The SME Cluster Growth project aims at empowering SMEs in the engineering sector to ensure their maturation and stable growth by equipping them with horizontal skills and knowledge. This will be achieved via a collaborative effort of higher education institutions (HEIs), future skills and business growth professionals and university-industry relationship experts that will respectively contribute to the advancement of SMEs’ operational, attitudinal and adaptive capacities. The project will do this via (i) SME cluster growth training (ii) student business consulting, and (iii) a launch of cross-border facility sharing schemes. More particularly, the consortium will:1. Identify cluster growth needs of SMEs in 6 project regions and 65 (6x10 + 1x5) good practices on successful SME growth strategies (Mapping);2. Develop and implement SME growth mobility and training programmes for a group of 60 (6x10) SMEs including workshops, peer learning and cross-border hot desk schemes (Learning); 3. Launch cross-border network support structures in science parks and business organisations in the form of hot desks, university access points, and facility sharing for SMEs to explore growth opportunities (Facility sharing);4. Match 24+ (6x4) MA & PhD students with SMEs to conduct in-house research and 24 (6x4) BA students to take up business challenge projects in the areas facilitating cluster growth (Consultancy & practice-based learning);5. Develop and pilot test the ‘Change of Perspective Programme’ where 6+ academics and 6+ business professionals exchange their workplaces for a day to experience a different environment (Learning);6. Build 6 cluster growth networks through forming stakeholder councils and community and capacity building events in the partner regions and linking the project cluster SMEs to the European Cluster Collaboration Platform (ECCP) for visibility, network and future collaboration opportunities (Growth).

Higher Education Institutions (HEIs) can have a strong positive impact on regional and Europe-wide social and economic development through education, research and engagement. However, they require targeted, methodological and experienced support to enhance their capability to fully realise their potential. Accelerate_FutureHEI responds to the above-mentioned needs through the development and testing of acceleration services to support HEI institutional transformation involving: - A robust, comprehensive methodology that is designed to transform and impact not just the HEIs but also their regions. It does so by taking an evidence-based approach that identifies the needs of the individual HEIs whilst also benefitting from an efficient universal approach that enables them to learn from each other. - Underpinned by a change management process, the project offers an acceleration support system that builds on the status quo, develops a connected vision and set of activities described in a roadmap and is then executed in application projects supported with coaching, training and international exchange. - Consortium built for success and impact as the project and overall methodology for acceleration services is designed, led and monitored by proven, globally-recognised experts specialised in implementing acceleration services to effect change at HEIs through entrepreneurship, innovation and engagement. - The consortium offers the right setting for a pilot program to deliver a meaningful context-connected, practical outcomes for a committed and diversified set of 14 partners, uniting 2 established EIT HEI Initiative consortia, where impact would make a real difference in their regions. - Sustained impact will be achieved as HEIs will have developed strong internal understanding of status quo and desired future state; designed and executed a roadmap & application projects; received expert coaching, training and peer learning in a network that will sustain beyond the project timeline

<< Objectives >>The project provides HEI leadership and professional staff with tools for driving cultural change amongst academics to create a supportive environment towards external engagement and entrepreneurial activities. It examines how cultural change can be best enabled in academia through identifying specific needs of the target groups and creating good practices for cultural change, to design a toolkit for HEIs, to support their efforts to become more engaged and entrepreneurial institutions.<< Implementation >>The project will conduct research on cultural change towards engagement and entrepreneurial activities in HEIs, by examining academics’ perceptions and needs as well as current good practice examples. Based on investigation, it will develop a toolkit for cultural change addressing the needs for awareness raising, enhancing internal & external communication, incentivisation & rewards, navigating the support environment. The toolkit will be validated through focus groups and widely disseminated.<< Results >>The main project results include the investigation report – a synthesis of all learnings and findings from the investigation phase; the collection of 40 cultural change case studies; as well as the designed and validated toolkit containing 40 change management tools (interventions, nudges and templates for cultural change) and 4 designed strategy guides for awareness raising, enhancing communication, incentivisation & rewards as well as navigating support environment.

