosystem, are not welloriented and organised towards this common mission. They can fall short at any given point of the value chain if conditions are not met.

The 2017 EBN Congress is structured around the idea of ‘OPENNESS’: OPEN INNOVATION OPEN ECOSYSTEMS OPEN ENTREPRENEURSHIP OPEN STARTUPS EU|BICs are important actors, who are entrusted to work in direct contact with the entrepreneurs and SMEs, to ensure that innovative ideas are generated and that innovative products and services are marketed. They do so by ensuring a seamless delivery of the ‘incubation service

www.ebncongress.eu

Enghien-les-Bains Enghien-les-Bains is a spa resort in the Îlede-France (Paris) region and a UNESCO Creative City for Media Arts. It cultivates its eclecticism by merging its heritage in a contemporary way. Built in the late 19th century around a 108 acre lake, Enghienles-Bains is situated in the centre of the Val d’Oise department, north of the city of Paris, and has 200,000 residents. Its preserved environment constitutes one of the most beautiful sites in the Île-deFrance. The only spa town in the Parisian Region, it maintains a way of life centred around health, well-being and now, digital

Barrière Business Centre Congress Venue

creation. With its exceptional accommodation capacity, a few minutes away from the centre of Paris and international airports, Enghien-les-Bains becomes a magic place to

host

participants

the

EBN

Congress.

Congress by the Numbers 400+ participants, innovation experts 35+ nationalities from five continents 40+ international startups 3 working days

20 Summer 2017

theCongress

Open startup exhibition

This Congress is honoured to have the

The main attraction of this year EBN Congress

will

the

‘Open

Startup

Exhibition’, an open space for exchange and

discussion

with

startups,

entre-

preneurs and SMEs coming from France,

presence of the General Producer of Knowledge President,

Capital Super

Association

Station,

and

Takuya

Organisers EBN: Created in 1984, the European Business

Nomura.

and

Innovation

Centre

Network - EBN is a network of around

Why join us?

150 quality-certified EU|BICs (business

gathering at the Congress to learn from

Over three days in July, EBN Congress will

organisations

each other and present their innovative

be the international gathering of diverse

development and growth of innovative

ideas. B2B matchmaking meetings will be

innovation ecosystems. It is the ideal place

entrepreneurs, startups and SMEs.

organised

for

to bring together EU|BICs, large corporates,

EBN is also a community of prof-

startups and corporates present at the

startups and policy makers from Europe

essionals whose day-to-day work helps

event. It will be followed by an afternoon

and beyond, to discuss synergies and the

these businesses to start and scale in

with EU|BIC managers, policy makers and

best

the

innovation practitioners attending, as well

international, regional and local level.

Brazil and all across Europe. They will be

Thursday

morning

ways

cooperating

and innovation centres) and 100 other

training and information sessions. The main topic of the Open Startup

Organisers

the

most

that

supports

effective,

efficient

the

and

sustainable way. VOT: Val d’Oise Technopole (VOT) is an economic

development

association

Exhibition will be Internet of Things (IoT)

created

where

developing

corporations, economic organisations

innovation on Internet of Things will be

and companies from Val d’Oise. VOT

showcasing their ideas. Within IoT the

manages

focus will be on the sub-themes of Health

spaces

top-level

startups

and Wellness, Heritage and Sustainable

Local authorities

1985

territorial

incubators, and

innovation

coworking

programmes and

around

entrepreneurship

development, and Smart Cities. Moreover,

including students. It is recognised at

corporates supporting innovative solutions

the national and international level

in IoT will take part too; showing that

through its EU|BIC quality certification.

openness

VOT is very active in EBN and Retis,

across

current

ecosystems

provides the best support to innovation.

among others.

Sponsors

RETIS: Retis is the French innovation

Guest country

network of around hundred organ-

Once again the EBN Congress will bring a

of the territories of the innovation

isations, whose aim is the coordination

guest country to share its experience. This year we turn to Knowledge Capital, a project from Osaka, Japan. They will be present during the three days of the Congress.

ecosystem. Through its members -

Main moments

creation

centre’

where

competit-

and project private meetings

AGORANOV: For the last 15 years,

•

EBN and RETIS statutory private meetings

•

entrepreneurs,

Networking session (speeddating style)

researchers, creative people and citizens

•

Formal opening ceremony

come together to create new values, by

•

Welcome cocktail

engaging and combining knowledge and

Thursday 6 July • Morning plenary sessions

ideas.

and

than 13,000 innovative startups and

and is a fairly new and original concept. The project is developing an ‘intellectual

EU|BICs

iveness clusters - Retis supports more

Wednesday 5 July • EBN Special Interest Groups

Knowledge Capital is a consortium of big industrial, financial and services providers

incubators,

It is located above the Umeda Osaka

•

Afternoon parallel workshops

Station, a complex with offices, salons,

•

All-day networking

labs, exhibition spaces, show rooms,

•

Gala dinner

coworking spaces, meeting rooms and a congress centre used as a platform of

Friday 7 July • Video competition

interaction among people, and a bridge

•

Plenary debate

towards the world.

•

Closing session

SMEs. Agoranov has incubated 320 startups, including five companies that are now publicly listed. Between them, they now represent some 5,000 jobs: Criteo (NASDAQ: CRTO), Anevia, Biophytis, Gensight and Pixium. Agoranov, was founded by Pierre and Marie Curie University

and

University,

High

ParisTech

and

Paris-Dauphine School

INRIA.

Normale, is

now

supported by the Research and Higher Education

Minister,

Île-de-France

Region, Paris City and the European Social Fund.

Summer 2017 21

Equalising Opportunity

Janis Bowdler of J.P. Morgan tells us how itâ&#x20AC;&#x2122;s possible to power economic opportunity and do it one small business at a time When it comes to running a small business,

sometimes

who

you

know

matters as much as what you know. Family connections, old classmates or business networks can fling the door open to the right introductions, the right expertise and the right funding. But the door to these resources has been shut for entrepreneurs of colour, women and those located in lowincome communities. These businesses have often faced major obstacles getting a strong start without the access and advantages these networks provide.

Chris002/Shutterstock.com

The right access Yet access is exactly what these small business owners need. Given an equal shot at the financial, intellectual and human

“

capital needed to launch a business, these

Providing capital can positively impact small business growth, including those in underserved communities

underserved entrepreneurs can and do walk through the door to success. And when

they

succeed,

the

benefits

reverberate way beyond the economic mainstream. We call these businesses ‘community commerce’ - restaurants, hardware stores, dry cleaners and day cares that boost the vibrancy of existing neighbourhoods and revitalise distressed ones. They also have vast potential to power inclusive economic growth. To take the United States as an example: a study by the Association for Enterprise Opportunity found that if one in three micro businesses in the country hired at least one person, the economy would reach full employment. Arming these underserved

entrepreneurs

with

the

resources to succeed can be one of the most

powerful

levers

for

creating

economic opportunity broadly.

Chase

challenges

barriers to economic growth. The barriers to opportunity faced by women-

small

backs programmes that open pathways to economic growth and success for

Argentina, tackling by

Brazil,

Chile,

Colombia,

major

Mexico, the Philippines and Singapore

underserved

we have supported Endeavor, a nonprofit

minority-owned

States, and Small Business Forward

the

availability

and

businesses aren’t unique to the United

entrepreneurs around the world, especially

organisation

that

identifies,

targeted

technical

mentors and supports entrepreneurs

‘Small

Business

with the greatest potential to contribute

Forward’, a five-year, $30 million global

to economic growth and social progress

initiative that builds on our long-standing

in developing markets globally.

assistance.

Through

commitment

Chris002/Shutterstock.com

extends globally and reduces the global

For example, in countries such as

faced

Our commitment to small businesses

underserved entrepreneurs worldwide.

Positive impact JPMorgan

A Worthwhile ENDEAVOR

supporting

small

Endeavor takes a long-term, focused

businesses and entrepreneurs, we are

approach by identifying entrepreneurs

tailoring solutions to meet the needs of

with the most potential for social and

women and minority-owned businesses, all

economic

with the aim of helping to generate

growth markets around the world. The

inclusive growth in the communities where

organisation

we live and work.

entrepreneurs to a network of seasoned

impact then

emerging

connects

and these

“Providing capital can positively impact

global and local business leaders who

small business growth, including those in

serve as mentors, advisers, connectors

underserved communities,” says Chase

and investors to help them grow their

Business Banking CEO, Jennifer Piepszak.

businesses and create jobs. In turn,

“But beyond lending, we also believe in the

these entrepreneurs become role models

power

to inspire future generations to innovate.

advice,

sharing technical

intellectual

capital:

assistance

and

helping

the

most

promising

connections to supporting services. There

entrepreneurs develop the skills and

is a broad and multiplying effect of both

networks

kinds

catalysing long-term economic growth

community.”

capital

flowing

through

they

around the world.

need,

Endeavor

theFeature

“ gst/Shutterstock.com

Such entrepreneurs represent a significant slice of the local economy

Janis Bowdler is Head of Community Development,

Small

Business,

and

Financial Capability Initiatives within

How YTKO helps

owners with a wealth of talent, from

Global Philanthropy at JPMorgan Chase

YTKO is giving thousands of small

fashion

Such

& Co, a global leader in corporate

business owners in East London the skills

entrepreneurs represent a significant slice

philanthropy with more than $200

and confidence to make it.

of the local economy. Recent research by

million

YTKO Group’s GetSet for Growth is

the British Bankers Association identifies

annually. Under her leadership the firm

geared toward small businesses seeking

that smaller businesses remain engines

invests more than $80 million each year

expansion. But the effects are huge: in the

for growth, creating 60 percent of all

to advance strategies that connect

past 18 months, the programme has

private sector jobs, and £1.6 trillion of

distressed

helped support more than 500 businesses

revenue. It’s all part of YTKO’s mission to

underserved

and created more than 200 local jobs. In

facilitate the growth of more than 10,000

entrepreneurs from around the world

addition, these businesses have been able

companies that will contribute more than

with

to access over £500,000 of funding.

£1 billion annually to the British economy

opportunities necessary to prosper. In

by 2020, which they expect to achieve

her short time at the firm she has

before the end of this year.

launched several high profile initiatives,

The organisation’s 30-year plus track record

advising

both

new

and

designers

gamers.

invested

the

communities

and

individuals

and

tools,

resources,

and

established businesses throughout its

“GetSet for Growth London changed

including Financial Solutions Lab, PRO

regional UK offices led to YTKO’s forward-

our company philosophy by ensuring we

Neighborhoods, the National African

thinking collaboration with J.P. Morgan –

understand that failures do occur on the

American

ultimately resulting in the creation of the

route to success and we can be equipped

mitigation initiatives in Detroit, MI. Janis

GetSet

to handle that. They put us in the right

has authored a number of publications

direction,

with

on financial opportunity and economic

economic development in this vibrant

knowledge. They made us believe in our

mobility. She also serves on the board

community. “We started our collaboration

company more than we already did,” noted

of Raza Development Fund, the nation’s

with J.P. Morgan in Bournemouth back in

Christopher Larbi, who runs an advertising

largest

2013, and that pilot programme went so

company

Development Corporation.

well that we brought it to East London,”

London.

for

programme,

Growth geared

East

London

toward

proactive

empowering

based

Hackney,

north

said Bev Hurley, CBE, CEO of YTKO. “J.P.

Of course, the success of a small

Morgan wanted to fund the same project

business doesn’t only impact its owners; it

in East London because they could see

has a ripple effect throughout the local

the need there.”

economy. “The whole point is if we can

Through specialised finance, marketing

make [small business owners] more

and sales support, the three biggest

resilient and grow, and improve their

barriers to growth, GetSet for Growth East

profits and turnover, they will take on new

London guides a variety of small business

people and create new jobs,” Hurley said.

Loan

Fund,

Hispanic

and

blight

Community

Summer 2017 25

theFeature the

A rising tide Hang Ho, Head of Global Philanthropy for Europe, Middle East, Africa and Latin America at J.P. Morgan, talks to Clarelisa Camilleri

EBN

about

why,

for

entrepreneurs on the margins of society, a rising tide doesn’t always lift all boats… and what business incubators and accelerators can do to help. The JPMorgan Chase Foundation is funding EBN to help European incubators and accelerators to share good practice on diversity and inclusion to enhance their practice over the next two years. What’s your motivation? The phrase ‘a rising tide lifts all boats’ comes from a speech by John F Kennedy. It’s the idea that, if the economy is doing well, all of the businesses in that economy will do well. Through the firm’s corporate responsibility work, we’ve seen that this just isn’t the case; when the tide is rising, some businesses profit much more than others, which is to be expected. However what separates one type of business from the other often isn’t hard work or drive… the

lower

overall

entrepreneurship,

levels

enterprises

female run

that take the entrepreneur into account,

along with their social context, and are

women are considerably less likely to be

quite effective as a result; these are

approved for a loan. Sometimes it’s a

programmes that account for child-care

question of geography: in Paris, for

and family commitments, transportation

instance, entrepreneurs in the Quartier

costs and business hours - all the things

Urbain Prioritaire (low-income urban zones) don’t have the same access to support networks

and

development

referrals

services

to as

business businesses

located in richer areas. In Johannesburg, we’ve seen that - even 20 years after the end of apartheid - entrepreneurs of colour face challenges when they try to get onto the supply chains of larger businesses. Our

firm’s

agenda

corporate

seeks

responsibility

address

these

imbalances, helping to confront major economic

and

social

challenges

group of people to drive more inclusive economic growth. In part, we do this by organisations

that

and can make life hard for entrepreneurs whose

backgrounds

create

extra

challenges. Through our work with EBN, we’re bringing together business accelerators and incubators to take a look at their clients through a social and economic lens, to share good practices, and to shape their services for a wave of fresh talent. That’s the sea-change we’re looking for.

expanding economic opportunity to a wider

supporting

that make up an entrepreneurs’ daily life,

help

businesses to grow in an inclusive way.

Hang

leads

J.P.

Morgan’s

philanthropic efforts across Europe, Middle East, Africa and Latin America. This includes the direct management of

all

grant-making

and

employee engagement activities in 24

What role do business incubators play? An effective incubator can make such a

countries across the region in the areas of workforce readiness, small business

profound difference to a business - from

development and financial capability.

strategy, to operations, to a founder’s

During her time at J.P. Morgan, Hang

outlook. When an entrepreneur has faced

also

systemic social and economic challenges,

developing

they can really benefit from tailored

programme across the Bournemouth

difficult?

support that addresses their specific need -

campus. Hang participated in the

Our Foundation works with business

be it access to supply chain, networks or

CityUK Social Mobility Steering Group

accelerators and incubators across Europe

capital.

which

and around the world, and different

difficult to reach, especially when an

CityUK members together to share

businesses struggle in different contexts.

incubator isn’t linked into their community.

best practice and raise awareness of

Gender is a big issue: in the UK, aside from

However, we’ve seen some approaches

activities to promote social mobility

underlying problems are more complicated than that. What kind of businesses have you seen struggling when market conditions are

These

entrepreneurs

can

played

among

leadership

the

firm’s

responsible

financial

and

for

role

diversity

bringing

professional

companies. Hang also served on the London Child Poverty Delivery Group for place-based programmes, set up by UK Ministers to tackle child poverty in

Billion Photos/Shutterstock.com

London.

