Facilitated by IQIB (Institut für qualifizierende Innovationsforschung und -beratung GmbH)

Bridging the gap between a promising laboratory project and a market-ready product is one of the most critical challenges in the research lifecycle. Designed to empower innovators to think like strategic project leads, this webinar provides an actionable roadmap to navigate early-stage commercialization. It introduces the key concepts bridging research management, tech transfer, and innovation management, helping participants adopt a proactive, user-centric approach to scale their scientific discoveries sustainably.

Facilitated by IQIB (Institut für qualifizierende Innovationsforschung und -beratung GmbH)

Moving beyond outdated, linear pathways of commercialization, this training course is designed to equip research institutions and public authorities with the strategic tools and processes needed to build modern, systemic innovation capacities. Focused on the priorities of the AU-EU Innovation Agenda, the course explores a holistic approach to knowledge valorisation. Participants will learn how to bridge the gap between academic research and practical application, helping cross-sector ecosystems co-create tangible societal, environmental, and economic value.

Overview

Delivered by Martin Mata, CEO of an innovation centre in the Czech Republic, this introductory training session explores how incubators, accelerators and other Business Support Organisations (BSOs) can better understand their innovation ecosystems.

Rather than presenting an ecosystem as a static collection of universities, startups, investors, government institutions and support organisations, the session encourages participants to examine the relationships and flows connecting these actors. These include flows of funding, information, talent, opportunities and decision-making power, which determine how the ecosystem functions in practice.

The session also addresses power imbalances, gatekeepers, bottlenecks and organisational positioning. Drawing on participants’ experiences from different regions, it highlights the importance of local context, collaboration and realistic data collection when mapping an ecosystem and identifying opportunities for intervention.

What You Will Learn

The training covers:

• Innovation ecosystems as dynamic networks: understanding ecosystems through interactions and flows rather than lists of institutions.
• Actor-centred versus flow-centred mapping: examining how money, information, people, opportunities and decisions move between ecosystem actors.
• Multiple centres of influence: recognising that leadership and influence shift depending on whether the issue concerns funding, talent, regulation, knowledge or market access.
• Power asymmetries and gatekeepers: identifying actors that control important resources, decisions or access to opportunities.
• Bottlenecks and blocked flows: diagnosing where ecosystem relationships are weak or where resources fail to reach the actors who need them.
• Organisational positioning: assessing an organisation’s actual contribution without automatically placing it at the centre of the ecosystem.
• The “disappearance test”: considering what would change in the ecosystem if an organisation ceased to exist as a way of evaluating its relevance and added value.
• Collaboration and competition: understanding how constructive competition can encourage innovation while cooperation and mutual support strengthen ecosystem resilience.
• Innovation as practical problem-solving: recognising new or improved products, services and processes that address real needs and produce meaningful results.
• Context-sensitive ecosystem development: adapting approaches to local political, economic, institutional and cultural conditions rather than directly copying models from elsewhere.
• Ecosystem data collection: combining formal information with insights into informal relationships, incentives and power dynamics that may not appear in public sources.

Key Takeaway

Innovation ecosystems are shaped not only by the actors they contain but, more importantly, by the relationships and flows between them. The presence of incubators, universities, investors or government programmes does not guarantee that funding, knowledge, talent and opportunities move effectively across the system.

By mapping these flows, identifying bottlenecks and understanding who controls key resources and decisions, BSOs can develop a more accurate picture of their ecosystem and their own role within it. This provides a stronger foundation for collaboration and for designing locally relevant interventions that generate measurable and sustainable impact.

Overview

This training session examines how ecosystem actors can move beyond mapping and understanding innovation ecosystems towards designing interventions that lead to meaningful and lasting change.

The session introduces the Theory of Change as a practical framework for explaining how interventions activate specific mechanisms, influence the behaviour of ecosystem actors and contribute to wider systemic outcomes. Using examples such as investor–startup Demo Days and experiences from African innovation ecosystems, it demonstrates why activities such as events, training and mentoring should be treated as triggers for change rather than as impacts in themselves.

The session also explores the role of collaboration, trust, incentives and adaptive learning in ecosystem transformation. Particular attention is given to how Business Support Organisations (BSOs) can influence change by connecting actors, reducing information gaps, strengthening capabilities and creating conditions for more effective interactions across the ecosystem.

