SUCCESSFUL INNOVATOR-PROSPEROUS BUSINESS-EFFECTIVE INNOVATION
PRACTICES FOR MODERN EU SMEs SECTOR
Research report
Most important part of project proposal: Successful Innovator – Prosperous Business – Effective
Innovation Practices for Modern EU SMEs Sector identified project team (IPA Slovakia, WOIS Institute,
CPI) the realisation of three important input parts:
-
-
realisation of introduction questionnaire for selected SMEs in Slovakia, Czech, Germany, Pollen
and Austria oriented on problematic of innovation and innovation processes (200 SMEs: 143 SK,
31 CZ, 10 DE, 10 PL, 6 AU)
realisation of individual and group interviews oriented on the identification of profiles and needs by
innovation, innovation processes in SMEs
identification and definition of key competence profiles in innovation processes and training needs
analyse in innovation area
1. Realisation of introduction questionnaire for selected SMEs in Slovakia, Czech, Germany,
Pollen and Austria oriented on problematic of innovation and innovation processes (200 SMEs:
143 SK, 31 CZ, 10 DE, 10 PL, 6 AU)
Project team identified small introduction questionnaire, that was placed on project web site in English and
Slovak version:
- http://www.ipaslovakia.sk/dotaznik.aspx,
- http://www.ipaslovakia.sk/dotaznik.aspx?lang=en
All answers were electronically summarised by project coordinator – IPA Slovakia – the project partners
achieved completely results achieved.
All respondents answered the following questions:
1. Mark please type of firm and character of production
 production firm
 service firm
 other....please specify
 order firm
 serial production
 other....please specify
2. Has your firm innovations department (development department)?
 yes
 no
 we will install such department in future
3. Give please the total number of your employees.
 0-50
 51-250
 more than 250
4. Authors of innovations in your firm are:
 supplier’s
 managers
 operative workers
5. Do you organise in your firm innovation workshops?
 customers
 inspirations from the world
 yes
 no
6. Innovation workshops in your firm are oriented on:
 product innovations  process innovations  sub process innovations  others
7. Which methods from the innovation area do you know or use?
use
know
don´t know
WOIS methodology



TRIZ methodology



Idea Management



635 Method



Bionics



Mind-Mapping



360 Grades Method



Other
..........please specify
8. How are evaluated the innovations in your firm?
Economical analyse