26 Summer 2017

theOpinion

The Winds Of Change From Startup Manifesto to a truly unified European startup ecosystem, Karen Boers, tells us how we can all get connected to a growing movement that serves entrepreneurs Entrepreneurs

provide

oxygen

our

Commission has little or no impact. It was

national ecosystems. Allied for Startups,

economy, creating new businesses and

up to the Member States to drive home the

for example, acts on behalf of startups

new jobs, new ways to look at the world

change. Still, the spark was lit and a small

worldwide.

and to interact with everyone around us.

flame

startup

stepped up to the challenge individually

They invent and they build, they wreck and

community

and

replace. In doing so, they often hit the

challenge and they got organised. An entire

success, but also on (how to learn from)

boundaries of legislation and regulation not

Startup Manifesto Movement emerged,

failure. Understanding that challenges were

adapted yet to that emerging future.

with entrepreneurs in country after country

shifting from starting a business to fast-

Although creative ways can often be found

voicing their solutions and suggestions.

growing companies scaling across Europe,

to get around such obstacles, this can slow them

down

out

started

it.

The

rising

the

Now three years later, almost every

Entrepreneurs

started

sharing

their

have

also

stories

a European ScaleUp Manifesto was once

allowing

European startup community has created

companies from more forward-looking

their very own Startup Manifesto – often

different communities, with clear action

regions in the world to snatch the market in

crowdsourced – and many have had

points for all involved at any level.

front of their noses. Or they choose to flee

considerable

impact

local

the country or even the continent, moving

makers,

testified

the

are

welcomed, and policy adapts in more agile

introduced, legislation on e-commerce was

tolerant world, one in which change and

ways to changing circumstances.

places

considerably,

grew

where

experiments

crowdsourced

from

all

those

policy

It is clear that the entrepreneurial voice is

Startup

here to stay. And hopefully these voices will

Manifesto Policy Tracker. Tax shelters were

help construct a more inclusive world, a

modernised, crowdfunding was eased,

diversity can be embraced rather than

You may think that entrepreneurs would

governments and corporations started

feared. We’re creating the framework for all

form a powerful lobby to counteract these

buying from startups, the procurement

those who wish to develop their passions

pitfalls. But entrepreneurs are already

legislation got adapted, and a startup test

into a profession; their dreams into reality.

slaving away 24/7 to safeguard and build

is being developed to stress test all new

If you’re a dreamer, and have the drive to

their businesses and teams, while putting

legislation for impact on startups.

ensure no one holds you back, there is

out today’s fires. Fighting for a better policy

The European Commission stayed on the

always a way to change whatever is in your

framework for entrepreneurs is often the

same course, developing a Startup Europe

way. Sign the ScaleUp Manifesto and join

last thing on their minds. They are

programme

the movement.

scattered

businesses,

across Europe and allow more business to

across regions, and tend not to be

start and grow in the EU – and ‘startup

organised in a structured way, thus leaving

managers’ emerged at all levels of policy

• startupmanifesto.eu

the status quo unchanged…

making,

• scaleupeuropemanifesto.eu

across

smaller

from

connect

the

city

startup

level

hubs

the

For further details go to:

In 2013, Neelie Kroes, as Commissioner

international. Some of the collaborations

• www.europeandigitalforum.eu/

for Digital Agenda, called upon the Startup

that grew out of these efforts grew into

Europe Leaders Club to craft a European

long-term

startup-manifest-policy-tracker

Startup Manifesto, a set of high-impact

networks. The European Startup Network

recommendations

better

currently unifies over 20 national startup

entrepreneurial climate in Europe. Yet

associations to create a common voice

many of the recommendations touched

and provide data analysis, facilitate an

upon

international go-to-market and build strong

areas

create

which

the

European

sustainable

platforms

and

• www.europeanstartups.org • ec.europa.eu/digital-singlemarket/en/startup-europe • alliedforstartups.org

Karen Boers is the co-founder and Managing Director of Startups.be. Uniting hundreds of startups with all the incubators, accelerators, investors and public actors in the local ecosystem, Startups.be operates as a one-stopshop and matchmaker. The impact of the Belgian Startup Manifesto underlines the importance and potential of providing entrepreneurs with a single and strong voice towards policy makers and key decision makers. Bringing that experience to the European level through the European Startup Network is her current challenge.

Summer 2017 27

theResult

Results That Speak A look at some recent success stories, and a glance at the residents of an Italian incubator, showcases the incredible scope of the innovation support industry

Incubators serve a very singular purpose. An industry that has gained in strength and reliability for over five decades now, the legacy and scope of the work undertaken is not insignificant, and its impact is hard to measure given the ripple effect. At the EBN network, we are proud to present some of our current success stories and invite you to take a look at what goes in in just a single incubator.

supported by

Italian design Founded in 2012, PROMEDITEC has made incredible progress since they began in the BIC of Friuli Venezia Giulia (Italy) from where they still continue to operate. In March 2016, the company that now has ten employees, signed a partnership with Verizon,

the

largest

wireless

communications service provider (worth around $130 billion in 2015), enabling this startup to drive its global growth through

companies invest several tens of billions of

These key partners have already adopted

dollars each year in R&D, the company

their SaaS (Software as a Service solution)

decided at the outset to focus on national

and the VOS (Virtual Onsite Monitoring)

and international markets and to acquire

system enabling high quality standards to

clients

be reached even when trial budgets restrict

who

represented

business

first-level

references.

accelerators

and

Promeditec‘s

service

offering

traditional monitoring activities.

includes

“The reason for choosing Verizon Cloud

virtual monitoring visits and enables clients

to support the delivery of our AppClinical

to reduce time and costs drastically before

Trial Solution relies in their capacity to

bringing a new treatment to market.

provide increased reliability to users,” says

The solutions provided by Promeditec

Emili

Luca,

founder

and

CEO

have convinced many well-established

Promeditec.

large companies to use Promeditec’s core-

significantly support their growth without

application AppClinical Trial from phase I

compromising on data security. Indeed,

to IV. They’re proud to count the San

Verizon Virtual Private Cloud is managed

development of innovative IT solutions in

Raffaele

and

by a professional team of governance, risk

the field of clinical trials management and

pharmaceutical companies such as Bayer,

and compliances specialists who are fully

information management systems applied

the

Oncology,

acquainted with business standards and

to clinical research.

AstraZeneca, as well as a dozen other

compliance requirements. The Verizon

hospitals among their clients, with whom

brand is known and trusted around the

Europe and the United States, via their Virtual Private Cloud. Promeditec

specialises

the

Clinical trials are a key factor for the

Hospital

European

School

Trieste of

This

partnership

will

pharmaceutical

they have established a double client-

world; this partnership ensures Promeditec

therapies and medical devices. Knowing

partner relationship. This has resulted in a

of added value in their innovative offering.

that pharmaceutical and medical device

growth of double-digits year after year.

development

new

28 Summer 2017

www.promeditec.com

theResult

Spanish energy Founded in 2008, Optimitive is a Spanish spin-off of Tecnalia - a leading private and independent

applied

research

and

Optibat system is able to report on savings

production and service sites in Europe,

as it plays in real time and makes it a very

Asia and North America. They have used

interesting

customers.

the OPTIBAT technology to advise and

Javier García Sedano correctly surmises

report about those parameters of the

his

advantage

you

electrolytic process to produce copper

understand how it works, the ability to

cathodes of the highest purity. It has also

predict the consequences of different

been used to quantify the operational

performances allows you to choose the

energy efficiency and savings potential of

best in terms of power consumption.”

the functioning of air compressors in AURUBIS’ main factory in Hamburg.

thanks to their core product, the OPTIBAT

In 2014, GGM Capital, a Luxembourg Venture Capital Fund invested €1.4 million in the company, which, at that time, was also an alumni of the Houston SURGE Accelerator. This investment gave them the opportunity to develop their business internationally, backed, of course, by a powerful financial partner. With this cash injection they hired their sales and marketing staff, developed their commercial headquarters in Frankfurt and started the commercialisation of their technological products. Their high-end product has raised interest from multinationals around the world leading Optimitive to raise significant investment funding through the signing of collaboration contracts with some large corporates. In 2015, they started working with

Energy

AURUBIS AG, the largest copper producer

solutions. This agreement will enable the

connected to process control systems and

in Europe (the second largest in the world)

company to enter the Indian market

makes adjustments in reaction to changing

and the largest copper recycler worldwide.

through Enzen’s customer base in the

conditions, such as raw material being

Located in Hamburg, the German company

subcontinent.

used, atmosphere or production rate. The

has

technology centre in Spain, and the fifth largest in Europe. They first contacted EBN member, BIC Araba (formerly known as CEIA) in 2007 and decided to set up shop in their incubator in 2009. During this time they were

offered

subsidies,

access

training

and

financing, networking

opportunities which contributed to the rapid

development

their

product.

Remembering that period, the pioneering startup’s CEO, Javier Garcia Sedano said, “The BIC has been a very important support for us, and it helped us hugely to access investors, customers and partners in the offices of the Alava Technology Park.” Today the company is still located in the Technology Park, but also has an office in Frankfurt, Germany. Optimitive has become one of the leaders in the field of energy efficiency and the use of optimisation solutions for industrial

processes Saver.

for

Their

industry innovation

4.0,

company

for

offering,

than

6,400

“Once

employees

In April 2016, they began work with Air Liquid - a French multinational that is the world leader in the production of gases, solutions and technologies, operating in over 80 countries - as technical partners on a project entitled ‘Adaptive Intelligence for the

Dynamic

liquefaction

Optimization

Cycle

of Air

the Gases

Separation Plant’. With this project they won the Iberquimia Innovation award 2016 in the category ‘Energy Efficiency’. Thanks to this pilot project they succeeded in reducing electricity consumption of the liquefaction cycle. In September 2016, they raised €1.2 millions of investment from Enzen Global, an Indian company, that is a leader in the sector of energy, water and environmental

www.optimitive.com

“

Their high-end product has raised interest from multinationals around the world, leading Optimitive to raise significant investment funding

supported by

Summer 2017 29

theResult

supported by

“

In just four years Motius have acquired an impressive portfolio of well-established companies such as BMW, Texas Instruments, Lufthansa Technik, Siemens and Fujitsu

German efficiency Daniel Weiss and Zièd Bahrouni are two of the five co-founders of Motius GmBH, a high-tech R&D German company based in Munich, that has developed an ingenious approach and agile project methodology that focuses on the development of new products and prototypes. The

startup

was

set

with

entrepreneurial support from the Technical University of Munich in 2012 where they participated

the

Manage

as the Catalysts Coding Contest, which is

approach is a real asset for companies

one

who do not have among their collaborators

the

biggest

programming

the specific set of skills needed for

competitions in Germany. According to Christian Heckemann, CEO

developing an idea or who simply do not

of Gate-Garching, what makes the district

have the time either to work on it

of Munich and Garching so successful in

themselves or to recruit the best talent for

terms

the

the job. Their responsiveness and flexibility

presence of a strong ecosystem where

from the very start of the project up to the

entrepreneurs with an innovative mindset

transfer of the product to the client allows

work hand-in-hand with researchers and

product development for customers in a

teachers

few short weeks.

innovation

strength

develop

cutting-edge

technologies.

eventually leading Motius to host several

In just four years Motius have acquired an impressive portfolio of well-established companies such as BMW, Texas Instruments, Lufthansa Technik, Siemens and Fujitsu who are keen to benefit from the input of young, creative and motivated startups. They have also created a talent pool of 600 collaborators who are mainly students, academic researchers and young engineers working on ground-breaking technologies in the field of mechanical and electrical engineering and computer science. Working with such a broad spectrum of young elite who are acquainted with state-of-the-art technologies allows the company to bring innovative ideas rapidly to the predevelopment phase of a product. Their main idea is that the best people

big events jointly with the incubator such

should work on the right project. This

programme that convinced them, a year later, to create their own company. 2014 saw them moving into The Gate Garchinger

Technologie

und

Gründerzentrum, the business incubator located in the research and education campus in Garching (very close to Munich University). Apart from the office space that Gate Garching offers to all their startups, MOTIUS immensely benefitted from the free consulting and numerous business services that were included in the rent. There they connected successfully with other startups, prospective customers and business coaches through several networking seminars

events, offered

workshops by

30 Summer 2017

Gate

and

Garching,

Today Motius is a thriving company that is expanding beyond European borders. Oman-born Zièd Bahrouni, CEO of the company, decided to enter the Oman market in 2016, represented by Genius solutions, an Omani-owned technology solution provider. He is now working with Oman’s Research Council that selects and subsidises

ideas

from

Omani

entrepreneurs. They recently announced the opening of their new office in Dubai in partnership with Innogy, a big German energy company. Through this partnership Motius will position itself closer to the latest

trends

and

relevant

fields

technology in the area of smart cities, connected

mobility

and

autonomous

driving. Their ambition is to serve as a hub for the entire Gulf region. www.motius.de/en/

theResult

An Irish winner Heinrich Anhold is the satisfied, successful CEO of StableLab Ltd, a company he founded in 2008 in Sligo (Ireland). His disruptive idea came from his background, growing up on a farm with a 100 horses. After having raised money from selling a Grand Prix show-jumper that he had raised, and with a PhD in biochemistry in hand, this

former

international

show-jumper

developed the very first hand-held blood test for horses, now considered one of the biggest

advancements

equestrian

colour-result which can be interpreted by

raise

any lambda equine practitioner and allows

available, or how to put together a business

for rapid responsive therapy even before

plan, it is very important that Ireland has

the horse shows any physical symptoms

got organisations that can support early

of illness. This screening tool for health in

stage startups. I first went to the County

horse performance is of high value for

Enterprise Board who passed us on to

practitioners

WestBIC.

horse

championships

funding

They

and

where

gave

support in terms of putting together our business plan and getting us investor-

keep track of information and store it in

ready. They introduced us to investors and

order to draw on trends. It is as easy to use

as we found those investors and got them

as a thermometer, but much more reliable

to support us, we also got Enterprise

than one.

