FILA Model An innovative model based on EIP approach to ......Strengthening and empowering...

FILAModelAninnovativemodelbasedonEIPapproachtostrengthenknowledge

transferintheagrifoodsectorinPugliaregion,AlbaniaandMontenegro

DamianoPetruzzella,CIHEAMBari,Italy,[email protected]

DonatoMacario,CIHEAMBari,Italy,[email protected]

ValentinaLaera,CIHEAMBari,Italy,[email protected]

Strengtheningandempoweringcross-borderinnovationnetworksthroughFertilizationInnovationLabsinAgro-foodforimprovingtheconnectionbetween

researchandSMEs(EIPapproach)

D.T1.5.2FILAITALME-19

TheFILAModelhasbeenproducedwiththefinancialassistanceoftheInterregIPACBCItaly-Albania-Montenegro Programme. The contents of this publication are the sole responsibility of the CIHEAMBariandcanundernocircumstancesberegardedasreflectingthepositionoftheEuropeanUnionandoftheInterregIPACBCItaly-Albania-MontenegroProgrammeAuthorities.©CIHEAMBari,Valenzano,2019

NotforsaleeditionWewould like to thank the staff and the external experts of the IPCTehnopolis, (ME), theAlbanianDevelopmentFund(AL),theMinistryofEconomyofMontenegro(ME),theAlbanianInvestmentDevelopmentAgency(AL),andtheApuliaRegion(IT) forvaluablecontributionas project partners; Maria Amoruoso for linguistic revision and proofreading, WandaOcchialiniforherpublishingguidelines,andFrancescoDeGirolamoforprinting.Theopinionsexpressedinthispublicationarethoseoftheauthors.TheydonotnecessarilyreflecttheopinionsorviewsoftheCIHEAM.ISBN:978-2-85352-602-9Doi:https://doi.org/10.48259/bc1957c

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TableofcontentsIntroduction...........................................................................................................................................................................4Methodology..........................................................................................................................................................................5FILAModelDescription....................................................................................................................................................8PrinciplesandtoolsoftheFILAmodel................................................................................................................9ThesevenInnovationBricksandrelatedtools.............................................................................................101.Strengtheningtheterritorialecosystem................................................................................................102.Virtuouscircleofknowledgesharing.....................................................................................................123.Openinnovation...............................................................................................................................................144.Changesintheroleoftheactorsintheinnovationchain..............................................................165.Newprofessionalprofiles............................................................................................................................176.Capacitybuilding/capacitydevelopment.............................................................................................187.Sharedstrategyoftheknowledgeandinnovationsystem............................................................20

Conclusions.........................................................................................................................................................................22References...........................................................................................................................................................................23

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IntroductionTheFILAModelwasdesignedintheframeworkoftheproject“Strengtheningandempoweringcross-border innovation networks through Fertilization Innovation Labs in Agro-food for improving theconnectionbetweenresearchandSMEs(EIPapproach)–FILA”,EUfundedthroughInterreg–IPACBCItaly–Albania–Montenegroprogrammeforaperiodoftwoyears(2018-2020).The project aims to enhance innovation and competitiveness of agrifood enterprises, through thecreationof3localinterlinked‘FertilizationandInnovationLabsintheAgrifoodsector(FILALabs),inValenzano (Italy), Korca (Albania) and Nikšić (Montenegro), respectively, and to reinforce theprogramme-level (through the cross-border Fila network) and international (through the link withEIP)collaboration.FILA project indeed integrates with and adapts to the European Innovation Partnerships (EIPs)approach-whichisapartoftheEurope2020Strategyforsmart,sustainableandinclusivegrowth-intheprogrammecooperationareaofItaly,AlbaniaandMontenegro.EIPsrepresentanewapproachtoresearch and innovation, seeking responses to challenges while maintaining a dual focus on socialbenefits and the rapid modernization of economy. Addressing specific sectors, each EIP stimulatescooperation between the stakeholders of the innovation chain, mainly among researchers andenterprises.The agriculturalEIP (EIP-AGRI) aims to foster competitive and sustainable farming andforestry,ensuringasteadysupplyoffood,feed,andbiomaterials,thusdevelopingitsworkinharmonywiththeessentialnaturalresourcesfarmingisdependentupon.FollowingtheEIPAGRIapproach,theFILAModelwasconceivedbygatheringandsharingtheneedsandtheassociatedsolutionsonknowledgeandtechnologytransferwithstakeholders.Therefore,theFILAModelisaimedatstrengtheningtheknowledgeandtechnologytransfertofavourcooperationamongtheinnovationchainactors,notonlybysharingandtransferringresearchresultsbut also by co-designing innovative new solutions andmotivating young talents to implement openinnovationprocesses.

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MethodologyTheFILAmodelwasdesignedfollowingbottom-upcollaborativeandparticipatorymethodologiesthatinclude: a) mapping of the 30 Innovation Support Organizations’ (ISOs) best practices at theinternationallevel;b)analysisof54OperationalGroups(OGs)1,30ofwhichinPugliaregion(amongthosethatappliedfortheSubmeasure16.1RDPPuglia2014-2020),10inAlbania(informalOGs)and14 inMontenegro (informalOGs); c) results of the three living labs organized in Italy, Albania, andMontenegro.

