kuva: martin sommerschield what happens beyond hackathons?€¦ · background 6aika and the city of...

What happens beyond hackathons?

Kuva: Martin Sommerschield

Katja Hagman ja Heli Hidén

City of Espoo

6Aika Growthecosystems

Background

6Aika and the City of Espoo developed a tool that any city can use while planning to either host or participate in a hackathon. The tool includes a process description and a checklist of what the city should consider before and during a hackathon. The specific goal from a business point of view is to answer the question “what happens beyond hackathons” and provide paths to how the city can best support the further development of hackathon ideas until they are commercialized

1. HACKATHON PREPARATIONS

CHALLENGE

BASKET / IDEA

PORTFOLIO

MENTORING

GATHERING

THE

ORGANIZING

TEAM

PREPARATIONS

& ARRANGE-

MENTS

SETTING THE

FOCUS

SELECTING THE

WINNERSPITCHINGINFORMING

WHAT KIND OF

A HACKATHON?

Hackathon

agreement

When is a hackathon a suitable method?

How does the city benefit from hosting a hackathon?

What kind of data is available in the city? Are there

open data and / or interfaces that can be utilised?

Owner

Substance Expert

Hackathon Expert

Strategic Expert

IT Expert

Procurement Expert and Lawyer

Marketing Expert

Other Facilitators, Mentors and Judges

Judges

Decision

Awards

Starting point and goal

Refining the challenge

Participant profiles and teams

A preliminary plan for what happens after the

hackathon

Pilot environments

Budget

Contract templates

Competition material

Communication and marketing plan

Guidance Briefing the team before and during the event

Digital information channel

Revealing the challenge

Pitching

2. HACKATHON EVENT

Organising a hackathon or participating in a hackathon

company event?

Careful preparation and guidance enable

a smooth continuum after hackathons.

Contracts

*) The durations are estimations

At least half a year should be set aside for Hackathon preparation.

A hackathon typically lasts 1-3 days.

OTHER

METHODS OF

DEVELOPMENT

LARGE

ENTREPRISE

STRATUP

PROGRAMS

BUSINESS

ESTABLISH-

MENT &

SERVICES FOR

ENTREPRE-

NEURS

THE TEAM / HACKER

CONTINUES WITH

THE CITY

(co-creationt /

recruitment)

THE TEAM DOES NOT

CONTINUE

DEVELOPMENT

TEST

free of charge

3-6 m

IDEA & TALENT

POOL

(limited / open)

4Q

PILOT

Subject to

payment

6 m <

CITY

CONTINUES

DEVELOPMENT

INDEPENDENT-

LY OR WITH A

PARTNER

IMPLEMEN-

TATION

OTHER

MARKETS

LOCAL

BUSINESS

SERVICE

ADVISOR

2 w

ee

ks

FOLLOW-UPMEETING

TEAM / HACKER

CONTINUES

DEVELOPMENT IN

THE INNOVATION

ECOSYSTEM

City’s

development

right

Agreement for

pilot and

implementation

Test

Agreement

Simultaneous

development

BUSINESS

SERVICES

INTERNATIO-

NALIZATION

ACCELE-

RATORS

INCUBATORS

RDI

ACTORS

1-2 m 3 m

Ap

plica

tio

n tim

es a

nd

pro

gra

m d

ura

tio

ns

va

ry fro

m w

ee

ks t

o m

on

ths

3. AFTER

HACKATHONS

The team does not continue development

The team / hacker continues with the city

The team / hacker continues develompent in the innovation ecosystem

Contracts


Steps & checklist


CHALLENGE

BASKET / IDEA

PORTFOLIO

GATHERING

THE

ORGANIZING

TEAM

PREPARATIONS

& ARRANGE-

MENTS

SETTING THE

FOCUS

WHAT KIND OF

A HACKATHON?

Hackathon

agreement

When is a hackathon a suitable method?

How does the city benefit from hosting a hackathon?

What kind of data is available in the city? Are there

open data and / or interfaces that can be utilised?

Owner

Substance Expert

Hackathon Expert

Strategic Expert

IT Expert

Procurement Expert and Lawyer

Marketing Expert

Other facilitators, mentors and judges

Starting point and goal


Participant profiles and teams

A preliminary plan for what happens after the

hackathon

Pilot environments

Budget

Contract templates


Communication and marketing plan

Organising a hackathon or participating in a hackathon

company event?

Careful preparation and guidance enable a smooth continuum

after hackathons.

At least half a year should be set aside for Hackathon preparation.

OTHER

METHODS OF

DEVELOPMENT

SETTING THE FOCUSWHAT KIND OF A

HACKATHON?

