Report on Training for the Implementa- tion Group - TAFTIE · Report on Training for the...

Document ID: IPF 10-022

VINNOVA Dnr: 2010 - 04589

Report on Training for the Implementa-tion Group

Deliverable D4.2 INNO-Partnering Forum

www.proinno-europe.eu/partnering-forum

PAGE 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 27.-28.5.2010 and in Helsinki 14.-15.6.2010. The training at EFQM in Brussels and the pilot assess-ment 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 innova-tion 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 sepa-rate documents:

www.proinno-europe.eu/partnering-forum

PAGE 3

1. Invitation letter (2-648423-EFQM Training May 27th to 28th invi-tation.docx)

2. Training course agenda (EFQM InnoNets Training Agenda.docx)

3. Training materials (DOKU n704219 v1 EFQM s customized train-ing course.pdf)

4. Presentation of the key information about an innovation agency (Tekes) using the EFQM Template (3-661751 Key Information about Tekes.pdf)

5. Presentation of the key procedures applied by an innovation agency (Tekes) using the EFQM template (4-656737 Tekes ena-ble map.pdf)

6. Background information about results analysis at an innovation agency (Tekes) (DOKU n676728 v4 Background for the Analysis of Results at Tekes 14-15.6.2010.pdf)

7. Tekes Site Visit Programme 13.-14.6.2010.docx

8. The Feedback Report of the Pilot Assessment (WP4 EFQM Tekes Feedback report pilot assessment.doc)

Stockholm 2010-10-28

Jenni Nordborg

Project Coordinator

INNO-Partnering Forum

Dissemination level:

The following dissemination level has been assigned for this report/deliverable accor-dingly to the Description of Work: CO/RE =Confidential / Restricted.

ANNEX 1

March 17, 2010 Heikki Uusi-Honko, +358 50 5577 825

[email protected]

1

EFQM Excellence Model Training Date: May 27th – 28th, 2010 Time: 8:30 – 17:30 on the 27th, 8:30-16:00 on the 28th 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 27th – 28th

Morning 27th:

Introduction, agenda and goals

Understanding EFQM model and the overall assessment process

Practical exercise on common processes and result areas for innovation agencies


[email protected]

2

Afternoon 27th:

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 28th:

Practical exercise on using RADAR (peer assessment of preliminary documentation of Tekes case)

Afternoon 28th:

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, http://www.marriott.com/hotels/travel/brucy-courtyard-brussels/ ) 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 ([email protected]) by Tuesday March 30th at the latest. An email will do, but please include the information on your expected arrival date (26th or 27th). Please also state if there is anything else that should be considered for in the practical arrangements, like dietary restrictions, etc.

http://www.marriott.com/hotels/travel/brucy-courtyard-brussels/

mailto:[email protected]

ANNEX 2


[email protected]

1


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


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


[email protected]

2

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


[email protected]

3

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, http://www.marriott.com/hotels/travel/brucy-courtyard-brussels/ ) 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.


ANNEX 3

ANNEX 4

DRAFT --- only to be used in the training seminar on 27.-28.5.2010 --- DRAFT

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

2 0 . 5 . 2 0 1 0

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 27.-28.5.2010 in Brussels. Its use in any

other context is prohibited.

Key Information about Tekes

!!! DRAFT !!!

Key Information about Tekes 20.05.2010 2


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.

Fig.1: Organisational Chart

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 2 177

projects, which resulted in total investment of €579

million, of which:

€343 million was invested in enterprise

projects;

€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

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.

Management

Support

Board

Finance and

Administration

Strategic

Management

Core Processes

StrategyProgram-

mesFunding

Customer-ships

Competence

Areas and

International

NetworkIndustrial Branches and

Regional Network

Figures include 12 million euros from the Workplace Development ProgrammeTYKES and 22 million euros funding from EU Structural Funds.

R&D and innovationGrants to companies and

public organisations246 million euros

R&D and innovationLoans to companies

97 million euros

Research fundingfor universities,research institutesand polytechnics236 million euros



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

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

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

SynergyNetworkingPart financing

Company R&D

projects

Research projects

at universities andresearch institutes

Loans

Steering group

Companies

Grants

Grants

Tekes

Preparation

Coordination Decision

making1983

Founding of Tekes. Tekes starts operating in Helsinki, with a staff of 20 people.

