D6.1 - Questionnaire Defining The Training Needs

Contract No. FP7 .
285287
Deliverable: D6.1
D6.1 – Questionnaire defining the training needs

Deliverable report
Due date of deliverable: 31/03/2013
Actual Submission date :21/03/2013
Deliverable ID: D6.1.
Deliverable Title: Questionnaire defining the training needs

WP/Task related to the Deliverable: WP6 - Training / Task 6.1 – Definition of the training needs
Responsible beneficiary: Madalin Ionita (FMMC); Flaviana Rotaru (FMMC)
Contributing beneficiaries: INSEC Consortium
Dissemination level: Public
Start Date of the Project: 01/04/2012 (24 Months)
INSEC is a project co-funded by the European

Commission under the Seventh Framework
Programme (2007-2013).
VERSION: FINAL | DATE: 31.03.2013 | DISS. LEVEL: CONFIDENTIAL PA|GE .
1
Contract No. FP7 . 285287
Deliverable: D6.1
INDEX
1. Executive Summary .................................................................................................................................................... 4
2. Description of the deliverable content and purpose ............................................................................................... 5
3. Context......................................................................................................................................................................... 6
4. Approach ..................................................................................................................................................................... 7
5. Analysis of the results.............................................................................................................................................. 10
5.1. (INSEC end user) Questionnaire .....................................................................................................................10
5.2. INSEC end user interview script .....................................................................................................................13

5.3. External end users questionnaires & interviews...........................................................................................16
5.3.1. Security end users......................................................................................................................................17
5.3.2. Other (sectors) end users...........................................................................................................................19
5.4. Other actions supporting the training themes...............................................................................................22
5.4.1. Review of the INSEC D.3.2. – Segment Innovation Ecosystem Report driving ideas extracted...............22
5.4.2. Standardisation of Innovation Management...............................................................................................24
5.4.3. Analysis of official reports...........................................................................................................................26
6. Conclusions: ............................................................................................................................................................. 30
6.1. Final list of the training themes.......................................................................................................................30
6.2. Acceptance process of the proposed training themes.................................................................................31
7. Publishable information ........................................................................................................................................... 32
8. Annexes ..................................................................................................................................................................... 33
Annex 1 - Short description of INSEC end users ............................................................................................................33
Annex 2 – Methodological approach for identification of the training needs (WP6 / task 6.1) ........................................35
Annex 3 – The structure of the INSEC end users questionnaire ....................................................................................36
Annex 4 – The structure of the Interview script...............................................................................................................41
Annex 5 – The structure of the Best practice questionnaire ...........................................................................................48
Annex 6 – Answers at question Q.6.3 “Which are your organisation training priorities?” ...............................................56
Annex 7 – Feedback from INSEC end users - questionnaire method ............................................................................57
Annex 8 – Feedback from External end users - questionnaires & interviews method ....................................................61
Annex 9 – Global competitiveness Index 2012 – inputs for analysis ..............................................................................68
Annex 10 – List of the training needs..............................................................................................................................76
Annex 11 - The table presenting the acceptance level of training themes by the Consultant partners ..........................78
Annex 12 – The table presenting the acceptance level of training themes by the INSEC end users .............................80

2
Deliverable: D6.1
Approvals
Name Organization Date Visa
Michel Moulinet ALMA 27.04.2013 OK
Document history
Revision Date Modification Authors

V0 21.01.2013 - Madalin Ionita - FMMC
V0.1 4.02.2013 Improvement of V0 (made by FMMC) Madalin Ionita - FMMC
Adding a new partner on documents

V0.2 4.03.2013 Madalin Ionita - FMMC
structure (PJ)
V0.3 21.03.2013 Comments of ORFK (Hungary) Madalin Ionita – FMMC

V0.4 13.04.2013 Comments for validation Michel Moulinet - ALMA
V0.5. 30.04.2013 Final version Madalin Ionita - FMMC

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Deliverable: D6.1
1. Executive Summary
What?
The report was prepared within WP6 – Training and it is related to Task 6.1 – Definition of the training needs. The
deliverable presents the questionnaire defining the training needs in innovation management and the (list with) the
training needs of the INSEC end users (represented by 4 (four) different types of security organizations such as 1)
Rescue Services, 2) Police and National Security Office, 3) Academies of Security Sciences and 4) National Security
Infrastructures). The questionnaire was designed by the Consultant Partners 1 of INSEC project. The report does not
present an exhaustive diagnosis of the Security Sector but a method to identify the training needs of security (INSEC)
partner organisations related to innovation management aspects.
Why?
The scope of Task 6.1 is to design a proper tool (questionnaire) for identification of the training needs of INSEC end
users related to innovation management that will be used later in INSEC project for developing the training course
materials that will be promoted to all security end users by an e-learning training system (Task 6.2 + Task 6.3) and
training materials that will be used during the classic training sessions (to be organised within the last year of the INSEC
project (Task 6.4)). Also, a list of the training needs (of INSEC end users) in innovation management has been defined.
How?
The methodology used for identification of the training needs of INSEC end users was based on collection of information
(questionnaires + interviews), analysis of information received, analysis of other related materials (official reports, other
documents / studies, methods) combining a qualitative method (based on the experience of Consultant partners but also
end users) with a quantitative, analytical approach.
1
Consultant partners: ALMACG, EFPC, FMMC, KAOS, ADVISIO, GLOBAZ, EVR and INOGATE

VERSION: V1 | DATE:31.03.20132 | DISS. LEVEL: CONFIDENTIAL |PAGE . 4

Deliverable: D6.1
2. Description of the deliverable content and purpose

The deliverable corresponds to Task 6.1 – Definition of the training needs of INSEC project. The purpose of Task 6.1
is to identify a training needs list of INSEC end users concerning innovation management (by using mainly the
questionnaire method). The INSEC project end users represent 4 types or Security organisations2, meaning 4 different
organisational management schemes.
Task 6.1 activities have been performed during the first year of the INSEC project from month 2 to month 12. All INSEC
project partners were involved in Task 6.1. activities:
 The Consultant partners identified & analysed the end users problems & needs;
 The end users actively participated in the “diagnosis” process.
Task 6.1 results will be used within the next INSEC tasks for the development of the training course materials that will be
exploited by an e-learning training system (Task 6.2 + Task 6.3) and training materials used during the classic training
sessions organization (planned during the 2nd year of INSEC project (Task 6.4)).
Task 6.1. D 6.1.
Task 6.2. D 6.2.

WP6
Task 6.3. D 6.3.
Task 6.4. D 6.4.
Fig. 1 - Work package 6 – Training – correlation of tasks and deliverables

Results of these tasks will provide the INSEC end users with the knowledge and practical skills in innovation
management and further increase the collaboration between public and private entities (in order to better exploit the
existing and further national/international funding programs supporting innovation).
Chapter 3 makes a quick introduction on the context in which this deliverable is produced.
In Chapter 4 is presented the approach and methodology used for designing the questionnaire and identification of the
training needs list.
Chapter 5 presents the Analysis of the results of the specific activities performed and inputs & feedback received from
the target group (INSEC and External end users).
Conclusions are mentioned within Chapter 6 presenting the final list of the training needs.
Chapter 7 specifies the information related to this deliverable which can be published on the project website or on all
other dissemination tools within the INSEC context (being a public deliverable).
In Chapter 8 are presented additional documents (Annexes).
2
short description of INSEC end users in Annex 1


Deliverable: D6.1
3. Context
The project proposed to define “a framework that will contribute to better performance of the end users organisations,
focusing on their Research and Innovation management system as fundamental method to create knowledge and
transform it into economic and social wealth3”.
Four different types of security sector end users have contributed to this task:
INSEC end
End users type Definition
users
Organisations which ensure public safety and health by

Rescue Services addressing different situations that poses an immediate risk CoS
to health, life, property or environment4
ORFK
Armed public institutions of a civil nature; its primary
Police and National mission is to protect the free exercise of the rights and MAI – RBP
Security Office
freedoms and to protect public safety5
GNS
State institutions providing professional education for civil

Academies of servants in the security area. The objective is, through
internal security related academics education, research and EASS
Security Sciences
development activities, and also through the training of AICPA
honest and competent public servants, to create a secure
state and conditions for stable development6
An asset, system or part thereof located in Member States

National Security which is essential for the maintenance of vital societal MAI – RBP
Infrastructures. functions, health, safety, security, economic or social well-
being of people, and the disruption or destruction of which PJ
would have a significant impact in a Member State7
Table 1 – INSEC end users (short definition and acronyms)
A short description of these end users is presented in Annex 1.

All these organizations are partners within INSEC project and participated actively at the identification of their training
needs regarding innovation management aspects. They will be the beneficiaries of the WP6 results with also other
stakeholders from security sector (SMEs, research institutes, etc.).
3
DoW – page 3
4
INSEC D 3.2 – page 6
5
ibidem
6
ibidem
7
ibidem


Deliverable: D6.1
4. Approach
The general approach for implementation of Task 6.1 is presented in the figure 2 below:
Propose training
Identification of Finding solutions at
(themes) for the
problems & needs problems & needs
identified solutions
Figure 2 – The general approach of task 6.1 implementation
In order to apply the approach presented in figure 2 the following methodology / tasks have been implemented (figure 3):
1. Create proper tools for analysis,
2. collect information and analyse the

feeback received from INSEC end users
3. identify the INSEC end user problems &

needs,
4. find solutions related to the problems

and needs identified,
5. propose training themes on

INNOVATION MANAGEMENT.
Figure 3 – The general tasks supporting Task 6.1 implementation.

Deliverable: D6.1
Note that the specific methodology used for identification of the training needs is presented in Annex 2.
According to the Document of Work (DoW), the Consultant partners proposed to identify the INSEC end users training
needs on innovation management “by using a specific tool (questionnaire)”8. In the same time, for the implementation of
other WPs activities (WP3, WP4 and WP5 mainly) the development of other specific questionnaires & tools for collecting
information and making analysis was needed.
On this basis and during the first 2 months of project implementation, several discussions were carried out for reducing
the complexity of actions (and tools) that will be used in relation with project end users, while respecting the planned
actions and ensuring a high quality level of inputs received .
It was finally decided to create only one (but complex) questionnaire9 (instead of several) answering all WPs (WP 3, 4, 5
and 6) needs. In respect with WP6 / Task 6.1 the identification of the training needs became a transversal component
This decision being taken, each WP leader started the preparation of the questions (according to each WP activities and
needs) that will be further included within the same questionnaire.
In order to define the structure of this (complex) questionnaire a conceptual model was used (the one proposed by WP3
leader), by a combined analysis of internal and external factors that could influence the innovation management within
an organization10. The COTIM methodology (Citizen/Cash Oriented Total Innovation Management 11) covered the internal
factors and the external ones were answered by the Triple Helix model12).
The COTIM methodology presents “all elements involved in innovation within an organization together with a set of
methods, rules and postulated to help manage and boost it”13, such as:
1. Culture
2. Strategy
3. Management model
4. People and organization
5. Knowledge
6. Processes
7. Systems and information technologies
8. Infrastructures
9. Financial
10. Products and services
In our analysis these 10 elements covered the internal innovation (management) system.
The Triple Helix model analyses the external factors establishing relationships with any organisation in the innovation
process. At the beginning the model comprised three elements:
1. Industry,
2. Academy and
3. State (Government)
8
DoW, page 23
9
Annex 3 – Structure of the questionnaire used for identification of training needs
10
See more in INSEC D.3.2
11
COTIM methodology (Citizen/Cash Oriented Total Innovation Management © – Everis 2009
12
Etzkowitz & Leydesdorff – 1966
13
INSEC project, D.3.2 - Segment innovation ecosystem description report, page 7


Deliverable: D6.1
but was extended later including the fourth element
4. Society (in the «Quadruple Helix»).
In our analysis these 4 elements represented the external innovation systems.
Based on these 14 (10 + 4) elements within the questionnaire were defined the specific areas for analysis. Features
(various elements) characterizing each of those areas of analysis were also specified and a list of items (to check /
validate whether those innovative features characterize the organization, or not) was included. The questionnaire
comprises closed and open questions and it was used as a collection tool (quantitative and qualitative aspects); the
interpretation of data received and final analysis was made based on the proven experience of “Consultant partners”
during other related initiatives/contracts & their day-by-day activities.
All Consultant partners were involved within the questionnaire development & improvement phase and all agreed the final
version. Before being used - as a public document - it was “tested”.
The questionnaire was submitted to all INSEC end users and feedbacks from them were received. Further, based on the
questionnaire structure, other 2 tools were developed in order to support the (training) needs identification:
 Interview script14, by which the Consultant partners performed interviews with INSEC end users (the scope was
to better understand - and further address - the problems & needs of end users, the interview method giving to
Consultant partners a real chance to focus on those elements that remained unclear after the first analysis they
had based on the questionnaire feedback) - it was a specific activity of WP3 but gave relevant inputs also for
WP6/Task 6.1;
 Best practice questionnaire15 - the objective was to identify and collect “best practices” that could be
transposed from other sectors to security actors; the questionnaire addressed to External end users
(representing other actors from Security sector + Other activity sectors) – it was a specific activity of WP5 but
gave relevant inputs also for WP6/Task 6.1;
All Consultant partners were involved within the tools development & improvement phase and all agreed the final format.
Method used To whom? How many organisations?
Questionnaire INSEC end users 7
Interview script INSEC end users 7
External INSEC end users – security sector 15

Best practice Questionnaire
External INSEC end users – Other sectors 13
Table 2 – Organisations addressed by questionnaire and interviews
14
Annex 4 – The structure of the Interview script
15
Annex 5 – The structure of the Best practice questionnaire


Deliverable: D6.1
5. Analysis of the results

This chapter presents the analysis of all inputs, data and information received from the target group of INSEC project,
meaning INSEC end users and External end users. The group of the External end users comprises organizations acting
within the security as well as other sectors (ICT, health, energy, transport, etc.) Based on the inputs received and
analysis performed, specific needs have been identified and solutions & training needs have been proposed for
improvement of the organisational innovation management aspects. The analysis is presented below according with the
tool used: questionnaire, interview, best practice questionnaire, other supporting actions.
5.1. (INSEC end user) Questionnaire

The Consultant partners (see below) submitted questionnaires to all INSEC end users. All planned actions happened in
due time.
Consultant partner INSEC end user

submitting the questionnaire receiving the questionnaire
Advisio EASS
FMMC AICPA + MAI - RBP
ALMA CoS
EVERIS PAG + GNS
GLOBAZ ORFK
Table 3 – Questionnaire submission: distribution of Consultant versus INSEC end users

Within this phase, all 7 INSEC end users received the questions and provided the feedback for analysis of their needs.
During this phase, each of Consultant partners had discussions and meetings with INSEC end users they were
responsible in order to ensure the highest quality of the data provided as feedback. Based on the information received
FMMC made its own analysis – for each of the 8 specific area of interest –selected a list of (potential) problems and
proposed solutions (as driving ideas) that could by defining specific training themes. All other Consultant partners
received the analysis result, improved it (if it was the case) and gave their final acceptance/approval.
Area of interest: General (mission, vision, objectives, activity areas)

Problems identified: The “mission” and “vision” include – in general – innovation but in a very broad sense; by nature of
activities performed they are conservative; they act under direct coordination of executive/public entities (respecting
almost 100% the “imposed” rules).
Solution at problems (driving ideas): What is innovation; how can it be defined; what does it contain, how to build it
up?
Training themes proposed to answer at the problems identified: Innovation in general - what is innovation? how can
it be defined? What are benefits associated? How to build it up?
Area of interest: Corporate culture (attitude, creativity, change, risk, improvement)

Problems identified: hard to escape from strict rules and a conservative culture; think twice (or more) before accepting a
change or a risk; the potential for creativity exist but the internal bureaucracy (processes, rules) must be reduced or
improved.
Solution at problems (driving ideas): Improve the change and risk management; develop an innovation culture (be
creative, accept risk, bring new ideas, improve your activity, etc.)

