Periodic Reporting for period 1 - Swennis 2020-2021 (Sweden EEN consortium Innovation Support 2020-2021)
Berichtszeitraum: 2020-01-01 bis 2021-12-31
Successful growth companies tend to be significantly better at innovation management than average. However, most SMEs and SME support organisations consider the inability to manage innovation processes efficiently and effectively as one of the most important barriers to create European economic impact (competitiveness, growth, and jobs) from innovation activities in SMEs.
The objective of Swennis 2020-2021 was to address these problems by providing services enhancing the innovation management capacity of Swedish SMEs to increase and accelerate their economic returns from innovation.
Two SME target groups were divided into:
1) KAM (Key Account Management) services: The beneficiaries of the funding schemes SME Instrument, European Innovation Council (EIC) Accelerator, Fast Track to Innovation (FTI), and Future and Emerging Technologies Open (FET-Open) under H2020 were supported by a KAM to exploit their full business and innovation potential, and
2) EIMC (Enhance Innovation management Capacity) services: SMEs with significant innovation activities and a high potential for internationalisation were supported by innovation experts to ensure that the innovation management capacity was increased.
The project has been very successful. A total number of 155 SMEs were supported (target was 144) of which:
• WP1: 63 SMEs accepted coaching and received KAM services (including 2 FTI + 2 FET Open + 1 Seal of excellence) of which 62 cases completed (and one ongoing); and
• WP2: 92 SMEs received EIMC services of which 89 completed (and two ongoing).
The distribution between KAM and EIMC services was affected by the number of successful SMEs applying for the H2020 programme. KAM services where no longer offered to beneficiaries in 2021 Horizon Europe through the Swennis project. However, KAM services were carried out according to plan and beneficiaries of SME Instrument phase 1 and 2 from cut off dates 2019 and 2020 have been supported. The number of beneficiaries declined radically once the SME Instrument phase 1 was closed and with no new EIC Accelerator beneficiaries in 2021, the project’s focus shifted towards EIMC services.
The objective of Swennis 2020-2021 was to address these problems by providing services enhancing the innovation management capacity of Swedish SMEs to increase and accelerate their economic returns from innovation.
Two SME target groups were divided into:
1) KAM (Key Account Management) services: The beneficiaries of the funding schemes SME Instrument, European Innovation Council (EIC) Accelerator, Fast Track to Innovation (FTI), and Future and Emerging Technologies Open (FET-Open) under H2020 were supported by a KAM to exploit their full business and innovation potential, and
2) EIMC (Enhance Innovation management Capacity) services: SMEs with significant innovation activities and a high potential for internationalisation were supported by innovation experts to ensure that the innovation management capacity was increased.
The project has been very successful. A total number of 155 SMEs were supported (target was 144) of which:
• WP1: 63 SMEs accepted coaching and received KAM services (including 2 FTI + 2 FET Open + 1 Seal of excellence) of which 62 cases completed (and one ongoing); and
• WP2: 92 SMEs received EIMC services of which 89 completed (and two ongoing).
The distribution between KAM and EIMC services was affected by the number of successful SMEs applying for the H2020 programme. KAM services where no longer offered to beneficiaries in 2021 Horizon Europe through the Swennis project. However, KAM services were carried out according to plan and beneficiaries of SME Instrument phase 1 and 2 from cut off dates 2019 and 2020 have been supported. The number of beneficiaries declined radically once the SME Instrument phase 1 was closed and with no new EIC Accelerator beneficiaries in 2021, the project’s focus shifted towards EIMC services.
The KAM services were carried out according to plan. The KAM services started directly after approval of the beneficiary’s H2020-project with a first contact to carry out a needs analysis and to assess coaching priorities. Suitable business innovation coaches were selected from the provided database (EIC Case Tracker). Predominantly, international coaches were identified and selected by the beneficiaries and the coaching was most often performed with great satisfaction. The KAM moderated the coach-beneficiary interactions and accompanied the beneficiaries through their H2020 project. When relevant, EEN services under COSME were offered in parallel with KAM activities. Beneficiaries who received the “Seal of excellence” were offered three days of coaching as well as EEN services.
The EIMC services were also carried according to plan. The EIMC services started with a pre-meeting with selected SMEs. Innovation management and the EIMC process was presented in general terms and it was agreed on whether the collaboration should continue or not. The assessment was carried out using either one of IMP³rove’s two tools (IMP³rove approach or Innovation Management Excellence Assessment) or Enterprise Ireland’s Innovation Health Check. The results were interpreted, a report was produced and an action plan addressing the main bottlenecks was developed and presented to the company.
Coaching was proposed during the implementation phase when an action plan was agreed on. The vast variety of needs led to a variety of need-based coaching workshops that were developed continuously during the project. Consequently, many workshops addressed one or more themes, including for example innovation strategy, strategic foresight, idea generation, service dominant logic, funding, strategic external partners, digital awareness and sustainability.
