Présentation d'Alain Bravo à la journée "Questions numériques 2011"

“Catalysing European Competitiveness in a Globalising World”

report of the panel of experts for the interim evaluation FP7-ICT

Presentation to the panel of the overall FP7 Interim Evaluation

23 June 2010

Alain Bravo Director General SUPELECChair of FP7-ICT Interim Evaluation Panel

••• 7

The ICT themewithin FP7-Cooperation

Socio-economic sciences and the

humanities

Security

SpaceHealth

Food, agriculture, biotechnology

Transport

Nanosciences, nanotechnologies,

materials, production

technologies

Environment

EnergyICT - Information

and Communication

Technologies9.1 B€ (2007-13)

2007 2008 2009 2010 2011 2012 2013 Total

ICT 1.107 1.114 1.142 1.202 1.323 1.512 1.710 9.110

••• 8

Panel report:Summary

ICT programme is– Relevant– Solid and largely well implemented

11 recommendations grouped in 3 sets of actions– Strengthening European ICT research in a

globalising world– Exploiting the pervasiveness of ICT via

integrated policies– Sharing risk

••• 9

FP7-ICT structure: a mix of technology push and solution pull

4. Digital libraries & content

5. ICT for health

6. ICT for mobility & sustainable growth

7. ICT for independent living, inclusion and governance

Fu

ture

an

d E

mer

gin

g

Tec

hn

olo

gie

s (F

ET

)

2. Cognitive systems, interaction, robotics

1. Network and service infrastructures

3. Components, systems, engineering

systems addressing socio-economic goals

~10% ~9% ~8%~4%

~9%

~30%

~10%

~20%

+AAL

+JTIs

tech

nolo

gy r

oadb

lock

s

••• 10

ICT theme in FPsan evolutionary perspective

ACTS

ESPRIT

TELEMATICS

FP5IST

FP4 FP5 FP6… FP7

FP6 IST

FP7ICT

CIP

JTIs

Art. 169

Modinis

eContent

eTEN

ETPs

eContent

eTEN

9 Technology Platforms in ICT

ARTEMIS (Embedded Systems)ENIAC (Nano-Electronics)

Ambient-AssistedLiving

ICT Policy Support Programme

PPPs

••• 11

Conclusions and recommendations (1/3)

Strengthening European ICT research in a globalising world

1) Continue with ICT in FP8 in a further strengthened form, flexibility and interdisciplinarity are needed to support dynamic and radical ICT innovation

2) Continue to build ERA combining national and European programmes (but) – clarify (fit for purpose) of portfolio of instruments and– address issues of dual management

3) To ensure balance between consensus-based R&D and longer term – expand (FP7) and extend FET (FP8)

4) Keep extending global reach of FP7-ICT– taking into account characteristics and capabilities of various parts of the

world (reciprocity, longer term competitiveness)– more proactive policy and EU presence in pre-normalisation and

standardisation

••• 12

… the view of participants

• Core’ participants are involved in multiple instruments & therefore have to deal with multiple regimes within the FP

– 60% of the organisations active in the JTIs participated also in FP7 mainstream ICT research – all of them ‘core’ participants.

– The same accounted for ~40% of the organisations involved in AAL

• Many organisations also participate in non-FP programmes of the EC, further increasing the complexity they have to address

– one in four (single) organisations participating in FP7 mainstream ICT is involved also in CIP, i.e. particularly Higher Education institutions and Large Enterprises (~30%), but also ~20% of the SMEs

Complexity is a cost for larger organisations and a potentially insurmountable problem for smaller firms

••• 13

The new ERA instruments: the JTIs & the AAL JP

Value of the new initiatives– Proved particularly effective in mobilising industry stakeholders– Led to an enhanced involvement of SMEs in research at European level– Allows researchers to strengthen and broaden their R&D alliances with industry

participants – Especially in ARTEMIS and the AAL JP, allowed for a pronounced involvement of key

immediate or end users of the technologies

Overall evaluation of the participants– High level of relevance because of the strong alignment with industry & user needs – Current implementation methods criticised, especially because of the difficulties and

additional costs caused by the dual governance

ERA 2020 vision: To build a globally competitive Researchand Innovation System optimised at the European level, aligning regional and national policies and institutions to this new scale

