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Knowledge-intensive services as a business support instrument Elżbieta Książek , Poznan Science and Technology Park TAFTIE Expert session “Innovation-oriented ecosystems” September 10, 2014, Gdynia, Poland. Plan of the presentation Scoping the issue Examples of services

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Knowledge-intensive services as a business support instrumentElżbietaKsiążek, Poznan Science and Technology Park TAFTIE Expert session “Innovation-oriented ecosystems”September 10, 2014, Gdynia, Poland

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Plan of the presentation

  • Scoping the issue
  • Examples of services
  • Challenges for service providers and innovation agencies
  • Any other information
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Scoping the issue

  • „Knowledge intensive business services - services that rely heavily upon professional knowledge….”
  • „generate original knowledge, or fuse, "package" or translate knowledge resources from other sources” (I. Miles)
  • in-depth interaction between supplier and user – mutual learning
    • Make important sector of economy
    • Influence innovation of the client
  • KIS as a business support instrument:
  • Services that support innovation in a company
  • Provided with a public mission – aim to change the economy in a desiredway (e.g. companies’ behaviour, structure of the economy)
  • May be financed (part-financed) from public sources
  • High addedvalueinnovationsupport services
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High added value innovation support services – what are they?

  • IP advice – IPR strategies, patent landscape, commercialisation path
  • Technology and market intelligence (e.g. technology watch)
  • Technology transfer
  • Innovative ideas generation
  • Market strategies for innovative products, incl. internationalisation
  • Innovation management techniques introduction: innovation strategies, knowledge management in companies, design management, project management, benchmarking etc.
  • Investment readiness
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High addedvalueinnovationsupport services in „RIS3 SUPPORT SERVICE ECO-SYSTEM”

Source: Christian Saublens, EURADA

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Experiences of Poznan Science and Technology Park

  • Market opportunityanalysis
  • Patent landscapeanalysis
  • IPR strategypreparation
  • Commercialisationpath development
  • Innovation management audit
  • Innovationstrategypreparation
  • Generation of innovativeideas
  • Keyissues:
  • Skilled team
  • Service model and tools development
  • Poordemandof companies – yes, ifthereissome part-financing
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Challenges for service providers

  • Skilled, knowledgeble HR
  • Access to expertise
  • Development and retaining know-how
  • Development of tools and methods - costly
  • Difficulties to sell the service - companiesare not keen to ask for the service, but theyare happy oncetheyreceiveit
  • How to keep the service if public fundingends
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Challenges to innovationagencies

  • Whatcompaniesreallyneed?
  • Isitenoughthatcompaniesuse the support?
  • Whois the target group?
  • Whatresultisexpected? At whatcost? How to followit?
  • Supply istaken for granted – isitenoughthataccess for SMEsisprovided?
  • Too manyproviders?
  • When to stop support?
  • Innovationsupportpyramid
  • Source: Christian Saublens, EURADA
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Company perspective (?)

  • Why do I needit?
  • What do I get from it?
  • How much I need to invest?
  • Where do I go (italllooks the same)?
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Thankyou for yourattention

  • ElżbietaKsiążekPoznan Science and Technology Parkul. Rubież 4661-612 Poznań, Polandtel. +48 61 8279 740fax. + 48 61 8279 741e-mail: [email protected]://www.ppnt.poznan.pl
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