Implementation of services enhancing the innovation management capacity of SMEs by the Enterprise Europe Network Paris Ile-de-France Centre (PIC2)

Informacje na temat projektu

PIC2INNO

Identyfikator umowy o grant: 643363

DOI

10.3030/643363

Projekt został zamknięty

Data podpisania przez KE 15 Grudnia 2014

Data rozpoczęcia 1 Czerwca 2014

Data zakończenia 31 Grudnia 2014

Finansowanie w ramach

• INDUSTRIAL LEADERSHIP - Innovation In SMEs

Koszt całkowity

€ 196 875,00

Wkład UE

€ 157 500,00

Koordynowany przez

CHAMBRE DE COMMERCE ET D'INDUSTRIE DE REGION PARIS ILE-DE-FRANCE
France

Periodic Reporting for period 1 - PIC2INNO (Implementation of services enhancing the innovation management capacity of SMEs by the Enterprise Europe Network Paris Ile-de-France Centre (PIC2))

Okres sprawozdawczy: 2014-06-01 do 2014-12-31

Podsumowanie kontekstu i ogólnych celów projektu

A. KAM mission (Key Account Manager)

The goals of the KAM during this trial period consisted of mentoring services as:
 To identify weaknesses in the innovation capacities of the beneficiary that hinders the realisation of growth opportunities and of the full commercial potential of SME Instrument participants.
 To identify suitable coaches (based on the assessment above) to address the identified weaknesses and moderating the coach-client relationship.
 To accompany the beneficiary through the SME instrument project.

B. Enhancing Innovation Management Capacity (EIMC) or IMSA.
IMSA stands for Innovation Management System Advisor.
For information, we have chosen a tool developed by the Chamber of Commerce and Industry of Auvergne-France called Check’Innov to do the assessment based on the CEN/TS16555-1 standard.

Prace wykonane od początku projektu do końca okresu sprawozdawczego oraz najważniejsze dotychczasowe rezultaty

A. KAM mission (Key Account Manager)

We have followed the process below:
Initiate: Contact with the SME and initial offer to provide KAM.
Step 1: The assessment of gaps and needs has been made on the basis of the CoachCom2020 methodology.
Step 2: Pre-selection of coaches and selection of the best match between the SME needs and coaches’ offer.
Step 3: Facilitation of coach-SME relationship and support to the establishment of the coaching plan.

During the trial period, Thomas FAUVEL worked with the SME called Active Innovation Management.

B. Enhancing Innovation Management Capacity (EIMC) or IMSA.

During the trial period, Cyril AKPAMA advised the SME called LUMILA.

In this case, the following steps were achieved:
Promotion: Selection of candidates – Assessment of SME suitability for the service

The candidates are selected on the basis of their ambition and motivation, and against a list of criteria to check:
 Strong interest for European / international markets (maturity to go international, awareness that further development is associated by a capacity to go international through innovation),
 Combination of strong assets for European cooperation and international growth with bottlenecks on a set of innovation management aspects.

Step 1 & 2: Action plan preparation. This includes two steps
 Assess innovation management capacity based on performance
 Needs / gaps analysis and action plan development

Innowacyjność oraz oczekiwany potencjalny wpływ (w tym dotychczasowe znaczenie społeczno-gospodarcze i szersze implikacje społeczne projektu)

Because of a lack of time in this experimentation phase, and because we only applied the services on one SME for each Work Package, we can only say that:

- SMEs benefiting from the EIMC services can have an overview of their innovation process and thus see where their weaknesses are. This is a good occasion for CEOs to discover the local services than can solve them.
- SMEs benefiting from the KAM Services discover that a coach can challenge them and help them saving time and money in a rapid development phase of their business. They expect a lot from this offer, even if it doesn’t represent direct money.

tool.png