••• 14

A strong ‘core’ of participants involved in successive FPs

• Includes ~70% of the Higher Education participants and ~50% of the Research Institutes and Large Enterprises

• Allows for the creation of critical mass in specific S&T fields at European level and for stability over time

• Greatly increases the likelihood that results will be implemented • Fosters an ongoing strengthening and expansion of strategic R&D partnerships• Constitutes the backbone also for the research in the new initiatives & the ETPs• Represents the established, major stakeholders on the European stage – the ‘usual

suspects’

Constitutes a risk for lock-in Need for countervailing activities that can unseat the established players & unleash the

development of new industries

••• 15

FET – Future and Emerging Technologies new ideas for ICT research

An incubator and pathfinder for new ideas and themes for long-term research in the area of ICT

FET Proactive• top-down approach• spearheading transformative research

and supporting community building

FET Open• bottom-up approach• exploring new and alternative

ideas at the frontiers

61 M€ 110 M€

High risk research, offset by potential breakthrough with high technological and/or societal impact

••• 16

The global dimension: A targeted and limited opening to the rest of the world

Expert panels & participants: Need to increase interaction at a global level to create synergies and access complementary expertise

Commission strategy in ICT:A ‘targeted’ opening in priority research areas for collaboration and the bi-lateral S&T agreements

Share in participations in FP7 mainstream ICT - per regionbase: FP7 mainstream ICT - 8,196 participations,

calls 1-4, end 2009

Developing Cty1,4%

BRIC1%

Industrialised Cty1%

Other European Cty

0,5%Candidate EU MS1%

EFTA & IL6%

EU NMS6%

EU1584%

In FP7 ICT, limited level of global collaboration:• Non-European partners involved in (only) 14% of the projects • 1% of the budget to Specific International Scientific Cooperation Activities (SICA) and

International Cooperation (INCO) projects, predominantly acting as ‘technology watch’ activities

••• 17

The importance of a Single Market

Contributions in FP7 ICT:• Various areas in FP7 ICT where research focuses (also) on providing input to policy makers

BUT– There is 30% of participants who considered that more could and should be done– Less funding for the specific instruments (CSA) than in FP6

• Support for the development of European standards, according to the participants:– Highly appreciated in the Healthcare and Network & Service Infrastructure– Overall, too little regard for the integration and interoperability/backward

compatibility– Need for the development of global standards

European standards and coherence among national regulations are crucial for the development and uptake of innovation - and ultimately, for Europe’s competitiveness at global level

••• 18


Exploiting the pervasiveness of ICT via integrated policies5) ICT task force spanning across DGs to coordinate ICT-relevant policy

development6) Explore opportunities for demand-based measures that open new arenas

for innovation … – (aggregating and) making visible user needs– deepen the role of demand side in the ICT programme and– its links to take-up and practice

7) use the power of higher education system in spreading innovation and providing new skills and competencies

– encourage participants to develop curricula in new and emerging areas

8) To reach the Programme’s immediate ICT objectives two major actions are needed

– reverse the downward trend in industry participation– incorporate plans for large-scale ICT test-beds for advanced services

••• 19

The increasing pervasiveness of ICT …

R&D in ICT involves a wide range of stakeholders from the most varied market sectors

Participation in FP7 mainstream ICT by the actors in the value chainbase: 3,315 participations; Calls 1-4, end 2009

