6. “Catalysing European
Competitiveness in a
Globalising World”
report of the panel of experts for the interim evaluation
FP7-ICT
Presentation to the panel of the overall
FP7 Interim Evaluation
23 June 2010
Alain Bravo
Director General SUPELEC
Chair of FP7-ICT Interim Evaluation Panel

7. ••• 7
The ICT theme
within FP7-Cooperation
Socio-economic
sciences and the
humanities
Security
Space
Health
Food, agriculture,
biotechnology
Transport
Nanosciences,
nanotechnologies,
materials,
production
technologies
Environment
Energy
ICT - Information
and
Communication
Technologies
9.1 B€ (2007-13)
2007 2008 2009 2010 2011 2012 2013 Total
ICT 1.107 1.114 1.142 1.202 1.323 1.512 1.710 9.110

8. ••• 8
Panel report:
Summary
ICT programme is
– Relevant
– Solid and largely well implemented
11 recommendations grouped in 3 sets of
actions
– Strengthening European ICT research in a
globalising world
– Exploiting the pervasiveness of ICT via
integrated policies
– Sharing risk

9. ••• 9
FP7-ICT structure:
a mix of technology push and solution pull
4. Digital
libraries
& content
5. ICT for
health
6. ICT for
mobility &
sustainable
growth
7. ICT for
independent
living,
inclusion and
governance
FutureandEmerging
Technologies(FET)
2. Cognitive
systems,
interaction,
robotics
1. Network and
service
infrastructures
3. Components,
systems,
engineering
systems addressing socio-economic goals
~10% ~9% ~8%
~4%
~9%
~30%
~10%
~20%
+AAL
+JTIs
technologyroadblocks

10. ••• 10
ICT theme in FPs
an evolutionary perspective
ACTS
ESPRIT
TELEMATICS
FP5
IST
FP4 FP5 FP6… FP7
FP6
IST
FP7
ICT
CIP
JTIs
Art.
169
Modinis
eContent
eTEN
ETPs
eContent
eTEN
9 Technology
Platforms in ICT
ARTEMIS (Embedded Systems)
ENIAC (Nano-Electronics)
Ambient-Assisted
Living
ICT Policy Support
Programme
PPPs

11. ••• 11
Conclusions and
recommendations (1/3)
Strengthening European ICT research in a globalising
world
1) Continue with ICT in FP8 in a further strengthened form, flexibility and
interdisciplinarity are needed to support dynamic and radical ICT innovation
2) Continue to build ERA combining national and European programmes (but)
– clarify (fit for purpose) of portfolio of instruments and
– address issues of dual management
1) To ensure balance between consensus-based R&D and longer term
– expand (FP7) and extend FET (FP8)
1) Keep extending global reach of FP7-ICT
– taking into account characteristics and capabilities of various parts of the
world (reciprocity, longer term competitiveness)
– more proactive policy and EU presence in pre-normalisation and
standardisation

12. ••• 12
… the view of participants
• Core’ participants are involved in multiple instruments & therefore
have to deal with multiple regimes within the FP
– 60% of the organisations active in the JTIs participated also in
FP7 mainstream ICT research – all of them ‘core’ participants.
– The same accounted for ~40% of the organisations involved in
AAL
• Many organisations also participate in non-FP programmes of the EC,
further increasing the complexity they have to address
– one in four (single) organisations participating in FP7
mainstream ICT is involved also in CIP, i.e. particularly Higher
Education institutions and Large Enterprises (~30%), but also
~20% of the SMEs
Complexity is a cost for larger organisations and a potentially insurmountable problem for
smaller firms

