and Figure 4. The most frequently used form of IT mentioned by Romanian SMES is the utilisation of the computer,
/2009 2009/2010 2010/2011 Computers 81.90%82.08%82.51%82.25%83.26%81.55%77.09%Internet 64.16%70.14%66.64%72.93%81.44%78.59
lack of top management vision, lack of computer expertise, poor planning, inability to identify the strategic benefit of using IT, etc.
International monetary fund †IMF (2012) World Economic Outlook: Growth Resuming, Dangers Remain, IMF April 2012, Washington.
In short, our ambition is to put innovation at the core of our policies and strategies for the future,
Innovation in Ireland Summary 2008 Building knowledge partnerships Our development agencies are attuned fully to keeping innovation at the core of their strategies and policies.
such as the health/biotechnology, food, software, polymer and plastics sectors. Innovation through collaboration Networks, Clusters and Gateways Innovation in Ireland 2008 18 Clusters Clusters are geographical concentrations of interconnected businesses, suppliers and knowledge providers in a particular field.
In Ireland, clusters are emerging in sectors such as software, pharmaceuticals and medical devices, including some with the potential for significant cross-border activity including in the health/biotechnology, polymer and plastics sectors.
The Global Entrepreneurship Monitor ranks Ireland second in the EU and fifth among OECD countries for entrepreneurial activity.
2009). 2 The Global Entrepreneurship Monitor survey in 53 countries suggests that only 6. 5%of new entrepreneurs are â€oehigh-expectation entrepreneursâ€,
New technologies such as computer-numerically-controlled production tools have made it possible for small firms in many industries to produce small batches as efficiently as large firms once produced large batches.
representing revolutions in technologies and markets (e g. the assembly line, the integrated circuit, the personal computer). Incremental innovations are the opposite:
Autio, E. 2007) Global Entrepreneurship Monitor 2007 Global Report on High-Growth Entrepreneurship, Babson College, Massachusetts.
Possibilities for Prosperity, Basic books, New york. Potter, J. 2005), â€oelocal Innovation Systems and SME Innovation Policyâ€, in OECD SME and Entrepreneurship Outlook, OECD, Paris, pp
Open innovation, open source and freely available knowledge 15 Box 4: Case studies 18 Box 5: Does the rise of open innovation mean a more †cut and run†corporate culture for SMES?
UK Public policy and open innovation Perhaps the most fundamental strategic decisions facing any company concern its core business model:
Hamel, G. and Prahalad, C. K. 1990) †The Core Competence of the Corporationâ€, Harvard Business Review, Vol 68, No.
and when new ideas developed within the firm do not fit with the core business they can be sold
nuclear reactors, mainframe computers Largely internal ideas Low labour mobility Little venture capital activity Few, weak start-ups Universities unimportant Examples of industries:
This distinguishes these activities from, for example, †open source†software (Android, Linux, for example), and †platforms†on which others provide products or services (itunes, for example).
Open innovation, open source and freely available knowledge There also appears to be considerable confusion between
and the idea of open source. Open source reflects the practice of open and free sharing of technological information.
It is associated typically with software development activities where the source code is released allowing others to build on it.
open source can be a manifestation of open innovation †IBM has used open source approaches to drive standardisation across its customer base which makes it less costly for the firm to interact with its customers
and allows it to sell more advanced bolt-on services which improve the experience of using the open source software. 4 However,
the terms open innovation and open source are used often in the literature as equivalent concepts. This is not appropriate;
what would be recognised as an open source model. Equally, open innovation does not necessarily mean being fully open
Amazon has increased the range of activities using its core IT capability by opening it up to a range of other companies.
filtering what software can be loaded onto Apple products; and withholding access to source code of Apple software) â€
while Google is †open††allowing other developers and organisations to develop their own innovations on its software. 5
But this analysis obscures the subtleties of their respective open innovation strategies †most clearly,
Google†s strategy is for its Android operating system to be part of an †open†element of its value chain (something
see also http://android-developers. blogspot. com/2011/04/i-think-im-having-gene-amdahl-moment. html 8 Reznik, G. and Morrelli, A. 2009) †Open innovation:
How to create the right new products, the right wayâ€, Outlook, No. 3, Accenture, http://www. accenture. com/Sitecollectiondocuments/PDF/Outlookpdf Innovation 02. pdf 20 Missing an open goal?
