The last Community Innovation Survey in Belgium shows that large firms(>250 employees) are collaborating on average with more external partners than small firms.
Some of them we found through publications, others by contacting a large European network of open innovation experts.
or size class (taking into account that small companies should have less than 500 employees). The companies are active in a wide range of industries.
and have 500 employees; other companies are just a few years old and have less than five employees.
The reader should thus not be surprised by the heterogeneity 13 of the cases. The diversity of the themes we will discuss illustrates how open innovation can take different shapes within each specific firm or industry.
cross-industry learning process led by sleep experts. The QOD case illustrates that developing a successful business model that ultimately changes the industry starts with nothing more than the conviction of a well-informed entrepreneur.
Curana is a micro-company (less than 20 employees) that is active in the bicycle accessory market.
and material experts. The third step is promotion. In this step Curana organized information sessions to promote its new ideas among potential customers.
and material experts. Using the so-called Original Strategic Management (OSM) model, Curana and its innovation partners started from a vision based on new opportunities derived from global trends,
After consulting with an examination board of sleep experts, QOD decided to produce a functional quilt that would reduce the temperature variation under the quilt to provide a healthy sleep.
It combined valuable insights from sleep experts with the PCM technology which has required the characteristics to improve sleep.
and tested with the help of medical experts. QOD€ s first functional quilt†branded as Temprakon†was the result of linking PCM technology with insights about sleep comfort from the medical world.
Jaga also explored initiatives to spur the creativity of employees and external partners by setting up Jaga Product Days in 2007 (see p 47).
and that we†re always exchanging information on things that are happening in society. †Adriaan Debruyne (now director of Saflot Creative Consultants) added:
Some of Curana†s employees, for instance, did not understand why management was preoccupied with managing the network of partners
Intellectual property rights are owned usually contractually by the innovating firm in the case inventors are companies doing contract research, external designers, or employees.
Universities, research labs, crowds of experts, lead users, and knowledge brokers are just a few examples of potential external sources of kn owledge.
Therefore, the Airfryer is packaged with an inspiring recipe booklet, written by a culinary expert, which contains 30 easy-to-prepare recipes,
or consultants develop. In contrast, they are spurred to take action when they are confronted with the testimonials of entrepreneurs who are using open innovation successfully to develop new businesses.
SMES are companies with less than 250 employees (N=792; lager companies (â ¥ 250 employees;
N=175. The calculation covers the period 2002-2004. Open innovation can be measured in different ways.
market sources (suppliers of equipment (i), customers (ii), competitors and other firms with similar activities (iii), commercial labs, private R&d organizations, and consultants (iv;
The external R&d intensity reflects external R&d per employee. Collaborative innovation indicates whether innovating firms engage in collaborative innovation activities with six potential partners:
consultants and private R&d organizations (iv; universities (v; and public research organizations (vi. Collaborative innovation is captured by calculating the average score of the six questionnaire items registering the firm†s use of coopera tive agreements with innovation partners.
and the collaboration intensity measures the collaboration per employee. Variable Small and medium-sized enterprises (N-SME=792) Large firms (N-large=175) Mean Standard deviation Mean Standard deviation Difference Search intensity
Moreover, small contests can be held among employees, suppliers, and local communities of designers, engineers, and so on. 33 These value networks have been described by different authors.
On the contrary, the report confirms that the vast majority of these innovative firms are micro-enterprises with less than 10 employees;
consultants, suppliers and customers. 2. 2 Open Innovation and SMES Adopting an open approach to innovation may be seen as the preserve of large leading high-tech firms with access to the intellectual and financial resources
following with employee involvement, and external networking, and ending with more †advanced†practices like IP licensing,
%GVA Per capita (index=100) 136.2 86.4 100%micro firms<10 employees 90.8%89.0%92.1%%small firms 11-50 employees 7. 7%9
. 2%7. 7%%medium firms 50-250 employees 1. 2%1. 5%0. 2%%persons employed by SMES 69%65%66.9%%of GVA accounted for by SMES
the vast majority are micro-enterprises with less than 10 employees. Source: Intertradeireland Business Monitor (2011.