13. ••• 13
The new ERA instruments:
the JTIs & the AAL JP
Value of the new initiatives
– Proved particularly effective in mobilising industry stakeholders
– Led to an enhanced involvement of SMEs in research at European level
– Allows researchers to strengthen and broaden their R&D alliances with industry
participants
– Especially in ARTEMIS and the AAL JP, allowed for a pronounced involvement of key
immediate or end users of the technologies
Overall evaluation of the participants
– High level of relevance because of the strong alignment with industry & user needs
– Current implementation methods criticised, especially because of the difficulties and
additional costs caused by the dual governance
ERA 2020 vision: To build a globally competitive Research
and Innovation System optimised at the European level, aligning regional and national policies
and institutions to this new scale

14. ••• 14
A strong ‘core’ of participants
involved in successive FPs
• Includes ~70% of the Higher Education participants and ~50% of the Research
Institutes and Large Enterprises
• Allows for the creation of critical mass in specific S&T fields at European level and for
stability over time
• Greatly increases the likelihood that results will be implemented
• Fosters an ongoing strengthening and expansion of strategic R&D partnerships
• Constitutes the backbone also for the research in the new initiatives & the ETPs
• Represents the established, major stakeholders on the European stage – the ‘usual
suspects’
Constitutes a risk for lock-in
 Need for countervailing activities that can unseat the established players & unleash the
development of new industries

15. ••• 15
FET – Future and Emerging Technologies
new ideas for ICT research
An incubator and pathfinder for new ideas and themes
for long-term research in the area of ICT
FET Proactive
• top-down approach
• spearheading transformative research
and supporting community building
FET Open
• bottom-up approach
• exploring new and alternative
ideas at the frontiers
61 M€ 110 M€
High risk research, offset by potential breakthrough
with high technological and/or societal impact

16. ••• 16
The global dimension:
A targeted and limited opening to the rest of the world
Expert panels & participants:
Need to increase interaction at a
global level to create synergies and
access complementary expertise
Commission strategy in ICT:
A ‘targeted’ opening in priority
research areas for collaboration and
the bi-lateral S&T agreements
Share in participations in FP7 mainstream ICT - per region
base:FP7 mainstream ICT - 8,196 participations,
calls 1-4, end 2009
Developing Cty
1,4%
BRIC
1%
Industrialised
Cty
1%
Other European
Cty
0,5%Candidate EU
MS
1%
EFTA & IL
6%
EU NMS
6%
EU15
84%
 In FP7 ICT, limited level of global collaboration:
• Non-European partners involved in (only) 14% of the projects
• 1% of the budget to Specific International Scientific Cooperation Activities (SICA) and
International Cooperation (INCO) projects, predominantly acting as ‘technology watch’
activities

17. ••• 17
The importance of a Single
Market
Contributions in FP7 ICT:
• Various areas in FP7 ICT where research focuses (also) on providing input to policy makers
BUT
– There is 30% of participants who considered that more could and should be done
– Less funding for the specific instruments (CSA) than in FP6
• Support for the development of European standards, according to the participants:
– Highly appreciated in the Healthcare and Network & Service Infrastructure
– Overall, too little regard for the integration and interoperability/backward
compatibility
– Need for the development of global standards
European standards and coherence among national regulations are crucial for the development
and uptake of innovation - and ultimately, for Europe’s competitiveness at global level

18. ••• 18
Conclusions and
recommendations (2/3)
Exploiting the pervasiveness of ICT via integrated policies
5) ICT task force spanning across DGs to coordinate ICT-relevant policy
development
6) Explore opportunities for demand-based measures that open new arenas
for innovation …
– (aggregating and) making visible user needs
– deepen the role of demand side in the ICT programme and
– its links to take-up and practice
5) use the power of higher education system in spreading innovation and
providing new skills and competencies
– encourage participants to develop curricula in new and emerging
areas
5) To reach the Programme’s immediate ICT objectives two major actions
are needed
– reverse the downward trend in industry participation
– incorporate plans for large-scale ICT test-beds for advanced services

