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CoachCom2020 Report Summary

Project ID: 635518
Funded under: H2020-EU.

Periodic Reporting for period 1 - CoachCom2020 (CoachCom2020 – a coaching community enhancing impact of the H2020 SME Instrument)

Reporting period: 2014-09-01 to 2016-02-29

Summary of the context and overall objectives of the project

CoachCom2020 is a coordination and support action which has been selected by the European Commission to develop a framework for the business innovation coaching which is offered to the beneficiaries of the Horizon 2020 SME Instrument (SMEI).

CoachCom2020 works with 3 groups of stakeholders
• EASME (the EC Agency responsible for the management of the SME Instrument initiative)
• Coaches (business innovation experts supporting the SME beneficiaries to achieve their innovation and commercialization objectives)
• KAMs (Key Account Managers working for the Enterprise Europe Network who act as a link between the SME beneficiaries and the coaches to facilitate and supervise the coaching process)
to help SMEs succeed with their business innovation projects and master the next challenge on their innovation journey as they move from one stage in their life cycle to the next.

CoachCom2020 provides the SMEI coaching community with an organizational set-up, an operational platform, and an infrastructure for peer learning, including:
• a holistic approach to business innovation along the stages of a company’s life cycle
• a case tracking/monitoring system
• an impact evaluation/benchmarking system
• a learning platform for the professional community of business innovation coaches.

CoachCom2020 is a consortium of complementary organizations working in the field of business innovation coaching or innovation support throughout Europe, including: Innovayt SA (DK) (Coordinator), Platinn - Association Plateforme pour l’Innovation (CH), Scottish Enterprise (UK), Lithuanian Innovation Centre (LT), TII – Association Européenne pour le Transfert des Technologies (LU), CENTRIM at the University of Brighton (UK) and Oppidoc SARL (FR).

Work performed from the beginning of the project to the end of the period covered by the report and main results achieved so far

"The work of the first project year focused on defining the organizational frame of the coaching scheme and setting up the IT platform as the backbone for its realization. This work was performed in intense interaction with all stakeholders, i.e. the different EASME units, the Commission's representative from DG R&I, the EEN KAM coordinators and the KAMs (Key account managers) as well as the EASME business coaches. Several loops of specification and validation were conducted with the user groups. Under an enormous time pressure (largely due to an administratively delayed project start) the work was achieved in high speed, job descriptions were defined and agreed, a recommendation scheme put in place for recruitment, methodological basics established in a series of handbooks, and finally the case tracker platform released in March 2015. Since this time over 1000 SME Instrument projects have gone through the pipeline of the joint workflow between EASME, EEN/KAM and coach. Today 48 of these 1000 cases might be considered as "success stories" and every day (sometimes enthusiastic) feedback is coming in from the SME beneficiaries. Besides defining the organization and setting up the system the CoachCom team invested hugely into the competence development of the KAMs and the coaches in a series of smaller coach induction meetings as well as large scale KAM and Coach-KAM training events.

The value proposition of CoachCom2020 is based on achieving objectives within eight dimensions of the coaching system. Detailed achievements within the first project year are approximated in the following:
1. Structured and shared workflows of coaching cases: 150%
2. Synergetic cooperation between the regional and the European dimension: 80%
3. Quality recruitment and assigning of coaches: 50%
4. Embedded coaching quality control system: 80%
5. International learning community for coaches in close interaction with the community of EEN key accounts: 50%
6. Close stakeholder communication: 10%
7. Case tracking, Indicators and monitoring: 80%
8. Governance in the multi-stakeholder network: 90%

Very clearly, the remarkable work achieved so far, would not have been possible without the willingness and capability of all partners and stakeholders to advance together in an agile developmental way. The impact that this ongoing accomodation to real-life real-time needs has had on the project work plan is detailed in the first project year interim report."

Progress beyond the state of the art and expected potential impact (including the socio-economic impact and the wider societal implications of the project so far)

"The project contributes to the following five larger dimensions of impact:
• Effective collaboration between coaches and EEN key accounts in favor of SME coaching.
• Strategic convergence of regional decision makers and European authorities in charge of the SME instruments on the specific mission of EEN key accounts within the European coaching scheme.
• Effectiveness of the community platform and coaching in reaching its target SME audience/users.
• Strategic orientation and positive SME impact of coaching measured at the gate from their SMEI phase 1 project to their SMEI phase 2 project.
• Positive SME impact measured at the gate from their SMEI phase 2 project phase 2 to enhanced "phase 3" services.

In order to leverage the value created and demonstrated at European level within CoachCom, an exploitation path will be set up among the consortium partners and in interaction with the EASME that will open the future option for regions to access and use parts of the coaching platform in their innovation support systems."

Related information

Record Number: 190292 / Last updated on: 2016-11-14
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