1984

Regional activities transferred to Tekes from VTT, the Technical Research Centre of Finland. Tekes also began to operate with personnel posted abroad.

1992

Finnish Secretariat for EU R&D founded and situated in Tekes.

1995

Promotion of R&D in energy sector was transferred to Tekes from Ministry of Trade and Industry.

1997

Employment and Economic Development Centres, TE Centres, start operating. Tekes' regional network is restructured into technology units within the TE Centres.

2006

The law concerning Tekes is renewed. The new law confirms that the mission of Tekes is to promote innovation alongside technology.

2009

Promotion of workplace innovation and development was transferred to Tekes from Ministry of Employment.



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 2009. 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.



Challenges and strategy

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.

Particular current challenges are

Internationality of innovation activities

Strong and networked competence

centres

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.


Young innovative companies

Growth companies

Combining technical and

non-technical development

Wellbeing

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.


Sustainable energy economics and

environment

Quality of social and health care service

system

Services and platforms for the information

society

Quality of working life

Fig. 4: Tekes strategy in a nutshell

Core activities

Core processesStrategy

Foresight, evaluation andinnovation researchStrategy creation andcommunication

Customerships

Customership planningCR managementNew client acquisition, activation and customer serviceMarketing communication

Programmes

Tekes programmesActivation projectsStrategic Centres for Science,Technology and Innovation

International cooperation initiatives

FundingSpecial innovation funding

Funding for public research

R&D funding for companies

Resources581 + 46 million eurosPersonnel 293 + 90

6 overseas offices

The basis The goal

ObjectivesCapabilities in innovationactivities

Focus during strategy period: Internationality of innovation

activities

Strong and networkedcompetence centres

Productivity and renewal of industriesFocus during strategy period:


Growth companiesCombining technical and


A wellbeing society and environment

Focus during strategy period:Sustainable energy

economics and environment

Quality social and healthcare service system

Services and platforms forthe information societyQuality of working life

Mission statementTekes boosts the development ofFinnish industry and the servicesector by technological meansand through innovation.

This will renew the economy,increase added-value and exports,enhance productivity and thequality of working life, and createemployment and wellbeing.

ValuesTekes and its staff value andaim to promote thewellbeing, vision,trust, cooperation anddevelopment of society,customers and colleagues

VisionTekes is a leader inboosting innovation

Version 1

6

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

R&D loans are primarily aimed at

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

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

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 200.000 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

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

103

7231

119

6

Micro companies

Small companies

Midsized companies

Large companies

Federations, etc.

Funding, million euros

Total 331 million euros and 1,093 companies

137

15

76

8Universities

Participation fees forEuropean Space Agency's (ESA) programmes

VTT and otherresearch institutes

Other researchfunding

There are participants from several universities or research organisations in manyresearch projects. Figures include 7 million euros business R&D grants forpolytechnics, non-profit research institutes, government organisations andmunicipalities and 22 million euros funding from EU Structural Funds.

01-2010DM 624592

Total funding 236 million euros and

665 public research projects

Million euros

Version 1

7

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

Fig. 8 Tekes R&D and innovation funding by industry

Fig. 9: Tekes R&D and innovation funding for 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.

0

20

40

60

80

100

120

140

160

180

200

2003 2004 2005 2006 2007 2008 2009

Million euro

Services

Industry

Other sectors

0

10

20

30

40

50

60

70

2003 2004 2005 2006 2007 2008 2009

Million euro

Machines andmetals industry

Electronics andelectrotechnicalindustry

Chemicalindustry

Forest industry

Construction

Foods

0

10

20

30

40

50

60

2003 2004 2005 2006 2007 2008 2009

Million euro

Software anddata processing

Architecture, engineering and technical servicesOther services

Management consulting

R&D services

Wholesale and retail trade

Health care and social services

Version 1

8

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


and the Economy which sets the strategic goals for

Tekes.

In the field of research funding there is close co-

operation with Academy of Finland.

Other key partners and types of partnerships are

illustrated in the Fig. 10.