19. ••• 19
The increasing pervasiveness of ICT …
R&D in ICT involves a wide range of stakeholders from the most varied market sectors
Participation in FP7 mainstream ICT by the actors in the value chain
base: 3,315 participations; Calls 1-4, end 2009
Information Services
4%
Healthcare Services
3%
Other Public Services
6%
PA governance
4%
Business Services
8%
Electronic Components
6%
Electronic Equipment,
Instruments & Devices
17%
Systems engineering,
Software & IT Services
30%
Consumer Electronics
Manufacturing
8%
Transport Eq.
Manufacturing
4%
Other Manufacturing
3%
Network Operators &
Telecommunication
Services
7%
Demand
side
Supply
side

20. ••• 20
… requires a strong co-ordination of
research and innovation policies
STRUCTURAL
FUNDS
Media
Safer Internet
Plus
eContent Plus
7th FRAMEWORK PROGRAMMECIP
EUREKA
MEMBER
STATES
PROGRAMMES
PRIVATE
RESEARCH
INITIATIVES
OTHER FUNDINGEU FUNDING FOR ICT, RESEARCH, DEVELOPMENT AND INNOVATION
ICT use and
development
Research and
Innovation projects
ICT
PSP
Other FP7
FP7
mainstream
ICT New
Initiatives
ENIAC
ARTEMIS
AAL
Network and service
infrastructure
Components,
systems, engineering
Cognitive systems,
interaction, robotics
Digital libraries and
contents
ICT for health
Mobility and
sustainable growth
Independent living,
inclusion, governance
Future and emerging
technologies
JRC
Cost
Actions
Other Co-operation
strands
Ideas (European
Research Council)
People (Marie Curie
Actions)
Capacities
(Infrastructures,
International co-
operation)
CATRENE
ITEA2
Eranets (funded as
co-ordination actions)
PPPs
STRUCTURAL
FUNDS
Media
Safer Internet
Plus
eContent Plus
7th FRAMEWORK PROGRAMMECIP
EUREKA
MEMBER
STATES
PROGRAMMES
PRIVATE
RESEARCH
INITIATIVES
OTHER FUNDINGEU FUNDING FOR ICT, RESEARCH, DEVELOPMENT AND INNOVATION
ICT use and
development
Research and
Innovation projects
ICT
PSP
Other FP7
FP7
mainstream
ICT New
Initiatives
ENIAC
ARTEMIS
AAL
Network and service
infrastructure
Components,
systems, engineering
Cognitive systems,
interaction, robotics
Digital libraries and
contents
ICT for health
Mobility and
sustainable growth
Independent living,
inclusion, governance
Future and emerging
technologies
JRC
Cost
Actions
Other Co-operation
strands
Ideas (European
Research Council)
People (Marie Curie
Actions)
Capacities
(Infrastructures,
International co-
operation)
CATRENE
ITEA2
Eranets (funded as
co-ordination actions)
PPPs

21. ••• 21
Links to demand
are weak in some areas
• 50% of the participants: collaboration in RTD of all actors in the
product/service value chain is a key factor for the achievement of
excellence in R&D
• Participants pointed at a limited involvement in FP7 ICT of key
immediate or end users in the Programme, including private
enterprises as well as Public Authorities and NGOs
• The alignment of the research results with the user needs was a
concern voiced by ~30% of the industry participants in FP7
mainstream ICT research

22. ••• 22
Decrease in participation by
the product/technology users
Share in participations in Collaborative Projects by organisations along the value chain - FP6 versus
FP7
6% 8%
9%
16%
33%
31%
10%
9%
7%
4%4%
4%
12%
12%
11%
12%
8%
5%
0%
50%
100%
FP6 - base: 4,796 partic. FP7 mainstream ICT - base:
2,725 partic.
Business Services
Public Services
Information & Communication Sv
Other Manufacturing
Transport Eq. Manufacturing
Consumer Electronics Mft
Systems engineering, Software & IT
Services
Electronic Equipment, Instruments &
Devices
Electronic Components