PREPARATIONS &

ARRANGEMENTS

CHALLENGE

BASKET / IDEA

PORTFOLIO

HACKATHON

AGREEMENT

City challenges and baskets

The city can organize open challenge competitions

for its different sectors. The ideas are collected in a

challenge basket / idea portfolio and the best

challenges are selected for further development.

The most suitable development method (e.g.

hackathon) is selected for each challenge.

When to arrange/ participate in a hackathon?

Hackathon is a great tool especially when

completely new ideas are wanted from outside of the

organization. Alternatively, a hackathon can be

arranged to gather solutions to a very specific

problem. Hackathons are also often organized

based on open data / interfaces that are available.

Deciding to arrange / participate in a hackathon

• Decision making and practices for organizing a

hackathon vary from unit to unit.

• Preparations take approximately 6 monts.

Hackathon incentives

• The city can encourage its employees to

arrange / participate in hackathons by setting a

budget intended specifically for hackathons.

How does the city benefit from hackathons?

• Hackathon teams potentially create new

innovative businesses and employ citizens.

• Hackathon is a good channel for marketing.

The event can be used to promote new

technologies that are used by the city or to

attract new employees for example.

• Hackathons should be used to develop the core

services of the city.

Initial goal

• What are the desired outcomes of the

hackathon? What kinds of opportunities for

further development can be provided?


• Hackathon always carries the risk that a

suitable solution may not be found.

• Refining the challenge requires a lot of effort.

The challenge should not be too broad nor too

narrow. The challenge should be specific

enough, but there should also be left room for

ideas.

• The challenge must not be unclear or obscure.

• Self-organized hackathons often have a more

specific challenge that provides outcomes that

meet with the precise need of the organizer.

Who should be involved to refining the

challenge?

• The challenge is defined by the city's own

hackathon expert together with sector

management. Other persons in the unit may

also be involved.

• A hackathon company may provide support for

setting the challenge, if participating in their

hackathon.

Setting a challenge together with an external

partner:

Shared challenges (e.g. 6Aika cities together) create

credibility and a multiple amount of opportunities for

further development.

• A wide range of experts are needed at different

stages of the process. The roles and

responsibilities need to be clearly defined.

• It needs to be checked if the experts are

available if the event takes place during a

weekend.

Owner / customer

• The owner has a decision-making role at

various stages including: setting the challenge,

judging, evaluating tests and pilots as well as

deciding for implementation.

• The owner must commit to the entire process

so that the solutions end up to be further

developed after the hackathon. If there is no

clear ownership, then the hackathon outcomes

are easily forgotten or the responsibility is

shifted to the Hackathon Expert.

Organizing team:

• Substance Expert

• Hackathon Expert (gives advice related to the

practical arrangements)

• Strategic Expert

• IT Expert (IT and data)

• Procurement Expert and a Lawyer

(procurement models and contract templates)

• Marketing Expert (commits to the job for at

least one year. The task involves marketing

before and after the event)

• Other Facilitators, Mentors and Judges etc.

(Other participants must be trained and

recruited)

Taking part in a ready-made hackathon or

organizing your own?

A. Deciding to participate in a ready-made

hackathon:

• Events typically take place during weekends.

• It is possible to have several challenges from

different sectors of the city.

• The hackathon company helps with the

arrangements (e.g. setting the challenge).

Nevertheless, participating requires a lot of

work – “it is like organizing an event within an

event.”

• Participation costs a lot of money. On the other

hand, it requires less work compared to

organizing your own event.

• The challenge is often only presented at the

event, so that the teams can not prepare for it.

• The participants are selected by the company.

• There are a lot of student participants.

B. Deciding to organize your own hackathon:

• It is a good idea to organize the hackathon by

yourself, if there is a specific existing challenge

that you hope to solve.

• Typically there are fewer (maybe just one) and

more specific challenge(s). Thus, the outcomes

are easier to predict.

• You get to decide the time and date by yourself.

• The workload is bigger.

• You need to invest in recruiting the participants

and you get to choose them by yourself.

Business Finland can be asked for help incase

you are looking for international participants.

• Existing companies / start-ups often take part in

these types of hackathons with an existing

solution that they want to market to the city.

• Ready teams are more prepared and commited

to the development paths after the hackathon.

The procurement process needs to be planned ahead by

evaluating the value of the hackathon, of the potential test, pilot

and implementation. The appropriate procurement procedure

needs to be selected and the documents need to be prepared.

Budget

• In addition to the cost of organizing the event, budgeting

should also take into account prizes, giveaways, and

further development paths.

• In principle, the owner pays for the event, since it benefits

most of it.

• Events can also be organized in co-operation with different

sectors, whereby costs are paid from a cross-administrative

budget.