Fig. 10: Tekes stakeholders and partners; segmentation

Finpro

Sitra

Academy of

Finland

Industry

Investment LtdTekes

Finn-

Vera Plc

Customers• Companies

• Universities

• Research organisations

• Polytechnics

• Public and third sector

Foundation for

Inventions

ELY

Centres

Innovations and internationalisation

Policy Definition

Partners

•Common strategy views

Working Life

Partners

•Common rules of game

and operational

framework

Customers /

Representatives

as Partners•Common

interaction

Regional

Partners•Common

competence

centres

Administrative

Partners•Common framework

for innovation

activities

Funding

PartnersShared

risk

Service Delivery

Partners•Common

customer interface

Transfer Partners

• Common customers or

development goals

Ministry of

Employment and the

Economy

Version 1

9

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.

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

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.

ANNEX 5

Inno-Partnering Forum / Tekes DRAFT --- only to be used in the training seminar on 27.-28.5.2010 --- DRAFT 30.4 2010 Page 1/12

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 27.-28.5.2010 in Brussels. Its use in any other context is prohibited.


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


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


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.


culture and leadership. Link to 1d.2.

2

Risk Management

Framework

A specific comprehensive risk management

framework is employed since 2008. 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), follow-

up 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


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


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 500-550 in 2005.

3

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



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.


2. STRATEGY:


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.


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


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, SBIR-

program).

5

Evaluation approach The impact s of the financing and other activities are

systematically evaluated in order to provide feed-

back 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.


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.


performance discussion

documentation

The results of Siiri-surveys, the level of yearly

personal performance discussions, the

number and importance of proactive

initiatives adopted


3. PEOPLE


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


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


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


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 involve-

ment in the national QA Contest 2005.

2

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 co-

worker 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


4. PARTNERSHIPS & RESOURCES


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 web-

service

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. GAP-

programme

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 Manage-

ment 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



and special Safety Policy

(TurJo)


management. Special Safety Policy TurJo supports

workplace safety.


framework, TurJo Safety Policy



3 Information and data Information and data security are guiding principles Adoption of Information and data Society results, stakeholders’ confidence (8a)


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.



4d Technology is managed to support the delivery of strategy.

1

Internal development

project management


project management office (PMO). A shared project

model is followed for all development projects, and

internal training is organised




intranet Ilona.




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

2010.

2

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 27.-28.5.2010 --- DRAFT 30.4 2010 Page

10/12

5. PROCESSES, PRODUCTS AND SERVICES


5a Processes are designed and managed to create optimum value for customers

1

Core process

management approach


management system. They are managed, reviewed

and developed constantly by the executive group





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 2005.


results are affected, esp. the satisfaction of

customers notably using new products (the 2

high value segments).

2


project management




internal training is organised.




intranet Ilona.





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

1st

in OECD comparison) Linkage to 2a, 2c.


11/12

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


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


12/12

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 2010.

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



segments (network



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


segments and service models for

them, New Customer Service Team,

Feeler Form –service, Tekes Web

pages and EnterpriseFinland Portal



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)

ANNEX 6

DRAFT --- only to be used in connection to the site visit on 14.-15.6.2010 --- DRAFT

T e k e s




9 . 6 . 2 0 1 0

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 14.-15.6.2010 in Helsinki. Its

use in any other context is prohibited.

Background Information for Analysis of Results 14.-15.6.2010

!!! DRAFT !!!

Background Information for Analysis of Results 09.06.2010 2


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

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)

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 2010. Feedback

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.

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 2009.

Fig. 2. The customers’ satisfaction with different

service elements, comparison of years 2008 (red)





customers in 2009. Due to the specific Lickert-

scale 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 2004-2009 of

the customer feedback on value added (index of 3

separate questions), public organisations (blue)

and companies (red).

Fig. 4. Long-time trend for the years 2003-2009 of

the customer feedback on the skills level of Tekes

staff; Skills level/Projects & technology (blue),

Skills level/Business (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. 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 8.000

annual funding, payment and other decisions).

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.

Fig. 8. The main index values (2007-2009) 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, Well-

being 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.



Fig 9. The top-ten results improvements in 2008-

2009. 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.

Fig. 10. Comparison between Tekes (1st column)

and Finnish State Sector in mean (2nd

column).


(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

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”.


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).


Fig. 12. Annual investment in staff training

(€/person year) and the share of staff training

costs of all personnel costs (%).