Ireland to match the funding.”

protein is only present in horses’ blood

WestBIC (Galway) and its centre in Sligo

when there is an infection. In case of

from a very early stage. Heinrich states, “In

Year in 2014 and 2016.

infection, the test displays a specific

the early days when you don’t know how to

www.stablelab.com

innovation that combines biomarkers and digital technologies, and is now used by thousands

equine

veterinarians

fourteen countries globally. This technology can detect and quantify infections in only ten minutes at the horses’ side without having to send the blood sample to a laboratory. The system uses an indicator that is fifty times more sensitive than usual blood tests - the

tremendous

takes place, but it also enables users to

protein Serum Amyloid A (SAA). This

market in July 2013 as a breakthrough

before, during and after the competition

Stable Lab (formerly known as Epona Biotech) was awarded Ireland’s Best Emerging company in 2010, and its CEO recognised as one of Ireland’s ‘Top 40 under 40’ entrepreneurs in a couple of business magazines after signing a technology license deal with Philips Electronics. That same year, the company raised a first round of angel investment and started to hire staff. This was followed by a second round of angel investment funding at the end of 2012 in anticipation of the planned market launch. The company received the support of

healthcare diagnostics. It launched in the

funding

Heinrich was selected as finalist in January of this year in the national finals of Ireland’s Best Young Entrepreneur (IBYE) competition and won the award in the ‘Best Established Business’ category. Today, Stable Lab sells extremely well and will double its staff over the next few months as it expands both in the UK and the United States. The StableLab blood test was used in 2014 in the US to test the famous American racehorse, California Chrome, winner of the 2014 Kentucky Derby and the 2016 Dubai World Cup, and that was named American Horse of the

supported by

Summer 2017 31

theResult high growth potential, actively supporting

Tomorrow in Trieste Italy. The name conjures up an array of images. From sweeping coastlines, to amazing food to fine couture and fine wines and racing cars. But over the last decade of so, Italy has been making a

new business initiatives in the Friuli Venezia Giulia region. To achieve this objective,

began in 1989 has been supporting entrepreneurship

Trieste

for

•

launched 245 companies meeting the

FVG

has

Identifying and valorising innovative projects, in particular in the energy, ICT and life science sectors

•

Promoting the establishment of industrial startups with high growth

two

decades now and during its time it has

BIC

assumed responsibility for:

name for itself in the innovation game as well. BIC Friuli Venezia Giulia S.r.l. which

incubators

potential •

Hosting new initiatives and jointventures promoted by venture

needs of tomorrows solutions, in real time

companies wishing to diversify their business

“

In June 2015 it received the prestigious Incubatore di Start-up innovative certificato

•

Providing equipped

•

Assisting in drawing financial plans

premises/workshops to be submitted to the banking system with the goal of increasing company growth

The incubator was certainly the first of its kind in Italy. Soon after it opened its doors, in 1991, it became a member of EBN

(the

European

Business

•

Carrying out functional tutoring and

•

Identifying specific financial

managerial coaching solutions during the various

and

development phases of the

Innovation Centre Network) and in 1993 it was

recognised

Entrepreneurial

‘Center

Innovation’

for the

incubated companies •

the European Commission. From 2006 to 2007 it was selected for ‘best practice’ among European incubators. In June 2015 it received the prestigious Incubatore di Start-up innovative certificato under the National Law 221/2012, which promotes the establishment and development of innovative startups. The incubator is located in the industrial

Information dissemination about financial incentives available at

Directorate General for Regional Policy of

regional, national and EU levels •

Providing contacts and assistance aiming at developing strategic partnerships and international cooperation projects

BIC Incubatori FVG has also among its institutional objectives the development of existing

enterprises

through

their

accompanying foreign markets.

The mission of BIC Incubatori FVG, in

The incubator cooperates closely with the scientific community of Trieste, in particular with the University of Trieste, SISSA - International School for Advanced Studies, AREA Science Park and Elettra – Sincrotrone. Jointly, with the abovementioned entities, the Chamber of Commerce of Trieste, Confindustria VG and local banks, BIC Incubatori FVG forms an active system supporting the creation and growth of new business ventures. All the range and scope of activities are

synergy with its main shareholder, is to

in strict alignment and accordance with the

identify and develop innovative business

policy of the Friuli Venezia Giulia Regional

ideas and to establish a startup scene of

Authority.

zone of Trieste and covers an area of 12,000 square metres, 8,500 of which house workshops for business ventures. At the beginning of 2017, 39 companies were located in the incubator with a total of more than 270 employees, and prior to that, in 2015, the annual global turnover reached more than €40 million.

The mission

32 Summer 2017

Among the companies that have initiated and recorded the highest growth rate over the years, the following deserve mention: TBS GROUP (2,000 employees), the Euris Group (240 employees), Emaze Networks (100 employees), Innova Trieste (175 employees) and MW Fep (200 employees). Other companies have also proven to be highly innovative and well-developed and those currently operating out of the incubator

are:

Engys,

Promedictec and Mquadro.

capitalists and small existing

today.

Best practice at work

Tempestive,

theResult

TBS Group S.p.A.

Gruppo Euris S.p.a.

AREA Science Park, Padriciano 99

Via Caboto 19/1

34149 Trieste

34147 Trieste

Italy

Web site

www.tbsgroup.com/index.php/en/

Web site

www.euris.it/eng/

Sector

Health

Sector

ICT

Activity

Specialised clinical engineering service provider.

Activity

Software development and IT services

Description

TBS Group provides integrated services of clinical engineering

Euris Group offers customisation and maintenance activities,

and ICT for the outsourced management of the whole

as well as specialised implementation processes and

technological equipment, both biomedical and IT, within

technological consulting. It provides a 360° assessment of all

social and healthcare facilities, in particular with medical

aspects of an IT project management, both at the

equipment and ICT systems as well as telecare &

architectural and application development level. They support

telemedicine ones. TBS Group offers a complete range of e-

clients in their mission of renewal and updating, with a

Government solutions and services designed for public

modular offer that enables intervention at many levels in the

administration

production value chain, by optimising processes and

sector.

With

strong

propensity

for

internationalisation, TBS Group operates in 20 countries.

activities through a team of continually trained specialists.

Emaze S.p.A.

Innova S.p.A.

Viale Francesco Restelli, 3/1

Via del Follatoio, 12

20124 Milano

34148 Trieste

Italy

Web site

www.emaze.net

Web site

www.innovatrieste.it

Sector

ICT

Sector

ICT

Activity

Information security industry

Activity

Interceptions

Description

Emaze offers innovation services in the Cyber Security field.

Innova is a technology-based company that markets

Emaze realises enterprise-grade software development

integrated interception systems for lawful activities and

projects that cover customer needs covering all bases.

intelligence operations. Its solutions are designed to be

Emaze is a European professional services company focused

effective versatile, reliable and easy-to-use. Thanks to a deep

exclusively

software

expertise in telecommunication applied to security sector,

development, specialised security consulting – both ongoing

Innova products support Public Prosecutor’s offices and law

projects and one-off assessments – and provides its own

enforcement agencies in any type of monitoring activity with

products to ensure system protection via its own Security

advanced technology.

Cyber

Security.

delivers

Operations Center (SOC).

Summer 2017 33

theResult

MW.FEP S.p.A.

Engys S.r.l.

Via Mario Stoppani 23

Via del Follatoio, 12

34077 Ronchi dei Legionari

34148 Trieste

Italy

Web site

www.mwfep.com

Web site

www.engys.com

Sector

Electronics industry

Sector

ICT

Activity

Electronic manufacturing services (EMS)

Activity

Software development

Description

MW Fep offers complete and reliable subcontracting

The company is specialised in the application, support and

solutions for the production of electronic boards and

development of open-source engineering analysis and

assemblies: from product engineering through high-standard,

simulation software for industry, offering a variety of products

efficient production to delivery and after-sales support. Its

and services focused mainly on Computational Fluid

specialised facilities enable it to respond to small, medium

Dynamics (CFD) and Multi-Disciplinary Optimisation (MDO).

and high-volume production requirements and to offer

They are also highly proficient in the use of many

flexibility and customisation capacities aimed at establishing

complementary CAE tools for solving a wide range of

a long-term partnership with the client.

engineering problems.

Tempestive S.r.l.

Mquadro S.r.l

via Roveredo 20B

via del Follatoio 12

33170 Pordenone

34148 Trieste

Italy

Web site

www.tempestive.com

Web site

www.mquadro.net

Sector

ICT

Sector

ICT

Activity

Software development

Activity

Electronic engineering

Description

Tempestive is an IT consulting firm with a range of

The company is specialised in the development, production

experience in system integration and software development.

and integration of professional devices, systems and services

It designs, realises, deploys and manages solutions based on

for data gathering, monitoring and tracking purposes. It

distributed software and distributed systems, SOA (services

provides professional products, complete solutions and

oriented

services

architecture)

and

BPM

(business

process

the

oil

and

gas,

waste

management,

management), collaboration systems for the information

environmental and automotive sectors. In 2012, a second

worker, e-Business solutions, electronic commerce, asset

branch of activities started, aimed at the development and

management

industrialisation of embedded systems for medical and

systems,

system

systems and cloud solutions.

34 Summer 2017

integration,

embedded

industrial/environmental applications.

theOpinion

A Kaleidoscope Of Opportunity Tom Mancuso walks us through the multifaceted approach that is needed for successful business incubation programmes Financial

independence

key

happiness. Lots of profitable businesses

centres has proven a useful, cost-effective

entrepreneurial

way to embrace the possibilities.

development over a period of time, is a

recruitment

and

are needed to provide employment for the

Every business is important. In view of

recipe for dependable advances toward the

founders and their employees, who are the

the fact that every venture, from the

mission of job creation. We find mixed-use

lifeblood

global

moment of its inception, is in some state of

inclusive business centres, with proper

economies. Like the individuals that create

leaving (i.e. relocating, failing, consolidating

management

them and drive them forward, these

or retiring), the work of encouraging job

customised to reflect the realities of their

enterprises represent a kaleidoscope of

creation is never ending. Because it

unique place-based location, provide an

innovation across all business segments,

typically takes a few years to stabilise an

effective solution for communities of all

technologies and markets. In a world faced

incubation programme, it is critical, at the

sizes.

with countless human and geo-political

start, to research, recognise and respect

nurturing facilities on a broader scale

challenges,

our

how

local

margin

awareness,

implementation

these

business

the realities of human, financial, physical

offers us an exciting opportunity to

and geographic resources available to fuel

accelerate the spread of financial progress

progress

entrepreneurial encouragement over the

around

years.

kaleidoscope of opportunity.

this

our

The

and

incubators do a better job of facilitating the of

can

and

critically

important

entrepreneurial population? New businesses come in all shapes,

The

active

participation

the

world

and

create

appropriate local leaders is an important

sizes and technologies. This diversity is

component

then multiplied by the reality of their

programme, which should then be able to

geography, where every community has a

operate and evolve for as long as the

commercial incubator buildings. His

unique set of resources and challenges

community continues to value it with their

experience

that shape the people and businesses that

involvement and appropriate support.

existence is evident in his ability to

spring to life there. If we acknowledge that

actively

designing

such

encouraging

â&#x20AC;&#x2DC;creative

Tom Mancuso has lived his entire life and

understand

around in

industrial

all

the

facets

and

complex

their

factors

job creation is an ongoing effort that

collisionsâ&#x20AC;&#x2122; and partnering with appropriate

affecting their success. The history of

should evolve, over time, in response to the

technical, professional and educational

the Mancuso Process demonstrates

realities of its environment, the wisdom of

resources, we have been able to maximise

practical strategic solutions focused

developing locally focused entrepreneurial

community opportunities in these facilities,

on client objectives for a variety of

support

while also managing to produce self-

economic

During our 58-year history of designing and

sustaining

and

Tom's specialities include: business

operating

business

development programmes that transcend

incubator development and operation;

incubator and development programmes,

the whims of political funding and trends.

business and industry centre startup

we repeatedly see the value in constructing

We do this by strategically designing

and

a plan that reflects that individual situation.

staffing and systems that are then funded

buildings; management of multi-tenant

Our experience has shown us that it is

by revenue streams attached to value

and mixed use properties; real estate

important to be as inclusive as possible to

creating activities, shared assets, services

brokerage of industrial, commercial

the

and spaces that are matched to the unique

and office properties.

programmes

full

innovation mercantile,

becomes

place-based

diversity available

clear.

entrepreneurial from

manufacturing,

artisan,

situation

service,

Coworking

business

that

space,

incubator

particular shared

development

operation;

adaptive

situations.

reuse

place.

commercial

distribution and tech activities. No one

kitchen, makerspace, artisan and farmerâ&#x20AC;&#x2122;s

knows the future, so who can predict with

markets are a sample of features that can

certainty which enterprises or fields of

be worked into an incubator programme to

activity will flourish in any given place at

take advantage of local startup potential.

any particular time? The establishment of

The involvement of positive community

mixed-use, technology-agnostic business

leadership with consistent commitment to

Summer 2017 35

theFeature

The Responsible Response Chiara Davalli reflects on the inputs that emerged from EBN’s involvement in Responsible Research and Innovation (RRI) over the last five years Over the last half decade, EBN, through the participation in EU-funded projects such as RRI Tools and COMPASS, was part of an inspiring journey that enabled it to meet with, and learn from, a wide range of Research & Innovation (R&I) stakeholders and experts from across Europe. It is a commonly held view that R&I are expected to cover, meet and solve today’s global challenges. Society expects R&I to cope with a wide range of pressing needs affecting European citizens: climate change, demographic changes, energy shortage, pollution… to name just a few. All these challenges are characterised by growing complexity and uncertainty and require collective and coordinated actions to address them. Indeed, science and technology could contribute

solving

these

The impact this mismatch can have on

innovation, with the aim to foster the

social cohesion, economics, politics and

design

even public health (just for starters) has

research and innovation.

the potential for serious societal problems.

What

RRI is a holistic approach taking different variables into account: it is about including all actors, considering specific key issues (such as gender equality or open data) and integrating some process dimensions in R&I practice. Responsible Research and Innovation is

Responsible Research and Innovation is an

about

approach that anticipates and assesses

when defining the objectives and the

potential

societal

modalities of the innovation process; it has

expectations with regard to research and

to recognise diversity as a resource; it has

That’s why, from 2011 onwards, the European Commission has been pushing forward the RRI concept vigorously.

implications

and

inclusive

including

and

different

sustainable

perspectives

grand

challenges, but some have proved to be controversial (such as intense factory farming, big data, GMOs… we’ve all heard the rumours) or have had unexpected (negative)

consequences.

other

instances needs haven’t been met, while others have been created – for example, most drug research and its impact on wealth and the wealthy. All of this, and more, pose justified questions about the ethical

acceptability

and

the

social

desirability of R&I processes and results. controversies and failures we observe today from the R&I system are mainly (but not only) due to a mismatch between innovation players and society, between the interests of the former and the needs of the latter. In several cases key actors haven’t been engaged, contributing to generating a climate of mistrust towards science and innovation.

36 Summer 2017

Billion Photos/Shutterstock.com

These ‘unexpected’ consequences, the

theFeature to be anticipatory and reflective, thinking wide and wild, considering different options and potential alternatives; it needs to be open and transparent, even if this is very difficult (especially for private sector). But in order to be truly transformative, research and innovation need to be responsive. Responsiveness is a crucial attitude at the individual

(researchers,

entrepreneurs,

citizens, policy makers), systemic and institutional level. “Innovation is about transforming the future,” said Prof Richard Owen (University of Exeter Business School) in an interview to RRI Tools in June 2015. “RRI recognises the transformative power of research and innovation to create the future. The responsible approach grips with broader ethical,

social,

environmental,

political

dimensions of science, technology and innovation as they are happening and not at some point in the future”. We therefore need to understand what kind of future we want R&I to produce and how it can be shaped in an inclusive way. It could be said that RRI is a “complexity management approach”, able to turn challenges into opportunities and bring added value to individuals, and to the society as a whole. There remains quite a lot of work to do in making RRI an operational concept, shared within the whole innovation ecosystem, and particularly for, and within, the private sector.