Information Services 4%

Healthcare Services3%

Other Public Services6%

PA governance4%

Business Services8%

Electronic Components6%

Electronic Equipment, Instruments & Devices

17%

Systems engineering, Software & IT Services

30%

Consumer Electronics Manufacturing

8%

Transport Eq. Manufacturing

4%

Other Manufacturing3%

Network Operators & Telecommunication

Services7%

Demand side

Supply side

••• 20

… requires a strong co-ordination of research and innovation policies

STRUCTURAL FUNDS

MediaSafer Internet PluseContent Plus

7th FRAMEWORK PROGRAMMECIP

EU

RE

KA MEMBER

STATES PROGRAMMES

PRIVATE RESEARCH

INITIATIVES

OTHER FUNDINGEU FUNDING FOR ICT, RESEARCH, DEVELOPMENT AND INNOVATION

ICT use and development

Research and Innovation projects

ICTPSP

Other FP7FP7

mainstreamICT New

Initiatives

ENIAC

ARTEMIS

AAL

Network and service infrastructure

Components, systems, engineering

Cognitive systems, interaction, robotics

Digital libraries and contents

ICT for health

Mobility and sustainable growth

Independent living, inclusion, governance

Future and emerging technologies

JRC

CostActions

Other Co-operationstrands

Ideas (European Research Council)

People (Marie Curie Actions)

Capacities (Infrastructures, International co-operation)

CATRENE

ITEA2

Eranets (funded asco-ordination actions)

PPPs

STRUCTURAL FUNDS

MediaSafer Internet PluseContent Plus

7th FRAMEWORK PROGRAMMECIP

EU

RE

KA MEMBER

STATES PROGRAMMES

PRIVATE RESEARCH

INITIATIVES

OTHER FUNDINGEU FUNDING FOR ICT, RESEARCH, DEVELOPMENT AND INNOVATION

ICT use and development

Research and Innovation projects

ICTPSP

Other FP7FP7

mainstreamICT New

Initiatives

ENIAC

ARTEMIS

AAL

Network and service infrastructure

Components, systems, engineering

Cognitive systems, interaction, robotics

Digital libraries and contents

ICT for health

Mobility and sustainable growth

Independent living, inclusion, governance

Future and emerging technologies

JRC

CostActions

Other Co-operationstrands

Ideas (European Research Council)

People (Marie Curie Actions)

Capacities (Infrastructures, International co-operation)

CATRENE

ITEA2

Eranets (funded asco-ordination actions)

PPPs

••• 21

Links to demand are weak in some areas

• 50% of the participants: collaboration in RTD of all actors in the product/service value chain is a key factor for the achievement of excellence in R&D

• Participants pointed at a limited involvement in FP7 ICT of key immediate or end users in the Programme, including private enterprises as well as Public Authorities and NGOs

• The alignment of the research results with the user needs was a concern voiced by ~30% of the industry participants in FP7 mainstream ICT research

••• 22

Decrease in participation by the product/technology users

Share in participations in Collaborative Projects by organisations along the value chain - FP6 versus FP7

6% 8%

9%

16%

33%

31%

10%

9%7%

4%4%4%

12%12%

11%12%

8%5%

0%

50%

100%

FP6 - base: 4,796 partic. FP7 mainstream ICT - base:2,725 partic.

Business Services

Public Services

Information & Communication Sv

Other Manufacturing

Transport Eq. Manufacturing

Consumer Electronics Mft

Systems engineering, Software & ITServices

Electronic Equipment, Instruments &Devices

Electronic Components

••• 23

Human capital and research/innovation capacity building

• Higher Education key for new ICT skills, multidisciplinary competences, dissemination of ICT research

• Higher Education institutions accounted for ~40% of the overall participation & funding

– ~80% were important players at national or European level– a high-level involvement of European research leaders in the fields of ICT

• Little explicit transfer of knowledge from research and innovation to the ‘education’ pillar

– ‘educational outreach’ activities implemented, amongst others, in the fields of robotics and photonics

– doctoral schools …

• Little evidence on the development of joint Master Programmes - one of the positive effects of the NoEs in FP6

Under-emphasis of the third element in the knowledge triangle

••• 24

Downward trend in

industry participation

Stakeholder participation in Collaborative Projects (RTD) over the Framework Programmes

Share in overall participations

46% 43% 39%

6% 5%4%

48% 52% 58%

0%

20%

40%

60%

80%

100%

FP5 - base: 11,340 partic. FP6 - base: 10,240 particip. FP7 mainstream ICT - base:6,634 partic.