Agreement templates

• Acquisition laws are very strict and lawyers always review

the contracts. It is not advisable to outsource the

procurement process.

• The templates and materials used in the process can be

planned in advance, but the substance is missing.

An initial plan for the development paths

• The goal is to start testing the outcomes of the hackathon

as quickly as possible. Preliminary plans with testing

environments need to be made before the hackathon takes

place.

• Some of the outcomes might not be tested or used right

after the hackathon. The ideas should be stored and

returned to according to an annual plan.

Marketing plan

• A marketing plan should be made for before, during and

after the event.

• It is worth investing in, because the multiplier effects can be

enormous for both the teams and the city.

• Pre-marketing is important especially if the event is self-

organized. It will help to attract more participants to the

event.

• IPR and possible variations for

different levels of outcomes (idea

vs. product) should be clearly

communicated during enrollment.

• Hackathon companies have their

own contract templates that need to

be revised from a city perspective.

In principle, solutions are based on

open data and IPR is owned by the

teams.

• As a public entity, the city of Espoo,

for example, is not interested in

IPR. With the consent of the team,

the city will be granted access and

the rights for further development.

• Strict requirements, especially

without compensation, can expel

participants.


GATHERING THE

ORGANIZING TEAM

1. Which sector is arranging the hackathon?

2. Who decides for arranging the hackathon?

3. For what purpose is the hackathon arranged?

How does it support the strategy and goals of

the city?

4. What do you want to achieve with the

hackathon and what are its goals?

5. What kind of data does the city have that

could be used during the hackathon? Check

for open data and / or interfaces to use.

Whose permission is needed for using and

accessing data?

6. Is the help of a Hackathon Expert needed?

What do you need help with?

1. Describe the challenge:

2. Link to strategic objectives:

3. Desired outcomes (open or specific):

4. Preliminary testing and / or piloting

environments:

What kinds of resources are needed? If the event

takes place during a weekend, check that it is ok for

the employee and his superior.

Team members and tasks:

1. Owner

Name:

Superior:

Work estimate & tasks:

2. Substance Expert

Name:

Superior:


3. Hackathon Expert

Name:

Superior:


4.Strategic Expert

Name:

Superior:


5. IT Expert

Name:

Superior:


6. Procurement Expert

Name:

Superior:


7. Lawyer

Name:

Superior:


8. Marketing Expert

Name:

Superior:


1. Are you going to participate in a ready-made

hackathon or will you organize the hackathon

by yourself? Justify the answer by reflecting

on previously set goals.

2. What kind of hackers are you hoping for?

3. Can they sign up as a ready team?

4. Can they prepare for the event? When will the

challenge be revealed?

Development paths:

1. What happens after the hackathon (e.g.

testing and piloting)? What do you wish to

happen?

2. Preliminary testing or pilot environments and

contacts:

3. Annual plan and forum for revisiting

hackathon outcomes:


1. Who is responsible for the material?

2. What data and interfaces are used?

3. What other material is used?

4. How to access the material? Whose

permission is needed?

5. By what date should the material be ready

for the hackathon?

6. What language is the material in?

7. How is the data shared with the hackers?

(technical format):

8. Is it provided to them in advance before the

event?

Marketing plan

1. Who is responsible for marketing?

2. What languages are used?

3. Graphic design (+ logos):

4. Physical materials (poster / brochure /

stand):

5. Which social media channels do you

communicate with? (contents, hashtags)

6. What other media channels do you use?

(newsletter…)

7. Is there a need for a website or facebook

event pages?

Procurement and contract templates

1. Is a business ID required from the

participants?

2. Who is responsible for the contracts? Check

them with the lawyer.

3. Are you you going to participate in a ready-

made hackathon? If yes, check the contract

templates and adjust them if needed. (As a

public entity, the city of Espoo, for example,

is not interested in IPR. With the consent of

the team, the city will be granted access and

the rights for further development.)

Budget

1. Who is responsible for the budget?

2. What budget is the cost of the hackathon

and the cost of the development paths linked

to?

3. How big is the budget for the different units

bellow?

Fill in:

1. Event:

Contents:

Budget:

Type of contract:

Additional Information:

2. Prize:

Contents:

Budget:

Type of contract:


3. Test:

Contents:

Budget:

Type of contract:


4. Pilot & implementation:

Contents:

Budget:

Type of contract:


5. Simultaneous development with the

Innovation Ecosystem:

(Contents:)

(Budget:)

Type of contract:

(Additional Information:)

1. HACKATHON PREPARATIONS: CHECKLIST

SETTING THE FOCUSWHAT KIND OF A

HACKATHON?