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Deliverable: D6.1
Training themes proposed to answer at the problems identified: Organizational (pro-innovation) culture; Risk
management; Change management; Creativity management
Area of interest: Corporate strategy (development, deployment, strategic plan)

Problems identified: Concrete innovation objectives were declared within the organization strategy (5/7) and innovation
is formulated as a corporate commitment (5/7); however 4/7 reported the absence of a CIO (or similar) and only 1/6 could
present an Innovation Plan; even without an Innovation Plan or a CIO (similar position) however they all reported to be
innovative in services, processes and technology (7/7), in internal organization & people (6/7) and less in external
relationship (4/6) and new business models (2/4)
Solution at problems (driving ideas): Create a management structure for innovation (Strategy, Innovation Plan, CIO,
etc.); support more the innovation external aspects (external relationships, business models) as long as they seem to be
more concentrated on internal innovation aspects (processes, services, technology)
Training themes proposed to answer at the problems identified: Development of innovation strategy (plan)
Area of interest: Management model and Organization (innovation management,exploitation resultsresults assessment,
rewards, champions, awareness- raising)
Problems identified:
 50% (3/6) declared that innovation is not explicitly considered within their organization management model and
majority (6/7) reported the missing of an Innovation Department; even so, 4/6 develop innovation/ project
management by their own sources (FMMC)
 How to set measureable targets for innovation? Motivation of executive to reach innovation targets
Solution at problems (driving ideas): Include innovation within the organization management scheme/model; training in
project management; leadership
Training themes proposed to answer at the problems identified: Project management; Innovation management
model; Leadership
Area of interest: Knowledge, Services and Processes (expertise, training, IPR, quality, creativity, coaching, ethical)
Problems identified: Positive attitude for training but only 3/7 reported organizations of internal innovation-focused
events; a high rate of missing IPR generation (4/7) do not support innovation, more, nobody reported the existence of
IPR advisors (6/6); more than 50% (5/7) reported the missing of the innovation management processes within their
organization; lack of creativity sessions during last year (2/7); low rate (3/7) reported the coaching or guidance actions for
“innovators” within inquired organizations
Within this area of interest one of the questions was "Which are your organisation/s actual TRAINING PRIORITIES" and
each end user answered. See the answers and proposed training themes within Annex 7.
Solution at problems (driving ideas): Organization of internal innovation-focused training sessions; define an
innovation management process (from idea to market); IPR management; creativity sessions
Training themes proposed to answer at the problems identified: IPR management; Creativity training sessions;
Internal innovation - focused training; Innovation management process
Area of interest: Technology & tools (monitoring, criteria for selection, technology trends, market watch, regulation,
procurement)


Deliverable: D6.1
Problems identified: 5/7 reported the existence of management tools but these do not include innovation management
processes; low number (2/7) reported the existence of policies in place working with SME technology providers;
Solution at problems (driving ideas): Include innovation within management processes; define procedures for working
(increase cooperation) with SMEs
Training themes proposed to answer at the problems identified: Innovation management process
Area of interest: Financing and funded RDI projects (budget, projects, business plans, FPs, obstacles, collaborations)
Problems identified: All reported good cooperation with universities (6/7); only 3/7 participated in national programs
funding innovation; no cooperation reported with TTO.
Solution at problems (driving ideas): Strengthen cooperation with industry and innovation ecosystems
Training themes proposed to answer at the problems identified: Collaboration management; Assessment of
economic impact of innovation
Some general conclusions:
- 4/7 reported the absence of a Chief Innovation Officer (CIO) (or similar);
- majority (6/7) reported the missing of an Innovation Department;
- Only 1 out of 6 could present an Innovation Plan;
- 4/6 declared that innovation or project management is not outsourced;
- 50% considered that innovation is not explicitly considered within their organisation management model/strategy
- a very good rate for investment in training of personnel (7/7) but a little low rate for internal - awareness actions
concerning innovation (4/7)
- the internal innovation-focused training sessions must be much used as a tool for promotion & supporting the
innovation process within organisations (only 3/7 reported a positive answer for this theme)
- a high rate of missing IPR generation (4/7)
- nobody reported the existence of IPR advisors (6/6)
- the process of quality certification implementation should be improved (3/7 reported its existence)
- 5/7 reported the missing of the innovation management processes within their organization
- lack of creativity sessions during last year (2/7 said they used/know about such events)
- low rate (3/7) reported about the coaching or guidance actions for innovators
- they are 100% financed through public funds (7/7) but also participation at competition bring them some funds
too (5/7 - project - based); only educational centres declared also private funds as a way of funding (2/7)
- a reduced capacity for co-financing (at 4/7)
- they do not define a business analysis/plan before launching a new innovation (only 1/5 said answered they do)
- lack of interest regarding the economically results of innovation (nobody said Yes)
- even if all (7/7) know about RDI policies (or existing funding programs for RDI) only 3/5 reported participation in
FPs and 2/7 in other RDI financing programs
- the main obstacles they faced applying for RDI financing are i) lack of human resources and ii) co-financing
sources (4/7), iii) lack of strategy (3/7), iv) inadequate standards/norms (2/7), v) legislative changes (3/7) and vi)
inappropriate legislations (2/7)
- they do not apply at the national programs for funding innovation (only 3/7 said they participated)
- they must increase their membership at innovation networks or at thematic expert networks (only 3/7 said Yes)
- no cooperation reported with TTO (0/6)
Please find below the training themes proposed to answer at the identified needs of the INSEC end users, by using the
questionnaire method.


Deliverable: D6.1
Area of interest Training themes proposed to answer at the problems

identified
General (mission, vision, objectives, activity areas)  Innovation in general (What is innovation? How it
can be defined? What it contains and benefits? How
to build it up?)
Corporate culture (attitude, creativity, change, risk, improvement  Organizational (pro-innovation) culture;
 Risk management;
 Change management;
 Creativity management
Corporate strategy (development, deployment, strategic plan)  Development of innovation strategy (plan)
Management model and Organization (innovation management,  Project management;
results exploitation, assessment of results, rewards, champions,  Innovation management model; Leadership
awareness- raising
Knowledge, Services and Processes (expertise, training, IPR,  IPR management;
quality, creativity, coaching, ethical)  Creativity training sessions;
 Internal innovation - focused training;
 Innovation management process
Technology & tools (monitoring, criteria for selection, technology  Innovation management process
trends, market watch, regulation, procurement)
Financing and funded RDI projects (budget, projects, business  Collaboration management;
plans, FPs, obstacles, collaborations  Assessment of economic impact of innovation
Table 4 – Proposed training themes after questionnaire analysis

The Annex 7 presents the answers / inputs received from INSEC end users at the questionnaires.
5.2. INSEC end user interview script

The Consultant partners (see below) performed interviews at all 7 INSEC end users by using the interview script tool.
Excepting PAG, all planned actions happened in due time.
Consultant partner performing interview INSEC end user interviewed
Advisio EASS
FMMC AICPA + MAI / RBP
ALMA CoS
EVERIS PAG (interview not accepted)!
GLOBAZ GNS + ORFK
Table 5 – Interview Script: distribution of Consultant versus INSEC end users

The scope of this action was to find information in areas where the questionnaire did not offered relevant data for
analysis. Each Consultant partner performing the interview, based on their own analysis, provided to FMMC the inputs
concerning the training needs of INSEC end users, per area of analysis. FMMC concluded and proposed solutions at the
problems identified (as driving ideas) that could be further solved by training themes. All Consultant partners received the
analysis result, improved it (if necessary) and gave their final acceptance.
Area of interest: Corporate culture (attitude, creativity, change, risk, improvement)



Deliverable: D6.1
 There is a real need to help managers (commander unit and chief commander) better understand how to start
creating internal innovative processes and how to motivate employees (fire fighters) get involved in this kind of tasks.
(ALMACG)
 Innovation management methods for increasing the involvement of key personnel: although most of the key
personnel are exposed to innovation activities through rotation programs, and some innovation-oriented events,
EASS could benefit from training for how to systematically enhance a predisposed innovative corporate culture.
(ADVISIO)
 The concept of the organizational culture is missing (not only for innovation aspect); there are no methods in practice
defining, formulating or maintaining a certain organizational culture level (including innovative one); the managers
must be supported to understand the innovation principles, to further attract and imply the employees in innovation
actions (improve creativity, promote new ideas, etc.) and then to utilize methods for motivation. (FMMC)
Solution at problems (driving ideas): Organizational (innovative) culture; Motivation of personnel; Creativity sessions.
Training themes proposed to answer at the problems identified: Organizational (pro-innovation) culture; Innovation
management (methods and processes); Motivation of personnel; Creativity improvement
Area of interest: Corporate strategy (development, deployment, strategic plan)

 Training on best suitable methodologies to create an innovation strategy for a security sector end-user, whose core
activities are related to academic research. Herein, perhaps the main question is how to construct an innovation
strategy that has the best mix for both academic and more "practices-oriented" innovation activities. (ADVISIO)
 The strategy is not in fact a strategy developed based on a strategic management model/plan (definition of mission,
strategic objectives, resources, timeframe, global strategy, policy formulation) but a (long) list with responsibilities
(many of which are not respected even by those who create it); the implementation of activities do not take into
consideration the minimum necessary / requested needs within the organization (FMMC)
Solution at problems (driving ideas): Organizational strategy development
Training themes proposed to answer at the problems identified: Development of innovation strategy (plan)
Area of interest: Management model monitoring and controlling system

 Training on how to introduce the new innovation model in the organisation (ALMACG)
 Methods for forecasting / assessing the qualitative aspect of innovation management (currently, most of the impact
assessment is cost-based. A certain budget is allocated for each activity, but it is difficult to add a qualitative
dimension for innovation strategy planning). (ADVISIO)
 The (existing) management processes are not clearly defined or applied in order to monitor and evaluate the
activities performed. (FMMC)
Solution at problems (driving ideas): Innovation management model (monitoring and evaluation)
Training themes proposed to answer at the problems identified: Innovation management model
Assessment / forecasting results of innovation management
Area of interest: Organization (training, structures, skills, motivation)

 Training for improving the innovative skills, serious gaming. (ALMACG)


Deliverable: D6.1
 Training on best practices for organisational structure: how to create a structure that both support productive
innovation as well as allow completing the organisation's daily activities. Additionally, how should organisation
support fund-raising for innovation-activities? Should there be people explicitly responsible for fund-raising? How to
collaborate with other organisations in that regard? (ADVISIO)
 In general, the organisation needs a mechanism to identify internal training needs (GLOBAZ)
 Managers must be trained concerning (employees) motivation (which is not only financial); the ones having new
(project) ideas must be trained also how to identify the funding programs (for innovative projects). (FMMC)
Solution at problems (driving ideas): Motivation process; Financial programs for innovation
Training themes proposed to answer at the problems identified: Improve the innovative skills /culture; Organizational
management (best practices); Accessing financial sources for innovation; Motivation process
Area of interest: Knowledge (internal and external knowledge management)

 Knowledge management (ALMACG)

 How to better transfer the knowledge between different parts of the organisations. There are systems in place, but
perhaps there are better practices? (ADVISIO)
 Knowledge management: mechanisms and tools for sourcing, generating, managing and sharing knowledge are
needed (FMMC)
Solution at problems (driving ideas): Knowledge management;
Training themes proposed to answer at the problems identified: Knowledge management; Knowledge transfer within
organization
Area of interest: Processes (systematizing innovation)

 How to assess the impact of development activities on process improvement? Are there best practices for such
assessment? (ADVISIO)
 The systems or mechanisms for evaluation of performances are missing (FMMC)
Solution at problems (driving ideas): lack of assessment tools for monitoring the impact of the activities performed
Training themes proposed to answer at the problems identified: Impact assessment on process improvement
Area of interest: Technology & tools (infrastructure, tools)

 How to do technology watch? (ALMACG)

 How to better communicate technology needs to the technology providers? How to better monitor available
technologies? (ADVISIO)
 Communication with providers could be improved; improve the internal capacity to perform technology audits (to
quickly/better identify the technological need and propose methods for implementation) (FMMC)
Solution at problems (driving ideas): Technology audits
Training themes proposed to answer at the problems identified: Technology watch; Tools to communicate
technology needs and monitor technologies; Technology audits


Deliverable: D6.1
Area of interest: Collaboration and networking (relationship model, innovation financing)

 Best practices for external collaboration. How to access various networks, and how to better identify external
financing opportunities (e.g. FP programs, and other) (ADVISIO)
 Collaboration is in many times seems only for solving a technological need/problem, without being linked to a
potential training action, research projects etc.)…..participation in research and innovation projects must be
increased (RBP received significant funds from MAI, to solve “problems”, without competing with somebody).
(FMMC)
Solution at problems (driving ideas): Collaboration management; Project management
Training themes proposed to answer at the problems identified: Financing RDI at national and European level;
Collaboration management; Project management
Please find below the training themes proposed to answer at the identified needs of the INSEC end users, by using the
interview script method.

identified
Corporate culture (attitude, creativity, change, risk,  Organizational (pro-innovation) culture
improvement  Innovation management (methods and processes)
 Motivation of personnel
 Creativity improvement
Management model and Organization (innovation  Improve the innovative skills /culture
management, results exploitation, assessment of results,  Organizational management (best practices)
rewards, champions, awareness- raising  Accessing financial for innovation
 Motivation process
Knowledge, Services and Processes (expertise, training, IPR,  Knowledge management;
quality, creativity, coaching, ethical  Knowledge transfer within organization
 Impact assessment on process improvement
Technology & tools (monitoring, criteria for selection,  Technology watch;
technology trends, market watch, regulation, procurement  Tools to communicate technology needs and monitor
technologies;
 Technology audits
Financing and funded RDI projects (budget, projects, business  Financing RDI at national and European level;
plans, FPs, obstacles, collaborations  Collaboration management;
 Project management
Table 6 – The proposed training themes after questionnaire analysis
5.3. External end users questionnaires & interviews
The Consultant partners and INSEC end users submitted questionnaires or performed interviews (based on the
questionnaire structure) in order to identify potential “best practices” in innovation management at External end users
(active on security sector and other sectors such as Health, ICT, Transport, Energy, etc.).The structure of the
questionnaire was prepared and proposed by EFPC, UK as WP5 leader. For each, Consultant partner have been
planned to perform 4 interviews (2 with External Security end users + 2 with External Other sectors end users) and each
INSEC end users 2 interviews (with only External Security end users). Per total, 28 (15+13) interviews were performed &
questionnaires were completed.


Deliverable: D6.1
From the beginning of the INSEC implementation, the Consultant partners decided to use this tool also as a supporting
mechanism for the training needs identification of actors related to security sector (even as External end users). Based
on the information received from Consultant partners, FMMC made its own analysis – for each specific area of interest –
and identified the existing problems and afterwards proposed solutions (as driving ideas) that could be solved by training
sessions. All other Consultant partners received the analysis result, improved it (if it was the case) and gave their final
acceptance.
Consultant partner performing interview External end users interviewed / questioned

/ completing questionnaire Security sector Other sectors
ALMACG 2 1
EFPC - 1
FMMC 2 3
ADVISIO 2 2
GLOBAZ - -
EVERIS 1 2
INSEC end users performing interview External end users interviewed / questioned
/ completing questionnaire Security sector Other sectors
EASS 1 1
AICPA 2 -
CoS 3 -
BIA 1 1
MAI – RBP 1 -
ORFK - 1
PAG - 1
TOTAL 15 13
Table 7 – Best practice questionnaire: distribution per INSEC partners
5.3.1. SECURITY END USERS
Area of interest: Corporate culture (innovation policy and culture)

 more than 50% (8/14) declared that their organization did not produced/has an innovation policy (even
together/included within other general policies of the organization) (FMMC)
 the interviewed parts asked about practical benefits and necessities behind having an effective innovation policy in
practice (ADVISIO)
Training themes proposed to answer at the problems identified: Innovation strategy development


Deliverable: D6.1
Area of interest: Corporate strategy (strategy formulation and deployment)

Problems identified: many organizations (7/14) did not prepare an innovation plan (or similar documents) assisting at
the implementation of the organization strategy
Training themes proposed to answer at the problems identified: Innovation plan development
Area of interest: Management model (monitoring and controlling system)

Problems identified: lack of financial sources dedicated for innovation activities; lack of mechanisms for measuring and
optimising the innovation costs
Training themes proposed to answer at the problems identified: Project management

Problems identified: 6/8 declared only have organized innovation-focused training sessions; in general, the
organizations do not use specific teams/departments for managing and developing innovation (6/14); lack of (managerial)
methods/mechanisms to identify (potential) gaps between skills available and needed competencies in innovation (in
order to adjust specific training programs) (6/14); it is a need for organizations to have actions / programs to motivate,
encourage and acknowledge innovation, creative thinking, teamwork……afterwards to assess the level of employee
involvement in those programs for promoting innovation . ……. also, it is a need for rewarding people participating at
innovation actions (3/14)
Training themes proposed to answer at the problems identified: Knowledge management; Improve the innovative
skills/culture (pro-innovative culture)

 in most of the cases (10/14), organization do not have a knowledge management model (procedures for
identification, collection, sharing, improvement and application of knowledge) (FMMC)
 Information detaining the reasons why a knowledge management model can be constructive (ADVISIO)
Training themes proposed to answer at the problems identified: Knowledge management

Problems identified: there were not declared specific premises for innovation activities (11/14); lack of information
systems for supporting external interaction with 3rd parties in the innovation process (identification, collaboration, etc.)
(4/14)
Training themes proposed to answer at the problems identified: Technology watch; Technology audits; tools for
monitoring technology needs

Problems identified: In most of the cases, the organizations do not have a specialized department focused on fund-
raising activities for R&D and other innovation activities (2/14)


Deliverable: D6.1
- More than 50% (8/14) declared that their organisation did not produced/has an innovation policy (even
together/included within other general policies of the organisation);
- Many organisations (7/14) did not prepare an innovation plan (or similar documents) assisting at the organization
strategy implementation.
- They reported a lack of financial sources dedicated to innovation activities as well as a lack of mechanisms for
measuring and reducing the innovation costs;
- 6/8 declared only having organized innovation-focused training sessions. In general, the organizations do not
use specific teams/departments for managing and developing innovation (6/14);
- Lack of (managerial) methods/mechanisms to identify (potential) gaps between skills available and needed
competencies in innovation (in order to adjust specific training programmes)
- It is a need for organizations to have actions / programmes to motivate, encourage and acknowledge innovation,
creative thinking, teamwork……afterwards to assess the level of employee involvement in those programmes for
promoting innovation . ……. also, it is a need for rewarding people participating at innovation actions
- In most of cases (10/14), organization do not have a knowledge management model (procedures for
identification, collection, sharing, improvement and application of knowledge)
- There were not declared specific premises for innovation activities (11/14)
- Lack of information systems for supporting external interaction with 3rd parties in the innovation process
(identification, collaboration, etc.)
- No restrictions for cooperation with SMEs;
- In most of the cases, the organisations do not have a specialised department focused on fund-raising activities
for R&D and other innovation activities (2/14)
Please find below the training themes proposed to answer at the identified needs of the External end users – security
sector, by using the questionnaire and/or interview method:

identified
Corporate culture (attitude, creativity, change, risk, improvement  Innovation strategy development
Corporate strategy (development, deployment, strategic plan)  Innovation plan development
Management model and Organization (innovation management,  Project management
results exploitation, assessment of results, rewards, champions,  Knowledge management;
awareness- raising  Improve the innovative skills/culture (pro-innovative
culture)
Knowledge, Services and Processes (expertise, training, IPR,  Knowledge management
quality, creativity, coaching, ethical
Technology & tools (monitoring, criteria for selection, technology Technology watch;
trends, market watch, regulation, procurement Technology audits;
 Tools for monitoring technology needs
Financing and funded RDI projects (budget, projects, business  Project management
plans, FPs, obstacles, collaborations
Table 8 – The proposed training themes after best practice questionnaire analysis (security sector)
In Annex 8 could be found the inputs received from External end users at questionnaires
5.3.2. OTHER (SECTORS) END USERS
Area of interest: Corporate culture (innovation policy and culture)


