Report on Training for the Implementation

Transcription

1 Document ID: IPF VINNOVA Dnr: Report on Training for the Implementation Group Deliverable D4.2 INNO-Partnering Forum

2 Description of the deliverable This is a formal delivery D4.2 within WP4 of the INNO-Partnering Forum (IPF) project. This interim report comprises of 8 separate documents related to the actual training given to the Implementation Group in Brussels and in Helsinki The training at EFQM in Brussels and the pilot assessment at Tekes in Helsinki were integrated so that the participants all in all gained 5 days experience in using the EFQM Excellence Model to assess innovation agencies. The participants of the training module in Brussels were: Eelco Denekamp, Agentschap NL (Innovatie) David Golding, Technology Strategy Board Matti Hiltunen, Tekes Mariana Karepova, Austrian Research Promotion Agency Martin Lyes, Enterprise Ireland Åsa Minoz, Vinnova Kjell-Håkan Närfelt, Vinnova Terence O'Donnell, Enterprise Ireland Julie Soutter, Technology Strategy Board Heikki Uusi-Honko, Tekes A Pilot Assessment Team for the site visit at Tekes was formed out of these 10 experts (Eelco Denekamp, David Golding, Martin Lyes, Åsa Minoz, Kjell-Håkan Närfelt and Julie Soutter). The contents of the training and the pilot assessment are documented in separate documents: PAGE 2

3 1. Invitation letter ( EFQM Training May 27 th to 28 th invitation.docx) 2. Training course agenda (EFQM InnoNets Training Agenda.docx) 3. Training materials (DOKU n v1 EFQM s customized training course.pdf) 4. Presentation of the key information about an innovation agency (Tekes) using the EFQM Template ( Key Information about Tekes.pdf) 5. Presentation of the key procedures applied by an innovation agency (Tekes) using the EFQM template ( Tekes enable map.pdf) 6. Background information about results analysis at an innovation agency (Tekes) (DOKU n v4 Background for the Analysis of Results at Tekes pdf) 7. Tekes Site Visit Programme docx 8. The Feedback Report of the Pilot Assessment (WP4 EFQM Tekes Feedback report pilot assessment.doc) Stockholm Jenni Nordborg Project Coordinator INNO-Partnering Forum Dissemination level: The following dissemination level has been assigned for this report/deliverable accordingly to the Description of Work: CO/RE =Confidential / Restricted. PAGE 3

4 ANNEX 1

5 March 17, 2010 Heikki Uusi-Honko, EFQM Excellence Model Training Date: May 27 th 28th, 2010 Time: 8:30 17:30 on the 27 th, 8:30-16:00 on the 28 th Place: Marriott Courtyard Hotel, Brussels Background In the INNO-Partnering Forum project (Work Package IV), the EFQM Excellence model is used as a starting point and practical tool for the identification of good practices and assessing organisational excellence. The model will also be used as a reference in the conceptual analysis of efficiency and effectiveness of organisations within the public innovation service system, resulting in a shared picture of the role of an agency within the common framework model. In order to enable a swift start for the actual use of the EFQM Excellence model, a specific training has been planned together with the European Foundation of Quality Management. The primary objective of the training is to provide the participants with the knowledge and expertise necessary to conduct assessment of innovation agencies and to identify best practices. The training is based on the generic EFQM Excellence model, but it will also directly help the participants to interpret the model for their own organisations. Thus effective support for the expected next steps of the project will be realized within a short two day seminar. It is expected that each participating agency be represented by at least one expert in the training. The expert should be the Management Team member, unless the further work within the Work Package IV is assigned to someone else. The co-ordinator (Vinnova) and the Work Package leader (Tekes) should each be represented at least by two participants, and the option of several participants is also open for others if their work within the Work Package benefits from this. The costs of the training seminar will be covered by the WP leader, but each participant is expected to cover their own travel expenses. After registration, detailed information about the suggested accommodation will be sent to participants. Preliminary agenda May 27 th 28 th Morning 27 th : Introduction, agenda and goals Understanding EFQM model and the overall assessment process Practical exercise on common processes and result areas for innovation agencies 1

6 March 17, 2010 Heikki Uusi-Honko, Afternoon 27 th : Understanding the role of an innovation agency and its strategy before conducting an assessment Practical exercise on understanding stakeholder expectations for innovation agencies and identifying site visit subjects in the context of the Tekes peer assessment Presentation on RADAR as an assessment tool Morning 28 th : Practical exercise on using RADAR (peer assessment of preliminary documentation of Tekes case) Afternoon 28 th : Wrap up on assessment process for peer assessment Preparation of the Tekes site visit plan Using RADAR to help document and communicate best practices Conclusions and next steps for the project Please see this preliminary program as an early concept that will still be developed. The revised programme will be sent to participants closer to the training. The training will be held in the Marriott Courtyard hotel in Brussels (between the airport and city center, ) and the training will be given by EFQM experts. Due to the early start on the first morning, it is recommendable to arrive on the previous evening when there will be an informal get-together meeting in the hotel. Please send in your registration to Katariina Patey (Katariina.patey@tekes.fi) by Tuesday March 30 th at the latest. An will do, but please include the information on your expected arrival date (26 th or 27 th ). Please also state if there is anything else that should be considered for in the practical arrangements, like dietary restrictions, etc. 2

7 ANNEX 2

8 March 17, 2010 Heikki Uusi-Honko, EFQM Excellence Model Training Date: May 27 th 28th, 2010 Time: 8:30 17:30 on the 27 th, 8:30-16:00 on the 28 th Place: Marriott Courtyard Hotel, Brussels Agenda of the course Day 1 morning Module 1 Course Overview, Objectives & Introductions Why are we here? What is Excellence? The EFQM Excellence Model Coffee Break Module 2 RADAR Logic as an assessment Tool Practical exercise, assessing with RADAR - exercise lunch Day 1 Afternoon Module 2 (continuation) Practical exercise, assessing with RADAR practicing with a standard case study Debrief RADAR exercise Further recommendations Coffee Break Module 3 Understanding an innovation agency before conducting an assessment: Stakeholders, Strategic challenges, High level Process map, Key indicators... Practical exercise around Tekes assessment (small team exercise and plenary) o Compare and contrast with other innovation agencies o What is specific about Tekes? o What are its strategic challenges? o What else we need to know? Dinner 1

9 March 17, 2010 Heikki Uusi-Honko, Day 2 morning Module 4 Identifying site visit subjects prior to the assessment Preparing Tekes assessment: identifying site visit subjects for tekes assessment (small team exercise and plenary) Coffee Break Module 5 Developing a site visit plan Preparing Tekes assessment: Developing an high level site visit plan lunch Day 2 Afternoon Module 6 (continuation) Conducting interviews (this may include some exercise depending on time) Preparing Tekes assessment: starting to identify questions for Tekes assessment Coffee Break Module 6 Creating a the final feedback Using RADAR to document and re-use best practices Conclusions an next steps End Background In the INNO-Partnering Forum project (Work Package IV), the EFQM Excellence model is used as a starting point and practical tool for the identification of good practices and assessing organisational excellence. The model will also be used as a reference in the conceptual analysis of efficiency and effectiveness of organisations within the public innovation service system, resulting in a shared picture of the role of an agency within the common framework model. In order to enable a swift start for the actual use of the EFQM Excellence model, a specific training has been planned together with the European Foundation of Quality Management. The primary objective of the training is to provide the participants with the knowledge and expertise necessary to conduct assessment of innovation agencies and to identify best practices. The training is based on the generic EFQM Excellence model, but it will also directly help the participants to interpret the model for their own organisations. Thus effective support for the expected next steps of the project 2

10 March 17, 2010 Heikki Uusi-Honko, will be realized within a short two day seminar. Please see this preliminary program as an early concept that will still be developed. The revised programme will be sent to participants closer to the training. The training will be held in the Marriott Courtyard hotel in Brussels (between the airport and city center, ) and the training will be given by EFQM experts. Due to the early start on the first morning, it is recommendable to arrive on the previous evening when there will be an informal get-together meeting in the hotel. 3

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62 ANNEX 4

63 Key Information about Tekes!!! DRAFT!!! This draft document contains the key information of Tekes (The EFQM Excellence Award Submission format). The document is compiled only for the purpose of use in the Inno-Partnering Forum Training seminar on in Brussels. Its use in any other context is prohibited. T e k e s M a t t i H i l t u n e n L a u r a P e l t o n e n H e i k k i U u s i - H o n k o DRAFT --- only to be used in the training seminar on DRAFT

64 Key Information about Tekes Facts and Figures Tekes the Finnish Funding Agency for Technology and Innovation Tekes is the most important publicly funded expert organisation for financing research, development and innovation in Finland. Mission Tekes boosts the development of Finnish industry and the service sector by technological means and through innovation. This will renew the economy, increase added-value and exports, enhance productivity and the quality of working life, and create employment and wellbeing. 236 million was invested in projects carried out by universities, research institutes and polytechnics. Of the total enterprise R&D&I project funding: 61% was targeted at SMEs. Fig. 2: Tekes R&D and innovation funding in 2009 R&D and innovation Grants to companies and public organisations 246 million euros Research funding for universities, research institutes and polytechnics 236 million euros Fig.1: Organisational Chart Board Strategic Management Management Support Competence Areas and International Network Strategy Core Processes Programmes Customerships Industrial Branches and Regional Network Funding R&D and innovation Loans to companies 97 million euros Figures include 12 million euros from the Workplace Development Programme TYKES and 22 million euros funding from EU Structural Funds. Tekes works under the Ministry of Employment and the Economy. The Ministry sets the strategic goals and is in key position when the resources of Tekes are defined. Operatively Tekes enjoys extensive independence as government agency led by director general and Tekes board. Finance and Administration Tekes network consists of approximately 400 people in Finland and abroad, of whom 90 in regional Centres for Economic Development, Transport and the Environment (ELY Centres). In addition, approximately twenty outsourced programme coordinators support the work of Tekes own managers and provide an important contribution. Tekes funds R&D and innovation activities of companies and research organisations registered in Finland. In 2009 Tekes decided to fund projects, which resulted in total investment of 579 million, of which: 343 million was invested in enterprise projects; DRAFT --- only to be used in the training seminar on DRAFT

65 Key Information about Tekes History of the organisation and past achievements Tekes was founded in 1983 primarily to assist Finland to recuperate after recession of late 1970s. Tekes experienced a dramatic growth in the 1990s as a result of a marked increase in public technology funding. In turn, Tekes was granted the responsibility for finding the optimum ways to invest these funds. Organisational milestones in Tekes history 1983 Founding of Tekes. Tekes starts operating in Helsinki, with a staff of 20 people Regional activities transferred to Tekes from VTT, the Technical Research Centre of Finland. Tekes also began to operate with personnel posted abroad Finnish Secretariat for EU R&D founded and situated in Tekes Promotion of R&D in energy sector was transferred to Tekes from Ministry of Trade and Industry Employment and Economic Development Centres, TE Centres, start operating. Tekes' regional network is restructured into technology units within the TE Centres The law concerning Tekes is renewed. The new law confirms that the mission of Tekes is to promote innovation alongside technology Promotion of workplace innovation and development was transferred to Tekes from Ministry of Employment. Three major achievements can be highlighted: Tekes programmes succeeding in networking, internationalisation of public research and successfulness of company funding. Fig. 3: Tekes programmes in brief Steering group Companies Tekes Preparation Coordination Decision making Grants Synergy Networking Part financing Grants Loans Research projects at universities and research institutes Company R&D projects As Fig. 3 illustrates, Tekes programmes are focused on networking companies, universities and public research institutes. Tekes plans the programmes in open seminars and in close cooperation with business organisations and associations, companies, universities, research institutes and those involved in public administration Effective utilisation of research results is ensured by scheduling the public research projects concurrently with company R&D projects, and by networking the work. This method is proven successful in many independent programme evaluations. Also a number of surveys (e.g. OECD, Community Innovation Survey by Eurostat) show that cooperation between companies, universities and the public sector is at excellent level in Finland internationally compared. International cooperation is active especially in public research projects funded by Tekes. The funding criteria for public research strongly encourage universities and research institutes to cooperate internationally by for instance carrying out researcher exchange and visits. In recent years already 80 % of Tekes funding to public research has gone to projects which involve international cooperation. During the recession of early 1990s Tekes was identified as a key public player who could help enterprises to invest in competence based DRAFT --- only to be used in the training seminar on DRAFT

66 Key Information about Tekes competitiveness and in this manner create basis for a new durable growth of national economy. In consequence, a significant increase of Tekes funding resources took place. The operations executed were largely seen as a major success which enabled the Tekes budget to permanently remain on a high level and even to continue its real growth. The strong confidence in Tekes company funding activities has been repeated during the present economic crisis with new major budget increases. Several surveys show that public innovation funding in general and also in the case of Tekes increases private R&D investments and for instance the Ministry has recognised that Tekes financing was a major factor in keeping private Finnish R&D spending at a stable level in difficult year A recent study also confirms that a statistically significant relation between Tekes funding and renewal and growth of the companies can be shown. An important aspect of Tekes funding for enterprises is that it is open for all kind of companies in all sectors. Thus, encouragement to renew by innovation is by no means limited to businesses currently in vogue. DRAFT --- only to be used in the training seminar on DRAFT

67 Key Information about Tekes Challenges and strategy Internationality of innovation activities Strong and networked competence centres Vision According to her vision, Tekes is a leader in boosting innovation. Critical success factors for attainment of international leadership in innovation policy implementation are: proven excellent effectiveness high-quality service appreciating the customers financing and other services which meet the needs of transforming innovation activities efficient and high-quality processes cooperation skills and expertise shown in partnerships highly skilful and motivated personnel. Strategic objectives and particular challenges to meet them Tekes has defined together with the Ministry three broadly impacting strategic objectives for all activities. Capabilities in innovation activities As a result of Tekes measures research and development (R&D) activities, competence base and networks are strengthened thus boosting these particular success factors in broad-based and need-oriented innovation activities in Finland's key sectors and clusters. Productivity and renewal of industries Tekes innovation promotion operations contribute to rendering productivity in the sectors and clusters essential to the Finnish economy and society at international top level and companies globally competitive. Particular current challenges are Wellbeing Young innovative companies Growth companies Combining technical and non-technical development Tekes activities enhance integration of economic growth with the wellbeing of people and the environment. By promoting innovations and comprehensive development Tekes helps to create a basis for the achievement of societal wellbeing and environmental objectives. Particular current challenges are Sustainable energy economics and environment Quality of social and health care service system Services and platforms for the information society Quality of working life Particular current challenges are Fig. 4: Tekes strategy in a nutshell The basis Mission statement Tekes boosts the development of Finnish industry and the service sector by technological means and through innovation. This will renew the economy, increase added-value and exports, enhance productivity and the quality of working life, and create employment and wellbeing. Values Tekes and its staff value and aim to promote the wellbeing, vision, trust, cooperation and development of society, customers and colleagues Vision Tekes is a leader in boosting innovation Core activities Core processes Strategy Foresight, evaluation and innovation research Strategy creation and communication Customerships Customership planning CR management New client acquisition, activation and customer service Marketing communication Programmes Tekes programmes Activation projects Strategic Centres for Science, Technology and Innovation International cooperation initiatives Funding Special innovation funding Funding for public research R&D funding for companies Resources million euros Personnel overseas offices The goal Objectives Capabilities in innovation activities Focus during strategy period: Internationality of innovation activities Strong and networked competence centres Productivity and renewal of industries Focus during strategy period: Young innovative companies Growth companies Combining technical and non-technical development A wellbeing society and environment Focus during strategy period: Sustainable energy economics and environment Quality social and health care service system Services and platforms for the information society Quality of working life DRAFT --- only to be used in the training seminar on DRAFT

68 Version 1 Markets, offerings and customers As Fig. 2 shows, approx. 60 % of Tekes funding is directed to companies as grants and loans and 40 % for research in universities and public research organisations. Most of the funding for companies is allocated to SMEs. The funding for R&D and innovation projects in large enterprises is targeted to the projects that create networking between research organisations, SMEs and large companies and thus cause spillover of competencies. R&D grants are aimed at research projects that create new knowledge for the development of products and services feasibility studies high growth potential. Funding can be in maximum 1 1,25 million euro and it is intended to accelerate growth and internationalization of the beneficiary, thus it is not limited to R&D. Funding is normally given in a form of a grant which is 75 % of the eligible costs. Aid for SMEs to acquire innovation services is a grant with which the beneficiaries can buy outside expert services (e.g. management consultancy, IPR consultancy, market research services) to boost up the commercialisation of their R&D results. The aid is in maximum euro per company in any three year period and it is a grant of up to 75 % of the eligible costs. Fig. 6: Tekes funding for research projects in universities and research institutes in 2009 Total funding 236 million euros and 665 public research projects R&D loans are primarily aimed at 8 Universities projects that will develop a product, process or service market oriented projects of SMEs Tekes funding can also be a combination of a grant and a loan. Fig. 5: Tekes R&D funding to companies in 2009 by size of company Total 331 million euros and 1,093 companies Funding, million euros Micro companies Small companies Midsized companies Large companies Federations, etc. Alongside R&D funding Tekes offers two innovation instruments for SMEs: Funding for young innovative enterprises is intended for small R&D intensive companies with Million euros 137 Participation fees for European Space Agency's (ESA) programmes VTT and other research institutes Other research funding There are participants from several universities or research organisations in many research projects. Figures include 7 million euros business R&D grants for polytechnics, non-profit research institutes, government organisations and municipalities and 22 million euros funding from EU Structural Funds. DM Research projects in universities and research institutes are funded with grants. Normally it is required that enterprises and/or public sector bodies are interested in the subject and are willing to pay 5 25 % of the costs. This can be exempted if the project builds up important strategic competencies in the research organisation. The objective is that after the research project(s) enterprises/public bodies use the results in their own R&D projects or a new enterprise is established as a result of the research. A limited amount of public research funding is reserved for research concentrating on understanding innovation mechanisms and supporting evidence-based innovation policy. Traditionally Tekes is regarded as a funding agency for technology but in past few years the importance of renewing and transforming 6

