1. page 1 Living Labs - Good Practices in Europe Dr.-Ing. Jens Schumacher 18 th of June 2008

2. page 2 The European Network of Living Labs (ENoLL) The European Network of Living Labs (ENoLL) was launched in November 2006 with 19 1st wave Living Labs On the 17th of October the 32 2nd wave Living Labs were announced Announcement of the 3rd wave Living Labs in Autumn 08 under the french presidency.

3. page 3 Approach Within the CoreLabs CA (#EP 035065) a survey about the Living Lab Best Practices was initiated. A total of 24 Living Labs (9 from the 1st wave and 15 from the 2nd wave) contributed to the survey.

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5. page 5 Geographical Distribution

6. page 6 Maturity Level The term “maturity” is defined by two parameters: The age of the Living Labs and the actual state of their products and services.

7. page 7 Involvement Approach The term “involvement approach” is defined by two parameters: The multi stakeholder involvement and if the Living Lab is either technology, service or methodology driven.

8. page 8 Living Lab Strategies

9. page 9 Funding Strategies

10. page 10 Organisational Structures

11. page 11 LL‘s to come …

12. page 12 Product / service idea: CWE-based methods Product / service idea: Traditional methods Product Idea

13. page 13 Product / service concept: CWE-based methods Product / service concept: Traditional methods Product Concept

14. page 14 Product / service development: CWE-based methods Product / service development: Traditional methods Product Development

15. page 15 Market launch: CWE-based methods Market launch: Traditional methods Market Launch

16. page 16 Main Results Especially in the 2nd wave there are a lot of “Starting Living Labs” which are in the process of establishing themselves. It can be extracted from the questionnaires that a great proportion of the examined Living Labs have difficulties in describing their preferred business model precisely. However, two market strategies has been identified: Specialisation in a certain domain on the one hand and presenting themselves as a multi-domain e-solution provider resp. innovation process supporter. An interesting question is, which combination of the two strategic approaches will have a more profound effect on acquiring partners and clients.

17. page 17 Main Results A great proportion of the Living Labs examined form a Public-Privat Non-Profit Organisation or plan to set this up. The question of the effectiveness and efficiency of this kind of organisation calls for an in- depth examination and evaluation of an NPO. Most Living Labs have their own proprietary facilities and ICT infrastructures and choose mixed funding strategies, consisting mainly of 3rd party funds and sales revenues. It can be derived clear evidence that predominantly traditional methods & tools are used by the polled Living Labs. There should be a more in depth analysis of the applicable methods & tools for the Living Labs approach.