1. Date: Page: © GÖRGEN & KÖLLER GMBH 27.02.2014 1 Enabling Impact - How to successfully address the impact section in Horizon 2020 proposals Impact in H2020 research proposals Dr Christoph Köller Athens, 27. February 2014

2. Date: Page: © GÖRGEN & KÖLLER GMBH 2 SSH in H2020 Impact as a relevant criterion Evaluation criteria depending on type of action Social Sciences and Humanities in Horizon 2020. SSH topics Integrated in EVERY topic 27.02.2014

3. Date: Page: © GÖRGEN & KÖLLER GMBH Requirements 3 „Excellence“ (mainly) Impact oriented consortium and distribution of tasks Meeting the Impact Criteria. But how to allow and enable „impact“? Impact relevant research topic 27.02.2014

4. Date: Page: © GÖRGEN & KÖLLER GMBH 4 „Impact“ in H2020 Impact - What Needs to Be Taken into Account? User Needs Effective Measures Innovation Capacity Integration of Knowledge Societal/Environ- mental Impacts Project Organisational Structure Innovation Management Decision Making Consortium Member Composition

5. Date: Page: © GÖRGEN & KÖLLER GMBH 5 Directors of Research Institutes/Heads of Departments What Makes The Difference? Project „Enabling Innovation“ as a Basis. Differences of public research organisations and their labs in terms of leadership, processes, organization, methods & culture? ? between and Analyses and Interviews 27.02.2014

6. Date: Page: © GÖRGEN & KÖLLER GMBH Innovation Management Research Planning Project Culture Ressources Impact Strategy Personnel Policy Organisation Enabling Impact Relevant Criteria to Enable Impact. 6 27.02.2014

7. Date: Page: © GÖRGEN & KÖLLER GMBH Innovation Management Research Planning Project Culture Ressources Impact Strategy Personnel Policy Organisation Enabling Impact Relevant Criteria to Enable Impact. 7 27.02.2014

8. Date: Page: © GÖRGEN & KÖLLER GMBH Emphasis on Implementation Target Group Knowledge Impact Strategy Transfer Instruments Who are they? What are their interests? How can we evaluate information about our target groups? What are the ways to reach target groups? Are the transfer instruments known? Is impact integrated into the project strategy? Who are the promoters? What is done to advance impact? Enabling Impact Requires Strategy. 8 27.02.2014

9. Date: Page: © GÖRGEN & KÖLLER GMBH Enabling Impact Requires Strategy. 9 27.02.2014 Emphasis on Implementation Target Group Knowledge Impact Strategy Transfer Instruments User Needs Effective Measures Innovation Capacity Integration of Knowledge Societal/Environ- mental Impacts Project

10. Date: Page: © GÖRGEN & KÖLLER GMBH Innovation Management Research Planning Project Culture Ressources Impact Strategy Personnel Policy Enabling Impact Relevant Criteria to Enable Impact. Organisation 10 27.02.2014

11. Date: Page: © GÖRGEN & KÖLLER GMBH Openess Organisational Structure Organisation Integration Is the consortium build according to impact relevant aspects? Are factors known that can influence success of the project? How can the success be measured? How are ressources and competences brought together? Are impact relevant factors taken into account? Is the consortium open for external impulses and recommendations? Impact Orientation Matters! 11 27.02.2014

12. Date: Page: © GÖRGEN & KÖLLER GMBH Openess Organisational Structure Organisation Integration Impact Orientation Matters! 12 27.02.2014 Organisational Structure Innovation Management Decision Making Consortium Member Composition

13. Date: Page: © GÖRGEN & KÖLLER GMBH 13 Thank you very much for your attention! Dr. Christoph Köller Görgen & Köller GmbH Vogelsanger Weg 6 D – 50354 Hürth Phone: (+49) 2233 99 59 0 Fax: (+49) 2233 99 59 11 E-mail: c.koeller@gk-bb.de 27.02.2014 Enabling Impact as a tool to improve impact capabilities. Dr. Ute Gerhards Deutsches Zentrum für Luft- und Raumfahrt e.V. in der Helmholtz-Gemeinschaft Technologiemarketing Linder Höhe D - 51147 Köln Phone: (+49) 2203 601 3675 Fax: (+49) 2203 695 689 E-mail: ute.gerhards@dlr.de