Industry/business Other Research

••• 25

The potential role of e-Infrastructures for the integration of R&D

• ‘e-Infrastructure’ = "the collective term used to describe the computing hardware, software, networks and communications technology that facilitate information processing, sharing and analysis."

• In the time period 2007 – 2009, the e-Infrastructures budget of the Capacities programme equivalent to ~7% of the overall DG INFSO funding in FP7

• e-Infrastructures – integral part of all research infrastructures, which essentially

require computing, data management, network and application development services.

– are emerging as effective and valuable facilitators for the integration of research programmes and physical linkage of research communities, thus enhancing the flow of knowledge in the innovation systems - in Europe and globally

– Need to include test beds, which provide opportunities to integrate industrial as well as academic R&D

••• 26


Sharing risk …9) to ensure participation of key European players and attract global

participants, EC must:– reduce administrative burden and (perceived) arbitrariness of auditing

practice– radically overhaul the financial regulations ensuring the principle of

shared risk and mutual trust10) to increase SME participation:

– simplify and reduce the burdens of their participation with a lightweight form of subcontracting or associate partnership

11) To reduce the waste of effort in proposal writing:– test a more sophisticated 2-stage application process with proposals

going into 2nd stage having 30-50% chance of funding

••• 27

More intensive participation by

high-tech SMEs

Profile of the SMEs involved in Collaborative Projects - FP6 versus FP7

6% 6%

9%

20%

58%

49%

3% 2%

9% 8%

6% 8%

4% 5%4% 3%

0%

20%

40%

60%

80%

100%

FP6 - base: 1,741 partic. FP7 mainstream ICT - base:1,021 partic.

Business Services

Other Public Services

Information &Communication Services

Other Manufacturing

Consumer GoodsManufacturing

Systems engineering,Software & IT Services

Electronic Equipment,Instruments & Devices

Electronic Components

••• 28

“Simplification”

“ … not ‘merely’ a matter of imperfect implementation … an existential challenge to the Programme itself”

• The approach to management of financial risk goes far beyond what is consistent with sound management of Community resources and does not take into account the intrinsically uncertain nature of RTD investments

• The culture of control and audit, taken together with the complexity of the rules leads to potential for misunderstandings and inconsistencies of interpretation - often not discovered until after the fact

• Even where the Framework Programme and DG INFSO have taken steps with a view to simplification and reduction of burdens, these have been stifled by the overarching EC Financial Regulation and how this is interpreted.

••• 29

Complexity of rules and interpretations

• The concept of ”actual costs incurred” according to participants’ usual accounting principles & their usual management practices

• The more extended use of flat-rate financing within a simplified framework of forms (implemented for some Co-ordination/Support Actions & NoEs – but in a limited manner)

• The simplified definition of eligible costs (variations between different parts of the Commission in how the definitions are applied)

• Different interpretations of the auditing rules, across DGs, within DG INFSO, and also between the Project Officers and the financial authorities

••• 30

Efforts to reduce red tape in FP7 ICT

• The Electronic Proposal Submission System (EPSS) streamlining the process of submission

• The Unique Registration Facility (URF) – one-time registration for multiple proposals

• No more ex-ante financial viability checks for EC funding lower than €500K (80% of the participations)

• No more audit certificates for cumulative funding of under €375,000 (65% of the participations)

• Electronic reporting tools reduce the burden for co-ordinators and participants

••• 31

FP7-ICT calls 1-3:success rate

• 3,564 proposals• 1957 below threshold• only 538 retained• For some objectives success

rate < 10%

Un programme animé par Systematic et copiloté par Systematic, Opticsvalleyet le réseau des Chambres de Commerce et d’Industrie Paris-Ile-de-France

Etude Benchmarking 2010 sur les formations existantes apparentées au métier de Business Developer en Innovation

SOMMAIRE

SOMMAIRE

Petit rappel du contexte de l'étude

Contexte et objectifs

Cartographie des compétences clés du business developer en innovation

Préconisations des entreprises

Présentation des 21 formations étudiées en 2010

Carte de France des formations étudiées en 2009 & 2010

Méthodologie d'analyse des formations

Résultats du Benchmarking et proposition d’un contenu de formation

AMBITION PME

33

Contexte de l'étude

Conscient de la place d’une organisation commerciale dans le développement des entreprises innovantes, le pôle de compétitivité Systematic Paris Région, associé au Réseau des Chambres de Commerce et d’Industrie d’Ile-de-France et Opticsvalley, pilote pour la période 2009-2011, un programme d’actions visant à créer les conditions optimales au développement de cet écosystème à fort potentiel de croissance.

