For the stimulation of demand of innovation-public organisations can play an important role as visionary risk-taking and demanding reference customers.
Measures addressing information symmetries and risk assessment tools and systems are examples of government initiatives that can stimulate private initiatives.
How to stimulate demand of innovation Public organisations can play an important role as visionary risk-taking and demanding reference customers
and non-funding support that reduces risks and improves innovation management skills. Complement procurement processes with funding support that accelerates the scaling
as well as connected with a potential risk (they are vulnerable to loss of staff and knowledge and quality is often based on the quality of individual advisers).
Without change, Australia risks being competed out in the world market, resulting in fewer jobs and lower economic growth.
page 51) Accept international standards and risk assessments for certain product approvals (Proposal 1, page 31) Enhance the 457 and investor visa programmes (Proposal 11, page 55 and Proposal 12,
service or product has been approved under a trusted international standard or risk assessment, Australian regulators should not impose any additional requirements
All Commonwealth Government regulatory standards and risk assessment processes will be reviewed against this principle. TPO00007 Industry Innovation and Competitiveness Agenda Industry Competitiveness x Industry Innovation and Competitiveness Agenda As a first step, the Government will enable Australian manufacturers of medical devices to register routine medical
and move to a more-effective risk-based approach for compliance and monitoring. The Government will improve the Significant Investor visa programme,
and take their own risks. The Government is also acting to better translate Australia's good ideas into commercial success. Australia performs well on many measures of research excellence
and emergency response training to also cover production optimisation and risk assessments. VR Space has signed recently a three year partnership agreement with Simtars, a division of the Queensland Department of Natural resources and Mining,
A well-developed financial system founded on sound prudential regulation that efficiently manages risk and channels savings to the highest return investments.
For example, in its‘Opportunity at Risk'report, the Minerals Council of Australia (2012) noted that in Australia it takes around three years to get approval for a thermal coal project compared to around two years for the rest of the world.
To achieve this, we must also promote a culture of entrepreneurialism and responsible risk taking by business.
when policy settings discourage appropriate risk taking behaviour. This is why the Government is laying the groundwork for Australian businesses to embrace structural economic changes,
and risks and to decide whether, and in which areas, to invest their capital. Government subsidies and other policies that have distorted these decisions,
government assistance to these industries still risks‘crowding out'other productive industries, as the exchange rate and other economic variables adjust.
It is businesses themselves that are placed best to assess commercial prospects and risks, to foresee and take advantage of changing market conditions,
and manage risks. At the same time, regulations impose costs and reduce the flexibility of businesses and individuals to adapt to changing economic conditions.
and risk assessments of some highly regarded regulators in other advanced economies not being recognised in Australia.
Another example is that the Australian industrial chemical risk assessment system makes insufficient use of assessments
Regulators will adopt a risk based approach, for example, by focusing on businesses and activities that are higher-risk,
and lowering compliance costs for lower-risk businesses. We are also continuing the roll out of Standard Business Reporting,
to provide quicker and more accurate reporting across government agencies, and reduce the cost of regulatory reporting.
and risk assessments To reduce duplicative domestic regulation, the Government will adopt the principle that if a system,
service or product has been approved under a trusted international standard or risk assessment, then Australian regulators should not impose any additional requirements,
and risk assessment processes in each ministerial portfolio and objectively assess whether unique Australian standards or risk assessments are needed.
As a first step the Government will enable Australian manufacturers of medical devices to register routine medical devices using conformity assessment certification from European notified bodies.
and increase its acceptance of international risk assessments materials from trusted overseas regulators. This will be part of broader reform to introduce a graduated,
risk-based approach to the regulation of industrial chemicals that will streamline (and, in the case of low-risk chemicals, remove the need for) the pre market assessment of chemicals already authorised for use in comparable countries.