Fig.1-FILAlivinglabprocess.Indeed,theFILAmodelistheresultoftheseactivities,andmostlythelivinglabshavecontributedtopool the results and share the knowledge and technology transfer in the agrifood sector with theinnovationchain localactors, firstly ineachcountryandsubsequentlysharedduringacross-bordermeeting.Inthelivinglabs,themostimportantplayersoftheinnovationchain-likehighereducationand research institutions, SMEs and microenterprises, farmers, business support organizations,innovationbrokers-wereinvolved,amongothers.The aim of these activities was to co-create the FILA model through the identification andhierarchizationoftheknowledgetransferproblemsandtheassociatedsolutionsintheagrifoodsector.Thesolutionisonlythefinalstepofagenerativeprocessthatfirsttriestoanalyzethetypeofproblem.Thisapproachnotonlyfocusesonpeoplebutactivelyinvolvesthem,createsanempathicrelationshipwiththem,andtheyoftenbecomeco-creators.A fundamental starting point for the construction of themodelwas the experience of theEuropeanInnovation Partnership approach (EIP-AGRI), as a practical implementation on the ground of theAgriculturalKnowledgeInnovationSystem-AKISandtheAgriculturalInnovationSystem-AISmodels.Itisworthnotingtherapidevolutionoftheapproachestoknowledgeexchange,learningandinnovation

1Operational Groups applying the EIP-AGRI approach are intended to bring together multiple actors such asfarmers, researchers, advisers, businesses, environmental groups, consumer interest groups or other NGOs toadvance innovation in the agricultural and forestry sectors, tackling the needs and opportunities of farmingpractice.

FILAMODELProcess

A.T1.1Innova+onLabsbest

prac+ces,interna+onally

A.T1.2Opera+onalGroupstofosterinnova+on,locally

A.T1.3LivingLabs

Bo@omupapproach

1)Innova+onchainactors,ac+veandavailable

2)Innova+vesolu+onsonspecificneeds

A.T1.4Defini+ononFilamodel

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in agriculture. Today, everybody involved in farming, advising, research, training and education isfacinganumberofchallengestoadapttoacontinuouslychangingenvironment.Amongtheinitiativespromotedforthe2014-2020period,theEuropeanInnovationPartnership(EIP)isthetoolthatmostfacilitatesthissystemicapproach2.

2Five European Innovation Partnerships (EIPs) have been launched in different sectors: Active and HealthyAgeing,AgriculturalSustainabilityandproductivity,SmartcitiesandCommunities,Water,RawMaterials.

Fig.3-EIPParticipatoryapproach(EIP-AGRI,2019).

Fig.2-EIPapproach(EIP-AGRI,2015).

EuropeanInnovationPartnerships(EIPs)

TheestablishmentoftheEuropean InnovationPartnerships(EIPs) indifferentsectorsrepresentsanew approach under the Europe 2020 Strategy to advance EU research and innovation: FlagshipInitiative"InnovationUnion".TheEuropeanInnovationPartnership(EIP)asanewtoolforfosteringinnovation through linking existing policies and instruments. It is a tool that most facilitates theinnovationsystemicapproach.Designedtofacilitateflowsbetweentheproductionandutilizationofresearch, EIP involvesall the components of theAKISmodel,promotes amulti-disciplinary vision,andstrengthensopportunitiesforexchangesandfusionsbetweendifferentterritorieswithcommonneeds.Inthisframework,themoreresearchmeetsbusinessneeds,themoreitbecomessuccessful,andthemoreitisappliedattheterritoriallevel.Thismakesitpossibletomeasureitseffectiveness,identifycriticalitiesandoutlinefuturedevelopments.Innovation is thus the result of a systematic approach based on the creation of a network, oninteractive learning,andonnegotiationbetweenaheterogeneousgroupofstakeholderscentredontheentrepreneur.EIPAGRI isactuallyappliedthroughtheEUREGULATIONNo.1305/2013 Article35-Cooperationthat provides for financing of 3600 operational groups for innovation in Europe through the RDPMeasure16.

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Inthepast,apparently,itseemedsufficienttoworkonsolutionsinaresearchenvironmentandthenpass themon to the farmer.Nowadays, newandbetterways to share knowledge and expertise areessentialtokeepagricultureandfoodproductioncompetitiveandruralareasdynamic.ThankstotheEIP-AGRI“interactiveinnovationmodel”,knowledgeisnowco-createdbyfarmers,scientists,advisers,enterprises, NGOs. The term Agricultural Knowledge and Innovation Systems (AKIS) is used todescribethewholeknowledgeexchangesystem:thewayspeopleandorganizationsinteractwithinacountryoraregion.AKIScanincludefarmingpractice,businesses,authorities,research,etc.,andcanvarya lotdependingon the countryor sector.WhendevelopingnewAKIS, technical, organizationaland social dimensions should be taken into account (a “system approach”), to help bridge the gapbetweenscienceandpractice.The EIP-AGRI aims to promote farmers’ interactive innovation projects and close the gap betweenresearchandpractice.

