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Typologies as
service innovation policy tool
Dr Jari Kuusisto
European Touch Ltd.
Services share
of the economy in terms of
employment and GDP
≈ 70 – 80 %
More effective service innovation policy
Instead of blanket policy covering 80 % of the economy
We need targeted policy development and delivery
- Industries
- Occupations
- Businesses
- Activities
TF1 typology development work
Service categories
The above describe an ideal situation and targets worth pursuing even if all
four criteria may not always be fully attainable.
Benefits of typology approach
• Typologies can create a basis for improved policy targeting and
impacts by
• Highlighting distinct business groups that have different industry
structures, needs and requirements, behaviour and innovation activities
• They enable policy focus on areas where the policy impacts
are most likely significant
Different types of services have different growth potential, export
prospects, employment capabilities and thus have higher or lower
attractiveness
• Service innovation policy can be designed for groups with
• similar policy stimulus needs,
• behavioural patterns, and
• innovation activities
Typology based policy development tool
11
Benefits of the reference process
• Provides: a) systematic process and b) check list for service
innovation policy design
• Four clear steps for policy development
• Each step focuses attention to different set of relevant policy
issues
• Policy makers can target and tailor interventions effectively by
• Type of targeted services (firm, industry, activity, occupation)
• Nature of the service / service innovation process
• Identifying typical drivers and barriers to service innovation
• Presented tool facilitates European co-operation
• Member states with similar priorities and tools for service innovation
promotion can work together effectively
12
Thank you!
Supplementary material
• Industry characteristics
Service innovation policy that is sensitive to specific characteristics
and needs of its target industry
• Industry characteristics related issues for policy
content and targeting
What are the key drivers and barriers to innovation?
Internal business level issues
Industry wide framework conditions
Structure of the industry
Aptitude to adopt novel concepts and technologies
Key technologies and their characteristics
Customer markets and their readiness to adopt innovative services
Barriers and drivers to innovation
16
Knowledge intensive service activities - KISA
17
KISA - policy perspective
Renewal services - a key policy target
are directly related to innovation, for instance R&D and strategic
management consulting
Routine services - can provide broad based access to SMEs
contribute to improvement of maintenance and management of
various subsystems within organisations, e.g. accounting
Compliance services - regulation based demand, e.g. Eco-innovation
help organisations to work within the legal framework and various
other regulatory regimes, e.g. auditing, legal-, and environmental
services
Network services - links to open innovation and e.g., clusters
facilitate communication, knowledge exchange and flexible resource
allocation, e.g. informal personal networks, production- and service
development networks
18
Service process characteristics
19
Service processes - policy perspective
• Customer intensive high touch services
Policy focus on organisational development, employee skills, and
human resource management
• Technology intensive services
Focus on technology utilization, hybrid services, software and ICT
development, T-shaped skills profile development
• Services productivity
Understanding service productivity and best options for effective
service process development
• Open innovation, co-creation, user innovation,
crowd sourcing
Better recognition and support for new forms of innovation
activities, platforms that facilitate participation of new innovation
actors
20
Typologies and perspectives to services and innovation
Knowledge intensity
Services and
Service process innovation Macro level focus