6 Findings about company (non-)growth from the IW Future Panel...81 6. 1 Methodological explanations...
Questions about (non-)growth in IW Future Panel...106 Annex 3: Worldwide policy initiatives for high-growth SMES...
Findings from the IW Future Panel According to the IW Future Panel, a survey of sev
-eral thousand German enterprises, the single most important reason for growth stated by high-growth
For example, while the US are home to companies such as Google, Microsoft and Ama -zon which are all fairly young
in order to become the Googles, Microsofts or Amazons of tomorrow. The Euro -pean Commission†s â€oeinnovation Union†Communication of October 2010, one of seven flagships of the
This panel includes several thousand German companies that replied to a written questionnaire providing information about their
Bruegel report are founded Microsoft 1975, the US€ fourth largest R&d spender), Amgen (1980, tenth largest in R&d) and Cisco (1984, 12th in R&d.
Companies like Microsoft, Genetech, Google and Facebook not only grew rapidly but also stimu -28 For recent studies on the issue of determinants of firm growth see Moreno/Casillas (2008;
A population survey of the Global Entrepreneurship Monitor 2010 in 21 innovation-oriented countries asked whether starting a company is considered an attractive professional option and whether successful
The core of the team is made up of the account manager from the regional office in charge and an advisor
from the IW Future Panel do however not confirm the importance of coaching for growth. 85
core technology becomes obsolete within a few years. Management often does not understand how to make
Furthermore, findings from the IW Future Panel (see Section 6. 2) indicate that difficult access to finance is not a primary reason for non-growth of companies at least in
the operational level, the European commission established a permanent SME Finance Forum to monitor 98 Murray/Hyytinen/Maula (2009), p. 153
Brief. 124 Finally, findings from the IW Future Panel (see Section 6. 2 of this Policy Brief) support the impor
-ios about the combined effectiveness of general SME policy and high-growth SME policy. In any case, such
to run core and expanding operations of the company. EIP seeks to expose local university and
service firms that assist start-ups in outsourcing their non-core work plays a significant role in the growth of
minimum of 20 employees or to 10 million Canadian dollars (CAD) in sales or both There is currently a critical shortage of capital for technology based firms.
-lapsed from a peak of 5. 9 billion CAD placed in 2000 to just over 1 billion CAD in each of the past three
-lion CAD in 2009 to 300 million in 2010.154 Description of Canadian capital Financing Market Business Angels:
According to the Canadian Angel Investment Network their members are currently investing over CAD 3 bil
VC investments by the VC community in Canada have decreased from a peak of CAD 5. 9
billion dollars in 2000 to just over CAD one billion dollars for each of the past three years (2008-2010.
over CAD 5 million dollars over 75%of the funds come from foreign sources. However, the total foreign
sources have dropped from 41%in 2007 to 26%in 2008 with CAD 549 million dollars to only 22%of the
CAD 334 million dollars in 2nd quarter 2009. In the federal budget 2010, the regulatory requirement for for
venture capital (CAD 18 billion dollars) between 1995 and 2005 showed much higher levels of gazelles crea
%For firms (193) known to have received VC funding CAD 1. 6 billion dollars including the
as communication, biotech, software, new materials. An evaluation of Magneton found that most of the pro
6 Findings about company (non-)growth from the IW Future Panel 6. 1 Methodological explanations
About the IW Future Panel A specific set of questions about reasons for growth and non-growth of SMES, commissioned by the INNO
-Grips, was included in the 16th wave of the IW-Zukunftspanel (IW Future Panel) of IW Consult, the consulting
Companies in the IW Future Panel are more innovative and more export-oriented than the av
In all surveys of the IW Future Panel the enterprises are asked about their growth by employment and turn
Reasons for high growth of companies in the IW Future Panel 31 49 71 0
Reasons for non-growth of companies in the IW Future Panel 39 10 4 0
Reasons for growth of young high-growth enterprises (â€oegazellesâ€) in the IW Future Panel 23
these factors and their interplay are difficult to monitor, policies favouring specific types of companies are
Global Entrepreneurship Monitor 2007 Global Report on High-Growth Entrepreneur -ship. GERA: London. Available at http://www. gemconsortium. org/download. asp?