PREPARATIONS &

ARRANGEMENTS

CHALLENGE

BASKET / IDEA

PORTFOLIO

GATHERING THE

ORGANIZING TEAM

HACKATHON

AGREEMENT

MENTORINGSELECTING THE

WINNERSPITCHINGINFORMING

Judges

Decision

Awards

Guidance Briefing the team before and during the event

Digital information channel


Pitching

2. HACKATHON EVENT

A hackathon typically lasts 1-3 days.

INFORMINGSELECTING THE

WINNERS


• If the challenge is revealed before the event, for

example, when the registration opens,

participants will have a better chance to

prepare. Optionally, only the theme behind the

challenge can be revealed.

Pitching

• A sufficient amount of time must be reserved for

practicing the pitch.

• Pitching is part of marketing too and it is be

important to be physically present in the event.

• In ready-made hackathons, the importance of

pitching is emphasized, because the

participants get to choose the challenge that

they will participate in.

Briefing the teams

• A Q&A session is arranged before the event in

order to provide information on the topic.

• The event should be marketed well so that as

many people as possible will attend.

• The city should invite a sufficient number of its

experts to answer the questions.

• Participants can ask questions outside the

event via a selected communication

application. One should reserve plenty of time a

few weeks before the event for answering those

questions.

Marketing the development paths

• There should be as much information as

possible before and during the hackathon.

• Many participants do not know about the

options and possibilities.

Attending clinics before and after the event:

• Clinics are events for identifying the interests or

needs of the hackers / teams and offering the

correct services to meet their demands.

Briefing the mentors

• Mentors are experts of a specific topic (theme

or technique).

• Mentors must be trained for the task before the

event.

• Mentors do not have to be city employees. In

that case, they must be given a short brief

about the city and the specific sector.

• One info-session is enough. Otherwise, the

task takes too much time and commitment.

• Mentors need to be introduced to each other

and to the teams so that they know which

questions each is best to answer.

Advising the teams

• Finding the teams at big hackathon events can

be challenging. The mentor should be outgoing

and approach the teams spontaneously.

• The mentor is not involved in solving the

problem, but sparring teams. The mentor

answers questions that clarify the challenge,

but not those that guide the team toward a

particular solution.

• The mentor ensures that the participants do not

drfit away from the given challenge.

• From further development point of view, the

teams should be guided to think about the

market potential of their solution.

• Mentors can also be involved later in the

development paths.

Judges

• There may be several judges and at best, the

owner participates in it.

• In a ready-made hackathon, judges may come

on behalf of the organizer. If they come from

outside the city organization, they must be

introduced to the subject. They must ask the

owner for his opinion too.

• The judges should be present throughout the

event so that they can better evaluate the

teams.

Decision

• The decision must be made in a very short

time. Therefore, it is a good idea to prepare the

speech beforehand. A possible Midway pitch

will also help to prepare for the final judging.

• The novelty value of the ideas, their relevance

to the challenge and the activity during the

hackathon are all things that should be

evaluated.

• Even if 1-3 winners are chosen, it does not

mean that other ideas are left out from the

development paths.

Prizes

• There may be multiple prizes e.g. recruitment,

money (e.g. 50% after the event and 50%

during development paths), the possibility to

test, pilot or implement the solution.

• Participants will get a reference that is valuable

as such.

Other arrangements

• Collect and store the final outcomes.

• Collect contact information and bank details for

the prize and for the development paths.

• Agree a meeting with the team in order to

discuss the development paths.

2. HACKATHON EVENT

MENTORINGPITCHING

1. Who is responsible for writing the pitch?

2. Who is responsible for pitching?

3. Is the help of the Hackathon Expert needed?

1. Who is responsible for arranging the Q&A?

2. When and were does the event take place?

3. Which experts are invited from the city to

answer the questions? Arrange a briefing

session for the experts before the event.

4. Who will answer the participants’ questions in

other channels?

5. How are the participants invited?

6. Will the participants be provided with an

infopackage? When? In what form?

7. Who creates the info package?

8. Will you attend or organize any clinics?

Who is responsible for inviting and briefing the

mentors?

Mentors:

1. How many mentors? The minimum amount?

2. Who are the mentors?

3. Are they city employees?

Briefing:

1. When and where will the briefing session take

place?

2. What background information and materials

are shared with the mentors?

3. What are the responsibilities of a mentor?

4. What kind of presence is expected from the

mentors?

5. Thank you gifts for mentors?

1. Who writes the speech?

2. Who will announce the winners?

3. What is the evaluation criteria?

4. What is given as a prize?

5. Where to collect and who collects contact

information and bank details?

6. Who agrees the meetings with team

members? When will they be held?

7. Who collects the outcomes? Where are they

stored?