Fig.4-Developmentofknowledgetransfersystems(TropicalAgriculturePlatform,2016).Thisbottom-upandparticipatoryapproachinspiredbytheEIP-AGRImodelenablestheFILAmodeltoadapttothecurrentsituationofeachparticipatingcountrybyofferingconcretesolutions.

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FILAModelDescriptionIn current knowledge transfer systems, something goes wrong. We are often engaged in researchprojectsandtheirresultsdonotreachtheoperatorsofthesector,ortheyarefarfromtheirneedsand,accordingly,cannotbeused.Itisurgenttobringtogetherthepiecesofasystemthatexhibitscriticallevelsoffragmentation,weakandunstableconnections,missingprofiles inskillsandcompetencesbeingawareofthe limitsof thecurrent linear approach to innovation;namely, an "ecosystem that cannotbebuilt onlyby a sumofsupplychains for innovationbutrequiring inter-chainandsystemicrelationswithall the innovationactorspresentattheterritoriallevel”.Currently,inmanyterritorialcontextsthereisnonetworkbetweenoperationalgroups/supplychainsfor innovation. Relationships with public and private organizations dedicated to developmentprocessesandtechnologytransferofinnovationsareweak.This document is intended to contribute to the improvement of technology transfer in the agrifoodsector and to the construction of an innovation ecosystem, based on the analysis and living labspromotedwithinFILAproject.

«Innovationthatstartsfrompeoplenotfromtechnology»

Themodelwascreatedwiththeintentionofunderstandinghowtobuildanenvironmentthatwouldfavour innovation, starting from the assumption that single interventions lose their value in theabsenceof an environment that enables their inter-operability and connection in a systematic logic.The model emphasizes the need for creating and strengthening the regional and the cross-borderinnovation ecosystem in order to build up an enabling environment firstly based on humaninfrastructureand,secondly,ontechnologyinfrastructure.Themodelsuggestsarangeofoperationalsolutions to the seven main areas of intervention identified in the three considered programmecountries. The seven issues could be figuratively compared to the bricks of the enabling humanenvironmentandtechnologyinfrastructure.Themodelpurposestoempowerthehumancapitalandtoset up a system that involves all the actors of the innovation chain in sharing knowledge, takingadvantageofexchangeofexpertise,andtransferringandconveyingtheresearchresults.Itisanecosystemcomposedof7importantelements-InnovationBricks(Fig.5)-toguidetheactorsof the innovationchainandmainlytofavour interactionsamongthem.It isbasedona fundamentalconcept:theenablingenvironment,withoutwhichtheseveninnovationbrickswouldnotbefullyeffective.

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Fig.5-ThesevenInnovationBricks.TheENABLINGENVIRONMENTisan infrastructure that ishuman firstandthen technological,capableofmanaginginnovation,standardizingthelevelofunderstandingbetweenthevariousplayersintheagrifoodinnovationchainandconnectingthemeffectively.Whenwe talk about innovation,we often refer to new technologies, but they are only ameans, anenablerofchange, thereal innovationstartswithpeople,andit isprecisely inthisdirectionthattheconceptofENABLINGENVIRONMENTpoints.For a long time, technological innovation has represented, and still represents today, the core ofmodernization and economic development, but it bringswith itmany contradictions such as socio-economicandnaturalimbalances.We live in the age of digital transformation, blockchain, artificial intelligence, but human beingsremaintheessentialelement.Fororganizations, therealchallengeistoenablepeopletodotheirbestinacontextthat,unlikeinthepast,isunstable,uncertainandchangeable.

PrinciplesandtoolsoftheFILAmodelTheabovementionedsevenInnovationBricksaremadeupofdifferentEnablingTools.TheFILAmodelisbasedonsevenprinciplesthatarecrucialforbuildinguptheenablingenvironmentinfrastructureforinnovationprocessesoftheentrepreneurshipsystemanditsproductionchains(Fig.5). For each brick, tools and enabling measures were identified as a concrete contribution to theachievementoftheprinciplesoftheinfrastructure/innovationenvironment(Fig.6).

Capacitybuilding/CapacitydevelopmentTrainingcoursesdedicatedtotheactorsoftheinnova2onchain

7BRICKSChangesintheroleoftheactorsintheinnova>onchainFromPublicAdministra2ontoresearchorganiza2onsandcompanies

NewprofessionalprofilesNewactorsfortheinnova2onandknowledgesystem

Strengtheningtheterritorialecosystem"Allianceforinnova2onbeyondthenetworkbetweenOpera2onalGroups-EIP"

Virtuouscircleofknowledgesharing«Fromthetransfertothecrea2onofnewknowledge»

OPENINNOVATIONCo-crea2onofinnova2vesolu2onsbasedonthechallengesofcompanies/OG

ENABLING ENVIRONMENT

«From human infrastructure to technology infrastructure»

Sharedstrategyoftheknowledgeandinnova>onsystembasedontheintegra2onbetweenopera2onalprogrammesandinterven2onmeasures

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Fig.6-Theenablingtools..