What You Will Learn

The training covers:

• From ecosystem mapping to intervention design: using knowledge of actors, relationships, resource flows and structural challenges to identify appropriate interventions.
• Theory of Change: connecting interventions with mechanisms, behavioural changes and longer-term ecosystem impact.
• Activity-based versus change-based thinking: distinguishing activities and outputs from the behavioural and structural changes they are intended to produce.
• Ecosystem gaps and breaks: determining whether an ecosystem function is missing or exists but is not working effectively, and selecting the appropriate response.
• Mechanisms and leverage points: understanding how trust, information, incentives, capabilities, capital flows and power dynamics can influence actor behaviour.
• Assumptions and risks: making assumptions about mechanisms, behaviour and the wider context explicit so that they can be tested and revised.
• Measuring ecosystem change: complementing activity-level indicators with measures of behavioural change and longer-term systemic outcomes.
• Collaboration in African innovation ecosystems: learning from organisations that connect entrepreneurs, investors, universities, policymakers and markets.
• The role of BSOs: supporting ecosystem transformation through convening, capacity building, relationship development and reduced transaction costs.
• Resilience and sustainability: building partnerships, structures and capabilities that continue beyond individual projects, organisations or funding cycles.

Key Takeaway

Effective ecosystem interventions begin with a clear understanding of how change is expected to happen. Activities such as events, training programmes and mentoring can initiate change, but their value depends on whether they activate the right mechanisms and lead ecosystem actors to behave differently.

By developing a specific and testable Theory of Change, monitoring behavioural outcomes and adapting interventions as conditions evolve, BSOs can move beyond delivering activities towards contributing to systemic transformation. Collaboration is central to this process: reflecting the principle of Ubuntu—“I am because we are”—lasting ecosystem change depends on collective action, shared responsibility and strong relationships among diverse actors.

Overview

Delivered by Athziri Moreno, Manager of International Relations at the Central Bohemian Innovation Center, and featuring Jakub Pechlat, Chief Operational Officer at SIC, this best practice session brings together key concepts explored throughout the organisational-level training for Business Support Organisations (BSOs).

Through practical examples, case studies and experiences from innovation support organisations, the session examines approaches to strengthening organisational sustainability and performance. It connects sustainable funding and business models with talent management, digital maturity and data-driven decision-making, helping participants identify practices that can be adapted to their own organisational and ecosystem contexts.

What You Will Learn

The training covers:

• Sustainable funding models: approaches to diversifying income streams and reducing dependence on individual funding sources.
• Business model planning: using tools such as the Business Model Canvas to align value propositions, activities, partnerships, costs and revenue streams.
• Cost management: understanding fixed, variable and hidden costs and their implications for organisational sustainability.
• Financial forecasting and control: using realistic scenarios, budgeting, approval processes and monitoring mechanisms to strengthen financial resilience.
• Cost and impact assessment: considering the relationship between resources invested and impact achieved when making programme and organisational decisions.
• Talent management: connecting organisational sustainability with the ability to attract, develop and retain appropriate talent.
• Digital maturity: considering how digital capabilities can support organisational processes, management and service delivery.
• Data-driven decision-making: using organisational and programme data to inform planning, resource allocation and continuous improvement.
• Practical BSO experiences: learning from real-world examples and approaches used by innovation intermediaries in different contexts.
• Transferable best practices: identifying practices that can be adapted to strengthen the performance, resilience and long-term impact of BSOs.

Key Takeaway

Strong and resilient BSOs require an integrated approach to organisational management. Sustainable funding, effective talent management, appropriate digital capabilities and evidence-based decision-making need to reinforce one another rather than operate as separate areas.

By assessing their organisational model, understanding costs and impact, strengthening internal systems and adapting proven practices to their own context, BSOs can improve their performance while building greater resilience and long-term sustainability.

Overview

Delivered by Athziri Moreno, Manager of International Relations at the Central Bohemian Innovation Center, this training explores how Business Support Organisations (BSOs) can use digital transformation to improve service delivery, client management and impact measurement.

The session focuses on Client Relationship Management (CRM) systems, data collection and reporting, digital maturity and the selection of affordable digital tools. Through practical examples and participant experiences, it emphasises a strategic and gradual approach to digitalisation—starting with organisational needs and processes before selecting technology.

What You Will Learn

The training covers:

• Digital transformation for BSOs: understanding digitalisation as the alignment of technology with organisational processes, people and strategy.
• Digital maturity: assessing an organisation’s current level and identifying realistic steps from basic tools to more integrated digital systems.
• CRM systems: using CRM approaches to manage clients throughout their lifecycle, support follow-up and preserve institutional knowledge.
• Selecting digital tools: matching solutions to organisational size, programme complexity, staff capacity, infrastructure and available budget.
• CRM implementation: the importance of defining processes, assigning system ownership, securing leadership commitment and encouraging staff adoption.
• Data tracking: identifying minimum datasets for client profiles, programme delivery, engagement and outcomes.
• Impact measurement and reporting: structuring data to demonstrate results, support decision-making and respond to funder and stakeholder requirements.
• Data governance: establishing clear responsibilities for data quality, management and privacy.
• Affordable digital solutions: exploring practical tools for data collection, communication, collaboration, analytics and client management.
• Incremental digitalisation: starting with simple solutions, testing them through pilots, training staff and progressively scaling digital capabilities.