Why Why should businesses consider aspects such as environmental and social impacts, gender balance inside their organisation, and inclusive approaches towards final users

and

consumers

their

product/service? In other words, why should

they

behave

responsible

innovative businesses? Why and how should

they

approaches

and

integrate practices

responsible into

their

businesses? From a business perspective, the idea of ‘contributing to a better world’ is probably

Innovating in an inclusive and societallyoriented way can open up new opportunities, especially for startups and SMEs in Europe, as some of the RRI processes and values are already in their DNA - flexible, adaptable, less hierarchical, willing to experiment with potential benefit of emerging technologies to meet societal challenges. By adopting a responsible approach businesses can obtain competitive advantages such as cost reductions, sales and profit margins, risk reductions, improved relationships with investors looking for reduced-risk investments, increased attractiveness as an employer, better supply chain engagement, improved reputation and brand value, increased innovative capabilities, and better relationships with government, regulators and local communities, etc. If we look at the contemporary digital context, at the growing ‘participation demand’ of millennials, we see how more and more actors want to be part of the ongoing debates relating to looming global challenges that are both complex and often ambiguous. The growing attention of policy makers and R&I actors to co-design and co-create, user-centred methodologies also ratifies

•

Increased awareness about upcoming regulatory regimes

•

New business processes focusing on customers rather than competitors

•

New resources of creativity and innovation

Over the past seven years, since the RRI approach has been pushed forward by the EC, R&I players in Europe and beyond are getting more and more familiar with it. However RRI advocacy remains a priority goal. Therefore, the European Commission has funded several initiatives aimed at promoting it among different stakeholders.

How EBN has been/is involved in a few key initiatives

which

making

RRI

contributed accessible

towards to

the

entrepreneurial world: RRI Tools (20142016) and COMPASS (2016-2019). The RRI Tools project, developed the RRI Toolkit – a universal ‘point of call’ for policy makers,

researchers,

industries,

civil

society organisations and educators on questions of RRI. This is an impressive repository of 400 plus online resources from all over Europe to help a broad range

how societal challenges require innovative

of stakeholders implementing Responsible

solutions

multi-

Research and Innovation. It includes ‘how-

generates

to’ guidelines that explain how to apply RRI

resulting

stakeholder

dialogue.

from This

positive externalities for SMEs adopting

this inclusive approach:

responsibility, RRI criteria for investors, or

specific

situations:

corporate

not enough motivation to implement

•

Broader vision/Long term vision

how to embed RRI principles into a

Responsible Research and Innovation.

•

Increased and improved

business plan. It presents success stories

However, RRI is beneficial, even strategic,

relationship with customers and

of companies that used RRI to reconsider

for businesses themselves.

users

their

business

models,

develop

new

Summer 2017 37

theFeature products, services or technologies, or even improve their production processes. It explores

how

inviting

unexpected

stakeholders into research and innovation processes

allows

novel

ways

understanding your company's potential (www.rri-tools.eu). Building on RRI Tools and other ECfunded projects focusing on RRI in industry and business, the COMPASS project aims to

facilitate

the

implementation

Responsible Research and Innovation in European SMEs in three key innovation fields: nanotechnology, ICT and healthcare. Through co-creation processes, COMPASS aims

foster

cross-sector,

multi-

stakeholder collaboration in these key innovation

fields

for

improved

RRI

processes and outcomes, and clearly defines what drives RRI in the SME context (www.innovation-compass.eu).

“

Additional barriers include the frequent separation of research & development activities from engagement with the enduser, a strong technical focus of many managers and a perceived lack of explicit, long-term policy commitment to RRI.

EBN is also part of HEIRRI Advisory Board.

their

The HEIRRI project (Higher Education

disciplines, or their investors, or the

Institutions and Responsible Research

politicians who will decide on science and

and

the

technology matters. University students

integration of RRI within the formal and

are too far away from society and the real

informal education of future scientists,

world. HEIRRI develops didactic materials

engineers

professionals

that help develop a more responsible

involved in the R&D&I process. We believe

approach to societal aspects and a

that HEIs can play a strategic role in

general consideration for all stakeholders

preparing

involved. Moreover, innovative method-

Innovation)

aims

and

the

other

start

generation

responsible entrepreneurs.

colleagues

from

several

ologies are used to encourage the uptake of these skills, like Inquiry Based Learning

In conversation with

(IBL) and Problem Based Learning (PBL).

Gema Revuelta, Universitat Pompeu

How is HEIRRI supporting HEIs to embed

Fabra – Coordinator,

RRI in their curricula?

HEIRRI project

In the first place, by creating specific training programmes and their respective

How would you pitch

educational materials. Secondly, through

the HEIRRI project?

an ambitious internationalisation plan

HEIRRI stresses the importance and

with which many actions are being

potential of RRI as a transformative,

developed with main university networks

critical and radical concept based on the

in Europe and around the world. These

six RRI key aspects identified by the

networks are already very interested in

European

Commission

(public

the materials we are developing and

engagement,

gender,

access,

some are actively participating in the

and

project, either from the consortium and

its advisory boards, or in the conferences,

inventory of RRI teaching, including a

the HEIRRI online forum, or the many

State of the Art Review and a Database.

channels

This work has helped design the HEIRRI

initiative enables. At the end of the

training

science

education,

governance).

HEIRRI

programmes

open ethics has

done

collaboration

that

this

teaching

project, we hope that any HEI interested in embedding RRI in their curricula will know

institutions around Europe and beyond.

that our resources exist and that they can

Results from these pilots will be used to

take the HEIRRI programme that suits

improve the materials, and then they will

them best, adapt it as desired, and simply

be available on open access to all HEIs.

follow the course instructions.

How Higher Education Institutions can

More information: www.heirri.eu

the

and

materials, which will be tested in several

prepare

generation

responsible entrepreneurs and how do they reach out to that audience? By including in the curricula skills like critical

thinking

and

reflexivity,

and

specially by including practical contents and exercises that enable university students (the future entrepreneurs) to have a dialogue with the different groups of stakeholders, who in the future will be the consumers of their innovations, or

38 Summer 2017

work

“

Results from these pilots will be used to improve the materials, and then they will be available on open access to all HEIs

theFeature

In conversation with Katharina Jarmai, WU Institute for Managing Sustainability – Coordinator, COMPASS How would you ‘pitch’ the COMPASS

of way. A first step towards managing

and support science education. It also

project to SMEs?

complexity

means

COMPASS supports Small and Medium-

formulation of the company's purpose for

implications

Sized Enterprises (SMEs) in managing

performing research and innovation - and

innovation, and take the necessary steps

their research and innovation practices

the expected impact on the environment

to increase positive impact and avoid

responsibly. SMEs are invited to develop

and

negative impact.

their

anticipation of potential implications of the

responsible innovation in a custom-

company’s research and innovation or RRI-

EBN is a network of organisations

designed workshop setting. In close

based criteria for decision-making are

supporting entrepreneurs across Europe

collaboration with SMEs and innovation

additional

the

and beyond. What can organisations like

support organisations, COMPASS will

complexity of innovation processes in

EU|BICs do to support SMEs embracing

develop a self-check tool for SMEs, with

terms of RRI.

and applying the RRI approach?

company-specific

roadmaps

detailing

responsible

innovation

materials

for

organisations.

approach

steps

the

society.

options

the

explicit

Institutionalised

for

managing

innovation

that

you of

anticipate your

potential

research

and

Innovation support organisations can play

towards training

COMPASS aims at developing a self-

a vital part in promoting responsible

support

check tool and creating roadmaps in three

research and innovation. They can offer

strategic

training (based on training materials from

and

Project

could

news

and

sectors.

What’s

new

from

information about how to get involved can

previous initiatives?

COMPASS and other RRI projects) to

be found at www.innovation-compass.eu.

From the very beginning of the project, all

support SMEs in exploring the potential of

partners agreed that we would need to

RRI for themselves and in operationalising

How do you see the take-up of RRI

cooperate with SMEs and innovation

it adequately. They could also act as

concept by SMEs? What do you think are

support organisations in order to co-create

intermediaries, because they are the ones

the main barriers/challenges ?

resources that are useful for companies.

who understand the needs of SMEs and

Awareness about the potential of RRI in

The self-check tool is based on insights

the socio-political context these SMEs

business is currently confined to a few

from

industry

operate in. When EU|BICs integrate RRI in

front-runners. Main barriers for take-up of

representatives and case studies of RRI

their support services, they can accelerate

RRI by SMEs are a lack of information

front-runners, and will be finalised after a

the propagation of responsible research

about RRI in general and about potential

pilot-testing

and innovation practices across Europe.

benefits and implications of RRI for

roadmaps will be created together with

companies in particular, on the one hand,

SMEs

and

organisations

limited

personnel

and

financial

interviews

with

phase

and

key

with

SMEs.

innovation in

The

support

custom-designed

other.

workshop settings. The aim of the project

Additional barriers include the frequent

is to accompany and support SMEs in

separation of research & development

exploring RRI for their particular company.

resources

SMEs

the

activities from engagement with the enduser, a strong technical focus of many

Definitions matter: how would you explain

managers and a perceived lack of explicit,

in a very brief and meaningful way RRI to

long-term policy commitment to RRI.

a young entrepreneur who just founded a Responsible

research

and

innovation

complexity of today’s challenges. How

means that you assume responsibility for

SMEs can manage complexity in their

the impact of your research and innovation

innovation processes?

on society. It means that you adhere to

While large companies often implement

fundamental ethical principles in your

innovation management processes, SMEs

research and innovation processes, include

tend to perform research and innovation

(diverse) internal and external actors, make

in a more intuitive, ‘learning-by-doing’ kind

scientific knowledge available to society

Omelchenko/Shutterstock.com

startup in the biomedicine sector? RRI is a complex concept, reflecting the

Summer 2017 39

theFeature As Winston Churchill rightly said, “Gentlemen, we have run out of money, now we have to think”. Now we are not running out of money, we are running out of a clean planet. Therefore, we cannot afford foolishness, it is too expensive. Responsibility requires complex thinking, wide angle analysis and forecasting of consequences. BioGas+ by AppNPs - Spanish company COMPASS Case Study

More We need business in and for society. This is also the scope of the brand new EUfunded initiative the Social Challenges Innovation Platform, which aims to match social challenges with the best innovative solutions coming from the entrepreneurial world. Powered by Meta Group, EBN and Impact Hub it aims at designing, creating and

enabling

online

ecosystem

encouraging the interaction between social innovators and SMEs. It will help to codevelop and take up the sustainable and marketable innovations with clear social and

environmental

impact

“

When EU|BICs integrate RRI in their support services, they can accelerate the propagation of responsible research and innovation practices across Europe

(www.socialchallenges.eu). When talking with SMEs and R&D&I players, the key issue is about choosing the way

innovate.

The

Responsible

Research and Innovation is a possible (and desirable) direction to gear one’s thinking

Open innovation, open science,

and one’s business. To eventually be a

open to the world

driver for economic growth - in a social,

“We should not be afraid of testing new

ethical and sustainable way.

ideas and piloting new actions. But we

We cannot afford to allow opportunities

then must have the discipline to stop

to slip past us now. Failure to act now and

those which are not working, and the

implement a responsible way to innovate is

ambition to scale up what works.

to fail to save ourselves.

Research and innovation must take a long-term

perspective

and

not

trapped by the past. And we must make sure that each one of our actions brings in new entrants, young researchers,

research and innovation. […]”. Carlos Moedas - Commissioner for Research, Science and Innovation ‘A new start for Europe: Opening up to an ERA of Innovation’ Conference

vasabii/Shutterstock.com

dynamic entrepreneurs, and people who have never been involved in European

Chiara Davalli joined the EBN team in April 2010. She has a Postgraduate Degree in International Relations, a Degree in International Studies from the University of Florence (Italy) and an Executive Master in European Studies from the Université Libre de Bruxelles (ULB). In EBN, she assisted the Quality & Technical Assistance Department for two years before joining the EU projects team where she is now in charge of the following projects: INNO INDIGO, SCHIP, COMPASS, INCOBRA and CEBRABIC. Her linguistic skills include Italian, English, French, Spanish.

40 Summer 2017

theOpinion

To Stay Or Not To Stay Jane Lambert examines the implications for SMEs and the Unified Patent Court as Europe prepares for Brexit.

Brexit has caught everyone unaware. With

than from those other countries is that

Should that happen, British businesses

the initial shock wearing off, on both sides

patent enforcement in the UK is much

(particularly entrepreneurs and small and

of the Channel, people are trying to

more expensive than it is in other

medium enterprises) will find themselves

understand the implications on every area

countries. In 2003 it cost £1 million and

once

of human functioning. From travel to

upwards to bring a patent infringement

competitive

education

relationships…

claim in the Patents Court, and between

increasingly competitive global arena.

everyone is struggling to come to terms

£150,000 to £250,000 in the Patents

with an unprecedented new scenario. And

County Court, compared to €10,000 to

of course, entrepreneurs are part of this

€50,000

new dynamic. So what is the fallout for

Netherlands. The gap between the cost of

entrepreneurs at the most basic level of

enforcement in Britain and the costs in

their

work

businesses?

Entrepreneurs

France,

Germany

the

are

those other countries has narrowed since

typically people with a new idea. Mostly

then, but even so they remain significantly

ideas that require safeguarding in some

higher here than anywhere else.

shape or form. Hence the importance of patents and their enforcement.

One initiative that would have levelled the level playing field between the UK and

A patent is a monopoly of a new

other EU countries is the Agreement to

invention. It is granted by governments to

establish a Unified Patent Court (UPC) for

inventors as a reward for teaching those

the territories of the signatory countries. An

with the appropriate skill and knowledge

important part of that court was to sit in

(‘persons skilled in the art’) how to make or

London. Currently, the government sees

use their inventions. There are other ways

the undeniable advantages of the UPC and

of protecting investment in developing

intends to ratify the Agreement. The UPC

technology, but patents are the most

should, therefore, open its doors before the

effective.

end of this year or the beginning of next.

The numbers speak for themselves.

