Providing Innovation Consulting Services

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Providing Innovation Consulting Services

• Peter Parsons
• CEO
• TEK

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Providing Innovation Consulting Services

• What do SMEs want?
• Finance
• Grants, soft loans, etc
• Free help?
• Consistency
• Short term public funding
• Easy of access
• Signposting
• Referral
• How hard do they need to work?

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Consultancy v Counselling

• Consultancy
• In delivery you need to stay focused cant hold
  experts in all subjects without massive budget
• Counselling Brokerage
• Diagnostic skills and tools
• Brokerage use the existing supply base, which in
  theory means an infinite resource but you need to
  be clear who your customers are and how as the
  middleman you add value.

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Consultancy v Counselling

• Training SMEs to use Business Support

Counselling
Knowledge
Consultancy
Time
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Consultancy v Counselling

• Training SMEs to use Business Support

Counselling
On-the-job training
Knowledge
Consultancy
Time
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Customer Confusion

• The overlap, duplication and confusion question?
• What's the next big thing?
• Do you build on existing organisations or create
  new ones?
• Why can Businesses deal with a large number of
  Suppliers and Customers but not many Business
  support Organisations?

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Customer Confusion

• How important are we to businesses?

Impor tance
Venture capital
Public Authorities
Banks
Customers
Accountant
Solicitor
Suppliers
Business Support
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Customer Confusion

• How important are we to businesses?

Impor tance
Suppliers
Customers
Banks
Venture capital
Shareholders
Solicitor
Accountant
Public Authorities
Business Support
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Examples of Services

• Start-ups
• Innovation Programme
• ITP
• Kent RITTS
• Supply chains Clusters
• Managing Innovation
• The culture of Innovation
• Brainstorming Innovation Groups
• Business of Education

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Start-ups

• Passionate about their idea
• Finance
• Business Planning
• Marketing
• Taxation
• Life style

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Innovation Programmes

• Innovation Technology Programme
• Holistic approach
• Hand holding the client
• Cascading SMEs through ever increasing intensity
  of support and unit cost.

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Innovation Technology Programme

• SMEs

• 5 Year Programme
• Seminars 1256
• Innovation Clubs 1027
• Workshops 526
• Visits 670
• Expert Opinion 297
• 1-2-1 183

Technology take-ups
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Innovation Technology Programme

• Technology Take-ups
• 5 Year Programme
• Greater awareness 1493
• Likely to adopt 825
• Adopting technology 239

• SMEs

Technology take-ups
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Innovation Technology Programme

• Technology Take-ups
• 5 Year Programme
• Likely to adopt 1 in 2
• Adopting technology 1 in 6

• SMEs

Technology take-ups
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Kent RITTS

• Kent Innovation Technology Programme (KITP)
• Implementation of the Strategy
• 2 year programme

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KITP Implementation Targets

• Help TBFs to grow
• 50 TBFs achieve extra 10 growth
• 50 non TBFs achieve extra 10 growth
• Attract new TBFs
• Attract 5 SMEs
• Develop two property packages for TBFs
• Create TBF start-ups
• Agree start-up help with Universities
• Evaluate spin-outs from Large business
• Help 10 TBFs to start

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KITP Targets

• Develop TBF sector groupings
• Analyse supply chains
• Evaluate Cluster potential
• Develop two pilot clusters
• Meet Skills needs
• Modern apprenticeships in TBFs
• Investors in People standards
• Support TBFs with tailored grants

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Achievements Targets Budgets

• 20 Target lines
• Original budget estimate of 2 Million Euros over
  2 years
• Government policy changes reduced budget to zero
  new money
• Influenced existing programmes to deliver
  majority of targets
• Legacy projects, money value one million Euros

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Achievements

• 20 Target Lines
• 8 achieved fully
• 4 substantially achieved
• 5 partially achieved
• 3 not achieved (no existing programmes)
• Overall 65 of targets achieved
• Budget 50 of estimated need
• Excluding targets with zero budget e.g Clusters
  80 of targets with 63 budget