SWOT analyse

FMEA

Other
............please specify
9. Exists in your firm a systematically and documented advance for innovation process management?
 yes
 no
 yes, but it must be improved continuously
10. Outputs of innovation process in your firm have an effect of:
 cost saving
 return improvement
 further innovation ideas generation
 employee’s motivation for innovations
 better realisation of daily firm processes
Evaluation of questionnaire:
1. Mark please type of firm and character of production
 production firm - 143 SK, 31 CZ, 10 DE, 10 PL, 5 AU
 service firm – 1 AU
 other....please specify – 0 responses
 order firm – 14 SK, 25 CZ, 8 DE, 10 PL, 3 AU
 serial production – 129 SK, 6 CZ, 2 DE, 0 PL, 2 AU
 other – 0 responses
Fazit – question 1: The survey resulted in the need to focus future training modules for companies with
mass production, which prevailed in the survey. He was also sent a signal to focus future training modules
on large groups of employees, who are the actual producer of innovative solutions and value-added
innovations.
2. Has your firm innovations department (development department)?
 yes – 27 SK, 18 CZ, 9 DE, 7 PL, 4 AU
 no – 91 SK, 10 CZ, 1 DE, 3 PL, 1 AU
 we will install such department in future – 25 SK, 3 CZ, 0 DE, 0 PL, 0 AU
Fazit – question 2: From the answers of respondents it is clear that the environment of production
companies focused on mass production (based on answers to the questions 1) innovation department has
only 65 companies, representing a total of 200 companies surveyed 32.5%. This finding tells that a
systematic process is essential to promote innovation including targeted education and training of workers
in the field of innovation and innovation processes. The result of the survey questionnaire is very strong
impetus for the project team and prepared definition, structuralisation and contents definition of training
modules.
3. Give please the total number of your employees.
 0-50 – 12 SK, 7 CZ, 0 DE, 7 PL, 0 AU
 51-250 – 131 SK, 24 CZ, 10 DE, 3 PL, 6 AU
 more than 250 – 0 firms
Fazit – question 3: The answer orientation resulted in secondary firms, where there is significant potential
for innovation in learning and innovation processes. The response gave the signal for the creation of
training modules, which can significantly address the education and practical training in large project
teams.
4. Authors of innovations in your firm are:
 suppliers – 79 SK, 28 CZ, 10 DE, 10 PL, 6 AU
 managers – 143 SK, 31 CZ, 10 DE, 10 PL, 6 AU
 operative workers – 143 SK, 31 CZ, 10 DE, 10 PL, 6 AU
 customers – 129 SK, 28 CZ, 9 DE, 8 PL, 6 AU
 inspirations from the world – marked by all 200 interviewed SMEs
Fazit – question 4: The answer enabled to answer more possibilities by this question. The answers to this
question clearly demonstrate that leaders of innovation, innovation policy and innovation processes in
companies are managers and operational staff, which is a good sign for their motivation in the framework
of future training activities in the field of innovation. Very positive is the fact that all interviewed SMEs
declared their interest on inspirations from the world.
5. Do you organise in your firm innovation workshops?
 yes – 56 SK, 25 CZ, 10 DE, 10 PL, 6 AU
 no – 87 SK, 6 CZ, 0 DE, 0 PL, O AU
Fazit – question 5: The responses show that only 39% of SK SMEs systematically fosters innovation,
which is a surprising finding, as well as 80% of GB SMEs. In this context, it is clear that the company
especially in the pursuit of innovation SK only intuitively, based on customer requirements. These
responses only highlight the need for preparation and implementation of training modules, based on better
managed innovation and innovation processes.
6. Innovation workshops in your firm are oriented on:
 product innovations – 56 SK, 25 CZ, 10 DE, 10 PL, 6 AU
 process innovations – 18 SK, 21 CZ, 10 DE, 10 PL, 6 AU
 sub process innovations - 18 SK, 21 CZ, 10 DE, 10 PL, 6 AU
 others – 12 SK, 25 CZ, 10 DE, 10 PL, 6 AU firm innovation, 6 SK, 21 CZ, 8 DE, 9 PL, 6 AU cooperation
with suppliers
Fazit – question 6: Product innovations dominate in response to the question. SMEs have the opportunity
to answer a number of options. From their responses it is clear that the emphasis placed on product
innovation and process innovation as a business. SK answers from SMEs are clear that it is necessary to
strengthen the area of process innovation. Overall, the training modules that need emphasizing the
systemic approach to innovation and innovation processes.
7. Which methods from the innovation area do you know or use?
use
know
don´t know
WOIS methodology

