Aug 06, 2015
“Catalysing European Competitiveness in a Globalising World”
report of the panel of experts for the interim evaluation FP7-ICT
Presentation to the panel of the overall FP7 Interim Evaluation
23 June 2010
Alain Bravo Director General SUPELECChair of FP7-ICT Interim Evaluation Panel
••• 7
The ICT themewithin FP7-Cooperation
Socio-economic sciences and the
humanities
Security
SpaceHealth
Food, agriculture, biotechnology
Transport
Nanosciences, nanotechnologies,
materials, production
technologies
Environment
EnergyICT - Information
and Communication
Technologies9.1 B€ (2007-13)
2007 2008 2009 2010 2011 2012 2013 Total
ICT 1.107 1.114 1.142 1.202 1.323 1.512 1.710 9.110
••• 8
Panel report:Summary
ICT programme is– Relevant– Solid and largely well implemented
11 recommendations grouped in 3 sets of actions– Strengthening European ICT research in a
globalising world– Exploiting the pervasiveness of ICT via
integrated policies– Sharing risk
••• 9
FP7-ICT structure: a mix of technology push and solution pull
4. Digital libraries & content
5. ICT for health
6. ICT for mobility & sustainable growth
7. ICT for independent living, inclusion and governance
Fu
ture
an
d E
mer
gin
g
Tec
hn
olo
gie
s (F
ET
)
2. Cognitive systems, interaction, robotics
1. Network and service infrastructures
3. Components, systems, engineering
systems addressing socio-economic goals
~10% ~9% ~8%~4%
~9%
~30%
~10%
~20%
+AAL
+JTIs
tech
nolo
gy r
oadb
lock
s
••• 10
ICT theme in FPsan evolutionary perspective
ACTS
ESPRIT
TELEMATICS
FP5IST
FP4 FP5 FP6… FP7
FP6 IST
FP7ICT
CIP
JTIs
Art. 169
Modinis
eContent
eTEN
ETPs
eContent
eTEN
9 Technology Platforms in ICT
ARTEMIS (Embedded Systems)ENIAC (Nano-Electronics)
Ambient-AssistedLiving
ICT Policy Support Programme
PPPs
••• 11
Conclusions and recommendations (1/3)
Strengthening European ICT research in a globalising world
1) Continue with ICT in FP8 in a further strengthened form, flexibility and interdisciplinarity are needed to support dynamic and radical ICT innovation
2) Continue to build ERA combining national and European programmes (but) – clarify (fit for purpose) of portfolio of instruments and– address issues of dual management
3) To ensure balance between consensus-based R&D and longer term – expand (FP7) and extend FET (FP8)
4) Keep extending global reach of FP7-ICT– taking into account characteristics and capabilities of various parts of the
world (reciprocity, longer term competitiveness)– more proactive policy and EU presence in pre-normalisation and
standardisation
••• 12
… the view of participants
• Core’ participants are involved in multiple instruments & therefore have to deal with multiple regimes within the FP
– 60% of the organisations active in the JTIs participated also in FP7 mainstream ICT research – all of them ‘core’ participants.
