KEYS TO A SUCCESSFUL INNOVATION PROGRAMMELessons Learned from Digital Catapult and IoTUK

JULY 2018

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KEYS TO A SUCCESSFUL INNOVATION PROGRAMME l LESSONS LEARNED FROM DIGITAL CATAPULT AND IOTUK2

ContentsSummary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Key Lessons Learned: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Programmes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

Hardware Accelerators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

IoTUK Boosts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Early Boosts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5LPWAN Boosts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Success story 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Regional Boost partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Success story 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Things Connected London . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

Regional Things Connected Networks . . . . . . . . . . . . . . . . . . . . . . . . . . .10

What is Success? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Lessons Learned . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Partner Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Project Planning and Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12Cohort Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12Programme Content . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

Success story 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

Programme Duration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14Now the Programme’s Over… . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

Programme Attributes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Networking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15Communication and Collaboration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15Flexibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16

Advice for SMEs and Startups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Success story 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Success story 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

KEYS TO A SUCCESSFUL INNOVATION PROGRAMME l LESSONS LEARNED FROM DIGITAL CATAPULT AND IOTUK

Summary

IoTUK and Digital Catapult have funded a number of different programmes to accelerate startups and support SMEs to develop and bring to market innovative services using new technologies . These range from providing funding to professional startup incubators and accelerators, to spearheading a wide-reaching programme to boost the awareness and deployment of low power wide area network (LPWAN) technology, a key enabler for the Internet of Things (IoT) which the UK had lagged behind many countries in deploying . This report covers the IoTUK Hardware Accelerators run by R/GA and Startupbootcamp, the IoTUK Boost programmes and Digital Catapult’s Things Connected programme .

Some of the programmes have concluded, some are being repeated with new cohorts and others are continuing into 2018, both informally and through the regional expansion of the Things Connected project . All have provided a valuable learning experience into what makes such a programme a success . This report will use that insight to provide practical guidance for others looking to run similar programmes . It will also help SMEs and startups

make informed decisions about whether and how to apply for a programme, and indeed get the most value from participating in one .

Key Lessons Learned:

●● Don’t go it alone. Build up a network of partners that will be able to help the cohort both during and after the programme, and can contribute to the programme delivery.

●● Foster communication and collaboration between participants and stakeholders.

●● The more rigorous the selection processes, the better the chance of getting the right programme organisers and the right companies onto the programme.

●● Rigorously manage and monitor the programme throughout its lifetime to ensure the delivery of high-quality and relevant content.

●● There is real demand for these programmes across the UK, delivering proven, tangible outputs and outcomes for startups and SMEs.

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KEYS TO A SUCCESSFUL INNOVATION PROGRAMME l LESSONS LEARNED FROM DIGITAL CATAPULT AND IOTUK4

Programmes

Hardware Accelerators

As part of the IoTUK programme, in 2016 two programmes were announced that would support 20 UK companies developing IoT-based hardware solutions . The aim was to bridge the gap between developing a hardware prototype and commercial viability, to help the SMEs accelerate the commercial application of their products . Innovate UK appointed two professional startup accelerators to run the programmes .

R/GA has conducted two three-month IoT Venture Studio UK programmes to help startups professionalise, scale and evolve into sustainable businesses that appeal to both customers and venture capital . R/GA invests £75,000 and in-kind services in participating companies in exchange for a 6% equity stake, and gives them access to its in-house expertise in business strategy, branding, marketing, technology and design, as well as its global client network . It holds workshops, one-on-one meetings and other events with external mentors, plus potential investors and customers . The first programme ran with 10 startups, nine of which took part in the Demo Day held in May 2017 . A second programme began in February 2018 with a new cohort of nine startups . R/GA is open to running further programmes where funding is available to contribute to the operating budget .

“We work directly with startups and help them position

themselves so they can work productively with corporates

and the wider ecosystem. We help startups carry new

disruptive ideas into UK business. Bridging startups into

large corporates is vital and their new ideas will ultimately

help the UK economy grow.”

Matt Webb, Managing Director, R/GA IoT Venture Studio UK

Startupbootcamp launched its first IoT London accelerator

in March 2016 when it began the hunt for suitable startups, and subsequently applied for and received Innovate UK funding to help it better support the cohort . The three-month programme began in October 2016 with nine startups and concluded with a Demo Day to an audience of potential investors, customers and ecosystem partners in January 2017 . Startupbootcamp ran a second programme a year later over the same timeframe, also with nine teams, and is preparing to launch its 2018 programme . It is committed to running the programme on an annual basis with or without public funding, but will apply for the latter if it is available . Startupbootcamp invests £15,000 for a 6% equity stake in each startup on the programme . The participating SMEs must have a product with a hardware component, and Startupbootcamp takes on businesses that already have a working prototype . A key focus is ensuring the startups have a viable business model and proposition, and Startupbootcamp also provides support in areas like product development, messaging, marketing, business development and finance . Startups have access to the Startupbootcamp team and co-working space with a prototyping lab, as well as workshops, one-to-one sessions and other events with programme mentors, hardware professionals, corporate partners, potential customers and investors .

Something of a celebration for the nine startups who were selected to join the second Startupbootcamp cohort

KEYS TO A SUCCESSFUL INNOVATION PROGRAMME l LESSONS LEARNED FROM DIGITAL CATAPULT AND IOTUK

IoTUK Boosts

Early Boosts

In September 2015 IoTUK launched a call for local partners in communities and market clusters to deliver a series of IoTUK incubation activities . The winning partners were announced in November 2015:

LPWAN Boosts

In 2016, IoTUK launched a call for expressions of interest from regional organisations to run innovation programmes focused around the use of low power wide area network (LPWAN) technology for IoT use cases . LPWAN technologies fill the gap between cellular and short-range wireless networks like Bluetooth or WiFi . As the name suggests, they have low power draw and provide wide area coverage . They provide connectivity for devices and applications that require low mobility and low levels of data transfer, such as sensors, and will therefore be a key enabler of the IoT .

