Commercialise

Project summary

Overview

• Partners• Pera Consulting - UK (Co-ordinator)• Accelerace - Denmark• CDTI – Spain• EMCC – UK• PARP – Poland• TEKES - Finland• TTGV - Turkey

Overview

• Duration - June 2013 to September 2014• Aim

• To provide knowledge to the EC enabling them to implement an efficient and effective coaching and mentoring scheme to increase the commercialisation of R&D results from the dedicated SME Instruments in H2020.

• Structure• Phase 1 – Research and Analysis• Phase 2 – Pilot and Evaluation

Work Package 1

Project/Consortium Management

WP1 – Project/Consortium Management

• Project planning• Consortium management• Reporting• Website – www.commercialise-project.eu

Work Package 2

Identify and map existing Coaching and Mentoring Schemes for Innovative, High Growth SMEs

WP2 – Identify & Map C&M schemes

Objective: •Understanding the existing Coaching and Mentoring support programmes to innovative SMEs, so that:

• The future scheme is integrated and complementary to existing schemes

• Good Practice from existing programmes can be applied to the new scheme

• Existing capacity and capability to support C&M can be reflected in the mobilisation of the new scheme

WP2 – Identify & Map C&M schemes

• Desk research – identified 89 programmes• Targeted SMEs• Business improvement focus• Range of support measures

• Shortlist of 20 programmes in 18 countries• Coaching/mentoring• Focus on new products/processes to market

• Filtered to 7 programmes• Similar strategic goals to H2020• Monitoring of delivery• Evaluation of results

Schemes Visit - assigned Commercialise

partner(s

Date of visit

Growth Accelerator - UK Pera 19/09/2013

Accelerace - DK ACC 25/09/2013

Go- innovativ - DE PARP 30/09/2013

Almi - Sweden ACC + Tekes 23/09/2013

Growth Accelerator - NL CDTI 09/10/2013

TIP – Lower Austria (on request of the EC) (via Skype)

Pera 27/09/2013

Eko-System – Czech Republic (on request of the EC) (via Skype)

Pera 29/09/2013

WP2 – Identify & Map C&M schemes

• Visited and interviewed in detail concerning;• Services• Innovative delivery methods• Selection of coaches/mentors• Barriers• Impact assessment• Programme evaluation

Analysis (task 2.6) - Notable Aspects - 1

• Most programmes cover SMEs at all stages of growth (from start-up to high growth)

• Most are broadly focused on all aspects of business support rather than on innovation or science & technology

• Most programmes take 2 to 4 weeks between application and the start of assistance

• Most programmes take 6 to 12 months to complete the intervention

• All programmes seek business/sector experience in their coaches/mentors in preference to academic qualifications

Analysis (task 2.6) - Notable Aspects - 2

• Number of days of support range from 5 to 25• Costs for support range from €1,160 to €40k• Quality check on projects is made by all programmes

both during & at the end of intervention• Half of the programmes are evaluated externally, not

by their own staff• All programmes have ‘Excellent’ ratings from users

Work Package 3Identify best practice approaches that can be applied when implementing the new scheme

WP3 – Overall frameworkPurposeTo get a clearer picture of the primary purpose of the different mentoring and coaching schemes the purpose was categorized as: Growth, Innovation, and Strategy.  ProcessThe process of different schemes was categorised from the perspective of the lead approach used to help companies: Coaching, Mentoring, Consulting and Teaching.  PeoplePeople refers to the coaches and mentors providing the assistance, which were categorized from the perspective of how they were employed into the programmes: Entrepreneurs, Consultants and In-house specialists.  StructureThe structure of different schemes was categorised according to if the programmes were public, public&private or private.

FirmsFrom the perspective of firms the schemes were categorized as: SMEs, Start-ups and High-Growth.

WP3 – Main results, themes and issues

WP3 – Main results, barriers and drivers Issues Barriers Drivers

Purpose Lack of focus/purposeGoal conflict

Clear objectivesWin-win-win

Process Moral hazardTrust RelationshipMethdology Follow up

PurposefulEffective – impactEfficient – cost/benefitLong term relationship

People Lack of serial entrepreneursLack of certified business coaches

Experience and educationSerieal entrepreneursInvestors

Firms Outcome uncertaintyCommitment & TimeApproach to Selection

Growth/innovation orientationManagement ambition

Structure Governance Fragmentation of systemPublic vs PrivateFunding

Control and Direction in GovernanceEcosystemPublic/PrivateInvestment&Grant schemes

WP3 – H2020 context• Purpose: Growth and innovation. • Firms: Research focused/innovative SMEs. SMEs being

better able to exploit the results of their R&D or innovation.