ThesevenInnovationBricksandrelatedtools

1.Strengtheningtheterritorialecosystem

"AllianceforInnovationbeyondthenetworkbetweenEIPOperationalGroups”

OneofthemainobjectivesofEIP-AGRIistoaccelerateinnovationthroughan"interactivemodel"thatincludesfarmers,consultants,researchersandbusinesses.However,inascenariolikethepresentone,where innovation becomes increasingly complex and changeable, this type of involvementmust beconsolidatedandexpanded.Oneofthemajorproblemsisthatsomekeysubjectsoftheinnovationlandscape,suchasbusinesses,incubators, startups, hubs, innovation support organizations-ISOs, are often excluded from theinnovationecosystem.Alltheseactorsshouldbeinvolvedinasystematicway.Nolessimportantistheinvolvementofpublicadministration,localauthorities,researchorganizationsas"partners"withintheinnovationchainandnotonlyasexperts,collaborators,promoters,planners,andcontrollers.Moreover, there must be an interactive sharing and collaboration process among innovation chainactors/OGnetwork,aimingnotonlyatdisseminatingtheOGresultsbutatcreatingacyclingprocessofdesignandimplementationofinnovativesolutions.Only throughastrengthened,expandedandactivesystemofconnectionsassociatedwithchanges intheroles,itwillbepossibletobuildanefficientsystemofinnovation.

ENABLINGTOOLS

NEWPROFESSIONALPROFILES

STRENGTHENINGTHETERRITORIALECOSYSTEM

VIRTUOUSCIRCLEOFKNOWLEDGESHARING

SHAREDSTRATEGY

CHANGESINTHEROLEOFACTORSINTHEINNOVATIONSUPPLYCHAIN

Par/cipatoryandcon/nuouslivinglabs

Innova/onmanager

Innova/onbroker

Regionalinter-fundsstrategicplan

Startups-seniorcompanies

collabora/on

Designthinkinglaboratoriesbasedonbusinessneeds

Collabora/veplaGorm

Thema/cfocusgroups

Integrated

communityofprac/ce

Public/privateallianceforinnova/on

NetworkofEIPOpera/onalGroups

OPENINNOVATION CommonstrategybetweenROPandRDP

Researchins/tu/onmoreproac/veandclosetothe

marketneeds

CAPACITYBUILDINGCAPACITYDEVELOPMENT

Qualifica/onandCer/fica/onofcompetences

SchoolforInnova/on

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Fig.7-Strengtheningtheterritorialecosystem

a) CreatingtheNetworkofEIPOperationalGroupsforinnovationchainsExperimental projects and implementation of innovative technologies, processes and products arecarriedoutbyOG–EIP/Innovation supply chains tobuildbridgesbetween research andagriculturalpractice.Thesegroupsshouldbesetupfollowingabottom-upapproachbyinterestedplayerswishingto collaborate: farmers, scientists, consultants of agricultural enterprises, entrepreneurs and otheractors.TheproblemwiththeseOGsisthattheyoftenformavariable-geometrystructurethatisvalidonlyforthe actionof a call, for a project. They are often subject to top-downapproaches establishedby theresearchorganization,ratherthanstartingfromtheneedsofthecompany.OneofthemaincriticalpointsofOGs/supplychainsisthepoorquantityandqualityofdisseminationin terms of sharing results between actors inside andbetween theOG/supply chains. As previouslymentioned, OG/supply chains often involve limited professional categories linked to the world ofinnovation, a world that becomes exponentially larger andmore complex and that needs to gathermore and more new actors (marketing and communication experts, designers, business experts,startuppers,anthropologists,andsociologists).These OGs often lack professional profiles capable of bringing together different worlds (T-Shapeprofile), this being a characteristic that is becoming increasingly crucial in the current competitivescenario. This aspect - and not only that - affects the construction of real collaboration networksbetween OG/innovation supply chains aiming at sharing results (knowledge) and (human andtechnological) resources thatwould favourconsolidatedandsustainable innovativeprocessesof theproductionsystems.

b) Public/privateallianceforinnovationTo make this "environment" more capable of sharing, creating and developing knowledge, it isnecessary tobuildnewandmorestructuredrelationshipsbetweenpublicandprivate,withinpublicadministration, research organizations, businesses and citizens, building public/private alliances forinnovation where all actors are peer to peer partners but with different roles and skills in aninnovationprocess.

ENABLINGTOOLS

NEWPROFESSIONALPROFILES



SHAREDSTRATEGY


Par/cipatoryandcon/nuouslivinglabs

Innova/onmanager

Innova/onbroker



collabora/on


Collabora/veplaGorm

Thema/cfocusgroups

Integrated

communityofprac/ce

Public/privateallianceforinnova/on

NetworkofEIPOpera/onalGroups


Researchins/tu/onmoreproac/veandclosetothe

marketneeds


Qualifica/onandCer/fica/onofcompetences

SchoolforInnova/on

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IfOGs/innovationsupplychainsarethefirstlevelofpublic-privatecollaboration,networksrepresentthesecondlevel;innovationalliancesarethehighestlevelofinclusionandparticipationthatcanbettercontribute to creating an enabling environment for innovation through the active inclusion of otherpublicpartnersnotcurrentlyinvolvedintheOG–EIP.