10 DE 
143 SK 
5 CZ
26 CZ
2 AU
4 AU
10 PL
TRIZ methodology

25 SK 
18 CZ
6 DE
6 AU
27 SK 
10 CZ
4 DE
10 PL
Idea Management
635 Method
Bionics
Mind-Mapping
360 Grades Method
Other

135 SK 
31 CZ
10 DE
10 PL
6 AU








no answers





Fazit – question 7: In the present structure of the responses it is clear that the orientation of the project on
methodology WOIS was a good step. It is clear from the answers but that SMEs do not have clearly
defined set of methods and tools for innovation and innovation policy.
8. How are evaluated the innovations in your firm?
Economical analyse
 - 143 SK, 31 CZ, 10 DE, 10 PL, 6 AU
SWOT analyse
 - 34 SK, 26 CZ, 6 DE, 3 PL, 5 AU
FMEA
 - 51 SK, 4 CZ, 10 DE, 4 PL, 6 AU
Other
 - 2 DE firms declared the value added index by processes as evaluation metrics
of successful innovation
Fazit – question 8: As seen, SMEs place a strong emphasis on economic benefits of innovation and
innovation processes. The good news is that many SMEs combine the economic analysis of SWOT
analysis and FMEA methodology, contributing to the achievement of a significantly higher value of
innovation and innovation processes. Inspiration for training module conception – integration of more tools
and methods of work in innovation processes for better knowledge and skills of trained participants.
9. Exists in your firm a systematically and documented advance for innovation process management?
 yes – 34 SK, 12 CZ, 7 DE, 3 PL, 4 AU
 no – 99 SK, 17 CZ, 3 DE, 4 PL, 2 AU
 yes, but it must be improved continuously – 10 SK, 2 CZ, 0 DE, 3 PL, 0 AU
Fazit – question 9: All answers give clearly inspiration for training modules contents and structure – it
must be included the part, oriented on the “administrative” solutions in the form of documentation and
work standards by innovations and innovation processes.
10. Outputs of innovation process in your firm have an effect of:
 cost saving – 125 SK, 28 CZ, 10 DE, 7 PL, 5 AU
 return improvement – 143 SK, 31 CZ, 10 DE, 10 PL, 6 AU
 further innovation ideas generation – 18 SK, 5 CZ, 10 DE, 6 PL, 6 AU
 employee’s motivation for innovations – 64 SK, 27 CZ, 10 DE, 7 PL, 6 AU
 better realisation of daily firm processes – 34 SK, 12 CZ, 7 DE, 3 PL, 4 AU
Fazit – question 10: In innovation processes and innovation put the company in relation to the answers
given major emphasis on cost savings is an important moment and increase sales. What is the trigger for
the content of training modules is the fact that a greater emphasis on people's motivation for innovation.
2. Realisation of individual and group interviews oriented on the identification of profiles and
needs by innovation, innovation processes in SMEs
Structure of questionnaire for individual interviews was following:
1. Category: General competencies and training needs
2. Category: Process Manager
- specialized competencies
- supra-specialized competencies
- suitable measures of personal development and qualification
3. Category: Production Workers
- specialized competencies
- supra-specialised competencies
- suitable measures of personal development and qualification
All three categories were answered to mark max key 5 profiles and needs from the list of profiles and
needs. Interviewed were positions process manager, production worker. Each person, which realised
interview select own the right person.
To the process of interviews was invited 110 SMEs from SK, CZ, DE, PL, AU. From this spectrum it was
realised 100 individual interviews (70 SK firms, 30 CZ firms) and 10 group interviews (8 SK firms, 2 CZ
firms). Invited were for example following companies: NEMAK, Continental, MONDI, HOLOTOOLS,
HEINZMANN, Smrečina Hofatex, DOKA Drevo, ZF SACHS, ZF Boge, Swedwood, Denso, Bonatrans,
Finidr, KOMPAN, etc. All filling interviews lists are summarized by IPA Slovakia.
All results, presented in the evaluation of interviews were used by development and construction of
structure and contents of training modules in project INNOBUSINESS.
PROFILES
PROFILE
Profile 1. Segmentation
Profile 2. Taking out
Profile 3. Local quality
Profile 4. Asymmetry
Profile 5. Merging
Profile 6. Universality
Profile 7. "Nested Doll"
Profile 8. Anti-Weight
Profile 9. Preliminary AntiAction
Profile 10. Preliminary Action
Profile 11. Beforehand
Cushioning
Profile 12. Equipotentiality
Profile 13. 'The Other Way
Round'
Profile 14. Spheroidality –
Curvature
Profile 15. Dynamics
Profile 16. Partial or Excessive
Actions
Profile 17. Another Dimension
Profile 18. Mechanical vibration
Profile 19. Periodic Action