•The rise of a well educated workforces †knowledge not confined to an elite core within major corporations,
healthcare, computers, software, communications, banking, insurance and consumer packaged goods. Although it is circumstantial evidence, the †buzz†surrounding open innovation also provides an indication of its increasing importance.
19 20 The announced sale of Autonomy to Hewlett-packard for $10bn in August 2011 has reignited the debate over the robustness of British enterprise.
In the wake of the sale of Bourneville Cadbury to Kraft last year the Business Secretary directed the City†s Takeover Panel to launch a consultation,
NESTA Chief executive Geoff Mulgan also emphasises the importance of encouraging a longer-term outlook from both company founders
At its core the centre†s mission is: †To make the UK a global open innovation hub,
Vol. 40, No. 3: 213-221 Hamel, G. and Prahalad, C. K. 1990) †The Core Competence of the Corporationâ€, Harvard Business Review, Vol 68, No.
How to create the right new products, the right wayâ€, Outlook, No. 3, Accenture, http://www. accenture. com/Sitecollectiondocuments/PDF/Outlookpdf innovation 02. pdf Sissons, A. 2011) Britain†s Quiet
The framework was informed by international best practice regarding the core principles and methodologies required. The evaluations focus on the appropriateness
Figures compiled from Entrepreneurship in Ireland 2010 Global Entrepreneurship Monitor (GEM) Report and GEM Report 2011;*
Global Entrepreneurship Monitor 2010. FORFÃ S EVALUATION OF ENTERPRISE SUPPORTS FOR START-UPS & ENTREPRENEURSHIP 23 Table 1. 1:
Global Entrepreneurship Monitor, 2004&2010. Key Indicators Database at:<<http://www. gemconsortium. org/key-indicators>Accessed 04 may 2012.24 Chart 1. Source:
The core role of the team involves assessing enquiries, project building and getting a company past the crucial milestone of a first investment43.
In terms of the sectoral categories of the recipient companies, the majority of firms fall into the Software, Biopharma and Engineering categories,
(and forms the core part of the Enterprise Ireland Policy framework set out by DETE in 1998).
export-focused companies. †Increasing export potential of entrepreneurs is at the core of both of these reports.
â€oeinternationally Traded Services†broadly categorised includes Internationally Traded Services and Software and Public Procurement; â€oemanufacturing†refers to all other sectors for the HPSU 2004-2006 cohort only. 50 Note that ages of individual companies were calculated in years on a deductive basis,
and that â€oesupporting these companies is a key objective. †This fits with the core objective of Propel
At the end of Phase I participants present their business proposition to an evaluation panel who determine the most appropriate candidates to progress to the next phase of the programme.
The selection panel is made up of strategic business development experts from Enterprise Ireland and PA Consulting.
I involv selected at by a panel w EURSHIP 71 gramme; e number ets and ved 24 the end who 72 Phase II of the programme involved participants attending training and workshops, getting incubation space, qualifying for financial support
Projecte dents Prope Grant Conne ed numbers ics the core stra by utilising t o strengthen er of the asp ve, such as th mme and the rs.
The evidence available on the outlook for new, early stage, high growth companies suggested that there would continue to be a demand for VC investment from these enterprises at a rate similar or greater than that experienced over the preceding five years;
domestic and international venture capitalists) to secure longer-term finance to support the scaling of software companies. †Making it Happen †Growing Enterprise for Ireland,
Analysis of the sectoral breakdown of investments by number and volume of investment under the two Schemes clearly demonstrate that the Enterprise Ireland partner funds are investing in those high technology sectors where Ireland has demonstrated or emerging strengths, particularly the Lifesciences, software
Typically, the course is provided by external trainers who are procured via a panel which is established twice yearly on foot of open competition.