2.Virtuouscircleofknowledgesharing

"Fromthetransfertothecreationofnewknowledge”

"Innovation is circular". To create a model that transfers knowledge in a more effective way, it isimportanttocreateopportunitiesandactivitiesthatcanmaptheneedsofthebusinesses,identifyandtest solutions, transfer and share the results, but also plan the development of new knowledgecomparedtorenewedneedsofthecompanies.One of the key critical points of the systemof knowledge and innovation in agriculture is theweakcoordinationbetweenitscomponents.Thefirstproblemwefaceistheweakabilitytoinvolvetheenduserintheresearchandinnovationprocesses.Inotherwords,theresearchers’abilitytolistentotherealneedsofinnovationofenterprisesispoorornonexistentand,consequently,researchactivitiesareessentiallytop-down.Thisapproachequallyproducesitsnegativeconsequenceswhenitisneededtoexperiment,transferandvalidatetheresearchresultsinbusinesses.Inany innovativeprocess,andintheagri-foodsector inparticular, it isextremely importanttostartfromrealneeds.Thegreat challenge for innovators isnot tohaveagreat ideabutbeing the first toidentifyakeyproblemtobesolved.For this reason, it is important tostrengthenor introduce toolsthat may contribute to consolidate dialogue and collaboration among the various actors of theinnovationchain,andfirstlybetweenresearchersandbusinesses.

Fig.8-Virtuouscircleofknowledgesharing.

ENABLINGTOOLS



SHAREDSTRATEGY




collabora?on


Collabora?veplaEorm

Thema?cfocusgroups

Integrated

communityofprac?ce

Public/privateallianceforinnova?on

NetworkofEIPOpera?onalGroups


NEWPROFESSIONALPROFILES Innova?onmanager

Innova?onbroker


Qualifica?onandCer?fica?onofcompetences

SchoolforInnova?on

Par?cipatoryandcon?nuouslivinglabs

Researchins?tu?onmoreproac?veandclosetothe

marketneeds

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a) IntegratedcommunityofpracticeAnattempttobridgetheabovesaidgapwasproposedbytheCommunitiesofPractice,anditwouldbeevenmoreeffectiveifassociatedwithaspecificsector.Communities of Practice are "interest groups" involving researchers, technicians/advisers andentrepreneurswhodealwiththesameissues.Theyjointlyanalyzetheproblemsofruralareasorshareandanalyzepractices,identifyneedsandsolutions,verifytheapplicabilityofinnovationsproducedbyresearch,developnewideasforthirdpartiesandcarryoutscientificandtechnicalstudies.Their aim is the creationof apermanent communication systembetween research centres, regionaldevelopmentservicesandagriculturalenterprisestofacilitatethetransferofresearchandinnovation.TheCommunitiesofPracticecouldbeorganized following theSECImodel.Thismodel regulates therelationshipsbetweentacitandexplicitknowledge.Itisaspiralmodelandisdividedintofourphases:Socialization,Externalization,Combination,Internalization.The spiral in the model means that every time the knowledge spreads, the cycle is expanded andimproved;itisintheformofanopenframework.

Fig. 9 – SECIModel ofDynamicKnowledge Creation. Adapted fromNonaka, 1994 (in Bandera et. al.,2017).

b) ThematicFocusGroupsTheThematicFocusGroupsrepresentanimportantmodeofactionoftheEIPnetwork:theyconsistofa maximum of 20 experts committed to sharing knowledge and proposing innovative practicalsolutionstofacethemainchallengesposedbyagriculture.They are structured on a specific topic, each group shares knowledge and experience and exploresinnovativepracticalsolutionstoproblemsoropportunities.Thesamemethodscouldbeappliedandobjectivescouldbeachievedbyorganizingnational/regionalThematicFocusGroups.

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3. Open innovation

"Co-creationofinnovativesolutionsbasedonthechallengesofcompanies/OG”

The termOpen Innovationmeansanapproach to innovation thatallowscompanies to focusalsoonideas,resourcesandtechnologicalskillscomingfromoutside,inparticularfromstartups,universities,research actors, suppliers and consultants. The term was coined by the US economist HenryChesbroughinhisessay“TheEraofOpenInnovation”(2003).AccordingtoChesbrough,theparadigmof"closedinnovation",orinnovationwithinthecompany,couldnolongerbeenoughdespitethefearsofthecompaniesthattheyarenolongertheonly"owners"ofinventionsandthelegitimateattemptstoprotect their intellectual property. The same approach could be applied at theOG/innovation chainlevel.Openinnovationisagreatopportunityforcompanies,butweneedtoknowhowtoputitintopractice.Thereareexamplesofcompaniesthathavesucceededininnovatingusingthemostappropriateideasfromemployees,collaborators,researchersorstartups,andothersthatcouldnotunderstandhowtoapplythisstrategyandfailed.Open innovation specifically includes: inter-company agreements, financial support for startupcompetitions,hackathons,theacquisitionofinnovativestartupsbylargecorporations,thecreationofacorporateacceleratorforstartups,thepartnershipwithuniversities,researchcentresandincubatorstoinnovateinspecificsectors.

Fig.10–OpenInnovation–enablingtools.

a) CollaborativeplatformforOpenInnovationThisisacollaborativetoolthataimstoencourageandsupportthematchingbetweenthedemandforinnovation coming from the big players and the offers of technological solutions expressed byinnovators.

