Commercialise
Project summary
Overview
• Partners
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Pera Consulting - UK (Co-ordinator)
Accelerace - Denmark
CDTI – Spain
EMCC – UK
PARP – Poland
TEKES - Finland
TTGV - Turkey
Overview
• Duration - June 2013 to September 2014
• Aim
• To provide knowledge to the EC enabling them to
implement an efficient and effective coaching and
mentoring scheme to increase the commercialisation
of R&D results from the dedicated SME Instruments in
H2020.
• Structure
• Phase 1 – Research and Analysis
• Phase 2 – Pilot and Evaluation
Work Package 1
Project/Consortium Management
WP1 – Project/Consortium Management
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Project planning
Consortium management
Reporting
Website – www.commercialise-project.eu
Work Package 2
Identify and map existing Coaching and Mentoring
Schemes for Innovative, High Growth SMEs
WP2 – Identify & Map C&M schemes
Objective:
• Understanding the existing Coaching and Mentoring
support programmes to innovative SMEs, so that:
• The future scheme is integrated and complementary to
existing schemes
• Good Practice from existing programmes can be
applied to the new scheme
• Existing capacity and capability to support C&M can be
reflected in the mobilisation of the new scheme
WP2 – Identify & Map C&M schemes
• Desk research – identified 89 programmes
• Targeted SMEs
• Business improvement focus
• Range of support measures
• Shortlist of 20 programmes in 18 countries
• Coaching/mentoring
• Focus on new products/processes to market
• Filtered to 7 programmes
• Similar strategic goals to H2020
• Monitoring of delivery
• Evaluation of results
Schemes
Visit - assigned
Commercialise
partner(s
Pera
Date of visit
Accelerace - DK
ACC
25/09/2013
Go- innovativ - DE
PARP
30/09/2013
ACC + Tekes
23/09/2013
Growth Accelerator - NL
CDTI
09/10/2013
TIP – Lower Austria
(on request of the EC) (via Skype)
Pera
27/09/2013
Eko-System – Czech Republic
(on request of the EC) (via Skype)
Pera
29/09/2013
Growth Accelerator - UK
Almi - Sweden
19/09/2013
WP2 – Identify & Map C&M schemes
• Visited and interviewed in detail concerning;
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Services
Innovative delivery methods
Selection of coaches/mentors
Barriers
Impact assessment
Programme evaluation
Analysis (task 2.6) - Notable Aspects - 1
• Most programmes cover SMEs at all stages of growth
(from start-up to high growth)
• Most are broadly focused on all aspects of business
support rather than on innovation or science & technology
• Most programmes take 2 to 4 weeks between application
and the start of assistance
• Most programmes take 6 to 12 months to complete the
intervention
• All programmes seek business/sector experience in their
coaches/mentors in preference to academic qualifications
Analysis (task 2.6) - Notable Aspects - 2
• Number of days of support range from 5 to 25
• Costs for support range from €1,160 to €40k
• Quality check on projects is made by all programmes
both during & at the end of intervention
• Half of the programmes are evaluated externally, not
by their own staff
• All programmes have ‘Excellent’ ratings from users
Work Package 3
Identify best practice approaches that can be applied
when implementing the new scheme
WP3 – Overall framework
Purpose
To get a clearer picture of the primary purpose of the different
mentoring and coaching schemes the purpose was categorized
as: Growth, Innovation, and Strategy.
Process
The process of different schemes was categorised from the
perspective of the lead approach used to help companies:
Coaching, Mentoring, Consulting and Teaching.
People
People refers to the coaches and mentors providing the
assistance, which were categorized from the perspective of how
they were employed into the programmes: Entrepreneurs,
Consultants and In-house specialists.
Structure
The structure of different schemes was categorised according to
if the programmes were public, public&private or private.
Firms
From the perspective of firms the schemes were categorized as:
SMEs, Start-ups and High-Growth.
WP3 – Main results, themes and issues
WP3 – Main results, barriers and drivers
Issues
Barriers
Drivers
Purpose
Lack of focus/purpose
Goal conflict
Clear objectives
Win-win-win
Process
Moral hazard
Trust Relationship
Methdology
Follow up
Purposeful
Effective – impact
Efficient – cost/benefit
Long term relationship
People
Lack of serial entrepreneurs
Lack of certified business coaches
Experience and education
Serieal entrepreneurs
Investors
Firms
Outcome uncertainty
Commitment & Time
Approach to Selection
Growth/innovation orientation
Management ambition
Structure
Governance
Fragmentation of system
Public vs Private
Funding
Control and Direction in Governance
Ecosystem
Public/Private
Investment&Grant schemes
WP3 – H2020 context
• Purpose: Growth and innovation.