69 Version 1 innovation activities has been strongly emphasised. As Fig. 7 illustrates, funding for service innovations has increased rapidly from year 2006 onwards. Although software and data processing services are still the main sector in Tekes service funding, there has been notable growth in funding for e.g. workplace development and health care and social service innovations. Fig. 7: Tekes R&D and innovation funding by sectors Million euro Fig. 8 Tekes R&D and innovation funding by industry Million euro Services Industry Other sectors Fig. 9: Tekes R&D and innovation funding for services Million euro Machines and metals industry Electronics and electrotechnical industry Chemical industry Forest industry Construction Foods Software and data processing Architecture, engineering and technical services Other services Tekes finances roughly 5000 enterprises in a five year period. The number of research organisations as Tekes customers is approximately 100. Tekes enterprise customers are divided into four segments: network leaders, internationally growing companies, project customers and start-ups. Public research customers are also classified in four categories: network leaders, research groups going international, project customers and new strategic research groups. Each segment has its own standard model for taking care of the customer relationship. The model takes into account the specific needs of the customer type and defines the efforts Tekes makes in the relationship. This enables the allocation of Tekes working hours according to the potential of the customer and the role of Tekes in reaching this potential. In addition, the enterprises customers are classified according to sectors or sub sectors for which Tekes makes annual activity plans (customer base plans). These plans define the proactive measures to be implemented concerning the sector in question (e.g. launching of a thematic programme). The main competition to Tekes comes from the European financing mechanisms, especially R&D funding by the research framework programmes. However, the red tape involved in these instruments make them rather inappropriate for SMEs whereas research organisations have a demand for which both international and national funding channels are needed. Complementing Tekes as the main R&D&I state aid authority in Finland the ELY centres grant funding to small scale feasibility studies and development projects mainly to SMEs Management consulting R&D services Wholesale and retail trade Health care and social services 7

70 Version 1 Operations, partners and suppliers Tekes targets its funding to the creation of new know-how and the development of products, processes and service or business concepts. All funding is competition-based and guided by uniform principles throughout Finland. The proposed project's impacts on other companies and society are taken into account in the evaluation of applications. The results and impacts of Tekes are generated through the success of customers and by utilising the partnership network. Tekes funding contributes to the development and wellbeing of society and to the growth of the national economy. Organisation structure A shown in Fig. 1, Tekes main functions are organised in to four core processes which serve the customers directly: Strategy, Customerships, Programmes and Funding. The core processes are firmly connected to each other. The Strategy process forms well-founded views on transforming R&D&I, new opportunities and strategic choices necessitated by success. These views and choices guide Tekes activities and can be benefitted also by customers and partners. The main product of the process is Tekes strategy. The Customerships process encourages enterprises and research groups to R&D&I activities, networking, growth and internationalisation which are appropriate from their own and from society s point of view. Encouragement happens through expert services tailored according to customer segments. The Programmes process catalyses and implements nationally important strategic innovation activities which are based on wide cooperation. Currently Tekes is running 30 thematic R&D programmes and is the main public financier of six Strategic Centres for Science and Technology. The Funding process allocates its resources on the basis of customer applications to projects which create new competences. Projects chosen include high potential combined with elevated risk. Tekes financing has an important impact to the launching and implementing of the work. The total Tekes funding in 2009 was 579 million euro. Alongside the core processes lie supportive functions common for all processes, e.g. Finance and Administration. Tekes is organised into two-dimensional matrix. One dimension is Industrial Branches and Regional Network and the other Competence Areas and International Network. Together they form intersectional units that are crossed by all four core processes. The aim of the matrix organisation is to support cross-cutting expertise in order to bring best possible added value to customer, especially in project evaluation. All project applications are evaluated in-house in groups of 3 5 experts. The group evaluates the project, the business, resources and the company from a holistic viewpoint. Key partners Tekes works under the Ministry of Employment and the Economy which sets the strategic goals for Tekes. In the field of research funding there is close cooperation with Academy of Finland. Other key partners and types of partnerships are illustrated in the Fig. 10. Fig. 10: Tekes stakeholders and partners; segmentation Funding Partners Shared risk Administrative Partners Common framework for innovation activities Service Delivery Partners Common customer interface Regional Partners Common competence centres Finn- Vera Plc Foundation for Innovations and Inventions internationalisation Industry Investment Ltd Transfer Partners Common customers or development goals ELY Centres Tekes Sitra Ministry of Employment Academy of and the Finland Economy Finpro Customers / Representatives as Partners Common interaction Policy Definition Partners Common strategy views Customers Companies Universities Research organisations Polytechnics Public and third sector Working Life Partners Common rules of game and operational framework 8

71 Version 1 Management structure and activities The highest decision-making organ in Tekes is Tekes board which is regulated by legislation. The members of the board are nominated by Council of State. The board decides about strategy and significant matters of principle. In addition, Tekes board makes funding decisions to projects where Tekes contribution exceeds 3 million euro. The board has a meeting eleven times per year. Executive group prepares strategic issues and matters of principle to be determined by the director general and responsibility areas. Executive group has a meeting at least two times per month. management Tekes has a wide array of indicators and follow-up applications. On organisational level, the four core processes are responsible for enabling the best possible performance by guiding and improving the main functions. They also own the internal development projects in order to focus the resources for appropriate development tasks. In the systematic performance management discussions the goals derived from the Tekes strategy are defined and clarified for each unit and employee. Thus, the strategy aligned performance forms the basis for reward also. Executive group is assisted by operative management team which in its weekly meetings supports operative management and development of core processes and responsibility areas. It also has key role in preparing strategic issues to be discussed in executive group. Tekes and its staff work in compliance with common values and promote their implementation in society. Tekes' values are: wellbeing vision trust cooperation development The principal manner to assess the success of Tekes is to carry out comprehensive independent evaluations of the fulfilment of the three strategic objectives (Capabilities in innovation activities, Productivity and renewal of industries, Wellbeing). Following a three year rotation one of the objectives is evaluated each year. Evaluation work is led by the Ministry and it concentrates on the role of Tekes in attaining the goals. The comprehensive evaluations are complemented by approximately 20 official key figures related to efficiency, impact and quality of Tekes main functions. The realisation of the goals and corresponding key figures are monitored regularly in the executive group and reported to the Ministry at least twice per year. For her internal 9

72 ANNEX 5

73 EFQM Excellence Model 2010 Enabler Map!!! DRAFT!!! Tekes ENABLER MAP The Way We Work This draft document lists the main internal procedures of Tekes (reference: the EFQM Excellence Model 2010). The document is compiled only for the purpose of use in the Inno-Partnering Forum Training seminar on in Brussels. Its use in any other context is prohibited. Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 1/12

74 1. LEADERSHIP Approach Title Description of Deployment Evidence Available On-Site Linkages & Key Results 1a Leaders develop the Mission, Vision, Values and ethics and act as role models 1 Tekes Strategy Framework The management has established a Comprehensive Strategy Framework comprising the mission, vision, values, strategic objectives/challenges, and policy choices Description of the strategy process, Tekes Strategy Framework. Siiri-survey results concerning management culture and leadership. Linkage to 2a. 2 Leadership support approach Leadership is supported, trained for and monitored systematically Tekes Leadership Academy, the way Siiri personnel survey results are processed into concrete improvements Siiri-survey results concerning management culture and leadership, steps taken due to results 3 Tekes principles of leadership The Director General has defined and communicated principles for organisational culture and leadership in Tekes Tekes principles of leadership and management Siiri-survey results concerning management culture and leadership 1b Leaders define, monitor, review and drive the improvement of the organisation s management system and performance 1 Tekes Management practices The roles of leaders and their participation in different fora and activities are defined. Documentation of Management Practice elements in intranet. Siiri-survey results concerning management culture and leadership. Link to 1d.2. 2 Risk Management Framework A specific comprehensive risk management framework is employed since It contains RM policy, risk identification, assessment, and reporting, and a plan for corrective actions. Risk management policy and tools, risk documentation Decrease in risk estimates (probability or consequences). Feedback from auditors and ministry concerning the appropriateness of risk management. 3 Monitoring system (including BSC), followup reporting A comprehensive performance monitoring system is integrated into Tekes Intranet. Monitoring data is systematically used in follow-up reporting enabling the adoption of improvement measures. Monitoring system as a part of the Intranet Ilona. Quarterly follow-up reports. Linkage to 2b.1. 1c Leaders engage with external stakeholders 1 Partnership strategy Cooperation with Tekes partners and stakeholders is guided by specific partnership strategy. Concrete action points are derived from Tekes strategy, and for main stakeholders, an executive group level responsibility is issued. Stakeholder strategy with action points. Increased level of partnerships, jointly executed services Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 2/12

75 2 Management participation in customer meetings In customer service models for top segments, senior management participation is secured Documentation of customer service models, documentation of customer meetings in CRM-system ASTA All customer results 6a. Linkage to 5c.3. 3 Research and Innovation Council Tekes Director General participates actively in the work of RIC. Council chaired by the Prime Minister supports co-operation between key policy makers Documentation of Research and Innovation Council (Ministry of Education). Stakeholder satisfaction to co-operation, e.g. results of the VIP-survey (8a). 1d Leaders reinforce a culture of excellence with the organisation s people 1 Executive team support to organisational culture The management has specified the principles of organisational culture and is engaged with developing it together with the staff Tekes principles of leadership and management Siiri Personnel Survey results. Linkage to 1a.3. 2 Use of EFQM Excellence model The EFQM Excellence model has been used since 2000 in self assessments. 2005, Tekes got a special recognition in the National Quality Award Competition Assessment documentation, this document. The impacts of the assessment on strategic choices and operative solutions. Special recognition of management culture and staff involvement in the national Quality Award Contests scoring in Recognition of efforts For each individual, goals and means for professional success are defined in performance discussions. Good achievements are awarded. Performance management process, awarding practices. Relevant Siiri Personnel Survey results, Linkage to 3. 1e Leaders ensure that the organisation is flexible and manages change effectively 1 Analysis of operating environment As an integral part of the Strategy process, change drivers of the operating environment are analysed Strategy Process documentation Amount and significance of new activities and services developed on the basis of identified strategic needs 2 Annual strategy adjustments Tekes strategy is adjusted each year to take into account the major change drivers. This may lead to operational or organisational reforms. The development of Tekes strategy and organisation Amount and significance of new activities and services developed on the basis of identified strategic needs 3 The flexibility of the strategy implementation plan The resource allocations to the strategy implementation plan leave major room to tackle unforeseeable needs which arise during the year. The strategy implementation plan, its resource allocations in Ressu-system New projects/tasks started during the implementation year 4 Internal development project management The management of projects is supported by a project management office (PMO). A shared project model is followed for all development projects, and internal training is organised. Documentation of project portfolio and strategic development programs. Description of project model in the intranet Ilona. Project performance metrics (percentage of project work, development costs, accuracy of budgeting, execution accuracy of plans, ) Linkage to 4d and 5b. Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 3/12

76 2. STRATEGY: Approach Title Description of Deployment Evidence Available On-Site Linkages & Key Results 2a Strategy is based on understanding the needs and expectations of both stakeholders and the external environment 1 Systematic Strategy Process Every 3 4 years Tekes carries through a major strategy renewal process to ensure understanding of stakeholder needs and changes in operating environment. Strategy process includes also an annual adjustment of the choices made. Description of the strategy process. Long-term strategy with annual adjustments VIP-survey (stakeholder satisfaction) Feed-back of the Ministry Linkage to 2c.2. 2 Interactivity of strategy work Annual strategy work and especially the major strategy renewals are carried through in an interactive manner committing also Tekes stakeholders to the work. Description of the strategy process. Maximum expertise participating in the strategy work. Recognition of wider societal challenges which go beyond the role of Tekes and give basis for partners strategies. 3 Consolidation of Tekes strategy to the Ministry s strategy The Ministry has introduced a systematic process which produces strategy for the whole administrative sector. Tekes is active in synchronising its strategy work into this process and thus takes annually into account the owner s key priorities. Description of the synchronization of the two processes, the strategy of the administrative sector and the Tekes strategy Feed-back from the Ministry, the strategies of the Ministry and Tekes support each other 2b Strategy is based on understanding internal performance and capabilities 1 Comprehensive set of operative indicators Tekes has built up a comprehensive set of indicators which reflects the operative performance in relation to the strategy. Automated follow-up systems, e.g. Sesam in the Intranet. The relevance and scope of operative indicators e.g. in 9b. 2 Systematic reporting and feed-back Operative performance indicators form the basis for quarterly reporting and feed-back procedures on all levels of the organization. Quarterly reports The level of execution of plans, e.g. in the form of controlled utilisation of budget appropriations. 3 Core competences On the basis of the strategy the executive group has defined the organization s core competences. They serve to prioritize investments to improve capabilities. A renewal work is under way. Definition of core competencies Level of strategy-orientation of training investments, customer satisfaction of skills level of Tekes employees. Linkage to Criterion 3 Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 4/12

77 4 Variety of peer- benchmarking Tekes is continuously involved in benchmarking activities with peer organizations. Examples of these are benchmarking with four Finnish sister organizations (4DG) and the INNO-Partnering Forum with 5 other European innovation agencies. Working plans and results from the benchmarking activities New activities and ways of action adopted or under consideration (eg. The Vigo Startup Accelerator Program based on Israeli example, Growth enterprise service, SBIRprogram). 5 Evaluation approach The impact s of the financing and other activities are systematically evaluated in order to provide feedback for improving and ensuring effectiveness and efficiency of the operations. Evaluation reports, the role and activities of the Impact Assessment Unit The development of services based on impact assessment, high level of stake holders trust to Tekes activities based on systematic assessment and reporting. 2c Strategy and supporting policies are developed, reviewed and updated 1 Strategy as core process Since 2008 Strategy is defined as a core process. The process has a modelled 4-year cycle for major renewals and a detailed annual scheme which enables flexible adjustments to the strategy and transforms it into operational implementation plan. Description of the strategy process, the strategy adopted, operational implementation plan Stake holder satisfaction, strategy-based renewal of services 2 Foresight activity Tekes and her key partners have a joint systematic foresight process which produces early signals of future changes and alternative scenarios. These provide one important basis for the strategy work. Signal gathering system (TrendWiki), alternative scenarios produced Stake holder satisfaction and engagement with foresight activities 3 Strategy guidance of process development Internal development projects are aligned with strategic needs as development programs KEKO s. Documentation of project portfolio and strategic development programs. High share of strategy derived development work (the KEKO s). Linkage to 5b. 2d Strategy and supporting principles are communicated, implemented and monitored 1 Strategy integrated into operative planning, implementation and follow-up The annual operational implementation plan is derived directly from the strategy. The follow-up procedures compare the implementation and its results to the strategy. Operational implementation plans and follow-up reports Level of strategy guidance to operative activities 2 Emphasis on committing the personnel to the strategy The personnel are involved in the strategy renewal process. The strategy is adjusted to the individual level in performance discussions. Description of the strategy process, performance discussion documentation The results of Siiri-surveys, the level of yearly personal performance discussions, the number and importance of proactive initiatives adopted Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 5/12

78 3. PEOPLE Approach Title Description of Deployment Evidence Available On-Site Linkages & Key Results 3a People plans support the organisation s strategy 1 Annual HR planning and development Human resources from different units are engaged to execution of strategy/core processes. A specific IT tool Ressu supports the process Annual planning and reporting data on Ressu, Planning process description & annual instructions Employee results (7a,b), fulfilment of HR plans, customer satisfaction on professional skills of Tekes personnel at their service 2 Human resources development report Henkilöstötilinpäätös All central information regarding investments in and development of human resources is compiled into an annual Human resources development report Human resources development report Employee results (7a,b).Linkage to 2b.2. and 2b.3. 3 HR management principles and organisational climate survey Siiri Shared HR management principles are derived from the strategy. Organisational climate survey Siiri supports their adoption HR management principles. The structure of Siiri survey and the way its results are processed Employee results (7a,b) 4 Recruitment procedures Recruitment procedures support selection of staff, with active engagement of HR specialists Recruitment process documentation Employee results (7a,b). Success rate of recruitment, staff renewal rate 3b People s knowledge and capabilities are developed 1 Human resources development plan HeKeSu Development plan for human resources is compiled for the whole organisation, and education and training is directed to areas supporting strategy Human resources development plan, internal training schedule Employee satisfaction on internal training, investments on training, customer feed-back concerning professional skills of Tekes personnel 2 Newcomer s training and tutoring A specific newcomer s training and tutoring is arranged. The programme covers all elements of management, core processes etc. Newcomer s training & tutoring programme Employee results (7a,b). Newcomers satisfaction on the introductory training 3 Competence management Competences are evaluated in an organisation wide process as a part of annual planning and reporting Annual plans and reports, (new procedure:) unit level competence analysis Employee results (7a,b), customer satisfaction on professional skills of Tekes personnel at their service 3c People are aligned, involved and empowered 1 Core process management approach Core processes are a well defined part of the management system. They together with Industrial The process map and detailed documentation of key processes and All key results are affected, relevant results in Siiri-survey Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 6/12

79 Branches align the use of Tekes resources with the strategic goals management roles in them 2 Strategy process Tekes strategy process incorporates internal discussions in all units and at all levels Description of the annual strategy process All key results are affected, relevant results in Siiri-survey 3 Management culture Tekes management culture encourages trust, innovativeness and creativity Tekes values, staff interviews All key results are affected, relevant results in Siiri-survey 3d People communicate effectively throughout the organisation 1 Communications strategy guidelines for communication supporting the internal adoption of strategic goals and making external communications more unified and effective Communications strategy Relevant results in Siiri-survey, society results (8a) and customer results (6a) 2 Performance discussions (TUKE-discussions) Performance discussions ensure the connection of strategic goals to tasks and development plans of each unit and individual Performance discussion procedure Relevant results in Siiri-survey, coverage of discussions 3 Siiri organisational climate survey In Siiri survey, feedback is gathered on all elements of Tekes management system and the main internal services. Results are talked over in all units, and management agrees on actions in response The Siiri survey and guidelines for the handling of the result All key results are affected, relevant results in Siiri-survey 3e People are rewarded, recognised and cared for 1 Management culture Tekes management culture encourages trust and staff empowerment Tekes values, staff interviews Results in Siiri-survey. Recognition of management culture & personnel involvement in the national QA Contest Support for personnel wellbeing Personnel wellbeing is supported diversely including flexible work-time and distance working arrangements which enable the coordination of work life with free time expectations and needs Flex-time rules, occupational health services, Relevant results in Siiri-survey. Level of sick leaves, personnel turnover rate. 3 Nomination of the coworker of the year, and the team of the year Director General annually nominates the co-worker of the year and also the team of the year, as a recognition of outstanding results based on sustainable qualities. The annual nominations Relevant results in Siiri-survey 4 Performance based rewarding system Performance based part of individual s salary varies from 0 to 50 % of the task specific base salary Rewarding system principles Relevant results in Siiri-survey Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 7/12