Questions about (non-)growth in IW Future Panel The following questions were included in the IW Zukunftspanel (IW Future Panel) in spring 2011.194
Note: The interviewees filled in the questionnaire online; no computer-assisted telephone interviews Nr. Basis Question/Information Answers
1<Filter for companies growing 20%or more in each of the previous three years
http://www. oseo. fr/os eo/oseo in english2 **Ireland High Potential Start-up (HPSU Funding by Enter
3D PRINTING et COPYRIGHTS 8 15 ICT 22 †R&i action (a a) RESEARCH ON COST-EFFECTIVE TECHNOLOGIES FOR
or software H2020 Reflective 7 b 10 19 ICT 22 †R&i action (a H2020-Reflective 7
3. We all share best practices, ideas and challenges during the panel discussion Best Practice Sharing at this Workshop
when the hardware and software used to store them becomes obsolete, material may be lost when storage devices deteriorate over time,
adoption of an evidence-based Core Strategy to implement population targets and policies for sustainable devel
treatment facilities and to improve drinking water standards must be considered in the context of the Core
that each Development Plan contains an evidence-based Core Strategy that will provide relevant information to demonstrate how the plan
The Core Strategy is required to take account of government policy in rela -tion to national and regional population targets and it must provide the policy framework for Local Area Plans and for zoning at LAP level
The core objective of the Plan is to protect the national heritage as well as promoting it as a resource to be enjoyed by all
the defining issues for a better quality of life for all †the core objective of the NDP and of good planning.
The Core Strategy is consistent with the NSS and provides a key planning framework which County
and to develop a Core Strategy in Development Plans. The Core Strategy should include a section which details the mechanisms by which
Doehlg population targets will be achieved within each local authority. Each Core Strategy should develop rational population growth models, outline resulting housing demand
and determine how this demand will be accommodated through an appropriate housing land zoning requirement which should be consistent with this
locations, capacity for growth and potential to deliver on the core objectives of critical mass and balanced
In Development Plans these objectives should be expressed in the Core Strategy. Development Plans should ensure
-•That the population targets are incorporated into the Core Strategy •That land is zoned on the basis of the land required to meet population targets
for that settlement in the Core Strategy with an additional amount for †excess†zoning as provided for in the
Development of first class office space that will serve as a centre for the development of the software and
In the context of sectoral convergence, core skills become transferable across sectors, for example, biology chemistry, engineering, electronics, logistics and software;
and cross-sectoral strategic collaborations and networking (regionally, nationally & internationally) amongst firms and between firms and knowledge providers
and more recently, software development have provided a strong base to build strong enterprises (both indigenous and foreign in origin
be a core priority of the regional enterprise forum, with support from a cross-regional Gateway
calming measures in urban areas, sustainable neighbourhood design and the pedestrianisation of core urban areas Development Plan Implications (Ports
-plies in its rural areas must be considered in the context of the Core Strategy and must be related to prioritisa
A core objective of the current Social Partnership Agreement is â€oeto build a fair and inclusive society
and inter-urban connections and connections between this developing heart of the region with more peripheral
to ensure that monitor -ing of effects during the course of implementing the guidelines can be meaningful and effective
Recommendations by a Business Panel on future EU innovation policy Supported by an online debate at http://blogs. ec. europa. eu/innovationunlimited
The Business Panel on future EU innovation policy was established by DG Enterprise and Industry of the
The members of the Panel are Diogo Vasconcelos (Chair), Distinguished Fellow, Cisco systems International Dr Anne Stenros, Design Director (Vice president, Design), KONE Corporation
The panel was supported by a rapporteur: Professor Maureen Mckelvey, Professor of Industrial Management, School of business, Economics and Law, University of Gothenburg
The panel would like to thank all those who participated in the online consultation from July to
and eff ort in discussing ideas with the panel and reviewing the document, in particular: Carlos Costa, Jacques Darcy, Jean-Michel Deligny, Tom
Finally the panel would thank the support, encouragement and independence provided by Francoise Le Bail, Jean-NÃ el Durvy,
The ideas presented in this report are those of the panel and do not refl ect the offi cial position of the
should be core to fi nancial institutions, with the European Investment Bank (EIB) becoming a European Innovation Bank
through a series of meetings by the panel and involved external thought leaders, as well as an online consultation:
Here the Business Panel is providing exactly the kind of fresh and strategic thinking which Europe
We, as a network of European third sector leaders, welcome the recommendations of the Business Panel on the future
The report by the Business Panel on future EU innovation policy outlines in clear and certain terms the social
as a core tool for prosperity and social cohesion. The opportunity now is to build on these assets and develop
About the panel Appendix: relevant studies and analysis of innovation P8 P13 P13 P16 P18
the Panel New Types of Collaboration New Financing Models Future Infrastructures Speed and Synchronization Broad Concept of
Open source ways of working and IT solutions are part of the answer We propose •Ambitious European initiatives with synchronised
But simply investing in hardware (lines, cables, transformers etc is not enough. The potential of smart grids must be unlocked
Innovation should be core to fi nancial institutions with the European Investment Bank (EIB) becoming a
About the panel The Business Panel on Innovation was established by DG Enterprise and Industry to provide inputs from
a business perspective on priorities for future EU innovation policy We exist because our colleagues at DG Enterprise
and stimulated us as an independent panel. They wanted a fresh look at innovation bringing in competencies and people from outside the †usual†Brussels circles.