Key Takeaway

Successful digital transformation is not simply about adopting more sophisticated technology. BSOs first need to understand their processes, identify the information they need and ensure that staff are prepared to use new systems consistently.

Starting with practical and affordable solutions, establishing clear ownership and gradually increasing digital maturity can help BSOs strengthen client management, institutional knowledge, reporting and impact measurement while avoiding unnecessary costs and complexity.

Overview

Delivered by Athziri Moreno, Manager of International Relations at the Central Bohemian Innovation Center, this training explores effective human resources management and team development practices for Business Support Organisations (BSOs).

The session focuses on talent attraction and retention, organisational culture, employee engagement, and the management of remote and hybrid teams. Combining practical frameworks with experiences shared by participants from Africa and Europe, it examines how BSOs can build motivated and high-performing teams while adapting HR practices to different organisational and national contexts.

What You Will Learn

The training covers:

• Talent retention: understanding why employees stay or leave and the role of purpose, professional growth, recognition, flexibility and relationships with managers.
• Strengths-based management: identifying and developing employees’ individual talents and strengths rather than focusing primarily on weaknesses.
• Talent acquisition: practical approaches and interview questions to assess candidates’ behaviours, strengths, self-awareness and potential fit within an organisation.
• Employee engagement: strengthening engagement through clear expectations, regular communication, recognition, development opportunities and connection to organisational purpose.
• Organisational culture: building a workplace culture based on clarity, feedback, trust, psychological safety, shared purpose and continuous learning.
• Performance and development: connecting individual objectives and development plans with team goals and the organisation’s wider strategy.
• Continuous feedback: using regular one-to-one check-ins, peer recognition and development conversations to support employee growth and retention.
• Remote and hybrid teams: approaches to maintaining communication, visibility, collaboration and engagement across different working arrangements.
• Digital HR tools: examples of tools for communication, project and task management, document collaboration and HR administration.
• Africa-Europe perspectives: experiences from BSOs operating in different contexts, highlighting the importance of adapting HR and hybrid-working practices to organisational and national realities.

Key Takeaway

Building an effective BSO team requires more than recruiting people with the right technical skills. Organisations need to match talent and strengths with appropriate roles, provide clear expectations, invest in employee development and create a culture of trust, recognition and shared purpose.

Managers play a central role in this process. Regular communication, continuous feedback and an understanding of individual strengths can strengthen engagement and retention, while clear working practices and appropriate digital tools can help remote and hybrid teams remain connected and effective.

Overview

Delivered by Athziri Moreno, Manager of International Relations at the Central Bohemian Innovation Center, this training explores how Business Support Organisations (BSOs), including incubators and innovation centres, can develop more sustainable business models and strengthen their long-term financial resilience.

The session focuses on funding diversification, business model planning, cost structure management, financial forecasting and control mechanisms. Through practical examples and participant experiences, it examines how BSOs can combine different funding sources while maintaining their mission, responding to ecosystem needs and reducing dependence on individual funding streams.

What You Will Learn

The training covers:

• Funding diversification: how combining multiple funding sources can reduce financial risk and strengthen organisational resilience.
• Fee-based services: considerations for developing paid services with clear value propositions and appropriate pricing.
• Strategic partnerships: opportunities and risks associated with partnerships with corporations, banks, development agencies and other ecosystem actors.
• Public-private collaboration: how public and private resources can be combined to support larger-scale innovation programmes.
• Business Model Canvas: applying the framework to map and align customers, value propositions, activities, partnerships, costs and revenue streams.
• Cost structure management: distinguishing fixed and variable costs and identifying often-overlooked costs such as staff time, reporting and community-building activities.
• Financial forecasting: developing conservative projections and scenarios to anticipate funding needs and potential financial gaps.
• Financial controls: strengthening budgeting, approval procedures, documentation and expenditure monitoring.
• Practical experiences: lessons from BSOs and innovation ecosystem actors on hybrid funding models, fundraising, workspace revenues and investment approaches.