Not Important Not very effective 22 A separate analysis (Figure 15) of firms with more than 50 employees (described as large firms in the report) indicates a more positive view in relation to the importance of intermediary bodies
Within this general picture large firms(>50 employees) were more likely than small firms(<50 employees) to be more active across all types of innovation covered by the survey.
While this approach may be suitable for idea generation it does not offer a step-by-step approach to actually engaging employees generating
based remuneration to employees 5. 2. Skills development programmes 5. 3. Immigration reform 6. Access to Finance 6 1.
and regulations to improve Employee Stock option Programmes. Reforms should make it easier and less expensive for companies to run employee share programmes,
while making participation in these programmes more tax efficient for employees. •Allow youth to participate in a new work experience programme,
to be called an †Apprenticeship Programmeâ€, to be funded directly by the companies. •Enlarge the Jobbridge programme by a factor of up to 20 times to help more people escape from the trap of being unemployed perpetually. •Implement visa reforms to attract more of the world†s best talent to Ireland. recommendations
Lastly, Government should ensure that a female employer is entitled to the same welfare benefits as a female employee.
Currently a female employer must have 52 weeks of PRSI contributions as opposed to a minimum of 39 for an employee.
as compared to just 6 weeks by female employees. The Forum believes that changes to these current Government approaches would enhance a supportive culture for female entrepreneurship. 9. Continue the programme of targeted and tailored supports for female entrepreneurs. 10.
The qualifying weeks in terms of PRSI payments to qualify for maternity leave should be the same for female entrepreneurs as for female employees
The Dublinbic manages the Guinness Enterprise Centre, the single largest entrepreneurship facility in the country with 60,000 sq ft. of space, over 80 startup companies and 320+employees in one building.
For startups, paying consultants to do executive coaching is unaffordable for the long term. Consequently, successful entrepreneurs draw other successful entrepreneurs into their network through boards
and aspiring entrepreneurs to network with each other with the option of attending seminars from guest speakers and obtaining mentoring from experts in their field.
and reward talent. 5. 1 Share-based remuneration to employees According to statistics from The irish Proshare Organisation in the first quarter of 2013,
companies that operate Employee Share Ownership Plans (ESOP) in the United kingdom have grown by 50%more than the average growth rate of FTSE 100 companies (the UK€ s largest companies.
Indeed there is growing evidence that share ownership in companies significantly improves employee commitment, and in turn drives stability while significantly increasing productivity.
Currently, employee share based remuneration is not attractive to entrepreneurs. Employees must pay tax immediately (via the company payroll system) at typically 52%of the market value of shares received. 27 The employee would then have to sell the majority of his shares
in order to cover the expense of owning them, defeating the purpose of share ownership. We propose a deferral of triggering of the tax liability
in order to make employee share ownership a viable option for entrepreneurs and their staff. In Ireland, legal requirements make it impossible for companies to repurchase their own shares
ESOPS generally require repurchase of shares from departing employees. Therefore, Irish law has unintended the consequence of making it cumbersome and expensive to have ESOP programmes.
This will allow employees who stay with startup companies to participate more fully in their success. We also recommend allowing stock
This will create incentives for an employee to own long-term shares in a company rather than encouraging employees to flip ownership of any granted shares immediately,
as is the current common practice in Ireland. It would also enable entrepreneurs to compete more effectively for highly skilled employees with both multinationals and other countries,
since startup companies can offer more attractive terms on share ownership versus the relatively minor share holdings proffered by multinationals. 41.
Enable Employee stock ownership without creating taxable events until the time of sale of the stock.
Enable companies to repurchase share options for the benefit of their employees (from departing employees,
and to the employee that the visa could be issued in a matter of two weeks or so, establishing Ireland as the most competitive country in the world for technical talent.
or IDA approved companies would be â€oetrusted parties†to ensure that the qualifications of the employee are advanced sufficiently to qualify for the visa,
a. Enable medium-sized enterprises (50-250 employees) in the non-assisted areas35 to avail of the EIIS. b. The EIIS should be amended to increase the period of investment from three to five years. c. Under the EIIS,
•Numbers of individuals starting a self employment project. •Numbers of newly incorporated companies. •Industry NACE code. •Startup size classification †number of employees
How many startups<2 years established have over 5 employees?.•Business survival rates. •Trends in new enterprise creation-self employment/companies. 61.
