Periodic Reporting for period 1 - MELIITA 3 H2020 (Maltese-European Linkages for Internationalisation, Innovation and Technology Transfer [3])
Período documentado: 2019-01-01 hasta 2019-12-31
The objective behind the MELIITA 3 proposal is to support the smart growth of Maltese SMEs by increasing the efficiency and effectiveness of investments in research, development and innovation and to contribute to a better and more efficient connection of stakeholders and players along the innovation chain. By combining the actions under this Horizon2020 programme with the support being offered under COSME, the Network will be best positioned to offer both business and innovation support along the entire value chain. Services are thus being provided to clients in the wider context of, and in line with, the Europe 2020 strategy. There are two specific objectives which the Malta consortium will aim to achieve by end 2019, namely [i] to ensure that key SMEI, FET-Open and FTI beneficiaries are supported effectively so that their full potential can be exploited and [ii] to ensure that the innovation management capacity of Maltese micro and SME clients is enhanced.
In order to achieve the first objective, the consortium will commit to assisting beneficiaries of funding schemes like SME Instrument, Fast Track to Innovation, and Future and Emerging Technologies Open through Key Account Management [KAM] services. Specialised Network personnel will be deployed to facilitate coaching services to such clients following the assessment of coaching needs and identification of suitable coaches. The second main objective will be attained through the deployment of Network services to assess the innovation management capacity of pre-identified clients. The activity under this work package is planned to help SMEs become aware of, and address, the main deficiencies in their innovation management systems since this is perceived as a potential barrier to the creation of economic impact from innovation activities. The KPIs for the period in question were as follows: 3 clients taking up KAM services, and 6 clients to benefit from EIMC. Only three partners within the MELIITA Consortium were envisaged to actively implement this 2019 project. The Consortium currently enjoys one certified KAM expert [within Partner 04] plus two certified IMP3rove Assessors [from Partners 01 and 02]. During 2019, the said KAM expert undertook specific training in line with the goals of Work Package 1 and is claiming travel-related expenses accordingly.
In order to achieve the first objective, the consortium will commit to assisting beneficiaries of funding schemes like SME Instrument, Fast Track to Innovation, and Future and Emerging Technologies Open through Key Account Management [KAM] services. Specialised Network personnel will be deployed to facilitate coaching services to such clients following the assessment of coaching needs and identification of suitable coaches. The second main objective will be attained through the deployment of Network services to assess the innovation management capacity of pre-identified clients. The activity under this work package is planned to help SMEs become aware of, and address, the main deficiencies in their innovation management systems since this is perceived as a potential barrier to the creation of economic impact from innovation activities. The KPIs for the period in question were as follows: 3 clients taking up KAM services, and 6 clients to benefit from EIMC. Only three partners within the MELIITA Consortium were envisaged to actively implement this 2019 project. The Consortium currently enjoys one certified KAM expert [within Partner 04] plus two certified IMP3rove Assessors [from Partners 01 and 02]. During 2019, the said KAM expert undertook specific training in line with the goals of Work Package 1 and is claiming travel-related expenses accordingly.
WP1 (KAM): This service depended entirely on external factors since the service could only be offered to local beneficiaries of SMEI, FET-Open and FTI initiatives. During 2019, KAM services were offered and successfully delivered to the only one SME Instrument Phase 1 beneficiary; no other beneficiaries for the other two programmes were announced for Malta, throughout the year under review. The sole 2019 beneficiary is a health-tech startup and the company is a regular Network client even under COSME actions.
Contact was immediately made with the client upon notification of their success and supported throughout the process. The coaching package was completed successfully. Coaching progress was monitored closely by the assigned KAM to ensure that beneficiaries achieved maximum benefit from the activity and now the client will be monitored continuously by the Network and supported throughout its growth journey, integrating other actins covered by the sister COSME programme.
WP2 (EIMC): The consortium promoted the EIMC services with two “star” clients being deemed most suitable to benefit from this action. The exercise kicked off rather slowly during the first half of the project period due to the lack of interest and commitment from the clients’ side. A lot of effort was dedicated by the three assessors in order to motivate clients and get them to commit to the full assessment as required by the IMP3rove methodology. Although clients would initially acknowledge the value of this action, their willingness to commit over time dwindles and hence makes it difficult to actually carry out the assessment. During 2019, Partner 01 [ME] managed to engage with a particular client, operating in advanced manufacturing and automation services. This company was facing difficulties as it had grown in an unstructured manner from a strictly family business to a company with around 15 employees. Whilst feasible innovative ideas were being proposed and tested, the owners were most of the time fire-fighting and stretching their resources to grow their market and were at a point where they were missing out on good business leads due to this ad hoc management style of the business.