The winning partners were announced in December 2016 as:

AB Open: a Halifax-based consultancy specialising in embedded computing,

wireless, software defined radio and open source . Calderdale Council provided the site and power for the LPWAN Boost gateway . Distributor RS Components provided equipment including LoRaWAN development kits . Manufacturer Microchip provided LoRaWAN support . All three helped publicise the programme .

ADI: Advanced Digital Innovation (UK) Ltd, a product development and technology innovation consultancy based in Shipley . Sigfox licensee Arqiva loaned a base station

and helped with publicity and training, alongside Leeds University .

Cambridge Wireless (CW): the non-profit organisation owned by

its 400+ members was the lead partner providing event management, marketing and its broad network . The project was managed by Iotic Labs and involved multiple delivery partners, project stakeholders and mentors . Smart Cambridge helped define the local challenges and provided access to the Intelligent City Data Platform developed by University of Cambridge . Everynet provided LoRaWAN gateways and developer kits .

HBB: High Tech Bristol and Bath CIC, a West of England Local Enterprise Partnership (LEP)

initiative to develop tech clusters in the region, was the winning bidder but the project was delivered by startup

CAMBRIDGE WIRELESS (CW), which ran a

programme focused on assisted living in Bristol and Guildford.

CENSIS, the industry-led Innovation Centre for

Sensor and Imaging Systems (SIS) in Scotland, and The DataLab, which includes the University of Edinburgh’s Informatics Department. The programme centred on people and their environments.

DATACITY – LEEDS, in partnership with ODI Leeds and DigicatYorks.

SUNDERLAND SOFTWARE CITY, which leads the consortium for the Digital Catapult Centre North East

& Tees Valley. The Boost featured three new IoT business opportunities from Nissan, the Environment Agency and North East Combined Authority.

Each IoTUK Boost partner identified 10-20 local SMEs that could solve business problems and brought them together with challenge owners, culminating in two-day workshops and innovation contests held in February and March 2016. The winners of the contests – up to five SMEs per Boost – were given further business, technical and mentoring support from the local partner and the IoTUK team.

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KEYS TO A SUCCESSFUL INNOVATION PROGRAMME l LESSONS LEARNED FROM DIGITAL CATAPULT AND IOTUK6

incubator SETsquared Bristol, an affiliate of University of Bristol which has supported over 180 UK companies and currently has over 80 ventures under incubation .

STFC Hartree Centre: a research facility focused on high performance

computing, data science, big data and cognitive computing (AI) that is part of the Science and Technology Facilities Council (STFC) . It is backed by public funding and is a collaborative research venture with IBM . It secured additional funding to support prototype development, largely from European Regional Development Fund (ERDF)’s Liverpool City Region 4 .0 (LCR4 .0) project into future technologies to support industry in the North West . Sigfox licensee WND provided a free LPWAN gateway and participated in Boost events, as did Sigfox .

Sensor City Liverpool: a technical innovation centre

which fosters the creation, development, production and promotion of cutting edge sensor technologies for use in a wide range of sectors .

The format and structure of the programmes varied, but the

overarching goal was to lower the barriers to access LPWAN technology by giving UK SMEs and entrepreneurs access to LPWANs as well as providing business support . The aim was to enable the SMEs to develop and test new and innovative IoT products and services, and give them knowledge and skills so they could quickly become innovative and productive . The projects also served to build awareness of the demand-side opportunity presented by IoT products and services, and aimed to provide valuable insight for the future deployment of LPWANs in other UK cities .

There are different types of LPWAN technologies and there were no requirements on which the programmes could use . Those considered by the partners include LoRaWAN, an open global standard with a certification programme to guarantee interoperability, which is the most widespread globally with over 350 networks and trials underway . France-based Sigfox is rolling out its IoT ecosystem globally with partners, including Arqiva and WND in the UK . Narrowband-IoT (NB-IoT) works in licensed spectrum held by mobile network operators so was not suitable for the programmes .

The regional Boost partners launched open calls for applicants, and in some cases also directly approached SMEs that might fit their programme . The winning SMEs – 53 across the six Boosts – were announced in April 2017 .

BERINGAR SUCCESS STORY: The winner of the Cambridge Boost, Beringar Ltd, (link: https://beringar .co .uk/) had a clearly

defined proposition at the outset based on an NHS use case, and mentors immediately saw the potential for alternative use cases . During the course of the project it progressed from having a proof of concept piece of technology to developing an industrial prototype that resulted in multiple orders for proof of concept trials . By the end of the project it had submitted a joint funding proposal in an Innovate UK competition with another of the SME cohort, was working with two of the programme’s sponsors on joint business opportunities, and had engaged another mentor/sponsor to help it

ensure product certification and compliance . The company is using the networks of sponsors as marketing channels and is also developing links to develop its route to market .

“The IoTUK Cambridge Boost was an incredibly well

organised and structured series of events that brought

our company in contact with the very best experts and

practitioners in the field of IoT. As a result, we really

accelerated our sensor-as-a-service development and

gained a huge amount of credibility that helped us meet

new clients. It was the most professional programme I

have participated in, and we certainly would not be where

we are now without that support.”

Mark Sorsa-Leslie MRICS, Director, Beringar

CW praised Beringar for making the most of the project and being proactive in setting up meetings, forging relationships and acting on them . It treated the programme with a high degree of professionalism, by preparing for and writing up meetings, keeping the project manager updated and completing an end-of-project report .

Success story 1

KEYS TO A SUCCESSFUL INNOVATION PROGRAMME l LESSONS LEARNED FROM DIGITAL CATAPULT AND IOTUK

AB OpenCOHORT: 9 SMEs, 7 finished the programme

FOCUS: Primarily technical support . Applications around flood risk as well as using LPWAN to enhance product lines for mature local engineering companies .