Furthermore, even if they are employees of their own companies they do not enjoy the same level of tax credits as other PAYE workers.
Where an entrepreneurially inclined employee leaves employment, the current structure of the Jobseeker†s Benefit system encourages them to remain on Jobseeker†s Benefit for the full six/nine month Jobseeker†s Benefit
it is recommended that such entrepreneurs would be provided with a five-year period to claim the remainder of their former Jobseeker†s Benefit entitlement as an employee.
3. Enable a lower capital gains rate (20%vs. 33%)for money immediately reinvested in Irish businesses. 4. Enable Employee stock ownership without creating taxable events until the time of sale of the stock,
just as it is for employees (the top effective rate dropping from 55%to 52%).6. To support cashflow,
just as it is for employees (the top rate dropping from 55%to 52%).66. New entrepreneurs should be provided with a five-year period to claim the remainder of their former Jobseeker†s Benefit entitlement as an employee. 7. 4. 1 Long-term tax policy From a long-term perspective,
structural changes are necessary to make sure that the primary burden of taxes do not fall too heavily on the shoulders of the indigenous companies and the private taxpayer,
The qualifying weeks in terms of PRSI payments to qualify for maternity leave should be the same for female entrepreneurs as for female employees
Every STEM student (undergraduate and postgraduate) should receive a course on entrepreneurship or product commercialisation as part of their degree. 5. Access to Talent 5. 1 Share based remuneration to employees 41.
Enable Employee stock ownership without creating taxable events until the time of sale of the stock. 42.
Enable companies to repurchase share options for the benefit of their employees (from departing employees,
a. Enable medium-sized enterprises (50-250 employees) in the non-assisted areas43 to avail of the EIIS. b. The EIIS should be amended to increase the period of investment from three to five years.
just as it is for employees (the top rate dropping from 55%to 52%).66. New entrepreneurs should be provided with a five-year period to claim the remainder of their former Jobseeker†s Benefit entitlement as an employee. 7. 4. 1 Long-term tax policy 67.
A flat tax on all types of income at 15-20%would be a fantastic way of attracting corporations immigrant entrepreneurs,
National Policy Statement on Entrepreneurship in Ireland 27 2. 1. 3 Share Based Remuneration In private Companies Share based employee remuneration can significantly reduce fixed labour costs
The extent to which a company can avail of tax efficient share based employee remuneration relief in Ireland,
or grant options to buy shares, to their employees. These include share option schemes, †save as you earn†share option schemes, approved profit sharing schemes, restricted share schemes and employee share ownership trusts.
The current tax treatment of share options however, is considered to be less competitive than that available in other countries
the use of share based employee remuneration by private companies in Ireland is limited. In addition for smaller companies the administrative burden of setting up such schemes is unduly high.
The Bill provides that the existing provision requiring that at least 50%of an enterprise†s employees must be Irish
which is aligned closely to the Expert Group on Future Skills Needs (EGFSN) analysis. These skills include all occupations relating to ICT,
This voucher can be redeemed against the cost of practical advice provided by participating expert providers in Northern ireland and the Republic of ireland to a company considering trading across the island.
Tourism and Sport EGFSN Expert Group on Future Skills Needs EI Enterprise Ireland EIB European Investment Bank EIF European Investment Fund EIIS
the Federal Employees Retirement System, provides a lifetime defined benefit for 45%46%48%22%28%35%67%74%83%0%20%40%60
%80%100%2010 2020 2030 Old-age Dependency Youth Dependency PAGE 10 THE INFORMATION TECHNOLOGY & INNOVATION FOUNDATION JANUARY 2014 federal employees.
exactly as predicted by financial experts PAGE 15 THE INFORMATION TECHNOLOGY & INNOVATION FOUNDATION JANUARY 2014 like Aswath Damodaran, professor of business at the Stern School of business at New york University.
Under current law, full-time employees pay a portion of their employer-provided health insurance premiums with before-tax dollars.
but because of the regressive nature of the tax deduction†income taxes are lower for low-income employees
Furthermore, eliminating the employee portion of the health-care tax deduction puts both part-time and full-time employees on equal footing. 81
The COLA is determined now by a version of the CPI that measures prices for urban wage earners
. ie website in 2014 and the Expert Group on Future Skills Needs has reported some shortages in some niche skill areas.