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Lessons Learned

• Government Policy changes need to be flexible
• No pot of gold
• Funds for Coordinator only
• Slower start
• Need to convince partners of benefits of strategy
• Organic approach increases commitment

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Lessons learned

• Increased sustainability, didnt leave when the
  money was spent
• Concentrated on main Regional partners e.g
  Universities main business support organisation
• Should have encouraged more support from local
  (Grass roots) and national partners (Influence
  Budgets)

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Supply chains Clusters

• Powerful tools for
• Showing commercial value of intervention
• Aggregating needs
• Wider impact than individual SME
• Potential cluster identification

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Supply Chain Toolkit
Process
Phase 1-Entry Analysis Phase 2-Analysis
Understanding Phase 3-Implementation (Professional
ly facilitated)
1.SCD Issues Checklist
Internal Causes
Supply Chain Derived Causes
Suggested Internal Improvement Initiatives
2. SC Awareness Survey
3. Customer/Supplier Network Map
Identify key issues
4.Two-Way Relationship Survey
5. Supply Chain Conferencing
Identify Improvement Opportunities
6. Multi-Company Improvement Projects Manual
Partnership Sourcing Relationship
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SEPIASouth East Programme for Innovative Actions

• NEW ENABLING SERVICES

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The Process Available On A Pick Mix Basis
Diagnosis of innovation strengths and weaknesses
against six core competencies
WP1 Innovation Health Check
Training and education modules on innovation
management and processes
WP2 Deepening Knowledge for
Innovation
WP3 Developing Innovation Strategies
Assistance to develop new ideas through workshops
and hands on help
WP4 Inspiring Innovativeness
Exemplar visits
Referral system to tools, techniques and contacts
WP5 Facilitating Implementation
Innovation Drives Progress
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Innovation Culture

• The Business of Education
• When do you start encouraging innovation and
  entrepreneurship?
• Brainstorming Innovation Groups (BIG)
• How do you get the Light bulb to switch on?

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THE BUSINESS OF EDUCATION

• A Development Programme for Professionals in
  Education

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THE BUSINESS OF EDUCATION IS

• A development programme providing educators with
  an avenue for improving their use of enterprise
  and entrepreneurship skills for both personal,
  professional and educational purposes.
• The programme has been designed to offer
  flexibility with reference to access content and
  delivery.

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PARTICIPANTS SHOULD

• Develop an insightful understanding of
  entrepreneurship
• Develop the ability to place this paradigm within
  the mainstream education framework
• Develop the ability to place workplace education
  within the framework of academic curriculum
  meeting the governments Work Related Learning
  statutory objectives
• Understand the rule of educators in
• mentoring and facilitation of
• workplace learning

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PROGRAMME CONTENT
The Business of Education programme consists of
6 modules all linked to the curriculum

• Business Structure and Legal Requirements
• Business Design
• Business Marketing
• Business Finance
• Business Taxation
• Business Plan

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SEPIASouth East Programme for Innovative Actions

• Brainstorming Innovation Groups
• (BIG)

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BIG

• Stimulating new ideas
• Start-ups
• SME groups or single company
• Techniques for capturing ideas
• Technology Solution
• Novel professional facilitation

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BIG

• Low cost ways of innovating
• WHIRLPOOL train 15000 employees on how to
  generate innovative ideas
• Mexican cement company CEMEX devote nine
  innovation days a year to harvest employee
  ideas. One such day produced 250 ideas of which
  ten had value and could be implemented
  immediately.
• Google run an Annual Code Jam Competition that
  gives small cash prizes for the best solutions to
  some of their most difficult problems.

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BIG

• BIG DVD

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Summary

• Innovation for the few or the many?
• High tech only?
• Holistic or focused
• Counselling V Consultancy
• Free or chargeable services
• Consistent long term provision
• Customer confusion
• Innovation Creative Culture

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Thank you for you Listening

• Peter Parsons
• CEO
• TEK