NETWORK: Built on existing Things Network Calderdale LoRaWAN infrastructure .

PROGRAMME: LoRaWAN development kit provided to all SMEs . Two day technical training workshop followed by custom support .

OUTCOMES: All SMEs made progress, work with some continuing into 2018 . Worked with Calderdale MDC, which then incorporated LPWAN into its ICT strategy . Bradford MDC purchased development kits and is investigating further collaboration . Created public data feeds built on one SME’s sensor data .

ADICOHORT: 9 SMEs identified, 3 taken onto full programme

FOCUS: Primarily technical support to develop a prototype .

NETWORK: Built on existing Sigfox base station .

PROGRAMME: Open weekly seminars during recruitment process . Provided access to Sigfox network, office and lab facilities, equipment, as well as technologists and engineers . Marketing specialist on hand but not needed .

OUTCOMES: Prototypes developed for 2 SMEs . Worked with Arqiva to raise awareness of Sigfox regionally and nationally . Training videos produced with Arqiva are available online for reference . Engaged with large organisations to identify use cases, which has resulted in business for itself .

Sensor CityCOHORT: 10 SMEs

FOCUS: Providing technical and business development support

OUTCOME: Programme closed due to unforseen planning and resource issues .

STFC HartreeCOHORT: 9 SMEs, 1 failed to engage due to other business commitments

FOCUS: Providing development and specialist hardware support so the SMEs could develop prototypes .

NETWORK: Two Sigfox gateways installed and integrated into on-site IoT network .

PROGRAMME: Two-day workshop on developing applications with Sigfox open to all SMEs in the area . Also hosted launch and wrap-up events and specialist data centric events eg blockchain . SMEs had use of Daresbury Laboratory facilities and additional support was provided on request .

OUTCOMES: 7 SMEs developed Sigfox prototypes, 3 of which achieved product sales during the programme, and 1 opted for LoRaWAN . 3 SMEs presented at Manchester Live conference Nov 2017 . Raised awareness of LPWAN and Sigfox across the Hartree ecosystem . Continuing to work with Sigfox and interested in other LPWAN technologies .

HBB/SETsquared Bristol

COHORT: 7 SMEs initially, 3 more recruited Aug/Sep 2017 . Second IoTUK Boost programme will run for a year from Apr 2018 with 5 SMEs .

FOCUS: Business development support .

NETWORK: Delays and technical issues with LoRaWAN gateway; limitations due to positioning discovered Dec 2017 . To be resolved before second cohort starts .

PROGRAMME: Cohort given full SETsquared membership for a year starting Apr 2017, with access to facilities, large number of workshops and events, and entrepreneurs/advisors in residence . IoT expert brought in for the programme who will stay to help wider SETsquared members . SMEs exhibited and pitched at June 2017 Tech-Xpo . Roundtable for cohort and stakeholders at start of programme . One-to-one business review panels for each SME .

OUTCOMES: All SMEs made progress in growing their business; 2 signed an NDA to collaborate in 2018 . Successful programme led to funding for a second cohort .

Cambridge Wireless on next page

AB Open Calder Valley

Sensor City Liverpool

STFCDaresbury

HBB SETsquared Bristol

ADI Shipley

Cambridge Wireless Iotic Labs

Cambridge

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Regional Boost partners

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KEYS TO A SUCCESSFUL INNOVATION PROGRAMME l LESSONS LEARNED FROM DIGITAL CATAPULT AND IOTUK8

Cambridge WirelessCOHORT: 10 SMEs, 1 more added early when it became apparent that 1 SME would not need mentoring or LPWAN access

FOCUS: Four challenge areas to address local socio-economic issues, looking for solutions that could scale .

NETWORK: LoRaWAN network deployed, 11 gateways by project end including one installed by a cohort member to expand coverage and prove the technical competency . Some

issues with registering devices to use the network on the Intelligent City Data Platform, around complexity and data sharing/privacy . Some SMEs also accessed the Things Connected network in London .

PROGRAMME: Regular meetings of steering committee set up to plan the programme . Organised programme of three workshops, pitch training and final judging event . Between workshops and to the project end SMEs received increasingly personalised support from mentors . Access to the Cambridge Intelligent City Data Platform and an

area of the Iotic Space ‘internet-like’ environment for sharing data securely between any source .

OUTCOMES: Additional sponsorship and project involvement secured from project stakeholders . Project ran as scheduled with all targets met . Meaningful progress by all SMEs, events well attended and SMEs engaged . Productive bonds formed between cohort members . Mentor recruitment exceeded expectations with 38 signed up . Multiple mentors and sponsors open to engaging with more SMEs had the project been open to a wider cohort .

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SATSAFE SUCCESS STORY: Satsafe Technologies took part in the Hartree Centre’s Boost programme, originally for the development of its Sigfox-based bike-tracking system, a product now being considered by a leading UK bike manufacturer . Satsafe had previously secured a place on the European Space Agency Incubation programme, enabling it to develop a prototype of its GEOBLOC telematics black box which can monitor the physical characteristics of any vehicle as it is being driven . This data is combined with other data sets and analysed in Satsafe’s cloud-based data analytics platform, which was developed with support from the LCR4 .0 programme to provide insight into how the vehicle is being driven, in order to improve driver behaviour and help lower insurance premiums . Satsafe then incorporated forward facing dashcam technology, resulting in the TelematiCam .

“The IoTUK Boost programme enabled us to deploy

technology far more quickly than we could otherwise

have done, as well as develop new applications off

the back of our core technology. The programme met

my expectations, which were very high. I know that the

Hartree Centre has some of the world’s leading experts. I

expected it to be first class and that’s exactly what it was.”