• Process: Coaching and Consulting. Coaching is most appropriate for the Phase 1 while diagnostics consultancy is more appropriate for the Phase 2 activity.

• People: The scheme will use 'consultant' coaches - (paid for professionals).

• Structure: Publicly funded. It is important to have secured funding for consulting type of programs to attract quality coaches/consultants.

Work Package 4Creating a tailored package of coaching for SMEs to commercially exploit research and development

WP4 – Overcoming barriers

• Capability – knowledge, strategy• Capacity – staff, finance, facilities• Opportunity – the right offering to achieve market

share• Desire – to invest the time, money and resources• Environment – support services, partners, logistics

H2020 - SME Instrument

Desired end state for SMEs • End of stage 1

• Project feasibility confirmed• Apply to stage 2

• End of stage 2 • Fully validated prototype • IP protection process clearly defined • Key resources identified (incl. new staff, partners & investors) • Exploitation plan with milestones in place

• End of stage 3 • Finance accessed • Product on market

Potential client journey - Overview

WP4 – Intervention development areas

• 8 core areas:• Effective Leadership • Core Management Skills • Developing and implementing an innovation-focused

strategy • Developing a compelling Value Proposition • Creating a clear route to market • Management and exploitation of IP • Staff Competence and Capacity • Access to Finance

Work Package 5

Opportunity Assessment and Risk Analysis

WP5 – Create a Mitigation Plan

• Objective:• Create a mitigation plan to

• Overcome potential barriers to success• Ensure that all appropriate opportunities are realised

Work Package 6

Define process to identify coaches and mentors

WP6 – Ideal coaching and mentoring competencies

• EMCC criteria• Professional charter• Use existing coaches• Develop specific skills and knowledge – e.g. H2020

WP6 – Coach availability

• Up to 12 countries with potential capacity issues• Does capacity meet current needs?• Have markets changed since data was issued?• How many registered coaches are in these markets?• Can cross border coaching fill any gaps remaining?

Work Package 7

Create an effective measurement systems to evaluate impact and drive the improvement of programme delivery and coach competence

WP7 – Performance measurement

• Justify programme investment• Validate coach involvement• Identify good practice

WP7 – Measurement system design

• Used Logframe approach• Goals – high level objectives• Outcomes – tangible impacts through exploiting

results• Outputs – measurable results from programme

delivery• Related to SME Instrument description• Five key influencing factors identified

WP7 – Elements to be measured• Growth in jobs and GVA through innovation• Creation of an innovation culture• Increased commercialisation of R&D results• Increased capability, capacity and desire to

commercialise results• Quality of coaching• Accuracy of diagnostic• Effectiveness of coaching model• Performance of KAM• External factors (monitored to better understand their

influence)

WP7 – 24 KPI resulted

Work Package 8

Develop test and validation model

WP8 - Aim

• Prepare all elements for the pilot• Define scope• Create value proposition to engage SMEs• Define coach contracting model• Agree desired outcomes

• Develop evaluation models• Plan for dissemination of findings

WP8 – Pilot model design

• Define from technical viewpoint• Input• Output• Scope• Expectations• Duration • Cost

• Consider links to SME Instrument• Recognise external factors• Decide variables to be measured in pilots

WP8 – Pilot design options

• Generic coaching or sector specific• SMEs as a group or as individuals• Capturing SME start point – coach or KAM• Intervention to be related to delivery phase success?• Coaching to be pre-defined modules or selected by

coach

WP8 - Pilot interventions

• What? common elements for the intervention vs coach flexibility.

• How? Intervention inputs-outputs + reporting feedback.