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 Press-

survey. 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.

Fig. 14. Overall satisfaction of society’s central

decision makers, years 2005 – 2009 (VIP-Survey).

Tekes (topmost red) and other organisations in its

reference group as benchmarks.

8b. Performance indicators

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



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.

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.

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:

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 Tekes-

funding 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.



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):


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

%)




1. The share of SMEs of total enterprise funding

(goal: 50-60 %, result: 61 %)

2. Number of customers Tekes has funded

during last five years (goal: 4000-5000, 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: 400-

600, 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,


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.

These key indicators alongside a wide array of

other important figures are systematically followed-

up 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. 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).

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)



Fig. 19. Internal staff satisfaction with the support

for execution of key processes, different support

functions (2009 blue, 2008 purple and 2008

green).

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 2009.

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

2009.

Fig. 20. Special recognition issued to Tekes in the

2005 National Quality Award Contest.

ANNEX 7

AGENDA

Pilot EFQM Peer Assessment Site Visit Programme

JUNE 13 - 15, 2010

Tekes, Kyllikinportti 2, Helsinki (Contact person: Heikki Uusi-Honko; +358 50 557 7825)

Sunday, June 13th

Arrivals at Sokos hotel Torni (http://www.sokoshotels.fi/en/hotels/helsinki/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 70 - 71

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 70 - 71

Strategy, Resources, Partnerships: the owner of the Strategy process Hannu Kemppainen (Strategy formation, connections to the strategy of the Ministry) Room 8

http://www.sokoshotels.fi/en/hotels/helsinki/torni/

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


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 http://www.sokoshotels.fi/en/hotels/vantaa/vantaa/ 18:30 - 20:00 Team reflection meeting at the Hotel meeting room 20:00 Dinner at the Hotel, restaurant Sevilla

http://www.sokoshotels.fi/en/hotels/vantaa/vantaa/

Tuesday, June 15th 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/”Tekes-handbook”) 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 70 - 71 14:00 – 15:00 Presentation of preliminary findings for the Tekes Management

Room 70 - 71 15:00 – 16:00 Team closing meeting, agreement on further actions Room 70 - 71

ANNEX 8

Feedback report 24th

of June 2010, Page 1

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



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 .................................................................................................................................................. 10

CRITERION 3 – PEOPLE ....................................................................................................................................................... 11

CRITERION 4 – PARTNERSHIPS & RESOURCES ............................................................................................................. 12

CRITERION 5 – PROCESSES, PRODUCTS & SERVICES ................................................................................................. 13



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.



Overview of the assessment process

Assessors

A team of assessor was assigned. It included:






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.



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



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)



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



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.



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.



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).


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.



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.


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.



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.


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.



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.


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



have the potential to be used at an earlier stage in the process of design of new

programmes than at present.

ANNEX 1


[email protected]

1


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 27th – 28th

Morning 27th:

Introduction, agenda and goals

Understanding EFQM model and the overall assessment process

Practical exercise on common processes and result areas for innovation agencies


[email protected]

2

Afternoon 27th:

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 28th:

Practical exercise on using RADAR (peer assessment of preliminary documentation of Tekes case)

Afternoon 28th:

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, http://www.marriott.com/hotels/travel/brucy-courtyard-brussels/ ) 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 ([email protected]) by Tuesday March 30th at the latest. An email will do, but please include the information on your expected arrival date (26th or 27th). Please also state if there is anything else that should be considered for in the practical arrangements, like dietary restrictions, etc.


mailto:[email protected]

ANNEX 2


[email protected]

1


Agenda of the course Day 1 morning Module 1

Course Overview, Objectives & Introductions Why are we here? What is Excellence? The EFQM Excellence Model


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


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


[email protected]

2

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


[email protected]

3

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, http://www.marriott.com/hotels/travel/brucy-courtyard-brussels/ ) 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.


ANNEX 3

ANNEX 4


T e k e s




2 0 . 5 . 2 0 1 0

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 27.-28.5.2010 in Brussels. Its use in any

other context is prohibited.

Key Information about Tekes

!!! DRAFT !!!



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.

Fig.1: Organisational Chart

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 2 177

projects, which resulted in total investment of €579

million, of which:

€343 million was invested in enterprise

projects;

€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


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.