BACKGROUNDSignalled through the launch of the Europe 2020 Strategy (EC 2010) and the EU Growth Agenda (EC 2014), Europe is on a path towards stronger connectivity among society, government, business and higher education institutions (HEIs) in order to increase employment, productivity and social cohesion. The EU is promoting knowledge and technology circulation by HEIs, and the involvement of citizens, academia and industry to ultimately turn research results and innovations into sustainable solutions with economic value and societal benefits. However, despite the existing policy support, research valorisation by HEIs remains low (Davey et al., 2011, 2018). Researchers struggle with generating societal impact out of their research beyond just generating publications while HEIs remain unable to sufficiently support their researchers in their entrepreneurial and valorisation activities (Technolopolis, 2015). For decades, HEIs have placed the third mission and valorisation in particular more prominently on the agenda, however, they are yet to succeed in overcoming the barriers associated with it, including:-lack of entrepreneurial skills among researchers-low levels of commercial awareness-weak cooperation between universities and external stakeholders-lack of awareness about the valorisation engagement activities beyond research commercialisation-lack of industry contacts and supporting networks. Furthermore, it has been found that 50% of PhD students do not complete their PhD with 50% citing the lack of relevance of their research, and that up to 50% of PhD research is not converted into publications let alone products or services (Council of Graduate Schools, 2010). An OECD report (2017) however highlights the potential to leverage this latent to create useful products and services as well as partnerships and jobs. They estimate that science, technology, engineering and mathematics (STEM) PhDs alone in Europe have the potential to add €1 Billion to the economy.Thus, there is a lack of researchers with the appropriate valorisation skills and knowledge, as well as a lack of appropriate training for them to acquire such skills. This is mainly because researchers, especially those in STEM, are not being trained to think and act entrepreneurially and on how to valorize their research (Alexandar et al., 2019). Although the technology transfer pipeline for STEM research may already be well-established at some HEIs, the STEM researchers still require tailored training focussed on valorisation that goes beyond just commercialisation and patenting. Whilst the majority of HEIs, driven by the willingness to spark entrepreneurial awareness and valorisation culture among students, has already integrated a number of entrepreneurship courses into their curriculum on a bachelor or master level, PhD students (i.e. R1 First stage Researchers www.euraxess.ec.europa.eu) commonly do not receive such training, including the ones working with the STEM research (Alexandar et al., 2019). This is notwithstanding the lack of valorisation and entrepreneurial capabilities amongst STEM graduates (CGS, 2017). PROJECTGiven this background, the STEM_Valorise project will develop valorisation capabilities amongst first stage STEM researchers by developing and delivering its 4 intellectual outputs. IO1 Valorisation Training Investigation Report, IO2 Digital Gallery of Success and Fail Stories of Academic STEM Entrepreneurs, IO3 Valorisation Training Programme and Toolkit, and IO4 Valorisation Training Pilot Test and Validation. The project will offer first stage researchers the necessary skills to create a commercial and societal value from their STEM research. More specifically, the project has the following objectives:•to provide a comprehensive understanding of the needs for valorisation and research-driven entrepreneurship training for first stage STEM researchers•to examine and disseminate the best practices of valorisation training offerings for researchers •to profile and showcase successful as well as unsuccessful stories and experiences of the STEM academic entrepreneurs•to design a modularised valorisation training programme and toolkit for first stage STEM researchersThis project will target technical universities and their first stage STEM researchers located in partner countries. It will offer critical insights into valorisation in STEM as well as provide educational means for HEIs to train their STEM researchers in valorisation and entrepreneurship. By raising entrepreneurial competences of researchers, the project will ultimately develop a new generation of STEM researchers empowered to make a stronger impact on society through the valorisation of their research. The project aims to develop STEM valorisation capabilities within HEIs at a European level owing to the interrelated nature of research networks within European countries. Thus, it is important that the project operate transnationally.