Stuart Millward, CEO, Satsafe Technologies

Satsafe is working with a large European fleet insurance company to use its technology to provide dynamic pricing, but it has opened up far broader use cases for its technology . In early 2018, the company rolled

out a new product with a social mobility angle, to help keep seniors on the roads safer and for longer . Satsafe was already a partner in IoTUK’s CityVerve smart city project in Manchester, and the Boost provided access to capabilities it lacked in-house so it could develop its ideas further . Its technology is now in commercial use by various organisations in Manchester to ensure that vehicles such as taxis, wheelchair access vehicles and minibuses are being used safely to transport patients, pupils and seniors .

Satsafe is also in discussions with city planners and Highways England to explore ways in which the data it is collecting can be used, for example to alert to potholes that need repairing . In the fourth quarter of 2017 alone it collected 400,000 miles of data from taxis in Manchester and Merseyside . In addition, Satsafe is a CityVerve exemplar company around information governance, having developed a privacy impact assessment toolkit to support its technology .

Success story 2

KEYS TO A SUCCESSFUL INNOVATION PROGRAMME l LESSONS LEARNED FROM DIGITAL CATAPULT AND IOTUK

Things Connected London

Things Connected is led by Digital Catapult, which considered various different LPWAN technologies for the first phase of the network, and decided on LoRaWAN because equipment was readily available and open source technology . It also had a growing grassroots community in the UK . It was envisaged that other LPWAN technologies would be added at a later date, and Things Connected is now integrating Sigfox into the network and is in discussions regarding adding NB-IoT .

The Things Connected programme began in September 2016 and the network was launched in January 2017 with around 20 base stations . By mid 2017 this had been expanded to 50 base stations in London as well as nearby locations including Cambridge, Milton Keynes and Watford . BT installed around a third of them .

Once the network had been established, attention turned to the innovation programme . Digital Catapult launched an open call and selected 23 SMEs to take part . Priority was given to companies which would be likely to make the best use of the network . The pro-gramme ran from March to June 2017 . Digital Catapult held a series of one-day events, beginning with technical training, and SMEs were able to access the Things Connected sensors and borrow a base station . It also held meet-ups and the programme culminated in a pitch day where the SMEs demonstrated their solutions to an audience of around 100 .

It was the first LPWAN innovation programme Digital Catapult had held, and it used the experience as well as feedback from SMEs in its preparations for a second programme . Digital Catapult selected social housing and independent living as the challenge, having engaged with local authorities which identified social care as a difficult service for them to provide and one where they thought IoT could help . For the programme it worked with Croydon Council as well as a housing association Golding Homes and the Friends of the Elderly charity as the challenge-owners .

Things Connected is an initiative that supports UK businesses who are using LPWAN technologies . It offers an open network for the

experimenting with and prototyping of new IoT products and services .

Map of Things Connected network coverage

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KEYS TO A SUCCESSFUL INNOVATION PROGRAMME l LESSONS LEARNED FROM DIGITAL CATAPULT AND IOTUK10

Things Connected was more prescriptive in the second open call and application process . It deliberately took on more established SMEs and start-ups with a specific solution or idea they could offer the challenge owners . It received applications from nearly 100 SMEs and selected 19 . The programme was more structured in terms of business training, and was shortened to six weeks, with one day of training or working with the challenge owners per week . Potential customers were invited to the showcase day at the end of the pro-gramme .

Things Connected will run another innovation programme in 2018, along the same lines but with a different challenge .

As well as helping SMEs, the Things Connected team has reached out to potential users of LPWAN technology to build demand for LPWAN-based solutions and so its cohort can gain access to potential customers . In particular, it has spoken with local authorities across the country, which need smart city and digital strategies and think LPWAN could play an important role . Says Peter Karney, Head of Product Innovation at Digital Catapult, “They need independent, neutral advice on what a good LPWAN use case might be . They would rather hear from us who have no vested interest, rather than from a vendor giving them their vision .”

The Things Connected network is open for any SME or entrepreneur to use free of charge – the only proviso is that usage must be non-commercial in scope .

“Things Connected and the IoT Boost programmes have played

an important role in raising awareness levels about LPWAN

in the UK. Industry is realising that LPWAN is an important

cornerstone of the connected world, and we’re delighted that

Sigfox is working more seriously to deploy in the UK and that UK

mobile operators are talking about de-ploying NB-IoT.”

Peter Karney, Head of Product Innovation, Digital Catapult/Things Con-nected

Regional Things Connected Networks

Following an open call, in November 2017 Digital Catapult selected three regional partners to extend the Things Connected LPWAN network . Partners were chosen for the pro-gramme based on the range of potential IoT applications they presented and their commitment to driving IoT development for the benefit of local businesses . Geography was also a factor .

The three networks, in the North East & Tees Valley, Northern Ireland and Bournemouth respectively, will expand upon Digital Catapult’s existing network in London and will be free to use for experimentation and prototyping, with associated SME innovation programmes .

THE PARTNERS ARE:

WND for the Bournemouth region, with use cases around asset monitoring and tracking and monitoring systems for landslides that occur along the Jurassic Coast .

SUNDERLAND SOFTWARE CITY for the North East and Tees Valley, with a focus on utilities, logistics, environmental management, large scale events, shipping and offshore .

ULSTER UNIVERSITY for Northern Ireland, with use cases around healthcare, manufacturing distribution and understanding tourism patterns .

Each of the three partners will run multiple challenge-led innovation programmes in 2018 .

Things Connected London is overseeing the regional programmes and will provide consultancy, programme management and technical support .

KEYS TO A SUCCESSFUL INNOVATION PROGRAMME l LESSONS LEARNED FROM DIGITAL CATAPULT AND IOTUK

What is Success?

Success can be measured in many different ways, and it will mean different things for different companies and even different programmes .

IoTUK considers an SME’s participation in a programme has been a success if it achieves one or more of the following:

●● Improves business operations and maximise the chance of success.

●● Seeks or gains investment, for example equity or grant funding.

●● Develops a new product or service or enhance an existing one.

●● Accesses a new market, domestic and/or export.