Deliverable: D6.1
 more than 50% (7/13) declared that the organization did not produce/has an innovation policy (even
together/included within other general policies of the organization);
 Less than 50% have mechanisms to communicate the innovation policy to employees (FMMC)
 the interviewed parts asked about practical benefits and necessities behind having an effective innovation policy in
practice (ADVISIO)
Training themes proposed to answer at the problems identified: Innovation strategy development
Area of interest: Corporate strategy (strategy formulation and deployment)

Problems identified: development of strategic plans
Training themes proposed to answer at the problems identified: Innovation plan development
Area of interest: Management model (monitoring and controlling system)

Problems identified: no mechanisms used for controlling and monitoring innovation (7/13)

Problems identified: need for specific internal training on innovation; in many cases (4/13), the organizations do not use
specific teams/departments for managing and developing innovation; lack of (managerial) methods/mechanisms to
identify (potential) gaps between skills available and needed competencies in innovation (in order to adjust specific
training programs); it is a need for organizations to have actions / programs to motivate, encourage and acknowledge
innovation, creative thinking, teamwork……afterwards to assess the level of employee involvement in those programs for
Training themes proposed to answer at the problems identified: Knowledge management; Improve the innovative
skills/culture (pro-innovative culture)

Problems identified: in most of the cases, (10/13) organization do not have a knowledge management model
(procedures for identification, collection, sharing, improvement and application of knowledge)
Training themes proposed to answer at the problems identified: Knowledge management

Problems identified: lack of information systems for supporting external interaction with 3rd parties in the innovation
process (identification, collaboration, etc.) (2/13); lack of mechanisms for managing technology providers (8/13); lack of
mechanisms for communicating technological requirements to providers or giving them feedback on their technologies for
improvement (9/13)
Training themes proposed to answer at the problems identified: Technology watch; Technology audits; tools for
monitoring technology needs


Deliverable: D6.1

Problems identified: In most of the cases, the organizations do not have a specialized department focused on fund-
raising activities for R&D and other innovation activities (9/13)
- More than 50% declared that their organisation did not produce/has an innovation policy (even together/included
within other general policies of the organisation)
- Less than 50% have mechanisms to communicate the innovation policy to employees (7/13)
- No mechanisms used for controlling and monitoring innovation (7/13)
- Need for specific internal training on innovation;
- In many cases (4/13), the organisations do not use specific teams/departments for managing and developing
innovation
- Lack of (managerial) methods/mechanisms to identify (potential) gaps between skills available and needed
competencies in innovation (in order to adjust specific training programmes)
- It is a need for organizations to have actions / programmes to motivate, encourage and acknowledge innovation,
creative thinking, teamwork……afterwards to assess the level of employee involvement in those programmes for
- In most of the cases, (10/13) organisation do not have a knowledge management model (procedures for
identification, collection, sharing, improvement and application of knowledge)
- Lack of information systems for supporting external interaction with 3rd parties in the innovation process
(identification, collaboration, etc.) (11/13)
- Lack of mechanisms for managing technology providers (8/13)
- Lack of mechanisms for communicating technological requirements to providers or giving them feedback on their
technologies for improvement (9/13)
- In most of the cases, the organisations do not have a specialised department focused on fund-raising activities
for R&D and other innovation activities (9/13)
Please find below the training themes proposed to answer at the identified needs of the External end users – other
sectors, by using the questionnaire and/or interview method:

identified
Corporate culture (attitude, creativity, change, risk, improvement  Innovation strategy development
Corporate strategy (development, deployment, strategic plan)  Development of strategic plans
Management model and Organization (innovation management,  Project management
results exploitation, assessment of results, rewards, champions,  Knowledge management;
awareness- raising  Improve the innovative skills/culture (pro-innovative
culture)
Knowledge, Services and Processes (expertise, training, IPR,  Knowledge management
quality, creativity, coaching, ethical
Technology & tools (monitoring, criteria for selection, technology Technology watch;
trends, market watch, regulation, procurement Technology audits;
 Tools for monitoring technology needs
Financing and funded RDI projects (budget, projects, business  Project management
plans, FPs, obstacles, collaborations
Table 9 – The proposed training themes after questionnaire analysis (other sectors)


Deliverable: D6.1
The Annex 8 presents the answers/ inputs received from External end users at questionnaires.
5.4. Other actions supporting the training themes
5.4.1. REVIEW OF THE INSEC D.3.2. – SEGMENT INNOVATION ECOSYSTEM REPORT DRIVING
IDEAS EXTRACTED
Area of interest and Driving ideas (possible solutions for

Problems identified
analysis improvement)
 Improve innovation by reducing internal

they are aware of innovation; a strong subordination bureaucracy (procedures, processes);
Corporate culture (cultural and strategic); change & risk are not easily
 Counseling on risk & change
(attitude, creativity, accepted; a highly innovative corporate culture;
acceptance (they are stability seekers!);
change, risk, creative thinking is welcome and appreciated; have
 Enhance the organizational culture
improvement) time to improve activity (mainly understood as time
(conservative by nature) and also
for training)
creativity capacity
Innovation widely formulated in strategy (5/7) but only

 Define innovation objectives on
Corporate strategy 3/7 delegated innovation responsibilities and 1/7
medium-long term instead centered in
(development, presented an innovation plan; no long term
day-by-day tactics ;
deployment, strategic objectives driving the innovation strategy ; focused
 Define clearly the innovation within
plan) more on internal innovation aspects (processes,
institutional strategy
services, technology)….while external is left aside
Management model Innovation is rarely founded within the management

and Organization models (2/7); only 1/7 declared the existence of an
 Creation of tools / systems for
(innovation innovation dept. but 6/7 can identify “champions in
evaluating the results of innovation
management, results innovation”; no clear mechanisms/indicators for
(including PM skills);
exploitation, measuring the results of innovation even most (4/7)
 Practices for rewarding those who
assessment of results, declared the internal acknowledge / reward on
have achieved relevant results
rewards, champions, innovation ; innovation/project management is
awareness- raising) performed internally mostly
Opened for training activities but only few conducted  Provide advanced training
Knowledge, Services
innovation-focused internal training sessions (3/7); (management skills) – to prepare
and Processes
training needs – ProjM, InnovM, FinM, procurement; “engines” within the organizations;
(expertise, training,
only 3/7 reported generating IPR; and none share  Improve the IPR management;
IPR, quality, creativity,
any; Quality management was generally addressed;  Organize more creativity sessions and
coaching, ethical)
(4/7) compared with innovation management (2/7) formal coaching for innovators
All use technologies, competencies and know-how of  They asked for a database with
Technology & tools external suppliers identified by different means; technology providers/knowledge;
(monitoring, criteria for market monitoring (technology trends) is not  More direct information from suppliers
selection, technology performed by a systematic approach; budget and specialized teams for market
trends, market watch, constraint , public procurement, legal regulations and monitoring (technology trends);
regulation, bureaucracy were reported as barriers to access  Reduce bureaucracy (public
procurement) relevant technologies; no special policies for dealing procurement is over-regulated, with very
with SMEs rigid and bureaucratic procedures)


Deliverable: D6.1
 Increase the level of exploitation of

Financed by public budgets; private funding is
other financial sources than public in
uncommon (be further developed); do not have the
Financing and funded order to boost innovation within
capacity for co-financing; budget for innovation is
RDI projects (budget, organizations and increase
very small, between 0-2%; none defined means for
projects, business competitiveness; obstacles for applying
economically assessing the results of innovation;
plans, FPs, obstacles, for RDI funds – lack of human
none use mechanisms for anticipating financial
collaborations) resources, co-financing sources and
results of innovations; all know about RDI policies but
strategy;
few participated in projects
 Training in PM
 New paradigm of open innovation need

Differs depending on the relational sphere considered to be explored;
Collaboration and – level of interconnection with state is strong while  Connection with thematic experts’
networks with private industry and innovation ecosystem networks could be beneficial for RDI;
remained underdeveloped.  Increase the cooperation with private
sector
Table 9 – Review and correlation with D.3.2.
Please find below the training themes proposed to answer the identified INSEC end- user needs, by using the
interpretation of INSEC D.3.2. – Segment Innovation Ecosystem Report
Training themes proposed to answer at problems

Area of interest and analysis
identified
 Organizational (pro-innovation) culture;

Corporate culture (attitude, creativity, change, risk,  Risk management;
improvement)  Change management;
 Creativity improvement
Management model and Organization (innovation

 Assessment of innovation results
management, results exploitation, assessment of results,
Project management
rewards, champions, awareness- raising)
 Improvement of the management skills

Knowledge, Services and Processes (expertise, training, IPR,
 IPR management
quality, creativity, coaching, ethical)
 Creativity training sessions
Technology & tools (monitoring, criteria for selection,

 Technology watch
technology trends, market watch, regulation, procurement)
Financing and funded RDI projects (budget, projects, business  Financing RDI at national and European level (various
plans, FPs, obstacles, collaborations) other than public sources)
 Assessment of economic impact of innovation;

Collaboration and networks
Collaboration management
Table 10 – Training themes proposed after interpretation and correlation with D.3.2.


Deliverable: D6.1
5.4.2. STANDARDISATION OF INNOVATION MANAGEMENT

Over the last 15 years, innovation as an activity has become broader, more complex and increasingly collaborative.
Some elements arguing in favour of a systematic approach to innovation (towards a Unified Innovation Management
Standard?):
 the concept of innovation is becoming broader and more complex: from closed to open innovation, internally
versus externally oriented process, can now start in emerging economies/markets and not only in mature ones, etc.;
 Innovation Strategy and Culture matter enormously: the right and relevant cultural component in place secures
the right attitude towards innovation, it is not how much companies spend on R&D that determine success – what
really matters is how those R&D funds are invested in talent, process and tools; a correct (and continuous)
integration of innovation in the overall organization strategy;
 Innovation does not just “happen”: luck does not suffice when it comes to innovation – with customer demand and
competitive pressure increasing as well as operating excellence making organizations leaner and leaner, the odds of
innovation happening by chance have decrease; a more proactive approach is needed;
 Confusion and its lasting reign/rule: the puzzlement, confusion among entities must be also considered (and
answered) – what innovation is, what it can do and why it should be formally managed? – even companies at the
forefront of new products/service development struggle to maintain a robust model that sustains innovation
Also, organizations agree that they need to innovate and acknowledge the existence of a knowledge gap in terms of a
systematic approach to their innovation processes (an Innovation Management Standard).
What is Standardization? - The voluntary process of developing technical specifications based on consensus among all
interested parties (industry including SMEs, consumers, trade unions, public authorities, etc). Standardization is carried
out by independent standards bodies, acting at national, European and international level.
At European level, the CEN/TC 389 “Innovation Management” standard was started in November 2008. The project was
initiated by Spanish entity AENOR. Most active countries include Spain, Germany, the Nordics, Portugal, Ireland, UK
and France.
Table 11 presents some standardisation processes related to Innovation management started or under
implementation within the INSEC partners’ countries. The idea was to understand if the training themes resulted
within the INSEC project are correlated with the content of the Innovation management standards.


Deliverable: D6.1
Country Standard Appearance Actual status Scope Content (possible training themes)
A more systematic approach to innovation – to

manage all the aspects fostering innovation  Innovation management (IM) system;
TC 389 is currently capabilities (business and innovation strategies, +
CEN/TC 389 working on a organizational structures, continuous Additional issues, such as:
EU level Innovation 2008, Nov Technical improvements) as well as necessary tool,  IM assessment;
management specification with mechanisms and processes (resource  Creativity management;
different parts management, technology watch, competitive  Collaboration management;
intelligence, creativity, benchmarking, knowledge  Design thinking.
valorization, etc.)
 Innovation Management (IM);

ASRO/CT 383 To provide general principles and guidelines for
 IPR Management;
RO Innovation 2011 public analysis business development through innovation, for
 Technology Transfer;
Management any type of organization.
 IM assessment.
Certification of Research, Development and

Innovation management systems, based on a Specifies requirements for management
NP 4457 RDI
model of innovation supported by the interface system of RDI; applicable to any kind of
PT Management 2007
and interaction between scientific/technological innovation: products, process, organizational,
systems
knowledge, organizational knowledge as well as marketing or a combination of these.
markets and society in general
Under the direction of the Standards Policy and

Innovation
Strategy Committee, is responsible for the UK
Management -
input to CEN/TC 389 Innovation Management  Innovation Management
UK Collaboration and 2012 public analysis
and responsible for the development of the UK-  Collaboration and Creativity Management
Creativity
led standard: Innovation Management -
Management
Collaboration and Creativity Management
ES, EE, FR - - - - -
Table 11 – Innovation Management Standardisation


Deliverable: D6.1
5.4.3. ANALYSIS OF OFFICIAL REPORTS

During task 6.1, the W P6 leader (FMMC) performed some analysis of official documents in order to identify
problems of actors from security sector and understand (from other sources) their needs related to innovation
subjects.
Also, FMMC made an analysis of official documents and reports (related to innovation aspects) in order to better
understand the different answers of INSEC (as well as External) end users at questionnaires and interviews, and to
better address those problems expressed through the (general) training themes. The documents that have been
analysed are:
 The Global Innovation Index 2012
 The Global Competitiveness Report 2011-2012;
 The Innovation union scoreboard 2011 (presenting the Innovation Union/s performance scoreboard for
research and innovation, 7.02.2012)
By the analysis carried out, the “level of the innovation” within INSEC partners’ countries has been identified
(correlated with the rank of each partner country from the total countries – see within the table below).
Countries name Global Innovation Global Competitiveness Innovation and Innovation rank
Index rankings Index rankings (rank/142 sophistication (rank/142
(rank/141 countries) countries) factors (rank/142 countries)
countries)
Switzerland 1 1 1 1
UK 5 10 12 13
France 24 18 17 17
Estonia 19 33 37 30
Spain 29 36 33 39
Portugal 35 45 38 32
Hungary 31 48 52 34
Romania 52 77 99 95
FYROM 62 79 104 105
Table 12 – Innovation rank per INSEC partner countries
Note:
 The Global Innovation Index 2012 (inputs: institutions, human capital and R&D, infrastructures, market sophistications,
business sophistication // output: knowledge, technology and creative outputs
 The Global Competitiveness Report 2011-2012 (basic requirements: institutions, infrastructures, macroeconomic
environment, health and primary education // efficiency enhancers: higher education and training, market efficiency, labor
market efficiency, financial market development, technological readiness, market size // innovation and sophistication
factors: business sophistications and innovation)
If we look at the final 2 columns, we can easily understand that from a total of 141 (respectively 142 countries) the
majority INSEC partner countries are within the first third (UK, France, Estonia, Portugal, Hungary and Spain) with
only 2 countries (Romania and FYROM) within the second half (at a long distance from the first category). Also
within the first group of countries can be identified 2 (UK and France) being somehow separated by the rest as well
as a concentration of the remained ones (rank 30, 32, 34 and 39). Considering the level of innovation of these
countries as an indicator of their needs (see the inputs/outputs included within the analysis performed within the
above mentioned reports), of course not only for actors from security sector, it is obvious that the next phase of the


Deliverable: D6.1
INSEC project (task 6.4 – organization of classic training sessions) must be more focused on the real needs and
problems of the INSEC (and External) end users from each country where the sessions will be organised.
More information regarding the ranks of the INSEC end user countries for innovation and sophistication factors: i)
business sophistications and ii) innovation are presented in Annex 9.
The same conclusions can be done if we analyse the innovation performance of the EU member states (figure 4).
Fig. 4 – The EU member states’ innovation performance
Source: INNOVATION UNION SCOREBOARD 2011, The Innovation Union's performance scoreboard for
Research and Innovation, 7 February 2012
Note: Average performance is measured using a composite indicator buidling on data for 24 indicators going
from a lowest performance of zero (0) to a maximum possible performance of one (1). Average performance in
2011 reflects performance in 2009/2010 due to a lag in data availability.
From figure 4, we can easily understand that the average of the innovation performance of Romania (as modest
innovators) is far away from UK, France and Estonia (as innovation followers), in between being the innovation
performance of Hungary, Portugal, Spain (as moderate innovators). From this point of view, even if the proposed
training list try to promote now some common training themes, it is clear that for the next step of the project (task
6.4 – Organisation of classic training sessions), the training subjects mus be cusmotized according to the “national”
needs.
From analysis of other (security) related documents resulted the followins needs:
Report / document / study Problems or needs

“Study on the Competitiveness of the EU security
industry” within the Framework Contract for Sectoral “Weaknesses in international IPR systems have been pointed to
Competitiveness Studies – ENTR/06/054; Final Report, as an issue of concern…..”
Client: Directorate-General Enterprise & Industry, Nov
– 2009, page 63
Ibidem “Within the EU, differences in national procurement rules are seen