The course is provided typically by external trainers who are procured via a panel which is established twice yearly on foot of open competition.
CEBS have a panel of skilled and experienced people from a range of backgrounds who make their expertise available to the Mentor Programme on a voluntary basis. The typical CEB arranges for some 110 mentoring assignments annually
. 0 Manufacturing Green Technology 1 1. 4 Other Manufacturing 8 11.3 Software Development 3 4. 2 Web Based Services for Consumers
Outlook and Strategic Plan to 2015 Forfã¡s July 2013 Forfã¡s Annual Report 2012 Forfã¡
s July 2013 Global Entrepreneurship Monitor (GEM) 2012 Global Entrepreneurship Monitor July 2013 Annual Employment Survey 2012 Forfã¡
These stories about applying open innovation in small firms successfully can barely be compared with the open innovation ventures of large manufacturing companies, such as Xerox, P&g, Philips, Lego, and IBM.
because the open innovation network is at the core of the business model. The existing business model (innovation) frameworks do not pay attention to strategic partners
Based o n a combination of two technologies (displays and three-dimensional scanning the company wants to change both the physical shop and the shopping experience.
After scanning, customers see themselves on large screens as a virtual, three-dimensional model dressed in clothes from various collections that the shop offers.
but the software also can make choices for the customer depending in the skeleton, weight, age,
It is remarkable that the firms we interviewed did not diversify over time into new businesses that were not or only weakly related to their core business.
innovative company should stick to its core products. First, new product markets have their own specific challenges.
It had to team up with different parties to develop the two basic technologies (displays and 3d scanning) to make virtual shopping possible.
The Strada radiator had a panel on top of the radiator that users sometimes had to remove to clean the battery
To remove this panel most people at home used a screwdriver, which would often damage the varnish.
Based on an idea from Product Days, a small pop-up device was installed now to remove the panel easily without using tools.
the acquisition of innovative, externally developed machinery, equipment, and software (iv; the acquisition of external knowledge through licenses or other types of contracts (v). A company†s external knowledge acquisition is captured by calculating the average score of the five questionnaire items registering a firm†s
The core ideas of this book are summarised in the following HBR article: Other definitions of open innovation have been provided by Johnson.
three core process archetypes, R&d Management Conference RADMA, Lisbon, Portugal. 30 Larsen P. and Lewis, A. 2007), How award-winning SMES manage the barriers to innovation, Creativity
The idea was to build a better way to recommend movies to its users than its own software.
and computer engineers called Bellkor's Pragmatic Chaos. The group developed software that is at least 10%more accurate than Netflix's current software (Cinematch) at predicting which movies customers will like based on their past preferences.
RAG analysis of innovation ecosystem †large firms 22 Intertradeireland would like to thank the companies which participated in our Business Monitor survey undertaken by Perceptive Insight.
This approach points to the significance of organisations outside the firm that can act as catalysts
and •License-out to gain value from ideas and technologies that do not fit the core strategy of the company.
as catalysts, contributors or collaborators. Serial innovators may draw on higher education institutions for intellectual property and talent, on the financial resources of venture capitalists and angel investors and on the capacities and facilities of other companies
Intertradeireland, Business Monitor (May 2012; European commission, Annual Report on EU SMES (November 2011), Eurostat, Regional GVA per capita (March 2012;
Intertradeireland Business Monitor was used as the method of reaching a sample of 1, 104 owner/managers to assess the views of business on their current performance,
The Intertradeireland Business Monitor telephone survey was undertaken in 2011 and the sample is structured to allow subgroup analysis by region, sector (seven of these), size of business (small, medium and large) and export orientation (exporters off the island, cross-border traders and non-exporters).
Intertradeireland Business Monitor (2011. n=1, 104) Figure 5: Firms†innovation activities, by type of innovation Past 3 years Next 12 months Both Neither 0 20 40 60 80 100 New/improved products
Intertradeireland Business Monitor (2011). 0 40%10 50 20 60 30 70 Export off island Cross Border Not Exporter New/improved products
Intertradeireland Business Monitor (2011). 16 In terms of resources, over half of past innovators (53%)have dedicated sales staff.