23. ••• 23
Human capital and
research/innovation capacity building
• Higher Education key for new ICT skills, multidisciplinary competences, dissemination
of ICT research
• Higher Education institutions accounted for ~40% of the overall participation &
funding
– ~80% were important players at national or European level
– a high-level involvement of European research leaders in the fields of ICT
• Little explicit transfer of knowledge from research and innovation to the ‘education’
pillar
– ‘educational outreach’ activities implemented, amongst others, in the fields of
robotics and photonics
– doctoral schools …
• Little evidence on the development of joint Master Programmes - one of the positive
effects of the NoEs in FP6
Under-emphasis of the third element in the knowledge triangle

24. ••• 24
Downward trend in
industry participation
Stakeholder participation in Collaborative Projects (RTD) over the Framework
Programmes
Share in overall participations
46% 43% 39%
6% 5%
4%
48% 52% 58%
0%
20%
40%
60%
80%
100%
FP5 - base: 11,340 partic. FP6 - base: 10,240 particip. FP7 mainstream ICT - base:
6,634 partic.
Industry/business Other Research

25. ••• 25
The potential role of e-Infrastructures
for the integration of R&D
• ‘e-Infrastructure’ = "the collective term used to describe the
computing hardware, software, networks and communications
technology that facilitate information processing, sharing and
analysis."
• In the time period 2007 – 2009, the e-Infrastructures budget of the
Capacities programme equivalent to ~7% of the overall DG INFSO
funding in FP7
• e-Infrastructures
– integral part of all research infrastructures, which essentially
require computing, data management, network and application
development services.
– are emerging as effective and valuable facilitators for the
integration of research programmes and physical linkage of
research communities, thus enhancing the flow of knowledge in
the innovation systems - in Europe and globally
– Need to include test beds, which provide opportunities to
integrate industrial as well as academic R&D

26. ••• 26
Conclusions and
recommendations (3/3)
Sharing risk …
9) to ensure participation of key European players and attract global
participants, EC must:
– reduce administrative burden and (perceived) arbitrariness of auditing
practice
– radically overhaul the financial regulations ensuring the principle of
shared risk and mutual trust
9) to increase SME participation:
– simplify and reduce the burdens of their participation with a
lightweight form of subcontracting or associate partnership
9) To reduce the waste of effort in proposal writing:
– test a more sophisticated 2-stage application process with proposals
going into 2nd
stage having 30-50% chance of funding

27. ••• 27
More intensive participation by
high-tech SMEs
Profile of the SMEs involved in Collaborative Projects - FP6 versus FP7
6% 6%
9%
20%
58%
49%
3% 2%
9% 8%
6% 8%
4% 5%
4% 3%
0%
20%
40%
60%
80%
100%
FP6 - base: 1,741 partic. FP7 mainstream ICT - base:
1,021 partic.
Business Services
Other Public Services
Information &
Communication Services
Other Manufacturing
Consumer Goods
Manufacturing
Systems engineering,
Software & IT Services
Electronic Equipment,
Instruments & Devices
Electronic Components

28. ••• 28
“Simplification”
“ … not ‘merely’ a matter of imperfect implementation … an existential
challenge to the Programme itself”
• The approach to management of financial risk goes far beyond what is consistent with
sound management of Community resources and does not take into account the
intrinsically uncertain nature of RTD investments
• The culture of control and audit, taken together with the complexity of the rules leads to
potential for misunderstandings and inconsistencies of interpretation - often not
discovered until after the fact
• Even where the Framework Programme and DG INFSO have taken steps with a view to
simplification and reduction of burdens, these have been stifled by the overarching EC
Financial Regulation and how this is interpreted.