80 4. PARTNERSHIPS & RESOURCES Approach Title Description of Deployment Evidence Available On-Site Linkages & Key Results 4a Partners and suppliers are managed for sustainable benefit 1 Partnership strategy Strategy for joint services and supplementing own skills with those of partners. The partnership strategy, Customer satisfaction (6a) economical performance (9b) 2 Joint customer strategy for the ministry s administrative sector Tekes actively involved in developing customer strategy & co-operation for 2 key segments. Joint customer strategy for administrative sector (TEM), development projects Customer satisfaction (6a) economical performance (9b) 3 Enterprise Finland webservice A joint web-service channel for all business-oriented services of the ministry-sector Enterprise Finland web-service, organisation of its development & maintenance Customer satisfaction (6a) financial performance (9b) 4 International partnerships International partnerships are used innovatively to render services (e.g., the GAP-programme) International partnerships, e.g. GAPprogramme Customer satisfaction (6a) 4b Finances are managed to secure sustained success 1 web-based planning and reporting environment a comprehensive environment for planning and reporting is made available in the Intranet The planning and reporting environment. Controlled use of appropriations during the fiscal year Financial accuracy targets met (9b), customer satisfaction (6a) 2 Activity based costing (ABC) the ABC methodology assigns costs through activities to the products and services provided to customers ABC documentation. Financial performance (9b) 3 Integrated Risk Management Framework (ERM) A comprehensive ERM framework is used in risk management Principles and tools of Tekes ERM framework Customer results (6a) Society results, stakeholders confidence (8a). 4c Buildings, equipment, materials and natural resources are managed in a sustainable way 1 Realty Services Team A special Realty Services Team is established to control effectively property and fixed assets. Team operation, governance of fixed assets Society results, stakeholders confidence (8a) People results (7a). 2 Integrated Risk Management Framework (ERM) and special Safety Policy (TurJo) A comprehensive ERM framework is used in risk management. Special Safety Policy TurJo supports workplace safety. Principles and tools of Tekes ERM framework, TurJo Safety Policy Society results, stakeholders confidence (8a) People results (7a). 3 Information and data Information and data security are guiding principles Adoption of Information and data Society results, stakeholders confidence (8a) Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 8/12

81 security starting from values going to practical room arrangements etc. security policies and solutions 4 Premises strategy A premises strategy is under work. It will offer basis for long-term sustainable premises choices. The project plan for preparing a premises strategy. Society results, stakeholders confidence (8a) People results (7a). 4d Technology is managed to support the delivery of strategy. 1 Internal development project management The management of projects is supported by a project management office (PMO). A shared project model is followed for all development projects, and internal training is organised Documentation of project portfolio and strategic development programs. Description of project model in the intranet Ilona. Project performance metrics (percentage of project work, development costs, accuracy of budgeting, execution accuracy of plans, ) Linkage to 4d and 1d. 2 IT strategy and its implementation processes IT strategy defines guidelines for development and operation of ICT. Specific ITIL-based processes are supporting the implementation of the strategy. Description of Tekes ITIL-processes, IT strategy (update 2010) All result areas are affected. 3 IT support and control tool of the Funding Process Eval A special software supports the effective implementation and control of the Funding Process Eval software, web services of the funding process. Customer results (6a,6b). People results (7a). 4e Information and knowledge are managed to support effective decision making and to build the organisation s capability 1 Document management tools & practices An electronic document management system (DM) is in comprehensive use for producing, maintaining and disseminating documentation. The information structure is based on strategy and organisation. DM-system All result areas are affected, permit for permanent electronic archiving achieved in Organisational structure Tekes organisational structure supports combination of different aspects of information and knowledge into all decision making including funding. Organisational structure. Customer results (6a,6b). People results (7a). 3 Intelligence tools (Tekes Import, TrendWiki) Tekes Import is a tailored intelligence tool for gathering information and news about the operating environment. TrendWiki is used to gather and analyse information about weak signals internally Tekes Import tool, TrendWiki All result areas are affected 5 Dissemination of foresight information to customers Signaalisessiot is a special videoconferencing event where signals and issues are brought to Tekes customers from international experts Signaalisessiot procedure. Customer results (6a, 6b) Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 9/12

82 5. PROCESSES, PRODUCTS AND SERVICES Approach Title Description of Deployment Evidence Available On-Site Linkages & Key Results 5a Processes are designed and managed to create optimum value for customers 1 Core process management approach Core processes are a well defined part of the management system. They are managed, reviewed and developed constantly by the executive group The process map and detailed documentation of key processes and management roles in them All key results are affected, relevant results in Siiri-survey 2 Core process based operational planning and performance monitoring Yearly operational planning and strategy implementation are designed to support process execution and alignment with organisational goals. The execution of processes is continuously followed Documentation of the planning process. Performance monitoring system Seurantajärjestelmä with daily updated performance data All key results are affected, especially e.g. 9b accuracy of use of appropriations 3 Process based internal instructions and guidelines maintained and communicated in a web application Ohjus Core processes and all operating procedures are defined and documented in a process library ( handbook ). The contents are constantly developed and updated, and the actual execution is audited against the documented procedures Documentation in process handbook/library, Documentation of Process Auditing results. All key results are affected. All customer results are affected, especially satisfaction for process performance. Relevant results in Siiri-survey. 5b Products and services are developed to create optimum value for customers 1 Alignment of product and service portfolio to strategic challenges in the strategy process The executive team assesses development needs as a part of the annual strategy process. The assessment is based on, e.g., customer surveys and analysis of changes in the operating environment. Changes in products and services, esp. new products (e.g., NIY-funding, SHOKs, extension of R&D funding) introduced to portfolio since All key results are affected. All customer results are affected, esp. the satisfaction of customers notably using new products (the 2 high value segments). 2 Internal development project management The management of projects is supported by a project management office (PMO). A shared project model is followed for all development projects, and internal training is organised. Documentation of project portfolio and strategic development programs. Description of project model in the intranet Ilona. Project performance metrics (percentage of project work, development costs, accuracy of budgeting, execution accuracy of plans, ) Linkage to 4d and 1d. 3 Tekes Programme design and execution process To ensure that the programmes meet customer and stakeholder needs and expectations, an internal stepwise procedure with clear decision gates is applied. The key focus in the procedure is to make sure that the programme follows strategy and is the correct tool to tackle the challenges recognised in the customer sector. Tekes programme design and execution process documentation. (Activity and relevance of external programme steering boards.) Customers and stakeholder demand and satisfaction to Tekes programme services, co-operation in innovation, e.g. co-operation between industries and universities (Finland 1 st in OECD comparison) Linkage to 2a, 2c. Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 10/12

83 5c Products and services are effectively promoted and marketed 1 Value proposition and offerings of Tekes Value proposition and offerings are defined according to the needs of customer segments Value proposition and offerings on the (Finnish) web pages. Customer/ stakeholder feedback 2 Customer base plans of Industrial Branches Each of the 8 Industrial Branches of Tekes plans its activities in order to promote a sound customer base Customer base plans and relevant internal procedures The structure of the customer base 3 Service models tailored for different customer segments (network leaders, internationally growing companies, etc.) Service models help to organise customer relations according to the needs of main customer segments. Documentation of customer segments and service models, New Customer Service Team, Feeler Form service, Tekes Web pages The satisfaction of customer segments to Tekes services, the number of new customers 5d Products and services are produced, delivered and managed 1 Process based planning and performance monitoring of the delivery of services Targets are expressed for each key process. Performance monitoring is done on various levels and it is supported by monitoring section in the intranet Ilona. Performance monitoring & reporting environment in Ilona. Internal Quality Audit of funding decisions. Process team meeting memos. esp. 6b, 9b and 8 b. 2 Pre-allocation of the personnel work-time to production of different products and services The work-time of the personnel of Competence Areas is allocated flexibly to production of services within Industrial Branches, based on strategy and customer base. Supported by Ressu -software. The resource allocation data in Ressu, description of the yearly planning process. Accuracy of the realisation of yearly staff allocations. Linkage to 3a. 3 Yearly staff training programme An annual staff training programme is compiled in cooperation between the HR-unit and the excecutive director responsible for the Competence Areas. The contents of the staff training programme. Staff feedback on support for training, customer feedback on skills level of Tekes employees. 4 Industry line based management of services in Industrial Branches A special responsibility area of Industrial Branches conveys the services of core processes combining the wide expertise of different Competence Centres to their customer needs. The principles of Tekes organisational structure. Use of expert teams in Funding and Programme Processes. Customer satisfaction (6a, 6b). 5 Integration of ELY- Centre- staff resources to Tekes services Some 90 staff members of ELY-Centres are integrated to the production of Tekes services. Management structures for ELY- Centre staff. The level of integration in practice. Geographically balanced level of activities (6b) and customer satisfaction (6a). Personnel satisfaction (7a). 5e Customer relationships are managed and enhanced Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 11/12

84 1 Customer feedback & results data collection An anonymous web-based feedback survey is used. In addition, project results data is gathered during execution, at the closure, and 2 years after closure. The survey process (selection of respondents, results reporting). The survey is being renewed in June High return rate in the survey depicts it s relevance. 2 Customer interactive core processes (Funding, Programmes, and Customer Process) In preparation of Tekes decisions, also individual funding decisions, an open dialogue with the customer takes place. Each customer in key segments is assigned a staff member as a relations manager. Scheduled discussions with customers take place at different levels of Tekes organisation. Process models and instructions of key processes, including Funding Process. Customer satisfaction (6a, 6b) 3 Service models tailored for different customer segments (network leaders, internationally growing companies, etc.) Service models help to organise customer relations. E.g., the web services are designed to help customer segments to grasp the value proposition of Tekes and other innovation promotion services. Tekes service is adapted to customer needs, e.g. a specific New Customer Service Team has been established Documentation of customer segments and service models for them, New Customer Service Team, Feeler Form service, Tekes Web pages and EnterpriseFinland Portal The satisfaction of customer segments to Tekes services, the number of new customers 5 External boards of Tekes Programmes Each programme is prepared in close co-operation with customers and other stakeholders. Execution of programmes is supported by an external board. Programme process documentation. Programme reports, Programme evaluation reports Customer satisfaction of Tekes Programmes (6a) Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 12/12

85 ANNEX 6

86 Background Information for Analysis of Results !!! DRAFT!!! This draft document supplies background information about the key results monitoring mechanisms applied at Tekes and the outline of performance level (ref. the EFQM Excellence Model). The purpose is to show examples of results, and support the more detailed interviews. The document is compiled only for the purpose of use in the Inno-Partnering Forum Pilot Peer Assessment site visit on in Helsinki. Its use in any other context is prohibited. T e k e s M a t t i H i l t u n e n L a u r a P e l t o n e n H e i k k i U u s i - H o n k o DRAFT --- only to be used in connection to the site visit on DRAFT

87 Background Information for Analysis of Results Analysis of Results Description of the key results monitoring mechanisms implemented at Tekes and the outline of the performance level conveyed by them. Criterion 6 Customer results regarding the customer satisfaction with the immediate service interactions will continue to be gathered through a web-survey. But feedback on issues like general customer satisfaction, organisational image and value added will be gathered with an annual telephone survey (CATI) to a sample of the different customer segments. This reflects the strategic transformation towards a customer and offerings based way of working instead of project based modus operandi. 6a. Customer Perceptions The main means to follow customer perceptions regarding Tekes and its services is an anonymous web-survey that is implemented in cooperation with a market research organisation. The service provider is guaranteeing the customers that individual replies are not detectable for Tekes, which is important for the integrity of answering. The survey covers the following areas: organizational image, staff skills, customer expectations and satisfaction on specific key interactions (service events) as well as overall satisfaction and assessment of the impact of Tekes support. The survey is sent to all customers that use funding services. Customers receiving a positive funding decision get the survey at the time when they first have gone through the whole funding process, including first experiences of reporting and payment procedures. Customers receiving a negative funding decision get the survey after receiving information about the decision. The timeliness of receiving the survey is one of the factors resulting in the high return rate of the survey (40-60% depending on the segment) Fig. 1. The overall customer satisfaction index and promoter index, comparison of years 2008 (red) and 2009 (blue) and the share of extremely satisfied (dark green) and satisfied (light green) customers in The results of the survey are presented in a reporting portal where they can be cross-analyzed with regard to parameters like customer segments, geographical areas, etc. The results are communicated to the organisation also in the form of an annual report, and even individual experts receive a feedback report. The quarterly key feedback results for the processes are as well communicated through the ScoreCard in the Intranet. The former one survey will be restructured into two separate surveys in August Feedback Fig. 2. The customers satisfaction with different service elements, comparison of years 2008 (red) DRAFT --- only to be used in the training seminar on DRAFT

88 Background Information for Analysis of Results and 2009 (blue) and the share of extremely satisfied (dark green) and satisfied (light green) customers in Due to the specific Lickertscale used, the yellow colour in Figs. 1 and 2 may interpreted as a positively biased, although not completely satisfied answer. Orange and red are interpreted as clear signals of dissatisfaction. Fig. 3. Quarterly trends for the years of the customer feedback on value added (index of 3 separate questions), public organisations (blue) and companies (red). Fig. 5. Feedback on main elements of Tekes services by companies belonging to the segment Growth through Internationalisation. Comparison of the years 2008 (red) and 2009 (blue). Makeshift translations starting from the top: Pre-application support (only 2009), Post-application support, Skills level/projects & technology, Skills level/business, Value of Tekes cooperation improving the project contents, Value of the financial support, Value of other Tekes services, Satisfaction with the eligibility check phase, Payment procedures, Communication during the project, Clarity of reporting instructions. 6b. Performance Indicators Main performance indicators that predict and anticipate customer perceptions are process performance indicators and internal quality indicators. Three examples of main indicators that are actively monitored are given below. Fig. 4. Long-time trend for the years of the customer feedback on the skills level of Tekes staff; Skills level/projects & technology (blue), Skills level/business (red). DRAFT --- only to be used in the training seminar on DRAFT

89 Background Information for Analysis of Results Fig. 6. Throughput time of Funding process, 2009 (grey) and 2010 (blue). From left: all customers, companies and public institutions. Fig. 7. Share of customers requesting a rectification by Tekes concerning the funding decision that they have received. The figure indicates mainly how well Tekes has been able to communicate the motivations for its decisions. Actual amendment or rectification of decisions is seldom necessary (individual cases out of annual funding, payment and other decisions). Fig. 8. The main index values ( ) for the different sub-categories of staff satisfaction. Makeshift translations starting from the top: General image of Tekes, Organisational culture, internal communication, Managerial work in Compentence areas, Managerial work in Industrial branches, Organisation of work at unit-level, Wellbeing at work, Internal cooperation, Unit-level development of work. Each of the 9 indexes is a mean value corresponding to 3-11 separate questions in the Siiri-survey. Criterion 7 People results 7a. People Perceptions Tekes follows staff perceptions with an annual survey called Siiri. The survey is actually a combination of a HR survey and a satisfaction survey for internal service functions. The survey consists of fairly large number of questions (>100) but as it is well accepted as the most important internal survey, 85 % of staff answer to this anonymous survey. The Siiri-results are talked over in all units of the organization, and the executive team agrees on organisation level actions to be taken based on them. DRAFT --- only to be used in the training seminar on DRAFT

90 Background Information for Analysis of Results Fig 9. The top-ten results improvements in Makeshift translations starting from the top: Development of tools and processes for customer management, General customer management performance, Systematic support for development work, Rewarding, Clarity of Tekes offerings, Balanced amount of work dedicated to strategy, Opportunity to career development, Correct information during the recruiting process, Sufficient resources to development projects. For comparison with other organisations in Finland, a public sector HR results data base and reporting system Tahti is used. important, because at the same time Tekes has, as a part of the Ministry s strategy, been given new responsibilities, requiring new kinds of skills, thus increasing the expectations the staff is charged with. There has also recently been a considerable increase in productivity measured as output per hour worked (see Criterion 9b). One recent testimony, by a visiting expert, comparing Tekes to VTT (Technical Research Centre of Finland, a 3000 staff Public Research Organisation) pictures the Tekes organisation as follows: Tekes as well as VTT are expert organisations emphasising substance knowledge. At Tekes, the staff knowledge is however wider as at VTT. VTT, for her part, possesses skills deeper than Tekes does. The Tekes Matrix organisation seems to support extremely well expert work requiring broad and unconstrained insights, and where free flow of information within the organisation and engagement are prerequisites of success. 7b. Performance Indicators Fig. 10. Comparison between Tekes (1 st column) and Finnish State Sector in mean (2 nd column). Makeshift translations starting from the top: (satisfaction with...) Management, Work contents, Salary, Support for development, Internal climate and cooperation, Facilities, Internal communications, General Image. In general, it can be said that the perceptions of Tekes staff about their own organisation is above the mean level in the Finnish State Sector. However, after 2006, there has been a slight downward trend in many categories of the results. In 2006, Tekes introduced a new matrix organisation in order to maximise the support for knowledge and skills transfer within the organisation. Studies show that innovation is often depending on wide combination of different skills, rather than deep-diving into one specific area of expertise. It was the strategic choice of Tekes to give the customers an access to a wide variety of skills, rather than making things as easy as possible for the management and employees. Tekes customer feedback shows (e.g., Fig. 4.) that the customers have increasingly been satisfied with the skills of Tekes staff. This is ever more A wide array of performance indicators that anticipate staff perceptions are monitored, and target values are assigned to them when necessary. The investment in staff training, health related measurements like absenteeism, staff turnover (incomers, leavers), equality and rewarding related indicators. are the most central issues monitored. Fig. 11. Comparison in absentness due to sickness, Tekes (blue) and State sector in mean (purple). DRAFT --- only to be used in the training seminar on DRAFT