– The same accounted for ~40% of the organisations involved in AAL
• Many organisations also participate in non-FP programmes of the EC, further increasing the complexity they have to address
– one in four (single) organisations participating in FP7 mainstream ICT is involved also in CIP, i.e. particularly Higher Education institutions and Large Enterprises (~30%), but also ~20% of the SMEs
Complexity is a cost for larger organisations and a potentially insurmountable problem for smaller firms
••• 13
The new ERA instruments: the JTIs & the AAL JP
Value of the new initiatives– Proved particularly effective in mobilising industry stakeholders– Led to an enhanced involvement of SMEs in research at European level– Allows researchers to strengthen and broaden their R&D alliances with industry
participants – Especially in ARTEMIS and the AAL JP, allowed for a pronounced involvement of key
immediate or end users of the technologies
Overall evaluation of the participants– High level of relevance because of the strong alignment with industry & user needs – Current implementation methods criticised, especially because of the difficulties and
additional costs caused by the dual governance
ERA 2020 vision: To build a globally competitive Researchand Innovation System optimised at the European level, aligning regional and national policies and institutions to this new scale
••• 14
A strong ‘core’ of participants involved in successive FPs
• Includes ~70% of the Higher Education participants and ~50% of the Research Institutes and Large Enterprises
• Allows for the creation of critical mass in specific S&T fields at European level and for stability over time
• Greatly increases the likelihood that results will be implemented • Fosters an ongoing strengthening and expansion of strategic R&D partnerships• Constitutes the backbone also for the research in the new initiatives & the ETPs• Represents the established, major stakeholders on the European stage – the ‘usual
suspects’
Constitutes a risk for lock-in Need for countervailing activities that can unseat the established players & unleash the
development of new industries
••• 15
FET – Future and Emerging Technologies new ideas for ICT research
An incubator and pathfinder for new ideas and themes for long-term research in the area of ICT
FET Proactive• top-down approach• spearheading transformative research
and supporting community building
FET Open• bottom-up approach• exploring new and alternative
ideas at the frontiers
61 M€ 110 M€
High risk research, offset by potential breakthrough with high technological and/or societal impact
••• 16
The global dimension: A targeted and limited opening to the rest of the world
Expert panels & participants: Need to increase interaction at a global level to create synergies and access complementary expertise
Commission strategy in ICT:A ‘targeted’ opening in priority research areas for collaboration and the bi-lateral S&T agreements
Share in participations in FP7 mainstream ICT - per regionbase: FP7 mainstream ICT - 8,196 participations,
calls 1-4, end 2009
Developing Cty1,4%
BRIC1%
Industrialised Cty1%
Other European Cty
0,5%Candidate EU MS1%
EFTA & IL6%
EU NMS6%
EU1584%
In FP7 ICT, limited level of global collaboration:• Non-European partners involved in (only) 14% of the projects • 1% of the budget to Specific International Scientific Cooperation Activities (SICA) and
International Cooperation (INCO) projects, predominantly acting as ‘technology watch’ activities
••• 17
The importance of a Single Market
Contributions in FP7 ICT:• Various areas in FP7 ICT where research focuses (also) on providing input to policy makers
BUT– There is 30% of participants who considered that more could and should be done– Less funding for the specific instruments (CSA) than in FP6
• Support for the development of European standards, according to the participants:– Highly appreciated in the Healthcare and Network & Service Infrastructure– Overall, too little regard for the integration and interoperability/backward
compatibility– Need for the development of global standards
European standards and coherence among national regulations are crucial for the development and uptake of innovation - and ultimately, for Europe’s competitiveness at global level
••• 18
Conclusions and recommendations (2/3)
Exploiting the pervasiveness of ICT via integrated policies5) ICT task force spanning across DGs to coordinate ICT-relevant policy
development6) Explore opportunities for demand-based measures that open new arenas
for innovation … – (aggregating and) making visible user needs– deepen the role of demand side in the ICT programme and– its links to take-up and practice
7) use the power of higher education system in spreading innovation and providing new skills and competencies
– encourage participants to develop curricula in new and emerging areas
8) To reach the Programme’s immediate ICT objectives two major actions are needed
– reverse the downward trend in industry participation– incorporate plans for large-scale ICT test-beds for advanced services
••• 19
The increasing pervasiveness of ICT …