2. HACKATHON EVENT: CHECKLIST

INFORMINGSELECTING THE

WINNERSMENTORINGPITCHING

LARGE

ENTREPRISE

STRATUP

PROGRAMS

BUSINESS

ESTABLISH-

MENT &

SERVICES FOR

ENTREPRE-

NEURS

THE TEAM / HACKER

CONTINUES WITH

THE CITY

(co-creation /

recruitment)

TEST

free of charge

3-6 m

PILOT

Subject to

payment

6 m <

IMPLEMEN-

TATION

OTHER

MARKETS

LOCAL

BUSINESS

SERVICE

ADVISOR

TEAM / HACKER

CONTINUES

DEVELOPMENT IN

THE INNOVATION

ECOSYSTEM

Agreement for

pilot and

implementation

Test

Agreement

Simultaneous

development

BUSINESS

SERVICES

INTERNATIO-

NALIZATION

ACCELE-

RATORS

INCUBATORS

RDI

ACTORS

1-2 m 3 m

Ap

plica

tio

n tim

es a

nd

pro

gra

m d

ura

tio

ns

va

ry fro

m w

ee

ks t

o m

on

ths

THE TEAM DOES NOT

CONTINUE

DEVELOPMENT

IDEA & TALENT

POOL

(limited / open)

4Q

CITY

CONTINUES

DEVELOPMENT

INDEPENDENT-

LY OR WITH A

PARTNER

2 w

ee

ks

FOLLOW-UPMEETING

City’s

development

right

3. AFTER

HACKATHONS




Contracts


THE TEAM DOES NOT

CONTINUE

DEVELOPMENT

IDEA & TALENT POOL

(limited / open)

4Q

CITY CONTINUES

DEVELOPMENT

INDEPENDENT-LY OR

WITH A PARTNER

MEETING

CITY’S

DEVELOPMENT

RIGHT

Internal meeting

The outcomes are place on a roadmap.

Meeting with the teams

• A meeting is held with the team to discuss

further development paths. The meeting should

be pre-arranged within the next 2-3 weeks after

the hackathon. Otherwise the team may be

difficult to reach. The meeting can also be

arranged via Skype.

• The meeting is one of the most important

stages of the development paths. The interests

and the readiness of the team / hacker are

discussed.

• Different development path possibilities are

discussed. The discussion must be as open as

possible and the realities related to durations

and requirements should be brought up.

• A local Business Service Advisor can be invited

to this meeting or a following one, if the team /

hacker shows intrest towards entrepreneurship.

• Lack of experience within hackers is one of the

most common obstacles on the way of the

development paths. Loose team structures are

also a challenge.

• After the meeting, the team will be asked to

send a plan / proposal for the development

path.

The team may refuse to develop the results for a

variety of reasons.

• If the team does not want to continue, then the

city should have possibility to continue working

on it either independently or with another

partner. This should be clearly communicated

from the start.

• As a public entity, the city of Espoo, for

example, is not interested in IPR. With the

consent of the team, the city will be granted

access and the rights for further development.

• Ideas can be collected in an Idea Pool. New

opportunities for further development can be

found.

• Contact information of identified talents can

also be presented, if the person gives the

permission.

Some of the outcomes might not be used right after

the hackathon. The ideas should be stored and

returned to according to an annual plan.

• The city should have clear guidelines for when

and in what form the outputs can be distributed.

• The city can continue to develop the outcmes in

university courses for example.

3. AFTER THE HACKATHON / THE TEAM DOES NOT CONTINUE DEVELOPMENT

FOLLOW-UP

1. Who saves the outcomes of the teams?

Where are the files stored? Do you need

technical support for it (e.g. format)?

2. When is the internal meeting? Who should

participate?

3. A roadmap is prepared in the internal

meeting. Are the final outputs suitable for the

intended testing environments?

4. When is the meeting with the team(s)

member(s)? Where is it arranged (e.g.

Skype)? Which actors from the Innovation

Ecosystem are invited to the meeting?

5. What is the maturity of the idea / prototype,

the motivation of the team and the readiness

for the development paths?

6. Is the team asked to make a proposal / plan

for the development paths? When is thenext

meeting? Who should be invited?

1. Does the city want to continue to develop the

outcomes? If yes, then who will ask the team

for permission to continue developing the

outcomes.

2. Who will ask the team for permission to add

contact information and the ideas to the

Talent and Idea Pool?

1. How, where and when can the final outputs be

shared and further developed?

1. Who saves ideas in the Idea Pool?

2. Who adds the talents to the Talent Pool?

1. Who invites the team?

2. When is the meeting held?

Evaluate the development paths and the roadmap:

1. What has been done so far? How

successfully?

2. What should be done next?

1. With whom is the development continued

(e.g. Universities)?