Portfolio Ministers will conduct consultations as part of existing deregulation commitments including working with stakeholder groups to develop criteria for accepting
take a risk-based approach, and are consistent and accountable. The Framework will apply to Commonwealth regulators that administer,
As not all employers are able to cover risks themselves, an alternative may be to allow other private employers to access cover under the Commonwealth laws as premium payers rather than self-insurers.
delivering personalised mentoring and support to‘at risk'apprentices; providing guidance to businesses taking on apprentices,
moving the national regulator, the Australian Skills Quality Authority (ASQA), to a new risk based model with improved information and education services, better recognition and greater autonomy
ASQA has taken already steps to reduce its level of interaction with training providers on low-risk activities.
nomination and visa applications around risk-factors to reward low-risk applicants and re-focus compliance and monitoring activities on high-risk applicants;
and reduce risk. Among other things the Centres will encourage businesses in these industries to form commercial research and development partnerships with each other,
and well understood risk How a Growth Centre could assist the food industry Significant growth in processed food exports requires many changes by individual firms across the supply chain
unless there is a risk that the employee will forfeit the shares, in which case taxation is deferred until the shares‘vest'(that is,
and assuming there is no risk of forfeiting the options, if the employees accept the options then they will have to pay tax on the free options in the income year they are provided the options,
Deferral of tax is limited to schemes where there is a risk of the employee forfeiting the shares or options,
when there is no risk of forfeiture or when any restrictions on the sale or exercise of the options are lifted (vesting point).
without the options necessarily being at risk of forfeiture. Further, for options, the deferred taxing point at vesting will be moved back to
Their scale means they can find it more difficult to access capital or carry and spread risks themselves,
Consultation pathways Reform Consultation pathway Projected timeframe A lower cost, business friendly environment 1. Accepting trusted international standards and risk assessments The Parliamentary
) Opportunity at risk: regaining our competitive edge in minerals resources. Sydney: Minerals Council of Australia. National Science Board.
and the threat of climate change and the scarcity of natural resources are increasingly more noticeable.
Being an entrepreneur requires the ability to take risks, think innovatively, see possibilities, and do something with them by effectuating them into the marketplace.
2003) or in their report The british Chamber of commerce indicated that UK productivity is under threat because small and medium sized enterprises (SMES) are failing to exploit the benefits of technology.
feasibility studies to evaluate their cost-effectiveness, risk analysis, design and development, new policies and procedures, market research and marketing,
and threats (T). Such an analysis of the strategic environment is referred as a SWOT analysis. The SWOT analysis provides information that is helpful in matching the firm's resources and capabilities to the competitive environment in
and Weaknesses as well as the existed or forthcoming Opportunities and Threats from its external environment. Only when these four critical information elements are elaborated well and known,
and separate it into internal issues (strengths and weaknesses) and external issues (opportunities and threats).
or minimised to achieve desired results (weakness or threat). When doing SWOT analysis, remember that the S
and Threats you face. Carrying out an analysis using the SWOT framework helps you to focus your activities into areas where you are strong and where the greatest opportunities lie.
and maximises the potential of the strengths and opportunities while minimising the impact of the weaknesses and threats."
Gathering information on Opportunities and Threats should focus on the external factors. 3. Create a workshop environment
Supporting Innovation in SMES"-2. 2. SWOT Analysis page 18 of 271 4. List Strengths, Weaknesses, Opportunities, Threats in the SWOT Matrix 5. Evaluate listed
Strengths, Weaknesses, Opportunities, and Threats. The SWOT template below includes sample questions, whose answers are inserted into the relevant section of the SWOT grid.
Own known vulnerabilities? Timescales deadlines and pressures? Cash flow, start-up cash-drain? Continuity, supply chain robustness?
Competitors'vulnerabilities? Industry or lifestyle trends? Technology development and innovation? Global influences? New markets, vertical, horizontal?
Threats Political effects? Legislative effects? Environmental effects? IT developments? Competitor intentions-various? Market demand? New technologies, services, ideas?
The gathering information on Opportunities and Threats should focus on the external factors. Step 3: The manager of the health centre encouraged all the members of staff to freely express their opinions about what they felt to be appropriate.
