Periodic Reporting for period 1 - MELIITA 4 (Maltese-European Linkages for Internationalisation, Innovation and Technology Transfer 4)
Reporting period: 2020-01-01 to 2021-12-31
The objective behind the MELIITA 4 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 2021, namely:
● To ensure that key SMEI, EIC, FET-Open and FTI beneficiaries are supported efficiently and effectively so that their full potential can be exploited; and
● 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.
The MELIITA Consortium currently enjoys one certified KAM expert plus two certified IMP3rove Assessors; a staff complement that is foreseen as suitable for the consortium to reach the set targets.
● To ensure that key SMEI, EIC, FET-Open and FTI beneficiaries are supported efficiently and effectively so that their full potential can be exploited; and
● 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.
The MELIITA Consortium currently enjoys one certified KAM expert plus two certified IMP3rove Assessors; a staff complement that is foreseen as suitable for the consortium to reach the set targets.
WP1 (KAM): This service depended entirely on external factors, since the service could only be offered to local beneficiaries of SMEI, EIC, FET-Open and FTI initiatives. Over the course of the project, advisory services were provided to 49 clients (target: 20) on a variety of funding instruments, including amongst other FTI, EIC programmes, Cascade Funding and other EU programmes. Clients’ queries were addressed and clients directed to the most relevant programmes according to their needs and characteristics. The main programme target in 2021 was the EIC Accelerator.
Participation to Horizon Europe programmes was accompanied with 8 proposals submitted in 2020 to FTI, EIC Accelerator, SME Innovation Associate, Innowide (Cascade funds), Impact Edtech. A Maltese participant, Acceler8, was selected as partner in an EIC Transition first stage proposal in 2021. Support from MCST allowed clients to identify relevant calls and improve their proposal quality as well as linking up with foreign partners.
WP2 (EIMC): The main aim under this work package is to assist Maltese SMEs that are potentially high-growth to enhance their innovation management capabilities, irrespective of whether they applied for SMEI funding or otherwise. It is planned that a diagnostic assessment of the client’s operations will be carried out and a tailored action plan highlighting the way forward will be submitted to client to implement. Both the IMP3rove methodology and the Innovation Health Check, developed by the Network partners in Ireland, have been adopted and the MELIITA consortium now has three certified IMP3rove assessors, and two certified IHC assessors, to assist clients accordingly.
A number of information actions, under the Network’s COSME programme were held to generate more awareness about the benefits of adopting innovation management activites as an integrated part of the SMEs’ business culture. Benefits derived from EIMC services were also highlighted during individual meetings and visits held with promising EIMC candidates, and the EEN team [and the cooperating H2020 NCPs] ensured that such clients are informed of the benefits of such assessments. This is in alignment to the new client-centric approach being undertaken by the consortium and also with direct reference to the hub and spoke model.
During the years under review, Partner 01 [ME] managed to engage with 3 Network clients, that were basically facing difficulties with organisational structure, and with generating new ideas to innovate the way the business is managed. In nearly all the 3 cases, feasible innovative ideas were being proposed and tested, but the owner managers 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.
Participation to Horizon Europe programmes was accompanied with 8 proposals submitted in 2020 to FTI, EIC Accelerator, SME Innovation Associate, Innowide (Cascade funds), Impact Edtech. A Maltese participant, Acceler8, was selected as partner in an EIC Transition first stage proposal in 2021. Support from MCST allowed clients to identify relevant calls and improve their proposal quality as well as linking up with foreign partners.
WP2 (EIMC): The main aim under this work package is to assist Maltese SMEs that are potentially high-growth to enhance their innovation management capabilities, irrespective of whether they applied for SMEI funding or otherwise. It is planned that a diagnostic assessment of the client’s operations will be carried out and a tailored action plan highlighting the way forward will be submitted to client to implement. Both the IMP3rove methodology and the Innovation Health Check, developed by the Network partners in Ireland, have been adopted and the MELIITA consortium now has three certified IMP3rove assessors, and two certified IHC assessors, to assist clients accordingly.
A number of information actions, under the Network’s COSME programme were held to generate more awareness about the benefits of adopting innovation management activites as an integrated part of the SMEs’ business culture. Benefits derived from EIMC services were also highlighted during individual meetings and visits held with promising EIMC candidates, and the EEN team [and the cooperating H2020 NCPs] ensured that such clients are informed of the benefits of such assessments. This is in alignment to the new client-centric approach being undertaken by the consortium and also with direct reference to the hub and spoke model.
During the years under review, Partner 01 [ME] managed to engage with 3 Network clients, that were basically facing difficulties with organisational structure, and with generating new ideas to innovate the way the business is managed. In nearly all the 3 cases, feasible innovative ideas were being proposed and tested, but the owner managers 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.
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.
WP2 (EIMC): Various 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 three clients effectively participated in the assessment of the extent of their 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 operation to a growth perspective.
The clients were 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): Various 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 three clients effectively participated in the assessment of the extent of their 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 operation to a growth perspective.
The clients were 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.