3. AFTER THE HACKATHON / THE TEAM DOES NOT CONTINUE DEVELOPMENT: CHECKLIST

THE TEAM DOES NOT

CONTINUE

DEVELOPMENT

IDEA & TALENT POOL

(limited / open)

4Q

CITY CONTINUES

DEVELOPMENT

INDEPENDENT-LY OR

WITH A PARTNER

MEETING

CITY’S

DEVELOPMENT

RIGHT FOLLOW-UP

LARGE

ENTREPRISE

STRATUP

PROGRAMS

BUSINESS

ESTABLISH-

MENT &

SERVICES FOR

ENTREPRE-

NEURS

THE TEAM DOES NOT

CONTINUE

DEVELOPMENT

IDEA & TALENT

POOL

(limited / open)

4Q

CITY

CONTINUES

DEVELOPMENT

INDEPENDENT-

LY OR WITH A

PARTNER

OTHER

MARKETS

LOCAL

BUSINESS

SERVICE

ADVISOR

TEAM / HACKER

CONTINUES

DEVELOPMENT IN

THE INNOVATION

ECOSYSTEM

City’s

development

right

Simultaneous

development

BUSINESS

SERVICES

INTERNATIO-

NALIZATION

ACCELE-

RATORS

INCUBATORS

RDI

ACTORS

Ap

plica

tio

n tim

es a

nd

pro

gra

m d

ura

tio

ns

va

ry fro

m w

ee

ks t

o m

on

ths

THE TEAM / HACKER

CONTINUES WITH

THE CITY

(co-creation /

recruitment)

TEST

free of charge

3-6 m

PILOT

Subject to

payment

6 m <

IMPLEMEN-

TATION

2 w

ee

ks

FOLLOW-UPMEETING

Agreement for

pilot and

implementation

Test

Agreement

1-2 m 3 m

3. AFTER

HACKATHONS




Contracts


THE TEAM / HACKER

CONTINUES WITH THE

CITY

(co-creation / recruitment)

TEST

free of charge

3-6 m

MEETING

TEST

AGREEMENT

Internal meeting



• A meeting is held with the team to discuss

further development paths. The meeting should

be pre-arranged within the next 2-3 weeks after

the hackathon. Otherwise the team may be

difficult to reach. The meeting can also be

arranged via Skype.

• The meeting is one of the most important

stages of the development paths. The interests

and the readiness of the team / hacker are

discussed.



possible and the realities related to durations

and requirements should be brought up.

• A local Business Service Advisor can be invited

to this meeting or a following one, if the team /

hacker shows intrest towards entrepreneurship.



development paths. Loose team structures are

also a challenge.

• After the meeting, the team will be asked to

send a plan / proposal for the development

path.

Co-Creation

The city reviews the team's development plan.

Recruitment

Many take part in hackathons hoping to find a job.

Recruitment in cities can be stif and slow. Further

opportunities for recruitment need to be explored.

Note

Only a part of the team might continue to develop

the outcomes.

• The type of test is selected on a case by case

basis. The contract type is selected

accordingly.

• The option of a pilot can be included in the

contract.

• The final outputs of the hackathon are typically

early stage ideas or concepts.

• During the tests, the end product is co-created

to fit the city's needs.

• The tests are used to evaluate if the solution

has potential in practice.

• The tests provide teams / hackers important

information about the real context of use.

• The functionality and suitability of the solution

to the city organization is evaluated.

• In the 50% / 50% model, the second part of the

prize will be paid.

• If the solution is not pilot-ready after the test,

the team can be guided to other services of the

Innovation Ecosystem.

The city sector together with the owner decide on

the acquisition following the standard procurement

process.

Note

• The templates and materials used in the

process can be prepared in advance, but the

substance can only be filled in later.

• It is difficult to speed up the process. Thus, the

team must be prepared to commit to the

process for a longer period of time.

3. AFTER HACKATHONS: THE TEAM / HACKER CONTINUES WITH THE CITY

FOLLOW-UP

AGREEMENT FOR

PILOT AND

IMPLEMENTATION

IMPLEMEN-

TATION

PILOT

Subject to

payment

6 m <

• Ready or almost ready products are piloted.

• The pilot is tied to procurement and implementation.

• The purpose of a pilot is to ensure that the product is set for implementation from the overall architecture

point of view.

• It is still possible to make small changes to the product during the pilot.

• The pilot and its effectiveness is evaluated.

• Implementation will be carried out after a successful pilot in accordance with the procurement agreement.

1-2 m3 m

1. Who saves the outcomes of the teams?

Where are the files stored? Do you need

technical support for it (e.g. format)?


participate?