The client undertook the assessment and were committed to addressing the challenges and weaknesses that were highlighted by the assessment. The action plan is still being implemented but improvements are tangibly visible, with the client integrating other EU programmes like the Erasmus for Young Entrepreneurs, into their business plan for 2020-2022.
Contact was immediately made with the client upon notification of their success and supported throughout the process. The coaching package was completed successfully. Coaching progress was monitored closely by the assigned KAM to ensure that beneficiaries achieved maximum benefit from the activity and now the client will be monitored continuously by the Network and supported throughout its growth journey, integrating other actins covered by the sister COSME programme.
WP2 (EIMC): The consortium promoted the EIMC services with two “star” clients being deemed most suitable to benefit from this action. The exercise kicked off rather slowly during the first half of the project period due to the lack of interest and commitment from the clients’ side. A lot of effort was dedicated by the three assessors in order to motivate clients and get them to commit to the full assessment as required by the IMP3rove methodology. Although clients would initially acknowledge the value of this action, their willingness to commit over time dwindles and hence makes it difficult to actually carry out the assessment. During 2019, Partner 01 [ME] managed to engage with a particular client, operating in advanced manufacturing and automation services. This company was facing difficulties as it had grown in an unstructured manner from a strictly family business to a company with around 15 employees. Whilst feasible innovative ideas were being proposed and tested, the owners were most of the time fire-fighting and stretching their resources to grow their market and were at a point where they were missing out on good business leads due to this ad hoc management style of the business.
The client undertook the assessment and were committed to addressing the challenges and weaknesses that were highlighted by the assessment. The action plan is still being implemented but improvements are tangibly visible, with the client integrating other EU programmes like the Erasmus for Young Entrepreneurs, into their business plan for 2020-2022.
WP1 (KAM): Due to the situation where there was a very low number of local beneficiaries to start off with, the consortium was in continuous contact with local startups and established businesses with innovative ideas, encouraging and supporting them to submit good-quality proposals. Continuous promotion of the instruments was done through local events, and more specifically during one-to-one meetings with SMEs with appropriate potential. Results of SME Instrument especially were followed closely in order to retain an updated list of local SMEs that are submitting proposals, including those receiving a Seal of Excellence. An investigation of possible ways of supporting SoE holders has commenced, with direct communication with the relevant personnel from the European Commission and the SoE Community of Practice. This has borne the desired results and the Consortium is pleased to announce that national funds will be probably put aside to support Maltese SoE companies as of 2020.
WP2 (EIMC): Two clients were targeted to benefit from this action and enhance their innovation management capacity. The initial meetings were held wherein it was explained to them the benefits of, and purpose of assessing one’s company disposition to, utilizing innovation management techniques and whether improvement could be made in the future. Ultimately only one client effectively participated in the assessment of the extent of its innovation management techniques used in their daily operations, organisational structure, culture and policies. Following the improve assessment process a report was prepared and a discussion on the outcome ensued. A work programme was drafted to outline the way forward to introduce changes to enhance the use of innovation management techniques and improve areas of operations. The recommendations to the client were basically to define and document a new business model that reflects their transition from a very small family business with a strictly domestic market, to a larger company with an important number of skilled employees and potential new foreign leads. The client was also advised to benefit from national schemes and initiatives to enhance their financial management practices which were possibly affecting their profitability. The company welcomed these recommended actions and the consortium will re-visit the client in the near future to monitor the progress.
WP2 (EIMC): Two clients were targeted to benefit from this action and enhance their innovation management capacity. The initial meetings were held wherein it was explained to them the benefits of, and purpose of assessing one’s company disposition to, utilizing innovation management techniques and whether improvement could be made in the future. Ultimately only one client effectively participated in the assessment of the extent of its innovation management techniques used in their daily operations, organisational structure, culture and policies. Following the improve assessment process a report was prepared and a discussion on the outcome ensued. A work programme was drafted to outline the way forward to introduce changes to enhance the use of innovation management techniques and improve areas of operations. The recommendations to the client were basically to define and document a new business model that reflects their transition from a very small family business with a strictly domestic market, to a larger company with an important number of skilled employees and potential new foreign leads. The client was also advised to benefit from national schemes and initiatives to enhance their financial management practices which were possibly affecting their profitability. The company welcomed these recommended actions and the consortium will re-visit the client in the near future to monitor the progress.