Deliverable: D6.1
as a contributing factor to fragmentation of the European market for

security equipment, in particular where such public procurement
behavior appears to favor national providers”.
“Study on the Competitiveness of the EU security “It appears that there is a lack of mutual understanding between
industry” within the Framework Contract for Sectoral policy makers and the security industry sector. […] ……….on the
Competitiveness Studies – ENTR/06/054; Final Report, demand side (i.e. security equipment procurers and users),
Client: Directorate-General Enterprise & Industry, Nov particularly in the public sector, need to be better informed
– 2009, page 64 (educated) about security technologies and capabilities.”
“Industry analysis and stakeholder consultation have made clear that
“Study on the Competitiveness of the EU security one of the most significant problems the industry is facing is the
industry” within the Framework Contract for Sectoral absence of European and common international standards for
Competitiveness Studies – ENTR/06/054; Final Report, security.”
Client: Directorate-General Enterprise & Industry, Nov Comment: Standards are facilitators to market access for innovative
– 2009, page 67 products, services and processes but they are also diffusion
mechanisms for R&D knowledge.
Training and enhancement of skills. First, in terms of the supply-side
of the sector, efforts could be made to address shortages of
suitably skilled technical workers …………. On the procurement
“Study on the Competitiveness of the EU security side, efforts are required to better inform and educate
industry” within the Framework Contract for Sectoral procurement decision-makers on security issues and technologies,
Competitiveness Studies – ENTR/06/054; Final Report, and to enable them to make better informed decisions regarding
Client: Directorate-General Enterprise & Industry, Nov choices over security equipment and systems and their effective
– 2009, page 80 implementation. Further, with regard to users and operators of
security equipment, raising and maintaining (updating) of
professional skills in response to changing security environments
and technologies is an issue
“Study on the Competitiveness of the EU security “………, due to the reactive environment in which the security
industry” within the Framework Contract for Sectoral industry operates and the need to quickly adapt technological
Competitiveness Studies – ENTR/06/054; Final Report, solutions to market demands, rapid and flexible access to required
Client: Directorate-General Enterprise & Industry, Nov skills is of considerable importance ”Comment: (e-skills initiative for
– 2009, page 81 security sector)
“Lack of knowledge about the program: Senior managers in the
user organizations may not be aware of FP7 and its potential benefits
FP7 SECURITY ADVISORY GROUP, ANNUAL
to their organization. More work should be focused in this area,
SUMMARY, June 2011 – June 2012, page 13
communicating the existence and benefits to senior officers and
influencers in user organisations”.
“Lack of knowledge among end users: Industrial R&D and
researchers speak a language that is not familiar to many end users
and uses tools that end users are not used to (mainly a "project
management" language). This, on top of language barriers, is an
important deterring factor in the participation of "real end users" in
FP7 SECURITY ADVISORY GROUP, ANNUAL
projects ("we don't have the persons with the right profile"). This also
SUMMARY, June 2011 – June 2012, page 14
creates frustration among the industry / researchers ("end users don’t
know what they want"). As part of the project, a training program
for end users on "innovation", "project management" should be
offered. This will streamline the work and considered as an added
value to the participation by the end users.”
“Real Participation of End Users: Ideally, end-users should be
involved in project proposals from the start, and indeed might take a
leading position. However, partly because of FP7 financing rules,
end-users may only become involved late in a proposal generation
ibidem and have limited direct engagement in the execution of a project.
Some projects involve users through an "advisory board", but this is
not seen as a satisfactory alternative to full participation, as they tend
to have limited power to influence the end results of the project”.
Comment: training in Project Management
FP7 SECURITY ADVISORY GROUP, ANNUAL “Stimulating an innovative culture in user organizations. If end
SUMMARY, June 2011 – June 2012, page 15 users are to become engaged in research and innovation projects, it


Deliverable: D6.1
is of importance they have an innovative culture themselves, with

internal procedures that support adoption of new ideas. This
embraces a wide set of aspects from organizational governance to
how managers are incentivized. [….]. One answer is for
researchers to seek out user organizations that have developed an
innovative learning, and focus engagement on them, then use that
relationship to lever in others. This requires detailed knowledge of
organizations and the people in them (the outlook of their leaders is
very significant). Few research teams or even companies have the
resources or networking ability to deduce this. A potentially
important idea for engaging innovative end-users is the use of ‘living
labs’ where new ideas for products and processes can be
demonstrated and tested in a realistic context with real end-users
taking part. In other domains (e.g. consumer electronics, defense)
this approach has been used with success and proves an effective
way to clarify needs, stimulate uptake of ideas that reduce costs or
enhance capability, and reduce risk for procuring organizations.
This type of facility should be considered as part of the H2020
program, either as a central facility, or by providing a federating
management umbrella for distributed capabilities that might be with
user or industry organizations. .”
“Among the public sector, including RDIs management, there is an
Functional Review of the (Romanian) Research, overall lack of substantive knowledge and awareness on the IP
Development & Innovation Sector, 2012, page 27 regulatory framework and its impact on the commercial exploitation
of the R&D-I results.”
Table 13 – Analysis of other reports and documents


Deliverable: D6.1
6. Conclusions:
6.1. Final list of the training themes
The final training list resulted from a comprehensive analysis of the feedback and correlation of the following
elements:
 The proposed training list / themes after questionnaire performance;

 The proposed training lists / themes after interviews performance;
 The proposed training list / themes after “best practice” questionnaire performance (collaboration with
WP5)
 The training priorities declared by INSEC end users
 Other analysis performed:
o correlation with D.3.2 (collaboration with WP3)
o correlation with some other official reports, documents and procedures
The proposed training themes are presented in Annex 10.
The final list is presented in table 14 (please see also section 6.2.):
16
General training themes Specific training themes
 Institutionalizing Innovation inside the organization: creation of an

innovation structure (start small grow big);
 Techniques for development of activities' productivity;
Development of innovation strategy
1  Innovation policy: needs and benefits;
(plan)
 Requirements for innovation management within an organization;
 Assessment of (organizational) innovation capacity;
 How to build up an innovation strategy
Innovation in general - what is
 How to measure innovation;
innovation? how it can be defined?
2 what it contains and benefits? how to  Evaluation of innovation results
build it up?
 (Innovation) Project Management;
3 Project management  Tools & methods for (economically) forecasting the results of innovation
projects
 How to conduct a technology watch?
4 Technology watch
 Link technology watch & technology road-mapping
Financing RDI at national and European  Financial training on FPs rules and regulations;
5
level  Training on general FPs aspects
 How to shift paradigm from closed innovation to crowdsourcing;
6 Collaboration management  Open innovation concept (from closed to open innovation)
 Outsourcing innovation
 Required elements for a pro-innovative culture;
7 Organizational (pro-innovation) culture  Overcoming resistance to innovation;
 Motivation (process & techniques)
8 Creativity improvement / management  How to conduct a creativity session
9 IPR management  Training on IPR protection
16
All the specific training themes defined by Consultant partners (see Annex 11/Table) were taken and included within the list of
the themes to be checked and validated by INSEC end users, according with their interest .


Deliverable: D6.1
 How to acquire knowledge from internal and external sources;

Knowledge management (tools,
10  Why an efficient knowledge management model supports innovation?
processes, interest)
 How the knowledge management system can enhance innovation?
11 Technology audits  How to conduct an internal technology audit
Table 14 - List of the training needs identified within INSEC project
After finalization, the list with the training themes was submitted to leader of task 6.2 (GLOBAZ) in order to start defining the
structure of the e-learning system and chose the first (feasible) modules in order to develop training courses materials.
6.2. Acceptance process of the proposed training themes
The acceptance of the proposed training themes was not a simple question at the end of the game but a serious
process that was performed during the whole duration of the task 6.1. implementation (correlated also with other
INSEC tasks implementation for this period). The acceptance process was also a “check point” regarding the
quality of the works carried out, analysis performed, interpretations considered by those making analysis.
The process approval involved both main actors within INSEC, namely the Consultant partners as well as the
INSEC end users.
The Consultant partners were asked to express their point of view (for improvement where necessary) whenever
an important phase concerning the identification of the training needs has been accomplished and a next step was
necessary. Thus, the Consultant partners have
 contributed at the creation and accepted the final version of the (complex) questionnaire used for collecting
information and data from INSEC end users;
collected information from and analysed the quality of the inputs provided by INSEC end users;
discovered potential needs and found & proposed solutions at INSEC end users problems, and
 checked, proposed and validated the various lists with the training themes proposed, including the final
version with the final proposed training themes.
The Consultant partners have reacted in time and with highest professionalism at any request of the task 6.1.
responsible on the specific aspects of this activity.
The table presenting the acceptance (and improvements) received from all the Consultant partners on the training
themes proposed is presented in Annex 11.
As mentioned above, INSEC end users were also involved into the process approval, but less than Consultant
partners. They have
 expressed their views regarding the structure of the questionnaire (helping the Consultant partners to
reduce as much as possible its complexity);
provided information concerning their needs and problems by using the questionnaire;
checked and validated the list of the training themes proposed by Consultant partners.
INSEC end users have answered in due time and with highest professionalism at any request of the task 6.1.
responsible on the specific aspects of this activity.
The table presenting the acceptance (and improvements) received from all the Consultant partners is presented in
Annex 12.


Deliverable: D6.1
7. Publishable information
All information contained in this document, being a public deliverable, may be published on the INSEC Project`s
website or on other dissemination tools in the context of the project. Excluding that included in the Annexes section
as this is internal auxiliary content.


Deliverable: D6.1
8. Annexes
Annex 1 - Short description of INSEC end users
INSEC end
Short INSEC end user description
user - acronym
The Estonian Academy of Security Sciences (EASS), Estonia, is an institution of professional
higher education which was created in the year 1992 after the Republic of Estonia regained its
independence. The Academy belongs in the area of government of the Ministry of Internal
Affairs (National Authority), while meeting the requirements provided for schools by the Ministry
EASS of Education and Research. The EASS is member of European Police College (CEPOL),
Association of European Police Colleges (AEPC), Baltic University Network, EURASHE,
NISPAcee, as well cooperates with FRONTEX, EFSCA and other European-wide agencies,
organizations and networks.
The “Alexandru Ioan Cuza” Police Academy (AICPA) in Bucharest, Romania, is a public
institution with legal personality, part of the accredited state higher education network. The
Academy is accredited and works in conditions of university autonomy. There are three active
AICPA faculties in the Academy (the Police Faculty, the Fire Faculty and the Archive Faculty), which
ensure the initial training, through bachelor studies for officers and other specialists of the order
and public security system of Romania.
The City of Skopje – Republic Macedonia (CoS) main activities are fire extinguishing, rescue of
citizens engaged in fires and explosions, technical assistance in the occasion of accident and danger
CoS situations, establishing tire fighting. The goal is to improve the organisation effectiveness using
innovative methods, easy to manage and implement, with a purpose of reducing the eventual
hazardous scenarios to the society and raising the public awareness as well as our preparedness
The Port Authority of Gijón (PAG) is one of the 28 Spanish Public port authorities, framed
both in the National Development Ministry and the Regional Transport Administration. The
city of Gijón has 300.000 inhabitants; it’s an industrial and commercial place, with numerous
manufacturing centres. The Port Authority is a public entity depending from both National and
Regional. Administrations. It is an administrative body which holds several industrial,
PAG commercial and educational entities such as the Port of Gijón, Marina of Gijón, EBHI Terminal
(European
Bulk Handling Installation) for minerals handling, Lonja Gijón-Musel for fishing markets, and the
Gijón Port Institute, focused to promote education,quality, environment, safety & security and
research issues inside the port community.
The Police Force of the Republic of Hungary (ORFK), authorised by the Police Act (Act
XXXIV of 1994 on Police) and other legal statues, in the scope of its duties, in the field of public
security, internal order, crime prevention, crime control and state administration shall act as a
general authority of criminal investigation operative in the prevention and disclosure of
criminal offences; proceed as an authority of administrative infractions taking part in the
prevention and exploration of administrative infractions; attend to tasks related to producing,
selling and using certain devices and substances which are dangerous to public security;
ORFK perform tasks as a traffic authority and a traffic policing body; perform policing duties related
to maintaining the order of public premises; protect the life and physical security of persons of
a particular importance in the interest of the Hungarian Republic and guard certain facilities;
license and supervise activities with the exceptions of those of policing agencies related to the
projection of persons and property and private investigation; perform tasks of maintaining
order assigned to its competence in a state of exigency, emergency, or a peril situation; carry
out any other duties assigned to it.
The Romanian Border Police (RBP) is part of the Ministry of Administration and Interior (MAI)
and is the specialized state institution which carries out the attributions appertaining to it and
referring to the surveillance and control of the crossing of the state border, the prevention and
MAI - RBP fight against illegal migration and against acts specific to cross border criminality carried out in
its area of competence, to the compliance with the judicial regime of the state border, passports
and


Deliverable: D6.1
foreigners, the ensuring of the interests of the Romanian state at the lower Danube and the
Sulina Canal located outside the border area, in the contiguous area and in the economic area
located in the exclusive economic area, the keeping of public order and peace in its area of
competence under the conditions of the law (art. 1 of the Emergency Ordinance no. 104 of
June 27th 2001 regarding the organizing and functioning of the Romanian Border Police).
The National Security Office (GNS), is a service of direct state administration, endowed with
administrative autonomy, which operates under the Presidency
of the Council of Ministers (PCM), with the Security Coordination Office, subject to the
Prime Minister of State or Government in whom one delegate "(Prime Minister's Office,
which sub-delegate to the Secretary of State for the Presidency of the Council of Ministers
GNS (PCM). GNS's mission is to ensure coordination and harmonization of procedures relating to
security of classified material on services, agencies and other entities with responsibilities for
security of classified materials, ensuring compliance with international commitments made by
the
Portuguese in this respect and exert as the authority for accreditation of individuals or entities, to
access and handling of classified materials.


Deliverable: D6.1
Annex 2 – Methodological approach for identification of the training needs (WP6 /

task 6.1)
Tools used in relation with end users Identification of the training needs:
INSEC end users

Innovation management
questionnaires
(including financing and cooperation aspects)
INSEC end users

interviews 1.…….. 1.…….. 1.……..
2.……. 2.……. 2.…….
INSEC external
end users 1.…….. 1.…….. 1.……..
interviews 2.……. 2.……. 2.…….
Security (external)
end users 1.…….. 1.…….. 1.……..
interviews 2.……. 2.……. 2.…….
Other (sectors)
(external) end 1.…….. 1.…….. 1.……..
users interviews
2.……. 2.……. 2.…….
Other
analysis
Draft list with the training needs
INSEC end users acceptance
Final list with the training needs
Training course materials (for e-learning) (Task 6.2)

INPUTS for:
Training materials for classic sessions (Task 6.4)

Deliverable: D6.1
Annex 3 – The structure of the INSEC end users questionnaire

The table below contains the questions submitted to INSEC end-users («Security organisation partners» in INSEC
Project). Later in the project other questionnaires will be defined and delivered to External end-users (as well as to
members of INSEC Advisory Board).
Number QUESTIONS
1 GENERAL
1.1. Specify your organisation's stated "mission" and "vision"
1.2. List and briefly describe your organisation's main activity areas
1.3. At what level does your organisation operate?
1.4. At what level does your organisation operate?
2 CORPORATE
2.1. Do you feel that an innovative attitude is a feature of your organisation's culture? Why?
2.2. Do you feel that your organization's management board encourages creative thinking? Why?
2.3. Do you feel that your organization's management board fosters innovation? Why?
2.4. Do you feel that change is easily accepted within your organisation? Why?
2.5. Do you feel that risks are welcome in your organisation as natural part of evolution?
2.6. Are employees allowed times for improving their activity? Why?
3 CORPORATE STRATEGY
3.1. Is innovation formulated as a corporate commitment in your organisation's strategy? How?
3.2. Does the role of CIO (Chief Innovation Officer), or similar, exist within your organisation? Who?
3.3. Does your organisation have an actual Innovation Plan? Please explain
In which areas does your organisation innovate? (services, processes, internal organisation and
3.4.
people, external relationship, new business models, technology)
3.5. Does your organisation endeavour to be aware of future trends in its fields of interest? How?
4 MANAGEMENT MODEL
4.1. Is innovation explicitly considered within your organisation's management model? How?
Is innovation in your organization restricted to one specific area or regarded as a pervasive activity?
4.2.
Please explain
4.3. Does an Innovation Department actually exist within your organization? Who leads it?
4.4. Are innovation results measured or analysed in your organisation? How?
4.5. Is an innovative attitude acknowledged or rewarded within your organisation? How?
Is project management / innovation management outsourced in your organisation to external
4.6.
companies? explain
5 PEOPLE & ORGANISATION
List, and briefly describe, functional or business areas within your organisation (departments)
5.1.
where innovation might occur; please explain
5.2. Specify innovation sponsors within your organisation (indicating position)
5.3. Identify "champions" in innovation within your organisation (indicating position)
5.4. Does your organisation launch internal awareness-raising actions concerning innovation?
5.5. Which competences or personal skills do you think are more important in the innovation process?
6 KNOWLEDGE
6.1. List, and briefly describe, your organisation's cutting-edge expertise areas (technology)
6.2. Does your organisation invest in training of its personnel?
6.3. Which are your organisation's actual training priorities? If yes, which training methods were used?
6.4. Which are your organisation's actual training priorities?