3. A roadmap is prepared in the internal

meeting. Are the final outputs suitable for the

intended testing environments?

4. When is the meeting with the team(s)

member(s)? Where is it arranged (e.g.

Skype)? Which actors from the Innovation

Ecosystem are invited to the meeting?

5. What is the maturity of the idea / prototype,

the motivation of the team and the readiness

for the development paths?

6. Is the team asked to make a proposal / plan

for the development paths? When is thenext


1. Who is part of the development team?

2. What kinds of roles and tasks do the team

members have?

3. How well does the plan meet with the needs

of the city?

4. What kinds of concrete goals are set untill the

follow-up meeting? What criteria is used for

evaluation?

5. Who accepts the plan?

1. What kind of a test is arranged?

2. Updating the plan and agreement templates.

3. Who is responsible for updating the material?

1. What happens during the test?

2. What is the goal of the test?

3. Where is the test carried out?

4. Is there a need to make arrangements in the

physical testing environment?

5. When does the test take place? For how

long?

6. What kind of informing needs to be done?

7. Who are the contact people of the testing

environment?

8. Who are involved in the tests?

1. Who arranges the follow-up meeting?

2. When and where?

3. How did the test work from the company and

the testing environment point of view? What

kind of criteria is used?

4. Is the solution useful for the city?

1. Updating the plan and agreement templates.

2. Who is responsible for updating the

material?

THE TEAM / HACKER

CONTINUES WITH THE

CITY

(co-creation / recruitment)

TEST

free of charge

3-6 m

MEETING

TEST

AGREEMENT

3. AFTER HACKATHONS: THE TEAM / HACKER CONTINUES WITH THE CITY: CHECKLIST

FOLLOW-UP

AGREEMENT FOR

PILOT AND

IMPLEMENTATION

IMPLEMEN-

TATION

PILOT

Subject to

payment

6 m <

1. What happens during the pilot?

2. What is the goal of the pilot?

3. Where is the pilot carried out?

4. Is there a need to make arrangements in the physical piloting environment?

5. When does the pilot take place? For how long?

6. What kind of informing needs to be done?

7. Who are the contact people of the piloting environment?

8. What kind of evaluation criteria is used?

9. Who are involved in the tests?

1-2 m3 m

THE TEAM / HACKER

CONTINUES WITH

THE CITY

(co-creation /

recruitment)

THE TEAM DOES NOT

CONTINUE

DEVELOPMENT

TEST

free of charge

3-6 m

IDEA & TALENT

POOL

(limited / open)

4Q

PILOT

Subject to

payment

6 m <

CITY

CONTINUES

DEVELOPMENT

INDEPENDENT-

LY OR WITH A

PARTNER

IMPLEMEN-

TATION

City’s

development

right

Agreement for

pilot and

implementation

Test

Agreement

1-2 m 3 m

LARGE

ENTREPRISE

STRATUP

PROGRAMS

BUSINESS

ESTABLISH-

MENT &

SERVICES FOR

ENTREPRE-

NEURS

OTHER

MARKETS

LOCAL

BUSINESS

SERVICE

ADVISOR

2 w

ee

ks

FOLLOW-UPMEETING

TEAM / HACKER

CONTINUES

DEVELOPMENT IN

THE INNOVATION

ECOSYSTEM

Ap

plica

tio

n tim

es a

nd

pro

gra

m d

ura

tio

ns

va

ry fro

m w

ee

ks t

o m

on

ths

Simultaneous

development




Contracts


RDI

ACTORS

BUSINESS

SERVICES

INCUBATORS

INTERNATIO-

NALIZATION

ACCELE-

RATORS

3. AFTER

HACKATHONS

• Large entrprises often search for partners

that can implement pilots in a more agile

manner. This is done as venture capital

investments for example

• Large entreprises have their own

hackathons and and co-creation

opportunities.

• The progress of the team / hacker is

evaluated and the next steps are

discussed.

• In the 50% / 50% model, the second part of

the prize will be paid.

• A person from the city can continue to

mentor the team also in the Innovation

Ecosystem as a non-commercial actor.

• The local Business Service Advisor guides

to national and international networks.

• The company may have full access to

Business Finland’s services at a later stage

when the team has an established

company that wants to enter the

international market.

• The city can help companies to access

national markets in Finland through Aika

ecosystem network for example.

• Marketing effort is of great importance. City

channels have large audiences compared

to small companies.

TEAM / HACKER

CONTINUES

DEVELOPMENT IN THE

INNOVATION

ECOSYSTEM

MEETING

Internal meeting



• A meeting is held with the team to discuss further

development paths. The meeting should be pre-

arranged within the next 2-3 weeks after the

hackathon. Otherwise the team may be difficult to

reach. The meeting can also be arranged via

Skype.