• Firms: Research focused/innovative SMEs. SMEs being
better able to exploit the results of their R&D or
innovation.
• Process: Coaching and Consulting. Coaching is most
appropriate for the Phase 1 while diagnostics consultancy
is more appropriate for the Phase 2 activity.
• People: The scheme will use 'consultant' coaches - (paid
for professionals).
• Structure: Publicly funded. It is important to have secured
funding for consulting type of programs to attract quality
coaches/consultants.
Work Package 4
Creating a tailored package of coaching for SMEs to
commercially exploit research and development
WP4 – Overcoming barriers
• Capability – knowledge, strategy
• Capacity – staff, finance, facilities
• Opportunity – the right offering to achieve market
share
• Desire – to invest the time, money and resources
• Environment – support services, partners, logistics
H2020 - SME Instrument
Desired end state for SMEs
• End of stage 1
• Project feasibility confirmed
• Apply to stage 2
• End of stage 2
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Fully validated prototype
IP protection process clearly defined
Key resources identified (incl. new staff, partners & investors)
Exploitation plan with milestones in place
• End of stage 3
• Finance accessed
• Product on market
Potential client journey - Overview
WP4 – Intervention development areas
• 8 core areas:
• Effective Leadership
• Core Management Skills
• Developing and implementing an innovation-focused
strategy
• Developing a compelling Value Proposition
• Creating a clear route to market
• Management and exploitation of IP
• Staff Competence and Capacity
• Access to Finance
Work Package 5
Opportunity Assessment and Risk Analysis
WP5 – Create a Mitigation Plan
• Objective:
• Create a mitigation plan to
• Overcome potential barriers to success
• Ensure that all appropriate opportunities are realised
Work Package 6
Define process to identify coaches and mentors
WP6 – Ideal coaching and mentoring competencies
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EMCC criteria
Professional charter
Use existing coaches
Develop specific skills and knowledge – e.g. H2020
WP6 – Coach availability
• Up to 12 countries with potential capacity issues
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Does capacity meet current needs?
Have markets changed since data was issued?
How many registered coaches are in these markets?
Can cross border coaching fill any gaps remaining?
Work Package 7
Create an effective measurement systems to evaluate
impact and drive the improvement of programme
delivery and coach competence
WP7 – Performance measurement
• Justify programme investment
• Validate coach involvement
• Identify good practice
WP7 – Measurement system design
• Used Logframe approach
• Goals – high level objectives
• Outcomes – tangible impacts through exploiting
results
• Outputs – measurable results from programme
delivery
• Related to SME Instrument description
• Five key influencing factors identified
WP7 – Elements to be measured
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Growth in jobs and GVA through innovation
Creation of an innovation culture
Increased commercialisation of R&D results
Increased capability, capacity and desire to
commercialise results
Quality of coaching
Accuracy of diagnostic
Effectiveness of coaching model
Performance of KAM
External factors (monitored to better understand their
influence)
WP7 – 24 KPI resulted
Work Package 8
Develop test and validation model
WP8 - Aim
• Prepare all elements for the pilot
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Define scope
Create value proposition to engage SMEs
Define coach contracting model
Agree desired outcomes
• Develop evaluation models
• Plan for dissemination of findings
WP8 – Pilot model design
• Define from technical viewpoint
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Input
Output
Scope
Expectations
Duration
Cost
• Consider links to SME Instrument
• Recognise external factors
• Decide variables to be measured in pilots
WP8 – Pilot design options
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Generic coaching or sector specific
SMEs as a group or as individuals
Capturing SME start point – coach or KAM
Intervention to be related to delivery phase success?
Coaching to be pre-defined modules or selected by
coach
WP8 - Pilot interventions
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What? common elements for the intervention vs
coach flexibility.
How? Intervention inputs-outputs + reporting
feedback.