• Who? SME-Coach-KAM (who does what)

Development Area Examples of issues covered

Effective Leadership and Management skills

Change Management /Motivating teamLeadership skills / Encouragement of risk taking / other core management skills

Innovation-growth strategyDeveloping strategy / Strategic innovationStrategy implementation

Compelling Value PropositionImproving market analysis/ insightIncreasing value to customers

Route to marketTaking new products to market/ Accessing new markets/ Marketing and communications/ Commercial skillsDefining and validating Business models

Management and exploitation of IP IPR Management /Knowledge exploitation/Tech Transfer

Staff Competence and CapacityRecruiting, retaining and motivating staffDeveloping staffCollaboration, networking and partnering

Access to Finance Financial resources/ Investment readiness

Work Package 9

Deliver Pilot Study

WP9 – Coach engagement

• Coaches invited to apply• Evaluated using set criteria• Briefed on programme and requirements

WP9 – Pilot delivery

• Structured phase 1• Gap analysis• Business model canvas• Action Plan

• Phase 2 - cover core business areas identified

WP9 - Feedback collected

• Coach debriefing sessions• Online evaluation of 2 delivery phases• Feedback from coaches and SMEs• Radar diagrams used to compare findings

Project recommendations

Overall Recommendations

• SMEs• Coaches• Structure• Programme engagement• Programme delivery• Programme evaluation

Recommendations - SMEs

• Clear and simple programme• Growth• Innovation• Strategy

• Commitment• Validation• Commercial intent

Recommendations - Coaches

• Type of expertise – mentor, coach, consultant or teacher

• Build network – choice and community of learning• Relevant skills• Commitment and well networked• Necessary and nice to have• Ensure availability – cross border?• H2020 specific support

Recommendations - Coaches

• Coach briefing – consistency of structure• Refresher sessions – via eLearning• Needs to be appealing to coaches• Access directly to EC Project Officer• Annual appraisal• Annual Awards Scheme?

Recommendations - Structure

• Focus on 8 key areas• Effective Leadership• Core management skills• Developing and implementing an innovation-focused

strategy• Developing a compelling value proposition• Creating a clear route to market• Management and exploitation of IP• Staff competence and capacity• Access to finance

Recommendations - Structure

• Grant towards coach briefing where prohibitive• Peer-to-peer community of learning to share coach

good practice• Peer-to-peer community of learning to share KAM

good practice• KAM to review Phase 2 action plan

Recommendations – Programme Engagement

• Strong examples and good coaches to overcome SME barriers;• Requirement• Time

• Commitment from all stakeholders to addressing the purpose

• Match making to create trust• Innovation strategy to be a coach focus

Recommendations – Programme Engagement

• EEN to develop maps of other business support and referral routes for complementary support

• EEN to proactively seek complementary support to dovetail with local or national programmes

• EEN to establish an alumni group offering peer support and networking opportunities

• Special Interest Groups should be established within the alumni group

Recommendations – Programme Delivery

• Focus on management coaching – increasing business efficiency and profitability through innovation

• Bottom up approach to engage business managers• Technical knowledge can supplement core skills• Mission focus to be maintained• Expectations of process and outcomes need to be

managed• Process must reflect individual needs

Recommendations – Programme Delivery

• Focus is to develop business – not proposal process• Progress should be monitored by regular deliverables• Balance between coaching the management team

and the business• Phase 1 – 4 days, phase 2 – 11 days• During Phase 1, KAM to support phase 2 application• Phase 1 should use a standard diagnostic tool

Recommendations – Programme Delivery

• Phase 1 to deliver• Action plan• Development plan• Commitment charter• Value canvas

• Scenario planning should be used to de-risk unexpected events

• Coaches should decide how best to implement action plan

Recommendations – Programme Delivery

• Coaching can be ‘back-loaded’ for high risk projects• All activity should leave a capability legacy• Post programme needs should be considered as part

of the action plan• Coaching recipients should be ‘switchable’ between

individuals within SME or across consortium members (when approved by Project Officer)

Recommendations – Programme Evaluation

• Hard (e.g. additional sales, new markets) and soft (e.g. understanding of innovation requirements) outputs should both be measured

• Clear programme KPIs should be established reflecting SME Instrument

• Objectives should be clear and measurable• KAM monitoring should be via milestones not time

periods

Recommendations – Programme Evaluation

• EC should create a central point for Quality Assurance, including good practice dissemination

• KAM quality assurance should also be monitored• SMEs should provide ongoing statistics on their

commercialisation performance via annual surveys