Profile 20. Continuity of Useful
Action
Profile 21. Skipping
Profile 22. "Blessing in
Disguise" or "Turn Lemons into
Lemonade"
Individual interview – results
32
45
64
21
8
76
2
13
58
Group interview – results
4
1
2
1
1
7
1
1
2
54
2
4
0
14
20
0
2
3
0
89
34
10
79
12
80
98
4
3
4
7
5
1
3
0
Profile 23. Feedback
Profile 24. 'Intermediary'
Profile 25. Self-service
Profile 26. Copying
Profile 27. Cheap Short-Living
Objects
Profile 28. Mechanics
Substitution
Profile 29. Pneumatics and
Hydraulics
Profile 30. Flexible Shells and
Thin Films
Profile 31. Porous Materials
Profile 32. Colour Changes
Profile 33. Homogeneity
Profile 34. Discarding and
Recovering
Profile 35. Parameter Changes
Profile 36. Phase Transitions
Profile 37. Thermal Expansion
Profile 38. Strong Oxidants
(‘Boosted Interactions’)
Profile 39. Inert Atmosphere
Profile 40. Composite
Structures
Profile 41. Change of the
Environment
Profile 42. Allowing of the Notallowed
Profile 43. Functioning just
when in operation
Profile 44. Activation of
currently passive elements
Profile 45. Use of standardised
components for not
standardised functions
Profile 46. Columbus effect
Summarisation:
TOP 5 Profiles identified by individual Interviews:
- Profile 20. Continuity of Useful Action (98x)
- Profile 15. Dynamics (89x)
- Profile 28. Mechanics Substitution (86x)
- Profile 19. Periodic Action (80x)
- Profile 17. Another Dimension (79x)
- Profile 6. Universality (76x)
- Profile 32. Colour Changes (76x)
TOP 5 Profiles identified by group interviews:
- Profile 15. Dynamics (10x)
- Profile 42. Allowing of the Not-allowed (10x)
- Profile 43. Functioning just when in operation (10x)
- Profile 23. Feedback (9x)
- Profile 35. Parameter Changes (9x)
NEEDS
46
9
10
21
3
9
5
7
6
7
86
8
23
2
2
1
46
76
10
34
3
2
2
1
22
19
6
4
9
8
3
0
9
9
0
2
22
6
15
10
7
10
4
8
67
7
4
0
SOCIAL NEEDS
Aesthetic consciousness
Educational consciousness
Effectively consciousness
Free time awareness
Delight consciousness
Danger consciousness
Health consciousness
Hygiene consciousness
Cultural awareness
Performance preparedness
Preparedness of being locally
bound
Consciousness of neophilie
Preparedness of being qualified
Quality consciousness
Risk preparedness
Self-awareness
Safety consciousness
Solidarity consciousness
Social awareness
Environmental awareness
Awareness of maintaining
standards
Preparedness of being bound
by time
Share of older people
Share of intellectual work
Share of highly qualified work
Number of available workers
Globalism
International co-operation
Polarisation of the standard of
living
The need for conformity
The need for autonomy
The need for individual
uniformity
The need to be bounded
The need for vitality
The need for free time
The need to structure free time
The need for mental stimulation
The need for enjoyment
The need for illusion
The need for information
The need for comfort
The need for physical work
The need for human
performance
The need for mobility
The need to be qualified
The need for protection
The need for self-image
The need for self-organisation
The need for self-realisation
The need for safety
The need technical systems
The need for tradition
Individual interview – results
Group interview – results
8
12
23
5
15
19
8
17
9
24
19
1
3
6
2
1
1
1
1
1
2
3
8
38
21
6
9
16
1
6
11
12
0
2
1
1
2
2
0
1
3
3
3
4
2
27
21
15
10
13
6
0
7
6
3
2
4
1
8
2
9
2
2
3
6
7
5
6
14
5
28
13
5
8
21
0
0
0
0
4
1
5
3
2
2
7
9
5
8
22
15
37
15
18
8
3
2
1
1
2
2
1
3
2
The need for environment
protection
The need to be different
The need for reliability
TECHNOLOGICAL NEEDS
Coloration of material
Material expenditure
Exploitation of material
Material exchangeability
Material bonding elasticity
Trend toward ceramic use in
material
Degree of openness in material
cycle
Material phase transformations
Material plastification
Material purity
Material recovery
Foaming of material
Material structure modularity
Transparency of material
Adding value to material
Material variety
Energy expenditure
Energy exploitation
Energy exchangeability
Energy density
Energy potential constancy
Energy pulsation
Energy recovery
Storage of energy
Energy gain
Energy efficiency
Relative information
expenditure
Information accessibility
Information density
Information use
Information value gain
Space exploitation
Space requirement
Space dimensions
Space structure modularity
Space effectiveness
Time interval effectiveness
Duration
Parallel use of time
Time effectiveness
Elasticity of movement
Complexity of movement
Organisation form dynamics
Organisation multiplicity
Organisation structural bonds
