IntoA! Lean Business (IntoALB)
Published on 07 July 2018
Finland
This is the good practice's implementation level. It can be national, regional or local.
About this good practice
PROBLEM ADDRESSED: How lean start-ups can overcome entry barriers of markets consolidated by large companies.
HOW RESULTS WERE ACHIEVED: 1) MLE/SME interactions are traditionally mapped into 3 stages: strategic cooperation, investment clarification, aquisition. IntoALB focuses mostly on the 1st and also on the 2nd stage. 2) Internal start-up teams are set up by IntoALB. MLEs are contacted for raising awareness of the IntoALB options and then to establish the demand, i.e. addressing a concrete business issue of the MLE. A short term (between 3-6 months) IntoALB project is set up. During these 3 months the MLE business issue is addressed comprehensively, interpreted into concrete solutions, and matching them to the resources and solutions of the UTU research, which are made available and discussed with the MLE. At the end of this period the MLEs either buys out the solution (IPR included) or the solution is commercialised into a spinn off.
STAKEHOLDERS: UTU, Business Finland, the Regional Council of Western Finland, Turku Science Park, businesses.
HOW RESULTS WERE ACHIEVED: 1) MLE/SME interactions are traditionally mapped into 3 stages: strategic cooperation, investment clarification, aquisition. IntoALB focuses mostly on the 1st and also on the 2nd stage. 2) Internal start-up teams are set up by IntoALB. MLEs are contacted for raising awareness of the IntoALB options and then to establish the demand, i.e. addressing a concrete business issue of the MLE. A short term (between 3-6 months) IntoALB project is set up. During these 3 months the MLE business issue is addressed comprehensively, interpreted into concrete solutions, and matching them to the resources and solutions of the UTU research, which are made available and discussed with the MLE. At the end of this period the MLEs either buys out the solution (IPR included) or the solution is commercialised into a spinn off.
STAKEHOLDERS: UTU, Business Finland, the Regional Council of Western Finland, Turku Science Park, businesses.
Resources needed
1) 2016 -2017, pilot; approximately 250 000€ , UTU & TEKES (Business Finland).
2) Currently run, as a service, by the University of Turku, i.e. demand - based.
2) Currently run, as a service, by the University of Turku, i.e. demand - based.
Evidence of success
OVERALL: The most innovative aspect of the lean start-up approach compared to one adopted by more traditional approaches is the focus on building on a viable product more than business plans.
1) 20 interactions with MLEs were anticipated in the 2016-2017 project, and fulfilled.
2) 20 students / researchers participated; 5 cases were introduced.
3) Productisation of the pilot into a service.
4) The traction effect of the MLEs on the lean teams acts as an incentive leading to new companies.
1) 20 interactions with MLEs were anticipated in the 2016-2017 project, and fulfilled.
2) 20 students / researchers participated; 5 cases were introduced.
3) Productisation of the pilot into a service.
4) The traction effect of the MLEs on the lean teams acts as an incentive leading to new companies.
Potential for learning or transfer
IntoA Lean is one of the rare, deliberate, bottom up efforts to populate a regional ecosystem by linking to the larger businesses. It is an essential concept that will be more and more in demand in the future, and also important for consolidating national innovation systems, i.e. linking larger and smaller businesses within the same country.
Critical aspects: contacts to MLEs, interpretation of their needs, matching with early stage innovations / start ups.
Readiness to transfer: The good practice is readily transferable to other contexts. Our focus has been in the methodological aspects that turn it into a regional (and beyond) success. Insights generated by the GP relevant to the ecoRIS3 project objectives include:
- RTOs supporting research-to-business; market potential of early stage innovation
- RIS3 governance
- It has interregional cooperation potential
CONTACT: Mikko Pohjola, [email protected], University of Turku Development Services.
Critical aspects: contacts to MLEs, interpretation of their needs, matching with early stage innovations / start ups.
Readiness to transfer: The good practice is readily transferable to other contexts. Our focus has been in the methodological aspects that turn it into a regional (and beyond) success. Insights generated by the GP relevant to the ecoRIS3 project objectives include:
- RTOs supporting research-to-business; market potential of early stage innovation
- RIS3 governance
- It has interregional cooperation potential
CONTACT: Mikko Pohjola, [email protected], University of Turku Development Services.
Further information
Website
Good practice owner
You can contact the good practice owner below for more detailed information.
Organisation
University of Turku
Finland
Länsi-Suomi
Contact
Senior project manager