<< Background >>Around 150,000 failed business successions of small and medium-sized enterprises (SME) per year in Europe put approximately 600,000 jobs at risk – corresponding to a failure rate of about 1/3, with a high number of unreported cases. This leads to an enormous loss not only of jobs, but also in terms of innovation and growth potential, and is affecting structurally weak regions in particular. The reasons for this lie in the complexity of succession processes that affect numerous stakeholders, must consider different perspectives, and require extensive knowledge in different fields.To increase the likelihood of succession processes succeeding, both the key stakeholders of the SMEs and the potential successors must first be enabled to analyse their respective Succession Readiness and to identify knowledge gaps and weaknesses, and then need to be equipped with the necessary knowledge and tools to best prepare and implement the succession process.Even though the topic has been on the agenda for some time and is addressed in different project approaches, this has not had any significant influence on the high failure rate in the past.Research on existing support approaches and trainings for the target groups has shown that they are often generic in nature and should be complemented by new innovative offers that take into account situational conditions in particular.This is where the SUCCESSION READY project comes in. Our consortium is composed of different stakeholders of succession processes and unites Chambers of Commerce, Business Development Centres, Entrepreneurship and SME Succession Expertise and Target Group Reach.All partners work with the relevant target groups on a daily basis and experience their challenges and needs first-hand. Together with selected members of the target groups and several associated partners (e.g. Chambers, Consultants, Business Development Centres, Entrepreneurship education – hereafter collectively referred to as the VET sector), we have developed a holistic and situational approach that takes into account the different needs of the target groups and is able to sustainably increase the probability of successful succession and thus will impact on the extremely high failure rate of succession in SMEs. Existing services and projects are not in competition with our approach. On the contrary, we have developed an innovative, complementary concept that enables the VET Sector to integrate our innovative analysis app and our comprehensive training courses into their existing services.In summary, we address the following needs of the target groups: - VET Sector: Providers of training and consultancy for SMEs and successors, need to be equipped with in-depth knowledge of the specific challenges of succession processes, and need access to comprehensive course programmes and holistic toolboxes. In order to contextualise their existing offers, they also need to be provided with analysis tools that enable them to focus their advice on the actual, individual case and to accompany the processes accordingly.- SME Stakeholder (owner/key staff) must be enabled to analyse their current succession readiness, uncover weaknesses and need to be equipped with the necessary knowledge and appropriate tools to plan the succession process early and comprehensively and implement it professionally.- Potential successors need to be prepared both for the succession process and for their future role as owners and managers.- Policy and Administration need up-to-date and well-founded knowledge about the challenges of SMEs and successors in order to be able to develop appropriate frameworks and policies to support those important target groups specifically.<< Objectives >>The overall objective of the SUCCESSION READY Project is to generate a sustainable impact on the extremely high failure rate of succession processes in SMEs in Europe.To achieve this, we have implemented various impact workshops in our consortium together with members of the different target groups and developed an impact model that addresses the challenges and needs of the target groups on several levels.Succession processes are complex and highly dependent on the respective situational circumstances. These include, for example, regional economic structures, the knowledge and competencies of the persons involved, or the organisational characteristics of the respective SME. Generic training courses are not sufficient to increase the chances of succession processes succeeding - individual approaches are needed and the VET sector is particularly qualified to implement those. VET actors (e.g. Chambers, Business Development Centres, Entrepreneurial Ecosystem) are typically very well linked to the stakeholders involved and know the regional structures and the companies concerned. The VET sector is therefore at the centre of our Impact Model. To achieve the most direct, substantial, and sustainable impact, we also believe it is necessary to address SMEs and potential successors directly.To achieve the objective of generating impact on the failure rate of succession processes, we will develop 5 complementary