‘The devil is in details’ when it comes to the design and implementation (execution) of ecosystem initiatives. Even the greatest strategies can fail if they are not implemented well and with sufficient capacities. Operational decision-making practices and supervising the implementation of activities often make the difference of success or failure. The wide range of management tools and practices can be applied to manage the portfolio of innovation and entrepreneurship programmes and initiatives. Such efforts increasingly aim at enhancing ecosystem activities both within and beyond any organisational boundaries.
Portfolio management tools bring clarity in the management of many innovation projects. Specific programmes to incubate and accelerate startups can be launched to generate breakthroughs to be incorporated in existing value networks. The practices of R&D commercialisation, IP rights, licencing, venturing or other capital and financial solutions are to be revisited and improved jointly.
Portfolio management tools bring clarity in the management of many innovation projects. Specific programmes to incubate and accelerate startups can be launched to generate breakthroughs to be incorporated in existing value networks.
The practices of R&D commercialisation, IP rights, licencing, venturing or other capital and financial solutions are to be revisited and improved jointly.
At the Insight Foresight Institute, we have recently conducted a study for ENISA – Empresa Nacional de Innovacion, S.A. on this subject focusing on initiatives launched by public sector entities. Our mapping points to initiatives that explicitly address mission orientation and ecosystem-based approaches to a greater or lesser extent. Our work helps to understand how mission-oriented innovation initiatives operate and everything that actually happens, from the pre-planning stages to the moment they are launched, and we start to see short- and long-term results, going through all the necessary economic, political and social organization and management to make each initiative happen.
IFI supports the Member States to develop their Strategies and Roadmaps for International Cooperation in Research and Innovation. Totti Könnölä, CEO of IFI, participates in the expert panel of the Policy Support Facility for the European Commission.
The European Commission expert panel applied the entrepreneurial innovation ecosystem model developed by IFI in expert advice in Montenegro. In this assignment, Totti Könnölä, CEO if IFI, was the rapporteur of the panel that was set up to provide external advice and operational recommendations on how the country could develop its entrepreneurial innovation ecosystem. […]
Insight Foresight Institute has prepared a research on corporate innovation in Spain in connection with the E2I2 Forum (Education, Entrepreneurship, Innovation and Investment) coordinated by the Royal Academy of Engineering. The project consisted of: i) a study of the literature on intrapreneurship, innovation and corporate entrepreneurship, iii) verification of the data with public material, and […]
José Manuel Leceta, General Manager of Red.es, and Totti Könnölä, CEO of Insight Foresight Institute write on their experiences on the EIT. The article was presented in the seminar “Growth ecosystems as a tool in the new industrial and innovation policy” organised by by SITRA and Ministry of Economy and Employment of Finland. Established economies […]
The Ministry of Economic Affairs and Employment, the Finnish Funding Agency for Innovation TEKES and the Finnish Innovation Fund SITRA organised in autumn 2016 an international workshop to compile international research data on developing ecosystems. Totti Könnölä, CEO of Insight Foresight Institute, presented the paper “Co-creating Pan-European Innovation Ecosystems: reflections from the EIT”. Competition in the […]