Post on 28-May-2020
transcript
Date: Page: © GÖRGEN & KÖLLER GMBH1
“Impact” and Exploitation of Project Results
Antragstellung in Horizont 2020 – Tipps und Stolpers teine
Informationsveranstaltung zur 6. Herausforderung: I ntegrative, Innovative und Reflektierende Gesellschaften
Dr. Christoph KöllerBonn, 3. April 2014
03.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH2
SSH in H2020
Impact as a relevant criterion
Evaluation criteria depending on type of
action
Social Sciences and Humanities in Horizon 2020.
SSH topicsIntegrated in EVERY topic
03.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH
Requirements
3
„Excellence“(mainly)
Impact oriented consortium and
distribution of tasks
New Focus on “Impact”
But how to allow and enable „impact“?
Impact relevant research topic
03.04.2014
Evaluation Criteria:• Excellence• Impact• Quality and efficiency
of implementation
Date: Page: © GÖRGEN & KÖLLER GMBH
1. The expected impacts listed in the work programme under the relevant topic
2. Enhancing innovation capacity and integration of new knowledge
3. Strengthening the competitiveness and growth of companies by developing innovations meeting the needs of European and global markets ; and, where relevant, by delivering such innovations to the markets
4. Any other environmental and socially important impacts (not already covered above)
5. Effectiveness of the proposed measures to exploit and disseminate the project results (including management of IPR), to communicate the project, and to manage research data where relevant.
Definition of Impact in Horizon 2020
4
Quelle:Horizon 2020 - Work Programme 2014–2015: 18. General Annexes (European Commission Decision C (2013)8631 of 10 December 2013)
03.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH5
„Impact“ in H2020
Impact - What Needs to Be Taken into Account?
User Needs
Effective Measures
Innovation Capacity
Integration of Knowledge
Societal/Environ-mental Impacts
Project
Organisational Structure
Innovation Management
Decision Making
Consortium
Member Composition
03.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH
• Provide a draft ‘plan for disseminating and exploiting the pr oject’s results’ (unless the work programme topic explicitly states that such a plan is not required). The plan, which should be proportionate to the scale of the project, should contain measures to be implemented both during and after the project;
Dissemination and exploitation measures should address the full range of potential users and uses including research, commercial, investment, social, environmental, policy making, setting standards, skills and educational training.The approach to innovation should be as comprehensive as possible, and must be tailored to the specific technical, market and organisational issues to be addressed.
• Explain how the proposed measures will help to achieve the expected impact of the project. Include a business plan where relevant;
6
Dissemination and exploitation of results required
03.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH7
What needs to be taken into account?
03.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH8
Directors of Research Institutes/Heads of Departmen ts
What Makes The Difference?
Project „Enabling Innovation“ as a Basis.
Differences of public research organisations and their
labs in terms of leadership, processes, organization,
methods & culture??
between
and
Analyses and Interviews
03.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH
Value Added
Management
Culture
Strategy
Structure
Enabling Impact
Relevant Criteria to Enable Impact.
903.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH
Emphasis on Achieving Impact
Target Group Knowledge
Strategy Impact Measures
• Who are they?• What are their interests?• How can we evaluate information
about our target groups?
• What are the ways to reach targetgroups?
• Are the transfer instrumentsknown?
• Is impact integrated into theproject strategy?
• Who are the promoters?• What is done to advance impact?
Impact Creation Requires Strategy.
1003.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH
Emphasis on Achieving Impact
Target Group Knowledge
StrategyImpact
Measures
11
Impact Creation Requires Strategy.
User Needs
Effective Measures
Innovation Capacity
Integration of Knowledge
Societal/Environ-mental Impacts
Project
03.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH
Value Added
Management
Culture
Strategy
Enabling Impact
Relevant Criteria to Enable Impact.
12
Structure
03.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH
Organisational Structure
Structure Openess
• Is the consortium buildaccording to impact relevant aspects?
• Are factors known that caninfluence success of the project?
• How can the success bemeasured?
• Which part of the budget has been devoted to achieving impact
• Is the consortium open forexternal impulses and recommendations?
Impact Orientation Matters!
13
Ressources
03.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH
Ressources
Organisational Structure
Structure Openess
Impact Orientation Matters!
14
Organisational Structure
Innovation Management
Decision Making
Consortium
Member Composition
03.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH15
Enabling Impact Checklist
03.04.2014
„IMPACT SPIDER”: A Checklist for Self-Assessing Impact Capabilities March 2014
Dimension Score Statement Relation H2020 Relevant Task s for Project Planning
1. Strategy 1.1 Target Groups 4 Target groups and potential users of the project results are fully known and their needs are understood.