Intertradeireland Business Monitor (2011). 17 The scorings come from a scale of 1 (for †Extremely poorâ€) to 7 (for †Excellentâ€.
Intertradeireland Business Monitor (2011. Figure 10: Use of formal external supports for innovation by innovation-active businesses On your own Mainly in-house but with some external input or support Mainly external but with some internal support Undertaken jointly with others (50:50) Unsure 0
Intertradeireland Business Monitor (2011. Clients/Customers Suppliers Intermediary Bodies Financial services Organisations Innovation Support Agencies Business Services Organisations Higher education Institutes 0%20 40 60 80
Intertradeireland Business Monitor (2011. Figure 12: Ranking of the effectiveness of external partners by innovative businesses Clients/Customers Suppliers Financial services Organisations Innovation Support Agencies Intermediary Bodies Business Services Organisations Higher education
and customers as †very effective†at supporting their innovations. •Firms in Ireland and Northern ireland have the same outlook on the effectiveness of their innovation partners.
Intertradeireland Business Monitor (2011. International Cross-Border Local%0 25 50 75 100 C lie nt s S up p lie rs In te rm ed
For example, a printing firm in Michigan that sells printed material to customers across the United states would be traded a firm from the perspective of the Michigan economy,
In contrast, a software firm in Washington that sells software throughout the world would be traded a firm from the state and national perspective.
resulting in shiny new products like Apple†s ipad or Boeing†s 787 Dreamliner. Still others believe innovation pertains only to the research and development (R&d) activity occurring at universities, national laboratories, and corporations.
In contrast, the creation of a new drug, a new kind of airplane or a faster computer chip would
(which in developing nations normally have low productivity) and gains 500 software jobs (which normally have higher productivi-ty),
If its managers install a new computer-aided manufacturing system and raise the plant†s produc-tivity (the growth effect),
-10-1 Kauffman Foundation Research Series (July 2013) †Firm Formation and Economic Growthâ€. 2 The 2012 Global Entrepreneurship Monitor Report shows that the rate
which computer programmers and others involved in software development, including graphic designers, interface designers and project managers, collaborate intensively on software projects.
The goal of such events is to enable students to understand the technology that builds our world
especially given that most schools have significant numbers of (often under-used) internet-connected computers already in place.
Every week, roughly 5, 000 kids develop their computer skills in 100 Coderdojos throughout Ireland. Ideally we would hope to increase this by at least a factor of 10 in the coming years.
One Forum member has Saturday Skype calls of 15 minutes length between 11am and noon for anyone who wants to register for the slots via his executive assistant.
Typical startups of this period were companies such as Kindle (Banking Systems), Aldiscon (Text messaging), Fineos (Insurance), Iona (Enterprise Integration Software), APION (Mobile Web), CBT & Riverdeep
(Interactive Learning), Changingworlds (Personalisation), Network365 (Mobile Payments), Datalex (Travel Software), Trintech (Online Payments), Baltimore Technologies (Security), Glockenspiel (Compilers), Euristix (Network
the 8-12 successful entrepreneurs who take time to give back who act as catalysts for entrepreneurial activity.
A panel of people with significant business experience, volunteer their time to give practical advice to small businesses.
In the ICT hardware and maker community these are called often †hackerspacesâ€. Co-working spaces are effective creation engines for startups as they lower barriers to entry for founders while increasing learning/information sharing.
, printing, telephone, postal and storage facilities) at affordable costs. Co-working spaces usually range from 2,
Outlook. 30 Jobbridge has a number of detractors, due to a perception that some people are being given deadend jobs with no training,
and thousands of careers are getting jumpstarted through this programme every week. 31 OECD (2013) Employment Outlook James had been in the construction industry as a junior technician with an architect's firm until the recession hit.
and then decided to upskill by taking on a degree course in computer networking. Having finished this,
The Department of Jobs, Enterprise and Innovation should create an Entrepreneurship Policy Unit. 7. 2 Monitoring progress of entrepreneurship policy It is important that the Government monitors performance to ensure that actions taken are showing positive results.
