|
A |
| Agile Model |
An iterative, flexible approach to innovation and project management focused on rapid development and feedback. |
| Architectural Innovation |
Delivering a significant improvement on an existing product |
|
B |
| Breakthrough Tech |
Technologies that represent significant advances and open new possibilities. |
| Brokerage Events |
Specialized networking sessions, usually organized at conferences or as standalone events, where participants can schedule pre-arranged one-on-one meetings to explore potential collaborations |
| Business Model |
A conceptual structure that explains how an organization creates, delivers, and captures value. A business model identifies the products or services the business plans to sell, the target market, and any anticipated expenses, in order to outline how to generate a profit.. |
| Business Model Canvas |
A strategic management template that is used for developing new business models and documenting existing ones. It offers a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances, assisting businesses to align their activities by illustrating potential trade-offs. |
| Business Model Innovation |
Changes to how value is created, delivered, and captured. |
| Buyer Persona |
Definition of your typical customer. You need to know their typical profile, their buying habits, the price they are prepared to pay for your solution, their needs, as well as their biographical and demographic information. |
|
C |
| Capacity-building |
Activities that strengthen the skills, resources, and capabilities of individuals or organizations. |
| Channels |
How value is delivered (e.g., online, in-person, through partners). |
| Co-design |
Process of working with clients, stakeholders and collaborators to design the objectives, activities and scope of a project before commencing. It can extend beyond the initial phases in some cases where the design is adaptive to feedback. |
| Co-develop |
The process of working with clients, stakeholders and collaborators to develop new knowledge, tools, activities, products or outcomes. |
| Co-Investigator (Co-I) |
A researcher who collaborates with the Principal Investigator on a project. |
| Co-solution |
RIs and industry (either as a user or a supplier) actively work together to meet technological needs |
| Collaboration Canvas |
A practical framework designed to help teams define their purpose, roles, goals, and ways of working, ensuring alignment from the very beginning. |
| Collaboration Checklist |
A tool for teams to stay organized and productive. It provides a comprehensive list of tasks, activities, and goals that teams can use to stay on track |
| Collaborative Research |
Joint research and development projects aiming to co-develop technologies and solutions. |
| Commercialization Pathways |
Strategies for bringing innovations to market, including licensing, spin-offs, and partnerships. |
| Context-sensitive Innovation |
The development of technologies, services, or processes that are adapted to the unique conditions of a particular environment or community. |
| Contract Research |
Collaborations between RIs and industry to solve specific challenges through customized research. |
| Cost Structure |
The financial makeup of the costs involved in delivering the value. |
| Crowdsourcing |
Gathering ideas, solutions, or data from a large group of people, often online. |
| Customer Journey Mapping |
A visual representation of the customer experience, helping businesses understand interactions and improve overall satisfaction. |
| Customer Segmentation |
The practice of grouping customers based on similarities in characteristics, behaviors, or preferences. This helps businesses tailor their products and marketing to meet the specific needs of each group |
|
D |
| Deliverables |
Tangible or intangible outputs produced as a result of project activities. |
| Demand-driven Innovation |
Innovation that responds directly to identified needs or market demands. |
| Disruptive Innovation |
Innovation that creates a new market and value network or enters at the bottom of an existing market and eventually displaces established market-leading firms, products, and alliances |
|
E |
| External Opportunities (SWOT) |
Favorable external conditions (e.g., policy support, market trends). |
| External Stakeholder |
Individuals or groups who have an interest in the success or failure of a business or project but are not directly involved in its operations. |
| External Threats (SWOT) |
External risks (e.g., competition, regulation changes). |
|
F |
| Feasibility |
It refers to the practicality of creating the product. A feasible product is one that can be made using existing or easily obtainable technology and resources. |
| Flagship |
Refer to long-term and large-scale research initiatives, paving the way with an ambitious vision. |
| Freemium |
Freemium is a business model that combines free and premium services. It offers a basic version of a product or service at no cost, while charging for additional features or services. |
| Funding Agency |
An organization that provides financial resources for research and projects. |
|
G |
| Governance |
The system of rules, practices, and processes by which an organization is directed and controlled. |
| Grant Agreement |
A legal document outlining the terms and conditions of the grant award. |
| Grant Application |
A formal request for financial support for a project. |
|
I |
| Incremental Innovation |
Small, continuous improvements to existing products or processes. |
| Industrial Contact Officer (ICO) |
Developing business and partnering relationships between the RI and potential industrial Users and Co-Creators of innovative products, processes and services. |
| Industrial Liaison Officer (ILO) |
Acts as a crucial link between organizations and their industrial partners, facilitating communication, collaboration, and innovation. |
| Innovation |
Technology development and technology transfer |
| Innovation Ecosystem |
A collaboration between the RI ecosystem and various stakeholders regarding innovation |
| Innovation Health Assessment |
A diagnostic tool to evaluate the effectiveness and maturity of an organization’s innovation practices. |
| Innovation Portfolio |
A collection of innovation projects managed strategically. |
| Intangible |
Non-physical assets or outputs (e.g., knowledge, patents, reputation). |
| Intellectual Property |
Refers to creations of the mind, including inventions, literary and artistic works, designs, and symbols, which are protected by law to encourage innovation and creativity. |
| Intellectual Property Rights |
Legal rights that protect creations of the mind, such as inventions, designs, and artistic works. |
| Internal Stakeholder |
Individuals or groups within an organization who have a direct interest in its operations and outcomes, such as employees, management, and board members. |
| Internal Strength (SWOT) |
Positive internal attributes (e.g., expertise, resources) |
| Internal Weaness (SWOT) |
Internal limitations (e.g., lack of funding, skill gaps). |
|
J |
| Joint R&D |