Management

Support

Board

Finance and

Administration

Strategic

Management

Core Processes

StrategyProgram-

mesFunding

Customer-ships

Competence

Areas and

International

NetworkIndustrial Branches and

Regional Network

Figures include 12 million euros from the Workplace Development ProgrammeTYKES and 22 million euros funding from EU Structural Funds.

R&D and innovationGrants to companies and

public organisations246 million euros

R&D and innovationLoans to companies

97 million euros

Research fundingfor universities,research institutesand polytechnics236 million euros



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

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

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

SynergyNetworkingPart financing

Company R&D

projects

Research projects

at universities andresearch institutes

Loans

Steering group

Companies

Grants

Grants

Tekes

Preparation

Coordination Decision

making1983

Founding of Tekes. Tekes starts operating in Helsinki, with a staff of 20 people.

1984

Regional activities transferred to Tekes from VTT, the Technical Research Centre of Finland. Tekes also began to operate with personnel posted abroad.

1992

Finnish Secretariat for EU R&D founded and situated in Tekes.

1995

Promotion of R&D in energy sector was transferred to Tekes from Ministry of Trade and Industry.

1997

Employment and Economic Development Centres, TE Centres, start operating. Tekes' regional network is restructured into technology units within the TE Centres.

2006

The law concerning Tekes is renewed. The new law confirms that the mission of Tekes is to promote innovation alongside technology.

2009

Promotion of workplace innovation and development was transferred to Tekes from Ministry of Employment.



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 2009. 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.



Challenges and strategy

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.


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.


Internationality of innovation activities

Strong and networked competence

centres


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.



Growth companies

Combining technical and


Wellbeing

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.


Sustainable energy economics and

environment

Quality of social and health care service

system

Services and platforms for the information

society

Quality of working life

Fig. 4: Tekes strategy in a nutshell

Core activities

Core processesStrategy

Foresight, evaluation andinnovation researchStrategy creation andcommunication

Customerships

Customership planningCR managementNew client acquisition, activation and customer serviceMarketing communication

Programmes

Tekes programmesActivation projectsStrategic Centres for Science,Technology and Innovation

International cooperation initiatives

FundingSpecial innovation funding

Funding for public research

R&D funding for companies

Resources581 + 46 million eurosPersonnel 293 + 90

6 overseas offices

The basis The goal

ObjectivesCapabilities in innovationactivities

Focus during strategy period: Internationality of innovation

activities

Strong and networkedcompetence centres

Productivity and renewal of industriesFocus during strategy period:


Growth companiesCombining technical and


A wellbeing society and environment

Focus during strategy period:Sustainable energy

economics and environment

Quality social and healthcare service system

Services and platforms forthe information societyQuality of working life

Mission statementTekes boosts the development ofFinnish industry and the servicesector by technological meansand through innovation.

This will renew the economy,increase added-value and exports,enhance productivity and thequality of working life, and createemployment and wellbeing.

ValuesTekes and its staff value andaim to promote thewellbeing, vision,trust, cooperation anddevelopment of society,customers and colleagues

VisionTekes is a leader inboosting innovation

Version 1

6

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


feasibility studies

R&D loans are primarily aimed at

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

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

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 200.000 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

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

103

7231

119

6

Micro companies

Small companies

Midsized companies

Large companies

Federations, etc.

Funding, million euros

Total 331 million euros and 1,093 companies

137

15

76

8Universities

Participation fees forEuropean Space Agency's (ESA) programmes

VTT and otherresearch institutes

Other researchfunding

There are participants from several universities or research organisations in manyresearch projects. Figures include 7 million euros business R&D grants forpolytechnics, non-profit research institutes, government organisations andmunicipalities and 22 million euros funding from EU Structural Funds.

01-2010DM 624592

Total funding 236 million euros and

665 public research projects

Million euros

Version 1

7

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

Fig. 8 Tekes R&D and innovation funding by industry

Fig. 9: Tekes R&D and innovation funding for 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.

