Application for an ERASMUS+ Knowledge Alliance “Systematic Innovation Methodologies” (SIM)
The proposal was rejected.
The proposal was successfully submitted on 25 Febr 2020.
- Partner Letter - a template
- Internally requested by the administration of Leipzig University to sign
the application form. A signed and scanned version is sufficient.
- Application eForm (requires recent Acrobat
Reader that understands forms - not available for Linux)
- Detailed Project Description
- Detailed Budget Plan
- Work Packages and Budget Distribution - project internal document,
a more detailed description of the plans in Epics and Stories (along the
SCRUM methodology) and the Budget Distribution of the KA grant in support of
- Upon success of our proposal the upcoming Project Plan will be based on
that document. Together with a Release Plan and a Dissemination Plan these
constitute the main project management documents beyond the individual
sprints as 6-month slices of the implementation of concrete project goals
in order to put the agile character of our project into manageable paths.
- 17.02.2020: final
If the proposal will be selected a mandate letter from each full partner
to the applicant is required in due time. Being successful with our
application we have only 4 weeks to collect all documents and sign the
- “Mandate letters signed by the partners are a contractual requirement and
will therefore be requested after the selection of proposals, prior to the
signature of the relevant grant agreements with the selected projects”.
Here is the external link to the documents to be uploaded in the Participant
Register of the Funding & Tender Opportunities Portal:
What do we expect from industrial partners
Ideally, the contribution should be sharpened in the project itself in a WP
that it can be processed. The six points below in the “hints for a sound
- Solid needs analysis: detailed and convincing explanations, participation of
- Clearly emphasize benefits for all partners - starting already from the
- Focus on innovation.
- Quality of the project team and cooperation agreements: Show the
complementarity of partners, clear division of tasks, effective mechanisms
for coordination and communication.
- Consortium - companies: companies are actively involved and show solid
results, commitment and intention of a long-lasting partnership with the
- Impact and Sustainability: explain the short and long-term impact of the
project plan, plan a sustainability strategy from the very beginning.
This describes where to go: “companies are actively involved and show solid
results, commitment and intention of a long-lasting partnership with the HEI”.
That would have to be filled with life, whereby here, of course, the question
is what companies expect from HEI (higher educational institutions). We
intentionally include a broader HEI spectrum, from universities, technical
universities and universities of applied sciences to dual vocational training
(Jantschgi in Graz), and also HEI with different experience in teaching
already such methodologies.
Possible added value for the industrial company is influence and early access
to developed teaching content and premium access to graduates that are yet
skilled in the methodologies. Conversely, use cases and internships would of
course also be interesting.
So the idea is that they
- contribute in shaping the curricula
- provide useful use cases
- provide also practices and support in graduation in their company.
- Premium access to graduates skilled in that area
- Leading position in an ongoing process of shaping soft skills in HR
important for the future of companies at large (Samsung understood this
already 20 years ago)
Evaluating different opportunities the ERASMUS+ Key Action 2 Programme
“Knowledge Alliances” seems best to fit the current state to link existing and
planned curricula in “Systematic Innovation Methodologies” at different HEI
(higher educational institutions) with the requirements and needs of industry.
The focus of the action is on cooperation between Programme Countries but
organisations from Partner Countries can also be involved, if the added value
is appropriately expressed. (Programme Guide, p. 133)
From the call:
- “Knowledge Alliances implement a coherent and comprehensive set of
interconnected activities which are flexible and adaptable to different
current and future contexts and developments across Europe”.
- “Knowledge Alliances are transnational and involve minimum six independent
organisations from at least three Programme Countries, out of which at least
two higher education institutions and at least two enterprises”.
From the call
- Maximum EU contribution awarded for a 2-year Knowledge Alliance: 700000 EUR
- Maximum EU contribution awarded for a 3-year Knowledge Alliance: 1000000 EUR
- Financial contributions from the EU are calculated using fixed scale of unit
costs. Please see the Programme Guide, page 130-133 for further information.
- These unit costs have been calculated in a way that co-funding is inherent
to them, i.e. already incorporated.
Aims and Priorities
Knowledge Alliances aim at strengthening Europe’s innovation capacity and at
fostering innovation in higher education, business and the broader
socio-economic environment. They intend to achieve one or more of the
- develop new, innovative and multidisciplinary approaches to teaching and
- stimulate entrepreneurship and entrepreneurial skills of higher education
teaching staff and company staff;
- facilitate the exchange, flow and co-creation of knowledge.