The services were carried out by twelve senior innovation experts from four different partners (IVF, RISE, Invest in Skane and LTU Business). All partners are active in Enterprise Europe Network (SweNet) under COSME and acting as a one-stop shop for business and innovation support to SMEs. Each client specific needs have been prioritized during the client journey ensuring that they made the best use of the local, national, and EU ecosystem.
The project was affected by Covid-19 during almost the entire project period. One consequence of this was a shift towards conducting all innovation services digitally.
In fact, digital KAM and EIMC services have been implemented beyond expectations and the entire project has proceeded during these new circumstances without interruptions. SMEs were willing to meet digitally and with no travel time even more participants could join the workshops.
The EIMC services were also carried according to plan. The EIMC services started with a pre-meeting with selected SMEs. Innovation management and the EIMC process was presented in general terms and it was agreed on whether the collaboration should continue or not. The assessment was carried out using either one of IMP³rove’s two tools (IMP³rove approach or Innovation Management Excellence Assessment) or Enterprise Ireland’s Innovation Health Check. The results were interpreted, a report was produced and an action plan addressing the main bottlenecks was developed and presented to the company.
Coaching was proposed during the implementation phase when an action plan was agreed on. The vast variety of needs led to a variety of need-based coaching workshops that were developed continuously during the project. Consequently, many workshops addressed one or more themes, including for example innovation strategy, strategic foresight, idea generation, service dominant logic, funding, strategic external partners, digital awareness and sustainability.
The services were carried out by twelve senior innovation experts from four different partners (IVF, RISE, Invest in Skane and LTU Business). All partners are active in Enterprise Europe Network (SweNet) under COSME and acting as a one-stop shop for business and innovation support to SMEs. Each client specific needs have been prioritized during the client journey ensuring that they made the best use of the local, national, and EU ecosystem.
The project was affected by Covid-19 during almost the entire project period. One consequence of this was a shift towards conducting all innovation services digitally.
In fact, digital KAM and EIMC services have been implemented beyond expectations and the entire project has proceeded during these new circumstances without interruptions. SMEs were willing to meet digitally and with no travel time even more participants could join the workshops.
Swedish SMEs that have benefited from the project are most likely better prepared to handle future innovations and there are signs that show that they have increased their innovation management capacity as a result of having received EIMC or KAM services that hopefully will lead to long-term positive economic impact (competitiveness, growth, and jobs). Enhancing innovation capacity is a continuous process that takes time to implement.
The direct impact on clients of the KAM services showed that a great majority of the beneficiaries of H2020 projects found the coaching addressing different needs very valuable. International coaches with various perspective were appreciated. Some expressed potential for growth and growth acceleration due to provided international network as well as the development of growth strategy. Others indicated better profitability and entrance to new markets and establishment of some key contacts. Also, an indication of improved business strategies as well as contributing to strategic plans and significantly improved ability to make strategic choices related to international expansion including choice of the market as well as organizational and operational preparations to scale. All positive effects of coaching.
The direct impact on clients of the EIMC services often showed a great satisfaction after assessment and coaching and most of the clients found the coaching valuable. SMEs having benefited from the EIMC services gained a greater insight about innovation management. They started to think in a different way and increased their ability to innovate. Moreover, they are better prepared to handle uncertainty and a fast changing and challenging future market.
Other impacts and benefits according to clients were better profitability, new markets, new offers, new processes, better consumer insight, an innovation portfolio, increased ability to strengthen the brand, action plan to take innovation closer to the market and market insights. All in all, a better understanding of innovation, innovation management, and capability to implement innovation management throughout the company
The direct impact on clients of the KAM services showed that a great majority of the beneficiaries of H2020 projects found the coaching addressing different needs very valuable. International coaches with various perspective were appreciated. Some expressed potential for growth and growth acceleration due to provided international network as well as the development of growth strategy. Others indicated better profitability and entrance to new markets and establishment of some key contacts. Also, an indication of improved business strategies as well as contributing to strategic plans and significantly improved ability to make strategic choices related to international expansion including choice of the market as well as organizational and operational preparations to scale. All positive effects of coaching.
The direct impact on clients of the EIMC services often showed a great satisfaction after assessment and coaching and most of the clients found the coaching valuable. SMEs having benefited from the EIMC services gained a greater insight about innovation management. They started to think in a different way and increased their ability to innovate. Moreover, they are better prepared to handle uncertainty and a fast changing and challenging future market.
Other impacts and benefits according to clients were better profitability, new markets, new offers, new processes, better consumer insight, an innovation portfolio, increased ability to strengthen the brand, action plan to take innovation closer to the market and market insights. All in all, a better understanding of innovation, innovation management, and capability to implement innovation management throughout the company