ENABLINGTOOLS



SHAREDSTRATEGY




collabora?on


Collabora?veplaEorm

Thema?cfocusgroups

Integrated

communityofprac?ce





Innova?onbroker



SchoolforInnova?on



marketneeds

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Regional,nationalandinternationalbigplayersorlargeandmedium-sizedenterprisestogetherwiththepublicadministrationareaskedtoexplaintheir innovationchallenges. Innovationactors-smallbusinesses, startups and spin-offs - are asked to find solutions thatmeet these needs,which in factrepresentthe"new"marketforinnovation.OpenInnovationisacollaborativeenvironmentwhereonecanconveycross-fertilizationactionsand,not lastly, promote the entrepreneurial discovery process aimed at identifying thenew actors to besupportedanddeveloped(scouting).

b) DesignthinkinglaboratoriesbasedonbusinessneedsDesignthinkingisaprocessforcreativeproblemsolving.Ithasahuman-centeredcore.Itencouragesorganizationstofocusonthepeopletheyarecreatingfor,which leads to better products, services, and internal processes. It’s based on the following keyconcept:

- Empathy—Understandingtheneedsofthoseyouaredesigningfor,- Ideation— Generating a lot of ideas. Brainstorming is one technique, but there are many

others,- Experimentation—Testingthoseideaswithprototyping.

Fig.11–StandfordD.Schooldesignthinkingprocess.DesignthinkingcanbeoneofthemethodologicalapproachestobeusedintheinnovationcycleofanOG/innovation chain, namely through identifying the innovation need/challenge to businessexperimentationandvalidationoftheinnovativesolution.Itiscyclicinthatbusiness-applicationofaninnovativesolution,alsothroughdiscussionandsharingwithotherbusinessexperiences,canbecomeatriggeringelementforimprovement.

c) CollaborationofseniorcompanieswithstartupsAmeetingisamutualopportunitythroughwhichcompaniesexperiencenewpossibilitiesandroads,andstartupshaveanimportantopportunityforbusinessdevelopment.Collaborationenrichesbothofthembysharingadifferentculturalapproachinrespectofinnovation(remember that startups are not small versions of structured companies). The large company hasinternalprocessesthatdonotallowittobeasfastasastartup.Ontheotherhand,thestartupismore

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dynamic and thoughbeingwell prepared for theproduct/service, it lacks specific know-howon theentirebusinesssystem.

4.Changesintheroleoftheactorsintheinnovationchain

“Frompublicadministrationtoresearchorganizationsandcompanies”Aspreviouslysaid,thetransitionfromatraditionallineartechnologytransfermodeltoasystemicandcircular one implies, in parallel, greater complexity of the innovation processes and also a greaternumberofactors involved,bothpublicandprivate (ranging frompublicadministration toresearchorganizations,enterprisesandagencies/innovation-supportorganizations).Ononehand,thenumberandheterogeneityof theactors involvedisaproblemfortheconstructionofcollaborativeprocessesfor innovation, on the other hand, the change in the roles of the actors of the innovation chain is achallenge – namely, ensuring that everybody contributes as “partner” to the innovation process bynetworking competences and experiences by overcoming/integrating the current “tasks”: control,surveillance, top-down decision-making of research, etc. A peer to peer relationship is neededbetweenthevariousactorstoparticipateintheOG/innovationchain,andalsoextremelyimportantisthe relationship between OG/innovation chains themselves for the creation of an innovationecosystem.Thisgreaternumberofinvolvedactorsmustalsobeaccompaniedbyamoreproactiverolewithintheinnovationlandscape.Forsomeactorsitisa"revolutionary"step.

Fig.12–Changesintheroleoftheactorsintheinnovationchain.

ENABLINGTOOLS



SHAREDSTRATEGY




collabora?on


Collabora?veplaEorm

Thema?cfocusgroups

Integrated

communityofprac?ce





Innova?onbroker



SchoolforInnova?on



marketneeds

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a) ResearchinstitutionmoreproactiveandclosetothemarketneedsResearch organizations anduniversitiesmust switch from the role ofmere researchproducers to amorecompany-orientedroledirectingresearchtowardsmappedneeds.Theymustbecomepartners inthe innovationprocessandthe innovationchain,at thesamelevelascompaniesandotheractorstoco-designandshareactions.To this end,TTO/ISOmayplay a strategic rolewith a view to strengthen their rolebothwithin theuniversityandintherelationshipswithenterprisesandotherterritorialactors,andthemarketaswell.

b) ParticipatoryandcontinuouslivinglabsThis more proactive role is also extended to institutions such as local authorities and publicadministrationthatnotonlyhavetoplanandimplementterritorialdevelopmentbutshouldalsoplayamoreeffectiverole in identifyingtheneedsof theactors involvedinthe innovationprocesses, intheimplementation phase acting as "partners" and not as "controllers", in a participatory and circularprocessthatcancontributetotheimprovementoffutureprogramming.Inthisperspective,itisimportanttoplanevents–livinglabs-thatmaysucceedtobringtheseactorstogetherinatimelyandcontinuousmannerovertime.It isnecessary toavoid thatsucheventsbecomeepisodicandunrelated toeachother. Indeed, theyshouldbepartofthePApolicy,soastoaddressthechallengesemerginginthelivinglabs.