Support of local government High felt need of users Internationally funded projects Threats: Low income of users Bad roads Low salaries Lack of budget Paradigms of providers High competition Step 5:
the risks are tolerated easily because the chance to find a solution is bigger; it is an inexhaustible source of stimulating the individual creative potential.
How do we manage the threat of the loss of key people and their know-how?
Risk taking Initiate more discussions with people from outside the organization Follow your intuitive hunches Allow people to be more spontaneous
and personal risks taken to drive innovation in the organization. 4. 7. 5. Guidelines for installing a corporate innovation system 1. Always create the motivation first.
What kinds of risks (implicit, career-wise) am I taking if I dedicate my time to innovation?
Links Using toys to stimulate creativity http://www. thunderboltthinking. com/performance improvement. htm Creating an Environment for Innovation http://www. strategyletter. com/CD0902/featured article. html Risk
which will allow the acceptance/rejection of potential projects based on the assessment of the potential gain in balance with the risks involved.
which they were willing to risk. However, it was decided to have a webpage with information and a possibility to email Magic Books,
so that the risks are minimised and profits are maximised. This text is designed to help SMES managers to understand the NPD methods necessary to introduce successful new products. 6. 1. 1
To manage risk via a stage0gate method, the parallel activities in a certain stage must be designed to gather vital information-technical,
market, financial, operations in order to drive down the technical arid business risks. Each stage costs more than the preceding one,
and risk is managed. The gates 2: Preceding each stage is an entry gate or go/kill decision point,
investment requirements Programme breakeven time Proposed customer quotation Updated programme schedule Programme staffing issues Programme risk issues NPD process deviations Final Design Review issues
Updated programme schedule and status Programme risk issues NPD process deviations"Innosupport: Supporting Innovation in SMES"-6. 1. New product development methods page 113 of 271 6. 1. 3. 2. Success Factors Success Factors
The Challenge This team needed a product development process that would help them manage critical risk without slowing them down.
and legal risk issues to be managed. The senior management gatekeeping team has welcomed already the consistency of business cases produced"Innosupport:
Monitor the potential threat levels posed by competitive products to understand competitive strengths and weaknesses.
Another risk, which is undertaken without regular updating is that the original patents and the technology they protect may become obsolete.‘'
such as the specific nature of the innovation project or new technology business, the financial risks involved, the complexity of the project and the time needed for development.
the risk is with the investor as much as with the company and so is the loss.
Since innovation is considered a high-risk business by most banks, it is sometimes difficult to find a bank willing to offer a loan.
The most dominant problems are listed below in Table 1. Barriers to innovation in SMES Studies (amongst others) Financial bottlenecks-hindered access to external finance,-high innovation costs (and therefore)- high economic risks Acs
Furthermore, some employees in the R&d units at the headquarters tend to see the new location as a potential threat to their job security leading to resentments, antagonism and even non-cooperation,
and ii) SMES. b) What are the advantages and possible risks of internationalization of innovation activities, particularly of R&d?
For example, on the issue of access to financing for R&d, many respondents recommended public programmes and support for venture capital and other types of risk financing through, for example, tax incentives.
and services as well as access to the financial facilities supported under Access to Risk Finance of this work programme. 5 For topic PHC-12-2014/2015,
or manage the higher risks resulting from international opening of the schemes. Financial incentives, for example co-funding a limited number of initial transnational cooperation projects with knowledge institutions,
and control and manage risk in a collaborative partnership. This will provide managers of small companies with hands-on guidelines on how to innovate and setup innovation networks.
This action is linked to an investment readiness measure (Call H2020-BIR-2014 in the Access to Risk Finance Work Programme
Since firm entry involves considerable risk, with survival chances that are difficult to assess, institutions that make exit very costly discourage entry.
and SMES looking for risk Key policy recommendations Increase the ability of women to participate in the labour force by ensuring the availability of affordable child care and equal treatment in the workplace.
Regulations should be designed to minimise negative impacts on provision of risk finance. Regulations and supervisor arrangements designed to safeguard the soundness of financial systems can affect the provision of risk finance to SMES.