Deliverable: D6.1
Does your organisation generate IPR (intellectual property rights) in the development of its regular
6.5.
activity? If yes, describe your organisation's IPR policy if not, go to 6.8 directly
Does your organisation have IPR advisors? If not, specify how your organisation deals with IPR
6.6.
issues
Does your organisation share any IPR with other independent entity? If yes, specify how you
6.7.
regulate co-ownership on IPR issues
6.8. Does your organisation have a quality certification implemented? Which?
6.9. Does your organisation have a quality manager?
7 PROCESSES
7.1. Does your organisation regularly undergo reengineering / improvement of internal processes?
Is there in your organisation an actual innovation management process? if yes, describe
7.2.
if not, go to 7.4 directly
Has the implementation of innovation management systems lead to important results in your
7.3.
organisation? Why?
Do you know of any creativity session that took place within the last year in your organisation? if
7.4.
yes, which was the addressed topic?
7.5. Do you provide any form of coaching or guidance for "innovators" within your organisation? How?
7.6. Is your organisation running at this moment any kind of pilot for the validation of a service/initiative?
7.7. Does your organisation know and apply the concept of Privacy "by Design"? if yes, how?
7.8. Does your organisation know and apply the concept of Security "by Design"? if yes, how?
Is there any specific law applicable to your organisation because of its regular activity (national and
7.9.
European level)? If yes, which?
Does your organisation have a data protection policy? If yes, specify the reason and Data
7.10.
Protection Policy
Does your organisation have any ethical implications because of its regular activity? If yes, specify
7.11.
the reason and Ethical Policy
8 TECHNOLOGY & TOOLS
8.1. How would you rate the importance of technology in your organisation?
Does your organisation use technologies, competences and/or know-how that are provided by
8.2. external suppliers? If yes, how does your organisation find appropriate technology, competences
and/or know-how suppliers?
Select which categories of external technologies, competences and/or know-how you have
8.3.
used (in last 5 years), are needed presently and/or in the near future? (see below table)
Does your organisation actively monitor market and technology trends? If yes, name methods, tools
and sources that your organisation uses to find appropriate technology, competence and/or know-
8.4.
how suppliers;
If not, explain why?
What kind of methods and tools would your organisation additionally need in order to better find the
8.5.
relevant technologies and cooperate with the technology providers?
What kind of external services would your organisation additionally need in order to better find the
8.6.
relevant technologies and cooperate with the technology providers?
8.7. What are the most relevant criteria for selecting technology providers?
8.8. What kind of impact national or international legal regulation implies to the selection process?
8.9. How do you validate in your organisation suitability of a new technology prior its acquisition?
What are the main limitations to access the relevant technologies and/or cooperating with the
8.10.
technology providers?
8.11. How do public procurement regulations affect the access and adoption of relevant technologies?
8.12. Does your organisation work with SME (Small and Medium Enterprises) technology Providers?
8.13. Do you work with Micro-SMEs Technology Providers?
8.14. Does your organisation have specific policies in place for working with SME technology providers?
Does your organisation have specific policies in place for working with SME technology providers?
8.15.
If yes, does this delay/prohibit working with these companies?
What IPR issues, if any, have you come across when working with SME technology providers?
8.16.
Describe. How did you resolve these issues?
Do the SME technology providers work on your premises and integrate into your departmental
8.17.
teams during the development and starting phases of introducing new technology products/services


Deliverable: D6.1
into your organisation?

What, in your experience, are the advantages and disadvantages of working with SME technology
8.18.
providers?
8.19. Is your organization currently involved in any PPP (Public–private partnership) with any SME?
8.20. Does your organisation make use of any internal collaborative platform?
8.21. Does your organisation make use of tools for management support?
What are the main results of the introduction of new/innovative technologies in terms of services
8.22.
provided? (more clients, more quality, more efficiency)
What are the main results of the introduction of new/innovative technologies in terms of
8.23.
organisation? (change in processes, change in relationship, in structure)
What are the main results of the introduction of new/innovative technologies in terms of human
8.24.
resources? (new personnel, reduction of staff, reconversion of staff, training needs)
9 PRODUCTS & SERVICES
9.1. Who are your organisation's clients?
9.2. Who are your organisation's final users?
9.3. List and briefly describe the type of services provided by your organisation
Has any new service/product/initiative been developed in your organisation within the last two
9.4.
years? If yes, which?
Is your organisation involved at this moment in any innovative activity/project (other than INSEC)?
9.5.
If yes, which?
Which practices do you believe can be considered "Best Practice" resulting in
9.6.
improvements/advancements in the products and services your organisation is producing?
9.7. Has your organisation written any case studies related to this?
10. FINANCING
Which are the traditional ways of funding of your organisation activities? Funds from authorities
10.1.
(public)? Funds from competition (project-based)? Private funds? Other sources?
10.2. Does your organisation have the capacity to ensure self-financing?
Indicate the estimated share of your organisation's last fiscal year annual budget devoted to
10.3.
"innovation"?
10.4. Do you define in your organisation a business plan before a new innovation is launched?
Have you defined in your organisation quantitative means for economically assessing the result of
10.5.
innovations?
Does your organisation have a specialised team/department to search for financing sources
10.6.
(national/international)?
11. FUNDED RDI PROJECTS
11.1. Are you informed about RDI policies or existing funding sources/programmes funding RDI?
Has your organisation had successful experiences with participation in FP7 (Seventh Framework
Programme)? If yes, how many FP7 projects has your organisation participated in since 2007?;
11.2.
How much FP7 funding was received?; Was it as coordinator or partner?; Please list 3 main
project results which benefited your organisation
Has your organisation participated in RDI international programmes other than FP7? If yes, indicate
11.3.
the programmes where your organisation was funded
Do the RDI activities of projects in which you have participated contribute to improvement of your
11.4. team/organisation activities? If yes, indicate 3 main improvements within your activities; If not, what
skills or assets are prone for improvement?
What are the main obstacles that your organisation faces when applying for RDI funds? lack of
11.5. strategy; inadequate norms/standards; inadequate legislations; Legislative changes; Lack of human
resource; Lack of co-financing sources; others
Which would be the most important sections of your organisation that should be invested to
11.6.
increase the degree of innovation?
12. COLLABORATION & NETWORK
12.1. How many international organisations have you cooperated with in RDI between 2008 and 2011?
12.2. List which government bodies your organisation is linked to
12.3. List which national regulatory agencies specifically govern your organisation's activity
12.4. List which RDI centres your organisation is linked to


Deliverable: D6.1
12.5. List which technological parks your organisation is linked to

12.6. List which industrial platforms your organisation is linked to
12.7. List which professional associations your organisation is linked to
12.8. List which civil forums/associations/foundations your organisation is linked to
List which universities or research/science university departments which your organisation is linked
12.9.
to
12.10. List other stakeholders of interest to your organisation
Is your organisation currently involved in any collaboration initiative with a university or other
12.11.
academic institution?
12.12. Does your organisation participate in any national innovation program? Which?
12.13. Does your organisation belong to any innovation network? Which?
12.14. Does your organisation belong to, or build, a thematic experts' or researcher's network? Which?
12.15. Does your organisation cooperate with any TTO (Technical Transfers Office)? Which?
12.16. Does your organisation share knowledge and disseminate the result of innovation? how?
12.17. Does your organisation "listen" to the society's concerns, opinions, etc.? how?
Does your organisation apply social media & web2.0 strategies engaging in conversation with
12.18.
society? how?
Question 8.3, inquiring about end-users’ needs (technologies, competences and know-how), is presented with a
standardized taxonomy based on the Security Research Map (SeReMa) [8].
[8] Security Research Projects Database <http://security-research-map.eu/>
End-users needs: technologies, competences and know-how

1. NATURAL SCIENCES
Biology
Medical sciences
Physics
Radiology
Chemistry
2. ENGINEERING
Energy – generation/storage/distribution
Urban planning
Architecture
Construction industry
Logistics
Transport systems
Aerospace technologies
Railway technologies
Space & satellite technologies
3. FORENSIC SCIENCES
Forensic technologies
Biometry
Digital forensics
4. HORIZONTAL ACTIVITIES
Navigation, guidance, control and tracking


Deliverable: D6.1
Scenario development and decision support

Foresight systems
Simulators, trainers and artificial environments
Policy development
Testing and validation
Rescue and relief services
Law enforcement
5. TECHNOLOGIES & MATERIALS
Biotechnology
Nanotechnology
Material Science
Protective textiles
Detection technologies
Sensor equipment and technologies
Electronics, Microelectronics
6. INFORMATION & COMMUNICATION TECHNOLOGIES
ICT applications
Communication and technologies
Intelligence systems
Artificial intelligence/robotics
Cyber security
Software, Data Processing
Network technologies
Smart Systems
Radio frequency (RFID)
7. SOCIO-ECONOMIC SCIENCES AND THE HUMANITIES
Human Sciences
Social Sciences
Political Sciences
Ethic Research
Legal Sciences
8. OTHERS
Specify


Deliverable: D6.1
Annex 4 – The structure of the Interview script

The table below contains the questions used during the interviews performed by Consultant partners at INSEC end-users («Security organisation
partners» in INSEC Project) in order to collect information and further identify their problems & needs regarding innovation management aspects to be
addressed by the training.
Area of analysis Features Validation Comments
areas of analysis
list of items to be checked for validating whether those innovative features
representing the various elements characterizing column for registering
characterize the organization or not; these items are closed questions (Y/N)
activity of each of those areas of analysis additional information
requesting evidence (tools, documents, etc.)
organizations arisen during the interview
formulation of an innovation
policy (together with other
check that the 1.1.1 Y (innovation general policy)
innovation policy
general policies of the

innovation policy has organisation)
been formulated as part mechanisms for
of the organisation’s (means, channels, target groups,
1.1.2 communicating that innovation Y
policies and that it has etc.)
policy to employees
been communicated to
employees mechanisms for recieving
1.1.3 feedback from employees Y (means, channels)
CORPORATE regarding that policy
CULTURE: to check mechanisms to help
motivation and employees innovate and (tools, procedures, channels,
predisposition of 1.2.1 N
communicate their innovative ideas mailbox, repository)
people within the ideas
organisation towards
innovation culture
raising-awareness actions
innovation check the level of (actions, objectives, channels,
1.2.2 and communication campaigns N
awareness in the target groups, etc.)
encouraging innovation
organization about
innovation and the mechanisms for assessing
perception of its perception and willingness
1.2.3 N (means, actions, results)
importance towards innovation among
employees
mechanisms for
communicating innovative
1.2.4 N (means, examples, results)
initiatives and their benefits to
employees


the organisation’s mission Contract No P7 285287
Del verable
innovation strategy
2.1.1 and vision reflect its Y
formulation of the
(mission,ivision) : D6 1
check if innovation is commitment to innovation
contemplated within the the organisation's values
mission, vision, values 2.1.2 (formal and informal) support Y (values)
and objectives of the the promotion of innovation
organisation specific mechanisms to
CORPORATE
2.1.3 support strategic decision- Y (methods, tools)
STRATEGY: to check
making
that innovation is
considered within the an innovation plan defining
(innovation plan or similar doc.,
2.2.1 objectives consistent with the Y
innovation strategy
organisation's deployment of the objectives in innov., rationale, etc.)
strategy check that the outlined strategy
innovation strategy has planned innovative actions
been deployed in the 2.2.2 indicating resource allocation, Y (detailed actions, documentation)
organisation by timeframe, etc.
planning a series of mechanisms for monitoring
actions and controlling the innovation
2.2.3 Y (methods: quanti/quali)
plan and for assessing the
accomplishment of objectives
an actual management
(procedure, tools, roles, support
3.1.1 procedure for controlling and Y
internal system for monitoring and controlling innovation
documentation, KPIs, etc.)

monitoring of innovation
a system for periodically
reporting about innovation (system, procedure, report, KPIs,
3.1.2 Y
activity to the Board (and to stakeholders, etc.)
other stakeholders)
check that the model
MANAGEMENT defined for managing integration of the innovation
MODEL: to check that innovation do provide a management model with other
(contact-points, correlations,
innovation coherent view of all 3.1.3 procedures and management Y
dependencies, etc.)
management is elements involved in the mechanisms in the
aligned with the organisation
innovation process,
organization overall while ensuring mechanisms for measuring
management, taking integration with the and analyzing the results of
(methods, KPIs, profitability,
advantage of existing global management 3.1.4 innovation and their alignment Y
knowledge improvement, etc.)
synergies model in the with the organisations strategic
organisation objectives
(procedures and methods to
mechanisms for measuring
improve expenditure and to optimize
and reducing innovation costs,
investment in innovation projects;
improving innovation financing
3.1.5 Y cost-effective management
methods/tools and following
procedures; resources allocation;
financial piloting of innovating
methods for analysis of ROI, etc.,
projects
KPIs, , etc.)


Contract No P7 285287
specific innovation-focused Deliverable: D6 1
check that the 4.1.1 Y (scope, target group,
innovation
training for
training sessions
organisation’s training documentation, teaching methods)
plan includes specific a training plan in innovation
actions aimed at (identified target audience,
promoting innovation 4.1.2 N (plan)
defined objectives, training
actions, etc.)
someone globally
organisational structure
supporting innovation
responsible for managing
4.2.1 N (position, name, functions, etc.)
innovation within the
organisation
check that the roles for managing and
organisation’s structure 4.2.2 developing innovation N
(individuals must be pointed out:
fosters innovation functions, etc.)
identified and formalized
an specific area for
(objectives, functions, activities,
4.2.3 managing and developing N
resources, needs, etc.)
innovation
mechanisms for identifying
ORGANISATION: actual skills in employees (employees profiles,
to check that 4.3.1 linked to the management, N competences-skills matrix,
organisational development or promotion of employees interests mapping, etc.)
innovation skills
structure and people innovation

check that the
management are innovation responsibilities
organization is able to
suitable for the 4.3.2 are distributed according to the Y (evidence)
identify skills for
development and employees' skills profile
innovation and use and
promotion of manage them purposely identification of the gap
innovation between skills available in the
organisation and needed (record of needed competences,
4.3.3 Y
competencies in innovation in gaps identified, etc.)
order to adjust training
programmes
actions or programmes to
motivate, encourage and also
(rewards and incentives, target
4.4.1 acknowledge innovation, N
groups, specific actions, etc.)
creative thinking, teamwork,
check that the etc.
organisation defines appropriate mechanisms to
motivation
actions, mechanisms or assess the level of employee

(mechanisms, surveys,
incentives aimed at 4.4.2 involvement in those N
spontaneous employees feedback)
stimulating creative or programmes for promoting
innovative initiatives innovation
among employees actions to encourage
cooperation of external agents
(actions, incentives,
4.4.3 or citizens (for the Y
communication campaigns, etc.)
development of new services
or for getting feedback about

the existing) Contract No P7 285287
Deliverable: D6 1
(methods for identifying
measuring and reporting that
actions to identify implicit
unnoticed intellectual capital (how-
knowledge in employees and
how, knowledge or skills) in the
mechanisms to “extract” and
5.1.1 Y organisation; mapping of that
formalize it, making it explicit
internal and external knowledge

knowledge; identification of
and applicable in innovative
knowledge needs; application of
check that the initiatives
that knowledge to innovative
organisation defines actions; etc.)
mechanisms to identify mechanisms for identifying
and transform tacit external knowledge sources (methods, tools, department,
knowledge (not 5.1.2 and for incorporating it into the Y repository, o surveys (internal +
formalized yet) available organisation for the use in External), etc.)
within the organization innovation projects
as well as knowledge mapping of knowledge and
from external sources competences needed in the
(knowledge matrix, training
5.1.3 organisation for rendering Y
KNOWLEDGE: strategy, actions)
services and for performing
to check in what way internal processes
knowledge is at
training plan defined to meet
service of innovation (training plan)
5.1.4 knowledge/competences Y
within the (training platform)
needs
organisation and,
conversely, how (model containing the procedures
innovation contributes and tools for capturing, sharing,
to generate new improving and applying knowledge;
knowledge technological PLATFORM
supporting these procedures; roles
and position covering such activity;
knowledge management
identification of new sources of

check that in the knowledge; active trend watching;
organisation exists a procedures and tool in the
model that includes
formal model for the organisation to share and refine
procedures for: identification,
systematic 5.2.1 Y EXISTING knowledge
collection, sharing,
management of (documentation, past projects, etc.);
improvement and application
knowledge to enhance documental management systems;
of knowledge
innovation cross-project learning techniques;
knowledge mapping; expert
directories; best practice transfer;
collaborative technologies;
knowledge repositories; Inter-project
knowledge transfer; knowledge
brokers withing the organiastion;
etc.)