The Panel has functioned well because our diversity led to debate and creativity. We work as industrial
Mandate of the panel Context DG Enterprise and Industry of the European commission is currently developing ideas for the future
The panel will be supported by a rapporteur who will be selected by DG Enterprise and Industry Timeline, operation and reimbursements
stakeholders can present views to the panel The secretariat will be provided by DG Enterprise and Industry and meetings will be held in Brussels
Information obtained through participation in the panel will be confi dential. DG Enterprise and Industry will be responsible for publishing the report of the panel
Members will not be reimbursed other than for travel and subsistence expenses 31 In essence, the Panel starts with a simple but
powerful concept, namely that innovation technology and entrepreneurship will stimulate long-term growth and thereby change our
The Panel has worked with the notion that innovation will create a new future, as also refl ected by the fact that we
developed by the Panel for Innovation, in relation to some literature and debates on innovation and innovation policies
The recommendations of the Panel are very much focused upon how public policy can stimulate the relationships between industry
The discussion in the Panel covered a similar broad range of policies and stressed the need
The Business Panel on Innovation often discusses radical innovations, and these can be contrasted with incremental innovations.
The Panel has stressed primarily that public policy needs to focus more on innovation, in that it off er key opportunities to solve grand
The Panel has used the notion that public policy can help change the fi nal results †and help
and hardware in public services Perhaps one can say that our view is that public policy can contribute to open processes in
This report and the work of the panel were supported by DG Enterprise and Industry as part of the preparations
the best known being expert panels and multi-round Delphi surveys. They differ in their expected benefits, conditions of use, time
Expert panels XX X X X X X Delphi survey X X X X X X XX X
Cohesion Policy adopted by the international panel of experts advising the EU Commissioner for Regional Policy
Regional Innovation Monitor, 32 based on Benneworth and Dassen 201133 An element closely intertwined to formulating an effective vision is RIS3 communication.
builds and reinforces the regional identity and puts innovation at its core; attractive and dynamic web pages, including parts in English for wider dissemination;
Open source-Open science Markets for knowledge Regional industrial policy Innovation-oriented public procurement Source: OECD 2011
the programmer may use intermediate result indicators to measure the progress towards the objective. For example, a programme supporting research activities may use the
If the programmers use the latter, they should be aware that these statistics also cover non-beneficiaries
Regional Innovation Monitor OECD 2011 â€oeregions and Innovation Policy†IRE-RIS Guide Directory â€oeno-Nonsense†to build S3
SMES are thus at the core of Cohesion Policy For the period 2007-2013, the Community Strategic Guidelines on Cohesion emphasise the key
44 See for example the Regional Innovation Monitor initiative at: http://www. rim-europa. eu /45 http://www. eif. org/what we do/jeremie/index. htm
computing resources, software and data repositories) for research and education; and any other entity of a unique nature essential to achieving or enabling excellence in research.
can find wider support services that allow them to better focus on their core business and on
Service Infrastructures including core service platforms and generic services •Horizon 2020:(see proposal88 How to act
segments or niches (such as micro-or nanoelectronics, photonics, embedded systems, smart integrated systems and complex systems engineering, next generation computing and future
•are catalysts for structural change and diversification in many industrial zones and rural areas with the potential to rejuvenate economies,
•funding for international core, close to-market and supporting R&d 110 Gaia Group, http://proact. ktm. fi/index. phtm?
sector funding in core European transport projects can be challenging due to the relatively high levels of revenue volatility in the projects'early operating stages.