But what happens after the UK leaves the

There are far fewer patent applications

EU? Jo Johnson, the Minister for IP, has

from the UK than there are from many of

characterised the UPC Agreement as an

our competitors.

international agreement outside the EU

In 2016, for instance, there were 5,142

treaties, but it can be signed only by EU

applications to the European Patent Office

member states; the legislation for a unitary

(EPO) from the UK as opposed to 40,076

patent is an EU Regulation and the

from the USA, 25,086 from Germany,

Agreement

21,007 from Japan, 10,046 from France,

interpreted by the Court of Justice of the

7,293 from Switzerland, 7,150 from China,

European Union. In absence of a special

6,889 from the Netherlands and 6,825 from

agreement with the other Member States it

South Korea. One of the reasons why there

would appear that the UK would have to

are fewer patent applications from the UK

leave the UPC when it quits the EU.

incorporates

law

again

Jane

significant

disadvantage

Lambert

practising

intellectual

barrister property,

technology, media and antitrust law from 4-5 Gray's Inn Square. She specialises in advising and assisting startups

and

other

small

and

medium enterprises on protecting and exploiting their investment in branding, design, technology and creativity.

They

often

require

different approach from that taken by

larger

businesses

and

organisations. She has appeared in several important IP and technology cases and is an accredited arbitrator and mediator sitting on the WIPO arbitration, mediation and domain name

panels.

She

blogs

http://nipclaw.blogspot.com and has published several books and articles on IP.

Summer 2017 41

thePolicy

Maksim Kabakou/Shutterstock.com

The Economics Of Innovation

Kristin Schreiber of the European Commission tells us about the different support instruments the EU provides to innovative startups and SMEs

42 Summer 2017

thePolicy

â&#x20AC;&#x153;

On the up side, one should recall that there are plenty of alternatives to traditional bank lending for startups and SMEs seeking finance in the EU

Innovative startups and SMEs are essential

SMEs

for the creation of growth and jobs in

various forms of finance. Financing gaps

Europe. They play a key role in fostering

exist, though the situation is improving.

innovation and are able to market new

Bank lending is the most common source

products quickly and adapt easily to the

of finance for European SMEs. According

needs

European

to the latest SME Access to Finance Survey

industry needs advanced technologies and

conducted by the European Commission

business

their

customers.

models

have

problems

accessing

improve

and the European Central Bank, credit lines

competitiveness in all industrial sectors,

are the most relevant source of finance for

both in traditional sectors and emerging

55 percent of SMEs, followed by bank

industries. However, despite the potential

loans (50 percent). However, 20 percent of

benefits

for

the SMEs who applied for bank financing

manufacturing, adoption by the industry is

did not receive the financing they had

not a simple matter. Success in the fourth

planned for. This number varies strongly

industrial revolution requires that our

across

industry

problems in Greece, Cyprus, Lithuania and

new

uses

technologies

still

and

technologies

the

best

revises

available traditional

business models. companies.

with

the

biggest

the Netherlands. Though there is little variation between

Europe relies on the performance of innovative

countries:

However,

the proportion of SMEs applying for bank

the

loans across sectors of industry, there is a

backbone of our economy are those SMEs,

strong correlation between enterprise size

companies with less than 250 employees,

and the degree of application success: the

often with traditional business models,

smaller the enterprise, the higher its

who account for 99 percent of the total

chance of not getting a loan. This situation

number of companies in EU, for 67 percent

naturally raises concerns on a startupâ&#x20AC;&#x2122;s

of people employed and 57 percent of the

ability to raise finance in the EU.

total value added.

On the up side, one should recall that there

are

plenty

alternatives

Money talk

traditional bank lending for startups and

To allow innovative, as well as more

SMEs seeking finance in the EU. Depending

traditional, startups and SMEs to flourish in the EU, both policy makers and businesses need to act. Companies must broaden their

on the size of the investment and the stage of a company's growth, money can be raised

through

family

and

friends,

understanding of innovation and enhance

crowdfunding, business angels, venture

their management practices. Policy makers

capital, and listing on a stock exchange.

need to ensure more consistent policy

Equity is an important source of finance,

frameworks in areas critical to innovation,

and in particular venture capital. However,

support cooperation across new industrial

it is taken up by only a minority of startups

value chains taking root across Europe,

and SMEs. On average only 13 percent of

reduce market fragmentation and ensure

European SMEs consider equity financing

funding.

as their preferred source. This is not only a

The latter is of particular relevance to

demand-side issue: in some EU countries,

policy makers. In Europe, startups and

equity financing is less available than in

Summer 2017 43

thePolicy others. Around 90 percent of the EU

A share of the EU budget is dedicated to

investments into risk capital funds which in

venture capital investment is concentrated

programmes and instruments supporting

turn provide equity financing to SMEs in

in only eight EU Member States, and public

innovative startups and SMEs. Within the

their growth and expansion stage. Both

markets are also not fully developed.

programming

instruments complement those available

period

2014-2020,

the

Commission has put in place the COSME

under

Europe's economy is about the same size,

programme

which

the

programme, which are dedicated mainly to

but our equity markets are less than half

achievement

objectives,

innovative SMEs and small mid-caps. And

the size. In the US, SMEs get about five

including better access to finance and

more financial instruments are available to

times as much funding from the capital

access

and

European companies thanks to the EU (for

entrepreneurship, and more favourable

more details, see box below). Among

conditions for business creation and

those, the SME Window of the European

growth.

Fund for Strategic Investments (part of the

In comparison to the United States,

markets – or non-bank financing - as they do in the EU. If European venture capital markets were as developed as their US counterparts, companies could have raised an additional €90 billion over the past five years.

supports

various

markets

for

SMEs

To improve SMEs' access to finance,

the

Horizon

2020

InnovFin

so called 'Juncker Plan') contains debt and

COSME uses financial instruments in the

equity

form of a risk-sharing mechanism and an

complement those available under COSME

equity

and InnovFin. Most of the EU financial

instrument

which

are

solely

financial

implemented

which

Cash injection

available for SMEs. The Loan Guarantee

instruments

The European Commission is committed

Facility mainly provides guarantees to

European Investment Bank group on behalf

financial intermediaries for lending to

to solving these issues and has put in

riskier SMEs (transactions which financial

deployed via local financial intermediaries

place a set of different policies varying

intermediaries would not be prepared to do

who support companies at local level e.g.

from financial instruments, regulatory tools

if they had to bear the risk alone). The

via

to ‘soft’ power.

Equity Facility for Growth focuses on

comprehensive list of all the intermediaries

the

are

instruments

European

traditional

Commission,

bank

the and

loans.

EU Startup and SME Funding Opportunities COSME Programme

centrally managed (at EU level)

• Offers funding and coaching support to innovative SMEs (Phase 1: Concept & Feasibility, Phase 2: Demonstration, Market Replication and R&D, Phase 3: Commercialisation)

Creative Europe • Loans to small and medium sized enterprises in the cultural and creative sectors.

Programme for Employment and Social Innovation (EaSI) • Micro-loans up to €25,000 to micro-enterprises and to vulnerable persons who wish to set up or develop a micro-company • Investments up to €500,000 to social enterprises

European Investment Bank and European Investment Fund • Business Loans, micro-finance, guarantees and venture capital local level

managed at

mainly loans and

SME Instrument

mainly

• Equity (early or startup phase)

mainly guarantees,

• Financing of research and development projects

investments

InnovFin Programme (H2020)

• Loans and guarantees to innovative businesses

grants

• Equity (growth and expansion stage)

loans and equity

• Guarantees to small and medium-sized enterprises for loans mainly up to €150,000

European Structural and Investment Funds (ESI funds)

• Loans, guarantees, equity finance or business grants. Support is provided from multi-annual programmes co-financed by the EU.

thePolicy supported by these and other EU financial

have

instruments

environment,

available

www.access2finance.eu. R&D:

the

especially

investment for

SMEs.

Therefore, the Commission is addressing

In addition, the EU is highly committed to supporting

improve

2020

initiatives to develop a Capital Markets

programme provides funding that spans

Union, to further deepen the Single Market

the innovation cycle, from lab to market. It

for goods and services, to create a Digital

promotes SME participation across the

Single Market, and to improve the Single

board: almost â&#x201A;Ź9 billion of the budget of

Market in transport and energy. In parallel,

Horizon

the Better Regulation agenda of the

2020

innovation.

the

Horizon

barriers to investment, notably through

support

substantial

SME is

Commission seeks to simplify the legal

reserved for a dedicated SME Instrument

amount

framework and to reduce regulatory burden

that supports innovative business ideas

across the Single Market.

with the potential to shape new markets.

In addition, last year, the Commission

SMEs can undertake their innovation

launched a Startup and Scale-up Initiative

projects alone or with clients, suppliers or

to address the specific issues of startups

other partners according to the needs of

in the Single Market. It recognises that only

their business development plan. The SME

a few high-growth companies create most

instrument is mainly a grant and is

of the jobs and growth in Europe. It is

substantially different from a loan. The

estimated that between three and six

latter is generally provided by a bank and

percent of businesses with ten or more

has to be repaid with interest by the

employees are high-growth companies

company,

often

creating between a third and a half of the

provided by a public administration, e.g.

jobs on our continent. Within the Initiative,

through a public call, and sometimes does

the Commission has put forward a

not have to be repaid fully, or only in part.

comprehensive

For the first time, the grant support from

aimed

the SME Instrument is complemented by a

opportunities and improving access to

range

finance for startups.

innovation

while

the

services

former

from

management

enhancing skills,

accessing overseas markets and investors to finance growth.

package

removing

barriers,

And more And there is more: in an economy like ours so dependent on bank financing, the ability for SMEs to tap into capital markets is essential and will be more and more important in the coming years. As part of the Commission's priority to boost jobs, growth and investment across the EU, the Capital

Markets

Union

was

initiative offers an opportunity for Europe to widen access to new channels of funding, in other words an opportunity to finance the real economy and economic growth. Improving the financing landscape for innovative

startups

and

SMEs

necessary condition for a prosperous European

economy.

Through

efforts

undertaken by the EU, jointly with Member States, we believe that we will support growth and job creation, and enable Europe to fulfil its economic potential.

measures creating

One major measure is the creation of a pan-European VC Fund-of-Funds, to attract more private capital back to venture capital. Moreover, the Startup Europe

Support structures

initiative

launched by the Commission in 2015. The

Elena Abrazhevich/Shutterstock.com

initiative will be reinforced, to strengthen

However, if we want to have a durable

the business environment for web and ICT

impact on economic conditions in Europe,

entrepreneurs so that their ideas and

then we need more structural change. We

business can start and grow in the EU.

Kristin Schreiber is the Director in charge of the COSME Programme (fostering the competitiveness of European SME's) as well as SME, startup and scale up policy in DG GROW, the DG for Internal Market, Industry, Entrepreneurship and SME's of the European Commission. She studied International Relations, Economics and European Law at the Institut d'Etudes Politiques in Paris, the University of Kent at Canterbury and the College of Europe in Bruges. She worked as a Graduate Lecturer at the University of Kent in Canterbury and a researcher on the Single Market in Bonn, before joining the European Commission in 1990 where she held a variety of positions. Kristin was appointed to her current position in 2015 after serving as Director for Governance of the Single Market and International Affairs. Previously, she was Head of Cabinet of Employment Commissioner, Vladimir Ĺ pidla, Deputy Head of Cabinet of Internal Market Commissioner, Michel Barnier and member of the Cabinets of Enlargement Commissioner, GĂźnter Verheugen and Competition Commissioner, Karel Van Miert. She also served as Head of Unit for International Affairs in the DG for Employment and Social Affairs. Kristin speaks German, French, English and Spanish, some Italian, and has some knowledge of Czech and Slovak, as well.

Summer 2017 45

theFeature

The Numbers Game Giordano Dichter tells us why the numbers and statistics need to involve the human component and how it can be done

46 Summer 2017

theFeature

In June 2016, EBN published its annual Impact Report. This report, which can be downloaded

from

the

EBN

website

(ebn.eu/impact), contains facts and figures coming from the annual survey that we undertake,

primarily,

compliance

the

assess

EU|BICs

(the

the full

members of EBN) to the EU|BIC Quality Mark Criteria. The effort to produce this publication, from data collection to editing, spans a good six months, going through validation, aggregation, statistical analysis, interpretation of the data, to design... and the effort is not inconsiderable. Usually once the document is printed and ready one imagines it is all over and the subject can be shelved for another six months.

Digital Genetics/Shutterstock.com

Summer 2017 47

theFeature This year, though things are different.

impressed by the numbers, might decide to

What changed? Well, the first thing that

quit supporting the incubation industry all

changed (and not suddenly, but through a

together. And who knows what really high-

long dedicated process) has been EBN’s

impact innovations might never see the

approach to quality assurance itself. We

light of day because of this.

have been obsessed with numbers and key

The matter indeed is not a trivial one. It is

performance indicators (KPIs) for a long

easier to ‘sell’ an incubator that launches

time. Numbers have been primarily what

50 startups than one that supports five…

has driven us in the selection of the best-

Yes, of course, but what if in those five

performing EU|BICs. Percentages, mean

there is a startup that will solve a real

values, medians, shares were the main

global challenge? And what if in the 50

ingredients whilst preparing the list of

there are just 50 new irrelevant apps on the

those EU|BICs that would undergo an audit.

iPhone store that will not have any real

EU|BIC

2016

IMPACT REPORT INCUBATING INNOVATION ACCELERATING ENTREPRENEURSHIP

impact on the world?

The truth of numbers

As a general rule, quantity needs to go

But, being trapped in this ‘numbers game’ is a risky business. Focussing solely on numbers has indeed led us to a point where we were unable to grasp the full picture. And the full picture is definitely more complex, with a set of qualitative nuances that need to be taken into account when assessing the true impact of a

hand-in-hand with quality. Therefore a quantitative

approach

needs

accompanied by a qualitative one. EBN has gone through this paradigm shift in the recent years and, of course, as a result, things got more complicated and less linear, but definitely more interesting.

network such as ours. It is definitely too

The human factor

easy (and often too far-fetched) to simply

Last year’s impact report, albeit not

judge an organisation as ‘not compliant’

disregarding

because it falls short in the value of the

shows innovators for what they are, and

KPIs when compared to the mean or

not for what they are wrongfully often seen

median values of its peers in a given year.

as: innovators are often just that, not just

Without the qualitative component you

indicators.

the

quantitative

results,

would take uninformed decisions based on

Innovators, obviously, do have a human

just one of the many components of the

component. While this is fundamentally

story.

true, unfortunately, while concentrating on

The matter is not a trivial one, as it might

impact measurement, we have a certain

affect the economic growth of a region and

tendency to forget this. The hatching eggs

might impact the well-being of society at

in the EU|BIC infographics show us that, on

large. For example, we can see from the

average, an EU|BIC will need to assess 572

impact report, that on average each EU|BIC

business ideas to deliver 28.8 sound

in 2015 has had a deal-flow (from enquiry

startups

to startup) that led to the creation of 32

percent survival rate). From a purely

startups. As for any data series there are

quantitative perspective this means that

outliers in both senses. At first sight we

there is a conversion factor from idea to

would be tempted to say that some

startup of five percent. Taken alone, this

EU|BICs have done way better than others.

figure can be conducive to different

However, without a clear vision of the

contrasting

nature of the startups we would not have a

perceive the five percent conversion rate as

clear understanding of the real situation

being

and decisions might be taken that could be

immediate action to reshuffle incubation

regretted. And beware, it is not just a

programmes or cancel them altogether.

quality-assurance matter (trademark or

Some could be willing to be more risk-

not). It is mostly a matter of policies, of

taking for which it may be viable to

funding,

adequate

sacrifice such a high sustainability rate in

information to stakeholders who, if not

order to get more companies up and

providing

48 Summer 2017

the

www.ebn.eu/impact

(already

too

discounting

decisions. low,

Some

therefore

the

could requiring

“

There is still much to do, but we couldn’t have achieved what we have achieved today without an active community of EU|BICs ready to share their narrative

theFeature running. Others may be more conservative

rely on the EU|BIC community itself. EBN

and prefer to keep things safe and are

indeed is a community of over 150 certified

happy

those

EU|BICs that occupy prestigious positions

companies that have been started up will

in the innovation ecosystems at all levels,

remain in the region without creating great

and have been doing so for over 33 years.

distress and economic turmoil due to a

The community is made of EU|BICs which

larger amount of future failures and

are

foreclosures.

enough

know

However,

that

turn

made

respected

the

professionals that know each other and

decision taken, it would be a flawed

have worked with each other for long

decision, as it would be purely based on a

periods of time, in part facilitated by the

quantitative analysis. It wouldnâ&#x20AC;&#x2122;t take into

existence of the network itself. If we hadnâ&#x20AC;&#x2122;t

account

the

been able to rely on the community, we

innovations and the intrinsic value they

surely would have a had a much larger

represent and bring forward.

problem than we initially envisaged.

the

Analysts crunching

whatever

(human)

who

innovators,

spend

numbers

many

trying

hours make

something sensible out of them, are inevitably struck by waves of frustration when they realise that the innovation and the

human

factor,

which

mostly

unpredictable, come in to scramble the hard-earned

results

serious

quantitative research. But ignoring the

Community task force We rightly assumed that a well-networked community would be the perfect ground for

qualitative

benchmarking.