29. ••• 29
Complexity of rules and interpretations
• The concept of ”actual costs incurred” according to participants’
usual accounting principles & their usual management practices
• The more extended use of flat-rate financing within a simplified
framework of forms (implemented for some Co-ordination/Support
Actions & NoEs – but in a limited manner)
• The simplified definition of eligible costs (variations between different
parts of the Commission in how the definitions are applied)
• Different interpretations of the auditing rules, across DGs, within DG
INFSO, and also between the Project Officers and the financial
authorities

30. ••• 30
Efforts to reduce
red tape in FP7 ICT
• The Electronic Proposal Submission System (EPSS) streamlining the
process of submission
• The Unique Registration Facility (URF) – one-time registration for
multiple proposals
• No more ex-ante financial viability checks for EC funding lower than
€500K (80% of the participations)
• No more audit certificates for cumulative funding of under €375,000
(65% of the participations)
• Electronic reporting tools reduce the burden for co-ordinators and
participants

31. ••• 31
FP7-ICT calls 1-3:
success rate
• 3,564 proposals
• 1957 below threshold
• only 538 retained
• For some objectives success
rate < 10%

32. Un programme animé par Systematic et copiloté par Systematic, Opticsvalley
et le réseau des Chambres de Commerce et d’Industrie Paris-Ile-de-France
Etude Benchmarking 2010 sur les
formations existantes apparentées au
métier de Business Developer en
Innovation

33. SOMMAIRE
SOMMAIRE
Petit rappel du contexte de l'étude
 Contexte et objectifs
 Cartographie des compétences clés du business developer en innovation
 Préconisations des entreprises
Présentation des 21 formations étudiées en 2010
Carte de France des formations étudiées en 2009 & 2010
Méthodologie d'analyse des formations
Résultats du Benchmarking et proposition d’un contenu de formation
AMBITION PME
33

34. Contexte de l'étude
 Conscient de la place d’une organisation commerciale dans le
développement des entreprises innovantes, le pôle de compétitivité
Systematic Paris Région, associé au Réseau des Chambres de Commerce
et d’Industrie d’Ile-de-France et Opticsvalley, pilote pour la période 2009-
2011, un programme d’actions visant à créer les conditions optimales au
développement de cet écosystème à fort potentiel de croissance.
 Dans le cadre de ce programme, le Pôle a mené en 2009 une étude sur
les besoins à venir en compétences « Business Developer en innovation »
et « Commercial en innovation » de l’écosystème Optique et Systèmes
Complexes.
 Les travaux ont permis d’élaborer la cartographie des compétences clés
de ces deux métiers et d’évaluer auprès de 90 entreprises, par le biais
d’une enquête emploi leurs besoins éventuels en ressources humaines sur
ces profils.
 En outre, ces travaux se sont accompagnées d’une étude Benchmarking
sur des formations existantes en France et à l’International afin d’analyser
leurs articulations avec les cartographies des compétences clés élaborées,
et les éventuelles carences sur certains domaines.
AMBITION PME
34

35. La chaîne de valeurs de l’innovation
Recherche Développement
Production
Commercialisation
"Business developer" en innovation, un manager ou chef de projet de l'innovation
"Business developer", une direction commerciale et de l'avant-vente
"Business developer" en innovation, un chef d'entreprise ou une équipe de direction
Commercial en innovation

36. 36
Co-conception
Métiers de
l’entreprise
Open
innovation
Qualités
humaines
Pluri-
disciplinaire
Pré requis
Moyens
Objectifs
La cartographie du Business Developer en
Innovation

37. Des préconisations exprimées par les entreprises…
 A l’issue de notre enquête réalisée auprès des entreprises en 2009, nous
avons pu extraire quelques préconisations à l’égard de la formation :
 La nécessité d’une expérience professionnelle (au minimum entre 2 et 5
ans)
 Le souhait d’une formation préalable scientifique ou d’une forte appétence
pour la technologie est recherchée par les entreprises
 Apporter une complémentarité à la formation initiale en développant une
approche articulée au contexte des entreprises afin de :
 Faire muter progressivement les compétences vers ce profil
 Favoriser les mises en situation et les études de cas
 Proposer des modules pratico-pratiques afin de permettre à ce type de
profil d’être rapidement opérationnel sur certaines missions
 Intégrer (dans la formation continue ou l’accompagnement des
entreprises) une dimension coaching via l’accompagnement d’experts.
AMBITION PME
37