●● Identifies new partners and collaborators

Many of the SMEs inducted into the various innovation programmes had made tangible progress by the end of the project . Some succeeded in bringing their products to market and securing orders in the UK and export markets as a direct result of the programme . Others gained investment and funding, grew their business, forged new partnerships, developed their products and changed their business model .

Some SMEs opted for a different LPWAN technology than that offered by their particular Boost, while others decided LPWAN wasn’t appropriate for them at the current stage of their business . They now understand the technology and how it may be relevant for them further down the line .

The LPWAN programmes also played a role beyond supporting a specific cohort of SMEs . They aimed to increase knowledge about and awareness of the technology, as well as contribute to the rollout of a nationwide UK network . They were a clear success on both counts .

“The benefit provided by the Boost extended way beyond

the SME cohort directly involved. It has served as a beacon

for LPWAN activity in the region and further afield.”

Andrew Back, Managing Director, AB Open

“Sigfox is a significant string to our bow when we talk to

companies wanting support. It enables us to present another

angle, from both a networking and a low power connectivity

point of view, which has got a few companies interested.”

Tom Kirkham, Hartree Centre

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Lessons Learned

The different programmes were run by a diverse set of companies, ranging from SMEs with little experience in running a programme to professional accelerators with global reach, and lasted for as little as six weeks to up to a year . The hardware accelerators had different objectives to the technology-focused LPWAN innovation programmes, and the latter varied considerably in focus and activities .

The expertise of the more professional partners plus the experiences of the Boost partners, IoTUK, Digital Catapult/Things Connected and SMEs on the programmes provide a wealth of information that can be used by others to help organisers run successful programmes, and by SMEs and startups to get the most out of a programme they take part in .

The following sections break down the various stages of a programme to identify key factors that can contribute to a successful programme .

Partner Selection

IoTUK selected a range of partner organisations to deliver its original and LPWAN Boost programmes, and all but

one had some notable successes even though they ran different types of programmes and activities .

Building on that experience, the selection process for the Things Connected regional partners was much more prescriptive . The programmes would be bigger and more involved projects with more public funding than the Boosts . The partners would be required to deploy LPWAN on a far larger scale than their predecessors and to deliver multiple innovation programmes to more SMEs . The LPWAN networks will be permanent to form part of a national network, and will be open to companies beyond those on the innovation programmes .

Digital Catapult issued a very detailed request for proposals outlining the requirements, process, key performance indicators, output and outcomes . The aim was to discourage partners that would not be able to deliver from applying . It needed experienced organisations with the requisite resources to deliver the network and innovation programmes, as well as a broad network of contacts in local government, academia and industry .

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Ten organisations from across the UK applied and Digital Catapult conducted a detailed judging process with four judges through which the proposals were marked, shortlisted and shortlisted again before the finalists were interviewed and the final selection made . Digital Catapult didn’t specify the number of partners it would select because the costs of the different proposals varied and there was a finite amount of funding available . The partners were chosen based on a number of factors, including their ability, credibility and experience as well as their resources, teams and plans .

Three regional partners were taken forwards . By conducting such a rigorous selection process, Digital Catapult has ensured the best possible chance of success .

Project Planning and Management

Running a successful programme requires a great deal of planning, as soon as the decision to run a programme is made or funding is received . The programme needs to be managed from the outset by a strong leadership team headed up by a committed and effective project lead . The size of the team should depend on the extent of the programme . Those delivering the programme need to be given the resources, especially time away from their regular job if they have one, to ensure they can meet the programme’s requirements without being overloaded .

The project must be planned from the outset and at every stage to ensure the best possible outcomes . Programme participants need to be monitored on an ongoing basis to ensure the programme is meeting their needs and so any issues can be rectified before they become problems . Activities, events and mentors also need to be measured, including through regular feedback from participants, to ensure the content being delivered is of a high standard and relevant . Effective project management and monitoring will also ensure project targets are met and delivered on time and on budget .

Cohort Selection

A crucial factor in the success of a programme is engagement from the participants, so the selection process should deliver the cohort that has the best chance of success . All the Boost and Things Connected programmes suffered from a lack of engagement on the part of certain SMEs . However, this was not always down to the selection process: even the professional incubator and accelerator programmes have the occasional dropout when a participant gets distracted by the needs of their business . For more established companies with products commercially available, customer engagement needs to be a priority so a sales meeting will and should take precedence over the programme .

The first stage in the selection process is finding potential applicants . Programme organisers should publicise the programme through as many channels as possible to get a good pool of applicants, using their own resources as well as those of organisations such as local authorities, local enterprise partnerships (LEPs), universities, local business networks and industry .

This was a challenge for more than one Boost partner, particularly those not geographically close to a technology cluster, and they could have benefited from wider publicity from IoTUK and Digital Catapult . Some ended up looking for and contacting suitable companies . However, this is no bad thing: even with the vast networks at their disposal, R/GA Ventures and Startupbootcamp proactively reach out to potential candidates more than they rely on companies applying to them .

Getting the right companies to apply will save time all round . The call for applicants needs to make it clear what the programme will offer and what companies will be a good fit, to deter unsuitable companies from applying . The first stage of the application process, usually some form of written application, should strike a balance between not being too easy, to discourage applicants from anyone not seriously invested, and not too onerous so potentially good candidates are put off .

A written application will not be enough . Applicants should be whittled down to a shortlist by a staged process that could involve further written information, a pitch and one or more interviews, ideally in person, before the final decision is made . One Boost partner scored the applicants and admitted those over a defined threshold, a process that in hindsight could have been more flexible . A couple of SMEs that scored at the lower end were taken onto the programme with reservations about their suitability, and those reservations were borne out .

A valuable lesson learned by LPWAN programme organisers was the need to vet applicants at an early stage to ensure they are viable business prospects . A student just out of university or a retiree looking for a new direction might have a neat idea for a new product or service, but unless they have the desire and determination to see it through to a commercial business, the place on the programme would be best awarded to a more serious applicant .