Such regulations should be subject to cost-benefit assessments before they are implemented and their impact should be monitored subsequently.
Subject new regulations which could adversely affect the provision of risk finance to cost-benefit tests of their likely effect before implementation and monitor their subsequent impact.
or for increasing the efficiency of government policy in addressing other market failures that affect innovation processes (e g. sharing the cost and risk of pre-competitive research).
ways of spreading risk; lowering and sharing costs, including R&d costs; and in many cases, improving access to finance.
But globalisation can also pose challenges and threats which SMES, from a resource viewpoint, are less wellequipped than larger firms to confront.
Challenges and threats may concern the following: standards and international compatibility issues; intellectual property protection;
political risks; corruption; and rule of law issues. SMES'participation in global markets lags behind that of larger firms.
since these are likely to produce more accurate estimates with less risk of overestimating policy impact.
On the other hand there is the risk that this closeness may impair their independence and subject the evaluation to capture or political influence.
However, there is a risk that the discussion may engage those responsible for the programme less when it is led by outsiders,
incurring the risk of underestimating their innovation effort. In fact, innovation often occurs without the performance of formal R&d,
There is the risk that technical staff will push too far ahead of customers and lead to a product failure.
They also cannot spread R&d expenses over large sales volumes nor spread the risk of failure across multiple projects.
and increases the risk of intellectual property loss. Although only a small proportion of SMES engage in innovation activities,
there is less risk of a disconnect between levels due to bureaucracy, delays, and miscommunication. 10 SMES also vary in how much they focus on learning (Salavou, 2005.
There is a paradox in customer closeness and a risk, however, in that firms that work closely with only a few customers begin to depend mainly on their own internal 11 resources for ideas rather than seek new information from the outside.
This transfers the risk of equipment failure to the service provider and focuses on relationship-based services centered around the product and operational availability and response time in case of failure.
as the service firm's risk increases and higher levels of solution expertise must be available.
and focuses heavily on managing risk, and keeping the process on budget and schedule. Firms in the middle region of the figure offer discrete services usually on a fee-per-event basis (e g.,
Another aspect of incentives is to encourage risk taking. An individual (or team) should not be punished
A culture of risk-taking is essential for a successful innovation process. Unlike products, many services are delivered by individual employees
and risk associated with each idea. In most situations, the business analysis should include at least three scenarios:
and customization Shift downtime risk from customer to service supplier Transition from transactional to relational selling Base business model on low cost and convenience over product life Extend customer relationship deep
I find it easy to be open and honest with people from other departments Risk The degree to which the organization,
employees and managers take risk I am encouraged to experiment; we take calculated risks; we encourage trial and error Stimuli The degree to which it is understood that unrelated knowledge can impact product, service and operations improvements
I am encouraged to search externally for information; I obtain data from many different sources; we listen to suggestions from suppliers;
Management's assurance of status parity can help to bridge the gap between departments, and unite them for a common purpose (Susman and Dean, 1992).
Contracting such work to outsiders has reputation risks and inhibits feedback and learning opportunities from the field.
It is better to overstaff inhouse personnel than risk ineffective response (Gebauer et al. 2005). ) The firm also can start to offer services where its installed base is most dense,
L'innovation dans l'assurance: le cas de l'UAP (Innovation in insurance: The case of UAP), for UAP and The french Ministery of Research-University of Lille.
and disadvantages (unable to spread risk across projects, can't afford to fund log-term R&d).
Nevertheless, the small-and medium-sized enterprises of Germany have not been able to overcome the risks inherent in a high degree of specialisation,
and especially their vulnerability to market changes. 45. Despite their specialisation, the German Mittelstand companies pursue a strategy that is not blindly committed to the technological frontier.