results: R1: SUCCESSION READY Challenge Analysis and Competence FrameworkR2: SUCCESSION READY SME PackageR3: SUCCESSION READY Successor PackageR4: SUCCESSION READY Knowledge Hub and OERsR5: SUCCESSION READY Assessment Application and Feedback GeneratorIn order to create sustainable knowledge and behavioural impacts among the target groups, we used the ADKAR model (a well suited change management approach) to conceptualize the project and design the results (see attached). Using this model, we want to realize following specific achievements:A)Raise AWARENESS: We consider it important and necessary to further increase the importance of the topic of succession in SMEs and in particular the need for comprehensive and professional preparation and implementation of succession processes among all direct and indirect target groups (VET, SMEs, successors, policy, wider stakeholders). D)Create DESIRE: We will translate the awareness about the importance of the topic to a real desire to implement our resources and results into training and service provisions of the VET Sector / to the willingness of SMEs and potential successors to actually start preparation for the process. We will achieve this especially based on the promotion of best practice approaches and case studies that explain both the importance and the meaningfulness of our resources.K) Provide KNOWLEDGE: We will provide the VET sector with comprehensive training resources and the knowledge needed to integrate the topic of succession into their offerings and best prepare SMEs and successors for the process. For the end users, we will prepare the knowledge as OERs and modular, self-directed learning courses to enable them to acquire the necessary competencies themselves.A) Create ABILITY: To support the adaptation and integration of the resources, we provide a comprehensive VET TRANSFER PACKAGE. Our interactive assessment APP also enables a precise analysis of the succession readiness of SMEs and successors and enables them to identify and close knowledge gaps in a targeted manner. The APP also enables the VET sector to individualise and contextualise their advisory services.R) REINFORCE learning: Reinforcing and perpetuating learning through Peer-to-Peer exchange and continuous updates of our resources on our Knowledge Hub.This integrated approach goes far beyond existing offerings and addresses the needs and challenges of all target groups, increases the succession readiness of both, SMEs and Successors and thus increases the likelihood of succession.<< Implementation >>SUCCESSION READY will lead to direct benefit to the target groups, partners, and wider stakeholders, which will then translate into long term impact. To achieve this, we will produce 5 tangible results - supported by transversal activities, grouped into 5 Work Packages running throughout the project and serving as catalysts to ensure both, knowledge, and behaviour outcomes.RESULTS DEVELOPMENT:The results will be developed sequentially, and partners build on the content developed in precious resources:R1: The SUCCESSION READY Challenge Analysis and Competence Framework is an introductory and practical resource that provides the necessary knowledge about the challenges faced by the stakeholders and the competencies needed to overcome them. R2+R3: The SUCCESSION READY SME and Successor Packages are comprehensive training courses and toolboxes that provide the necessary knowledge to prepare and implement succession processes in the best possible way. In order to facilitate implementation in the VET sector, both come with a comprehensive VET TRANSFER PACKAGE.R4: Our SUCCESSION READY Knowledge Hub processes the course materials as OERs for self-study, provides extensive additional materials and connects the target groups on an interactive platform.R5: The SUCCESSION READY Assessment Application and Feedback Generator allows to analyse the succession readiness of SMEs and successors, identify knowledge gaps and weaknesses and generates comprehensive feedback and direct links to relevant resources.For each of the Results we have developed a work plan and assigned tasks to the partners. The tasks are grouped into the following activity categories in all Results:- Preparation Activities: The respective Result Leader develops a specific work plan and outline for implementation. Preparation activities include, for example, desktop research, development of methodologies, questionnaires, templates etc.- Implementation Activities: The implementation of the result development is carried out jointly in the consortium. Examples of activities include conducting regional interviews, developing learning resources or programming the web APP.- User Testing Activities:All our results are subject to intensive user testing with the target groups and experts. The basic methodology is based on our quality management strategy and is then operationalised for the respective result. To include as many perspectives as possible, user testing is always carried out in all partner countries and is summarised in an overall report.