Programme Content

There is no right answer as to what content a programme should deliver, as it will depend on the programme’s objectives and the needs of its particular cohort . The ‘content’ can range from office space and facilities, to workshops and training sessions, to one-on-one mentoring .

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The common thread is that programme participants need to know before they start (and preferably before they apply) what they can expect, and that the programme delivers the promised content .

The content must meet the needs of the participants, and continue to do so as those needs evolve during the programme . With participants at different stages of development and with different products, content must be tailored as far as possible to meet the individual requirements .

“I spoke with the SMEs before the launch and after each

event to drill down to their specific needs and how those

needs were changing. As the programme progressed and

their requirement got so disparate and granular, we couldn’t

do joint meetings any more for all of them, but we had a

good understanding of their needs so we could match them

to the most appropriate mentors.”

Sophie Peachey, Collaborative Business Development, Iotic Labs, and LPWAN Cambridgeshire Project Manager

IoT accelerator and incubator programmes are by nature

open to any company with an IoT product or service . The

LPWAN programmes were technology-led so participants

needed to have an LPWAN product or a desire to explore

whether LPWAN could help enhance their offering . As it

was still a nascent market, most of the LPWAN organisers

opened the programme to companies with a range of

solutions, although some sought companies that could

meet specific local challenges .

The first Things Connected innovation programme was

open to a wide field . This didn’t cause any problems

FLOOD NETWORK SUCCESS STORY: Flood Network is aiming to build the UK’s largest network of flood sensors . It was approached by AB Open to take part in the Calder Valley Boost, an area that had experienced

severe flooding in late 2015 . Flood Network had been founded in 2015 with a product that had been designed in house, with production done on an ad hoc basis . As it joined the programme, Flood Net-work was getting its first LoRaWAN product ready and wanted to improve, develop test its hardware, as well as work with local authorities in the area . The Boost helped Flood Net-work understand the production process and the costs involved, as a result of which it discovered that the market had moved on and it could now buy off-the-shelf kit that it could customise . The technology hadn’t been available when the company started . Flood Network is now focused on the backend, ensuring customers understand the capabilities of the product and that the cost is justified .

“I already had work underway but the Boost helped give it a

structure to work in and I got a lot of support, mostly technical

but some informal business advice as well. It helped us

understand things that we previously had no handle on

because we’d only ever made a few units at a time.”

Ben Ward, CEO, Flood Network

With help from AB Open, Flood Network installed its own LoRaWAN gateway to support the Environment Agency’s Slow the Flow project, with Flood Network

sensors measuring the efficacy of flood prevention measures . It also developed an application and console to visualise the network performance and a data platform . Flood Network will run a training workshop being organised by Slow the Flow, which is being attended by representatives from the Environment Agency and Canals and Rivers Trust, among others . Although no deployments came about as a direct result of the programme, Flood Network anticipates the increased activity in the area will lead to future business, which will be further helped by the relationships the company built up during and since the programme .

Success story 3

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but the organisers felt the second programme should be challenge-led with all participants heading to a similar goal . It surveyed SMEs and found a strong preference for a challenge-led programme, and therefore narrowed the focus of the second programme .

“Having a challenge-led programme enabled us to meet other

companies working in the same field that we could potentially

collaborate with in terms of combined product offerings. That’s

appealing to customers because they want an integrated

solution rather than separate ones that cost more.”

Dr Afroditi Maria Konidari, Co-founder, Tendertec

Experts in their field can be generous with their time and willing to share knowledge and experience on a pro bono basis to help others . SETsquared Bristol has an established pool of entrepreneurs and advisors in residence who run regular drop-in sessions that are free for anyone on the programme to attend . Cambridge Wireless recruited mentors, and was able to ensure no-one was overloaded by the number who signed up, and by asking them at the beginning what support they wanted to provide .

Many programmes end with a wrap-up event where the cohort can present and pitch their products to an invited audience . It may be tempting to invite anyone and everyone to the event to get the biggest possible audience, but programme organisers need to appreciate that a pitch to a potential customer is very different from a pitch to a potential investor . A smaller but more targeted audience will be of greater value to the company pitching, and training in how to pitch to the target audience before the event will be highly useful .

Programme Duration

Just as the structure of the different acceleration and innovation programmes varied, so too did their length . The IoTUK Boost programmes notionally ran for a year from January to December 2017, but this included time for recruitment and to set up the programmes, so the actual time with the SMEs was shorter . The exception was SETsquared Bristol which gave SMEs full membership of its wider programme for a year ending in April 2018 .

The hardware accelerator programmes run for a defined three-month period, but with an equity stake in the startups, R/GA Ventures and Startupbootcamp have a vested interest in their success and move to more ‘light touch’ involvement once the formal programme ends .

Several of the LPWAN Boost organisers felt their programmes were too short, particularly where hardware was concerned . While a lot can be achieved in a period of months, in most cases it is not long enough to take a

product from prototype to commercial readiness, much less to commercial deployment .

In contrast, Things Connected’s experience with its first programme led it to shorten the second . Peter Karney, Head of Product Innovation at Digital Catapult/Things Connected explained, “The first programme had no particular focus and we found that three months was too long . Things started slipping without specific deadlines so we deliberately made the next one shorter with a very defined schedule and end date .”

A couple of LPWAN Boost partners suggest a rolling programme as an alternative to a fixed-term programme, so that SMEs would be able to access and engage with the technology as soon as the need is identified in order to get immediate support . In a similar vein, R/GA Ventures is evolving its programme format in the US, and has launched two year long programmes taking on two or three startups each quarter so they are at the ideal development stage for the programme to give the most benefit . This format also broadens the offer from startups to include scaleups and SMEs .

