Kein Folientitel

1

ORGANIC the EU Leonardo da Vinci Programme
Project Dr. Richard MESSNARZ (ISCN,
Austria-Ireland), Dr. Alexander E. BERIOZKO
(EDNES, France)
2
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)

3
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

4
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

5
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

6
Innovation in Multinational Organizations
Motivation for Innovation
Study of 151 Multinationals

• 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
• Dont knows 8

7
Innovation in Multinational Organizations
Success Factors
Study of 151 Multinationals

• Executive management commitment 26
• Supportive organisational structure 17
• Positive culture with global reach 15
• Young technically literate employees 13
• Realistic milestones - fewer layers 6
• Dont knows 13

8
Innovation in Distributed European Projects
Study involving 59 organizations (2003)

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

9
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.

10
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)

11
Participants
        ISCN (Austria-Ireland)         Danube
Innovation Relay Centre (Austria)         FGUVA
(Spain)         CIT (Slovenia)         TecNet
(Ireland)         MTA Sztaki (Hungary)        
EDNES (France)
12
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

13
Skills Definition Model
14
Skill Set
15
Skills / Practices Concerning
16
Skills Hierarchy (1)
17
Skills Hierarchy (2)
18
Skills Assessment Model
19
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 - 2005)

20
Training Programme

• Riga, Latvia, April 2006
• In the frame of Baltic ITT
• Free of charge
• Selectable units
• Certificates
• On-line self-testing
• www.innovationmanager.org
• End of 2005
• Contact ber_at_ednes.org