38. Méthodologie pour qualifier les formations
 Afin d’étudier les articulations entre les programmes de formation
analysés et la cartographie des compétences clés du Business Developer
en Innovation, une méthodologie a été mise au point :
1. Utilisation de filtres :
a. la cartographie des compétences clés du « Business Developer en Innovation »
b. Les résultats du Benchmarking
2. Mise en œuvre d’un système de cotation :
a. Elaboration d’une cotation sur une base de 50 points à partir de nos filtres ;
b. Evaluation de la formation par rapport à chaque thématique sur une échelle de 0 à
2 :
 0 : la thématique n’est pas présente
 1 : la thématique est affichée en tant que telle, mais n’est pas bien couverte par la
formation ou la thématique n’est pas affichée en tant que telle, mais est
partiellement couverte par la formation
 2 : la thématique est affichée en tant que telle et est bien couverte par la formation
a. Mise en place d’une double cotation pour mettre en exergue le noyau dur «
Business Developer en innovation »
 Formation avec un noyau dur BDI « Business Developer en Innovation » sur 70
points
 T (total) sur 100 points
AMBITION PME
38

39. Formation dite idéale
AMBITION PME
39
Coefficient
Cotation
(0,1 ou 2)
Total
Conception du marketing de la
rencontre innovation / marché
11 2 22
Co-conception avec le client 8 2 16
Médiation avec les métiers de
l'entreprise (back office de
l'entreprise)
11 2 22
Pratique de l'innovation ouverte (open
innovation)
5 2 10
Socle pluridisciplinaire 13 2 26
Qualités humaines 2 2 4
TOTAL (T) 50 12 100
70
TOTAL BDI (Business
Developer Innovation)
Proposition d'une cotation suite au Benchmarking

40. Un Exemple
AMBITION PME
40
BELGIQUE - Vlerick Leuven Gent - Management School
Executive Master Class in Innovation & Entrepreneurship (1 an)
Coefficient
Cotation
(0,1 ou 2)
Total
Conception du marketing de
la rencontre innovation /
marché
11 2 22
Co-conception avec le client 8 2 16
Médiation avec les métiers de
l'entreprise (back office de
l'entreprise)
11 2 22
Pratique de l'innovation
ouverte (open innovation)
5 2 10
Socle pluridisciplinaire 13 1 13
Qualités humaines 2 2 4
TOTAL (T) 50 11 87
TOTAL BDI (Business
Developer en
Innovation)
70

41. 11 Formations étudiées à partir de notre grille d'analyse
AMBITION PME
41
Présentation du système de cotation appliqué à 11 formations
Note
T
Note
BDI
ALLLEMAGNE TUM Business School : MBA "Innovation & Business Creation" 71 54
AUTRICHE
Vienna University of Economics and Business : Professional MBA :
"Entrepreneurship and Innovation"
79 62
BELGIQUE
Vlerick Leuven Gent Management School : "Executive Master Class
in Innovation & Entrepreneurship "
87 70
DANEMARK
Aarhus School of Business : « Master of Science in Innovation
Management »
69 54
ETATS-UNIS
California Institute of Technology (USA) : Industrial Relations Center :
«Certificate Program in Innovation and Technology Management
(Programme à la carte ou obtention du certificat)
79 62
MIT Sloan Management : « Program in Innovation and Global
Leadership
74 57
FRANCE
ESC Pau "LINK MBA : Leadership, Innovation, Network, Knowledge" 77 60
ESC Toulouse - Mastère spécialisé Management de l'innovation et
de la technologie
74 57
ESIEE – Mastère spécialisé : Innovation technologique et
Management de projet
67 52
IAE METZ- Master “Marketing de l'innovation – parcours
entrepreunariat et innovation”
69 52
RUSSIE/FINLA
NDE
RUSSIE/FINLANDE - St. Petersburg State University Graduate
School of Management (Russian) &Lappeenranta University of
Technology (Finland) : Master in International Technology and
Innovation Management (MITIM)
69 54