The main attention is turned to projects that contribute to the modernisation
of Europe’s higher education systems as outlined in the 2017 EU Communication
on the Renewed EU Agenda for Higher Education, namely:
- tackling future skills mismatches and promoting excellence in skills
- building inclusive and connected higher education systems;
- ensuring higher education institutions contribute to innovation;
- supporting effective and efficient higher education systems.
- Relevance of the proposal (Purpose, Consistency, Innovation, European added
value) - 25 points
- Quality of the project design and implementation (Coherence, Structure,
Management, Quality) - 25 points
- Quality of the project team and the cooperation arrangements (Configuration,
Commitment, Partnership, Collaboration/team spirit, Reward, Involvement of
Partner Countries) - 30 points
- Impact and dissemination (Exploitation, Dissemination, Impact, Open Access,
Sustainability) - 20 points
Important cross-sectional tasks
- Quality assurance must be an embedded project component to ensure that
Knowledge Alliances successfully deliver the expected results and achieve an
impact going far beyond the partner organisations themselves.
- Knowledge Alliances are required to accomplish
targeted dissemination activities which reach out to stakeholders, policy
makers, professionals and enterprises.
- Along the way Knowledge Alliances should deliver publications such as
reports, handbooks, guidelines, etc. As a general rule, results should be
made available as open educational resources (OER) as well as on relevant
professional, sectorial or competent authorities’ platforms.
- Knowledge Alliances should generate new ways and instruments to facilitate
their collaboration and to ensure that the partnership between higher
education and business persists.
- Knowledge Alliances are a recent and ambitious Action; they are subject to a
particular monitoring which requires active participation from all
participants and stakeholders.
- Knowledge Alliances should foresee their
participation in thematic clusters
to support cross-fertilisation, exchange of good practices and mutual
- Additionally, Knowledge Alliances should budget for the presentation of
their project and the results at the University-Business Forum and/or
other relevant events (up to five during the project duration).
Some Arguments Useful for the Application
- Natalie Peace on Brainstorming in Forbes, April 2012
- World Economic Forum: The Future of Jobs Employment, Skills and Workforce
Strategy for the Fourth Industrial Revolution. January 2016
- Survey compiled by Bohuslav Busov on
more than 2000 TRIZ training participants which were interviewed about the
benefits of TRIZ
- LOI of the IHK Heilbronn
About the Content
Stelian Brad (15.12.20191)
- Please consider that we can find a possibility to create a MOOC on TRIZ - we
have to valorize e-learning platforms (in our case, we can arrange the
network to have access to a very new platform for synchronous and
- Please consider the focus on open innovation by seeing the network as
platform where innovation can be run under poly-centric forms of
collaboration (this is a clear focus of the EC in the next exercise
- Because new standards in innovation management systems are becoming more
important, the network should also consider the smart integration of TRIZ in
- It would be maybe an opportunity to expand student mobility not only for
learning, but also for completing their final degree project as part of
Erasmus+ exchange. This will offer students to apply TRIZ in a wider and
Bohuslav Busov (18.12.2019)
- Associated Partners - We plan to integrate also Chambers of Commerce and
Industry from different countries:
- I can activate at minimum following possible Associate partners: Economic
Chamber (IHK) Brno, JIC Brno (South Moravia Innovative Centrum), HUB
interconnected with BUT Brno, HUB interconnected with TU Ostrava, also
TRIZing Czech Association under „roof“ of my BUT Brno, where in TRIZing I
am „president“, IKI Liberec - partially interconnected with TU Liberec
- I completely recommend Target Innovation and especially my friend (since
1993) Nikolay Shpakovski as expert. He is very experienced and as consultant
he is able to solve real different innovative tasks (for example in CR:
Atomic Machinery Pilsen, in Czech: Jaderné strojírenství Plzeň). By the way
I translated his book OTSM-TRIZ this year. Except of some new TRIZ
approaches there is lot of cases from Samsung. Some parts from this „higher
TRIZ pilotage“ are instructional also for my TRIZ students.
- Second I translated during this year the book „150 creative tasks from our
environment“ (Anatolij Gin, Irina Andrzheevskaja). It is a unique book about
„clever“ solutions inside fauna and flora. Book for children in nursery
schools and first year of primary schools.
Hans-Gert Gräbe - Last update 29 Febr 2020