ORGANIC IST4Balt Seminar, Vilnius, 22 October 2004 The project is funded by the EU under the Leonardo da Vinci programme: A/03/B/F/PP-158.026 ORGANIC –

ORGANIC IST4Balt Seminar, Vilnius, 22 October 2004

The project is funded by the EU under theLeonardo da Vinci programme:

A/03/B/F/PP-158.026

ORGANIC –

the EU Leonardo da Vinci Programme Project

Dr. Richard MESSNARZ (ISCN, Austria-Ireland),

Dr. Alexander E. BERIOZKO (EDNES, France)



A/03/B/F/PP-158.026

Problem / Need

• Without continuous innovation the lifetime of businesses is limited

• Global competition forces to apply continuous innovation

• Innovation has become a distributed multi-cultural learning process (in an expanding EU)



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Research Objectives

• EU Leonardo Project ORGANIC• Using previous studies to analyse, define and disseminate

skills needed by innovation managers now-a-days• Using the experiences from Europe wide studies to

provide a training and key success factor list for innovation managers

• Focus: Learning and innovation in a distributed and multicultural, and competitive industrial world



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Innovative Organizations

Study of 50 innovative regions in the EU with 200 innovative companies (1998)• by Dr. MacCarthy

• How the innovative organizations operate?

• How the individuals in the organizations respond to continuous change?

• Main findings: Innovative Organisations ...• invest time and money into the understanding of the fundamentals of the forces of change• understand the different cultures through personal contacts using networking at a personal level• study trends and they are always up-to-date• concentrate their energy in areas where they excel or where no one else can operate• outsource all other non-core activities• are practical users of information technologies and have information technology strategies in place



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Innovative Individuals

Study of 50 innovative regions in the EU with 200 innovative companies (1998)

• by Dr. MacCarthy

• How the individuals in the organizations respond to continuous change?

• Main findings: People in Innovative Organisations ...• were crystal clear on what they were expected to do • were clear on what they were not expected to do• had adequate time to learn new skills• had their own individual training plan• had access to up to date information• knew what was happening all of the time• were competent users of information technology • were enthusiastic about their work and their future• considered their skills to be more important than any physical

infrastructure or management hierarchy in the organisation• saw themselves as the most important assets in the organizations



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Innovation in Multinational Organizations

• Technological developments 31%• Capacity in the industry 15%• Pressure from customers 18%• New entrants to the market 12%• Price sensitive market 10% • Regulatory changes 4%• Shorter product life cycle 2%• Don’t knows 8%

Motivation for Innovation Study of 151 Multinationals



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Innovation in Multinational Organizations

• Executive management commitment 26%• Supportive organisational structure 17%• Positive culture with global reach 15%• Young technically literate employees 13%• Realistic milestones - fewer layers 6%• Don’t knows 13%

Success Factors Study of 151 Multinationals



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Innovation in Distributed European Projects

• Flat Management Style• Innovation and Learning in the Team• Community of Trust• Work-flows Inward• Centring Around Productive Roles

Study involving 59 organizations (2003)



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Innovation Management Processes

• Role based and Organisational Learning Driven

• Corporate Learning/Strategy Driven• Process & Product Improvement Driven• Market Survey Driven• Innovation Agent/Role Driven• etc.



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Mayor Outcomes / Results

• Analysis of key skills and success criteria for an innovation manager

• Skills Definition for an Innovation Manager (structured according to skills definition standard)

• Information and self assessment portal for innovation managers in Europe

• A set of practical experiences (less theoretical models)



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Participants

ISCN (Austria-Ireland)

Danube Innovation Relay Centre (Austria)

FGUVA (Spain)

CIT (Slovenia)

TecNet (Ireland)

MTA Sztaki (Hungary)

EDNES (France)



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Skills Definition

For developing the skill set of the Innovation Manager ORGANIC bases on the skills definition proposed by:

• DTI (Department of Trade and Industry) in the UK for the NVQ (National Vocational Qualification) standards



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Skills Definition Model

Domain Level / Job Role1:n

Unit1:n

n:1

Element

1:n

PerformanceCriteria

1:n

KnowledgeUnderstanding

Description

KnowledgeUnderstanding

Category1:n 1:1

Context1:n

Range1:n

Note/Explanation1:n

Principle

1:n

1:n



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Skill Set



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Skills / Practices Concerning



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Skills Hierarchy (1)

Knowledge AboutInnovation Mgmt.

Job RoleInnovationManager

Domain:Innovation

Skill Unit

Learning Elements:Introduction

Knowledge ManagementSkills Management

Customer Relationship ManagementNetworking

Market Research

CommunicationSkills

Skill Unit

Leraning Elements:Literacy in E-SkillsReporting & Presentation Skills

Team Working

Skill Unit

Learning Elements:Team CommunicationConflict ManagementDistributed Team Mgmt.Motivation BuildingCross Cultural Succes Factors



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Skills Hierarchy (2)

PersonalCharacteristics

Job RoleInnovationManager

Domain:Innovation

Skill Unit

Learning Elements:Knowledge about Personal Characteristics

Learning CultureCross-Cultural Skills

Case Studies

Skill Unit

Learning Elements:New MarketsNew StructuresNew Products and Services

ManagementSkills

Skill Unit

Learning Elements:Innovation Skills Needed in -- Innovation Project Management- Innovation Process Management- Corporate Innovation Management- Risk Management



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Skills Assessment Model



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Skill Unit Example

Unit IM-COM: Innovation Manager – Communication Skills

Two elements:• E-Challenges for Innovation• Reporting & Presentation Skills



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Skill Unit Element 1: E-Challenges for Innovation

Data formats and multimedia Data transmission costs, protocols and channels Hardware platforms and portability Security and confidentiality E-Learning services, procedures and costs Quality of information content Data presentation layers Certification procedures



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Skill Unit Element 2: Reporting & Presentation Skills

• Content formats • Audience • Interactiveness • Scheduling • Reporting



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Conclusion & Outlook

• Innovation is an important field and experiences across Europe shall be gathered and exploited

• A skills set and self assessment portal will help innovation managers to find out their leraning potentials online

• The training programme includes a set of practical experiences and cases based on European studies (1998 - 2004)

Documents

ORGANIC IST4Balt Seminar, Vilnius, 22 October 2004 The project is funded by the EU under the Leonardo da Vinci programme: A/03/B/F/PP-158.026 ORGANIC –