Now the Programme’s Over…

An accelerator or innovation programme is typically the beginning or continuation of the journey for the startups and SMEs taking part . When the programme ends, some will be ready to move forward on their own, but others may benefit from further support to get their product out to market and generating recurring revenue . While companies can’t be supported indefinitely, it’s important that the benefit gained from being on a programme isn’t wasted . It’s encouraging that some organisers are continuing to work with some of their cohort after the official end of the programme, while in Cambridge some mentors are still in touch with their SMEs, but some more concrete support might be appropriate .

“I think progression planning and staging into other

programmes would be very useful so that companies can

build on what they’ve achieved, and the most value is wrung

from the public funding. For example, being on an IoTUK

Boost programme could be a pre-validation for a more in-

depth programme over a longer timeframe.”

Stuart Millward, CEO, Satsafe Technologies

One LPWAN Boost partner suggested a ‘Where are they now?’ event could be held in future to follow through with some of the more promising companies on the programme . This would highlight how the projects add value to the companies involved, as well as provide insight for other ventures at an earlier stage in their journey .

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Programme Attributes

The previous section detailed the practical aspects of each stage of running a programme, but there are in addition some key attributes a programme needs to incorporate in order to succeed .

Networking

A programme can’t succeed in isolation but must provide access to a wide community of actors that the cohort members can engage with during and after the programme: potential private and public sector customers, potential investors and potential partners .

“The most valuable thing any programme can provide is a

network so that the participants can talk to relevant people

and build lasting connections they can leverage when the

programme ends. I include other cohort members in that.

They can bounce ideas off each other during the programme

and could end up partnering together.”

Cansu Deniz Bayrak, Chief Operating Officer, Startupbootcamp IoT London

A network of partners also lightens the load in delivering the programme, and all the LPWAN Boost partners tapped external resources to some degree . Some signed up official programme sponsors while others worked more informally . A wide range of partners assisted with publicity while contributing other resources . Local authorities and other organisations helped define local challenges and provided sites for gateways to be installed . Industry partners contributed financially, either directly or through equipment and training . Universities aided network deployment and technical training, and individuals provided mentoring support .

“The startup world is network based. When you get

services, people, knowledge and connections all in the

same place, fantastic things happen.”

Matt Webb, Programme Managing Director, R/GA IoT Venture Studio UK

Communication and Collaboration

It is essential that the programme organisers foster an environment that encourages and supports open communication between all the various delivery partners and the participants . A good solution is for information about the programme and events to be shared via a central online resource, so that anyone can find the information they need when they need it . Such a platform can also serve as a sounding board for programme participants to connect, share insight, ask questions and give feedback .

It would also help keep communication channels open between different programmes, so organisers and participants alike can share knowledge and experiences and make contact .

An early effort was made to have calls between the different LPWAN Boost partners, but it was difficult to arrange so everyone could attend, plus they were running very different programmes at different stages . Several of the partners said they would have preferred more contact with and information about the different Boosts . Not only would this have helped with knowledge-sharing, it could have enabled Boosts to refer an SME to another programme, either at the application stage or during the programme when it became clear their needs could be better served by a different project .

A programme must provide access to a wide community of actors that the cohort members can engage with during and after the programme

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As a result of this feedback, in 2018 Digital Catapult will hold all-partner meetings with the London and regional Things Connected teams to encourage greater collaboration . In addition, the Things Connected website has been redesigned specifically to support the regional programmes . It will provide more functionality for forums, information sharing and asking questions, and be expanded to include the regional partners .

It is also important to foster a collaborative working environment between the programme participants, so they can support each other and brainstorm new ideas and approaches . Many of the accelerator and innovator programmes have resulted in participants co-operating with each other during the programme and beyond .

A notable success in this regard is Mandrel Systems, which took part in the Cambridge LPWAN Boost . It instigated an SME support group, provided technical support for other cohort members during the programme, is supporting one member in their development and has collaborated with another on a joint funding bid . The company has helped others and created new business opportunities for itself .

Participants also need to be open and honest with the organisers about any issues they may be facing . Knowing early on that a particular company is struggling with the time commitment or has realised the programme is not right for them will save the organiser time and could free up space for another candidate to come on board .

And if the organiser doesn’t know what the problem is, they won’t be able to help . For example, an SME on a LPWAN Boost ran into difficulties when the company manufacturing its prototype failed to deliver . Rather than being upfront with the project lead, they ignored communications and ended up not completing the programme . Had the lead known what the issue was, she could have put the company in contact with an expert who might have been able to help them resolve the problem .

Flexibility

While a programme needs to be well defined and planned with targets and deadlines to work to, rigidly sticking to the rules may not always be the best solution .

Using an earlier example, admitting companies onto a programme by strict adherence to a pre-determined score of its application may not have been the best course of action . A judgement call on those close to the minimum score could have eliminated a company there were doubts about, potentially making room for another that might not have achieved the minimum score but which could have had greater potential .

Some Boosts as well as the second Things Connected programme set minimum attendance requirements for SMEs on the programme in order for them to proceed to the next stage . This ensured support was given to the most committed SMEs, who were not able to dip in and out of the programme as they saw fit . However, this could have backfired in one instance had the organiser not used her discretion and come up with an alternative . One of the LPWAN Boosts made it mandatory for the participants to attend the launch workshop, but one CEO was faced with sudden family illness at the other end of the country and could not leave . Instead of mandating personal attendance, the project lead arranged for him to do his presentation via a video recording and speak with mentors by phone, and the SME went on to be a success in the programme .

There also needs to be flexibility in the programme content so that it meets the needs of the cohort and, within reason, individual companies . Participants will likely progress at different rates and, as the programme unfolds, may find their needs change . Persisting with a programme that is not fulfilling the participants’ needs is a waste of resources and may lead to them disengaging .

“Even though we have a programme structure in place it

needs to be flexible to accommodate the different needs of

the startups. Every year we realign the programme before it

starts depending on our final selection of startups. We also

need to iterate the programme as it unfolds by observing

how the teams progress.”