Outputs of the project should be known, at least roughly. Improves innovation/implementation capacity.
Describe the potential target groups and users for the project results. What are their needs?
1.2 Impact Measures
3 It is known, which impacts can be expected from the project. Measures how to reach the expected impacts are known and available as well.
Delivering (social) innovations to users and markets (if applicable). Effectiveness of proposed measures. Improving innovation/implementation capacity.
Specify the expected impacts of the project. How can the impacts be measured?
1.3 Emphasis on Achieving Impact
2 An experienced institution resp. person belonging to the consortium has been selected to be in charge for achieving impact (“impact manager”).
Appropriateness of the allocation of tasks. Appropriateness of the management structures concerning innovation/implementation management.
Describe how you plan to emphasise the creation of impact. Who has been appointed to this task? Why?
2. Value added 2.1 Proposal Planning
5 The project is based on needs of users.
Enhancing innovation/implementation capacity.
Explain how the focus on impact has influenced project planning. Have user needs been taken into account?
2.2 Ambition 2 The project result will serve users’ needs in a significant better way than current solutions.
Indicates the impact potential of the project.
Explain why and how the expected project results will address user needs better than current solutions.
Date: Page: © GÖRGEN & KÖLLER GMBH16
Impact Spider: assessing impact capabilities.
03.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH17
But how to write a plan for disseminating and exploiting the project’s results?
03.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH
Exploitation:• Plans for intellectual property rights (including ownership of rights)• the strategic plans for the future exploitation
– the purpose of the foreground; – how it might be exploited, when and by whom; – IPR exploitable measures taken or intended; – further research required, if any; – potential/expected impact (quantifiable).
18
Planning the Dissemination and exploitation of Resul ts
03.04.2014
Dissemination:• Describe how you can reach the
target public• Formulate a communication strategy • Specify a measurable set of
dissemination actions
Date: Page: © GÖRGEN & KÖLLER GMBH
1. Description of the project result• Which problem is solved? For which user/target group?• What makes the result unique?• Is the result protected (IPR, brand, etc.)? What is the patent situation?• How does the result improve the state of the art?• Who are the pilot users (if any)?
2. Market and competition• What about the market size/number of users?• What are competing solutions, who are the competitors?
3. Communication/dissemination• How will users be reached?• Which dissemination measures are to be applied?
19
Core components of a “business plan”
03.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH
4. „Business Model“• How will the result create benefits?• Which partners are required (if any)?
5. Management and Organisation• Who will do what?• How are dissemination tasks distributed between consortium members?
6. Implementation• Which goals are to be achieved? How does the timetable look like?• Any specific risks and chances?
7. Financing (if applicable)• Estimation of cost/revenue streams.• How will the implementation be financed?
20
Core components of a “business plan”
03.04.2014
Date: Page: © GÖRGEN & KÖLLER GMBH
Helps to:– build on previous research results (improved quality of results);– foster collaboration and avoid duplication of effort (greater efficiency); – accelerate innovation (faster to market = faster growth); – involve citizens and society (improved transparency of the scientific
process). – build on previous research results (improved quality of results);
• Mandatory in the field of inclusive, innovative and reflective Societies
• Forms of open access publications:
– ‘Gold’ open access: Publishing in an open access journal– ‘Green’ open access: archiving of the publication in an online
repository before, after or alongside its publication in a traditional journal
21
Dissemination and Open Access
03.04.2014
Source: http://www.kowi.de/Portaldata/2/Resources/horizon2020/h2020-wp1415-guide-openaccess-en.pdf
Date: Page: © GÖRGEN & KÖLLER GMBH22
Open Access of scientific publications and research data
03.04.2014
Source: http://www.kowi.de/Portaldata/2/Resources/horizon2020/h2020-wp1415-guide-openaccess-en.pdf
Date: Page: © GÖRGEN & KÖLLER GMBH23
Dissemination and Exploitation via Policy Brief
03.04.2014
Source: http://ec.europa.eu/research/social-sciences/pdf/guide-communicating-research_en.pdf
Date: Page: © GÖRGEN & KÖLLER GMBH24
Thank you very much for your attention!
Dr. Christoph KöllerGörgen & Köller GmbHVogelsanger Weg 6D – 50354 HürthPhone: (+49) 2233 99 59 0Fax: (+49) 2233 99 59 11E-mail: c.koeller@gk-bb.de
03.04.2014
Enabling Impact – Improving impact capabilities.