The

quantitative benchmarking reports that each EU|BIC receives every year could be done sitting behind our solitary desks. But

problem is not the solution, and at EBN we

to incorporate the qualitative aspect we

had to (and still have to) find ways to cope

needed to blend our desk work with a

with this complexity. The best way to

purpose-built networking action, where

approach what appeared, initially, to be an

trusted EU|BICs (the trademark helps build

insurmountable problem, seemed to be to

trust), would tell the full story.

â&#x20AC;&#x153;

The matter is not a trivial one, as it might affect the economic growth of a region and might impact the well-being of society at large

Scanrail1/Shutterstock.com

Summer 2017 49

theFeature A properly built suitable networking

are not technologically viable, ideas that

need to kill it altogether. It just means that

action, of course, takes time and efforts to

could work with different teams, but fail to

we need to manage it with serious

create. From our end it required the

get anywhere themselves because of

creativity,

amendment of our EU|BIC questionnaire,

stubborn potential entrepreneurs... All this

dimension, with qualitative networking

where we incorporated a qualitative section

hardly represents a failure as it is a strong

actions and with honest reflection of where

where the EU|BICs could detail innovation,

sign of dynamism, and of an EU|BIC’s

all this is bringing us. We, as a team, hope

startups and practices. It required the

capacity to contribute to shaping the

that we are achieving this, to the best of

creation of a specific annual event, the EBN

much-needed entrepreneurial mindset.

our knowledge and abilities, in partnership

TechCamp,

where

incubation

and

How do we know this? Because we can

acceleration practices, methods and tools

rely on a quantitative figure: to reach the

are described, shared and put to test. It

figure of 572 innovations assessed, each

required opening up the current impact

EU|BIC has been through a massive

report to real stories, of real innovators

amount of lead-generating activities (check

supported by our members. There is still

figure 21 of the impact report for proof of

much to do, but we couldn’t have achieved

this). We know this because our EU|BIC

what we have achieved today without the

staff members come to us with stories of

active community of EU|BICs ready to

innovators who fail the pre-incubation

share their narrative.

phase, and of how some come back with a

conjugating

the

data

with you.

better knowledge of what needs to be

Lessons and learning

done, with clearer ideas. This qualitative

We have learned much from this activity, however the most valuable lessons were two. The first one became abundantly clear when enlarging the scope of our zoom. Less focus on the direct KPIs, meant more clarity on the side-effects, which was clearly

very

assumed

important,

significance

as as

well,

impact could not be assessed otherwise. The second lesson that we learned is that any quality system that aims at measuring the impact of the innovationbased

incubation

industry

will

imperfect. But this doesn’t mean that we

and

stand-alone

variables. The qualitative stories show us the other side of the coin, which is much heavier than the standard one we usually look at. A five percent conversion rate meant that 95 percent of the innovative ideas do not pass the so-called preof finding an adequate business model, failing their proof of businesses. Ideas that

MrGarry/Shutterstock.com

incubation phase. Ideas that are incapable

An expert in incubation and acceleration and a networker by passion, Giordano Dichter has been working the last 20 years on private sector development, startup and SME support issues around the globe. He is now Head of Membership Development at EBN and responsible for the EU|BIC certification and quality process, which he has developed to a fully-fledged report and benchmarking service aiming at enhancing continuous improvement in the innovation-based incubation industry.

Summer 2017

theOpinion

Teach A Man To Fish Give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime. Marie Longserre looks at the principle of this adage applied to business coaching

have to apply the key coaching principles:

his or her life and work and believe every

ask good questions; listen actively; help the

client is creative, resourceful and whole.” It

client identify challenges and goals, break

is the job of the coach to skilfully help

those goals into small achievable steps,

people find answers and motivation. This

hold the client accountable for them, and

method embodies a belief that each

give feedback and encouragement. But

person can meet challenges and cultivate

when I encountered the use of coaching in

opportunities, and only they know what is

a new and unexpected setting, I gained a

best for them.

deeper understanding of why it works and

The road to success in life or business is most often a steep climb requiring self-

what it means to the participants. I recently visited a social services centre

discovery, dedication and ingenuity. The

that helps people in crisis in a large city. In

centre’s coaching model, based on respect

addition to meeting their immediate needs

and self-determination, has successfully

for shelter, food or clothing, the centre

motivated more people to keep returning to

assists people with longer-term concerns

do the slow hard work of accomplishing

such as permanent housing, access to

their goals and aspirations.

education, health services, transportation

Like all human endeavours business

and job placement. A single mother who

development is ultimately about people.

has become homeless will benefit from

When people can learn to solve problems

As often happens I have had a new

having immediate shelter, but to build a

creatively without looking to someone else

revelation about something I thought I fully

better life she may need a better job which

to tell them what to do, they will set higher

understood – using a coaching approach

may require new skills training. Such

goals and achieve them. Coaching our

to help client entrepreneurs.

solutions take time, perseverance and a

clients to develop those skills, to cultivate

There is an abundance of methods and

commitment to showing up and using the

their resourcefulness and imaginations, not

models we can employ to help people

centre’s services. In order to increase client

only helps them transform their ideas and

transform ideas, grow businesses, and

engagement and improve outcomes the

businesses, it transforms their lives.

ultimately better their lives and enhance

centre recently adopted a coaching model.

our communities. Effective business incu-

They began with a core principal of the

bators apply multiple techniques and use a

International

variety of tools to advise, mentor, train,

“Coaches honour the client as the expert in

Coaching

Federation

–

teach, counsel, consult, and coach clients. Coaching, a term historically applied to

Marie Longserre has been President/CEO of the Santa Fe

athletics, has been widely adopted in the

Business Incubator in New Mexico, USA since its launch in

business world for decades. Business

1997. She was elected to two terms on the International

coaching is a valuable addition to incubator

Business Innovation Association (InBIA) Board and was Board

programmes. It helps build communication

Chair 2011-2012. She currently serves on the Federal Reserve

and trust and allows us to assist clients

Bank 10th District's Community Development Advisory

without having to be an expert in their

Council, and is on the Board of the New Mexico Bio-Tech

business fields. I do not have to know

Association. She has presented at global conferences on topics of business and

construction

entrepreneurial development, non-profit management, and Board governance. She is a

chemistry

help

entrepreneurs in those spheres. I simply

certified Business Incubation Director, a GrowthWheel trainer, and business coach.

Summer 2017 51

theSpotlight

Putting Poland On The Innovation Map

Raffaele Buompane shows us the innovation landscape of a country that is emerging as a leading player in the entrepreneurial arena

52 Summer 2017

theSpotlight

“

Poland has been continuously implementing a series of economic and social reforms which, over the period of a decade, transformed its economic landscape

Over the last 20 years, Poland has

This favourable economic situation is

nineties. Newly accessible foreign markets

experienced a remarkable transformation

reflected at the entrepreneurial level by the

opened to the expanding economy and

wealthiest

number of new companies and startups,

small businesses played the major role in

economies in the EU. The country’s

created over the last decade in the country.

the import of goods into Poland. Differently

financial accounts are expected to recover

The number of IPOs registered at the

to other ex-communist countries, state

from the contraction experienced in 2016

Warsaw Stock Exchange is higher than any

assets were not involved in the creation of

and to bring the national GDP growth from

other market in Europe. The country’s high

wealth, and a more typical western

2.7 percent to 3.2 percent, which is closer

engineering and IT intellectual capacity, a

business

to the 4.5 percent average level since 1995.

result of its excellent academic institutions,

entrepreneurs later created small financial

All this owes much to the level of

played an important role in shaping this

empires, especially in the services sector

investments, which are steadily increasing,

landscape.

(telecom, insurance, pension funds).

The indomitable spirit

of the initial period in which state

become

one

the

and to the private consumption, which remains one of its internal key drivers. The political situation of Poland, (a member of the EU since 2004, but not the Eurozone) has partly protected this nation from recent economic turbulences at the continental level leaving the country free from using adjustments on interest rates in order to increase exports and improve its financial growth. Furthermore, over the period 2007-2013 a funding of approximately €87 billion (€67 billion Structural Funds and the Cohesion Fund, and €20 billion for agriculture and fishing) have been injected into the Polish economic landscape. Together with the national contribution, which amounted to approximately €18 billion, the country’s total budget reached €108 billion; in infrastructure networks (transport and energy), SME competitiveness (research and innovation), environmental protection and low carbon economy, social inclusion and labour market participation. However, recent political decisions on

class

composed

small

Entrepreneurs certainly took advantage Poland is a good example of a dynamic economic

ecosystem

which

presently

needs to organise and interconnect all innovation

stakeholders

proficiently face all the challenges and opportunities that may arise in the future. Certainly, historically it has not always experienced the same levels of prosperity and societal welfare, but the national spirit always survived - it was divided seven times among neighbours. Poland suffered tremendous damages during World War II, especially at the social level, losing not only one-sixth of its total population, but also its most young, active and educated citizens. During

the

post-war

years,

the

communist-oriented governments nationalised

all

remaining

business

activities

regulations were not as quickly written and applied to growing businesses. At the beginning

the

new

millennium,

bureaucracy fought back and as the Polish market became more mature, most of the previous favourable business opportunities were no longer available. With the injection of about €10 billion from the moment of accession to the EU, Polish governments certainly planned to not only promote entrepreneurship,

but

also

better

mandate and administer the market. The consequence of this was a quick, but perhaps unbalanced, creation of a competitive startup industry in a fraction of the time it took other western countries to build similar ecosystems.

forcing the population to improvise and be

The innovation way

creative in establishing small commercial

From the moment of its accession to the

activities. This was probably the period in

EU,

which networking became a common

implementing a series of economic and

social and labour themes (like the lowering

practise among the people and a new

social reforms which, over the period of a

of retirement age, the free tax allowances

entrepreneurial spirit, based on private

decade,

and free medicines for elderly people or the

initiative, took root.

landscape and put the country’s index on

Poland

has

been

transformed

its

continuously

economic

monthly child benefit of 500 zlotys (approx.

This attitude, forged over years of

par with EU standards, making Poland one

€119) are expected to create an increase in

financial difficulties, saw society flourish

of the most advanced states in the

the deficit of the national budget.

during

continent.

democratic

transition

the

Summer 2017 53

theSpotlight Despite

this

rapid

and

successful

progression, however, it still faces some specific

challenges

terms

aggregation centre for all entrepreneurs,

innovative

conception

especially young ones.

production

and

creation,

commercialisation

Eventually, and in a more simplified way,

products, processes and services. None of

improvement of innovation and an increase

it is possible to categorise Krakow as more

which can replicate or mimic the ones

of R&D public spending. Until recently, the

technology

member

already present in international markets

government showed a high level of interest

Kraków

but represent new and original offers and

in this arena, taking measures to rectify

example) and Warsaw, as more business

previous incongruences. Several financial

oriented.

centred

(EBN’s

Technology

Park

good

Without doubt, human resources represent

What should we expect for the future of the Polish innovation ecosystem?

an essential component of an innovation

All

ecosystem and a clear driving factor for

institutions

innovation. In Poland, as in many other

continental level show a possible future

countries, the success of startups is clearly

progression

connected

ecosystem, but critical points need to be

tools have been deployed by the state to upgrade academic infrastructure and to encourage research with the aim of creating new bursts of innovation all over the

territory

entrepreneurs connections,

and

facilitate

create

beneficial

new

international

the

entire

national innovation ecosystem. New strategies, fine-tuned to present international

conditions,

have

been

discussed and, in some cases, adopted, aiming specifically at ensuring an overall efficacy of new and existing initiatives that foster innovation.

Geographical dispersion and innovation

opportunities.

Innovation and human capital

academic

the

level

institutions

technical

preparing

future

scenario

analysis

and

economic

organisations

the

Polish

the

start-up

addressed in the short term.

entrepreneurs for their access to the

As the evolution of an existing innovation

business world. To this aim, Poland may

ecosystem depends on a combination of

well be considered as one of the best

factors connected to local capacity and

examples in developing engineers and

international connections, it is vital for

PhDs on a mass scale when compared to

Poland

the EU average.

differentiation of its entrepreneurial offer,

not

concentrate

Additionally, what appears immediately

but to focus on industrial complementarity

clear is that human capital, on a whole, is

to other important global innovation hubs.

Despite the fact that the innovation

quite well used in Poland. Furthermore, it is

Outward-looking Polish companies, which

ecosystem in Poland is quite varied across

often the case that other European

have been operating in a safe internal

its different cities (the two leading centres

countries pick skilled workers from this

environment, must be aware that they will

in the country are Krakow and Warsaw),

country whenever possible to outsource

face fierce competition and that their

one finds that smaller cities like Poznań,

jobs. In contrast to the rest of the

weapons

Wrocław or Gdańsk play an important role.

continent, Poland enjoys a majority of

innovation and brilliant entrepreneurship

young, dynamic potential entrepreneurs

capabilities.