Contract No P7 285287
application of such model in Deliverable: D6 1
5.2.2 Y (check application, audit-like)
innovation projects/initiatives
technological platform for

(technology, functionality,
5.2.3 storing, sharing and managing N
usability, etc.)
knowledge
formal procedures for
internally managing and
monitoring on-going innovative (committees, software tools,
6.1.1 Y
initiatives/projects (all must be workplan, documentation, etc.)
identified and one, at least,
processes for systematizing innovation "audited")
structured procedures for (detailed procedure: ideas
systemizing innovation, generation, brainstorming, creativity
indicating all involved elements workshops, screening and selection
6.1.2 N
(stages, roles, departments, of ideas, validation of ideas,
check that the etc.) [they should be explained financing, prototyping,
organization has with real examples] communication, etc.)
designed and processes for assessing the
implemented one or result of innovative (feedback mechanisms, learned
PROCESSES: to more processes to
check that activities 6.1.3 initiatives/projects as a way to N lessons, best practices,
systematize innovation infer improvements actions to improvement points identification)
and processes have
been established for be applied in future projects
the development and those processes are
(penetration, #projects using
promotion of 6.1.4 implanted, known and widely N
them, %trained people, etc.)
innovation used by employees
legal, regulatory and ethical
(procedures to guarantee
issues are globally addressed
observance and implications in
6.1.5 (regulatory/legal aspects; Y
cooperation; policy
privacy by design; data
requirements/drivers/limitations)
protection; ethical Issues)
(means for identifying
check that the structured mechanisms to
improvements points, for reporting
innovation in
organization has allow employees proactively

processes
6.3.1 Y flaws, organisation bottlenecks, time

implemented improve existing processes
for self-improving one’s activity,
mechanisms for (incremental innovation)
tools, incentives, rewards, etc.)
detecting and deploying
implementation of a system
improvements in (documentation and evidence of
6.3.2 for continual improvement Y
existing processes application)
within the organisation
(premises for innovation,
TECHNOLOGY AND specific relevant resources
for innovation
infrastructure
check that basic specialized equipment,

TOOLS: to check that 7.1.1 to be used in activities related Y
infrastructure in the management, outsourced services
infrastructure and to innovation
organisation has been etc.)
tools have been
designed for supporting information systems for
deployed for (tools, functionality, support,
innovation 7.1.2 supporting the internal N
supporting innovation technology, etc.)
innovation process, innovative

inititiaves/projects Contract No P7 285287
Deliverable: D6 1
information systems for
supporting external interaction
with 3th parties in the (tools, functionality, support,
7.1.3 N
innovation process technology, etc.)
(identification, collaboration,
etc.)
(methods for validation,
technology gap analyses,
procurement strategies, technology
mechanisms for identifying watch, networks, criteria for
7.2.1 and validating new N selecting tool, stechnology road-
technologies and trends mapping, training, benchmarking,
trends identification, technology
audits, demonstrations, prototyping,
etc.)
(methods, networks, forums,
technology and tools
mechanisms for actively workshops, congresses,

check that technology is
7.2.2 managing and identifying N benchmarking, professional
managed as a
technology providers associations, support tools,
fundamental asset
suppliers repository, etc.)
within the organisation
(interfaces, technological
making of it a vital
requirements, forms for giving
enabler for innovation
feedback, joint R&D initiatives,
communication tools, social
structured mechanisms
netowrking, tenders, published
defined for communicating
documents/materials, meetings-
technological requirements or
7.2.3 Y presentation, setc.) (Surveys;
needs to providers or for giving
Tenders; Meetings/presentations;
them feedback on their
Published Documents/Materials;
technologies for improvement
Networking; Platforms;
Communication Tools; Social
networking tools; Regional/National
approach)
COLLABORATION (methods, tools, databases,
AND NETWORKING: check that the repository, mapping of external
relationship model
to check that an open organisation has agents, geographical barriers,

innovation model has defined mechanisms to active search and events, conferences, experts’
been established detect cooperation identification of partnerships networks, RDI centres,
helping the needs and to establish 8.1.1 for supporting the Y technological parks, industrial
organisation partnerships and organisation’s strategy in platforms, research departments,
effectively engage collaborations to boost innovation networks e.g. EEN; FP projects;
with external agents the results of the other EU projects, etc.): Towards
in the innovation innovation process regional, European, international
ecosystem market-places

mechanisms to identify the Contract No P7 285287
needs of the organisation's Deliverable:
(legislation, D6 end-users,
clients, 1
stakeholders and target groups societal aspects of security, privacy
8.1.2 Y by design, workshops,
demanding it services (being
this information a key input in communication, social tetworking,
the innovation process) etc.)
specific procedures in place
for cooperating with SME
(Procedures, advantages and
technology providers
disadvantages, categorization of
(procurement constraints,
8.1.3 N SMEs, database with techs and
security by design,
providers, information from SMEs?,
confidentiality, IPR, data
etc.)
protection, inter-
operability,etc.)
(intellectual / industrial property
policies for protecting the
8.1.4 Y rights; IPR department; ownership,
results of innovation
external services; etc.)
strategies defined for
engaging in conversation with
(society's concerns, opinions,
society as a way to incorporate
8.1.5 Y etc.; social media & web2.0
an "human dimension" to
strategies, social nentworking, etc. )
security services provided by
the organisation
Methods for economically (quantitative methods, specialized
innovation financing
8.3.1 forecasting and assessing the Y department, business plan before

check that the
result of innovations "innovating", etc.)
organization has
defined mechanism for (sources identification, public
accessing public or funding, private funding, venture
Methods for accessing to
private sources for capital, public-private partnership,
8.3.2 RDI funds in a systematized Y
funding innovation RDI funded projects, FP7
way
experience, obstacles, specialized
department, etc.)


Deliverable: D6.1
Annex 5 – The structure of the Best practice questionnaire

The table below contains the questions submitted and used during the interviews performed by Consultant partners
at External end-users (“Security organisations” or “ Other sectors” organisations) in order to collect information and
further identify their problems & needs regarding innovation management aspects to be addressed by trainings (but
also to identify “Best practices” concerning innovation managements systems and their implementation.
I. Organisation Information
Organisation Name
Number of Staff
Mission/Purpose of organisation
Number of staff involved with Security activities
Mark with an “X” as appropriate

Non-profit organisation
Public body
Research organisation
Higher or secondary education establishment
Mark with an “X” as appropriate

1. Is your number of employees smaller than 250? (full time
equivalent)
2. Is your annual turnover smaller than € 50 million?
3. Is your annual balance sheet total smaller than € 43 million?
4. Are you an autonomous legal entity?
You are NOT an SME if your answer to question 1 is "NO"

and/or your answer to both questions 2 and 3 is "NO".
In all other cases, you might conform to the Commission's definition of an SME.
Please check the additional conditions given in the guidance notes to the forms
Following this check, do you conform to the Commission's definition of an SME
Following this check, do you conform to the Commission's definition of an SME YES/NO


Deliverable: D6.1
II. Questionnaire:
Section 1: Corporate Culture

To check motivation and predisposition of people within the organisation towards innovation
Innovation Policy
Check that the innovation policy has been formulated as part of the organisation’s policies and that it has been
communicated to employees
Has your organisation produced
Y/N?
an innovation policy (together
1.1.1 If “Yes”, please briefly describe the contents of these policies and if
with other general policies of the
possible provide the actual policy document(s).
organisation)?
If applicable, has your Is this applicable to your organisation Y/N?
organisation produced If, “Yes” What means are used to convey this information e.g. internal
1.1.2 mechanisms for communicating meetings, Email, Intranet, managers?
the innovation policy to Please give details of dependencies and correlations between different
employees? departments/groups
Innovation Culture
Check the level of awareness in the organisation about innovation and the perception of its importance
Do such mechanisms exist in your organisation? Y/N?
If “Yes”, please answer the below questions: Are there web tools for this purpose?
Y/N? If “Yes”, please give details:
Does a dedicated mailbox/repository exist for new ideas? Y/N?

Are there procedures for reporting flaws in the operation of technological or
organisational processes? Y/N?
If “Yes”, please give details
What mechanisms
exist to help
Are there specific procedures in place for employees to convey their innovative
1.2.1 employees innovate
ideas e.g. suggestion boxes, focus groups, brainstorming, creativity workshops,
and communicate their
screening and selection of ideas, validation of ideas?
innovative ideas?
Y/N? If “Yes”, please give details
Are newsletters, emails, notifications sent out to staff regarding relevant emerging
and latest technologies? If so do these notifications target specific groups or
departments within your organisation? Y/N?
If so, please give details
Please elaborate on any other areas which you deem as relevant.


Deliverable: D6.1
Section 2: Corporate Strategy

To check that innovation is considered within the organisation's strategy
Formulation of the innovation strategy

Check if innovation is contemplated within the mission, vision, values and objectives of the organisation
Is there an organisation mission statement?
Does the Y/N? If “Yes”, please give details.
organisation’s
mission and vision Does this mission statement reflect the organisation’s commitment to innovation? Y/N?
2.1.1
reflect its If “Yes”, please elaborate
commitment to
innovation? Does the organisation have a separate vision statement for becoming more innovative?
Y/N? If “Yes”, please give details.
Deployment of the innovation strategy
Check that the innovation strategy has been deployed in the organisation by planning a series of actions
Is there an innovation plan or similar document containing procedures to assist the
implementation of the innovation strategy?
Y/N?
Does your
If “Yes”, how is this plan structured (actions, objectives, targets/indicators, indicative
organisation have
resource allocation, timeframe, budget, etc.)?
an innovation plan
2.2.1 defining objectives
Are there decision support tools supporting the innovation plan (e.g. auditing, strategy
consistent with the
or performance review, strategy planning, etc.)?
outlined innovation
Y/N?
strategy?
How often is the plan reviewed?

Section 3: Management Model
To check that innovation management is aligned with the organisation's overall management, taking advantage of
existing synergies
Internal system for monitoring and controlling innovation
Check that the model defined for managing innovation do provide a coherent view of all elements involved in the
innovation process, while ensuring integration with the global management model in the organisation
Y/N?
If “Yes”, please answer the questions below.
What is the procedure and who is in charge of implementing the procedure e.g.
Innovation manager, R&D manager?
Is there a
management
Do methods exist to analyse the results and impact of innovation. For example,
procedure for
3.1.1 assessment measurement indicators or/and Key Performance Indicators (KPIs) stated
controlling and
in the business plan for the innovation activity.
monitoring
Y/N?
innovation?
If “Yes”, please give details below regarding quantitative and qualitative methods.
What tools (e.g. software tools), if any, are used to assist implementation of these
procedures and methods e.g. Web software tools, excel sheets?
What support documentation is produced, if any?


Deliverable: D6.1
Does your organisation allocate an overall global budget for innovation activities? Y/N?
If “Yes”, please give details.
What mechanisms
Is there a business plan and corresponding budget for each main innovation activity
are in place for:
implemented within your organisation?
Measuring and Y/N? If “Yes”, please give details.
reducing the If “Yes”, How often is this budget reviewed? e.g. Quarterly, annually?
costs of
innovation? How does your organisation monitor the financial expenditures during the
Financial implementation of innovation projects? E.g. periodic updating of “budget vs. actual”
3.1.5 monitoring of spread sheet; written reports, financial software, customised Excel spreadsheets
innovating
projects? What procedures and methods are used to optimise expenditure and investment in
 Improving innovation projects For example:
innovation  Cost-effective management procedures;
financing  Resources allocation;
methods/tools?  Methods for economic analysis of Return on Investment (ROI) (cost/benefit ratio,
net present value (NPV), internal rate of return (IRR);
 Key Performance Indicators (KPIs);
 etc.
Section 4: Organisation
To check that organisational structure and people management are suitable for the development and promotion of
innovation
Training for innovation
Check that the organisation’s training plan includes specific actions aimed at promoting innovation
Y/N? If “Yes”, please answer the questions below:
What is the scope of this (innovation-focused) training?

If relevant, please supply details of the training plan for innovation or the plan itself
(identified target audience, defined objectives, training actions, budget, etc.)
Does your
organisation organise
Who are the target groups?
4.1.1 specific innovation-
focused training
What documentation is supplied? E.g. Slide hand-outs, online references, course
sessions?
materials
What teaching methods are used? E.g. classical classroom training, e-learning.
Who are the lecturers?

Organisational structure supporting innovation
Check that the organisation’s structure fosters innovation
Is there a specific part
Y/N?
of the organisation set
4.2.3 If “Yes”, please give details of: objectives, functions, activities, resources, needs,
up for managing and
etc.
developing innovation
Innovation skills
Check that the organisation is able to identify skills for innovation and use and manage them purposely
Are there methods for identifying
Y/N?
employee skills and linking these
If “Yes”, how do you identify the required skills e.g. employee profiles,
4.3.1 skills to the management,
competences-skills matrix, employees’ interests?
development or promotion of
innovation?


Deliverable: D6.1
Are innovation responsibilities

Y/N? If “Yes”, please give details.
4.3.2 distributed according to employee
skill profiles?
Does your organisation use Y/N?
methods/mechanisms to identify
(potential) gaps between skills If “Yes”, how are employee skill-gaps in innovation competencies
4.3.3 available and needed identified? (Self-reports, questionnaires, observation, individual
competencies in innovation in interviews, job description check, input from technical experts, meetings
order to adjust training with technical experts, etc.)
programmes?
Motivation
Check that the organisation defines actions, mechanisms or incentives aimed at stimulating creative or innovative
initiatives among employees
Y/N? If “Yes”, please answer the questions below:
Are there reward or/and incentive schemes for employees? Y/N?

Does your organisation have
4.4.1 motivate, encourage and also
Do these schemes target specific groups/departments within your
acknowledge innovation, creative
organisation? If so, please give details.
thinking, teamwork, etc?
If applicable, what other methods or actions are used to encourage and
incentivise employees to be innovative?
Do you assess the level of Y/N? If “Yes”, please give details, for example: surveys, employees
employee involvement in those feedback, report from employee’s manager, rewards and incentive that
4.4.2
programmes for promoting have been won
innovation?
actions to encourage cooperation
Y/N? If “Yes”, what actions, if any, are implemented? Please give
of external agents or citizens (for
4.4.3 details e.g. communication campaigns, open days, focus groups etc.
the development of new services
or for obtaining feedback about
existing services)?
Section 5: Knowledge
To check in what way knowledge and innovation are related within the organisation and, how innovation contributes
to generating new knowledge
Internal and external knowledge
Check that the organisation defines mechanisms to identify and transform tacit knowledge (not formalised yet)
available within the organisation as well as knowledge from external sources
Does your organisation
have mechanisms for
Y/N? If “Yes”, how does your organisation identify new external knowledge
identifying external
sources e.g. conferences, trade journals/magazines, surveys (internal +
5.1.2 knowledge sources and
external), subscription services, databases)?
for incorporating this into
the organisation for use in
innovation projects?
Knowledge management
Check that in the organisation exists a formal model for the systematic management of knowledge to enhance
innovation
have a knowledge
Y/N?
management model that
If ”Yes”, please give details of procedures and tools within the model.
5.2.1 includes procedures for:
Please give details of the technological platform used for storing, sharing and
identification, collection,
managing knowledge
sharing, improvement and
application of knowledge?


Deliverable: D6.1
Section 6: Processes
To check that activities and processes have been established for the development and promotion of innovation
Processes for systematizing innovation
Check that the organisation has designed and implemented one or more processes to systematise innovation
Are legal,
regulatory and
Y/N? If “Yes”, what procedures are in place to guarantee observance of legal,
6.1.5 ethical issues
regulatory and ethical issues? (This can include: privacy by design; data protection)
globally
addressed?
Section 7: Technology and Tools
To check that infrastructure and tools have been deployed for supporting innovation
Infrastructure for innovation

Check that basic infrastructure in the organisation has been designed for supporting innovation
Does your organisation have special premises/space for innovation activities? Y/N?
What specific
Does your organisation have specialised equipment for R&D and other innovative
relevant resources
activities? Y/N?
7.1.1 are used in
activities related to
innovation?
Does your organisation have information systems used to support the internal
innovation process e.g. web-based tools? Y/N?
Please supply
details of
What technology/tools are used e.g. web-based?
information
systems for
What functionality does the platform have?
supporting
7.1.3 external
Are there special features incorporated to improve and enhance usability and
interaction with 3rd
encourage usage of the platform? Y/N?
parties in the
innovation process
Please give other details that you deem are relevant
(identification,
collaboration, etc.)
Technology and tools
Check that technology is managed as a fundamental asset within the organisation making it a vital enabler for
innovation
Y/N?
Are there If “Yes”, what mechanisms are in place in your organisation for identifying and
mechanisms in validating new technologies and trends?
place in your
organisation for For example:
7.2.1 identifying and  Technology watch (networks, web sites, databases, trends identification)
validating new
 Criteria for selecting new technological/organisational tools (e.g. technology road-
technologies and
mapping, benchmarking, technology audits)
trends?
 Training
 Demonstrations, prototyping
Does your
organisation have Y/N?
mechanisms for If “Yes”, please refer also to the answer given in question 7.1.1 and elaborate here
7.2.2 actively managing on mechanisms used to identify technology providers e.g. Networks, forums,
and identifying workshops, congresses, benchmarking, professional associations, support tools,
technology suppliers’ repository, etc.)
providers?


Deliverable: D6.1
Are structured Y/N?

mechanisms If “Yes”, please give details, for example regarding:
defined for:  Interfaces
 communicating  Technological requirements, forms for giving feedback
technological  Joint R&D initiatives, communication tools
requirements or  Networking, Social networking tools
7.2.3
needs to  Tenders
providers or  Published documents/materials, meetings, presentations
 for giving them  Surveys
feedback on their  Platforms
technologies for  Communication Tools
improvement?  Regional/National approach
Y/N?
Does your
If “Yes”, What tools and procedures does your organisation use for the implementation
organisation use
of new technologies?
tools and
If “Yes”, do you test new technologies in a laboratory environment first before
7.2.4 procedures for
releasing them into a live environment?
(a) for the
implementation of
How is the initial implementation of the new technology evaluated and benchmarked?
new technologies?
How do you know if it is working and having the impact that is expected?
7.2.4 Does your organisation use any Quality control procedures Y/N?
(b) If “Yes”, please give details e.g. Quality Control Manager, ISO?
Section 8: Collaboration and Networking
To check that an open innovation model has been established helping the organisation effectively engage with
external agents in the innovation ecosystem
Relationship model
Check that the organisation has defined mechanisms to detect cooperation needs and to establish partnerships and
collaborations to boost the results of the innovation process
Y/N?
If “Yes”, how does your organisation search and identify partnerships for
Does your organisation supporting the organisation’s strategy in Innovation?
search and identify
partnerships for For example: databases, events, conferences, experts’ networks, RDI centres,
8.1.1
supporting the technological parks, industrial platforms, research departments, network e.g. EEN;
organisation’s strategy FP projects; other EU projects, etc.
in innovation?
Does your organisation form partnerships with other end-user security
organisations for the purpose of joint R&D projects?
Y/N?
identify the needs of
If “Yes”, How does your organisation identify the needs of the organisation's
the organisation's
stakeholders and target groups demanding it services?
stakeholders and target
8.1.2
groups demanding it
For example: legislation, speaking to clients and end-users, societal aspects of
services (as a key input
security, privacy by design, seminars, conferences, communication, social
in the innovation
networking, etc.
process)?
have specific Y/N?
procedures/restrictions If “Yes”, please give details, for example: SME provider databases, procurement
8.1.3
in place for cooperating constraints, security by design, confidentiality, IPR, data protection, interoperability,
with SME technology etc.
providers?