0

20

40

60

80

100

120

140

160

180

200

2003 2004 2005 2006 2007 2008 2009

Million euro

Services

Industry

Other sectors

0

10

20

30

40

50

60

70

2003 2004 2005 2006 2007 2008 2009

Million euro

Machines andmetals industry

Electronics andelectrotechnicalindustry

Chemicalindustry

Forest industry

Construction

Foods

0

10

20

30

40

50

60

2003 2004 2005 2006 2007 2008 2009

Million euro

Software anddata processing

Architecture, engineering and technical servicesOther services

Management consulting

R&D services

Wholesale and retail trade

Health care and social services

Version 1

8

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


and the Economy which sets the strategic goals for

Tekes.

In the field of research funding there is close co-

operation with Academy of Finland.

Other key partners and types of partnerships are

illustrated in the Fig. 10.

Fig. 10: Tekes stakeholders and partners; segmentation

Finpro

Sitra

Academy of

Finland

Industry

Investment LtdTekes

Finn-

Vera Plc

Customers• Companies

• Universities

• Research organisations

• Polytechnics

• Public and third sector

Foundation for

Inventions

ELY

Centres

Innovations and internationalisation

Policy Definition

Partners

•Common strategy views

Working Life

Partners

•Common rules of game

and operational

framework

Customers /

Representatives

as Partners•Common

interaction

Regional

Partners•Common

competence

centres

Administrative

Partners•Common framework

for innovation

activities

Funding

PartnersShared

risk

Service Delivery

Partners•Common

customer interface

Transfer Partners

• Common customers or

development goals

Ministry of

Employment and the

Economy

Version 1

9

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.

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

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.

ANNEX 5


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 27.-28.5.2010 in Brussels. Its use in any other context is prohibited.


1. LEADERSHIP


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


Tekes Strategy Framework.


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


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


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.


culture and leadership. Link to 1d.2.

2

Risk Management

Framework

A specific comprehensive risk management

framework is employed since 2008. 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), follow-

up 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


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


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 500-550 in 2005.

3

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



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



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


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.


intranet Ilona.




Linkage to 4d and 5b.


2. STRATEGY:


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.


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.


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


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, SBIR-

program).

5

Evaluation approach The impact s of the financing and other activities are

systematically evaluated in order to provide feed-

back 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.


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.



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.


performance discussion

documentation

The results of Siiri-surveys, the level of yearly

personal performance discussions, the

number and importance of proactive

initiatives adopted


3. PEOPLE


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


management system. They together with Industrial




in Siiri-survey


Branches align the use of Tekes resources with the

strategic goals


2

Strategy process Tekes strategy process incorporates internal

discussions in all units and at all levels

Description of the annual strategy

process


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


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 involve-

ment in the national QA Contest 2005.

2

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 co-

worker 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


4. PARTNERSHIPS & RESOURCES


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 web-

service

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. GAP-

programme

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




management


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



2



and special Safety Policy

(TurJo)


management. Special Safety Policy TurJo supports

workplace safety.


framework, TurJo Safety Policy



3 Information and data Information and data security are guiding principles Adoption of Information and data Society results, stakeholders’ confidence (8a)


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.



4d Technology is managed to support the delivery of strategy.

1


project management




internal training is organised




intranet Ilona.





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

2010.

2

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)


10/12

5. PROCESSES, PRODUCTS AND SERVICES


5a Processes are designed and managed to create optimum value for customers

1

Core process

management approach


management system. They are managed, reviewed

and developed constantly by the executive group





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.


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 2005.


results are affected, esp. the satisfaction of

customers notably using new products (the 2

high value segments).

2


project management




internal training is organised.




intranet Ilona.





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

1st

in OECD comparison) Linkage to 2a, 2c.


11/12

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



segments (network



Service models help to organise customer relations

according to the needs of main customer segments.


segments and service models, New

Customer Service Team, Feeler Form

–service, Tekes Web pages



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


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


12/12

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 2010.

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



segments (network



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


segments and service models for

them, New Customer Service Team,

Feeler Form –service, Tekes Web

pages and EnterpriseFinland Portal



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)

ANNEX 6


T e k e s




9 . 6 . 2 0 1 0

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 14.-15.6.2010 in Helsinki. Its

use in any other context is prohibited.

Background Information for Analysis of Results 14.-15.6.2010

!!! DRAFT !!!



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

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)

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 2010. Feedback

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.

Fig. 1. The overall customer satisfaction index and

promoter index, comparison of years 2008 (red)



customers in 2009.