R&D in ICT involves a wide range of stakeholders from the most varied market sectors
Participation in FP7 mainstream ICT by the actors in the value chainbase: 3,315 participations; Calls 1-4, end 2009
Information Services 4%
Healthcare Services3%
Other Public Services6%
PA governance4%
Business Services8%
Electronic Components6%
Electronic Equipment, Instruments & Devices
17%
Systems engineering, Software & IT Services
30%
Consumer Electronics Manufacturing
8%
Transport Eq. Manufacturing
4%
Other Manufacturing3%
Network Operators & Telecommunication
Services7%
Demand side
Supply side
••• 20
… requires a strong co-ordination of research and innovation policies
STRUCTURAL FUNDS
MediaSafer Internet PluseContent Plus
7th FRAMEWORK PROGRAMMECIP
EU
RE
KA MEMBER
STATES PROGRAMMES
PRIVATE RESEARCH
INITIATIVES
OTHER FUNDINGEU FUNDING FOR ICT, RESEARCH, DEVELOPMENT AND INNOVATION
ICT use and development
Research and Innovation projects
ICTPSP
Other FP7FP7
mainstreamICT New
Initiatives
ENIAC
ARTEMIS
AAL
Network and service infrastructure
Components, systems, engineering
Cognitive systems, interaction, robotics
Digital libraries and contents
ICT for health
Mobility and sustainable growth
Independent living, inclusion, governance
Future and emerging technologies
JRC
CostActions
Other Co-operationstrands
Ideas (European Research Council)
People (Marie Curie Actions)
Capacities (Infrastructures, International co-operation)
CATRENE
ITEA2
Eranets (funded asco-ordination actions)
PPPs
STRUCTURAL FUNDS
MediaSafer Internet PluseContent Plus
7th FRAMEWORK PROGRAMMECIP
EU
RE
KA MEMBER
STATES PROGRAMMES
PRIVATE RESEARCH
INITIATIVES
OTHER FUNDINGEU FUNDING FOR ICT, RESEARCH, DEVELOPMENT AND INNOVATION
ICT use and development
Research and Innovation projects
ICTPSP
Other FP7FP7
mainstreamICT New
Initiatives
ENIAC
ARTEMIS
AAL
Network and service infrastructure
Components, systems, engineering
Cognitive systems, interaction, robotics
Digital libraries and contents
ICT for health
Mobility and sustainable growth
Independent living, inclusion, governance
Future and emerging technologies
JRC
CostActions
Other Co-operationstrands
Ideas (European Research Council)
People (Marie Curie Actions)
Capacities (Infrastructures, International co-operation)
CATRENE
ITEA2
Eranets (funded asco-ordination actions)
PPPs
••• 21
Links to demand are weak in some areas
• 50% of the participants: collaboration in RTD of all actors in the product/service value chain is a key factor for the achievement of excellence in R&D
• Participants pointed at a limited involvement in FP7 ICT of key immediate or end users in the Programme, including private enterprises as well as Public Authorities and NGOs
• The alignment of the research results with the user needs was a concern voiced by ~30% of the industry participants in FP7 mainstream ICT research
••• 22
Decrease in participation by the product/technology users
Share in participations in Collaborative Projects by organisations along the value chain - FP6 versus FP7
6% 8%
9%
16%
33%
31%
10%
9%7%
4%4%4%
12%12%
11%12%
8%5%
0%
50%
100%
FP6 - base: 4,796 partic. FP7 mainstream ICT - base:2,725 partic.
Business Services
Public Services
Information & Communication Sv
Other Manufacturing
Transport Eq. Manufacturing
Consumer Electronics Mft
Systems engineering, Software & ITServices
Electronic Equipment, Instruments &Devices
Electronic Components
••• 23
Human capital and research/innovation capacity building
• Higher Education key for new ICT skills, multidisciplinary competences, dissemination of ICT research
• Higher Education institutions accounted for ~40% of the overall participation & funding
– ~80% were important players at national or European level– a high-level involvement of European research leaders in the fields of ICT
• Little explicit transfer of knowledge from research and innovation to the ‘education’ pillar
– ‘educational outreach’ activities implemented, amongst others, in the fields of robotics and photonics
– doctoral schools …
• Little evidence on the development of joint Master Programmes - one of the positive effects of the NoEs in FP6
Under-emphasis of the third element in the knowledge triangle
••• 24
Downward trend in
industry participation
Stakeholder participation in Collaborative Projects (RTD) over the Framework Programmes
Share in overall participations
46% 43% 39%
6% 5%4%
48% 52% 58%
0%
20%
40%
60%
80%
100%
FP5 - base: 11,340 partic. FP6 - base: 10,240 particip. FP7 mainstream ICT - base:6,634 partic.
Industry/business Other Research
••• 25
The potential role of e-Infrastructures for the integration of R&D
• ‘e-Infrastructure’ = "the collective term used to describe the computing hardware, software, networks and communications technology that facilitate information processing, sharing and analysis."
• In the time period 2007 – 2009, the e-Infrastructures budget of the Capacities programme equivalent to ~7% of the overall DG INFSO funding in FP7
• e-Infrastructures – integral part of all research infrastructures, which essentially
require computing, data management, network and application development services.