• The meeting is one of the most important stages of

the development paths. The interests and the

readiness of the team / hacker are discussed.



possible and the realities related to durations and

requirements should be brought up.

• A local Business Service Advisor can be invited to

this meeting or a following one, if the team / hacker

shows intrest towards entrepreneurship.



development paths. Loose team structures are also

a challenge.

• After the meeting, the team will be asked to send a

plan / proposal for the development path.

3. AFTER HACKATHONS: TEAM / HACKER CONTINUES DEVELOPMENT IN THE INNOVATION ECOSYSTEM

LOCAL

BUSINESS

SERVICE

ADVISOR

SIMULTANEOUS

DEVELOPMENT

• For the city, it is desirable for the team to

continue the development independently, as

teams potentially create new innovative

businesses and employ citizens.

• Teams can use the Innovation Ecosystem

Services at any stage.

• The team needs to find out whether different

actors and programs have contractual

commitments and can participate in them at the

same time.

• It is not profitable for the team to develop a city-

only service if it intends to use other Innovation

Ecosystem Services, many of which are aimed

at wider and possibly international markets.

• The local Business Service Advisor evaluates

the situation of the team / hacker and guides to

the most suitable services.

FOLLOW-UPOTHER

MARKETS

LARGE ENTREPRISE

STRATUP PROGRAMS

• Business Finland seeks for IT Experts,

Software Experts and Startup Entrepreneurs

(Talent Boost). Business Finland has

developed a Startup kit, which aims to make

it easier for foreign companies to settle in

Finland. (e.g. getting a permit and practical

issues such as opening a bank account in

Finland).

• Business Finland also offers Tempo funding

for Finnish start-ups, SMEs and midcap

companies aiming for international growth.

BUSINESS

ESTABLISH-

MENT &

SERVICES FOR

ENTREPRE-

NEURS

BUSINESS

SERVICES

INTERNA-

TIONALI-

ZATION

ACCELE-

RATORSINCUBATORS

RDI

ACTORS

https://www.businessfinland.fi/en/do-business-with-finland/work-in-finland/startupkit/

33. AFTER HACKATHONS: TEAM / HACKER CONTINUES DEVELOPMENT IN THE INNOVATION ECOSYSTEM: CHECKLIST

1. Who directs teams to the startup

programs of large entreprises?

1. Who from the Innovation Ecosystem will

participate in the follow-up meeting?

2. Who from the city will attend the follow-up

meeting?

3. When and where will the meeting take

place?

4. How is the progress of the teams

evaluated?

5. What kind of continuation is offered to the

team?

1. Who promtes the teams / hackers / in the

marketing channels of the Innovation

Ecosystem and the city?

2. Who will promote the teams / hackers /

companies in national and international

networks?

TEAM / HACKER

CONTINUES

DEVELOPMENT IN THE

INNOVATION

ECOSYSTEM

MEETING

LOCAL

BUSINESS

SERVICE

ADVISOR

SIMULTANEOUS

DEVELOPMENT

1. What are the concrete goals untill the follow-

up meeting?

1. Who finds out about any contractual

obligations? (Team?)

1. Who directs the team to the local Business

Service Advisor? How?

FOLLOW-UPOTHER

MARKETS

LARGE ENTREPRISE

STRATUP PROGRAMS

BUSINESS

ESTABLISH-

MENT &

SERVICES FOR

ENTREPRE-

NEURS

BUSINESS

SERVICES

INTERNA-

TIONALI-

ZATION

ACCELE-

RATORSINCUBATORS

RDI

ACTORS

1. Who saves the outcomes of the teams? Where

are the files stored? Do you need technical

support for it (e.g. format)?


participate?

3. A roadmap is prepared in the internal meeting.

Are the final outputs suitable for the intended

testing environments?

4. When is the meeting with the team(s) member(s)?

Where is it arranged (e.g. Skype)? Which actors

from the Innovation Ecosystem are invited to the

meeting?

5. What is the maturity of the idea / prototype, the

motivation of the team and the readiness for the

development paths?

6. Is the team asked to make a proposal / plan for

the development paths? When is thenext


6AIKA – KASVUN EKOSYSTEEMIT: YRITYSTEN KASVUN MAHDOLLISTAMINEN KUUTOSKAUPUNKIEN YHTEISTYÖSSÄ

Thank you for your cooperationour innovation ecosystem actorsand stakeholdersKatja Hagman [email protected]

Heli Hidén [email protected]

#MakeWithEspoo #6Aika #Growthecosystems

mailto:[email protected]

mailto:[email protected]

kuva: martin sommerschield what happens beyond hackathons?€¦ · background 6aika and the city of...

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