91 Fig. 12. Annual investment in staff training ( /person year) and the share of staff training costs of all personnel costs (%). Fig. 14. Overall satisfaction of society s central decision makers, years (VIP-Survey). Tekes (topmost red) and other organisations in its reference group as benchmarks. 8b. Performance indicators Fig. 13. Staff turnover, annual number of newcomers (purple) and leavers (blue). Criterion 8 Society results 8a. Society Perceptions The perceptions of the society in general towards Tekes are monitored by VIP-survey and Presssurvey. VIP-survey asks annually from the key Finnish decision makers their opinion of the largest enterprises and the most central public organisations in the country. In her own control group Tekes is constantly reaching first or second place attaining an average of approximately 8 points (the scale is from 4 to 10). In Press-survey the share of negative news of all news concerning Tekes is followed. The objective is less than 1 % negative news, and it is currently achieved. Indicators that indirectly predict the society s perceptions of Tekes oftentimes coincide with those used to indicate Tekes Key performance, notably in the area of Wellbeing. These are not prsented in this document, but, e.g., the amount of grants and loans directed to the development of environmental tehcnologies, or to the development of health care services, are monitored on a daily basis in Tekes ICT systems, and clear target values are posed on them. In her own activities Tekes wants to bear societal responsibility extensively. This means e.g. being a reliable employer and contributing to sustainable development. The people leadership of Tekes has been rewarded in 2003 by HR professionals. In 2005, Tekes was rewarded a special recognition in the National Quality Award Contest. Tekes representatives are also participating in numerous workinggroups etc. working with the development of the Finnish public services. Exaples of these are the Quality Network for governmental agencies (chair from Tekes), and the Working Group for Coordination of Government ICT Development. In order to promote sustainable development, Tekes is preparing an overall Green Office policy, and paying a great deal of attention to DRAFT --- only to be used in connection to the site visit on DRAFT

92 Background Information for Analysis of Results environmental and social issues when making decisions concerning office location and real estate facilities. Criterion 9 Key Results 9a. Strategic outcomes Tekes has three broadly impacting strategic goals which also form her key result targets. These are Capabilities in innovation activities, Productivity and renewal of industries, and Wellbeing. The primary way to find out out the success of Tekes in relation to her key results implemented in the official governance of Tekes are comprehensive evaluation studies by independent experts. These assess how well the Tekes activities have contributed in achieving the goals set. In principle, institutional evaluations are performed with 5-years intervals. More targeted studies are carried out each year concentrating on one of the three strategic objectives on rotation basis. This system was introduced in 2009 with the first evaluation research focusing on the goal Productivity and renewal of industries. Based on previous research as well as on the econometrical counter-factual analyses performed in the project, the main conclusions of the stydy are: Mesuring key results of an innovation agency is a demanding task. The innovation process contains inherently many elements, and the results of innovation activities can seldom easily be attributed to any one activity alone. In most cases, expert evaluations, often very rigorous, are seen as the main mechanism to get feed back about the fulfillment of the organisation s tasks. Tekes has developed an Impact Model that is used in clarifying the relations between the different levels of results and impacts and indicators for them (see Figure below). Fig. 15. Tekes Impact Model depicting the conceptual relations between the issues followed in impact assessment and monitoring at Tekes. There exists evidence about the link between Tekes-funding and the growth of the recipient enterprises. The correlation between Tekes-funding and productivity of recipient enterprises has not been established statistically. There exists certain signs about this link but based on current knowledge a generalization that Tekes-funding has led to productivity gains is not warranted. Existing Finnish research does not portray a clear picture about the link between Tekes-funding and the renewal of the Finnish private sector. Existing research has found evidence that public R&D-funding a) impacts the business conducts of recipient enterprises, b) increases the volume of innovation activity of recipient enterprises and c) leads to direct results of innovation work. Analyzing the effects of Tekes-funding is more difficult the further one goes from the immediate results towards the final goals. Trying to establish the link between Tekesfunding and the desired outcomes (productivity gains, renewal of the economy, economic welfare) at the national level is the most demanding task. Our view is that more research resources should be allocated to this challenge in the future. DRAFT --- only to be used in the training seminar on DRAFT

93 Background Information for Analysis of Results The study also produced a model clarifying the way how the R&D&I activities in general and Tekes funding in particular contibute to achieving this strategic objective, and how the impacts can be verified. (Fig. 16 below). Fig. 16. Detailed Impact model for the Key Result Area of productivity and renewal of industries. In year 2010, a corresponding study will be conducted for the objective Wellbeing. The evaluation studies are complemented by data concerning a number of key indicators agreed with the Ministry. Their role in measuring the success of Tekes activities is indicative. Divided according to the objectives these indicator figures for the year 2009 were (see next page): Capabilities in innovation activities 1. The total budget of enterprise projects funded by Tekes (goal: 750 million euro, result: 748 million euro) 2. The level of challenge and novelty value in the projects funded (goal: 75, result: 75) 3. Number of network contacts in Tekes and SHOK programmes (goal: 3000, result: 5706) 4. Enterprise funding to public research organisations in Tekes projects (goal: 70 million euro, result: 114 million euro) 5. The share of internationally cooperating projects of the funding (goal: 60 %, result: 54 %) Productivity and renewal of industries DRAFT --- only to be used in the training seminar on DRAFT

94 Background Information for Analysis of Results The share of SMEs of total enterprise funding (goal: %, result: 61 %) 2. Number of customers Tekes has funded during last five years (goal: , result: 4902) 3. Number of newly established companies as customers (goal: 300, result: 680) 4. Number of growth enterprises and potential growth enterprises as customers (goal: , result: 508) 5. The productivity development of Tekes enterprise customers in relation to OECD average (goal: > 100 %, result: 257 %) 6. Funding to work-place development (goal: 9 million euroa, result: 14 million euro) 7. Funding to R&D&I activities in energy and environment sector (goal: 120 million euro, result: 238 million euro) 8. Funding to R&D&I activities in health and wellbeing sector (goal: 60 million euro, result: 53 million euro) 9. Number of new products, processes and services created in the projects of information and communication sector (goal: 350, result: 492) In addition, in the performance managament agreement between the Ministry and Tekes there are approximately 10 indicators relating to efficiency and quality of Tekes processes. Fig. 17. Level of challenge and novelty in projects funded; large companies (yellow), public research (light blue), small and medium sized companies (green) and all projects in mean (blue). 9b. Key Performance Indicators To monitor its internal performance, Tekes follows a number of indicators mostly connected to the key processes and internal service functions. Examples of this type of indicators are, e.g., the throughput time of funding process (fig. 18), internal staff satisfaction with support for key processes (fig. 19). These key indicators alongside a wide array of other important figures are systematically followedup in Tekes electronical surveillance systems (in particular in the Sesam Reporting System, and in the BSC System, which currently is under reform and computer system update). The results concerning key figures are reported on quarterly basis. Example of a key indicator as seen in Sesam is found in Figure 17. A very important qualitative measurement of the success of Tekes is given by the Ministry in a feedback report assessing broadly how well Tekes did in previous year. Latest such report was given in May 2010, and its feedback concerning Tekes activities in 2009 was largely positive. Important additional data and reserch results concerning Tekes impacts is constantly made available by the Impact Assessment Unit. Fig. 18. The throughput time for funding applications in mean; from the left: all applications, applications by companies and applications by public organisations (2010 blue and 2009 grey) DRAFT --- only to be used in the training seminar on DRAFT

95 Background Information for Analysis of Results Fig. 19. Internal staff satisfaction with the support for execution of key processes, different support functions (2009 blue, 2008 purple and 2008 green). Fig. 20. Special recognition issued to Tekes in the 2005 National Quality Award Contest. Productivity is today a central performance indicator for all public institutions (newertheless sometimes cumbersome to measure). Tekes follows the development of its productivity with various indicators, depicting the development at various levels. Most accurate analyses can be made based on the ABC-calculations. For instance, the total operational costs of funding activities, measured as a share of total volume of funding, dereased from 3,5 % to 3,1 % between the years 2008 and The quality of funding operations is monitored regularly based on internal audits. The audits convey a picture of a stable level of quality, and support the process owner s ability to react quickly to possible problems. Finally, the EFQM model and assessments made using it are used to indicate the performance level of the organisation as a whole. In 2005, Tekes participated in the National Quality Award Contest, receiving a special recognition (Fig. 20). Last time the model was used in a management self assessment in DRAFT --- only to be used in the training seminar on DRAFT

96 ANNEX 7

97 AGENDA Pilot EFQM Peer Assessment Site Visit Programme JUNE 13-15, 2010 Tekes, Kyllikinportti 2, Helsinki (Contact person: Heikki Uusi-Honko; ) Sunday, June 13th Arrivals at Sokos hotel Torni ( 18:30 20:30 (Optional) sightseeing walk in Helsinki, gathering in the hotel lobby 20:30 Dinner at restaurant Kellarikrouvi Monday, June 14th 8:20 Preordered taxi leaves from the hotel 8:45 9:00 Team reflection meeting, Tekes Room 1 9:00 10:00 Kick-off meeting together with the Executive Management Group Room Welcome (Heikki Uusi-Honko) Introduction to the INNO-Partnering Forum and the context of the pilot assessment (Project coordinator) Introduction of the assessment team (by organization) The methodology of the assessment EFQM model & assessment in a new shape (Hervé Legenvre, EFQM) Outline of the site visit agenda (Matti Hiltunen) Tekes expectations (Veli-Pekka Saarnivaara) 10:00 10:45 Interview module 1 Leadership & People: Director General Veli-Pekka Saarnivaara ( Tekes management principles, organization and means chosen to meet the strategic challenges ) Room Strategy, Resources, Partnerships: the owner of the Strategy process Hannu Kemppainen (Strategy formation, connections to the strategy of the Ministry) Room 8

98 Processes: Director (Funding) Ms Kristiina Laurila and Director (Funding) Mr Esa Panula-Ontto ( Funding, internal management & customer interface ) Room 14 10:45 11:15 Team reflection meeting, Room 1 11:15 12:00 Interview module 2 Leadership & People: HR Development Manager Ms Pilvi Määttänen and HR Development Manager Ms Jaana Leino ( HR in general, Skills management, Siiri-survey ) Room 8 Strategy, Resources, Partnerships: Heikki Uusi-Honko, Project manager Mr Pekka Pajuoja (Internal development, ICT-systems) Room 1 Processes: Director (Customerships) Ms Ulla Hiekkanen-Mäkelä ( Segments, Service Models ) Room 14 12:00 12:30 Team reflection meeting, Room 1 12:30 13:30 Lunch at Sokos Hotel Pasila (adjacent to Tekes building) 13:30 14:15 Interview module 3 Leadership & People: Technology Adviser from a regional unit name to be confirmed ( Tekes management principles, strategy implementation ) Room 8 Strategy, Resources, Partnerships: Planning Director Mr Matti Hiltunen and Senior Adviser Ms Laura Peltonen (Annual Planning, Monitoring and reporting systems, ABC-calculation) Room 1 Processes: Senior technology Adviser, Head of the Finnish Eureka Office Ms Kirsi Vähä-Pietilä ( Strategy implementation in Tekes matrix organisation ) Room 14 14:15 14:45 Team reflection meeting, Room 1 14:45 15:30 Interview module 4 Leadership & People: Executive Director Ms Riikka Heikinheimo ( Competence management, linkage to the strategy and organization ) Room 8 Strategy, Resources, Partnerships: Technology Director Mr Janne Viemerö ( strategic partnerships ) Room 1 Processes: Mr Jussi Kivikoski ( Programme planning, set-up and running ) Room 14 15:30 16:15 Team reflection meeting, Room 1 16:15 Taxi to Sokos Hotel Vantaa 18:30-20:00 Team reflection meeting at the Hotel meeting room 20:00 Dinner at the Hotel, restaurant Sevilla

99 Tuesday, June 15 th 8:30 Taxi from the hotel 9:00 10:00 Additional Interviews Head of Division Ms Paula Nybergh, Ministry of Employment and the Economy (to be confirmed) Room 1 Heikki Uusi-Honko or/and Matti Hiltunen, Monitoring system Management dashboard, aob Room 15 Executive Director Mr Jari Romanainen (tbc) Room 14 10:00 10:15 Team reflection meeting, Room 1 10:15 11:00 Interview module 5 Leadership & People: Focus group (participants to be confirmed from the New Customers Team and Energy and Environment Business Area) Room 1 Strategy, Resources, Partnerships: Chief technology adviser Mr Pekka Pesonen ( Impact assessment, Strategy implementation in programmes ) Room 13 Processes: Adviser Ms Susanna Niinimäki ( Practical implementation of the funding process, Process documentation system/ Tekeshandbook ) Room 14 11:00 12:00 Team reflection, preparation for the presentation of preliminary findings Room 1 12:00 13:00 Lunch at Sokos Hotel Pasila (Hervé leaving at 12:45) 13:00 14:00 Team reflection, Finalization of the presentation and final questions to Heikki Uusi-Honko and Matti Hiltunen Room :00 15:00 Presentation of preliminary findings for the Tekes Management Room :00 16:00 Team closing meeting, agreement on further actions Room 70-71

100 ANNEX 8

101 Pilot Assessment Feedback Report EFQM Feedback report for pilot assessment of Tekes Assessment team Kjell-Håkan Närfelt, VINNOVA, SE Åsa Minoz, VINNOVA, SE Martin Lyes, Enterprise Ireland, IR Eelco Denekamp, NL Agency, NL David Golding, Technology Strategy Board, UK Julie Soutter, Technology Strategy Board, UK Feedback report 24 th of June 2010, Page 1

102 Table of content BACKGROUND... 3 INTRODUCTION... 3 Overview of the assessment process...4 Assessors... 4 The Assessment Process... 4 The context and strategic challenges of Tekes...5 Our understanding of Tekes context... 5 Our understanding of the strategic challenges of Tekes... 5 Areas of investigation (Site visit subjects)...6 THE ASSESSMENT TEAM S FINDINGS EXECUTIVE SUMMARY... 8 What you can build on?...8 What could be improved?...8 CRITERION 1 LEADERSHIP... 9 CRITERION 2 STRATEGY CRITERION 3 PEOPLE CRITERION 4 PARTNERSHIPS & RESOURCES CRITERION 5 PROCESSES, PRODUCTS & SERVICES Feedback report 24 th of June 2010, Page 2

103 Background The INNO-Partnering Forum is a consortium of six leading European innovation agencies: Enterprise Ireland (IE), FFG (AU), SenterNovem (NL), Tekes (FI), Technology Strategy Board (UK) and VINNOVA (SE). We represent an annual funding volume of more than 6000 mio. Together we have a unique experience base and track record in designing and delivering innovation policies, both from a national and international perspective. We aim for better innovation support in Europe for SMEs. The INNO-Partnering Forum will create a practically oriented European Learning Platform for unleashing the innovation potential of European SMEs to create future growth and jobs and address societal challenges. The assessment reported in this document is performed as a pilot exercise within INNO-Partnering Forum on efficiency and effectiveness of innovation agencies. Hence, the assessment has also been a basis for identification of Good Practices of agency operations which is one of the core activities in INNO-Partnering Forum. The part of the assessment concerning Good Practices is however reported in a separate document and not part of this feedback report. Introduction It has been a privilege to be given access to your organisation through such an assessment. The team worked hard to assess your organisation as fairly and objectively as they were able to. The purpose of the feedback is to give the main strengths and areas for improvement. The feedback report is aimed primarily at improvement; we hope you will find the comments made constructive and in the spirit of continuous improvement which is at the heart of all our journeys towards excellence. We have deliberately avoided making specific recommendations on potential approaches to secure improvement; this is outside the scope of the present feedback. The assessment is performed as a pilot exercise within INNO-Partnering Forum. The assessment has also been a basis for identification of good practices which is one of the core activities in the INNO- Partnering Forum. These will be documented separately as an output our work. The feedback report is divided into three sections: 1. The first section provides some element of context and a summary of the strategic challenges faced by Tekes as understood by the Assessment team. 2. The second section consists of an executive summary and a set of key themes highlighting some of the main achievement and strengths of Tekes and also the areas that deserve attention from the management. 3. Detailed comments (strengths, areas for improvement) relate to each of the EFQM model criterion. Those can be acted upon by different part of the organisation and can be used as a baseline for future improvement activities. Feedback report 24 th of June 2010, Page 3

104 Overview of the assessment process Assessors A team of assessor was assigned. It included: Kjell-Håkan Närfelt, VINNOVA, SE Åsa Minoz, VINNOVA, SE Martin Lyes, Enterprise Ireland, IR Eelco Denekamp, NL Agency, NL David Golding, Technology Strategy Board, UK Julie Soutter, Technology Strategy Board, UK They all work in Innovation agencies and represent a blend of skills and experience. The team was trained by experts from EFQM, whose Director Hervé Legenvre also supported the team in the assessment work and in summarising the findings into this report. The Assessment Process Initial training and briefing As they were being trained to act as assessors for this project, team members reviewed the documentation provided to them by Tekes and familiarised themselves with your organisation. They developed a basic understanding of the context of your organisation and of your strategic challenges. Then they identified a set of subjects that served to establish an agenda for the site visit. Site Visit After an opening meeting with the Director General and Senior Managers of Tekes the team split up in pairs to perform interviews as planned. The team also shared their findings and built up a list of Strengths and Areas for Improvement per criterion of the EFQM excellence Model. After the evidence collection and sharing, the team members consolidated their findings into a list of strengths and areas of improvement structured around the EFQM Excellence Model. Feedback The last step consisted of refining and delivering the present feedback report. This was done in two steps. 1. High level findings were presented to the Director General and executive management team of Tekes on the last day of the assessment. 2. This report was delivered to the Director General and executive management team of Tekes. Feedback report 24 th of June 2010, Page 4

105 The context and strategic challenges of Tekes Our understanding of Tekes context The assessment team built the present assessment of Tekes based on its understanding of the specific organisational context it encountered throughout its work. Some of the assumptions formed by the team are summarised below: Tekes focus is solely on R&D and innovation Tekes has an increasing emphasis on services and non technical innovations International aspects are important for the organisation It has a strong focus on SMEs as a large share of its funding is aimed at SMEs It operates according to a matrix structure with a key focus on management by processes Tekes puts a strong emphasis on evaluation and measurement Tekes has a close working relationship with its parent Ministry Our understanding of the strategic challenges of Tekes The assessment team built the present assessment of Tekes on its understanding of the specific strategic challenge of the organisation. These have led the assessment team to devote close attention to some activities practices and results of Tekes and to limit itself to a high level scan in some other areas. The strategic challenges of Tekes as understood by the asserssor team are the following ones: To help SME s grow in a sustainable way To move from traditional R&D to innovation; It is now less about product development and more about business innovation Turning challenge-led- innovation into practice; This covers issues such as environment, ageing, natural resources Ability to prioritise activities if or when resource restrictions occurs The need to address internationalisation beyond Europe Feedback report 24 th of June 2010, Page 5