5.Newprofessionalprofiles

“Newactorsfortheinnovationandknowledgesystem”

“New actors” means to train and strengthen new professionals (innovation managers and innovationbrokers)whoare essential for the creationand strengtheningof the innovation chain, bothduring thechainconstructionphase(innovationbroker)and foramoreproactiveroleof thebusiness(innovationmanager).

a) InnovationbrokerandInnovationmanager

Theprofessionalbrokerprofileisexperiencingaprofoundandrapidtransformation.Thecontinuousinnovations in termsofchanges in lawsandregulationsthatgoverntheactivity, thedevelopmentofnew products and services, the introduction of new communication and business managementtechniques,areputtingastrainontheorganizationsthatprovidetypicalbrokerageservices.The profile of the Innovation Broker and the Innovation Manager cannot be merely related toTechnologicalInnovation.He/she must deal with all the innovations - technical, organizational, economic and financial.Consequently,his/herrolerequiresspecializedmultidisciplinarytraining.ThefunctionoftheInnovationbrokeristofosterinnovation,tolistentoandinterprettheinnovationneedsofenterprises,tocreateinnovationchain/OG,collaborationbetweenentrepreneurs,companies,tosupportcompetitivenessof theentities involved in theagriculturalsupplychainon theonehand,andsustainabledevelopmentontheother.The Innovation Manager has many functions but his/her focus is not so much confined only tofavouring thecollaborationnetworkbuthe/sheshouldalsocreatepathways for listening,andbringforwardrelatedproposalsforchange.

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Fig.13-Newprofessionalprofiles.

b) Construction of dedicated training courses for innovation manager and innovationbroker

Thereisaneedfordedicatedtrainingcoursesbasedonstructuringtheskillsofthemainplayersintheworldofinnovation(Universities,ResearchCentres,BusinessIncubators,Startuppers,Entrepreneurs).In particular, they should focus on innovationmanagers and innovationbrokers: the former for theinnovation processes within the enterprise, and the latter to facilitate and promote collaborationbetween the innovationactors.Theybothcontribute tobuildOG/innovationchainsbymatching theenterprise’sneedswiththeresearchresultsofscientificorganizations.At a regional and national level, it could be wise to envisage setting up a register of the newabovementionedprofessionalprofiles,andcertificationschemesofskills.

6.Capacitybuilding/capacitydevelopment

“Trainingcoursesdedicatedtotheactorsoftheinnovationchain”

Nowadays,aprogrammeshouldbesupportedtodeveloptheskillsandcompetencesofalltheplayersin the innovation chain, from public to private actors, businesses and citizens included. Theconstructionoftheinnovationecosystemisprimarilydefinedbythegrowthofhumancapital.Tothisend,differentapproachesmightbeappliedtofosterthelinkamongtheinnovationactorsandto formalize thenewprofessionalprofilesmentioned inparagraph5. Someof thoseapproaches arelistedbelow:

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Fig.14-Capacitybuilding/capacitydevelopment.

a) SchoolforInnovation

Imaginingcustomizedtrainingpathsforactorsintheinnovationsupplychainintheagrifoodsectorisimportantnotonlyforproductionandconsultancycompaniesbutforalltheactorsfrompublicadministration to researchers. The theme of skilling, reskilling and long-life learning mustsystematicallyimpactthisworldtoo,settingupstructuralmeasurestosupporttheseprogrammes.A new “school” needs to be created to keep up with both the training needs to meet the rapiddevelopmentofmetholodogiesandapproachesthatcharacteriseinnovationprocesses,aswelltherapid evolution of research and available solutions for the agrifood sector. There is a need for a“school”thatmakesthedifferentapproachesavailabledependingonthetargetanditsneeds:

-advancedtrainingcoursesandIandIIlevelmasters,- learning participatory approach: participatoryworkshops are also known as ParticipatoryRural Appraisal (PRA) or Participatory Learning and Action (PLA), dialogue café,unconference,cocktailpartiesforinnovation,actionlearningsets,

- short training courses. b) QualificationandcertificationofcompetencesThe “school for innovation” necessarily calls for the neeed of having qualified and certifiedprfessionals. Inastronglycompetitiveandrapidlyevolvingsector like theagrifoodsector, somekeyprofessionalslikeinnovationmanagersandinnovationbrokersmustfollowqualifiedtrainingandrefreshercoursesandshouldbesubjecttoacertificationschemefortheirqualification.Tothisend, universities and professional associations may play a crucial role in setting up therequirementsofthequalificationandcertificationpathsofsuchcompetencesandthecriteriaformaintenanceovertime.