DJEI, Low pay Commission) 31 Conduct a study on the prevalence of zero hour contracts (ZHC) and low hour contracts (contracts of 8 hours or less per week (LHC)) among Irish employers and their impact on employees,
and with a healthy ecosystem of consultants and experts. Ireland has early mover advantage, having been involved in developing the international standards;
The key service offered is a web portal that enables companies to identify experts, research centres and technology-licensing opportunities to benefit their business.
The Expert Group on Future Skills Needs, from consultations with companies, has identified a demand for manufacturing skilled trades for sectors such as food, medical devices, engineering and Pharma/Biopharma,
Action Plan for Jobs 2013 contained a Disruptive Reform aimed at making it more attractive for businesses to hire additional employees from the Live Register:
HSA) 231 Extend the number of HSA health and safety e-learning modules and increase user numbers, providing more cost effective solutions to the training of employees, managers and students.
and employees to access just one piece of legislation and also ensure as far as possible a consistent approach to such leaves.
Increasingly, good CSR practices are distinguishing the best companies from their competitors by the manner in which they engage with their customers, suppliers, employees and local communities.
Customers and prospective employees are more conscious than ever of the ethical record of companies. 40 per cent of job seekers read a company†s sustainability report,
the opp h Innovation rk with and d he experts. gnificant pro en Lincor an ged by the pi roject involve ntlinc†tech t education rom the ward opment
DAHG, NCIS, philanthropic supporter and technical experts) 321 Develop further heritage tourism initiatives, including a programme of trailway development in National parks and Nature Reserves, in partnership with key stakeholders.
Relevant APJ Sections 6. 1 Increase in value added per employee EI Firms-3%decline in 2011+2.
Tourism and Sport EGFSN Expert Group on Future Skills Needs 2015 ACTION PLAN FOR JOBS 157 EI Enterprise Ireland EIB European Investment Bank
and other experts who deal with sustainable development strategies and policies. The network covers all 28 EU Member States, plus other European countries.
and is composed of European commission officials, experts from the industry, policy makers, and academia 14. The first projects related to smart grids were grouped within the Integration of Renewable Energy Sources and Distributed Generation into the European Electricity Grid cluster.
who provide high standards of employee learning and development. Through our public interest remit, we promote the appropriate regulation of accounting.
Independent evidence consistently demonstrates that accountants are the most commonly used professional advisers of SMES,
The role of advisers such as accountants, must be considered carefully by the European commission and other stakeholders.
business advisers and regulators to ensure that companies are able to access objective, comparable and relevant information when choosing services and providers.
Ensuring that SMES€ independent advisers, including accountants, are engaged in this debate will be crucial in ensuring that SMES are represented better in their use of cloud services.
to appropriate specialists/advisers/consultants Lack of support from banks Lack of awareness Too expensive SMES use e-invoicing SMES don't use e-invoicing figure 3:
Wales and Northern ireland, do not. role of stakeholders It has already been suggested by experts in the field (Nienhuis and Bryant 2010),
generally don't require this Lack of access to appropriate specialists/advisers/consultants Lack of support from banks Lack of awareness Too expensive Eastern europe Others England, Scotland,
initiatives No need/customers don't require this Lack of access to appropriate specialists/advisers/consultants Lack of support from banks Lack of awareness Too expensive SMES are not using P2p finance SMES are using P2p
of government action Too complex Perceived security risk Lack of government initiatives No need/customers don't require this Lack of access to appropriate specialists/advisers/consultants Lack of support from banks Lack
accountants and other advisers can provide important links to the SME sector. In some areas however, their own understanding will need to improve first
opportunities for European Cloud computing Beyond 2010, Expert Group report, online report<http://cordis. europa. eu/fp7/ict/ssai/docs/cloud-report-final. pdf,
%since the start of the initiative and recruited more than 100 employees. www. shields-e. com Good practice examples The Footprint Chroniclesâ:
consultants or can be completed by other technical or business functions as part of other responsibilities. In smaller companies design, market research •and R&d may be integrated fairly closely.
diverse con-•cepts and involve stakeholders/experts. Reward buy in when eco-innovative ideas are implemented.
do need you to set up a partnership with •consultants or companies that posses this expertise?
