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.