Self-organisation
Controlling expenditure
System conformity
19
2
21
8
6
3
Individual interview – results
24
21
13
79
4
27
Group interview – results
1
1
1
2
1
1
29
1
12
9
4
34
10
22
9
57
31
8
5
9
3
2
1
9
17
12
7
6
2
2
1
1
1
6
2
3
2
1
1
1
1
1
1
1
4
1
6
3
31
19
29
31
2
4
9
23
18
8
36
13
9
10
8
3
7
5
9
18
21
2
2
1
4
0
0
1
1
1
0
1
1
0
0
1
1
1
1
1
2
1
System bonds
System effectiveness
System lifecycle
System multi-functionality
System sensitising
System safety
System stability
System transparency
System conditions
Function activation
Function conformity
Function partition
Function autonomy
Function duration
Function integration
Function intensity
Function continuity
Function programmability
Function self-fulfilment
Function self-monitoring
Function safety
Function simplification
Structure activation
Structure conformity
Structure bonds
Structure dynamics
Structure integration
Structure modularity
Structure variety
Resources of the work force of
the national economy
Resources of the level of the
national economy
Resources of the capabilities of
the national economy
Resources of the qualification of
the national economy
Resources of the specialisation
of the national economy
Resources of traditional energy
sources
Resources of available
information
Resources of traditional raw
materials
Resources of utilizable
industrial expanses
Resources of available
knowledge
Resources of available
development capacities
Resources of available
development time
Summarisation:
TOP 5 “Social needs” identified by individual interview:
- preparedness of being qualified (38x)
- the need for self-realisation (37x)
7
25
4
8
5
32
12
34
6
52
4
7
1
26
12
3
7
24
34
14
5
7
23
17
15
17
24
45
36
23
1
1
1
1
1
1
1
1
1
5
2
1
1
4
1
1
2
2
2
3
3
2
2
1
1
1
1
1
1
0
5
0
9
1
13
2
34
2
6
2
24
3
57
1
67
1
92
2
85
4
65
3
- the need for illusion (28x)
- share of intellectual work (27x)
- performance preparedness (24x)
TOP 5 “Social needs” identified by group interview:
- share of intellectual work (7x)
- the need for human performance (7x)
- effectively consciousness (6x)
- share of highly qualified work (6x)
- the need to be different (6x)
TOP 5 “Technological needs” identified by individual interview:
- resources of available knowledge (92x)
- resources of available development capacities (85x)
- material exchangeability (79x)
- resources of utilizable industrial expanses (67x)
- resources of traditional raw materials (57x)
- adding value of material (57x)
TOP 5 “Technological needs” identified by group interview:
- material structure modularity (6x)
- energy efficiency (6x)
- function activation (5x)
- information value gain (4x)
- resources of available development capacities (4x)
3. Identification and definition of key competence profiles in innovation processes and training
needs analyse in innovation area
Project team realised 100 interviews with selected SME´s in SK, CZ, DE, PL, AU.
Category: General competencies and training needs
Competencies category
Actual state of competence
*number of analysed SME´s
answers, that marked the
competence and training need
Analyse and prediction of customer
groups
Analyse and prediction of market
position for realised products
Analyse and prediction of sales
channels
Work with product portfolio,
competitive products, services and
other saled comodites
Work with differentiation strategies,
competitors analyse
Knowledge of strategic key sources:
markets, rights, international
networks
Knowledge of planning,
management and improvement of
innovation processes
Knowledge of customer oriented
models
Knowledge of value added
Future state after
innovation training
modules - training
required
95
100
68
85
72
96
56
87
64
80
60
72
100
100
88
100
100
100
quantification
Knowledge about innovation
techniques
Organisation forms, positioning of
innovation management in
enterprise
Orientation of enterprise on
innovations and change proceses
Innovationskulture selfmanagement, selfcharacteristics
Drivers of innovation processes in
enterprise
Roles and responsibilities for
innovations in enterprises
Knowledge of firm vision, their
development and fullfilment
Communication processes in
innovation area
Development of future visions in
enterprise
Innovation processes
documentation and administration
100
100
100
100
100
100
100
100
94
100
76
95
100
100
65
92
42
100
57
82
“TOP” competencies from the cathegory “General competencies and training needs”:
1. Actual state of competence (achieved value 100%)
- Knowledge of planning, management and improvement of innovation processes