– are emerging as effective and valuable facilitators for the integration of research programmes and physical linkage of research communities, thus enhancing the flow of knowledge in the innovation systems - in Europe and globally
– Need to include test beds, which provide opportunities to integrate industrial as well as academic R&D
••• 26
Conclusions and recommendations (3/3)
Sharing risk …9) to ensure participation of key European players and attract global
participants, EC must:– reduce administrative burden and (perceived) arbitrariness of auditing
practice– radically overhaul the financial regulations ensuring the principle of
shared risk and mutual trust10) to increase SME participation:
– simplify and reduce the burdens of their participation with a lightweight form of subcontracting or associate partnership
11) To reduce the waste of effort in proposal writing:– test a more sophisticated 2-stage application process with proposals
going into 2nd stage having 30-50% chance of funding
••• 27
More intensive participation by
high-tech SMEs
Profile of the SMEs involved in Collaborative Projects - FP6 versus FP7
6% 6%
9%
20%
58%
49%
3% 2%
9% 8%
6% 8%
4% 5%4% 3%
0%
20%
40%
60%
80%
100%
FP6 - base: 1,741 partic. FP7 mainstream ICT - base:1,021 partic.
Business Services
Other Public Services
Information &Communication Services
Other Manufacturing
Consumer GoodsManufacturing
Systems engineering,Software & IT Services
Electronic Equipment,Instruments & Devices
Electronic Components
••• 28
“Simplification”
“ … not ‘merely’ a matter of imperfect implementation … an existential challenge to the Programme itself”
• The approach to management of financial risk goes far beyond what is consistent with sound management of Community resources and does not take into account the intrinsically uncertain nature of RTD investments
• The culture of control and audit, taken together with the complexity of the rules leads to potential for misunderstandings and inconsistencies of interpretation - often not discovered until after the fact
• Even where the Framework Programme and DG INFSO have taken steps with a view to simplification and reduction of burdens, these have been stifled by the overarching EC Financial Regulation and how this is interpreted.
••• 29
Complexity of rules and interpretations
• The concept of ”actual costs incurred” according to participants’ usual accounting principles & their usual management practices
• The more extended use of flat-rate financing within a simplified framework of forms (implemented for some Co-ordination/Support Actions & NoEs – but in a limited manner)
• The simplified definition of eligible costs (variations between different parts of the Commission in how the definitions are applied)
• Different interpretations of the auditing rules, across DGs, within DG INFSO, and also between the Project Officers and the financial authorities
••• 30
Efforts to reduce red tape in FP7 ICT
• The Electronic Proposal Submission System (EPSS) streamlining the process of submission
• The Unique Registration Facility (URF) – one-time registration for multiple proposals
• No more ex-ante financial viability checks for EC funding lower than €500K (80% of the participations)
• No more audit certificates for cumulative funding of under €375,000 (65% of the participations)
• Electronic reporting tools reduce the burden for co-ordinators and participants
••• 31
FP7-ICT calls 1-3:success rate
• 3,564 proposals• 1957 below threshold• only 538 retained• For some objectives success
rate < 10%
Un programme animé par Systematic et copiloté par Systematic, Opticsvalleyet le réseau des Chambres de Commerce et d’Industrie Paris-Ile-de-France
Etude Benchmarking 2010 sur les formations existantes apparentées au métier de Business Developer en Innovation
SOMMAIRE
SOMMAIRE
Petit rappel du contexte de l'étude
Contexte et objectifs
Cartographie des compétences clés du business developer en innovation
Préconisations des entreprises
Présentation des 21 formations étudiées en 2010
Carte de France des formations étudiées en 2009 & 2010
Méthodologie d'analyse des formations
Résultats du Benchmarking et proposition d’un contenu de formation
AMBITION PME
33
Contexte de l'étude
Conscient de la place d’une organisation commerciale dans le développement des entreprises innovantes, le pôle de compétitivité Systematic Paris Région, associé au Réseau des Chambres de Commerce et d’Industrie d’Ile-de-France et Opticsvalley, pilote pour la période 2009-2011, un programme d’actions visant à créer les conditions optimales au développement de cet écosystème à fort potentiel de croissance.
Dans le cadre de ce programme, le Pôle a mené en 2009 une étude sur les besoins à venir en compétences « Business Developer en innovation » et « Commercial en innovation » de l’écosystème Optique et Systèmes Complexes.
Les travaux ont permis d’élaborer la cartographie des compétences clés de ces deux métiers et d’évaluer auprès de 90 entreprises, par le biais d’une enquête emploi leurs besoins éventuels en ressources humaines sur ces profils.
En outre, ces travaux se sont accompagnées d’une étude Benchmarking sur des formations existantes en France et à l’International afin d’analyser leurs articulations avec les cartographies des compétences clés élaborées, et les éventuelles carences sur certains domaines.