Depending on the location where an different

with no fear of falling and, on the contrary,

approaches are possible. Networking and a

ready and prepared to stand up again. The

close level of interaction is registered in

mediocre

more compact geographical realities like

monthly paycheck is not that important

Krakow or smaller centres, where leaders

among the younger set in Poland, and this

in these communities effectively support

sets a good tone for entrepreneurship to

each other. Thanks to this, innovation

succeed.

entrepreneur

operating,

communities in these areas are passing from an initial stage of ‘ideas generation’ to a

following

stage,

where

several

attractiveness

secure

A brand new innovation vision

companies profitably project themselves

With the realisation that past public

into the market. In Warsaw, the size of the

subvention of the private sector for

city and the dispersion of its innovation

improving innovation did not work as

kernels over a larger area makes contacts

efficiently

and interactions relatively more difficult.

governments have been exploring new

The opening of a Google Campus in the

opportunities to better utilise these funds.

expected,

recent

Polish

Praga district of the city in 2015, with a

Transforming the country’s vision of

coworking space, various event areas

innovation while scaling up in global

(campus café, main space, etc.), and even

ranking is a serious and engaging task,

residency, seems to have partially solved

which includes a general re-shifting of the

this

internal economy towards an unedited

uneven

distribution,

54 Summer 2017

creating

win

would

original

theSpotlight On the other hand, the evident potential

local entrepreneurs have to play an

of the innovation ecosystem in the country

essential role in this evolution in order to

make Poland ready for future economic

clearly

entrepreneurial

expression class

with

stimulating

To this aim, a more effective inclusion of

an improved level of communication and

them into an EU system facilitating

cooperation

innovation stakeholders, like the EU|BIC

stakeholders

regions

EBN ecosystem, are a vital and beneficial

(voivodships) seems to be necessary for

step towards a better organisation of all

them to more efficiently access foreign

internal innovation structures, as well as

markets,

the

innovation

various

benefit

improved

representative of a clear element of

industrial practises and more updated

progress towards more factual integration

innovation

models.

from

Central

and

local

governments, as well as corporations and

the

continental

level.

With

•

European Economic Forecast – Institutional Paper 048 – February 2017

•

European Structural and Investment Funds: Country fact sheet – Poland

•

The Global Innovation Index 2016

•

Eurostat – Innovation Statistics – March 2017

these

measures, Poland will continue to grow…

STRENGTHS •

•

challenges.

ideas and a strong innovative mindset. Yet among

Bibliography

Highly educated workforce

WEAKNESSES •

Lack of policy infrastructure

• Technical education (engineering)

• Consistent IP policy at national level missing

• Life sciences

• Homogeneous use of IP rights at national level missing

Cost of education not so expensive compared to other

• Not enough understanding of national and international patent systems

leading economies •

•

Workforce conversant in English

•

Low cost of living

• Technical transfer training in university mostly missing

•

Lower cost of doing business

• Technical transfer training is needed

•

Favourable political support

•

• Psychological aversion against communist models gears

•

More transnational funding needed Professional training for entrepreneurs mostly missing and strongly needed

towards a more modern entrepreneurial culture • Need for progress is clear from its leadership and younger

Insufficient technical transfer

•

Governmental seed funding not sufficient to cover the request coming from the entrepreneurial class

generation •

Insufficient links between public and private sector in terms of innovative and ‘visionary’ joint initiatives

•

The support to entrepreneurship is still lacking a common qualitative standard like the EU|BIC certification

OPPORTUNITIES •

Economic support available

THREATS •

• Numerous investors ready to commit capital in the country

prominent as complementarity can yield higher rewards •

• Government spending also focused on development of economic infrastructures •

•

Entrepreneurial learning curve still too flat due to insufficiency in technical transfer training

•

The present level of IP use may represent a factor of

Local entrepreneurs already operating successfully and

weaknesses of the Polish ecosystem when facing

globally, starting new businesses in the country, with local

competitors or creating synergies at continental and global

workforce and technologies •

The coordination among stakeholders in the various regions of the country remains insufficient

Entrepreneurial class ready to evolve and step up their activities for financial improvement

•

Focus on entrepreneurial differentiation keeps on being

Young population already educated to assume calculated

level •

entrepreneurial risks could be better enabled with the creation of more specific certified support structures like EU|BICs

The links between public and private initiative will maintain their present incoherent relationship

•

The present situation concerning support to entrepreneurship will continue missing a specific standard respecting qualitative criteria like the EU|BIC ones

Summer 2017 55

theSpotlight

The innovation ecosystem In conversation with Piotr Nędzewicz, Maciej Nowak and Ewa Kocińska of Poznan Science and Technology Park.

Poland? VC with high risk capital, startup and big cooperation

programmes,

acceleration programmes with involvement of

big

hi-tech

initiatives

companies,

are

innovation

helping

landscape

startups to cooperate with big, well-

eager to learn how to build successful

established and international corporates

business models based on international

thanks

networks

programmes being currently implemented

and

their

technology.

Our

startups want to cooperate with inter-

What do you think is driving innovation in

companies

researchers and entrepreneurs who are

scale-up

change here.

the

National

subsidies as innovation support is one of the key aspects of the current Strategy for the Responsible Development elaborated by the Polish Ministry for Development. Certainly, best European practices serve as inspiration. How is human capital contributing to the success of Polish startups? Multidisciplinarity is crucial: a complementary team consisting of people who know the technology and who are able to promote and sell it. We know cases of companies that can build a good product, but to be active on the market they must be able to build good relationships and provide revenues. A good case for hightech startups is the relationship between

numerous

acceleration

in Poland.

national companies and institutions to develop

products

and

technologies.

Can you think of some specific advice for

Startups need knowledge on how to

improving the evolution of the startup

protect their solutions in the global market

ecosystem in Poland?

and how to find European partners.

We should be aware of the benefits of international cooperation in the ecosystem

What are some of the similarities and

of startups in Poland and not to limit

differences

ourselves to the domestic market. We

between

the

startup

ecosystems in Europe and in Poland?

operate

There are no major differences between

competition, technology and market needs

the

European

Union,

European and Polish startups, perhaps only

should be directed to the European market.

in the confidence levels. Some Polish

The need for cooperation between science

startups, especially those representing

and business, on a European scale, is one

Generation X, may put mental limitations

of the main goals in building a more

on their own businesses, therefore missing

effective ecosystem.

major business opportunities. So the only difference is that startups from Western

Can you mention some particular good

Europe are more open to different business

examples of entrepreneurship.

cultures and therefore find it easier to build

There are several companies worthy of

relationships.

mention.

Brainly:

It's

place

where

students ask questions about specific How can Poland leverage its international

issues and receive answers from other

relationships?

students or experts in the specific field.

Polish startups have a strong research and

Booksy: a tool for service businesses and

scientific background, but to achieve

their customers that allows people to

business goals there is a need for a

quickly

and

easily

the

science and business partnership (at least

calendar. Livechat: a tool created by the

the researcher and the sales team which is

at the European level). Business support

Polish

usually quite difficult to achieve.

institutions

should

which

used

the

communicate between the owner of the

relationships.

website and the people who visit it.

Give us an idea of the international

Incorporating this process with investors

Brand24: which is used to monitor the

landscape

establishment when

focusing

Polish

facilitate

company

such

and businesses will enable them to

internet and social media. This allows

startups and entrepreneurs.

develop solutions they need and deliver on

people to react quickly to their business

They take advantage of the networks (e.g.

business goals.

listing, as well as in-depth market research

Enterprise

Europe

successfully

apply

Network) these

and SME

and

customer

behaviour.

Estimate

What should we expect for the future of

produces beacons, or sensors for precise

instrument (Horizon 2020). They provide a

the Polish startup ecosystem?

geolocation, mainly in rooms. Growbots is

strong technology base (programmers,

Polish startups should cooperate more

a tool for automating the sales process, the

scientists, engineers) and they cooperate

frequently and compete more effectively

so-called ‘lead generation’. Dice+ is the

with international companies in this field.

on the European market. Increasingly, there

producer of an electronic game die that

Some

global

are international consortia consisting of

allows the user to play board games on a

perspective, when modelling and launching

entrepreneurs, universities and business

digital

their

startups

present

businesses

The

dice

contains

targeting

support institutions (including science and

software dedicated to iPad devices and

international markets or attracting foreign

technology parks). This builds the base for

works via Bluetooth. There’s Legimi, one of

specialists).

more efficient technology transfer at the

the first internet services in the world

European level, better access to well-

offering eBooks on a subscription basis.

How can Poland benefit from looking at

qualified

(programmers,

Jak dojade, a modern urban transport

international innovation and processes?

chemists, engineers) and other technology

connection browser aims at facilitating

Poland

providers.

travel around the city.

can

(e.g.

platform.

provide

56 Summer 2017

well-educated

professionals We

shall

also

expect

the

theSpotlight

KTP kicks off A view of the innovation ecosystem in the Krakow Technology Park. In the first two decades following the 1989 collapse of communism in Poland, quick

economic

development

was

possible thanks to the exploitation of simple growth factors, including the available resources of cheap labour, a large internal market, and an inflow of external capital (through foreign direct investments). At the time, innovation in the Polish economy was of a derivative nature: new technologies, as well as new ways of organising production, emerged with the arrival of Western capital. The progress observed in the innovation of Polish economy, which was expressed in

The Kraków Technology Park (KTP) has

the ‘imitative diffusion’. At this time the

Worth mentioning among the number of

approximately €708 million to support

simple resources used in the past have

initiatives that the KTP has designed with

startups. The first operational project of

nearly

unemployment

innovative businesses in mind are as

this programme is Scale UP – a support

dropped below the EU average, and the

follows: Digital Dragons – the annual B2B

mechanism for accelerators that aims to

stream of inflowing foreign investment

conference for the video games sector and

help startups grow and simultaneously

was set at approximately $10 billion a

the KPT Scale-Up – the new enterprise

invigorate their cooperation with big,

year and ceased to be a key factor in

accelerator.

experienced

increasing the level of innovation in the

During

Dragons

Start a

Poland

budget

companies.

Krakow

Technology Park is an operator of the KPT

conference (held annually by KTP), indep-

ScaleUp accelerator dedicated to startups

What could be done to avoid the so-

endent game developers will compete for

working on innovations for industry and

called middle-income trap, and ensure

the fourth time for the title of Best Indie

smart

economic development, relied on creation

Game at the Indie Showcase contest. In

implementation of innovative products

rather than imitation? A remedy against

2016, 911 Operator by Jutsu Games

and services in large businesses. For

the threat of stagnation existed in a

impressed the jury of gamedev veterans

startups it’s a unique opportunity to

dynamic

and industry specialists, and won the main

attract referential clients; for corporations

entrepreneurship based on small and

Indie Showcase prize. The victorious

it is early access to innovation and

medium-sized

development

Digital

with

2017

whole economy.

the

government

programme

depleted:

Polish

announced

been

development

the

new

labour intensity, was therefore a result of

the

year

technologies for nearly 20 years now.

the high increase of productivity and

supported

Last

cities.

Its

primary

goal

project went on to achieve further success

strengthening internal innovation teams.

are

globally with more then 50,000 copies sold

Startups get an equity free €50k grant,

exceptionally well-educated young people

globally. Notably, the first mention of the

comprehensive

living in cities. Many startups therefore

game that most of the public came across

competence training. The aim is to

looked for a reference point in the global

was either a part of Digital Dragons media

support 24 young companies in a single

market in academic centres such as

coverage, or the conference’s official social

year.

Warsaw, Kraków, and Wrocław.

media channels.

whose

chief

innovative initial

businesses

resource

mentoring

and

Written by Krzysztof Krzysztofiak.

Raffaele Buompane has been cooperating with EBN since 2007 acting mainly as Senior Advisor and Project Manager and representing the organisation in several events all over Europe and beyond. With more than 20 years of multifaceted experience in particular in the fields of Intellectual Property, Strategic Management and Public Relationships, he has a legal and economic academic background holding a PhD in Economics, a Master in International Political Sciences and a Master in Geopolitics. He also attended an MBA course at Imperial College in London.

Summer 2017 57

thePeople

New Beginnings EBN wishes luck and success to some of the family who have moved on after years of service and to others who have recently joined us

“

During his career at NET - BIC Porto, José coordinated the implementation of several national and European projects of cooperation, innovation and technology

Obrigado, José de Almeida Martins

published

Upon his retirement, José expressed

entrepreneurship, innovation, creation of

deep gratitude to all the partners he

After 20 years of devoted and passionate

technology-based companies, cooperation

collaborated with over the years, and

service to the Portuguese entrepreneurial

and internationalisation.

expressed his satisfaction with his career

author

papers

community, Director General of NET - BIC

During his career at NET - BIC Porto,

Porto and President of BICS – Portuguese

José coordinated the implementation of

20,

BICS Network, José de Almeida Martins,

several national and European projects on

professional life, I had the opportunity to

retired in September last year.

cooperation, innovation and technology. He

serve this landmark institution in the North

also

of Portugal, nationally and abroad. I always

José

holds

Graduate

degree

helped

developing

and

in entrepreneurship support. “During these truly

rewarding

years

the

implementing several projects for new

worked

Engineering Faculty of Porto University

enterprises and SMEs. In 2012, NET- BIC

entrepreneurs, companies, economic and

(1976), and a post-graduate degree in Full

Porto received a prestigious award within

innovative agents, institutions, with EBN

Management from CIFAG. At EBN, he

the EU|BIC community being named the

and its complement of full and associated

served as an accredited evaluator and a

‘Best Soft Landing Incubator’.

members who were very supportive of my

Mechanical

Engineering

from

board member representing Portuguese EU|BICs between 2014 and 2016. He is also an accredited trainer of Education for Entrepreneurship and a

58 Summer 2017

For the past two years, José has also

with

large

group

work in furthering NET’s mission.”

served as an Editorial Board member of

José has been an integral part of the

i9magazine, a Portuguese-based magazine

EBN community and his presence will be

on innovation.

missed.

thePeople

Opening and closing the Gate After almost 14 years as a Managing Director of Gate Garching, Dr Franz Glatz decided to take up a management position at WERK1, a coworking centre for digital startups in Munich, which he had been involved

with

since

2013.

Christian

Heckermann took over as MD in his place, and his enthusiasm and talents will undoubtedly build on Franz’s successful work in branding Gate Garching as one of the leading incubators in the Bavarian startup scene. Dr.

Franz

representing the German EU|BICs. He is currently also a lecturer at the Munich University of applied science for innovation management and methodology of idea generation. His motto is, “Simple ideas are usually the best.” Christian

Heckermann,

Managing

Director

the

Gate

current Garching,

EU|BIC, based in Munich, was appointed as the Managing Director in March last year. Previously holding management positions in sales, Christian has brought his expertise in sales and marketing to Gate Garching, with the aim to expand Gate Garching’s

Glatz

holds

MSc

network and opportunities and market it as

Chemistry and a PhD in semiconductor

a high-tech startup centre. Ultimately, his

technology. From 2000 to 2002 he worked

vision is to create a positive climate for

as a senior consultant for the investment-

young entrepreneurs in Bavaria, making the

banking arm of a German bank and was on

region

the founding team of a VC company.

innovation hubs in Europe.