42. 11 Formations étudiées à partir de notre grille d'analyse
AMBITION PME
42
0%
50%
100%
Rencontre
innovation/marché
Co-conception avec
le client
Médiation avec les
métiers de…
Pratique de
l'innovation ouverte
Socle
pluridisciplinaire
Qualités humaines
ALLEMAGNE/ TUM university:MBA "Innovation& Business
Creation""
0%
50%
100%
Rencontre
innovation/marché
Co-conception avec
le client
Médiation avec les
métiersde…
Pratique de
l'innovation ouverte
Socle
pluridisciplinaire
Qualités humaines
AUTRICHE/ ViennaUniversityof Economics and Business:
"Professional MBA:entrepreneuship& innovation"
0%
50%
100%
Rencontre
innovation/marché
Co-conception avec
le client
Médiation avec les
métiers de…
Pratique de
l'innovation ouverte
Socle
pluridisciplinaire
Qualités humaines
BELGIQUE: "Executive MasterClass in Innovation&
Entrepreneurship"
0%
50%
100%
Rencontre
innovation/marché
Co-conception avec
le client
Médiation avec les
métiersde…
Pratique de
l'innovation ouverte
Socle
pluridisciplinaire
Qualités humaines
DANEMARK/Aarhus Schoolof Business: " Master of Science
inInnovationManagement

43. 11 Formations étudiées à partir de notre grille d'analyse
AMBITION PME
43
0%
50%
100%
Rencontre
innovation/marché
Co-conception avec
le client
Médiation avec les
métiersde…
Pratique de
l'innovation ouverte
Socle
pluridisciplinaire
Qualités humaines
ETATS-UNIS/ Caltech: "Certificate Programin Innovationand
TechnologyManagement"
0%
50%
100%
Rencontre
innovation/marché
Co-conception avec
le client
Médiation avec les
métiers de…
Pratique de
l'innovation ouverte
Socle
pluridisciplinaire
Qualités humaines
ETATS-UNIS/ MIT Sloan Management:"Program in Innovation
andGlobal Leadership"
0%
50%
100%
Rencontre
innovation/marché
Co-conception avec
le client
Médiation avec les
métiersde…
Pratique de
l'innovation ouverte
Socle
pluridisciplinaire
Qualités humaines
ESCPau/NSB : "LinkMBA"
0%
50%
100%
Rencontre
innovation/marché
Co-conception avec
le client
Médiation avec les
métiersde…
Pratique de
l'innovation ouverte
Socle
pluridisciplinaire
Qualités humaines
ESCToulouse:"Mastère spécialisé :Managementde
l'innovationetde la technology"

44. 11 Formations étudiées à partir de notre grille d'analyse
AMBITION PME
44
0%
50%
100%
Rencontre
innovation/marché
Co-conception avec
le client
Médiation avec les
métiersde…
Pratique de
l'innovation ouverte
Socle
pluridisciplinaire
Qualités humaines
ESIEE : Mastèrespécialisé :Innovation technologiqueet
Managementde projet
0%
50%
100%
Rencontre
innovation/marché
Co-conception avec
le client
Médiation avec les
métiersde…
Pratique de
l'innovation ouverte
Socle
pluridisciplinaire
Qualités humaines
IAEMETZ : Master “Marketingde l'innovation– parcours
entrepreunariatetinnovation”
0%
50%
100%
Rencontre
innovation/marché
Co-conception avec
le client
Médiation avec les
métiers de…
Pratique de
l'innovation ouverte
Socle
pluridisciplinaire
Qualités humaines
RUSSIE/FINLANDE: " Master in International Technologyand
InnovationManagement(MITIM)"