Use of up-to-date performance data to monitor startup levels will be important. The Forum proposes the establishment of a †Startup Monitor†by the Department of Jobs,
The Startup Monitor should capture information on numbers of new companies created to include: •Numbers of individuals starting a self employment project. •Numbers of newly incorporated companies. •Industry NACE code. •Startup size classification †number of employees
The Startup Monitor should also have capabilities to produce up-to-date information on: •Progress of startups over time (eg.
Irish Software Association ITLG: Irish Technology Leadership Group LDC: Local Development Companies LEO: Local Enterprise Office NDRC:
Our Cities, Drivers of National Competitiveness Global Entrepreneurship Monitor. Reports GEM Ireland National Report,(2012) GEM USA National Report (2012) Gibb, A.,Haskins, G,
Homegrown business ideas that display innovation and creativity will enable us to grow jobs, challenge for market share
The Global Entrepreneurship Monitor (GEM), which provides useful international comparative information on entrepreneurship, reflects the difficulties for entrepreneurship which Ireland has experienced in recent years.
Analysis undertaken in 2012 of the previous 10 years of HSPU companies in Enterprise Ireland†s 8 Global Entrepreneurship Monitor 2013 Culture,
In 2013,57%of participants attending core training programmes in Local Enterprise Offices (LEOS) were female.
EI, IDA, D/Social Protection, D/Foreign affairs, Irish Software Association, ICT Ireland) Develop Junior Cycle short courses in Digital Media Literacy and Coding.
Encouraging and supporting innovation and research collaboration is a core mission driven by a range of programmes designed to meet company needs at various stages of development, from Innovation Vouchers worth â 5, 000
Startupbootcamp Dublin) and mentoring as a core component of intensive management development programmes (e g. Bord Bia, Management Works Skillnet, CEB Accelerate Programme) 10.
Companies such as Google, SAP, Microsoft, Facebook, Dell and IBM are emerging partners with EI in supporting startups.
and an international reputation for excellence in a number of sectors, including media, computer gaming, food, education and design.
and the development of a joint agency strategy to outline the core actions required by EI
EI, IDA) Encourage local and national authorities to make a commitment to provide market opportunities for fledgling businesses Encourage local authorities to support startups by providing display space, promotional events and procurement opportunities.
This Policy Statement has set out the core objectives and signposts in order to achieve our ambition for Ireland to be among the most entrepreneurial nations in the world
Culture, Human Capital & Education The Global Entrepreneurship Monitor (GEM) provides an annual assessment of the entrepreneurial activity,
-Number of schools-Number of students LEO 780 29,359%of Females attending Core Training Programmes LEO 57%HUMAN CAPITAL & EDUCATION Numbers in Entrepreneurship Modules
318 Monitor private sector commitment to voluntary prompt payment code DJEI N/A new initiative Access to Markets Because Ireland has a small domestic market
Applications Assessed/Recommended 12 63 Female Participation Number and%attending core training programmes 16,293 (57.1%)4, 912 (54.39%)Numbers starting own business
Employment and Investment Incentive scheme GEDI Global Entrepreneurship Development Index GEM Global Entrepreneurship Monitor HEA Higher education Authority HEI Higher education institutions HBAP Halo Business
Your insights enrich our ability to anticipate the outlook for R&d funding. Jeffrey Wadsworth, Ph d. President and CEO Battelle CEO MESSAGE Key Contributors Mitch Horowitz Simon Tripp Anthony Gillespie Eric Rosenberg Pamela Mccoy
R&d investments is likely to continue through the end of the decade. •Significant R&d investments by western countries in long-range technology platforms like robotics, high-performance computing, social media, software,
R&d investments often are linked closely to GDP and economic outlook. Global R&d investments, according to our analysis, are forecast to increase in 2014 and 2015†albeit at a decreasing rate in 2015.