106 Areas of investigation (Site visit subjects) The assessment was performed against the enablers of the EFQM Excellence model, however a specific subset of areas of investigation was established by the team of assessors. It includes: The Principles of Leadership How they were developed and deployed throughout the organization Who developed them Is there a champion, ownership aspects Is it communicated to staff and how External good practices used in their development Performance management, competencies and appraisal How is it linked to overall implementation of strategy How is it connected to development and learning How the review of performance triggers the improvement cycle Recruitment of leaders for strategic area of expertise Organisational culture and climate Siiri survey Results over the last 2 years How are leaders assessed Strategy process The linkage between Tekes and the Ministry strategy The linkage between strategy and operations The process of renewal of strategy Monitoring and evaluation of the strategy The linkage between core competencies and strategy Management of internal development projects (not customer projects) Dissemination and deployment of information and knowledge (knowledge management) Management of finance (activity based costing) Selection of strategic partnerships (national and international levels) Integration and cross utilization of IT systems The process of identifying the customer challenges in the sector (with focus on SMEs The process of developing the products and services from the strategy (e.g. NIY, innovation services) Feedback report 24 th of June 2010, Page 6

107 The process of engaging with customers, encouraging their development and delivering to them: Tailored service models Assignment of staff as relation manager (how to assign staff to individual services and customer segments) Feeler forms Administrative and financial processes with customers how is the financial and formal contact handled Monitoring performances and using customer feedback to improve processes and services Feedback report 24 th of June 2010, Page 7

108 The assessment team s findings Executive summary What you can build on? Tekes Strategy process is comprehensive, well deployed and annually reviewed. It builds on the input from stakeholders. It supports the organic development of competencies. Skills and competencies within the organisation are continuously developed. This covers leadership, management and technical skills. Tekes recruitment practices also support this. There is a clear match between customer segmentations and processes. It is an integrated approach where customer is at the centre. This enhances Tekes impact and value for customers The management of processes and information ensure that good quality data exist and is used to support decision. This is visible on both the people and customer aspects. What could be improved? Impact assessment should shift from a research based approach to more of a business perspective with customers at the centre. This would reflect the change from a technology based to an innovation driven organisation. While the matrix management structure has benefits in terms of avoiding silos, there are obvious costs associated to it. The effectiveness of the matrix management structure should be reviewed with the involvement of staff. While the strategy process is comprehensive, its implementation is burdensome and often not user friendly. This does not support organizational flexibility and agility. There seems to be potential to make the strategy process more fit for purpose in this respect. Simplifications in Tekes ways of working for the benefit of customers have recently been performed. The experience of simplifying ways of working for the benefit of Tekes staff could be applied across internal activities. Feedback report 24 th of June 2010, Page 8

109 Criterion 1 Leadership Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics and inspiring trust at all times. They are flexible, enabling the organisation to anticipate and react in a timely manner to ensure the ongoing success of the organisation. (EFQM) Strengths As part of the strategy planning process, leaders ensure staff views are taken into consideration in designing the delivery of the objectives which have been identified. The experience of internationally based staff is used to identify emerging trends, issues, technologies etc., which are then fed into the foresight process and reviewed for inclusion in the strategy. Leaders ensure the Strategy is reviewed and refined on a quarterly basis. It is also possible to implement quick reviews at any time to reflect changes in the business environment or priorities. Representatives of the Ministry visit on a quarterly basis which reinforces this process. There is an emphasis on good communication, both in planning and review activities. This is done with stakeholders via different means: internet, surveys, etc. and with staff via monthly briefings. The organisational culture is reinforced through recruitment, where there is an emphasis on engaging people who can work collaboratively, be innovative in their way of working and prepared to challenge accepted practices. In this context, the Director General meets new recruits to get the message across that this culture is important. A tutor, who is not the line manager, is used to help new employees to become effective within the Tekes structure. Areas for Improvement A cost benefit analysis of the matrix structure has not yet been undertaken. The need to review it has been identified but no time scale or scope has been set with staff involvement. There are no structured plans to routinely move unit managers within the organisation. However, it is possible, in response to requests from managers themselves to broaden their skills and experience through rotation to other areas. Feedback report 24 th of June 2010, Page 9

110 Criterion 2 Strategy Excellent organisations implement their mission and vision by developing a stakeholder focused strategy. Policies, plans, objectives and processes are developed and deployed to deliver the strategy. (EFQM) Strengths Working procedures with the Ministry ensure that the strategy developed is aligned with the interests of the Ministry. There are good links between the organisation and the Ministry. The holistic approach to strategy-based management links trends, stakeholder interests, evaluations, staff and individual interests etc into a set of processes that ends in operational guidelines and monitoring systems. The IT-supported follow-up procedures supported by a decision system with indicators that are updated on a daily basis. The annual process for updating the strategy takes into account important internal and external changes/needs and is understood by the whole organisation. The open nature of the strategy only gives directions and criteria to consider when deciding on operational issues like evaluating proposals and designing measures; (the strategy does not prematurely lock in money or human resources). Areas for Improvement Alignment between the strategic move from technology based support to innovation based support and the staff delivering the strategy. The overall impression is that staff still seem rooted in technology based operations. Moving impact assessment practices from a research based approach to evaluation practices that are more business and innovation based. The turning of strategy to operations in the matrix organization requires a high degree of complex management and staff interactions which might outweighs the benefits achieved. Feedback report 24 th of June 2010, Page 10

111 Criterion 3 People Excellent organisations value their people and create a culture that allows the mutually beneficial achievement of organisational and personal goals. They develop the capabilities of their people and promote fairness and equality. They care for, communicate, reward and recognise, in a way that motivates people, builds commitment and enables them to use their skills and knowledge for the benefit of the organisation. (EFQM) Strengths Tekes has recognised the importance of leadership and management training, as evidenced through the Leadership Academy. It is intended to measure its impact and effectiveness through appropriate surveys. The importance of the maintenance of high levels of relevant skills is recognised, through a commitment to staff training and development, including a minimum of 10 days per year. Tekes ensures that there is a good refreshment of internal skills through turnover of 8% of staff per year with new recruits drawn from and returning to the commercial sector. Areas for Improvement Siiri survey is comprehensive but it may be seen as a management tool rather than a staff driver. It is unclear if there are avenues for staff to propose questions in addition to management driven questions. Feedback report 24 th of June 2010, Page 11

112 Criterion 4 Partnerships & Resources Excellent organisations plan and manage external partnerships, suppliers and internal resources in order to support strategy and policies and the effective operation of processes. They ensure that they effectively manage their environmental and societal impact. (EFQM) Strengths There is a high level of information about the processes of the organisation. Data are of good quality and support decision making. This is visible on both the customer and people side, and the data cover a wide range of the organisations activities. The level of data collected helps support decision making. Areas for Improvement There is a high reliance on IT systems but limited measure of its effectiveness. Some of the IT-tools (e.g. the resource planning tool) seem to constrain the flexibility and innovation opportunities of the management and staff. Feedback report 24 th of June 2010, Page 12

113 Criterion 5 Processes, products & services Excellent organisations design, manage and improve processes, products and services to generate increasing value for, customers and other stakeholders. (EFQM) Strengths There is a clear Integration between funding and customerships activities. For instance, a relations manager and a controller both participates at the first meeting with a new customer to make sure sure companies fill in applications with correct and complete information and understand fully what Tekes offers and the way processes work in terms of requirements for reporting, commitment and interactions. There is clearly designated responsibility for customer relations with each customer. No funding proposal relating to a specific customer can be decided upon unless there is a comment from the responsible person for customer relations. Name and contact details of the responsible person for each customer appear in the web based service available to all Tekes customers and personnel. Customer segmentation and sercive models are designed to maximise impact in terms of Tekes goals. Segmentation of customers is used, throughout the organisation, for resource allocation in activating the right type of new customers and directing the appropriate efforts towards the needs of the customer base. The well developed descriptions of the work processes. These are readily accessible on the intranet Ilona and easy to use as a learning tool for new staff and as a reference for all. Areas for Improvement There is a problem with a long time between an application for funding and decision for the SME has been identified by Tekes. A pilot effort is planned to be put in place at the end of this year to test a continuous decision making process within Tekes for companies to reduce time between application and decision. Today the average time is 2 months. The target for the future is two weeks. No use is currently made of network partners in the activation of new clients on the lower segments H and I. Today the feeler form for new customers is only used internally at Tekes. Contact is established within a week by Tekes personnel. Since the segments are very large and with a relatively limited number of potential key targets, there seems to be a potential for more efficiency by using the same work process in cooperation with network partners. The development process for new programmes seems thorough and well structured, but rather lengthy. If a programme is to address an urgent need, there will be a benefit from a speeded up (fast track) development process. The annual analysis of the customer base, which is done in all 8 sectoral branches, is based both on current and potential customers in different target segments. It takes into account trends and developments in markets and industry. This thorough work seems to Feedback report 24 th of June 2010, Page 13

114 have the potential to be used at an earlier stage in the process of design of new programmes than at present. Feedback report 24 th of June 2010, Page 14

115 ANNEX 1

116 March 17, 2010 Heikki Uusi-Honko, EFQM Excellence Model Training Date: May 27 th 28th, 2010 Time: 8:30 17:30 on the 27 th, 8:30-16:00 on the 28 th Place: Marriott Courtyard Hotel, Brussels Background In the INNO-Partnering Forum project (Work Package IV), the EFQM Excellence model is used as a starting point and practical tool for the identification of good practices and assessing organisational excellence. The model will also be used as a reference in the conceptual analysis of efficiency and effectiveness of organisations within the public innovation service system, resulting in a shared picture of the role of an agency within the common framework model. In order to enable a swift start for the actual use of the EFQM Excellence model, a specific training has been planned together with the European Foundation of Quality Management. The primary objective of the training is to provide the participants with the knowledge and expertise necessary to conduct assessment of innovation agencies and to identify best practices. The training is based on the generic EFQM Excellence model, but it will also directly help the participants to interpret the model for their own organisations. Thus effective support for the expected next steps of the project will be realized within a short two day seminar. It is expected that each participating agency be represented by at least one expert in the training. The expert should be the Management Team member, unless the further work within the Work Package IV is assigned to someone else. The co-ordinator (Vinnova) and the Work Package leader (Tekes) should each be represented at least by two participants, and the option of several participants is also open for others if their work within the Work Package benefits from this. The costs of the training seminar will be covered by the WP leader, but each participant is expected to cover their own travel expenses. After registration, detailed information about the suggested accommodation will be sent to participants. Preliminary agenda May 27 th 28 th Morning 27 th : Introduction, agenda and goals Understanding EFQM model and the overall assessment process Practical exercise on common processes and result areas for innovation agencies 1

117 March 17, 2010 Heikki Uusi-Honko, Afternoon 27 th : Understanding the role of an innovation agency and its strategy before conducting an assessment Practical exercise on understanding stakeholder expectations for innovation agencies and identifying site visit subjects in the context of the Tekes peer assessment Presentation on RADAR as an assessment tool Morning 28 th : Practical exercise on using RADAR (peer assessment of preliminary documentation of Tekes case) Afternoon 28 th : Wrap up on assessment process for peer assessment Preparation of the Tekes site visit plan Using RADAR to help document and communicate best practices Conclusions and next steps for the project Please see this preliminary program as an early concept that will still be developed. The revised programme will be sent to participants closer to the training. The training will be held in the Marriott Courtyard hotel in Brussels (between the airport and city center, ) and the training will be given by EFQM experts. Due to the early start on the first morning, it is recommendable to arrive on the previous evening when there will be an informal get-together meeting in the hotel. Please send in your registration to Katariina Patey (Katariina.patey@tekes.fi) by Tuesday March 30 th at the latest. An will do, but please include the information on your expected arrival date (26 th or 27 th ). Please also state if there is anything else that should be considered for in the practical arrangements, like dietary restrictions, etc. 2

118 ANNEX 2

119 March 17, 2010 Heikki Uusi-Honko, EFQM Excellence Model Training Date: May 27 th 28th, 2010 Time: 8:30 17:30 on the 27 th, 8:30-16:00 on the 28 th Place: Marriott Courtyard Hotel, Brussels Agenda of the course Day 1 morning Module 1 Course Overview, Objectives & Introductions Why are we here? What is Excellence? The EFQM Excellence Model Coffee Break Module 2 RADAR Logic as an assessment Tool Practical exercise, assessing with RADAR - exercise lunch Day 1 Afternoon Module 2 (continuation) Practical exercise, assessing with RADAR practicing with a standard case study Debrief RADAR exercise Further recommendations Coffee Break Module 3 Understanding an innovation agency before conducting an assessment: Stakeholders, Strategic challenges, High level Process map, Key indicators... Practical exercise around Tekes assessment (small team exercise and plenary) o Compare and contrast with other innovation agencies o What is specific about Tekes? o What are its strategic challenges? o What else we need to know? Dinner 1

120 March 17, 2010 Heikki Uusi-Honko, Day 2 morning Module 4 Identifying site visit subjects prior to the assessment Preparing Tekes assessment: identifying site visit subjects for tekes assessment (small team exercise and plenary) Coffee Break Module 5 Developing a site visit plan Preparing Tekes assessment: Developing an high level site visit plan lunch Day 2 Afternoon Module 6 (continuation) Conducting interviews (this may include some exercise depending on time) Preparing Tekes assessment: starting to identify questions for Tekes assessment Coffee Break Module 6 Creating a the final feedback Using RADAR to document and re-use best practices Conclusions an next steps End Background In the INNO-Partnering Forum project (Work Package IV), the EFQM Excellence model is used as a starting point and practical tool for the identification of good practices and assessing organisational excellence. The model will also be used as a reference in the conceptual analysis of efficiency and effectiveness of organisations within the public innovation service system, resulting in a shared picture of the role of an agency within the common framework model. In order to enable a swift start for the actual use of the EFQM Excellence model, a specific training has been planned together with the European Foundation of Quality Management. The primary objective of the training is to provide the participants with the knowledge and expertise necessary to conduct assessment of innovation agencies and to identify best practices. The training is based on the generic EFQM Excellence model, but it will also directly help the participants to interpret the model for their own organisations. Thus effective support for the expected next steps of the project 2

121 March 17, 2010 Heikki Uusi-Honko, will be realized within a short two day seminar. Please see this preliminary program as an early concept that will still be developed. The revised programme will be sent to participants closer to the training. The training will be held in the Marriott Courtyard hotel in Brussels (between the airport and city center, ) and the training will be given by EFQM experts. Due to the early start on the first morning, it is recommendable to arrive on the previous evening when there will be an informal get-together meeting in the hotel. 3

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173 ANNEX 4

174 Key Information about Tekes!!! DRAFT!!! This draft document contains the key information of Tekes (The EFQM Excellence Award Submission format). The document is compiled only for the purpose of use in the Inno-Partnering Forum Training seminar on in Brussels. Its use in any other context is prohibited. T e k e s M a t t i H i l t u n e n L a u r a P e l t o n e n H e i k k i U u s i - H o n k o DRAFT --- only to be used in the training seminar on DRAFT

175 Key Information about Tekes Facts and Figures Tekes the Finnish Funding Agency for Technology and Innovation Tekes is the most important publicly funded expert organisation for financing research, development and innovation in Finland. Mission Tekes boosts the development of Finnish industry and the service sector by technological means and through innovation. This will renew the economy, increase added-value and exports, enhance productivity and the quality of working life, and create employment and wellbeing. 236 million was invested in projects carried out by universities, research institutes and polytechnics. Of the total enterprise R&D&I project funding: 61% was targeted at SMEs. Fig. 2: Tekes R&D and innovation funding in 2009 R&D and innovation Grants to companies and public organisations 246 million euros Research funding for universities, research institutes and polytechnics 236 million euros Fig.1: Organisational Chart Board Strategic Management Management Support Competence Areas and International Network Strategy Core Processes Programmes Customerships Industrial Branches and Regional Network Funding R&D and innovation Loans to companies 97 million euros Figures include 12 million euros from the Workplace Development Programme TYKES and 22 million euros funding from EU Structural Funds. Tekes works under the Ministry of Employment and the Economy. The Ministry sets the strategic goals and is in key position when the resources of Tekes are defined. Operatively Tekes enjoys extensive independence as government agency led by director general and Tekes board. Finance and Administration Tekes network consists of approximately 400 people in Finland and abroad, of whom 90 in regional Centres for Economic Development, Transport and the Environment (ELY Centres). In addition, approximately twenty outsourced programme coordinators support the work of Tekes own managers and provide an important contribution. Tekes funds R&D and innovation activities of companies and research organisations registered in Finland. In 2009 Tekes decided to fund projects, which resulted in total investment of 579 million, of which: 343 million was invested in enterprise projects; DRAFT --- only to be used in the training seminar on DRAFT

176 Key Information about Tekes History of the organisation and past achievements Tekes was founded in 1983 primarily to assist Finland to recuperate after recession of late 1970s. Tekes experienced a dramatic growth in the 1990s as a result of a marked increase in public technology funding. In turn, Tekes was granted the responsibility for finding the optimum ways to invest these funds. Organisational milestones in Tekes history 1983 Founding of Tekes. Tekes starts operating in Helsinki, with a staff of 20 people Regional activities transferred to Tekes from VTT, the Technical Research Centre of Finland. Tekes also began to operate with personnel posted abroad Finnish Secretariat for EU R&D founded and situated in Tekes Promotion of R&D in energy sector was transferred to Tekes from Ministry of Trade and Industry Employment and Economic Development Centres, TE Centres, start operating. Tekes' regional network is restructured into technology units within the TE Centres The law concerning Tekes is renewed. The new law confirms that the mission of Tekes is to promote innovation alongside technology Promotion of workplace innovation and development was transferred to Tekes from Ministry of Employment. Three major achievements can be highlighted: Tekes programmes succeeding in networking, internationalisation of public research and successfulness of company funding. Fig. 3: Tekes programmes in brief Steering group Companies Tekes Preparation Coordination Decision making Grants Synergy Networking Part financing Grants Loans Research projects at universities and research institutes Company R&D projects As Fig. 3 illustrates, Tekes programmes are focused on networking companies, universities and public research institutes. Tekes plans the programmes in open seminars and in close cooperation with business organisations and associations, companies, universities, research institutes and those involved in public administration Effective utilisation of research results is ensured by scheduling the public research projects concurrently with company R&D projects, and by networking the work. This method is proven successful in many independent programme evaluations. Also a number of surveys (e.g. OECD, Community Innovation Survey by Eurostat) show that cooperation between companies, universities and the public sector is at excellent level in Finland internationally compared. International cooperation is active especially in public research projects funded by Tekes. The funding criteria for public research strongly encourage universities and research institutes to cooperate internationally by for instance carrying out researcher exchange and visits. In recent years already 80 % of Tekes funding to public research has gone to projects which involve international cooperation. During the recession of early 1990s Tekes was identified as a key public player who could help enterprises to invest in competence based DRAFT --- only to be used in the training seminar on DRAFT