the core measures that should be encouraged are 106 •Commissioning a strategic analysis and approach on the region's own characteristics
-innovations at the core of their innovation strategies as a crosscutting requirement in all sectors
interaction) and conceptual innovation (e g. a change in the outlook of actors. This can lead to
Ireland†s enterprise policy is focused on the core planks of productivity and innovation delivering on an agenda of enterprise transformation †to create a competitive and
manufacturing, including software development, medical devices, food, clean 4 Making It Happen †Growing Enterprise for Ireland, Forfã¡
majority of the Government†s core STI budget would be focused on the priority areas but
security, software, gaming, social networking, digital media, digital content, e-learning; Creative and cultural enterprise Innovative Processes for
The employment outlook for the sector depends critically on addressing domestic competitiveness factors and a favourable
•Core competencies required to be energy and resource efficient, ICT enabled, and a leader in quality
these was chosen based on guidance from both the European Commission†s High Level Panel on Measurement of Indicators (HLPMI
a core set of fundamental metrics is required that can be applied in each of the 14 PAS.
Foundation Ireland (SFI) and others and core funding via the Department of education and Skills and the Higher education Authority (HEA
Ireland†s enterprise policy is focused on the core planks of productivity and innovation delivering on an agenda of enterprise transformation †to create a competitive and
manufacturing, including software development, medical devices, food, clean 4 Making It Happen †Growing Enterprise for Ireland, Forfã¡
majority of the Government†s core STI budget would be focused on the priority areas but
security, software, gaming, social networking, digital media, digital content, e-learning; Creative and cultural enterprise Innovative Processes for
The employment outlook for the sector depends critically on addressing domestic competitiveness factors and a favourable
•Core competencies required to be energy and resource efficient, ICT enabled, and a leader in quality
these was chosen based on guidance from both the European Commission†s High Level Panel on Measurement of Indicators (HLPMI
a core set of fundamental metrics is required that can be applied in each of the 14 PAS.
Foundation Ireland (SFI) and others and core funding via the Department of education and Skills and the Higher education Authority (HEA
In the IT&C field 2147 companies were operating in 2011 (software, telecommunications hardware), which positions the region on the 4th place among the eight development regions
in the country for IT activities, irrespectively on the 2nd place for telecommunication subsector, being evident a concentration of these activities in the area of producing
personalized softwares, especially in municipalities of Iaå i, Suceava, Botoå ani and Piatra -5 Neamå£.
school inside the Authomatics and Computer Faculty of the †Gheorghe Asachi†University another one inside the Electronics, Telecommunications and Information technology
telecommunications and software, computer programming, mecatronics, security, e-health, ITC for transport, new media, irrespectively
networks of the future, internet services, software and visualization, media network and 3d internet, integrated systems design, personal health systems, ITC for energy efficience and
medical data, telemedicine, nano-electronics, opto-electronics, industrial software, Big data GPS, ERP data systems, cloud computing, intelligent wireless networks, cybernetic security
safe software systems, mobile applications design, etc Horizontal priorities The Northeast regional Smart Specialization Strategy is designed to operate at 4 levels
incorporates elements related to nano-technologies, software, special fibres and yarns 11 Horizontal priority 4: Technical assistance Measure 4. 1:
IT&C Telecommunication and Software/Computer programming, Mechatronics, New Media, Application Development Automotive Industry and Other Transport Equipment
IT&C Networks of the future, internet and services, software and visualization, networked media and 3d internet, flexible organic and large area electronics, embedded system
design, personal health system, ICT for energy efficiency and accessible and assistive ICT, Computer science and artificial intelligence
ï Shortlisting of 13 fields by large panel after consultations with key actors ï Panel work (13 panels) to flesh out the shortlisted fields †elaboration of 6-8 R&i
program fiches per field according to smart specialization-specific criteria ï Large-scale online consultation of experts and stakeholders on the 90 R&i
13 Panels 90 Micro-visions 29 domains +Exploratory Online consultation Argumentative online consultation Knowledge maps
•Software development technologies, instruments, and methods •High performance computing and new computational models A3. ENERGY AND ENVIRONMENT
•Increasing end-use energy efficiency •Optimizing the use of conventional and nonconventional water resources
panels fleshing out the shortlisted smart specialization fields were analyses of global drivers of change
criteria for panels selecting and describing the most promising R&i programs •17 o Strategy supports measures for
The panels working on candidate smart specialization fields followed a set of criteria in choosing the most promising R&i programs
13 panels elaborateed 90 microvisions/fiches Second online consultation •44,000+invited •4, 091 respondents
work in relatively large and diverse panels to participative online consultations •At key junctures, proposals were debated with an extended group of key actors
•The proposals made ††in the panels working on the draft strategy (July 2013
-Maps of knowledge (http://www. cdi2020. ro/pachete-de-lucru/panel-prioritati /Foresight -Expert pannels (http://www. cdi2020. ro/wp-content/uploads/2013/09/Componenta-paneluri-prioritati. pdf
-Methodology (http://www. cdi2020. ro/pachete-de-lucru/panel-prioritati /-â€oeonline†questionnaire (http://www. cdi2020. ro/wp-content/uploads/2014/02/Raportul-chestionarului
is driven efficiency and displays low business sophistication. It specializes in medium-and low -innovation sectors and is separated from the average national economy in Europe by a
In the second stage, 13 panels of 15-25 experts and stakeholders worked from this input as well
chief goal of the panels was to explore the most promising R&i programs in their field and to
consultations, this time even more extensive, assessing the panel proposals quantitatively and adducing arguments for and against.
