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Denmark
Phase: Anticipation
Tip:
  • Fostering innovation
  • Start-up support
  • Support of companies' growth
  • Support of SMEs
Ultima modificare: 06 September, 2018
Nume nativ:

Innovation Centre Denmark (ICDK)

Denumirea în lb. engleză:

Innovation Centre Denmark (ICDK)

Coverage/Eligibility

The ICDKs operate with Danish companies, research and educational institutions as well as establish partnerships with foreign research institutions, businesses and organisations. Among Danish companies, the target group is primarily small enterprises or entrepreneurs. Formally, the ICDKs apply the SME criteria by the European Commission, where the main factors are determined by staff headcount (fewer than 250) and turnover of less than €50 million or balance sheet total (less than €43 million). There are not any specific criteria for research and educational institutions that participate in the measure.

Main characteristics

ICDKs are offices based abroad which offer innovation and R&D information and support to Danish SMEs about foreign markets.

The Danish Agency for Science, Technology and Innovation under the Ministry of Higher Education and Science in partnership with the Trade Council, and the Ministry of Foreign Affairs of Denmark developed the measure’s first operation in Silicon Valley in 2006. In 2007, ICDK Shanghai opened, while ICDK Munich opened in 2008. In 2013, three more ICDKs were established in São Paulo, Seoul and New Delhi/Bangalore. In 2016, one more ICDK was established in Tel Aviv. As of 2018, a total number of seven ICDKs exists. 

The ICDK offers support services similar to the ones of the Trade Council (network of foreign offices with in-market advisors who offer a number of specialised services to promote export) but differs due to the specific focus on enabling its clients to have a presence in key technology and innovative clusters by supporting them with a deep local knowledge and understanding of R&D and innovative processes as well as insights into technology and market trends. The close cooperation between the Danish Agency for Science, Technology and Innovation and the Trade Council is carried out in the daily work within each ICDK. The daily management of each ICDK is carried out by an executive director who is appointed by a contractual agreement with the Trade Council and at each ICDK, an innovation attaché is employed, who is appointed by the agency. Furthermore, each ICDK has a number of local innovation officers who work closely together with the director and innovation attaché to help Danish companies as well as researchers, universities and educational institutions to gain access to local networks, technology and markets.

The ICDKs offer services and deliverables such as market analysis, partner search and matchmaking, review of business plans, arranging of contacts and customised visit programmes for delegations to help Danish companies as well as researchers and universities to gain access to local networks, knowledge, technology, capital and markets. Furthermore, the ICDKs also monitor new technology and trends in the local market in order to help Danish business to exploit the opportunities in the local market in order to develop their products and services – for example in Silicon Valley which is one of the world’s leading places for innovation and high-tech solutions.The ICDKs offer services and deliverables such as market analysis, partner search and matchmaking, review of business plans, arranging of contacts and customised visit programmes for delegations to help Danish companies as well as researchers and universities to gain access to local networks, knowledge, technology, capital and markets. Furthermore, the ICDKs also monitor new technology and trends in the local market in order to help Danish business to exploit the opportunities in the local market in order to develop their products and services – for example in Silicon Valley which is one of the world’s leading place for innovation and high-tech solutions.

Approximately €4.03 million are derived from the Danish fiscal budget (Financial Act 2017) for the period 2017-2019.

Funding

  • National funds

Involved actors

National government
Danish Agency for Science, Technology and Innovation, Ministry of Higher Education and Science, Trade Council, Ministry of Foreign Affairs of Denmark

Effectiveness

Findings in the 2015 evaluation are overall positive, the evaluation found that there was room for improvement and that the value creation of the ICDKs could be increased. The main challenge highlighted in the evaluation was a ‘grey zone’ between the ICDKs and the Trade Council (which offers a more specific export support). Following the evaluation, ICDKs have increased the collaboration and emphasis on a stronger relationship with the Trade Council, for example a stronger focus on the specific projects with a genuine innovation related service. The 2015 evaluation has not been repeated offering new figures regarding the performance of the ICDK centres. However, in 2018  the Trade Council has started new projects. Among others, the Trade Council and Novo Nordisk have opened a diabetes research centre in Beijing, and new innovation projects will start/are started in India after the opening of a direct flight connection to India. The new cooperation means that the Innovation Fund in 2018 will provide €2million to Indo-Danish research and innovation projects within energy and water. 

Number of commercial clients in 2014

ICDK

No. of clients

No. of cases for clients in total

Silicon Valley

52

87

Shanghai

107

171

Munich

36

48

New Delhi/ Bangalore

12

21

São Paulo

9

17

Seoul

37

53

Total

253

397

Source: Evaluation 2015.

Strengths

The greatest strength of the measure is the physical presence in various locations and the local networks of the seven ICDKs. The ICDK has the benefit of simultaneously being geographically widely distributed and locally consolidated. The second strength is the connection between business, innovation and research, which allows for new synergies and partnerships.

Weaknesses

Even though the ICDKs have increased their efforts to gain visibility, a weakness of the ICDKs is still the lack of consolidation and visibility in Denmark. For a public policy measure to support the international growth of SMEs, it is important to be visible to this target group. Another challenge for the ICDKs is the synchronisation of the internal organisation in regards to being agile enough to operate within business and research simultaneously. In addition, while the emphasis on the centre in Silicon Valley can be an asset, it simultaneously represents a weakness as it distracts from the synergy of breath and depth of services provided. This so, as companies might have an idea of ‘going to Silicon Valley’, which might prevent them from discovering their potentials in Seoul or other places.

Exemple

No information available.
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