177 Key Information about Tekes competitiveness and in this manner create basis for a new durable growth of national economy. In consequence, a significant increase of Tekes funding resources took place. The operations executed were largely seen as a major success which enabled the Tekes budget to permanently remain on a high level and even to continue its real growth. The strong confidence in Tekes company funding activities has been repeated during the present economic crisis with new major budget increases. Several surveys show that public innovation funding in general and also in the case of Tekes increases private R&D investments and for instance the Ministry has recognised that Tekes financing was a major factor in keeping private Finnish R&D spending at a stable level in difficult year A recent study also confirms that a statistically significant relation between Tekes funding and renewal and growth of the companies can be shown. An important aspect of Tekes funding for enterprises is that it is open for all kind of companies in all sectors. Thus, encouragement to renew by innovation is by no means limited to businesses currently in vogue. DRAFT --- only to be used in the training seminar on DRAFT

178 Key Information about Tekes Challenges and strategy Internationality of innovation activities Strong and networked competence centres Vision According to her vision, Tekes is a leader in boosting innovation. Critical success factors for attainment of international leadership in innovation policy implementation are: proven excellent effectiveness high-quality service appreciating the customers financing and other services which meet the needs of transforming innovation activities efficient and high-quality processes cooperation skills and expertise shown in partnerships highly skilful and motivated personnel. Strategic objectives and particular challenges to meet them Tekes has defined together with the Ministry three broadly impacting strategic objectives for all activities. Capabilities in innovation activities As a result of Tekes measures research and development (R&D) activities, competence base and networks are strengthened thus boosting these particular success factors in broad-based and need-oriented innovation activities in Finland's key sectors and clusters. Productivity and renewal of industries Tekes innovation promotion operations contribute to rendering productivity in the sectors and clusters essential to the Finnish economy and society at international top level and companies globally competitive. Particular current challenges are Wellbeing Young innovative companies Growth companies Combining technical and non-technical development Tekes activities enhance integration of economic growth with the wellbeing of people and the environment. By promoting innovations and comprehensive development Tekes helps to create a basis for the achievement of societal wellbeing and environmental objectives. Particular current challenges are Sustainable energy economics and environment Quality of social and health care service system Services and platforms for the information society Quality of working life Particular current challenges are Fig. 4: Tekes strategy in a nutshell The basis Mission statement Tekes boosts the development of Finnish industry and the service sector by technological means and through innovation. This will renew the economy, increase added-value and exports, enhance productivity and the quality of working life, and create employment and wellbeing. Values Tekes and its staff value and aim to promote the wellbeing, vision, trust, cooperation and development of society, customers and colleagues Vision Tekes is a leader in boosting innovation Core activities Core processes Strategy Foresight, evaluation and innovation research Strategy creation and communication Customerships Customership planning CR management New client acquisition, activation and customer service Marketing communication Programmes Tekes programmes Activation projects Strategic Centres for Science, Technology and Innovation International cooperation initiatives Funding Special innovation funding Funding for public research R&D funding for companies Resources million euros Personnel overseas offices The goal Objectives Capabilities in innovation activities Focus during strategy period: Internationality of innovation activities Strong and networked competence centres Productivity and renewal of industries Focus during strategy period: Young innovative companies Growth companies Combining technical and non-technical development A wellbeing society and environment Focus during strategy period: Sustainable energy economics and environment Quality social and health care service system Services and platforms for the information society Quality of working life DRAFT --- only to be used in the training seminar on DRAFT

179 Version 1 Markets, offerings and customers As Fig. 2 shows, approx. 60 % of Tekes funding is directed to companies as grants and loans and 40 % for research in universities and public research organisations. Most of the funding for companies is allocated to SMEs. The funding for R&D and innovation projects in large enterprises is targeted to the projects that create networking between research organisations, SMEs and large companies and thus cause spillover of competencies. R&D grants are aimed at research projects that create new knowledge for the development of products and services feasibility studies high growth potential. Funding can be in maximum 1 1,25 million euro and it is intended to accelerate growth and internationalization of the beneficiary, thus it is not limited to R&D. Funding is normally given in a form of a grant which is 75 % of the eligible costs. Aid for SMEs to acquire innovation services is a grant with which the beneficiaries can buy outside expert services (e.g. management consultancy, IPR consultancy, market research services) to boost up the commercialisation of their R&D results. The aid is in maximum euro per company in any three year period and it is a grant of up to 75 % of the eligible costs. Fig. 6: Tekes funding for research projects in universities and research institutes in 2009 Total funding 236 million euros and 665 public research projects R&D loans are primarily aimed at 8 Universities projects that will develop a product, process or service market oriented projects of SMEs Tekes funding can also be a combination of a grant and a loan. Fig. 5: Tekes R&D funding to companies in 2009 by size of company Total 331 million euros and 1,093 companies Funding, million euros Micro companies Small companies Midsized companies Large companies Federations, etc. Alongside R&D funding Tekes offers two innovation instruments for SMEs: Funding for young innovative enterprises is intended for small R&D intensive companies with Million euros 137 Participation fees for European Space Agency's (ESA) programmes VTT and other research institutes Other research funding There are participants from several universities or research organisations in many research projects. Figures include 7 million euros business R&D grants for polytechnics, non-profit research institutes, government organisations and municipalities and 22 million euros funding from EU Structural Funds. DM Research projects in universities and research institutes are funded with grants. Normally it is required that enterprises and/or public sector bodies are interested in the subject and are willing to pay 5 25 % of the costs. This can be exempted if the project builds up important strategic competencies in the research organisation. The objective is that after the research project(s) enterprises/public bodies use the results in their own R&D projects or a new enterprise is established as a result of the research. A limited amount of public research funding is reserved for research concentrating on understanding innovation mechanisms and supporting evidence-based innovation policy. Traditionally Tekes is regarded as a funding agency for technology but in past few years the importance of renewing and transforming 6

180 Version 1 innovation activities has been strongly emphasised. As Fig. 7 illustrates, funding for service innovations has increased rapidly from year 2006 onwards. Although software and data processing services are still the main sector in Tekes service funding, there has been notable growth in funding for e.g. workplace development and health care and social service innovations. Fig. 7: Tekes R&D and innovation funding by sectors Million euro Fig. 8 Tekes R&D and innovation funding by industry Million euro Services Industry Other sectors Fig. 9: Tekes R&D and innovation funding for services Million euro Machines and metals industry Electronics and electrotechnical industry Chemical industry Forest industry Construction Foods Software and data processing Architecture, engineering and technical services Other services Tekes finances roughly 5000 enterprises in a five year period. The number of research organisations as Tekes customers is approximately 100. Tekes enterprise customers are divided into four segments: network leaders, internationally growing companies, project customers and start-ups. Public research customers are also classified in four categories: network leaders, research groups going international, project customers and new strategic research groups. Each segment has its own standard model for taking care of the customer relationship. The model takes into account the specific needs of the customer type and defines the efforts Tekes makes in the relationship. This enables the allocation of Tekes working hours according to the potential of the customer and the role of Tekes in reaching this potential. In addition, the enterprises customers are classified according to sectors or sub sectors for which Tekes makes annual activity plans (customer base plans). These plans define the proactive measures to be implemented concerning the sector in question (e.g. launching of a thematic programme). The main competition to Tekes comes from the European financing mechanisms, especially R&D funding by the research framework programmes. However, the red tape involved in these instruments make them rather inappropriate for SMEs whereas research organisations have a demand for which both international and national funding channels are needed. Complementing Tekes as the main R&D&I state aid authority in Finland the ELY centres grant funding to small scale feasibility studies and development projects mainly to SMEs Management consulting R&D services Wholesale and retail trade Health care and social services 7

181 Version 1 Operations, partners and suppliers Tekes targets its funding to the creation of new know-how and the development of products, processes and service or business concepts. All funding is competition-based and guided by uniform principles throughout Finland. The proposed project's impacts on other companies and society are taken into account in the evaluation of applications. The results and impacts of Tekes are generated through the success of customers and by utilising the partnership network. Tekes funding contributes to the development and wellbeing of society and to the growth of the national economy. Organisation structure A shown in Fig. 1, Tekes main functions are organised in to four core processes which serve the customers directly: Strategy, Customerships, Programmes and Funding. The core processes are firmly connected to each other. The Strategy process forms well-founded views on transforming R&D&I, new opportunities and strategic choices necessitated by success. These views and choices guide Tekes activities and can be benefitted also by customers and partners. The main product of the process is Tekes strategy. The Customerships process encourages enterprises and research groups to R&D&I activities, networking, growth and internationalisation which are appropriate from their own and from society s point of view. Encouragement happens through expert services tailored according to customer segments. The Programmes process catalyses and implements nationally important strategic innovation activities which are based on wide cooperation. Currently Tekes is running 30 thematic R&D programmes and is the main public financier of six Strategic Centres for Science and Technology. The Funding process allocates its resources on the basis of customer applications to projects which create new competences. Projects chosen include high potential combined with elevated risk. Tekes financing has an important impact to the launching and implementing of the work. The total Tekes funding in 2009 was 579 million euro. Alongside the core processes lie supportive functions common for all processes, e.g. Finance and Administration. Tekes is organised into two-dimensional matrix. One dimension is Industrial Branches and Regional Network and the other Competence Areas and International Network. Together they form intersectional units that are crossed by all four core processes. The aim of the matrix organisation is to support cross-cutting expertise in order to bring best possible added value to customer, especially in project evaluation. All project applications are evaluated in-house in groups of 3 5 experts. The group evaluates the project, the business, resources and the company from a holistic viewpoint. Key partners Tekes works under the Ministry of Employment and the Economy which sets the strategic goals for Tekes. In the field of research funding there is close cooperation with Academy of Finland. Other key partners and types of partnerships are illustrated in the Fig. 10. Fig. 10: Tekes stakeholders and partners; segmentation Funding Partners Shared risk Administrative Partners Common framework for innovation activities Service Delivery Partners Common customer interface Regional Partners Common competence centres Finn- Vera Plc Foundation for Innovations and Inventions internationalisation Industry Investment Ltd Transfer Partners Common customers or development goals ELY Centres Tekes Sitra Ministry of Employment Academy of and the Finland Economy Finpro Customers / Representatives as Partners Common interaction Policy Definition Partners Common strategy views Customers Companies Universities Research organisations Polytechnics Public and third sector Working Life Partners Common rules of game and operational framework 8

182 Version 1 Management structure and activities The highest decision-making organ in Tekes is Tekes board which is regulated by legislation. The members of the board are nominated by Council of State. The board decides about strategy and significant matters of principle. In addition, Tekes board makes funding decisions to projects where Tekes contribution exceeds 3 million euro. The board has a meeting eleven times per year. Executive group prepares strategic issues and matters of principle to be determined by the director general and responsibility areas. Executive group has a meeting at least two times per month. management Tekes has a wide array of indicators and follow-up applications. On organisational level, the four core processes are responsible for enabling the best possible performance by guiding and improving the main functions. They also own the internal development projects in order to focus the resources for appropriate development tasks. In the systematic performance management discussions the goals derived from the Tekes strategy are defined and clarified for each unit and employee. Thus, the strategy aligned performance forms the basis for reward also. Executive group is assisted by operative management team which in its weekly meetings supports operative management and development of core processes and responsibility areas. It also has key role in preparing strategic issues to be discussed in executive group. Tekes and its staff work in compliance with common values and promote their implementation in society. Tekes' values are: wellbeing vision trust cooperation development The principal manner to assess the success of Tekes is to carry out comprehensive independent evaluations of the fulfilment of the three strategic objectives (Capabilities in innovation activities, Productivity and renewal of industries, Wellbeing). Following a three year rotation one of the objectives is evaluated each year. Evaluation work is led by the Ministry and it concentrates on the role of Tekes in attaining the goals. The comprehensive evaluations are complemented by approximately 20 official key figures related to efficiency, impact and quality of Tekes main functions. The realisation of the goals and corresponding key figures are monitored regularly in the executive group and reported to the Ministry at least twice per year. For her internal 9

183 ANNEX 5

184 EFQM Excellence Model 2010 Enabler Map!!! DRAFT!!! Tekes ENABLER MAP The Way We Work This draft document lists the main internal procedures of Tekes (reference: the EFQM Excellence Model 2010). The document is compiled only for the purpose of use in the Inno-Partnering Forum Training seminar on in Brussels. Its use in any other context is prohibited. Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 1/12

185 1. LEADERSHIP Approach Title Description of Deployment Evidence Available On-Site Linkages & Key Results 1a Leaders develop the Mission, Vision, Values and ethics and act as role models 1 Tekes Strategy Framework The management has established a Comprehensive Strategy Framework comprising the mission, vision, values, strategic objectives/challenges, and policy choices Description of the strategy process, Tekes Strategy Framework. Siiri-survey results concerning management culture and leadership. Linkage to 2a. 2 Leadership support approach Leadership is supported, trained for and monitored systematically Tekes Leadership Academy, the way Siiri personnel survey results are processed into concrete improvements Siiri-survey results concerning management culture and leadership, steps taken due to results 3 Tekes principles of leadership The Director General has defined and communicated principles for organisational culture and leadership in Tekes Tekes principles of leadership and management Siiri-survey results concerning management culture and leadership 1b Leaders define, monitor, review and drive the improvement of the organisation s management system and performance 1 Tekes Management practices The roles of leaders and their participation in different fora and activities are defined. Documentation of Management Practice elements in intranet. Siiri-survey results concerning management culture and leadership. Link to 1d.2. 2 Risk Management Framework A specific comprehensive risk management framework is employed since It contains RM policy, risk identification, assessment, and reporting, and a plan for corrective actions. Risk management policy and tools, risk documentation Decrease in risk estimates (probability or consequences). Feedback from auditors and ministry concerning the appropriateness of risk management. 3 Monitoring system (including BSC), followup reporting A comprehensive performance monitoring system is integrated into Tekes Intranet. Monitoring data is systematically used in follow-up reporting enabling the adoption of improvement measures. Monitoring system as a part of the Intranet Ilona. Quarterly follow-up reports. Linkage to 2b.1. 1c Leaders engage with external stakeholders 1 Partnership strategy Cooperation with Tekes partners and stakeholders is guided by specific partnership strategy. Concrete action points are derived from Tekes strategy, and for main stakeholders, an executive group level responsibility is issued. Stakeholder strategy with action points. Increased level of partnerships, jointly executed services Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 2/12

186 2 Management participation in customer meetings In customer service models for top segments, senior management participation is secured Documentation of customer service models, documentation of customer meetings in CRM-system ASTA All customer results 6a. Linkage to 5c.3. 3 Research and Innovation Council Tekes Director General participates actively in the work of RIC. Council chaired by the Prime Minister supports co-operation between key policy makers Documentation of Research and Innovation Council (Ministry of Education). Stakeholder satisfaction to co-operation, e.g. results of the VIP-survey (8a). 1d Leaders reinforce a culture of excellence with the organisation s people 1 Executive team support to organisational culture The management has specified the principles of organisational culture and is engaged with developing it together with the staff Tekes principles of leadership and management Siiri Personnel Survey results. Linkage to 1a.3. 2 Use of EFQM Excellence model The EFQM Excellence model has been used since 2000 in self assessments. 2005, Tekes got a special recognition in the National Quality Award Competition Assessment documentation, this document. The impacts of the assessment on strategic choices and operative solutions. Special recognition of management culture and staff involvement in the national Quality Award Contests scoring in Recognition of efforts For each individual, goals and means for professional success are defined in performance discussions. Good achievements are awarded. Performance management process, awarding practices. Relevant Siiri Personnel Survey results, Linkage to 3. 1e Leaders ensure that the organisation is flexible and manages change effectively 1 Analysis of operating environment As an integral part of the Strategy process, change drivers of the operating environment are analysed Strategy Process documentation Amount and significance of new activities and services developed on the basis of identified strategic needs 2 Annual strategy adjustments Tekes strategy is adjusted each year to take into account the major change drivers. This may lead to operational or organisational reforms. The development of Tekes strategy and organisation Amount and significance of new activities and services developed on the basis of identified strategic needs 3 The flexibility of the strategy implementation plan The resource allocations to the strategy implementation plan leave major room to tackle unforeseeable needs which arise during the year. The strategy implementation plan, its resource allocations in Ressu-system New projects/tasks started during the implementation year 4 Internal development project management The management of projects is supported by a project management office (PMO). A shared project model is followed for all development projects, and internal training is organised. Documentation of project portfolio and strategic development programs. Description of project model in the intranet Ilona. Project performance metrics (percentage of project work, development costs, accuracy of budgeting, execution accuracy of plans, ) Linkage to 4d and 5b. Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 3/12

187 2. STRATEGY: Approach Title Description of Deployment Evidence Available On-Site Linkages & Key Results 2a Strategy is based on understanding the needs and expectations of both stakeholders and the external environment 1 Systematic Strategy Process Every 3 4 years Tekes carries through a major strategy renewal process to ensure understanding of stakeholder needs and changes in operating environment. Strategy process includes also an annual adjustment of the choices made. Description of the strategy process. Long-term strategy with annual adjustments VIP-survey (stakeholder satisfaction) Feed-back of the Ministry Linkage to 2c.2. 2 Interactivity of strategy work Annual strategy work and especially the major strategy renewals are carried through in an interactive manner committing also Tekes stakeholders to the work. Description of the strategy process. Maximum expertise participating in the strategy work. Recognition of wider societal challenges which go beyond the role of Tekes and give basis for partners strategies. 3 Consolidation of Tekes strategy to the Ministry s strategy The Ministry has introduced a systematic process which produces strategy for the whole administrative sector. Tekes is active in synchronising its strategy work into this process and thus takes annually into account the owner s key priorities. Description of the synchronization of the two processes, the strategy of the administrative sector and the Tekes strategy Feed-back from the Ministry, the strategies of the Ministry and Tekes support each other 2b Strategy is based on understanding internal performance and capabilities 1 Comprehensive set of operative indicators Tekes has built up a comprehensive set of indicators which reflects the operative performance in relation to the strategy. Automated follow-up systems, e.g. Sesam in the Intranet. The relevance and scope of operative indicators e.g. in 9b. 2 Systematic reporting and feed-back Operative performance indicators form the basis for quarterly reporting and feed-back procedures on all levels of the organization. Quarterly reports The level of execution of plans, e.g. in the form of controlled utilisation of budget appropriations. 3 Core competences On the basis of the strategy the executive group has defined the organization s core competences. They serve to prioritize investments to improve capabilities. A renewal work is under way. Definition of core competencies Level of strategy-orientation of training investments, customer satisfaction of skills level of Tekes employees. Linkage to Criterion 3 Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 4/12