Who? SME-Coach-KAM (who does what)
Development Area
Effective Leadership and
Management skills
Innovation-growth strategy
Compelling Value Proposition
Route to market
Examples of issues covered
Change Management /Motivating team
Leadership skills / Encouragement of risk taking / other core
management skills
Developing strategy / Strategic innovation
Strategy implementation
Improving market analysis/ insight
Increasing value to customers
Taking new products to market/ Accessing new markets/
Marketing and communications/ Commercial skills
Defining and validating Business models
Management and exploitation of IP IPR Management /Knowledge exploitation/Tech Transfer
Staff Competence and Capacity
Recruiting, retaining and motivating staff
Developing staff
Collaboration, networking and partnering
Access to Finance
Financial resources/ Investment readiness
Work Package 9
Deliver Pilot Study
WP9 – Coach engagement
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Coaches invited to apply
Evaluated using set criteria
Briefed on programme and requirements
WP9 – Pilot delivery
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Structured phase 1
• Gap analysis
• Business model canvas
• Action Plan
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Phase 2 - cover core business areas identified
WP9 - Feedback collected
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Coach debriefing sessions
Online evaluation of 2 delivery phases
Feedback from coaches and SMEs
Radar diagrams used to compare findings
Project recommendations
Overall Recommendations
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SMEs
Coaches
Structure
Programme engagement
Programme delivery
Programme evaluation
Recommendations - SMEs
• Clear and simple programme
• Growth
• Innovation
• Strategy
• Commitment
• Validation
• Commercial intent
Recommendations - Coaches
• Type of expertise – mentor, coach, consultant or
teacher
• Build network – choice and community of learning
• Relevant skills
• Commitment and well networked
• Necessary and nice to have
• Ensure availability – cross border?
• H2020 specific support
Recommendations - Coaches
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Coach briefing – consistency of structure
Refresher sessions – via eLearning
Needs to be appealing to coaches
Access directly to EC Project Officer
Annual appraisal
Annual Awards Scheme?
Recommendations - Structure
• Focus on 8 key areas
• Effective Leadership
• Core management skills
• Developing and implementing an innovation-focused
strategy
• Developing a compelling value proposition
• Creating a clear route to market
• Management and exploitation of IP
• Staff competence and capacity
• Access to finance
Recommendations - Structure
• Grant towards coach briefing where prohibitive
• Peer-to-peer community of learning to share coach
good practice
• Peer-to-peer community of learning to share KAM
good practice
• KAM to review Phase 2 action plan
Recommendations – Programme Engagement
• Strong examples and good coaches to overcome
SME barriers;
• Requirement
• Time
• Commitment from all stakeholders to addressing the
purpose
• Match making to create trust
• Innovation strategy to be a coach focus
Recommendations – Programme Engagement
• EEN to develop maps of other business support and
referral routes for complementary support
• EEN to proactively seek complementary support to
dovetail with local or national programmes
• EEN to establish an alumni group offering peer
support and networking opportunities
• Special Interest Groups should be established within
the alumni group
Recommendations – Programme Delivery
• Focus on management coaching – increasing
business efficiency and profitability through
innovation
• Bottom up approach to engage business managers
• Technical knowledge can supplement core skills
• Mission focus to be maintained
• Expectations of process and outcomes need to be
managed
• Process must reflect individual needs
Recommendations – Programme Delivery
• Focus is to develop business – not proposal process
• Progress should be monitored by regular deliverables
• Balance between coaching the management team
and the business
• Phase 1 – 4 days, phase 2 – 11 days
• During Phase 1, KAM to support phase 2 application
• Phase 1 should use a standard diagnostic tool
Recommendations – Programme Delivery
• Phase 1 to deliver
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Action plan
Development plan
Commitment charter
Value canvas
• Scenario planning should be used to de-risk
unexpected events
• Coaches should decide how best to implement
action plan
Recommendations – Programme Delivery
• Coaching can be ‘back-loaded’ for high risk projects
• All activity should leave a capability legacy
• Post programme needs should be considered as part
of the action plan
• Coaching recipients should be ‘switchable’ between
individuals within SME or across consortium
members (when approved by Project Officer)
Recommendations – Programme Evaluation
• Hard (e.g. additional sales, new markets) and soft (e.g.
understanding of innovation requirements) outputs should
both be measured
• Clear programme KPIs should be established
reflecting SME Instrument
• Objectives should be clear and measurable
• KAM monitoring should be via milestones not time
periods
Recommendations – Programme Evaluation
• EC should create a central point for Quality
Assurance, including good practice dissemination
• KAM quality assurance should also be monitored
• SMEs should provide ongoing statistics on their
commercialisation performance via annual surveys