AMBITION PME
34
La chaîne de valeurs de l’innovation
Recherche DéveloppementProductionCommercialisation
"Business developer" en innovation, un manager ou chef de projet de l'innovation
"Business developer", une direction commerciale et de l'avant-vente
"Business developer" en innovation, un chef d'entreprise ou une équipe de direction
Commercial en innovation
36
Co-conception
Métiers de l’entreprise
Openinnovation
Qualités
humaines Pluri-disciplinaire
Pré requis
Moyens
Objectifs
La cartographie du Business Developer en Innovation
Des préconisations exprimées par les entreprises…
A l’issue de notre enquête réalisée auprès des entreprises en 2009, nous
avons pu extraire quelques préconisations à l’égard de la formation :
La nécessité d’une expérience professionnelle (au minimum entre 2 et 5 ans)
Le souhait d’une formation préalable scientifique ou d’une forte appétence
pour la technologie est recherchée par les entreprises
Apporter une complémentarité à la formation initiale en développant une
approche articulée au contexte des entreprises afin de :
Faire muter progressivement les compétences vers ce profil
Favoriser les mises en situation et les études de cas
Proposer des modules pratico-pratiques afin de permettre à ce type de profil
d’être rapidement opérationnel sur certaines missions
Intégrer (dans la formation continue ou l’accompagnement des entreprises)
une dimension coaching via l’accompagnement d’experts.
AMBITION PME
37
Méthodologie pour qualifier les formations
Afin d’étudier les articulations entre les programmes de formation analysés
et la cartographie des compétences clés du Business Developer en
Innovation, une méthodologie a été mise au point :
1. Utilisation de filtres :
a. la cartographie des compétences clés du « Business Developer en Innovation »
b. Les résultats du Benchmarking
2. Mise en œuvre d’un système de cotation :
a. Elaboration d’une cotation sur une base de 50 points à partir de nos filtres ;
b. Evaluation de la formation par rapport à chaque thématique sur une échelle de 0 à 2 : 0 : la thématique n’est pas présente 1 : la thématique est affichée en tant que telle, mais n’est pas bien couverte par la
formation ou la thématique n’est pas affichée en tant que telle, mais est partiellement couverte par la formation
2 : la thématique est affichée en tant que telle et est bien couverte par la formation
c. Mise en place d’une double cotation pour mettre en exergue le noyau dur « Business Developer en innovation » Formation avec un noyau dur BDI « Business Developer en Innovation » sur 70 points T (total) sur 100 points
AMBITION PME
38
Formation dite idéaleAMBITION PME
39
Coefficient Cotation (0,1 ou 2)
Total
Conception du marketing de la rencontre innovation / marché
11 2 22
Co- conception avec le client 8 2 16
Médiation avec les métiers de l'entreprise (back office de
l'entreprise)11 2 22
Pratique de l'innovation ouverte (open innovation)
5 2 10
Socle pluridisciplinaire 13 2 26
Qualités humaines 2 2 4TOTAL (T) 50 12 100
70TOTAL BDI (Business
Developer Innovation)
Proposition d'une cotation suite au Benchmarking
Un ExempleAMBITION PME
40
BELGIQUE - Vlerick Leuven Gent - Management SchoolExecutive Master Class in Innovation & Entrepreneurship (1 an)
Coefficient Cotation (0,1 ou 2) Total
Conception du marketing de la rencontre innovation /
marché11 2 22
Co-conception avec le client 8 2 16
Médiation avec les métiers de l'entreprise (back office de
l'entreprise)11 2 22
Pratique de l'innovation ouverte (open innovation)
5 2 10
Socle pluridisciplinaire 13 1 13
Qualités humaines 2 2 4TOTAL (T) 50 11 87
TOTAL BDI (Business Developer en Innovation)
70
11 Formations étudiées à partir de notre grille d'analyseAMBITION PME
41
Présentation du système de cotation appliqué à 11 formationsNote
TNote BDI
ALLLEMAGNE TUM Business School : MBA "Innovation & Business Creation" 71 54
AUTRICHE Vienna University of Economics and Business : Professional MBA : "Entrepreneurship and Innovation"
79 62