188 4 Variety of peer- benchmarking Tekes is continuously involved in benchmarking activities with peer organizations. Examples of these are benchmarking with four Finnish sister organizations (4DG) and the INNO-Partnering Forum with 5 other European innovation agencies. Working plans and results from the benchmarking activities New activities and ways of action adopted or under consideration (eg. The Vigo Startup Accelerator Program based on Israeli example, Growth enterprise service, SBIRprogram). 5 Evaluation approach The impact s of the financing and other activities are systematically evaluated in order to provide feedback for improving and ensuring effectiveness and efficiency of the operations. Evaluation reports, the role and activities of the Impact Assessment Unit The development of services based on impact assessment, high level of stake holders trust to Tekes activities based on systematic assessment and reporting. 2c Strategy and supporting policies are developed, reviewed and updated 1 Strategy as core process Since 2008 Strategy is defined as a core process. The process has a modelled 4-year cycle for major renewals and a detailed annual scheme which enables flexible adjustments to the strategy and transforms it into operational implementation plan. Description of the strategy process, the strategy adopted, operational implementation plan Stake holder satisfaction, strategy-based renewal of services 2 Foresight activity Tekes and her key partners have a joint systematic foresight process which produces early signals of future changes and alternative scenarios. These provide one important basis for the strategy work. Signal gathering system (TrendWiki), alternative scenarios produced Stake holder satisfaction and engagement with foresight activities 3 Strategy guidance of process development Internal development projects are aligned with strategic needs as development programs KEKO s. Documentation of project portfolio and strategic development programs. High share of strategy derived development work (the KEKO s). Linkage to 5b. 2d Strategy and supporting principles are communicated, implemented and monitored 1 Strategy integrated into operative planning, implementation and follow-up The annual operational implementation plan is derived directly from the strategy. The follow-up procedures compare the implementation and its results to the strategy. Operational implementation plans and follow-up reports Level of strategy guidance to operative activities 2 Emphasis on committing the personnel to the strategy The personnel are involved in the strategy renewal process. The strategy is adjusted to the individual level in performance discussions. Description of the strategy process, performance discussion documentation The results of Siiri-surveys, the level of yearly personal performance discussions, the number and importance of proactive initiatives adopted Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 5/12

189 3. PEOPLE Approach Title Description of Deployment Evidence Available On-Site Linkages & Key Results 3a People plans support the organisation s strategy 1 Annual HR planning and development Human resources from different units are engaged to execution of strategy/core processes. A specific IT tool Ressu supports the process Annual planning and reporting data on Ressu, Planning process description & annual instructions Employee results (7a,b), fulfilment of HR plans, customer satisfaction on professional skills of Tekes personnel at their service 2 Human resources development report Henkilöstötilinpäätös All central information regarding investments in and development of human resources is compiled into an annual Human resources development report Human resources development report Employee results (7a,b).Linkage to 2b.2. and 2b.3. 3 HR management principles and organisational climate survey Siiri Shared HR management principles are derived from the strategy. Organisational climate survey Siiri supports their adoption HR management principles. The structure of Siiri survey and the way its results are processed Employee results (7a,b) 4 Recruitment procedures Recruitment procedures support selection of staff, with active engagement of HR specialists Recruitment process documentation Employee results (7a,b). Success rate of recruitment, staff renewal rate 3b People s knowledge and capabilities are developed 1 Human resources development plan HeKeSu Development plan for human resources is compiled for the whole organisation, and education and training is directed to areas supporting strategy Human resources development plan, internal training schedule Employee satisfaction on internal training, investments on training, customer feed-back concerning professional skills of Tekes personnel 2 Newcomer s training and tutoring A specific newcomer s training and tutoring is arranged. The programme covers all elements of management, core processes etc. Newcomer s training & tutoring programme Employee results (7a,b). Newcomers satisfaction on the introductory training 3 Competence management Competences are evaluated in an organisation wide process as a part of annual planning and reporting Annual plans and reports, (new procedure:) unit level competence analysis Employee results (7a,b), customer satisfaction on professional skills of Tekes personnel at their service 3c People are aligned, involved and empowered 1 Core process management approach Core processes are a well defined part of the management system. They together with Industrial The process map and detailed documentation of key processes and All key results are affected, relevant results in Siiri-survey Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 6/12

190 Branches align the use of Tekes resources with the strategic goals management roles in them 2 Strategy process Tekes strategy process incorporates internal discussions in all units and at all levels Description of the annual strategy process All key results are affected, relevant results in Siiri-survey 3 Management culture Tekes management culture encourages trust, innovativeness and creativity Tekes values, staff interviews All key results are affected, relevant results in Siiri-survey 3d People communicate effectively throughout the organisation 1 Communications strategy guidelines for communication supporting the internal adoption of strategic goals and making external communications more unified and effective Communications strategy Relevant results in Siiri-survey, society results (8a) and customer results (6a) 2 Performance discussions (TUKE-discussions) Performance discussions ensure the connection of strategic goals to tasks and development plans of each unit and individual Performance discussion procedure Relevant results in Siiri-survey, coverage of discussions 3 Siiri organisational climate survey In Siiri survey, feedback is gathered on all elements of Tekes management system and the main internal services. Results are talked over in all units, and management agrees on actions in response The Siiri survey and guidelines for the handling of the result All key results are affected, relevant results in Siiri-survey 3e People are rewarded, recognised and cared for 1 Management culture Tekes management culture encourages trust and staff empowerment Tekes values, staff interviews Results in Siiri-survey. Recognition of management culture & personnel involvement in the national QA Contest Support for personnel wellbeing Personnel wellbeing is supported diversely including flexible work-time and distance working arrangements which enable the coordination of work life with free time expectations and needs Flex-time rules, occupational health services, Relevant results in Siiri-survey. Level of sick leaves, personnel turnover rate. 3 Nomination of the coworker of the year, and the team of the year Director General annually nominates the co-worker of the year and also the team of the year, as a recognition of outstanding results based on sustainable qualities. The annual nominations Relevant results in Siiri-survey 4 Performance based rewarding system Performance based part of individual s salary varies from 0 to 50 % of the task specific base salary Rewarding system principles Relevant results in Siiri-survey Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 7/12

191 4. PARTNERSHIPS & RESOURCES Approach Title Description of Deployment Evidence Available On-Site Linkages & Key Results 4a Partners and suppliers are managed for sustainable benefit 1 Partnership strategy Strategy for joint services and supplementing own skills with those of partners. The partnership strategy, Customer satisfaction (6a) economical performance (9b) 2 Joint customer strategy for the ministry s administrative sector Tekes actively involved in developing customer strategy & co-operation for 2 key segments. Joint customer strategy for administrative sector (TEM), development projects Customer satisfaction (6a) economical performance (9b) 3 Enterprise Finland webservice A joint web-service channel for all business-oriented services of the ministry-sector Enterprise Finland web-service, organisation of its development & maintenance Customer satisfaction (6a) financial performance (9b) 4 International partnerships International partnerships are used innovatively to render services (e.g., the GAP-programme) International partnerships, e.g. GAPprogramme Customer satisfaction (6a) 4b Finances are managed to secure sustained success 1 web-based planning and reporting environment a comprehensive environment for planning and reporting is made available in the Intranet The planning and reporting environment. Controlled use of appropriations during the fiscal year Financial accuracy targets met (9b), customer satisfaction (6a) 2 Activity based costing (ABC) the ABC methodology assigns costs through activities to the products and services provided to customers ABC documentation. Financial performance (9b) 3 Integrated Risk Management Framework (ERM) A comprehensive ERM framework is used in risk management Principles and tools of Tekes ERM framework Customer results (6a) Society results, stakeholders confidence (8a). 4c Buildings, equipment, materials and natural resources are managed in a sustainable way 1 Realty Services Team A special Realty Services Team is established to control effectively property and fixed assets. Team operation, governance of fixed assets Society results, stakeholders confidence (8a) People results (7a). 2 Integrated Risk Management Framework (ERM) and special Safety Policy (TurJo) A comprehensive ERM framework is used in risk management. Special Safety Policy TurJo supports workplace safety. Principles and tools of Tekes ERM framework, TurJo Safety Policy Society results, stakeholders confidence (8a) People results (7a). 3 Information and data Information and data security are guiding principles Adoption of Information and data Society results, stakeholders confidence (8a) Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 8/12

192 security starting from values going to practical room arrangements etc. security policies and solutions 4 Premises strategy A premises strategy is under work. It will offer basis for long-term sustainable premises choices. The project plan for preparing a premises strategy. Society results, stakeholders confidence (8a) People results (7a). 4d Technology is managed to support the delivery of strategy. 1 Internal development project management The management of projects is supported by a project management office (PMO). A shared project model is followed for all development projects, and internal training is organised Documentation of project portfolio and strategic development programs. Description of project model in the intranet Ilona. Project performance metrics (percentage of project work, development costs, accuracy of budgeting, execution accuracy of plans, ) Linkage to 4d and 1d. 2 IT strategy and its implementation processes IT strategy defines guidelines for development and operation of ICT. Specific ITIL-based processes are supporting the implementation of the strategy. Description of Tekes ITIL-processes, IT strategy (update 2010) All result areas are affected. 3 IT support and control tool of the Funding Process Eval A special software supports the effective implementation and control of the Funding Process Eval software, web services of the funding process. Customer results (6a,6b). People results (7a). 4e Information and knowledge are managed to support effective decision making and to build the organisation s capability 1 Document management tools & practices An electronic document management system (DM) is in comprehensive use for producing, maintaining and disseminating documentation. The information structure is based on strategy and organisation. DM-system All result areas are affected, permit for permanent electronic archiving achieved in Organisational structure Tekes organisational structure supports combination of different aspects of information and knowledge into all decision making including funding. Organisational structure. Customer results (6a,6b). People results (7a). 3 Intelligence tools (Tekes Import, TrendWiki) Tekes Import is a tailored intelligence tool for gathering information and news about the operating environment. TrendWiki is used to gather and analyse information about weak signals internally Tekes Import tool, TrendWiki All result areas are affected 5 Dissemination of foresight information to customers Signaalisessiot is a special videoconferencing event where signals and issues are brought to Tekes customers from international experts Signaalisessiot procedure. Customer results (6a, 6b) Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 9/12

193 5. PROCESSES, PRODUCTS AND SERVICES Approach Title Description of Deployment Evidence Available On-Site Linkages & Key Results 5a Processes are designed and managed to create optimum value for customers 1 Core process management approach Core processes are a well defined part of the management system. They are managed, reviewed and developed constantly by the executive group The process map and detailed documentation of key processes and management roles in them All key results are affected, relevant results in Siiri-survey 2 Core process based operational planning and performance monitoring Yearly operational planning and strategy implementation are designed to support process execution and alignment with organisational goals. The execution of processes is continuously followed Documentation of the planning process. Performance monitoring system Seurantajärjestelmä with daily updated performance data All key results are affected, especially e.g. 9b accuracy of use of appropriations 3 Process based internal instructions and guidelines maintained and communicated in a web application Ohjus Core processes and all operating procedures are defined and documented in a process library ( handbook ). The contents are constantly developed and updated, and the actual execution is audited against the documented procedures Documentation in process handbook/library, Documentation of Process Auditing results. All key results are affected. All customer results are affected, especially satisfaction for process performance. Relevant results in Siiri-survey. 5b Products and services are developed to create optimum value for customers 1 Alignment of product and service portfolio to strategic challenges in the strategy process The executive team assesses development needs as a part of the annual strategy process. The assessment is based on, e.g., customer surveys and analysis of changes in the operating environment. Changes in products and services, esp. new products (e.g., NIY-funding, SHOKs, extension of R&D funding) introduced to portfolio since All key results are affected. All customer results are affected, esp. the satisfaction of customers notably using new products (the 2 high value segments). 2 Internal development project management The management of projects is supported by a project management office (PMO). A shared project model is followed for all development projects, and internal training is organised. Documentation of project portfolio and strategic development programs. Description of project model in the intranet Ilona. Project performance metrics (percentage of project work, development costs, accuracy of budgeting, execution accuracy of plans, ) Linkage to 4d and 1d. 3 Tekes Programme design and execution process To ensure that the programmes meet customer and stakeholder needs and expectations, an internal stepwise procedure with clear decision gates is applied. The key focus in the procedure is to make sure that the programme follows strategy and is the correct tool to tackle the challenges recognised in the customer sector. Tekes programme design and execution process documentation. (Activity and relevance of external programme steering boards.) Customers and stakeholder demand and satisfaction to Tekes programme services, co-operation in innovation, e.g. co-operation between industries and universities (Finland 1 st in OECD comparison) Linkage to 2a, 2c. Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 10/12

194 5c Products and services are effectively promoted and marketed 1 Value proposition and offerings of Tekes Value proposition and offerings are defined according to the needs of customer segments Value proposition and offerings on the (Finnish) web pages. Customer/ stakeholder feedback 2 Customer base plans of Industrial Branches Each of the 8 Industrial Branches of Tekes plans its activities in order to promote a sound customer base Customer base plans and relevant internal procedures The structure of the customer base 3 Service models tailored for different customer segments (network leaders, internationally growing companies, etc.) Service models help to organise customer relations according to the needs of main customer segments. Documentation of customer segments and service models, New Customer Service Team, Feeler Form service, Tekes Web pages The satisfaction of customer segments to Tekes services, the number of new customers 5d Products and services are produced, delivered and managed 1 Process based planning and performance monitoring of the delivery of services Targets are expressed for each key process. Performance monitoring is done on various levels and it is supported by monitoring section in the intranet Ilona. Performance monitoring & reporting environment in Ilona. Internal Quality Audit of funding decisions. Process team meeting memos. esp. 6b, 9b and 8 b. 2 Pre-allocation of the personnel work-time to production of different products and services The work-time of the personnel of Competence Areas is allocated flexibly to production of services within Industrial Branches, based on strategy and customer base. Supported by Ressu -software. The resource allocation data in Ressu, description of the yearly planning process. Accuracy of the realisation of yearly staff allocations. Linkage to 3a. 3 Yearly staff training programme An annual staff training programme is compiled in cooperation between the HR-unit and the excecutive director responsible for the Competence Areas. The contents of the staff training programme. Staff feedback on support for training, customer feedback on skills level of Tekes employees. 4 Industry line based management of services in Industrial Branches A special responsibility area of Industrial Branches conveys the services of core processes combining the wide expertise of different Competence Centres to their customer needs. The principles of Tekes organisational structure. Use of expert teams in Funding and Programme Processes. Customer satisfaction (6a, 6b). 5 Integration of ELY- Centre- staff resources to Tekes services Some 90 staff members of ELY-Centres are integrated to the production of Tekes services. Management structures for ELY- Centre staff. The level of integration in practice. Geographically balanced level of activities (6b) and customer satisfaction (6a). Personnel satisfaction (7a). 5e Customer relationships are managed and enhanced Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 11/12

195 1 Customer feedback & results data collection An anonymous web-based feedback survey is used. In addition, project results data is gathered during execution, at the closure, and 2 years after closure. The survey process (selection of respondents, results reporting). The survey is being renewed in June High return rate in the survey depicts it s relevance. 2 Customer interactive core processes (Funding, Programmes, and Customer Process) In preparation of Tekes decisions, also individual funding decisions, an open dialogue with the customer takes place. Each customer in key segments is assigned a staff member as a relations manager. Scheduled discussions with customers take place at different levels of Tekes organisation. Process models and instructions of key processes, including Funding Process. Customer satisfaction (6a, 6b) 3 Service models tailored for different customer segments (network leaders, internationally growing companies, etc.) Service models help to organise customer relations. E.g., the web services are designed to help customer segments to grasp the value proposition of Tekes and other innovation promotion services. Tekes service is adapted to customer needs, e.g. a specific New Customer Service Team has been established Documentation of customer segments and service models for them, New Customer Service Team, Feeler Form service, Tekes Web pages and EnterpriseFinland Portal The satisfaction of customer segments to Tekes services, the number of new customers 5 External boards of Tekes Programmes Each programme is prepared in close co-operation with customers and other stakeholders. Execution of programmes is supported by an external board. Programme process documentation. Programme reports, Programme evaluation reports Customer satisfaction of Tekes Programmes (6a) Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on DRAFT Page 12/12

196 ANNEX 6

197 Background Information for Analysis of Results !!! DRAFT!!! This draft document supplies background information about the key results monitoring mechanisms applied at Tekes and the outline of performance level (ref. the EFQM Excellence Model). The purpose is to show examples of results, and support the more detailed interviews. The document is compiled only for the purpose of use in the Inno-Partnering Forum Pilot Peer Assessment site visit on in Helsinki. Its use in any other context is prohibited. T e k e s M a t t i H i l t u n e n L a u r a P e l t o n e n H e i k k i U u s i - H o n k o DRAFT --- only to be used in connection to the site visit on DRAFT

198 Background Information for Analysis of Results Analysis of Results Description of the key results monitoring mechanisms implemented at Tekes and the outline of the performance level conveyed by them. Criterion 6 Customer results regarding the customer satisfaction with the immediate service interactions will continue to be gathered through a web-survey. But feedback on issues like general customer satisfaction, organisational image and value added will be gathered with an annual telephone survey (CATI) to a sample of the different customer segments. This reflects the strategic transformation towards a customer and offerings based way of working instead of project based modus operandi. 6a. Customer Perceptions The main means to follow customer perceptions regarding Tekes and its services is an anonymous web-survey that is implemented in cooperation with a market research organisation. The service provider is guaranteeing the customers that individual replies are not detectable for Tekes, which is important for the integrity of answering. The survey covers the following areas: organizational image, staff skills, customer expectations and satisfaction on specific key interactions (service events) as well as overall satisfaction and assessment of the impact of Tekes support. The survey is sent to all customers that use funding services. Customers receiving a positive funding decision get the survey at the time when they first have gone through the whole funding process, including first experiences of reporting and payment procedures. Customers receiving a negative funding decision get the survey after receiving information about the decision. The timeliness of receiving the survey is one of the factors resulting in the high return rate of the survey (40-60% depending on the segment) Fig. 1. The overall customer satisfaction index and promoter index, comparison of years 2008 (red) and 2009 (blue) and the share of extremely satisfied (dark green) and satisfied (light green) customers in The results of the survey are presented in a reporting portal where they can be cross-analyzed with regard to parameters like customer segments, geographical areas, etc. The results are communicated to the organisation also in the form of an annual report, and even individual experts receive a feedback report. The quarterly key feedback results for the processes are as well communicated through the ScoreCard in the Intranet. The former one survey will be restructured into two separate surveys in August Feedback Fig. 2. The customers satisfaction with different service elements, comparison of years 2008 (red) DRAFT --- only to be used in the training seminar on DRAFT