, innovation experts and eco-innovative cluster organisations. Among many support schemes it has one that helps SMES with developing
and soon their results will be assessed by individual panels of individual experts (annual reviews). There will also be an impact assessment in January 2014,
MARIA ANVRET Senior Executive Scientific Expert and Advisor, Prof. Phd, FRCPATH, Confederation of Swedish Enterprise RAPPORTEURS:
requiring advice by experts that need to evaluate the costs and benefits of each route.
A vision for 2020, Report of the Expert Panel for the Review of the European Standardisation System, exp384, February 2010, available online at:
http://ec. europa. eu/enterprise/policies/european-standards/files/express/exp 384 express report final distrib en. pdf. The Expert Panel for the Review of the European Standardisation System (EXPRESS) comprised 30 individual
experts from European, national and international standards organisations, industry, SMES, NGOS, trade unions, academia, fora and consortia and public authorities from EU member states and EFTA countries.
and reviewed by legal and commercial experts; it also brings a high antitrust risk, even if group discussions are allowed formally not;
research organisations, C (2008) 1329,4 October. 84 GLOSSARY OF ACRONYMS Expert Panel for the Review of the European Standardisation System (EXPRESS)( 2010), Standardisation for a competitive and innovative Europe:
a vision for 2020, Report of the Expert Panel for the Review of the European Standardisation System, exp384, February (http://ec. europa. eu/enterprise/policies/european-standards/files/express
Mr. Harald Heiske Expert on IPR & Standards Siemens AG harald. heiske@siemens. com Mrs. Jacqueline
87 Mr. Magnus Madfors Director, R&d Policy Ericsson EU Affairs Office magnus. madfors@ericsson. com Mr. Thomas Marlow Seconded National Expert
-Sophie Paquez Adviser, R&d, Innovation Affairs Businesseurope a. paquez@businesseurope. eu Mr. Ralf Rammig Corporate Technology Siemens AG Mrs. Katja Reppel
Consultants always bring new ideas and provide their help in implementing new business models. Those models and methods are not good for every kind of business.
The common aspect for the second level is that these are normally middle management employees. The third level of the Marchand et al. model includes the process managers, the employees
whose responsibilities include the co-ordination of cross-functional or horizontal processes and communication with partners like suppliers and customers.
and record the actions and performance of operational employees in carrying out their tasks. But there is still something wrong in the way companies utilize ICT in business. 4. The gap between the development of business
There are few employees and specialists who clearly understand business and technology. Figure 3 below presents ideas on the gap between strategic business and technology development.
clinicians acting as consultants to system developers who are qualified really not due to their lack of training in biomedical informatics;
The care they provide is supplemented by 300 senior consultants, who are hospital department heads, 250 diagnostic institutes, 600 private pharmacies and public as well as private hospitals.
consultants and others, is one of the more visible benefits that clinicians seek from such a system.
and provided employment to 70.9%of all employed persons in 2006 (Ifm, 2007b). In absolute terms German SMES provided employment and/or apprenticeship to 20.42 million people in 2006 in the country.
As on 31.12.2006 large firms (with 250 employees or more) constituted a miniscule 0. 33%of all enterprises.
Of 3, 215,238 enterprises active on the aforementioned date an overwhelming 3, 204,519 were SMES (with less than 250 employees.
confirm, or extend the data base with experts from the selected industries like firm representatives, representatives of industry associations and cluster managers.
SMES with a staff of 50 to 249 employees were found to be suffering more from this scarcity (60%)than did large firms (40%)(BITKOM, 2007b.
Google Inc. cited troubles in obtaining work visas for its prospective employees as a reason to set up its â€oefirst engineering research and development centre†outside the US in Bangalore in India (The Hindu,
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 should provide their employees involved in international activities with cross-cultural training. This sensitization to mutual cultural issues may play a key-role in the success of an international venture. •The motivation (potential benefits) as well as the necessity behind global innovation activities (e g. tapping new markets
A thorough understanding of internal business processes, organisational backing not only by senior management but also by other employees, especially in R&d departments,
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