Connecting healthtech innovation ecosystems for user-centred and business-driven entrepreneurial education propelling next-generation digital health solutions

Informazioni relative al progetto

HealthEConnect

ID dell’accordo di sovvenzione: 101100468

DOI

10.3030/101100468

Progetto chiuso

Data della firma CE 20 Dicembre 2022

Data di avvio 15 Gennaio 2023

Data di completamento 14 Luglio 2025

Finanziato da

• European innovation ecosystems

Costo totale

Nessun dato

Contributo UE

€ 1 000 000,00

Coordinato da

UNIVERSIDADE NOVA DE LISBOA
Portugal

Periodic Reporting for period 2 - HealthEConnect (Connecting healthtech innovation ecosystems for user-centred and business-driven entrepreneurial education propelling next-generation digital health solutions)

Periodo di rendicontazione: 2024-07-15 al 2025-07-14

Sintesi del contesto e degli obiettivi generali del progetto

Rising costs, resource pressures, chronic diseases, and an ageing population have pressured Europe to improve healthcare and advance technologies. While much innovation occurs within healthcare institutions, less is done outside traditional frameworks. Non-traditional players like educational institutions increasingly drive innovation, but typical science and medical curricula lack instruction on innovation and entrepreneurship, creating a gap. Thus, educational programs are needed to equip future health innovators with essential mindsets and skills.

To address this need, healthcare innovation and entrepreneurship education programs with real-life approaches have emerged, both in and outside Europe (e.g. Denmark). Closing the innovation gap in Europe requires fostering best practices and resource flows between ecosystems at different development levels.

Starting January 2023, HealthEConnect, a 2.5-year project funded by Horizon Europe, aims to develop a co-designed, entrepreneurial-driven health tech innovation program in Lisbon. It seeks to strengthen cooperation between the healthtech ecosystems of Lisbon (PT) and Hovedstaden (DK), support next-generation healthtech companies, and create sustainable, long-term collaboration among ecosystem members.

Lavoro eseguito dall’inizio del progetto fino alla fine del periodo coperto dalla relazione e principali risultati finora ottenuti

1. Compendium of Best Practices (D1.1): Collected exemplary educational programs in entrepreneurial competence from Europe and North America, focusing on linking students with businesses and supporting Health Tech entrepreneurship.

2. Focus Group for Program Selection (M1): Analyzed the compendium with the Lisbon Healthcare Innovation Ecosystem to select five best practices for the Portuguese context:

- CBS MSc in Business Administration and Entrepreneurship (#2)
- Patient Innovation Bootcamp (#3)
- BII Summer School (#8)
- Novo Nordisk Fellowship Program (#9)
- KTH MSc in Innovative Technologies (#11)

3. Exploratory Case Studies (D1.2): Conducted interviews with various stakeholders to analyze the five selected best practices. Created descriptive reports for each best practice.

4. Pilot Program Design (D3.1): Developed a co-designed, user-centered Health Innovation pilot program, combining resources from Nova SBE and NMS and partner with other consortium entities. The pilot, part of Nova SBE’s MSc in Impact Entrepreneurship and Innovation (MIEI), focuses on Health Innovation, ensuring graduates have both medical and business expertise, offering a personalized curriculum focused on healthcare and well-being. The program balances theory and practice, offering hands-on learning and real-world insights into innovation and entrepreneurship. It uses existing resources and new activities from the project consortium and Health Innovation Ecosystem members. The pilot evaluates the curriculum and work projects to equip students with the skills to innovate in healthcare. Work projects may include:
a.Collaborating with patient-created startups (Patient Innovation)
b.Partnering with BioInnovation Institute startups in Copenhagen
c.Working with Nova SBE’s Innovation Ecosystem partners (e.g. Lab To Market, Fidelidade)
d.Engaging with other Health Innovation Ecosystem companies
e.Creating their own ventures.
f.Conduct Healthcare Innovation research

5. Pilot Execution:
- Dissemination and Recruitment (D5.1): Conducted outreach events, seminars, and networking to recruit participants and promote the program. Events included career fairs, visits to Nova Medical School, and “Lunch for Thoughts” sessions.
- Pilot Operation (D5.2): Ensured execution for 19 enrolled students in the first batch. This included:
a. Designing and delivering new curricular units within NMS for non-medical students.
b. Presenting over 25 work project offers from 18 partners.
c. Supervising students' work project development.
d. Facilitating communication between NMS and Nova SBE.
e. Evaluating and fine tuning the specialization curricula and delivery mode.

Progressi oltre lo stato dell’arte e potenziale impatto previsto (incluso l’impatto socioeconomico e le implicazioni sociali più ampie del progetto fino ad ora)

Potential Impacts:

- New Educational Program: Launch a health entrepreneurship and innovation program in Lisbon, integrating best practices from European hubs like Copenhagen, co-designed by educational institutions, health tech businesses, incubators, and other stakeholders.
- Enhanced Education Quality: Improve entrepreneurial education in Lisbon, equipping local talent with skills to support business acceleration and digitalization through the new program.
- Stronger Ecosystem: Boost Lisbon’s health tech ecosystem by enhancing network connectivity, supporting innovators and companies, and increasing entrepreneurial activity with potential scale-up across Europe and internationally.
- European Cooperation: Strengthen and expand cooperation between European innovation ecosystems.
- Resource Flows: Improve innovation resource flows between Copenhagen and Lisbon through frameworks produced by the project, including the new educational program, HealthEConnect forum, and Talent network.


Key needs for further success:

- Program Validation: Validate the educational program’s content and relevance based on pilot test results, partner feedback, and ecosystem recommendations. Adjust curriculum and methodologies as needed to create a refined, effective program.
- Communication and Dissemination: Implement a mix of digital campaigns (website, social media, press releases) and engagement events (bilateral meetings, working sessions, participation in other events).
- Exploitation Plan: Develop a plan and blueprint to secure HealthEConnect’s sustainability, ensuring financial, market, and organizational readiness for future implementation. Provide policy insights to enhance the role of higher education in regional economic growth and innovation.