Dans le cadre de ce programme, le Pôle a mené en 2009 une étude sur les besoins à venir en compétences « Business Developer en innovation » et « Commercial en innovation » de l’écosystème Optique et Systèmes Complexes.

Les travaux ont permis d’élaborer la cartographie des compétences clés de ces deux métiers et d’évaluer auprès de 90 entreprises, par le biais d’une enquête emploi leurs besoins éventuels en ressources humaines sur ces profils.

En outre, ces travaux se sont accompagnées d’une étude Benchmarking sur des formations existantes en France et à l’International afin d’analyser leurs articulations avec les cartographies des compétences clés élaborées, et les éventuelles carences sur certains domaines.

AMBITION PME

34

La chaîne de valeurs de l’innovation

Recherche DéveloppementProductionCommercialisation

"Business developer" en innovation, un manager ou chef de projet de l'innovation

"Business developer", une direction commerciale et de l'avant-vente

"Business developer" en innovation, un chef d'entreprise ou une équipe de direction

Commercial en innovation

36

Co-conception

Métiers de l’entreprise

Openinnovation

Qualités

humaines Pluri-disciplinaire

Pré requis

Moyens

Objectifs

La cartographie du Business Developer en Innovation

Des préconisations exprimées par les entreprises…

A l’issue de notre enquête réalisée auprès des entreprises en 2009, nous

avons pu extraire quelques préconisations à l’égard de la formation :

La nécessité d’une expérience professionnelle (au minimum entre 2 et 5 ans)

Le souhait d’une formation préalable scientifique ou d’une forte appétence

pour la technologie est recherchée par les entreprises

Apporter une complémentarité à la formation initiale en développant une

approche articulée au contexte des entreprises afin de :

Faire muter progressivement les compétences vers ce profil

Favoriser les mises en situation et les études de cas

Proposer des modules pratico-pratiques afin de permettre à ce type de profil

d’être rapidement opérationnel sur certaines missions

Intégrer (dans la formation continue ou l’accompagnement des entreprises)

une dimension coaching via l’accompagnement d’experts.

AMBITION PME

37

Méthodologie pour qualifier les formations

Afin d’étudier les articulations entre les programmes de formation analysés

et la cartographie des compétences clés du Business Developer en

Innovation, une méthodologie a été mise au point :

1. Utilisation de filtres :

a. la cartographie des compétences clés du « Business Developer en Innovation »

b. Les résultats du Benchmarking

2. Mise en œuvre d’un système de cotation :

a. Elaboration d’une cotation sur une base de 50 points à partir de nos filtres ;

b. Evaluation de la formation par rapport à chaque thématique sur une échelle de 0 à 2 : 0 : la thématique n’est pas présente 1 : la thématique est affichée en tant que telle, mais n’est pas bien couverte par la

formation ou la thématique n’est pas affichée en tant que telle, mais est partiellement couverte par la formation

2 : la thématique est affichée en tant que telle et est bien couverte par la formation

c. Mise en place d’une double cotation pour mettre en exergue le noyau dur « Business Developer en innovation » Formation avec un noyau dur BDI « Business Developer en Innovation » sur 70 points T (total) sur 100 points

AMBITION PME

38

Formation dite idéaleAMBITION PME

39

Coefficient Cotation (0,1 ou 2)

Total

Conception du marketing de la rencontre innovation / marché

11 2 22

Co- conception avec le client 8 2 16

Médiation avec les métiers de l'entreprise (back office de

l'entreprise)11 2 22

Pratique de l'innovation ouverte (open innovation)