- Knowledge of value added quantification
- Knowledge about innovation techniques
- Organisation forms, positioning of innovation management in enterprise
- Orientation of enterprise on innovations and change proceses
- Innovationskulture - selfmanagement, selfcharacteristics
- Knowledge of firm vision, their development and fullfilment
2. Future state after innovation training modules - training required (prognosed value 100%)
- Analyse and prediction of customer groups
- Knowledge of planning, management and improvement of innovation processes
- Knowledge of value added quantification
- Knowledge about innovation techniques
- Organisation forms, positioning of innovation management in enterprise
- Orientation of enterprise on innovations and change proceses
- Innovationskulture - selfmanagement, selfcharacteristics
- Drivers of innovation processes in enterprise
- Knowledge of firm vision, their development and fullfilment
- Development of future visions in enterprise
Category:
Process Manager
1. Specialized competencies
1.1. Technical education
1.2. Production education
1.3. Enterprise economics
1.4. Competitive environment and
market knowledge
1.5. Languages
1.6. Personnel planning
1.7. Continuous Improvement
47
100
52
89
89
100
75
100
24
48
100
45
78
100
1.8. Enterprise standards, norms
1.9 Knowledge of own enterprise
1.10 Complexly process knowledge
1.11 Analytical thinking
1.12 Ability to judge processes and
people
1.13 Workplace organization,
ergonomics
2. Supra-specialized
competencies
2.1. Management by objectives
2.2. Teamwork
2.3. Communication
2.4. Qualification review
2.5. Personnel development
2.6. Managerial competencies
2.7. New Idea Management –
Innovation ability
2.8. Decision finding competencies
2.9. Implementation of real solution,
ability and competency
3. Suitable measures of personell
development and qualification
3.1. Job Rotation
3.2. On-the-Job Training
3.3. Teamorganisation
3.4. Training benchmarking
3.5. Diskussion
3.6 Workshops
3.7 Self-learning
3.8 e-learning
86
68
72
56
64
100
85
96
87
80
60
72
74
95
100
100
88
55
67
92
100
100
100
91
95
100
56
88
75
93
92
100
72
55
100
100
83
23
100
100
85
78
100
100
97
45
“TOP” competencies from the cathegory “Process manager”:
1. Actual state of competence (achieved value 100%)
- Production education
- Continuous improvement
- Communication
- Qualification review
- On-the-Job Training
- Discussion
- Workshops
2. Future state after innovation training modules - training required (prognosed value 100%)
- Production education
- Competitive environment and market knowledge
- Continuous Improvement
- Enterprise standards, norms
- Teamwork
- Communication
- Qualification review
- New Idea Management – innovation ability
- Job Rotation
- On-the-Job Training
- Disscussions
- Workshops
Category: Production workers
1. Specialized competencies
1.1. Expert knowledge
1.2. Basic knowledge
1.3. Workplace processe
knowledge
1.4. Flexibility by workplace
1.5. Knowledge of healtness and
safety by workplace
1.6. Continuous Improvement
1.7. Basic knowledge of evaluation
metrics
1.8. Knowledge of division goals
1.9 Knowledge of production
processes, enterprise processes
1.10 Knowledge of complexly
production chain
2. Supra-specialised
competencies
2.1. Failure management
2.2. Teamwork
2.3. Communication
2.4. Problem solution
2.5. Initiative
2.6. Creativity
2.7. New Idea Management –
practical skills and knowledge
2.8. Feedback
2.9. Enterprise policy
2.10 Enterprise goals
2.11 Process oriented thinking
3. Suitable measures of personell
development and qualification
3.1. Job Rotation
3.2. On-the-Job Training
3.3. Teamorganisation
3.4. Integration in the projects
3.5. Managmement by objectives
3.6 Teamwork
52
89
24
75
100
45
48
100
78
100
89
64
100
80
95
68
100
85
72
96
56
88
100
65
82
100
67
87
100
100
84
96
100
85
100
45
78
100
100
68
95
100
92
100
72
55
100
100
100
100
85
78
100
100
“TOP” competencies from the cathegory “Production workers”:
1. Actual state of competence (achieved value 100%)
- Knowledge of healthness and safety by workplace
- Communication
- Creativity
- Feedback
- Process oriented thinking
- On-the-Job Training
- Management by objectives
- Teamwork
2. Future state after innovation training modules - training required (prognosed value 100%)
- Basic knowledge
- Knowledge of healthness and safety by workplace
- Continuous improvement
- Knowledge of division goals
- Teamwork
- Communication
- Creativity
- Feedback
- Process oriented thinking
- Job Rotation
- On-the-Job Training
- Management by objectives
- Teamwork