Deliverable: D6.1
Y/N?
Are there policies in If “Yes”, please give details
place for protecting the
8.1.4
results of innovation For example, intellectual/industrial property rights protection; IPR department;
e.g. IPR? ownership; external services (patent lawyers/advisors); confidentiality agreements
etc.
Are strategies defined
for engaging in
Y/N?
conversation with
society as a way to
8.1.5 For example: Surveys of society’s concerns, opinions, etc.; social media & web2.0
incorporate a "human
strategies, social networking, etc.
dimension" to security
services provided by
the organisation?
Innovation Financing
Check that the organisation has defined mechanism for accessing public or private sources for funding innovation
Y/N?
have methods for
(Quantitative methods, specialised department, business plan before "innovating",
economically
8.2.1 etc.)
forecasting and
assessing the result of
Please refer to answers given in questions 3.1.4 and 3.1.5 and elaborate further
innovations?
here
Y/N?
If “Yes”, what sources of funds does your organisation use for innovative
activities?
have methods for
For example: identification of new funding sources, public funding, private funding,
accessing Research,
8.2.2 venture capital, public-private partnership, RDI funded projects, FP7 experience,
Development and
What obstacles does your organisation encounter regarding raising funds for
Innovation (RDI) funds
innovative activities?
in a systematised way?
Does your organisation have a specialised department focused on fund-raising
activities for R&D and other innovation activities? Y/N?


Deliverable: D6.1
Annex 6 – Answers at question Q.6.3 “Which are your organisation training priorities?”
FMMC training themes proposed to
INSEC end user name Answer at Question 6.3.
answer at problems identified
 Procurement,
Procurement, Financial management, Project management,  Financial management,
MAI - RBP
Innovation management.  Project management,
 Innovation management.
We need to train our personal in operating mechanics or new
CoS processes and procedures which can increase the effectiveness of the  Technical training sessions
firefighters and their onsite actions.
Management training, duty weapons using tactics (however, these are  Organizational management,
ORFK training priorities within the service which trainings are underway  Project management,
within ORFK (organized and executed continually))  (Technical training sessions)
The main priorities of the PAG training undergo provide the necessary
training in management skills to the Officers and Directors so that they  Training in management
are the leaders of their teams. Furthermore, this training is completed (improve managerial skills);
PAG
also with technical training specific to each job so that each employee  Leadership;
is always updated in the skills needed to play a more effective and  (Technical training sessions)
productive functions especially in operating systems.
 Management,
There are no such priorities but, in our view, its justify the following:
 Innovation management,
AICPA management, innovation management, access funding sources and
 Access funding sources;
project management.
 Project management.
CyberSecurity Incident Response Handling, Biometric devices and
GNS  (Technical training sessions)
technologies and ITIL related training
Training priorities are being developed for each and every year based  R&D research and management
on development interviews (e.g. Priorities for 2012 are supporting of trainings for leaders of different
EASS
R&D research and management trainings for leaders of different level, level, the maintaining mental
the maintaining mental health and well-balanced life) health and well-balanced life)


Deliverable: D6.1
Annex 7 – Feedback from INSEC end users - questionnaire method

The table below comprises the data received and analysed (mainly the closed questions) for identification of the INSEC
end user needs regarding the innovation management aspects. All (potential) “problems” (in general, where the negative
answers were more than positive ones) are marked with red colour. At any identified problem a solution was proposed
and a training theme addressed. To keep the confidentiality of data received the INSEC end users names were replaced
with figures (from 1 to 7).
Total
YES
Area of Question
NO
Questions 1 2 3 4 5 6 7
interest code
T
Specify your organisation's stated "mission" and
General 1.1. N Y N Y N N Y 7 3 4
"vision"
Are there in your organisation any concrete
1.4. N Y Y N Y Y Y 7 5 2
objectives in terms of innovation?
Corporate Are employees allowed times for improving their
2.6. Y Y Y Y Y Y Y 7 7 0
culture activity?
Corporate Is innovation formulated as a corporate
3.1. N Y Y Y Y Y N 7 5 2
strategy commitment in your organisation's strategy?
Does the role of CIO (Chief Innovation Officer),
3.2. N N Y Y Y N N 7 3 4
or similar, exist within your organisation?
Does your organisation have an actual
3.3. N N N N Y N N 7 1 6
Innovation Plan?
In which areas does your organisation
3.4.
innovate?
Innovation in services Y Y Y Y Y Y Y 7 7 0
Innovation in processes Y Y Y Y Y Y Y 7 7 0
innovation in internal organisation and people N Y Y Y Y Y Y 7 6 1
innovation in external relationships - N Y Y Y Y N 6 4 2
innovation in new business models - N - Y Y N - 4 2 2
innovation in technology Y Y Y Y Y Y Y 7 7 0
Is innovation explicitly considered within your

Management 4.1. N - N N Y Y Y 6 3 3
organisation's management model?
Does an Innovation Department actually exist
4.3. N N N N Y N N 7 1 6
within your organization?
Are innovation results measured or analysed in
4.4. Y Y N Y Y Y N 7 5 2
your organisation?
Is project management / innovation
4.6. management outsourced in your organisation to N Y N N N - Y 6 2 4
external companies?
Does your organisation launch internal
People and
5.4. awareness-raising actions concerning N N Y Y Y Y N 7 4 3
organization
innovation?


Deliverable: D6.1
Does your organisation invest in training of its

Knowledge 6.2. Y Y Y Y Y Y Y 7 7 0
personnel?
Does your organisation conduct internal
6.4. N Y Y N N N Y 7 3 4
innovation-focused training sessions?
Does your organisation generate IPR
6.5. (intellectual property rights) in the development N N N Y N Y Y 7 3 4
of its regular activity?
6.6. Does your organisation have IPR advisors? N N N N - N N 6 0 6
Does your organisation share any IPR with

6.7. N N N N - N N 6 0 6
other independant entity?
Does your organisation have a quality
6.8. Y Y N N Y N N 7 3 4
certification implemented?
Does your organisation regularly undergo
Processes 7.1. reengineering / improvement of internal Y Y Y Y Y Y N 7 6 1
processes?
Is there in your organisation an actual
7.2. N N Y N Y N N 7 2 5
innovation management process?
Has the implementation of innovation
7.3. management systems lead to important results - - - - Y - - 1 1 0
in your organisation?
Do you know of any creativity session that took
7.4. N N N N Y Y N 7 2 5
place within the last year in your organisation?
Do you provide any form of coaching or
7.5. guidance for "innovators" within your N N N N Y Y Y 7 3 4
organisation?
Is your organisation running at this moment any
7.6. kind of pilot for the validation of a N N N Y Y Y Y 7 4 3
service/initiative?
Does your organisation know and apply the
7.7. Y Y Y Y N N Y 7 5 2
concept of Privacy "by Design"?
Does your organisation know and apply the
7.8. Y Y N Y Y N Y 7 5 2
concept of Security "by Design"?
Is there any specific law applicable to your
7.9. organisation because of its regular activity Y Y Y Y Y Y Y 7 7 0
(national and European level)?
Does your organisation have a data protection
7.10. Y Y N Y Y Y Y 7 6 1
policy?
Does your organisation have any ethical
7.11. Y Y N Y N Y Y 7 5 2
implications because of its regular activity?
Does your organisation use technologies,
Technology
8.2. competences and/or know-how that are Y Y Y Y Y Y Y 7 7 0
and tools
provided by external suppliers?
Does your organisation actively monitor market
8.4. Y N Y Y Y N Y 7 5 2
and technology trends?
Does your organisation work with SME (Small
8.12 Y N Y Y Y Y Y 7 6 1
and Medium Enterprises) technology Providers?
Do you work with Micro-SMEs Technology
8.13. N N Y Y Y Y Y 7 5 2
Providers?


Deliverable: D6.1
Does your organisation have specific policies in

8.14. place for working with SME technology N N N N Y N Y 7 2 5
providers?
Are there confidentiality/privacy agreements that
8.15. the SME technology providers are required to Y N N Y - N Y 6 3 3
sign?
Do the SME technology providers work on your
premises and integrate into your departmental
8.17. teams during the development and starting Y - N Y - N Y 5 3 2
phases of introducing new technology
products/services into your organisation?
Is your organization currently involved in any
8.19. PPP (Public–private partnership) with any N N N N Y Y Y 7 3 4
SME?
Does your organisation make use of any
8.20. Y Y Y Y Y Y N 7 6 1
internal collaborative platform?
Does your organisation make use of tools for
8.21. N Y Y Y Y Y N 7 5 2
management support?
Has any new service/product/initiative been
Products and
9.4. developed in your organisation within the last Y Y N N Y Y Y 7 5 2
services
two years?
Is your organisation involved at this moment in
9.5. any innovative activity/project (other than N Y N Y Y Y Y 7 5 2
INSEC)?
Which are the traditional ways of funding of your
Financing 10.1.
organisation activities?
Funds from authorities (public) Y Y Y Y Y Y Y 7 7 0
Funds from competition (project-based) Y Y N Y Y Y N 7 5 2
Private funds N Y N N Y N N 7 2 5
Other sources N Y N N N N N 7 1 6
Does your organisation have the capacity to

10.2. N N N N Y Y Y 7 3 4
ensure self-financing?
Do you define in your organisation a business
10.4. - N N Y N N 5 1 4
plan before a new innovation is launched?
Have you defined in your organisation
10.5. quantitative means for economically assessing - N N N N N N 6 0 6
the result of innovations?
Does your organisation have a specialised
10.6. team/department to search for financing - Y N Y Y N N 6 3 3
sources (national/international)?
Funded RDI Are you informed about RDI policies or existing
11.1. Y Y Y Y Y Y Y 7 7 0
projects funding sources/programmes funding RDI?
Has your organisation had successful
11.2. experiences with participation in FP7 (Seventh Y - N Y Y N - 5 3 2
Framework Programme)?
Has your organisation participated in RDI
11.3. N N N N Y Y N 7 2 5
international programmes other than FP7?


Deliverable: D6.1
Do the RDI activities of projects in which you

11.4. have participated contribute to improvement of Y Y N Y Y - - 5 4 1
your team/organisation activities?
What are the main obstacles that your
11.5. organisation faces when applying for RDI
funds?
Lack of strategy N Y Y N N Y N 7 3 4
Inadequate norms/starndards N Y Y N N N N 7 2 5
Inadequate legislations N Y N N N N Y 7 2 5
Legislative changes N Y Y N N N Y 7 3 4
Lack of human resource Y N Y Y N Y N 7 4 3
Lack of co-financing sources Y N Y Y N N Y 7 4 3
Collaboration Is your organisation currently involved in any

and 12.11. collaboration initiative with a university or other N Y Y Y Y Y Y 7 6 1
networking academic institution?
Does your organisation participate in any
12.12. N N Y Y Y N N 7 3 4
national innovation program?
Does your organisation belong to any innovation
12.13. N N Y Y Y N N 7 3 4
network?
Does your organisation belong to, or build, a
12.14. N N Y Y N Y N 7 3 4
thematic experts' or researcher's network?
Does your organisation cooperate with any TTO
12.15. N N N - N N N 6 0 6
(Technical Transfers Office)?
Does your organisation share knowledge and
12.16. N N Y Y Y Y Y 7 5 2
disseminate the result of innovation?
Does your organisation "listen" to the society's
12.17. Y Y Y Y Y Y - 6 6 0
concerns, opinions, etc. ?
Does your organisation apply social media &
12.18. web2.0 strategies engaging in conversation with Y Y N N Y Y - 6 4 2
society?
Source: own calculation (Y – YES; N – NO)


Deliverable: D6.1
Annex 8 – Feedback from External end users - questionnaires & interviews method
The tables below comprises the data received and analysed (mainly the closed questions) for identification of the External end user needs (both Security as
well as External sectors) regarding the innovation management aspects. All (potential) “problems” (in general, where the negative answers were more than
positive ones) are marked with red colour. At the identified problems specific solutions were proposed and training themes addressed. To keep the
confidentiality of data received the External end users names were replaced with figures (from 1 to 15)
Table 8.1 - Security End users answers:
Question
Questions Additional 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Total YES NO
code
Has your organisation produced
an innovation policy (together with
1.1.1 Y/N? N Y N N Y N N N N Y Y Y Y N N 15 6 9
other general policies of the
organisation)?
If applicable, has your organisation
produced mechanisms for Is this applicable to your
1.1.2 Y Y Y N Y N N N Y Y Y Y Y N Y 15 10 5
communicating the innovation organisation?
policy to employees?
What mechanisms exist to help
Do such mechanisms
employees innovate and
1.2.1 exist in your Y Y Y N Y Y Y Y Y Y Y Y N N Y 15 12 3
communicate their innovative
organisation?
ideas?
Does the organisation’s mission
Is there an organisation
2.1.1 and vision reflect its commitment Y Y Y Y Y Y Y Y Y Y Y Y N Y Y 15 13 2
mission statement?
to innovation?
Is there an innovation
Does your organisation have an plan or similar
innovation plan defining objectives document containing
2.2.1 Y N Y Y N Y N N N Y Y Y N N N 15 6 9
consistent with the outlined procedures to assist the
innovation strategy? implementation of the
innovation strategy?
Is there a management
Is there a management procedure
procedure for controlling
3.1.1 for controlling and monitoring Y Y Y N Y Y N N N Y Y Y N N Y 15 9 6
and monitoring
innovation?
innovation?
What mechanisms are in place for: Does your organisation
3.1.5 • Measuring and reducing the allocate an overall Y Y N N N N N N N N N Y N N N 15 3 12
costs of innovation? global budget for

• Financial monitoring of innovation activities? Contr act o P7 285287
innovating projects? N Delive rable D6 1
• Improving innovation financing
methods/tools? :
Does your organisation organise
4.1.1 specific innovation-focused Y/N? N Y Y N Y N N N N N Y Y Y N Y 15 7 8
training sessions?
Is there a specific part of the
4.2.3 organisation set up for managing Y/N? N Y N Y N N N N N Y Y N Y Y N 15 5 10
and developing innovation
employee skills and linking these
4.3.1 skills to the management, Y/N? N N Y N N Y Y N Y Y Y Y N N Y 15 8 7
development or promotion of
innovation?
Are innovation responsibilities
4.3.2 distributed according to employee Y/N? N Y N Y Y N N N Y Y Y N N N 15 7 8
skill profiles?
Does your organisation use
(potential) gaps between skills
4.3.3 available and needed Y/N? N Y Y N N Y N N N Y Y Y N N Y 15 7 8
competencies in innovation in
order to adjust training
programmes?
4.4.1 motivate, encourage and also Y/N? N Y Y N N Y N N Y Y Y Y N N Y 15 8 7
acknowledge innovation, creative
Do you assess the level of
employee involvement in those
4.4.2 Y/N? N N N N N N N N N Y Y Y N N Y 15 4 11
programmes for promoting
innovation?
actions to encourage cooperation
of external agents or citizens (for
4.4.3 Y/N? Y N Y Y Y Y Y Y N Y Y Y N Y Y 15 11 4
the development of new services
or for obtaining feedback about
existing services)?
mechanisms for identifying
external knowledge sources and
5.1.2 Y/N? Y Y Y N Y Y Y Y Y Y Y Y N N Y 15 12 3
for incorporating this into the
organisation for use in innovation
projects?