5 2 10

Socle pluridisciplinaire 13 2 26

Qualités humaines 2 2 4TOTAL (T) 50 12 100

70TOTAL BDI (Business

Developer Innovation)

Proposition d'une cotation suite au Benchmarking

Un ExempleAMBITION PME

40

BELGIQUE - Vlerick Leuven Gent - Management SchoolExecutive Master Class in Innovation & Entrepreneurship (1 an)

Coefficient Cotation (0,1 ou 2) Total

Conception du marketing de la rencontre innovation /

marché11 2 22

Co-conception avec le client 8 2 16

Médiation avec les métiers de l'entreprise (back office de

l'entreprise)11 2 22

Pratique de l'innovation ouverte (open innovation)

5 2 10

Socle pluridisciplinaire 13 1 13

Qualités humaines 2 2 4TOTAL (T) 50 11 87

TOTAL BDI (Business Developer en Innovation)

70

11 Formations étudiées à partir de notre grille d'analyseAMBITION PME

41

Présentation du système de cotation appliqué à 11 formationsNote

TNote BDI

ALLLEMAGNE TUM Business School : MBA "Innovation & Business Creation" 71 54

AUTRICHE Vienna University of Economics and Business : Professional MBA : "Entrepreneurship and Innovation"

79 62

BELGIQUE Vlerick Leuven Gent Management School : "Executive Master Class in Innovation & Entrepreneurship "

87 70

DANEMARK Aarhus School of Business : « Master of Science in Innovation Management »

69 54

ETATS-UNIS

California Institute of Technology (USA) : Industrial Relations Center : «Certificate Program in Innovation and Technology Management (Programme à la carte ou obtention du certificat)

79 62

MIT Sloan Management : « Program in Innovation and Global Leadership

74 57

FRANCE

ESC Pau "LINK MBA : Leadership, Innovation, Network, Knowledge" 77 60ESC Toulouse - Mastère spécialisé Management de l'innovation et de la technologie

74 57

ESIEE – Mastère spécialisé : Innovation technologique et Management de projet

67 52

IAE METZ- Master “Marketing de l'innovation – parcours entrepreunariat et innovation”

69 52

RUSSIE/FINLANDE

RUSSIE/FINLANDE - St. Petersburg State University Graduate School of Management (Russian) &Lappeenranta University of Technology (Finland) : Master in International Technology and Innovation Management (MITIM)

69 54


42

0%

50%

100%

Rencontre innovation/marché

Co-conception avec le client

Médiation avec les métiers de …

Pratique de l'innovation ouverte

Socle pluridisciplinaire

Qualités humaines

ALLEMAGNE / TUM university: MBA "Innovation & Business Creation""

0%

50%

100%






Qualités humaines

AUTRICHE / Vienna University of Economics and Business : "Professional MBA: entrepreneuship & innovation"

0%

50%

100%






Qualités humaines

BELGIQUE : "Executive Master Class in Innovation & Entrepreneurship"

0%

50%

100%






Qualités humaines

DANEMARK /Aarhus School of Business : " Master of Science in Innovation Management


43

0%

50%

100%






Qualités humaines

ETATS-UNIS / Caltech : "Certificate Program in Innovation and Technology Management "

0%

50%

100%






Qualités humaines

ETATS-UNIS / MIT Sloan Management: "Program in Innovation and Global Leadership"

0%

50%

100%






Qualités humaines

ESC Pau/NSB : "Link MBA"

0%

50%

100%






Qualités humaines

ESC Toulouse: "Mastère spécialisé : Management de l'innovation et de la technology"


44

0%

50%

100%






Qualités humaines

ESIEE : Mastère spécialisé : Innovation technologique et Management de projet

0%

50%

100%






Qualités humaines

IAE METZ : Master “Marketing de l'innovation – parcours entrepreunariat et innovation”

0%

50%

100%






Qualités humaines

RUSSIE/FINLANDE : " Master in International Technology and Innovation Management (MITIM)"