Benefits could include gaining a larger share of the target market, risk diversification, or access to vital information about potential inputs or market opportunities.
professional risk evaluators for new technologies and new business; and rapid access to secondary markets. 67.
as well as government bodies, have difficulty assessing the risk-profit trade offs of innovative ventures. Uncertainties about the technical feasibility, the time period of development, the total financing needed,
commercial risk, and managerial capacity of an SME and its proposed innovative project. Technological rating organisations can be public or private bodies,
including to ensure the rapid diffusion of expertise in technological rating that would help reduce the uncertainty that limits private sector investments in high risk innovation projects (Box 1). They may also want to consider subsidising programmes that help
Thirdly, managers advocate longterm investments that tolerate fluctuation and short-term risks, while shareholders advocate an avoidance of any risk.
This is particularly problematic, because investments in innovation and new projects involve higher short term risks. Fourthly, managers meet competitive threats by increasing their cost-cutting investments to rationalize on the firm's resources and by pushing for innovation in management and operational aspects.
The shareholders tend to think mostly of selling the firm to get the best possible return on invested capital, especially upon the slightest indication of trouble.
In the process shareholders tend to induce failure of the firm (Crotty 1990. All the above issues indicate that the financial theory approach is not the most accurate,
Creation of new knowledge in a firm involves risks (Teece and Pisano 1994, Howells and Michie 1997, Lei 1997),
by taking risks, innovating, and exhibiting proactive behaviors, and by adopting entrepreneurial postures (Khandwalla 1987).
The only threat to reliability is finding new literature that contradicts the existing findings. The argumentation and reasoning carried in the paper is general in its nature (d). 2 Coverage Intensity
The only threat to reliability is finding new literature that contradicts the existing findings. Same as in (d) above. 7 The firm studied falls within the definition of SMES, as:
Any threat to reliability in papers 1, 2, 4, 5 and 6 would come from the introduction of new research that contradicts the findings in the literature I relied on to build my case in these papers. 64 The issue of generalizability Generalizability can affect experiment design
there are risks and limitations of instability imbedded in the model, when input information is not intense enough.
A new model to identify bankruptcy risk of corporations. Journal of Banking and Finance 1 (1), 29 54.
Entrepreneurs take risks and new technologies appear, leading to the creation of new enterprises. On the contrary, during the maturity phase--for example,
and robust evidence can enhance the chances of policy success by eliminating the risks and costs of trial and error.
It included several action lines that can broadly be divided into four categories relevant for SMES'innovation capacities. 1. Those aimed at improving access to funding for SMES undertaking research (Research for SMES and Risk Sharing
and a perception that innovation involved excessive economic risks. A 2009 Canadian survey37 found that 57%of world-first innovators judged a lack of skilled personnel to be an impediment for their activity.
Indeed, the vast majority of SMES do not take the risk to carry out in-house research as the process of generating new technologies is becoming more and more complex.
IDEA as the manager of the initiative, the Capital Investment and Risk management company of Andalusia INVERCARIA,
The second sub-programme is related to risk finance (€2. 8 billion. It will consist in loans,
and the relative risks for policy. It thus focuses on helping entrepreneurs identify their knowledge-based strengths at the regional level
Risks of policy induced specialisation While the central tenet of the concept of smart specialisation was accepted quickly by the EU policy community,
At the same time, the crisis has exposed also the vulnerability of global value chains to demand and supply shocks
The aerospace sector experienced a sustainable growth over two decades stemming from a regional strategy based on risk sharing funding of original equipment manufacturer (OEM) programs and the commitment to a policy of fine
but also bottlenecks and threats to push these opportunities further. Source: OECD-TIP case-studies on smart specialisation The universities dealing with economics, public policy and administration,
In Australia, future bottlenecks/threats of the Australian grains industry are detected by direct consultations among grain growers,
This balance not only relates to risk; GRDC also strives to balance its research portfolio in terms of short, medium,
In the years 2006 to 2011 the Australian Government's aid budget doubled. 27 There are a number of bottlenecks/threats that could affect the future of the Australian grains industry.