Cansu Deniz Bayrak, Chief Operating Officer, Startupbootcamp IoT London

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Advice for SMEs and Startups

The previous sections have outlined how those running programmes can improve the chances of their programme being a success, but it is not a one-way street . If the SMEs and startups on the programme don’t play their part, it won’t matter how much effort the organisers put in . Where public funding is involved, it can be argued that participants have a duty to give the programme their all to derive the maximum possible benefit from the opportunity .

Before applying for and then accepting a place on a programme, companies need to be very clear that the programme is right for them, that they are at the right stage of their development for the programme, and that they will be able to commit the time and effort that will be needed for the duration of the programme . If the answer to any of those questions is ‘no’ then they should not take part but wait for the right time and the right programme .

Once on board, the participants need to take their involvement seriously and take advantage of everything on offer . In particular, organisers stress the wealth of expertise on hand and urge participants to exploit that knowledge . Paul Forster, Community Manager at SETsquared Bristol, says: “The more contact time the SMEs had with the programme, our entrepreneurs and advisors, the more they succeeded in moving their business forward .” Matt Webb, Managing Director, R/GA IoT Venture Studio UK, agrees: “Keep an open mind and talk to everyone . Take advantage of every conversation offered because you never know where it will lead, and be open about what you need because you never know where somebody in our network will have an answer .”

It won’t necessarily be easy . Any programme will be a time commitment that the SMEs will need to meet, while balancing different priorities like building their business, raising money and dealing with everyday life . But if they are on the right programme and are serious about success, the hard work will be worth it .

“My recommendation to SMEs would be: don’t consider

joining an innovation programme like ours unless you are

going to do it in a professional way. It isn’t a game, it is public

money that is being spent.”

Sophie Peachey, Collaborative Business Development, Iotic Labs, and LPWAN Cambridgeshire Project Manager

TRUSTWEAVE SUCCESS STORY: TrustWeave Ltd joined the Boost run by SETsquared Bristol having completed a more general short accelerator . It was attracted to the Boost programme as it was IoT and LPWAN specific, provided targeted support and was run by a partner with a very good reputation . TrustWeave began the programme with early ideas and the beginning of a prototype . The mentoring provided by SETsquared Bristol helped it refine the business model to move from a broad approach to a targeted product and target market .

TrustWeave will monitor humidity and control energy in rented accommodation using a secure IoT platform, to reduce energy costs and emissions . It also aims to provide secure value-added services on top to landlords, energy providers and equipment installers . On the technology front, it progressed to having units out in field trials to gather data to prove the efficacy of its product . TrustWeave aims to have an MVP (minimum viable product) unit by the time the programme ends in April 2018 .

“Critical review is vital. Without the focus from the

programme it would have taken us longer to hone our

business model. We have made some useful contacts

and are now in a position to push forward to secure

seed funding so we can develop the full product.”

Howard Gurney, CEO, TrustWeave End TrustWeave

Success story 4

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TENDERTEC SUCCESS STORY: Wales-based Tendertec Ltd is developing an assisted living product that

combines IoT and AI to help seniors stay safe in their homes and out of institutionalised residential care . It joined the second Things Connected programme with a proof of concept and business case in mind, with the aim of getting access to future customers and understanding their challenges so they could align the products feature’s and functionality to their needs . It was also interested in exploring how LPWAN could enhance the product offering, but established that LPWAN wasn’t suitable for its product at the current stage of development . This would have been a much longer process without the programme .

“Through Things Connected we had in-depth

conversations with local authorities and service providers

about the challenges they face and how they are currently

managed. It brought relevant stakeholders together so all

we had to do was ask the right questions, which is also

something we were supported in. That’s gold for a startup

looking to establish the product market fit.”

Dr Afroditi Maria Konidari, Co-founder, Tendertec

The programme met Tendertec’s goals but also had a wider impact beyond understanding customer needs . It introduced the company to the concept of user centric design, which Tendertec is employing to ensure the end-users and their families are comfortable with its product . The session on product manufacturing provided valuable insight into the process required to validate a prototype and get it production ready . As a result, the company rethought its product development roadmap and route to market to align with more realistic requirements . Tendertec also forged valuable connections with potential customers that it is now developing into official collaboration for testbeds for its product . It has also become a test user for another SME on the programme . The improved market fit and company acceleration achieved through the programme helped Tendertec secure investment, and it is now working towards a prototype .

Success story 5

Conclusion

IoTUK and Digital Catapult have initiated or led a number of accelerator and innovation programmes run by various programme organisers . The organisers themselves run the gamut from SMEs stepping out of their comfort zone to run the programme, to professional accelerators replicating their model for UK IoT programmes . The programmes have been varied in scope, format, structure, length and goals, encompassing business development and technical support as well as access to technology .

The key takeaway from the experiences is that a successful programme requires a network of stakeholders that will expose participants to potential customers and investors . Participants should make the most of every opportunity to forge connections with and get support from this network during the programme and beyond . Programme organisers should leverage the network to help deliver the programme .

No-one should agree to participate in, or even apply for, a programme without careful consideration that it is right for them and that they will be willing and able to put in the time and effort it will demand . The same can

be said for organisers: running a programme is a time commitment and hard work, especially when being done alongside the day job .

But get the ingredients right and an acceleration or innovation programme can help multiple startups and SMEs get to the next level . The successes of the various programmes have been many and varied, helping startups and SMEs progress by refining business plans, developing prototypes, honing investment pitches, and introducing them to potential customers and partners . Through this support, many companies have progressed to commercial sales, and many more will do so . As proved by the LPWAN programmes, the benefits can spread beyond the participating companies . The LPWAN Boosts and Things Connected programmes have succeeded in raising awareness of the technology and accelerating the rollout of a national UK LPWAN network .

There were challenges and pitfalls along the way, but the overall result is a success story that can help future programme organisers and participants .

Digital Catapult, 101 Euston Road, London, NW1 2RA

IoTUK .org .uk • info@IoTUK .org .uk

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