199 Background Information for Analysis of Results and 2009 (blue) and the share of extremely satisfied (dark green) and satisfied (light green) customers in Due to the specific Lickertscale used, the yellow colour in Figs. 1 and 2 may interpreted as a positively biased, although not completely satisfied answer. Orange and red are interpreted as clear signals of dissatisfaction. Fig. 3. Quarterly trends for the years of the customer feedback on value added (index of 3 separate questions), public organisations (blue) and companies (red). Fig. 5. Feedback on main elements of Tekes services by companies belonging to the segment Growth through Internationalisation. Comparison of the years 2008 (red) and 2009 (blue). Makeshift translations starting from the top: Pre-application support (only 2009), Post-application support, Skills level/projects & technology, Skills level/business, Value of Tekes cooperation improving the project contents, Value of the financial support, Value of other Tekes services, Satisfaction with the eligibility check phase, Payment procedures, Communication during the project, Clarity of reporting instructions. 6b. Performance Indicators Main performance indicators that predict and anticipate customer perceptions are process performance indicators and internal quality indicators. Three examples of main indicators that are actively monitored are given below. Fig. 4. Long-time trend for the years of the customer feedback on the skills level of Tekes staff; Skills level/projects & technology (blue), Skills level/business (red). DRAFT --- only to be used in the training seminar on DRAFT

200 Background Information for Analysis of Results Fig. 6. Throughput time of Funding process, 2009 (grey) and 2010 (blue). From left: all customers, companies and public institutions. Fig. 7. Share of customers requesting a rectification by Tekes concerning the funding decision that they have received. The figure indicates mainly how well Tekes has been able to communicate the motivations for its decisions. Actual amendment or rectification of decisions is seldom necessary (individual cases out of annual funding, payment and other decisions). Fig. 8. The main index values ( ) for the different sub-categories of staff satisfaction. Makeshift translations starting from the top: General image of Tekes, Organisational culture, internal communication, Managerial work in Compentence areas, Managerial work in Industrial branches, Organisation of work at unit-level, Wellbeing at work, Internal cooperation, Unit-level development of work. Each of the 9 indexes is a mean value corresponding to 3-11 separate questions in the Siiri-survey. Criterion 7 People results 7a. People Perceptions Tekes follows staff perceptions with an annual survey called Siiri. The survey is actually a combination of a HR survey and a satisfaction survey for internal service functions. The survey consists of fairly large number of questions (>100) but as it is well accepted as the most important internal survey, 85 % of staff answer to this anonymous survey. The Siiri-results are talked over in all units of the organization, and the executive team agrees on organisation level actions to be taken based on them. DRAFT --- only to be used in the training seminar on DRAFT

201 Background Information for Analysis of Results Fig 9. The top-ten results improvements in Makeshift translations starting from the top: Development of tools and processes for customer management, General customer management performance, Systematic support for development work, Rewarding, Clarity of Tekes offerings, Balanced amount of work dedicated to strategy, Opportunity to career development, Correct information during the recruiting process, Sufficient resources to development projects. For comparison with other organisations in Finland, a public sector HR results data base and reporting system Tahti is used. important, because at the same time Tekes has, as a part of the Ministry s strategy, been given new responsibilities, requiring new kinds of skills, thus increasing the expectations the staff is charged with. There has also recently been a considerable increase in productivity measured as output per hour worked (see Criterion 9b). One recent testimony, by a visiting expert, comparing Tekes to VTT (Technical Research Centre of Finland, a 3000 staff Public Research Organisation) pictures the Tekes organisation as follows: Tekes as well as VTT are expert organisations emphasising substance knowledge. At Tekes, the staff knowledge is however wider as at VTT. VTT, for her part, possesses skills deeper than Tekes does. The Tekes Matrix organisation seems to support extremely well expert work requiring broad and unconstrained insights, and where free flow of information within the organisation and engagement are prerequisites of success. 7b. Performance Indicators Fig. 10. Comparison between Tekes (1 st column) and Finnish State Sector in mean (2 nd column). Makeshift translations starting from the top: (satisfaction with...) Management, Work contents, Salary, Support for development, Internal climate and cooperation, Facilities, Internal communications, General Image. In general, it can be said that the perceptions of Tekes staff about their own organisation is above the mean level in the Finnish State Sector. However, after 2006, there has been a slight downward trend in many categories of the results. In 2006, Tekes introduced a new matrix organisation in order to maximise the support for knowledge and skills transfer within the organisation. Studies show that innovation is often depending on wide combination of different skills, rather than deep-diving into one specific area of expertise. It was the strategic choice of Tekes to give the customers an access to a wide variety of skills, rather than making things as easy as possible for the management and employees. Tekes customer feedback shows (e.g., Fig. 4.) that the customers have increasingly been satisfied with the skills of Tekes staff. This is ever more A wide array of performance indicators that anticipate staff perceptions are monitored, and target values are assigned to them when necessary. The investment in staff training, health related measurements like absenteeism, staff turnover (incomers, leavers), equality and rewarding related indicators. are the most central issues monitored. Fig. 11. Comparison in absentness due to sickness, Tekes (blue) and State sector in mean (purple). DRAFT --- only to be used in the training seminar on DRAFT

202 Fig. 12. Annual investment in staff training ( /person year) and the share of staff training costs of all personnel costs (%). Fig. 14. Overall satisfaction of society s central decision makers, years (VIP-Survey). Tekes (topmost red) and other organisations in its reference group as benchmarks. 8b. Performance indicators Fig. 13. Staff turnover, annual number of newcomers (purple) and leavers (blue). Criterion 8 Society results 8a. Society Perceptions The perceptions of the society in general towards Tekes are monitored by VIP-survey and Presssurvey. VIP-survey asks annually from the key Finnish decision makers their opinion of the largest enterprises and the most central public organisations in the country. In her own control group Tekes is constantly reaching first or second place attaining an average of approximately 8 points (the scale is from 4 to 10). In Press-survey the share of negative news of all news concerning Tekes is followed. The objective is less than 1 % negative news, and it is currently achieved. Indicators that indirectly predict the society s perceptions of Tekes oftentimes coincide with those used to indicate Tekes Key performance, notably in the area of Wellbeing. These are not prsented in this document, but, e.g., the amount of grants and loans directed to the development of environmental tehcnologies, or to the development of health care services, are monitored on a daily basis in Tekes ICT systems, and clear target values are posed on them. In her own activities Tekes wants to bear societal responsibility extensively. This means e.g. being a reliable employer and contributing to sustainable development. The people leadership of Tekes has been rewarded in 2003 by HR professionals. In 2005, Tekes was rewarded a special recognition in the National Quality Award Contest. Tekes representatives are also participating in numerous workinggroups etc. working with the development of the Finnish public services. Exaples of these are the Quality Network for governmental agencies (chair from Tekes), and the Working Group for Coordination of Government ICT Development. In order to promote sustainable development, Tekes is preparing an overall Green Office policy, and paying a great deal of attention to DRAFT --- only to be used in connection to the site visit on DRAFT

203 Background Information for Analysis of Results environmental and social issues when making decisions concerning office location and real estate facilities. Criterion 9 Key Results 9a. Strategic outcomes Tekes has three broadly impacting strategic goals which also form her key result targets. These are Capabilities in innovation activities, Productivity and renewal of industries, and Wellbeing. The primary way to find out out the success of Tekes in relation to her key results implemented in the official governance of Tekes are comprehensive evaluation studies by independent experts. These assess how well the Tekes activities have contributed in achieving the goals set. In principle, institutional evaluations are performed with 5-years intervals. More targeted studies are carried out each year concentrating on one of the three strategic objectives on rotation basis. This system was introduced in 2009 with the first evaluation research focusing on the goal Productivity and renewal of industries. Based on previous research as well as on the econometrical counter-factual analyses performed in the project, the main conclusions of the stydy are: Mesuring key results of an innovation agency is a demanding task. The innovation process contains inherently many elements, and the results of innovation activities can seldom easily be attributed to any one activity alone. In most cases, expert evaluations, often very rigorous, are seen as the main mechanism to get feed back about the fulfillment of the organisation s tasks. Tekes has developed an Impact Model that is used in clarifying the relations between the different levels of results and impacts and indicators for them (see Figure below). Fig. 15. Tekes Impact Model depicting the conceptual relations between the issues followed in impact assessment and monitoring at Tekes. There exists evidence about the link between Tekes-funding and the growth of the recipient enterprises. The correlation between Tekes-funding and productivity of recipient enterprises has not been established statistically. There exists certain signs about this link but based on current knowledge a generalization that Tekes-funding has led to productivity gains is not warranted. Existing Finnish research does not portray a clear picture about the link between Tekes-funding and the renewal of the Finnish private sector. Existing research has found evidence that public R&D-funding a) impacts the business conducts of recipient enterprises, b) increases the volume of innovation activity of recipient enterprises and c) leads to direct results of innovation work. Analyzing the effects of Tekes-funding is more difficult the further one goes from the immediate results towards the final goals. Trying to establish the link between Tekesfunding and the desired outcomes (productivity gains, renewal of the economy, economic welfare) at the national level is the most demanding task. Our view is that more research resources should be allocated to this challenge in the future. DRAFT --- only to be used in the training seminar on DRAFT

204 Background Information for Analysis of Results The study also produced a model clarifying the way how the R&D&I activities in general and Tekes funding in particular contibute to achieving this strategic objective, and how the impacts can be verified. (Fig. 16 below). Fig. 16. Detailed Impact model for the Key Result Area of productivity and renewal of industries. In year 2010, a corresponding study will be conducted for the objective Wellbeing. The evaluation studies are complemented by data concerning a number of key indicators agreed with the Ministry. Their role in measuring the success of Tekes activities is indicative. Divided according to the objectives these indicator figures for the year 2009 were (see next page): Capabilities in innovation activities 1. The total budget of enterprise projects funded by Tekes (goal: 750 million euro, result: 748 million euro) 2. The level of challenge and novelty value in the projects funded (goal: 75, result: 75) 3. Number of network contacts in Tekes and SHOK programmes (goal: 3000, result: 5706) 4. Enterprise funding to public research organisations in Tekes projects (goal: 70 million euro, result: 114 million euro) 5. The share of internationally cooperating projects of the funding (goal: 60 %, result: 54 %) Productivity and renewal of industries DRAFT --- only to be used in the training seminar on DRAFT

205 Background Information for Analysis of Results The share of SMEs of total enterprise funding (goal: %, result: 61 %) 2. Number of customers Tekes has funded during last five years (goal: , result: 4902) 3. Number of newly established companies as customers (goal: 300, result: 680) 4. Number of growth enterprises and potential growth enterprises as customers (goal: , result: 508) 5. The productivity development of Tekes enterprise customers in relation to OECD average (goal: > 100 %, result: 257 %) 6. Funding to work-place development (goal: 9 million euroa, result: 14 million euro) 7. Funding to R&D&I activities in energy and environment sector (goal: 120 million euro, result: 238 million euro) 8. Funding to R&D&I activities in health and wellbeing sector (goal: 60 million euro, result: 53 million euro) 9. Number of new products, processes and services created in the projects of information and communication sector (goal: 350, result: 492) In addition, in the performance managament agreement between the Ministry and Tekes there are approximately 10 indicators relating to efficiency and quality of Tekes processes. Fig. 17. Level of challenge and novelty in projects funded; large companies (yellow), public research (light blue), small and medium sized companies (green) and all projects in mean (blue). 9b. Key Performance Indicators To monitor its internal performance, Tekes follows a number of indicators mostly connected to the key processes and internal service functions. Examples of this type of indicators are, e.g., the throughput time of funding process (fig. 18), internal staff satisfaction with support for key processes (fig. 19). These key indicators alongside a wide array of other important figures are systematically followedup in Tekes electronical surveillance systems (in particular in the Sesam Reporting System, and in the BSC System, which currently is under reform and computer system update). The results concerning key figures are reported on quarterly basis. Example of a key indicator as seen in Sesam is found in Figure 17. A very important qualitative measurement of the success of Tekes is given by the Ministry in a feedback report assessing broadly how well Tekes did in previous year. Latest such report was given in May 2010, and its feedback concerning Tekes activities in 2009 was largely positive. Important additional data and reserch results concerning Tekes impacts is constantly made available by the Impact Assessment Unit. Fig. 18. The throughput time for funding applications in mean; from the left: all applications, applications by companies and applications by public organisations (2010 blue and 2009 grey) DRAFT --- only to be used in the training seminar on DRAFT

206 Background Information for Analysis of Results Fig. 19. Internal staff satisfaction with the support for execution of key processes, different support functions (2009 blue, 2008 purple and 2008 green). Fig. 20. Special recognition issued to Tekes in the 2005 National Quality Award Contest. Productivity is today a central performance indicator for all public institutions (newertheless sometimes cumbersome to measure). Tekes follows the development of its productivity with various indicators, depicting the development at various levels. Most accurate analyses can be made based on the ABC-calculations. For instance, the total operational costs of funding activities, measured as a share of total volume of funding, dereased from 3,5 % to 3,1 % between the years 2008 and The quality of funding operations is monitored regularly based on internal audits. The audits convey a picture of a stable level of quality, and support the process owner s ability to react quickly to possible problems. Finally, the EFQM model and assessments made using it are used to indicate the performance level of the organisation as a whole. In 2005, Tekes participated in the National Quality Award Contest, receiving a special recognition (Fig. 20). Last time the model was used in a management self assessment in DRAFT --- only to be used in the training seminar on DRAFT

207 ANNEX 7

208 AGENDA Pilot EFQM Peer Assessment Site Visit Programme JUNE 13-15, 2010 Tekes, Kyllikinportti 2, Helsinki (Contact person: Heikki Uusi-Honko; ) Sunday, June 13th Arrivals at Sokos hotel Torni ( 18:30 20:30 (Optional) sightseeing walk in Helsinki, gathering in the hotel lobby 20:30 Dinner at restaurant Kellarikrouvi Monday, June 14th 8:20 Preordered taxi leaves from the hotel 8:45 9:00 Team reflection meeting, Tekes Room 1 9:00 10:00 Kick-off meeting together with the Executive Management Group Room Welcome (Heikki Uusi-Honko) Introduction to the INNO-Partnering Forum and the context of the pilot assessment (Project coordinator) Introduction of the assessment team (by organization) The methodology of the assessment EFQM model & assessment in a new shape (Hervé Legenvre, EFQM) Outline of the site visit agenda (Matti Hiltunen) Tekes expectations (Veli-Pekka Saarnivaara) 10:00 10:45 Interview module 1 Leadership & People: Director General Veli-Pekka Saarnivaara ( Tekes management principles, organization and means chosen to meet the strategic challenges ) Room Strategy, Resources, Partnerships: the owner of the Strategy process Hannu Kemppainen (Strategy formation, connections to the strategy of the Ministry) Room 8

209 Processes: Director (Funding) Ms Kristiina Laurila and Director (Funding) Mr Esa Panula-Ontto ( Funding, internal management & customer interface ) Room 14 10:45 11:15 Team reflection meeting, Room 1 11:15 12:00 Interview module 2 Leadership & People: HR Development Manager Ms Pilvi Määttänen and HR Development Manager Ms Jaana Leino ( HR in general, Skills management, Siiri-survey ) Room 8 Strategy, Resources, Partnerships: Heikki Uusi-Honko, Project manager Mr Pekka Pajuoja (Internal development, ICT-systems) Room 1 Processes: Director (Customerships) Ms Ulla Hiekkanen-Mäkelä ( Segments, Service Models ) Room 14 12:00 12:30 Team reflection meeting, Room 1 12:30 13:30 Lunch at Sokos Hotel Pasila (adjacent to Tekes building) 13:30 14:15 Interview module 3 Leadership & People: Technology Adviser from a regional unit name to be confirmed ( Tekes management principles, strategy implementation ) Room 8 Strategy, Resources, Partnerships: Planning Director Mr Matti Hiltunen and Senior Adviser Ms Laura Peltonen (Annual Planning, Monitoring and reporting systems, ABC-calculation) Room 1 Processes: Senior technology Adviser, Head of the Finnish Eureka Office Ms Kirsi Vähä-Pietilä ( Strategy implementation in Tekes matrix organisation ) Room 14 14:15 14:45 Team reflection meeting, Room 1 14:45 15:30 Interview module 4 Leadership & People: Executive Director Ms Riikka Heikinheimo ( Competence management, linkage to the strategy and organization ) Room 8 Strategy, Resources, Partnerships: Technology Director Mr Janne Viemerö ( strategic partnerships ) Room 1 Processes: Mr Jussi Kivikoski ( Programme planning, set-up and running ) Room 14 15:30 16:15 Team reflection meeting, Room 1 16:15 Taxi to Sokos Hotel Vantaa 18:30-20:00 Team reflection meeting at the Hotel meeting room 20:00 Dinner at the Hotel, restaurant Sevilla

210 Tuesday, June 15 th 8:30 Taxi from the hotel 9:00 10:00 Additional Interviews Head of Division Ms Paula Nybergh, Ministry of Employment and the Economy (to be confirmed) Room 1 Heikki Uusi-Honko or/and Matti Hiltunen, Monitoring system Management dashboard, aob Room 15 Executive Director Mr Jari Romanainen (tbc) Room 14 10:00 10:15 Team reflection meeting, Room 1 10:15 11:00 Interview module 5 Leadership & People: Focus group (participants to be confirmed from the New Customers Team and Energy and Environment Business Area) Room 1 Strategy, Resources, Partnerships: Chief technology adviser Mr Pekka Pesonen ( Impact assessment, Strategy implementation in programmes ) Room 13 Processes: Adviser Ms Susanna Niinimäki ( Practical implementation of the funding process, Process documentation system/ Tekeshandbook ) Room 14 11:00 12:00 Team reflection, preparation for the presentation of preliminary findings Room 1 12:00 13:00 Lunch at Sokos Hotel Pasila (Hervé leaving at 12:45) 13:00 14:00 Team reflection, Finalization of the presentation and final questions to Heikki Uusi-Honko and Matti Hiltunen Room :00 15:00 Presentation of preliminary findings for the Tekes Management Room :00 16:00 Team closing meeting, agreement on further actions Room 70-71

211 ANNEX 8