In 2002, he became Managing Director of

one

the

most

“

We started at the Gate, which was a very helpful ecosystem and an important milestone in our company history

attractive

After a business management degree in

Gate Garching, and from 2007 onwards he

Munich

was active in several EU-funded projects,

Heckemann initially worked as an equity

and a key enabler in the first and only

analyst

media incubator in Germany, b-neun Media

Bayerische Landesbank before switching

& Technology Centre in Unterföhring. In

to a Munich startup company, where he

2010, Franz also joined EBN’s quality expert

was responsible for the development and

group and became an EBN Board member,

distribution of capital market software.

and in

Rotterdam, investment

Christian

banking

Christian’s association with Gate Garching started during that time: and between 2010 and 2011, he rented one of Gate Garching’s startup centres to grow his own startup. After an intermediate position as a division manager with a Munich real estate service provider, his passion for startups and entrepreneurship saw him return to Gate Garching: ”I am thrilled by the dynamism of startup companies and the wide variety of ideas and business models, I cannot imagine a more exciting job.” Commenting on the new position, Christian believes cooperation with other key actors in Bavarian scene, and with the tenants themselves, will build Gate Garching’s brand as a leader in the Munich scene. His vision is to help as many young entrepreneurs as possible who will later be able to say: “We started at the Gate, which was a very helpful ecosystem and an important milestone in our company history.”

Summer 2017 59

thePeople

EY(e) on Bruno Wattenbergh Bruno Wattenbergh, popularly known in Brussels as ‘Mr Entrepreneurship’ for his vital role in building the entrepreneurship scene in the Brussels Region, joined EY, as Senior Advisor in February this year. With over 25 years of experience as a business consultant, Bruno has had a

known

dynamic and varied career ranging from

l’Entreprise) founded by him in 2003, after

business consulting, coaching, teaching, to

the merging of two public institutions

even starting his own reality show on

(Technopol & Ecobru). While acting as CEO,

entrepreneurship. Additionally for the past

Bruno set up many innovative initiatives to

five years, Bruno has been sharing his

support entrepreneurs in the region.

expertise

business

and

entre-

Besides

Agence

specialising

Bruxelloise

pour

SMEs

and

also

has

preneurship every morning on Bel RTL

entrepreneurship,

radio in French-speaking Belgium.

considerable expertise in re-engineering

He graduated from ICHEC and ULB in Brussels,

where

studied

labour

sciences. In recent years he attended

Bruno

and development of public institutions supporting businesses, as well as strategic management.

programmes at Massachusetts Institute of

Shortly after joining EY, Bruno expressed

Technology (MIT) and Harvard Business

his excitement with his new position. “After

School

15 years in the public sector, I am looking

(Advanced

Programme).

teaches

Management an

Entre-

forward to a new challenge in the private

preneurship and Strategy course as a part

sector. What convinced me to take this

of the MBA programme at Solvay Business

step is that, like me, the people of EY are

School in Brussels, where he also holds the

fired with a passion for innovation and

position of Academic Director for two

entrepreneurship. This is a crucial point for

Advanced Master’s degree programmes in

me, because I am convinced that these are

Business Management.

two vital factors in enabling Belgian

Up until the end of last year, Bruno was CEO

impulse.brussels,

60 Summer 2017

(previously

companies to stay competitive.” Source: EY website

“

He teaches an Entrepreneurship and Strategy course as a part of the MBA programme at Solvay Business School in Brussels

theOpinion

Design’s Role In Innovation Rozina Spinnoy emphasises why design in innovation is vital to creating better solutions at the community level and beyond Innovation - what does this mean to us in practice?

Brussels

has

become

hive

innovating and high-impact projects. I

innovation and creativity over recent years.

believe this innovative approach is what

This got me thinking about the design

The rise of grass-roots organisations in the

Brussels and other cities need to further

process, creativity and the role individuals,

city, are now coming together in various

foster

teams and networks have concerning

forms. The Civic Innovation Network (CIN)

growth across Europe.

innovation. By definition we mean ‘doing

foster

If you feel motivated to know more and

things differently’ equating with innovation,

unforeseen collaborations that can tackle

want to know how you can get involved

rather than ‘doing things better’ equating to

the systemic challenges of the city by

with some high-impact projects, or wish

adaptation. Over the last year I have been

connecting

know

looking at the variety of contexts this can

communities. It was obvious for both the

successfully

cover;

organisations,

BDC and BIDs Belgium, to contribute and

within your organisation, don't hesitate to

institutions and cities. Also people within

be one of the co-organisers of such a

reach out via EBN or the CIN website.

organisations, who have an entrepreneurial

network.

spirit

from

products,

with

being

‘intrapreneur’

defined

someone

who

innovator within an organisation.

The

Brussels-based

people,

achievements

lab

projects

and

successful

projects of EBN show the value of collaboration and continuation to innovate.

At the Belgium Design Council (BDC) and

What EBN is to business, CIN can aspire to

Business Improvement Districts (BIDs)

be for civic grass-roots organisations.

Belgium, we looked at the combination of

Brussels, is a starting block to build upon

design-led

social

while looking to other cities within Europe,

with

and perhaps beyond, connecting with

innovation

and

innovation/entrepreneurship

along

applying ‘design thinking’ methodologies in

multi-level, cross-sector stakeholders.

creating or ‘designing’ our projects and

The idea is to build collective frameworks

communities, for BIDs Belgium. We did this

on CIN initiatives, gaining formal support

by placing the customer first and being

and momentum. At CIN we have 'Impact

‘user centric’, co-creating partnerships with

Joint Ventures' or ‘IJV's’. Ventures that

address local and global challenges like

variety

stakeholders

private

companies, public administration, civic

food

organisations - along with being inclusive

managing unused spaces and utilising

sustainable

citizens

and

taking

bottom-up

approach.

surplus,

whilst

transport

simultaneously and

delivery

‘Care

systems.

With an educational and professional

Another

IJV

the

background stemming from design, it

Community’ initiative, looking at a variety of

became a positive ‘occupational hazard’ to

mental health challenges for vulnerable

have this thread of design strategy as the

and challenged children. It bridges the

base line. I do believe creativity, and

creativity and technology skills gap along

innovation

with a bit of fun, with our ‘Analogue and

especially,

are

often

team

efforts and go hand-in-hand. I believe some

Digital’

project.

Inclusivity

and

of the most profoundly innovative people in

preneurship is vital for our communities

history had large groups of people working

and future workforce.

and

stimulate

about

socio-economic

how

implement

you

creative

can ideas

Rozina Spinnoy champions the value of design strategy and innovation, as an approach

improving

processes,

environments, businesses and communities whilst advocating the benefits of collaboration. She thrives on sharing her creativity and tackling challenging social

and

political

systems

and

traditions. A passionate entrepreneur, Rozina is the Founder and Director of the

Belgium

Design

Council

and

Business Improvement Districts (BIDs) Belgium,

which

non-profit

organisation, that promotes collaboration in communities between private, public and civic society for socioeconomic growth. In her most recent venture she contributed as a coorganiser

the

Civic

Innovation

Network and the Creative Director for Design2Style, a branding and interior design agency.

entre-

with them, from Thomas Edison to Steve

CIN thrives on the creative opportunities

Jobs. No doubt innovating within their own

that co-creation and working on cross-

hives of creativity-enabling environments.

sector collaborations can bring with such

Summer 2017 61

theMembers

New Arrivals

A warm EBN welcome to the new members to our growing network Budapest Enterprise Agency (EU|BIC) – Hungary Established by the Municipality of Budapest, the agency focuses

Baden-Württemberg: Connected e.V. - BWCON – Germany A leading business initiative for the promotion of the high-tech

primarily on innovative SME development and non-profit micro-

sectors in the region with offices in Stuttgart and Freiburg. They

financing. Women and young entrepreneurs are the two main

connect more than 600 member companies and research

target groups of the services of the BEA.

institutions.

www.bvk.hu

Expertise: ICT, mobility, production, health care and energy.

New Generation Mindset (EU|BIC) - South Africa NGM’s mission is to promote a new mindset towards economic

www.bwcon.de

and social innovation, embracing the ‘act local – think global’

Business Region Goteborg – Sweden A non-profit company representing the 13 municipalities of the

mindset, ensuring South African businesses are globally

Göteborg region. They have developed a specific programme -

competitive.

Expedition Forward – to support high-potential companies from

www.ngmindset.co.za

any sector to grow in international markets.

Science Park Graz (EU|BIC) - Austria Home of European Space Agency's BIC in Austria, they support technology-based startups in Graz and Styria. Their team

Expertise : internationalisation www.businessregiongoteborg.se/en

supports university graduates, students, researchers and

Consorzio Arca - Italy A consortium for the application of research and the creation of

entrepreneurs

professional

innovative enterprises, working in partnership with the University

counselling & coaching, infrastructure and financing during the

of Palermo and a private entrepreneurial group committed to

pre-startup phase.

industrial research and technological transfer.

www.sciencepark.at/en/

www.consorzioarca.it

T-Hub (EU|BIC) - India India’s largest and fastest-growing startup engine based on a

Fondation pour l’Université de Lyon - FPUL - France FPUL is the result of a partnership between actors from the

partnership between the government of Telengana and three

business world, the University of Lyon and stakeholders from the

premier academic institutes – IIIT-H, ISB, and Nalsar.

public sector. The FPUL is very active as a founder member of

Expertise:

from

Fintech,

Transportation

and

all

fields

providing

Healthcare,

Agritech,

Logistics,

Sustainability

Smart

Cities,

Lyon French Tech.

and

Social

www.fondation-pour-universite-lyon.org

Technology capturing Big Data, IOT, Analytics, Sensors, Cloud and Mobility. www.t-hub.co

Gate 1 – France Located in Grenoble, in the heart of the Rhône-Alpes region, GATE 1 has become a resource centre for young innovative

Aerospace Valley - France Created in 2005 and located in Toulouse, Aerospace Valley is the

companies. Launched in 2010, their acceleration programme

most significant innovation cluster in France, with over 840

rapidly and to access targeted markets. Since inception, they

members from both the industry and the academia.

have actively contributed to the creation of 200 companies.

Expertise: aeronautics, space, embedded systems.

www.gate1.fr

www.aerospace-valley.com/en

ACS+ offers startups of the region the best conditions to grow

B-Hive - Belgium A pan-European fintech initiative connecting major established

Innovation et Développement Economique Trois-RivièresIDETR - Canada IDETR offers one-stop, front-line service to business people

financial institutions, technology and knowledge providers, as

through six strategic development hubs: metal processing and

well as universities and business schools.

equipment manufacturing, aeronautics, ICT, life sciences,

Expertise: IoT, AI, external innovation, growth company scaling,

logistics and transportation, and telecommunications and

regulation.

electronics.

www.b-hive.eu

www.idetr.com/fr

62 Summer 2017

theMembers MTIYA - South Africa MTIYA manages the

Technopole Brest-Iroise – France A French Tech+ stamped organisation in West Brittany that

acceleration programme that provides support to SMEs with

supports 200 members from the business community, research,

growth potential in line with the country’s National Development

higher education and municipalities.

Plan.

Expertise: maritime, digital, biotech

Expertise: strategies

National

Gazelle

programme,

and research for enterprise and skills

development, publishing.

www.tech-brest-iroise.fr

www.mtiya.co.za

WAGRALIM – Belgium A cluster dedicated to the food industry, they support 130

Paul Wurth InCub - Luxembourg Paul Wurth InCub is devoted to developing successful

enterprises and 50 laboratories and have developed partnerships

entrepreneurs in the Industrial Technologies sector, by providing

Canada and South Korea.

Paul Wurth’s international expertise and explore new market

Expertise: health-nutrition, industrial efficiency, organic packaging

opportunities together.

and sustainable supply chains.

http://incub.co

www.wagralim.be

Poznan Science & Technoloy Park - PSTP - Poland Established within the Adam Mickiewicz University Foundation,

WERK 1 - Germany A leading digital incubator for startups based in Munich. They

PSTP is Poland’s first centre of this kind. They initiated many

have developed a specific acceleration programme for InsurTech

activities in the field of science and economy cooperation, and

startups in partnership with famous insurance leaders such as

development of new technologies. PSTP has gained recognition

Allianz, ARAG, die Bayerische and Generali .

as a leader of the science park community in Poland.

Expertise: Insurtech, acceleration.

www.ppnt.poznan.pl

www.werk1muenchen.de

in Europe through the European Food Alliance and with Brazil,

Summer 2017 63

theLastword

An Open World Philippe Vanrie looks at the relevance of open ways of thinking and doing business in an increasingly complex geopolitical context

Thinking out-of-the-box, acting out-of-the-

regions),

place! This might well be the baseline of

continents, adopting an open international

any networked organisations, or any open

vision is a critical success factor, and can

and interacting communities, which have

make

deliberately been built on the power of

Networks (such as EBN and EUREKA) are

collective intelligence.

perfect examples of what can be done

further

the

afield

difference.

other

International

It is about intelligence!

when

And you may have recently observed that

community mode with the international

a worrying proportion of our political

you

combine

the

networked

vision.

leaders are not exactly behaving as we

The power of the Open Eureka, Eurostars

would expect or want. Instead there seems

and Global Stars concepts, and the bridges

to be much thinking inside-the-box; and an

created by EBN and its partners with the

assumption

(and

new EU International Centres (NearUS,

building walls) would eventually bring

ERICENA and CEBRABIC) are creating

better solutions to combat societal and

virtuous connecting platforms between

economic challenges.

European countries, and countries like the

that

closing

doors

Our theory, however, backed by massive

US, Canada, Israel, India, China, South-

evidence and anchored in decades of field

Korea,

experience, is the opposite one. Intelligence

Argentina, etc.

Japan,

South

Africa,

Chile,

is not only built by our individual cognitive

Our strengths also rely on the effective

skills, but grows thanks to ideas and

decentralised pattern of our networks,

experiences brought out by, and shared

irrigating

with, others. These others being citizens

place-based operational nodes, at regional

and business objects often living outside of

and local levels; think the EU|BICs of the

the village/the valley, working in different

EBN network, and at national levels, the

ecosystems, active in another business

national funding and innovation agencies

sector,

of the EUREKA network.

adopting

disruptive

models,

inventing

patterns,

reconnecting

businesses

(yes,

new we’re

economic

organisational small

and

talking

the

geographies

throughout

And yes, this enables thousands of

big

innovative startups, spin-offs, SMEs and

open

larger firms to grow, expand, and create

innovation), twinning public and private,

wealth, in multiple places, with multiple

etc.

partners, and multiple socio-economic

And guess what? This connected and collective intelligence generates innovation,

impacts. Wishing you an inspiring journey across

competitiveness, welfare, and, more often

our

than not, happiness.

diversity.

ecosystems’

geography

Our vision, fed by imagination and action, is also nurtured by discovery - scientific discovery, entrepreneurial discovery, and

Philippe Vanrie

territorial

Head of the EUREKA Secretariat

discovery.

Geography

everything. Next door (in other European

64 Summer 2017

Former CEO of EBN

and

its

“

This connected and collective intelligence generates innovation, competitiveness, welfare, and, more often than not, happiness