ORGANIC – the EU Leonardo da Vinci Programme Project Dr. Richard MESSNARZ (ISCN, Austria-Ireland), Dr. Alexander E. BE

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 • 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% • Don’t knows 8% Study of 151 Multinationals

7. Innovation in Multinational Organizations • Success Factors • Executive management commitment 26% • Supportive organisational structure 17% • Positiveculture with global reach 15% • Young technically literate employees 13% • Realistic milestones - fewer layers 6% • Don’t knows 13% Study of 151 Multinationals

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. Skill Unit Example • Unit IM-COM: Innovation Manager – Communication Skills • Two elements: • E-Challenges for Innovation • Reporting & Presentation Skills

20. Skill Unit Element 1: E-Challenges for Innovation • ·Data formats and multimedia • ·    Data transmission costs, protocols and channels • ·      Hardware platforms and portability • ·      Security and confidentiality • ·      E-Learning services, procedures and costs • ·      Quality of information content • ·      Data presentation layers • ·      Certification procedures

21. Skill Unit Element 2: Reporting & Presentation Skills • Content formats • Audience • Interactiveness • Scheduling • Reporting

22. 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 - 2004)