based on strong basic knowledge in green and red biotech Sustainability driver offers (long term) market perspective Threats Anchors Projects are focused strongly on solutions for key partners:
threat is that spill overs will be limited Rather narrow (public knowledge base in Flanders (e g. process technology) Connectivity Further development of international knowledge links Collectiveness as goal in the mission Connectivity Development of other regions in similar
Bottlenecks and threats for the ecosystem that may hamper the entrepreneurial process include the following:
and ii) The high risk of lock ins due to the inertia of the chemical sectors innovation system:
Nonetheless, there are bottlenecks and threats that can hamper entrepreneurial discovery in the ecosystem especially in an increasingly competitive global market.
compliance Geographical location (proximity to the EU markets and largest domestic markets) High Innovation Capacity Flexible production with competitive costs and risk sharing value chain Sophisticated
Increase in costs that are reflected not to retail prices Inadequacy of industrial design capabilities Threats Second hand vehicle imports from the EU Uncertainties in studies conducted in energy efficiency and environment legislation Enormous increases
Bottlenecks and threats Regional innovation and specialisation strategies need to be reviewed regularly to ensure they promote a clear vision across the region responding to changes in regional developments.
A lack of agreed goals and desired outcomes for the region represents a serious threat. One of the key strengths of organisations such as SEMIP is its ability to act independently of government
and alleviating concerns about the risk of interaction. OECD 2013 99 Buy in from industry: Research organisations and government bodies can struggle to connect
Bottlenecks and threats for the innovation ecosystem that hamper entrepreneurial discovery The advantage of Lower Austria in terms of RTDI is definitely the fact that it does not have to offer basic research and tertiary education only by itself
and any risk of trying to excel at everything. Impact of data and diagnostic tools: Lower Austria made positive learning experiences with the establishment of these tools among others,
Bottlenecks and threats for the innovation ecosystem that hamper entrepreneurial discovery Future threats for the innovation ecosystem in Upper Austria that may hamper entrepreneurial discovery are the lack of ongoing and systematic evaluations
Bottlenecks and threats for the innovation ecosystem that hamper entrepreneurial discovery The development and performance of the Estonian innovation system has been remarkable over the past two decades.
Bottlenecks and threats for the innovation ecosystem that hamper entrepreneurial discovery Low R&d levels in all sectors remain a key bottleneck for the region.
In addition, few financing channels with risk-taking capabilities exist. The overall innovation service network and innovation infrastructure remain obscure.
Brandenburg Bottlenecks and threats for the innovation ecosystem that hamper entrepreneurial discovery The capital region hosts many internationally renowned universities as well as research institutes (such as Fraunhofer and Max Planck institutes.
Bottlenecks and threats for the innovation ecosystem that hamper entrepreneurial discovery Many specific recommendations have been formulated during the work on RIS 2013-2020.
Additionally, external threats detected in the Basque Country's innovation system with a significance for the future are likely to include:
i) Risk of loss of international market position of some Basque sectors; ii) Risk of non-differentiation in the new scientific and technological niches;
and iii) Risk that the continuity of the economic crisis may pose to the economic sustainability of the Basque Innovation System.
Lessons learned and conclusions for political action During the last decade the government of the Basque Country (Euskadi) has learned the importance of prioritisation and specialisation in sectoral innovation policies.
There is a widespread understanding amongst policy makers of the bottlenecks and risks of top-down government induced specialisation.
It is essential to operationalize the process of assessing cluster potential to reduce risks in policy implementation and in the practice of smart specialisation.
and effectiveness, there is an important risk of government failure: hence it is crucial that smart specialisation strategies develop into outcome-oriented policies and that, accordingly,
What upcoming threats and challenges do you see for the regional key economic sectors (and the regional economy as a whole) in the next decade?
and what co-funding/risk-sharing scheme will be in place on the regional level? Which department (s is/are in charge of innovation policies and budgets?
and threats for the development of a shared vision. INNOVATION-DRIVEN GROWTH IN REGIONS: THE ROLE OF SMART SPECIALISATION 200 OECD 2013 NOTES 38 Eurostat (2011),‘Patent Statistics at Eurostat:
A strategic planning method used for evaluating projects on the basis of their Strengths, Weaknesses, Opportunities and Threats.
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