BELGIQUE Vlerick Leuven Gent Management School : "Executive Master Class in Innovation & Entrepreneurship "
87 70
DANEMARK Aarhus School of Business : « Master of Science in Innovation Management »
69 54
ETATS-UNIS
California Institute of Technology (USA) : Industrial Relations Center : «Certificate Program in Innovation and Technology Management (Programme à la carte ou obtention du certificat)
79 62
MIT Sloan Management : « Program in Innovation and Global Leadership
74 57
FRANCE
ESC Pau "LINK MBA : Leadership, Innovation, Network, Knowledge" 77 60ESC Toulouse - Mastère spécialisé Management de l'innovation et de la technologie
74 57
ESIEE – Mastère spécialisé : Innovation technologique et Management de projet
67 52
IAE METZ- Master “Marketing de l'innovation – parcours entrepreunariat et innovation”
69 52
RUSSIE/FINLANDE
RUSSIE/FINLANDE - St. Petersburg State University Graduate School of Management (Russian) &Lappeenranta University of Technology (Finland) : Master in International Technology and Innovation Management (MITIM)
69 54
11 Formations étudiées à partir de notre grille d'analyseAMBITION PME
42
0%
50%
100%
Rencontre innovation/marché
Co-conception avec le client
Médiation avec les métiers de …
Pratique de l'innovation ouverte
Socle pluridisciplinaire
Qualités humaines
ALLEMAGNE / TUM university: MBA "Innovation & Business Creation""
0%
50%
100%
Rencontre innovation/marché
Co-conception avec le client
Médiation avec les métiers de …
Pratique de l'innovation ouverte
Socle pluridisciplinaire
Qualités humaines
AUTRICHE / Vienna University of Economics and Business : "Professional MBA: entrepreneuship & innovation"
0%
50%
100%
Rencontre innovation/marché
Co-conception avec le client
Médiation avec les métiers de …
Pratique de l'innovation ouverte
Socle pluridisciplinaire
Qualités humaines
BELGIQUE : "Executive Master Class in Innovation & Entrepreneurship"
0%
50%
100%
Rencontre innovation/marché
Co-conception avec le client
Médiation avec les métiers de …
Pratique de l'innovation ouverte
Socle pluridisciplinaire
Qualités humaines
DANEMARK /Aarhus School of Business : " Master of Science in Innovation Management
11 Formations étudiées à partir de notre grille d'analyseAMBITION PME
43
0%
50%
100%
Rencontre innovation/marché
Co-conception avec le client
Médiation avec les métiers de …
Pratique de l'innovation ouverte
Socle pluridisciplinaire
Qualités humaines
ETATS-UNIS / Caltech : "Certificate Program in Innovation and Technology Management "
0%
50%
100%
Rencontre innovation/marché
Co-conception avec le client
Médiation avec les métiers de …
Pratique de l'innovation ouverte
Socle pluridisciplinaire
Qualités humaines
ETATS-UNIS / MIT Sloan Management: "Program in Innovation and Global Leadership"
0%
50%
100%
Rencontre innovation/marché
Co-conception avec le client
Médiation avec les métiers de …
Pratique de l'innovation ouverte
Socle pluridisciplinaire
Qualités humaines
ESC Pau/NSB : "Link MBA"
0%
50%
100%
Rencontre innovation/marché
Co-conception avec le client
Médiation avec les métiers de …
Pratique de l'innovation ouverte
Socle pluridisciplinaire
Qualités humaines
ESC Toulouse: "Mastère spécialisé : Management de l'innovation et de la technology"
11 Formations étudiées à partir de notre grille d'analyseAMBITION PME
44
0%
50%
100%
Rencontre innovation/marché
Co-conception avec le client
Médiation avec les métiers de …
Pratique de l'innovation ouverte
Socle pluridisciplinaire
Qualités humaines
ESIEE : Mastère spécialisé : Innovation technologique et Management de projet
0%
50%
100%
Rencontre innovation/marché
Co-conception avec le client
Médiation avec les métiers de …
Pratique de l'innovation ouverte
Socle pluridisciplinaire
Qualités humaines
IAE METZ : Master “Marketing de l'innovation – parcours entrepreunariat et innovation”
0%
50%
100%
Rencontre innovation/marché
Co-conception avec le client
Médiation avec les métiers de …
Pratique de l'innovation ouverte
Socle pluridisciplinaire
Qualités humaines
RUSSIE/FINLANDE : " Master in International Technology and Innovation Management (MITIM)"