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TRANSFER OF INNOVATION DEMANDS FROM CLINICS TO SMEs
Published on 23 March 2018
![Country flag flag](/themes/custom/interreg/images/flags/cz.png)
Czech Republic
Severovýchod
This is the good practice's implementation level. It can be national, regional or local.
About this good practice
The transfer of innovation-related information from field providers of care (social, health, etc.) who are closest to the real users, to those who can use that information in order to innovate products and technologies is rather difficult in general. In this Good practice knowledge for innovation was available in clinics and their medical, scientific and technical employees. The problem was to encourage and extract the knowledge out of people´s mind. SMEs were highly interested to get access and to be involved in the innovation transfer process as they have certain advantages and flexibility in developing labtypes, prototypes and SME solutions for bottom-up innovation approach. The practice being transferred to HoCare project made analysis of key players as well as evaluation of clinics concerning their potential and motivation for inventions and innovations. For those identified and interested, several regional innovation workshops with (A) healthcare providers, B) SMEs, C) R&D, D) healthcare insurance companies, healthcare decision makers and political groups were organized to gather innovative ideas or requests based on the needs from the clinics. Consequently, a pilot generation of new products, processes and services was initiated by cooperation of clinics and participating SMEs as well as transnational matching plan of clinical innovations with SMEs. The practice is great example of how to initiate and develop new innovations also in home care based on similar approach.
Resources needed
The project was implemented in 7 countries for 2 120 000 EUR. The following categories consumed:
Staff costs – 62%
Administration – 4%
External expertise – 16%
Travel and accommodation – 7%
Meetings and events – 5%
Promotion costs – 4%
Equipment – 0,1%
Other – 1,9%
Staff costs – 62%
Administration – 4%
External expertise – 16%
Travel and accommodation – 7%
Meetings and events – 5%
Promotion costs – 4%
Equipment – 0,1%
Other – 1,9%
Evidence of success
-1 permanent cooperation established
-10 pilot actions carried out as “proof-of-concept” for organising and performing workshops with the participation of the main target groups
-More than 200 000 EUR of private / public funds leveraged and invested into identified innovative ideas
-38 public authorities, mainly hospitals, engaged in implementing a transnational strategy/action plan for enhancing co-operation between themselves and companies
-42 companies introduced innovative products
-10 pilot actions carried out as “proof-of-concept” for organising and performing workshops with the participation of the main target groups
-More than 200 000 EUR of private / public funds leveraged and invested into identified innovative ideas
-38 public authorities, mainly hospitals, engaged in implementing a transnational strategy/action plan for enhancing co-operation between themselves and companies
-42 companies introduced innovative products
Potential for learning or transfer
The practice shows that potential support from public authorities in creating innovation cooperations and one-off workshops connections idea holders (who have limited time and resources) with idea transferrers and innovation creators, also including other stakeholders brings real value.
-overall process started in each partner region with individual approaches and with a common understanding of the situation in each other partner region and country, the way how to access those with needs (clinics) and those creating innovations (SMEs) might be different from region to region, this individualized approach was tested on international level
-the idea could be transferable for example to public service or home care segment, just working with another target group to access the needs
-the project can be set up as international or national
-it is difficult for SMEs to reach hospitals and their needs and this approach presents a way how to provide benefits to unmet needs of hospitals
-overall process started in each partner region with individual approaches and with a common understanding of the situation in each other partner region and country, the way how to access those with needs (clinics) and those creating innovations (SMEs) might be different from region to region, this individualized approach was tested on international level
-the idea could be transferable for example to public service or home care segment, just working with another target group to access the needs
-the project can be set up as international or national
-it is difficult for SMEs to reach hospitals and their needs and this approach presents a way how to provide benefits to unmet needs of hospitals
Further information
Website
Good practice owner
You can contact the good practice owner below for more detailed information.
Organisation
DEX Innovation Centre
![Country flag flag](/themes/custom/interreg/images/flags/cz.png)
Czech Republic
Severovýchod
Contact
Product and Innovation Leader