The exception to this outlook may be Japan, which is correlated more with trends in the U s. and Europe than with neighboring Asian countries.
Outlook The broad patterns of R&d spending are expected not to change significantly in 2014, but regional shifts are occurring.
Factors that Influence the 2014 Outlook for U s. R&d Except for a dip in the 1970s at the point where industry surpassed government as the dominant research sponsor,
However, the outlook involves substantial uncertainty. In one scenario, BCA-mandated continued reductions in non-defense discretionary spending could result in lower R&d funding.
that industrial R&d spending is correlated with the current economy and the stability of its outlook.
Funding Trends & Outlook In response to the 2009-2010 recession, the ARRA added about $18 billion of federal investments to baseline funding for academic research.
THE rankings are based on teaching, research, knowledge transfer and international outlook. 0%25%50%75%100%Top 400 Top 50 Top 10 Non-u.
Long-term Outlook for R&d Expenditures Source: Battelle and R&d Magazine Source: Battelle and R&d Magazine China places more emphasis on development, less on basic research Different Priorities Among Research Leaders 14 R&dmagazine December 2013 www. rdmag. com
cost and public perceptions have weakened the outlook for nuclear energy in the U s.,Europe and Japan†all three of which,
Outlook In the second quarter of 2013, the EU emerged from six consecutive quarters of economic contraction
research, knowledge transfer and global outlook. The U k. had the largest number of European universities in the top 400 list with 29.
Space science Engineering Clinical Med Physics Ag Science Computer Sci Ag Science Computer Sci Chemistry Geoscience Pharmacology Mat'ls Science Physics
Regulatory Context Influences U s. R&d Outlook The U s. life science industry emerged from the combined challenges of the recession and patent expirations with fresh strategies for R&d.
Top 5 U s. Firms Sources of Innovation License Technologies from Others In-house Development Industrial Collaborations Computer-based Virtual Design/Development Academic Collaborations
Two firms, Intel and Microsoft, each invested more than $10 billion in R&d in 2012 and both expect to exceed $10 billion in 2013.
Trends and Forecast The ICT industry provides hardware, software and services that make up the modern information age,
spanning semiconductors, telecommunications, productivity or security software, computers, tablets and gaming. Across all these applications the integration of smaller, faster, mobile,
and more powerful electronics with the increasingly pervasive Internet continues to drive innovation in networking and information technologies across all industries.
Other device and software manufacturers are addressing the functional size of their applications as devices get smaller, lighter, thinner,
and memory to hold operating systems becomes faster and cheaper. The concept of â€oewireless†is no longer a feature
Core technologies however, are part of the constant development process of the ICT industry. Continued development of wireless technologies was cited by nearly half (49%)of the respondents, cybersecurity capabilities (46),
Computer-based Virtual Design/Development Academic Collaborations ICT sector All Industry Respondents 40%20%The U s. leadership in ICT R&d remains strong
, with both Intel and Microsoft exceeding US$10 billion in 2012 R&d investment, and Google†s and Intel†s R&d investments growing by 40%and 27%,respectively, in each of the last two years.
%and Intel reaching 19%.%Corporate leaders in ICT R&d investment Nokia Ericsson Canon Huawei Alcatel Lucent Microsoft Intel Cisco IBM Google-10%0%10%20
%30%40%5%10%15%20%25%R & D A a G r 2 01 0-20 12 2012 Corporate R&d Intensity
B attelle/R & D M agazine survey Sources of Innovation License Technologies from Others In-house Development Industrial Collaborations Computer-based Virtual Design
B attelle/R & D M agazine survey Sources of Innovation License Technologies from Others In-house Development Industrial Collaborations Computer-based Virtual Design
ew p ro du ct s P at en ts C os t r ed uc tio n P ub lic
but rather computers, laboratory instrumentation, scientists, and engineers. This conservative analysis is based on the application of certain economic impact multipliers to the 2014 forecast total R&d spending figure of $464. 5 billion.
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011