- Finalisation: The result leader finalises the result based on the user testing report. The partners translate the resources into their respective national languages.The results will be showcased to all our direct and indirect target groups in 5 professional multiplier events aiming to demonstrate the relevance and usefulness of the resources produced.WORK PACKAGE OVERVIEW:WP1 - Project Management includes all project management activities and ensuring formal, timely and high-quality project implementation. WP2 - Transnational Partner Meetings: 5 transnational project meetings were scheduled to correspond to key milestones of the project - supported by monthly progress calls to monitor the progress of the project. WP3 - Quality Management and Evaluation includes all activities and measures to assure that the project produces high quality resources and addresses target groups needs. WP4 - Share and Promote: Covers all activities to disseminate our project results to our target groups and to generate as much attention as possible for the topic and the project. WP5 - Sustainability and Exploitation: To ensure the sustainable use of project results, we start our sustainability strategy at the beginning of the project and scheduled 4 sustainability workshops, where we also integrate external experts to include outside perspectives.<< Results >>On completion, the project will have produced the linkages, knowledge, and resources to enable our direct (VET, SMEs, Successors) and indirect target groups (Policy, public) to1. gain in-depth knowledge on succession processes, challenges, and best practices (all target groups)2. adapt and integrate our training resources for SMEs and Successors (VET)3. individualise generic trainings/services by integrating our assessment web APP (VET)4. analyse the specific succession readiness, identify knowledge gaps and weaknesses using the APP (SMEs/Successors)5. close knowledge gaps and weaknesses based on the individual feedback generated and the tools and resources provided (SMEs/Successors)6. interact and exchange with Peers (all target groups)7. align policies to the needs of the target groups (Policy)8. increase the likelihood of successful succession processes (all)9.impact on the failure rate of succession processes and secure job and innovation potentials.To achieve those outcomes, 5 tangible results will be developed in sequential order and published open for further use and as barrier free as technically possible. Results can each be used independently, but are designed to be cumulative and are based on Bloom’s revised taxonomy, leading to positive changes in both knowledge and attitudes.R1: CHALLENGE ANALYSIS AND COMPETENCE FRAMEWORK fills research gaps on specific challenges for both, SMEs, and successors, outlines the framework for the subsequent results, provides case studies and best practice approaches and especially serves as a policy report allowing Policy Makers to align policies and support to the needs of the target groups. 20 Experts, 20 SMEs and 10 Successors will be integrated into the development of R1, 20 Experts into user testing and 200 will receive or download the framework.R2: SUCCESSION READY SME PACKAGE provides comprehensive training for SMEs Owner/Managers and the specific tools needed to become succession ready and to plan and implement succession processes. 20 SMEs and 20 Experts will use and test the resources and 200 will receive or download the course.R3: SUCCESSION READY SUCCESSOR PACKAGE allows the potential successor to optimally prepare for both, the succession process, and their upcoming tasks in their new role as future owner of the company. 10 Successors and 20 Experts will use and test the resources and 200 will receive or download the course.Both Result 2 and Result 3 will be accompanied with a VET PACKAGE (incl. Curricula, Trainer Guides, Students Workbooks and Background knowledge) allowing VET Providers to easily adapt and integrate the resources into their existing services.R4: SUCCESSION READY KNOWLEDGE HUB AND OERS - to ensure wide and free access, all produced resources will be adapted as OERs and combined with a wealth of additional resources, curated sources on an interactive Knowledge Hub. The platform will also allow direct Peer-to-Peer networking and exchange between SMEs, Successors and the VET Sector. 100 users will register on the platform and 2,000 users will interact with the knowledge resources.R5: SUCCESSION READY ASSESSMENT APPLICATION is a web-app combining the perspectives of both, SMEs, and successors – being enabled to assess their specific succession readiness, uncovering knowledge gaps and weaknesses, and providing specific feedback, knowledge resources and tools to close the knowledge gaps in order to achieve succession readiness. 10 SMEs, 10 Successors and 10 Experts will use and test the APP and 200 assessments will be taken during project duration.As a result, this integrated approach will lead to a broad use of our resources by all relevant target groups, improve the service offerings of the VET sector, increase the direct likelihood of successful succession processes and have a sustainable impact on strengthening the SME sector in general.