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7.Sharedstrategyoftheknowledgeandinnovationsystem

“Integrationbetweenoperationalprogrammesandinterventionmeasures"

Looking at the current intervention policies, it is very common to notice a mismatch betweenoperational programmes and the implementation of intervention measures, which might create awaste of economic resources, and accordingly reduce the social impact and the replicability of theproposed action. Moreover, it is very rare to find a multi-sectorial approach that might facilitate aconstructivecontaminationandcapitalizethefinancialresourcesandknow-howofeachsector.

a) CommonstrategybetweenRegionalOperationalProgramme(ROP)andRuralDevelopmentProgramme(RDP)

Theterritorial"developmentplans”areoftentheexclusivityofasinglefundandaneconomicsector(e.g.ruraldevelopment)withweakconnectionswithotherfundsandeconomicsectors(e.g.industry).Similarly, equally weak are the systemic approaches between the interventions relative to theobjectives,interventionsofthesamefund/plannotfunctionallyandtemporallysystematizedandintegrated (e.g. activating the training measure of innovation brokers before the measure tofavourOGforinnovation).At present, creating an ecosystem of innovation means integrating programmes, plans andinterventions in the territory in a systemic and synergicway, overcoming sectorial approaches(agriculture,industry,commerce,etc.).Systemic approaches should be applied not only between institutions (regionalcouncils/ministries), funds and programmes, but also as a renewed system of relations withprivate parties,more focused on sharing and co-participation in interventions, overcoming the“co-financingscheme.”

Fig.15-SharedStrategyoftheknowledgeandinnovationsystem.

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b) Regional"Inter-funds"strategicplan

Theregionalinter-fundsstrategicplanisbasedongreaterintegrationbetweenfundsandprogrammestopursuecommonterritorialobjectivesontheinnovationofproductionsystems.RDP should interact with other regional programmes and follow a common strategy based onobjectivesandlogicalsequenceofinterventionsbothbetweenoperationalprogrammesandwithinthesame regional programme avoidingmismatching between themeasures (e.g. RDPmeasure 16 waslaunchedwithoutaspecificmeasuretotraininnovationbrokers,whichwouldhavehelpedtheprocessofbuildinguptheOG/innovationchainsforeseeninRDPmeasure1)New schemes of interventions based on public-private relations relating to economic-financing-technicalcollaboration.

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Conclusions

TheFILAmodelcanrepresentareferencepointforthetechnologytransferdesignaimedatsupportinginnovationandcompetitivenessprocessesoftheentrepreneurialsystemintheagrifoodsector.Basedontheoutcomeoftheparticipatorydesignofthemodel,itisevidentthatadeepchangeisneededintheorganizationofservicesandassociatedtools,butespeciallyapriorityculturalchangeatanylevelisneeded, from public administration to enterprises - including service companies - which imposes astronginvestmentintraining.

It is not possible to build a technological infrastructure that enables and supports technologicaltransfer services based on new paradigms (e.g. the EIP approach) without preliminarily building aqualifiedhuman infrastructure.Thismeans to impactonboth the skill developmentof single actorsandontheinteractionswitheachother. TheexperienceoftheEIPapproachinEuropeandinPugliaregion, as well as the less financially supported experience analyzed in Montenegro and Albania,exhibitapositiveevolution inthetechnologytransferapproachesandeconomicenhancementof theresults of research and innovation. For sure, there is better dialogue between the actors of theinnovationchainandbetter listening to theneedsofenterprises,but theystilldenote somemissingpiecesintheimplementationofvariouscollaborativechainprocesses.

To this end, it is essential to develop professional skills and change the role of the actors of theinovationchaininsharingchallengesandintheimplementationpracticesofbusinesses.Itisacircularprocessforcontinuousimprovementinwhichalltheactorsparticipateonequalbasis.

Inthisongoingprocess, it is importanttocompletetheadaptationpathwayoftheinnovationbrokercapacity,andstrengthentheroleoftheinnovationmanagerwithintheenterprises.Itisalsoextremelynecessary tomake a change in the role of public administration, and in the research approach thatneeds to be more responsible and mainly based on the needs of enterprises. It is also crucial tostrengthen the enterprises’ capacity to identify their innovation challenges, and the researchers’capacity to support the challenges of businesses’ innovation and identify the best solutions. All theabove points are not in place yet, and then represent an important obstacle to more effectivetechnologytransferandimprovementinthecompetitivenessofenterprises.

Inconclusion,themainresultistherepresentationofamodelthatidentifiesimportantsuggestionstotheEIPapproach,bydefiningbricksofa“stillevolvingecosystem”forwhichastronghumancapitalinvestmentisnecessaryatanyleveloftheinnovationchain.

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REFERENCES

BanderaC.,KeshtkarF.,BartolacciM.R.,NeeruduS.andPasseriniK.(2017).Knowledgemanagementand the entrepreneur: Insights from Ikujiro Nonaka's Dynamic Knowledge Creation model (SECI).InternationalJournalofInnovationStudies,1(3):163-174.DOI:10.1016/j.ijis.2017.10.005

EIP-AGRI(2015).BrochureEIP-AGRINetwork.https://ec.europa.eu/eip/agriculture/en/publications/eip-agri-brochure-eip-agri-network-2015LastAccessNovember2019

EIP-AGRI(2019).Participatoryapproachesforagriculturalinnovation.https://ec.europa.eu/eip/agriculture/sites/agri-eip/files/eip-agri_brochure_participatory_approaches_2015_en_web.pdfLastAccessNovember2019

StandfordD.Schooldesignthinkingprocess.https://dschool.stanford.edu/resources/getting-started-with-design-thinkingLastAccessNovember2019

Tropical Agriculture Platform (2016) Common Framework on Capacity Development for AgriculturalInnovationSystems.Conceptualbackground.Wallingford:CABI.

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