Does your organisation have a Contr act o P7 285287
knowledge management model
N Delive rable D6 1
that includes procedures for:
5.2.1 Y/N? N Y N N N N : N N Y Y 15 5 10
identification, collection, sharing, N N Y N
improvement and application of Y
knowledge?
Are legal, regulatory and ethical
6.1.5 Y/N? Y Y Y Y Y Y Y Y Y N Y Y Y Y Y 15 13 2
issues globally addressed?
What specific relevant resources
have special
7.1.1 are used in activities related to Y N N N N N Y N N N N Y N N N 15 3 12
premises/space for
innovation?
innovation activities?
Please supply details of Are there special
information systems for supporting features incorporated to
7.1.3 external interaction with 3rd parties improve and enhance Y N N N N N Y N N N Y Y N N N 15 4 11
in the innovation process usability and encourage
(identification, collaboration, etc.) usage of the platform?
Are there mechanisms in place in
your organisation for identifying
7.2.1 Y/N? Y N Y N Y Y N Y N Y Y Y Y N Y 15 10 5
and validating new technologies
and trends?
mechanisms for actively managing
7.2.2 Y/N? Y N N Y Y Y Y Y N Y Y Y N N Y 15 9 6
and identifying technology
providers?
Are structured mechanisms
defined for:
• communicating technological
7.2.3 requirements or needs to providers Y/N? Y N Y N Y N Y Y N Y Y Y N Y Y 15 10 5
or
• for giving them feedback on their
technologies for improvement?
Does your organisation use tools
and procedures for for the
7.2.4 (a) Y/N? Y Y Y N N N Y N N Y Y Y Y N Y 15 9 6
implementation of new
technologies?
Does your organisation use any
7.2.4 (b) Y/N? Y Y N N N Y N Y N Y Y Y N N Y 15 8 7
Quality control procedures Y/N?
Does your organisation search and
identify partnerships for supporting
8.1.1 Y/N? Y Y Y Y Y Y Y N Y Y Y Y N Y Y 15 12 3
the organisation’s strategy in
innovation?
Does your organisation identify the
8.1.2 needs of the organisation's Y/N? Y Y Y N Y Y Y Y Y Y Y Y Y Y Y 15 14 1
stakeholders and target groups

demanding it services (as a key Contr act o P7 285287
input in the innovation process)?
N Delive rable D6 1
Does your organisation have :
specific procedures/restrictions in
8.1.3 Y/N? Y Y Y N N N N N N N N Y N N N 15 4 11
place for cooperating with SME
technology providers?
Are there policies in place for
8.1.4 protecting the results of innovation Y/N? Y N Y N N Y Y Y Y Y Y Y Y Y N 15 11 4
e.g. IPR?
Are strategies defined for
engaging in conversation with
society as a way to incorporate a
8.1.5 Y/N? Y Y Y N N N Y N N N Y Y N Y N 15 7 8
"human dimension" to security
services provided by the
organisation?
methods for economically
8.2.1 Y/N? Y Y Y N N Y N N N N Y Y N Y N 15 7 8
forecasting and assessing the
result of innovations?
methods for accessing Research,
8.2.2 Y/N? Y Y Y Y N Y N Y N N Y Y N N N 15 7 8
Development and Innovation (RDI)
funds in a systematised way?
have a specialised
department focused on
N N Y N N N N N N N N Y N N N 15 2 13
fund-raising activities for
R&D and other


Deliverable: D6.1
Table 8.1 – Other (sectors) End users answers:
Question
Questions Additional 1 2 3 4 5 6 7 8 9 10 11 12 13 Total Yes No
code
Has your organisation produced an
1.1.1 innovation policy (together with other Y/N? N N N Y N Y Y N Y N N Y Y 13 6 7
general policies of the organisation)?
If applicable, has your organisation
produced mechanisms for Is this applicable to your
1.1.2 N Y N Y N N Y Y Y N N Y Y 13 6 7
communicating the innovation policy to organisation?
employees?
What mechanisms exist to help
Do such mechanisms exist in
1.2.1 employees innovate and communicate Y Y Y Y Y Y Y Y Y N N Y Y 13 11 2
your organisation?
their innovative ideas?
Does the organisation’s mission and
Is there an organisation
2.1.1 vision reflect its commitment to N Y Y Y Y Y Y Y Y Y N Y Y 13 11 2
mission statement?
innovation?
Is there an innovation plan or
Does your organisation have an
similar document containing
innovation plan defining objectives
2.2.1 procedures to assist the Y N N Y N Y Y Y Y N N Y Y 13 8 5
consistent with the outlined innovation
implementation of the
strategy?
innovation strategy?
Is there a management
Is there a management procedure for
3.1.1 procedure for controlling and Y Y Y Y N N N Y N N N N Y 13 6 7
controlling and monitoring innovation?
monitoring innovation?
What mechanisms are in place for:
• Measuring and reducing the costs of
innovation?
allocate an overall global
3.1.5 • Financial monitoring of innovating Y N Y Y Y Y N Y N N N N Y 13 7 6
budget for innovation
projects?
activities?
• Improving innovation financing
methods/tools?
Does your organisation organise specific
4.1.1 Y/N? Y Y Y N Y N N N N N N Y Y 13 6 7
innovation-focused training sessions?
Is there a specific part of the organisation
4.2.3 set up for managing and developing Y/N? Y Y N Y N N Y N N N N N N 13 4 9
innovation
employee skills and linking these skills to
4.3.1 Y/N? N Y Y Y N N Y Y Y N N Y Y 13 8 5
the management, development or
promotion of innovation?


Are innovation responsibilities distributed
4.3.2 Y/N? Y Y Y Y Y Y Y D6.1
Y Y Deliverable: N N N N 13 9 4
according to employee skill profiles?
Does your organisation use

4.3.3 (potential) gaps between skills available Y/N? N Y Y Y Y N N Y N N N Y N 13 6 7
and needed competencies in innovation
in order to adjust training programmes?
Does your organisation have actions or
programmes to motivate, encourage and
4.4.1 Y/N? Y Y Y Y N N N Y Y N N Y Y 13 8 5
also acknowledge innovation, creative
Do you assess the level of employee
4.4.2 involvement in those programmes for Y/N? Y N N Y N N N Y N N N N N 13 3 10
promoting innovation?
Does your organisation have actions to
encourage cooperation of external agents
4.4.3 or citizens (for the development of new Y/N? N Y Y N Y Y N Y N Y Y N N 13 7 6
services or for obtaining feedback about
existing services)?
mechanisms for identifying external
5.1.2 knowledge sources and for incorporating Y/N? N Y Y N Y Y N Y Y Y N Y Y 13 9 4
this into the organisation for use in
innovation projects?
Does your organisation have a
knowledge management model that
5.2.1 includes procedures for: identification, Y/N? N Y N N N N N Y N N N N Y 13 3 10
collection, sharing, improvement and
application of knowledge?
Are legal, regulatory and ethical issues
6.1.5 Y/N? Y Y Y Y Y N N Y Y Y Y N N 13 9 4
globally addressed?
What specific relevant resources are
7.1.1 special premises/space for Y Y Y - N Y Y Y Y N Y Y N 13 9 4
used in activities related to innovation?
Please supply details of information Are there special features
systems for supporting external incorporated to improve and
7.1.3 interaction with 3rd parties in the enhance usability and Y N N - N N N N N N N Y N 13 2 11
innovation process (identification, encourage usage of the
collaboration, etc.) platform?
Are there mechanisms in place in your
7.2.1 organisation for identifying and validating Y/N? Y N N Y Y N Y Y Y N N Y Y 13 8 5
new technologies and trends?

7.2.2 mechanisms for actively managing and Y/N? N N N Y Y N Y Y Y N N N N 13 5 8
identifying technology providers?

Are structured mechanisms defined for: Con ract No P7 285287
• communicating technological t Deliverable: D6 1
7.2.3 requirements or needs to providers or Y/N? N N N Y N N Y N N N N 13 4 9
Y
• for giving them feedback on their
technologies for improvement? Y
Does your organisation use tools and
7.2.4 (a) procedures for for the implementation of Y/N? Y N Y Y Y Y Y Y - N Y Y Y 13 10 3
new technologies?
Does your organisation use any Quality
7.2.4 (b) Y/N? Y N Y Y Y Y Y Y Y N Y Y Y 13 11 2
control procedures Y/N?
Does your organisation search and
8.1.1 identify partnerships for supporting the Y/N? Y Y Y Y Y Y Y Y Y Y Y N Y 13 12 1
organisation’s strategy in innovation?
Does your organisation identify the needs
of the organisation's stakeholders and
8.1.2 Y/N? Y Y Y - Y Y Y Y Y Y Y N Y 13 11 2
target groups demanding it services (as a
key input in the innovation process)?
Does your organisation have specific
procedures/restrictions in place for
8.1.3 Y/N? N N Y - N N Y N Y N N N N 13 3 10
cooperating with SME technology
providers?
Are there policies in place for protecting
8.1.4 Y/N? Y Y Y N Y Y Y Y Y Y N Y Y 13 11 2
the results of innovation e.g. IPR?
Does your organisation have methods for
8.2.1 economically forecasting and assessing Y/N? Y N Y Y N Y Y Y Y N N Y N 13 8 5
the result of innovations?
Does your organisation have methods for
accessing Research, Development and
8.2.2 Y/N? Y Y Y N N Y Y Y Y Y N N Y 13 9 4
Innovation (RDI) funds in a systematised
way?
a specialised department
focused on fund-raising N N N Y N N Y N Y N N N Y 13 4 9
activities for R&D and other


Deliverable: D6.1
Annex 9 – Global competitiveness Index 2012 – inputs for analysis


Deliverable: D6.1


Deliverable: D6.1


Deliverable: D6.1


Deliverable: D6.1


Deliverable: D6.1


Deliverable: D6.1


Deliverable: D6.1


Deliverable: D6.1
Annex 10 – List of the training needs
INSEC End User

INSEC End user
Standardization
Interview Script
INSEC End User
Questionnaire -
External INSEC
External INSEC
questionnaire -
questionnaire -
security sector
Questionnaire
Management -
other sectors
Question 6.3.
other reports
Inputs from
Deliverable
Innovation
interview/
interview/
End User
End User
process
D.3.2.
List of the training needs (proposed by
Area of interest and analysis
FMMC)
Innovation in general - what is innovation?

General (mission, vision,
objectives)
how it can be defined? what it contains √ √ √ √ √
and benefits? how to build it up?
Risk management √ √
Corporate culture (innovation
policy and culture) Change management √ √
Organizational (pro-innovation) culture √ √ √
Innovation management (methods and
processes) √ √ √
Motivation of personnel √
Creativity improvement / management √ √ √ √
Corporate strategy
(development, deployment, Development of innovation strategy (plan) √ √ √ √ √ √
strategic plan)
Management model Assessment of innovation results √
(monitoring and controlling Project management √ √ √ √ √
system)
Innovation management model √ √ √ √
Assessment / forecasting results of
innovation management √ √
Leadership √
Improve the innovative skills /culture √ √
Organization (training,
Organizational management (best
structures, skills, motivation)
practices) √ √
Financing RDI at national and European
level √ √
Motivation process / techniques √
Knowledge (internal and Improvement of the management skills √ √

external knowledge Con 285
management) IPR management √ √ √
Deliverable: D6.1
Creativity training sessions √ √ √
Knowledge management (tools,

processes, interest) √ √ √
Knowledge transfer within organization √
Processes (systematizing Internal innovation - focused training √ √
innovation) Innovation management process √ √ √
Impact assessment on process
improvement √
Technology & tools
Technology watch √ √ √ √
(infrastructure, tools) Innovation management process √ √ √
Tools to communicate technology needs
and monitor technologies √ √ √ √
Technology audits √ √ √
Financing RDI at national and European
Collaboration and networking level √ √ √ √
(including financing)
Project management √ √ √ √
Assessment of economic impact of
innovation √ √ √
Collaboration management √ √ √ √

Deliverable: D6.1
Annex 11 - The table presenting the acceptance level of training themes by the Consultant partners
Acceptance (or improvements) of the general training themes proposed
ALMA EFPC EVERIS GLOBAZ ADVISIO INOGATE KAOS FMMC
General training themes √ √ √ √ √ √ √ √
Acceptance (or improvements) of the specific training themes proposed
1. Requirements for
Institutionalizing 1. Techniques for
innovation
Innovation inside the development of
management within
organization: activities'
Development of innovation strategy an organization
1 creation of an √ √ √ productivity √ √
(plan)
innovation structure
2. Innovation 2. Assessment of
(start small grow
policy: needs and (organizational)
big)
benefits innovation capacity
1. How to
Innovation in general - what is measure
innovation? how it can be defined? innovation
2 √ √ √ √ √ √ √
what it contains and benefits? how
2. Evaluation of
to build it up?
innovation results
Tools & methods for
(economically)
Innovation Project
3 Project management √ √ √ √ √ - forecasting the
Management
results of innovation
projects
4 Innovation management model √ √ √ √ √ √ √ √
Link technology
watch &
5 Technology watch √ √ √ √ √ - √
technology road-
mapping
Financial
training on
Financing RDI at national and Training on general
6 √ FPs rules √ √ √ √ -
European level FPs aspects
and
regulations
1. Open
How to shift innovation
paradigm from concept From closed to
7 Collaboration management √ √ √ √ -
closed innovation to open innovation
2. Outsourcing
crowdsourcing
innovation

1. Required Contract No P7 2 8528
elements for a pro- Deliverable 7 :
Motivation
Organizational (pro-innovation) innovative culture;
8 √ √ √ (process & D6 1 √ √
culture 2. Overcoming
resistance to techniques) √
innovation
How to
Creativity improvement / conduct a
9 √ √ √ √ √ √ √
management creativity
session
Training on
10 IPR management √ IPR √ √ √ √ √ √
protection
Why an efficient How the knowledge
How to acquire
Knowledge management (tools, knowledge from
11 √ √ √ management √ √ system can
processes, interest) internal and external
model supports enhance
sources;
innovation? innovation?
How to
conduct an
12 Technology audits √ internal √ √ √ √ √ √
technology
audit


Deliverable: D6.1
Annex 12 – The table presenting the acceptance level of training themes by the INSEC end users
List of the training needs identified by INSEC Consultant partners Answers of INSEC end users on the training list / themes identified
MAI_AICPA
MAI_RBP
General
ORFK
EASS
GNS
CoS
BIA
17
PJ
training Specific training themes
themes
Institutionalizing
Innovation
Techniques Requirements How to
inside the Assessment of
Development for Innovation for innovation build up
organization: (organizational)
1 of innovation development policy: needs management an √ √ √ √ √ √ √ √
creation of an innovation
strategy (plan) of activities' and benefits within an innovation
innovation capacity
productivity organization strategy
structure (start
small grow big)
Innovation in
general - what
is innovation?
how it can be How to Evaluation of
2 defined? what measure innovation - - - - √ √ √ - √
it contains innovation results
and benefits?
how to build it
up?
Tools &
methods for
(Innovation) (economically)
Project
3 Project forecasting - - - - √ √ √ √ √ √ √
management
Management the results of
innovation
projects
Innovation
4 management √ √ - √
model
17
All the specific training themes defined by Consultant partners (see Annex 11/Table) were taken and included within the list of the themes to be checked and
validated by INSEC end users, according with their interest. INSEC is a project co-funded by the European

Link Contract No
How to conduct technology P7 285287
Technology
5 a technology watch & - - - - √ √ - √ √
watch Deliver able: D6 1
watch? technology
roadmapping √ √
Financing RDI Financial
Training on
at national training on FPs
6 and European
general FPs - - - - √ √ √ √ √ √ √
rules and
aspects
level regulations
How to shift
paradigm from Open From closed
Collaboration Outsourcing
7 closed innovation to open - - √ √ √ √ √ √
management innovation
innovation to concept innovation
crowdsourcing
Organizational Required
Overcoming Motivation
(pro- elements for a
8 resistance to (process & - - - √ √ √ √ √ √
innovation) pro-innovative
culture innovation techniques)
culture
Creativity How to conduct
9 improvement / a creativity - - - - - √ √ √ - √
management session
IPR Training on IPR
10 - - - - - √ √ √ - √ √ √
management protection
Why an
How the
Knowledge How to acquire efficient
knowledge
management knowledge from knowledge
management
11 (tools, internal and management - - - √ √ √ √ √ √ √
system can
processes, external model
enhance
interest) sources; supports
innovation?
innovation?
How to conduct
Technology an internal
12 audits - - - - - √ √ √ - √ √ √
technology
audit


Deliverable: D6.1


D6.1 - Questionnaire Defining The Training Needs

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D6.1 - Questionnaire Defining The Training Needs

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Contract No. FP7 .

D6.1 – Questionnaire defining the training needs

Due date of deliverable: 31/03/2013

Actual Submission date :21/03/2013

Deliverable ID: D6.1.

Deliverable Title: Questionnaire defining the training needs

Start Date of the Project: 01/04/2012 (24 Months)

INSEC is a project co-funded by the European

5.2. INSEC end user interview script .....................................................................................................................13

INSEC is a project co-funded by the European

Name Organization Date Visa

Michel Moulinet ALMA 27.04.2013 OK

Revision Date Modification Authors

V0.1 4.02.2013 Improvement of V0 (made by FMMC) Madalin Ionita - FMMC

Adding a new partner on documents

V0.3 21.03.2013 Comments of ORFK (Hungary) Madalin Ionita – FMMC

V0.5. 30.04.2013 Final version Madalin Ionita - FMMC

INSEC is a project co-funded by the European

INSEC is a project co-funded by the European

VERSION: V1 | DATE:31.03.20132 | DISS. LEVEL: CONFIDENTIAL |PAGE . 4

2. Description of the deliverable content and purpose

Task 6.1. D 6.1.

Task 6.2. D 6.2.

Task 6.3. D 6.3.

Task 6.4. D 6.4.

Fig. 1 - Work package 6 – Training – correlation of tasks and deliverables

INSEC is a project co-funded by the European

VERSION: V1 | DATE:31.03.20132 | DISS. LEVEL: CONFIDENTIAL |PAGE . 5

Organisations which ensure public safety and health by

State institutions providing professional education for civil

An asset, system or part thereof located in Member States

Table 1 – INSEC end users (short definition and acronyms)

A short description of these end users is presented in Annex 1.

INSEC is a project co-funded by the European

VERSION: V1 | DATE:31.03.20132 | DISS. LEVEL: CONFIDENTIAL |PAGE . 6

Figure 2 – The general approach of task 6.1 implementation

1. Create proper tools for analysis,

2. collect information and analyse the

3. identify the INSEC end user problems &

4. find solutions related to the problems

5. propose training themes on

Figure 3 – The general tasks supporting Task 6.1 implementation.

INSEC is a project co-funded by the European

INSEC is a project co-funded by the European

VERSION: V1 | DATE:31.03.20132 | DISS. LEVEL: CONFIDENTIAL |PAGE . 8

but was extended later including the fourth element

4. Society (in the «Quadruple Helix»).

In our analysis these 4 elements represented the external innovation systems.

Method used To whom? How many organisations?

Questionnaire INSEC end users 7

Interview script INSEC end users 7

External INSEC end users – security sector 15

Table 2 – Organisations addressed by questionnaire and interviews

INSEC is a project co-funded by the European

VERSION: V1 | DATE:31.03.20132 | DISS. LEVEL: CONFIDENTIAL |PAGE . 9

5. Analysis of the results

5.1. (INSEC end user) Questionnaire

Consultant partner INSEC end user

FMMC AICPA + MAI - RBP

EVERIS PAG + GNS

Table 3 – Questionnaire submission: distribution of Consultant versus INSEC end users

Area of interest: General (mission, vision, objectives, activity areas)

Area of interest: Corporate culture (attitude, creativity, change, risk, improvement)