Fig. 2. The customers’ satisfaction with different

service elements, comparison of years 2008 (red)





customers in 2009. Due to the specific Lickert-

scale 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 2004-2009 of

the customer feedback on value added (index of 3

separate questions), public organisations (blue)

and companies (red).

Fig. 4. Long-time trend for the years 2003-2009 of

the customer feedback on the skills level of Tekes

staff; Skills level/Projects & technology (blue),

Skills level/Business (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.


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. 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 8.000

annual funding, payment and other decisions).

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.

Fig. 8. The main index values (2007-2009) for the

different sub-categories of staff satisfaction.


General image of Tekes, Organisational culture,

internal communication, Managerial work in

Compentence areas, Managerial work in Industrial

branches, Organisation of work at unit-level, Well-

being 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.



Fig 9. The top-ten results improvements in 2008-

2009. 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.

Fig. 10. Comparison between Tekes (1st column)

and Finnish State Sector in mean (2nd

column).


(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

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”.


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).


Fig. 12. Annual investment in staff training

(€/person year) and the share of staff training

costs of all personnel costs (%).

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 Press-

survey. 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.

Fig. 14. Overall satisfaction of society’s central

decision makers, years 2005 – 2009 (VIP-Survey).

Tekes (topmost red) and other organisations in its

reference group as benchmarks.

8b. Performance indicators

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



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.

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.

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:

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 Tekes-

funding 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.



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):


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

%)




1. The share of SMEs of total enterprise funding

(goal: 50-60 %, result: 61 %)

2. Number of customers Tekes has funded

during last five years (goal: 4000-5000, 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: 400-

600, 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,


8. Funding to R&D&I activities in health and

wellbeing sector (goal: ≥ 60 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.

These key indicators alongside a wide array of

other important figures are systematically followed-

up 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. 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).

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)



Fig. 19. Internal staff satisfaction with the support

for execution of key processes, different support

functions (2009 blue, 2008 purple and 2008

green).

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 2009.

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

2009.

Fig. 20. Special recognition issued to Tekes in the

2005 National Quality Award Contest.

ANNEX 7

AGENDA

Pilot EFQM Peer Assessment Site Visit Programme

JUNE 13 - 15, 2010

Tekes, Kyllikinportti 2, Helsinki (Contact person: Heikki Uusi-Honko; +358 50 557 7825)

Sunday, June 13th

Arrivals at Sokos hotel Torni (http://www.sokoshotels.fi/en/hotels/helsinki/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 70 - 71

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 70 - 71

Strategy, Resources, Partnerships: the owner of the Strategy process Hannu Kemppainen (Strategy formation, connections to the strategy of the Ministry) Room 8

http://www.sokoshotels.fi/en/hotels/helsinki/torni/

Processes: Director (Funding) Ms Kristiina Laurila and Director (Funding) Mr Esa Panula-Ontto (“Funding, internal management & customer interface”) Room 14


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


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 http://www.sokoshotels.fi/en/hotels/vantaa/vantaa/ 18:30 - 20:00 Team reflection meeting at the Hotel meeting room 20:00 Dinner at the Hotel, restaurant Sevilla

http://www.sokoshotels.fi/en/hotels/vantaa/vantaa/

Tuesday, June 15th 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/”Tekes-handbook”) 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 70 - 71 14:00 – 15:00 Presentation of preliminary findings for the Tekes Management

Room 70 - 71 15:00 – 16:00 Team closing meeting, agreement on further actions Room 70 - 71

ANNEX 8



Pilot Assessment – Feedback Report

EFQM Feedback report for pilot assessment of Tekes

Assessment team






Julie Soutter, Technology Strategy Board, UK



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 .................................................................................................................................................. 10

CRITERION 3 – PEOPLE ....................................................................................................................................................... 11

CRITERION 4 – PARTNERSHIPS & RESOURCES ............................................................................................................. 12

CRITERION 5 – PROCESSES, PRODUCTS & SERVICES ................................................................................................. 13



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.



Overview of the assessment process

Assessors

A team of assessor was assigned. It included:






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.



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



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)



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



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.



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.


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.



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).


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.



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.


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.



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.


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.



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.


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



have the potential to be used at an earlier stage in the process of design of new

programmes than at present.

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