internationally competitive in software development, design and engineering-the main challenge is to expand the current set of activities and overall productive capacity.
the core of Romania. Second, the ability to compete in export markets is an important proxy for
helped make this part of the region the most cosmopolitan in outlook and the most integrated with
26 Computer, Electronic and Optical 2. 3 29 Motor vehicles 3. 1 NACE Description Location Quotient NACE Description
02 Forestry and Logging 19.9 26 Computer, Electronic and Optical 6. 1 05 Coal mining 17.1 27 Electrical Equipment 3. 5
Manufacture of computer, electronic and optical products 2. 1 3. 2 3. 0 3. 4
missing or lower/equal to zero are dropped from the panel. Second, observations with tangible fixed assets to
report â€oesmart Specialization Case Studies†develop software exclusively for the headquarters of amother company or for a single foreign firm that outsources this task to the firm in the West Region
solutions for mechanical engineering, CAD or Computer-aided design, etc ICT Manufacture of Communication equipment; Manufacture of Computers and Peripheral Equipment;
Other Information technology and Computer Service Activities; Data processing, hosting and related activities; Computer programming activities; Web portals;
Computer programming activities networks of the future, networked marketing and media and 3d internet flexible organic and large area electronics, personal health and preventive
care systems, research and innovation IT network, etc Agro food Collection, Marketing, Processing and Preserving of Meat, Fruit and
software development, the biggest challenge is to expand the current set of activities and overall
particularly software development, which is primarily a high-skill sector). Moreover, a number of companies complain that many of the training programs offered by human resource service providers
an action plan to increase local competitiveness and monitor its implementation. In addition, it would ensure a close and ongoing cooperation with the national structures responsible for research
budget, monitors progress against organizational targets, and considers matters of corporate policy, including financial product guidelines, sectoral policies and strategies, regional
processors, lower food processing costs and help to provide more robust employment in rural areas 121.
Economic Outlook Database, April 2013. http://www. imf. org/external/pubs/ft/weo/2013/01/weodata/index. aspx
and development of low cost software management systems of for small 166. The third investment priority under the current priority axis is to support SME growth
The local universities are especially strong in natural sciences, mathematics, computer science, food engineering, agriculture, as well as medical and veterinary sciences.
which is regarded generally as an internationally competitive player in the areas of software development activities as well as design and engineering, the biggest challenge is to expand this entire
2. An ICT competitiveness pole Modern software applications and new â€oee -west region products†could be designed in
Innovative software applications would greatly also enhance the competitiveness of the tourism sector Note: an example of e-market for innovationâ€
personal computers and the information available at the level of internet networks as well as the continuous development of services using as support the internet created
reduced use of personal computers (only 35%of the households have access to a PC), a reduced coverage of electronic broadband
communication services (30%of the population lives in cities with no coverage of broadband communication services) and low incomes, especially in the rural zones1
The purchase cost terminals (PCS, laptops, mobile phones, mobile smartphone, etc) is rather low as compared to previous years
-penetration rate of PC at the level of the population -penetration rate of broadband connections at the level of the
computer at the level of companies -penetration rate of broadband connections at the level of companies
computers with access to broadband connections -penetration of public buildings with broadband connections Providing relevant
computers and Internet -the degree of digital alphabetization of the public administration Based on the objectives formulated before the elaboration of the strategy on the
Rate of available computers at households level 26 (in 2006 40 60 Percentage of persons that use the
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