Key Takeaway

Financial sustainability for BSOs requires more than securing additional funding. Organisations need to diversify their funding mix, understand their cost structure, align their business model with ecosystem needs and establish effective financial planning and control mechanisms.

By regularly reassessing their business model and carefully testing new revenue and partnership approaches, BSOs can reduce funding dependency while protecting their mission and strengthening their capacity to deliver long-term ecosystem impact.

Overview

This training explores how innovation ecosystems evolve from traditional incubators and accelerators towards more connected and coordinated structures at regional, national and international levels.

Through practical frameworks and an interactive exchange between participants from Africa and Europe, the session examines how innovation support organisations can understand their position within an ecosystem, strengthen collaboration with other actors and progressively take greater responsibility for ecosystem development.

The training emphasises that successful innovation ecosystems cannot simply replicate models from elsewhere. Instead, approaches need to be adapted to local contexts, market needs, available resources and relationships between government, academia, industry and civil society.

What You Will Learn

The training covers:

• Evolution of innovation ecosystems: how ecosystems can develop from incubators and accelerators towards innovation hubs and broader ecosystem orchestration.
• Ecosystem levels and positioning: understanding the different levels of ecosystem responsibility and assessing where an organisation currently operates.
• Theory of Change and stakeholder analysis: using practical frameworks to understand ecosystem actors, relationships and pathways towards impact.
• Quadruple Helix collaboration: strengthening cooperation between government, academia, industry and civil society.
• Market-driven ecosystems: understanding the market and business opportunities as central drivers of innovation ecosystem activity.
• Multi-level coordination: connecting regional, national and international ecosystem structures while reducing fragmentation and silos.
• Scaling impact: moving beyond direct programme delivery towards systems and partnerships that enable other actors to contribute.
• Practical ecosystem building: using stakeholder mapping, roundtable discussions, advisory structures and communication to strengthen coordination.
• Africa-Europe knowledge exchange: experiences, challenges and commitments shared by innovation ecosystem actors from different African and European contexts.

Key Takeaway

Building a strong innovation ecosystem requires more than delivering individual incubation or acceleration programmes. Innovation support organisations can increase their impact by understanding their position within the wider ecosystem, coordinating with diverse stakeholders and progressively shifting from direct service delivery towards enabling and designing systems in which multiple actors share responsibility.

Effective ecosystems are therefore built through collaboration, coordination, contextualisation and shared responsibility, with market needs and opportunities at the centre of ecosystem development.

Overview

This training explores the strategic role of Business Support Organisations (BSOs) within innovation ecosystems, with a particular focus on positioning, partnership development and communication. It examines how BSOs can evolve from project implementers into ecosystem orchestrators and trusted brokers that connect actors, facilitate cooperation and strengthen innovation ecosystems.

The session forms part of a training series on innovation ecosystems designed to support knowledge exchange between African and European innovation actors.

What You Will Learn

The training covers:

• The evolving role of BSOs: from project implementation and programme coordination to ecosystem orchestration.
• Ecosystem brokerage: how BSOs can act as connectors, translators, trust builders and friction reducers between universities, governments, businesses and civil society.
• Strategic positioning: how neutrality, competence and demonstrated value can strengthen a BSO’s role within an innovation ecosystem.
• Partnership development: approaches to building long-term strategic alliances based on shared needs, commitments, governance and investment.
• Innovation ecosystem models: the Triple, Quadruple and Pentuple Helix frameworks and the role of BSOs in facilitating interaction among different ecosystem actors.
• Strategic communication: using visibility, evidence, data and storytelling to demonstrate value and strengthen ecosystem influence.
• Institutional recognition: how BSOs can move from informal roles towards formal mandates embedded in policies and institutional structures.
• Common risks: including grant dependence, event-focused activities, personality-based partnerships and weak institutional recognition.
• Advocacy and lobbying: understanding the distinction between evidence-based advocacy for ecosystem improvements and activities focused on narrower organisational interests.

Key Takeaway

Effective BSOs do more than deliver individual projects. By combining strategic positioning, strong partnerships and effective communication, they can become trusted ecosystem brokers that facilitate cooperation, reduce barriers between actors and contribute to more connected and sustainable innovation ecosystems.

Whether you are a research institution, start-up or large company, forming a successful academic collaboration takes more than a shared vision — it takes the right legal architecture, governance structures, and operational clarity to make that vision last.

Join us for this practical, expert-led webinar as Erna Sefoka and Alude Xuba, of Xuba & Associates Attorneys Inc., walk participants through the critical pillars of designing and managing academic partnerships that are equitable, compliant, and built to endure.

Webinar nr. 2