Refers to collaborative efforts between two or more entities to conduct research and development, sharing resources, knowledge, and risks to innovate and develop new products or technologies. |
|
K |
| Key Performance Indicators |
Metrics used to evaluate success in achieving objectives. |
| Knowledge Transfer |
Refers to the deliberate sharing of knowledge, skills, and expertise between individuals, teams, or organizations. |
|
L |
| Licensing |
A business arrangement in which one company gives another company permission to manufacture its product for a specified payment |
| Local Node |
Addressable locations in a network that provide processing services, and they play a crucial role in various computing and networking contexts |
|
M |
| Market Deployment |
Refers to the strategies and processes involved in launching products or services into a market, ensuring they reach the intended customers effectively. |
| Matching Funds |
Additional funds provided by the organization to complement the grant |
| Memorandum of Understanding (MoU) |
A formal document outlining an agreement between two or more parties, typically not legally binding but indicating a mutual intention to collaborate. |
| Milestones |
Significant points or events in a project timeline. |
| Mission |
The core purpose and focus of an organization or initiative. |
|
N |
| National Contact Points (NCPs) |
The primary source of guidance and support for Horizon Europe applicants in their respective countries. |
| NDA Agreement |
A Non-Disclosure Agreement (NDA) is a legally binding contract that establishes a confidential relationship between two parties. It restricts one party from disclosing sensitive information shared by the other party, protecting trade secrets and valuable information. |
| Networking Platform |
A digital or structured framework designed to connect researchers, industry partners, policymakers, and innovation stakeholders to Foster collaboration, exchange knowledge, and develop joint initiatives |
| Node |
A redistribution point within a network |
|
O |
| One-to-one Matchmaking Meeting |
Short meetings between two parties of potential collaborators to engage and allow them to build relationships |
| Opal Presentations |
Oral presentations delivered at conferences or symposia. Presenters speak directly to an audience, often supported by slides. They allow for deeper explanation, storytelling, and direct interaction with attendees. |
| Open Innovation |
Leveraging external ideas and collaborations to accelerate innovation. |
| Open Innovation Strategy |
Promotes opening the innovation process to people with experience in fields other than academia and science. It encourages collaboration with external partners—such as other research organizations, the private sector, public sector and the third sector or end-users, and brings fresh perspectives and resources into the innovation process. |
| Organizational Innovation |
Changes in structure, management, or culture to support innovation. |
| Outreach Officer |
Plays a crucial role in connecting organizations with communities, providing support, and facilitating programs that address various social needs. |
| Ownership |
Legal or institutional control over assets, outputs, or intellectual property. |
|
P |
| Partner Search Tools |
Online databases that allow researchers and companies to find suitable project partners for Horizon Europe calls, technology transfer, or joint development. |
| Partnership-building Platform |
A digital or structured framework designed to connect researchers, industry partners, policymakers, and innovation stakeholders to foster collaboration, exchange knowledge, and develop joint initiatives |
| PESTLE |
A tool for analyzing external macro-environmental factors: Political, Economic, Social, Technological, Legal, and Environmental. |
| PICO Presentations |
PICO stands for Patient/Problem, Intervention, Comparison, Outcome. It’s a structured format often used in medical and clinical research to frame questions and present evidence |
| Pilot Site |
A location where a new technology or process is tested in real-world conditions. |
| Portfolio Analysis |
Assessment of a group of projects or investments to optimize resource allocation and strategic alignment. |
| Poster Presentations |
A visual display of research or project findings, usually on a large printed poster. Attendees walk around, view posters, and engage in one-on-one discussions with the presenter. |
| Premium Model |
Requires users to pay upfront to access the product or service. There is no free tier or free trial. All features and benefits are typically available upon purchase or subscription. |
| Principal Investigator (PI) |
The lead researcher for a project, responsible for its design, conduct, and reporting. |
| Process Innovation |
New or improved methods of production or delivery. |
| Product Development |
The process of bringing a new product from idea to market, involving multiple stages such as ideation, design, testing, and launch. |
| Product Innovation |
New or improved goods or services. |
| Project Scope |
The detailed set of deliverables or features of a project. |
|
R |
| Radical Innovation |
It involves introducing revolutionary ideas, concepts, or approaches that challenge existing norms and disrupt markets. Unlike incremental innovation, which focuses on gradual improvements, radical innovation represents a substantial leap forward that reshapes industries |
| Research Infrastructure |
Facilities, resources or services of a unique nature that have been identified by European research communities to conduct top-level activities in all fields (ESFRI, 2006: 16) |
| Research Proposal |
A detailed plan of how the research will be conducted, including objectives, methodology, and budget. |
| Revenue Model |
The strategy for generating income (e.g., subscriptions, licensing). |
| Revenue Stream |
Sources of income generated by the business. |
| RI Ecosystem |
A dynamic collaboration between research infrastructures which has been developed around a set of shared strategic objectives and provides, supports or coordinates services and/or activities at the level of the RI collaboration, while the individual RIs remain responsible for their own governance, strategy and business |
| Risk Management |
The process of identifying, assessing, and controlling risks. |
| Roadmap |
A strategic plan that outlines goals, milestones, and actions over time to achieve a vision or mission. |
| Routine Innovation |
Focus on enhancing existing processes, tools, and workflows to make them more efficient, reliable, and sustainable. |
|
S |
| Service Provision |
Occurs in a post-development phase and offers predefined services for a fee |
| Spin-offs |
New companies formed to commercialize research or technology developed within another organization. |
| Sprint (in Agile) |
A short, time-boxed period during which a specific task or feature is developed and reviewed. |
| Stage-gate Model |
A structured project management approach used in product development, dividing the process into distinct stages separated by decision points (gates) to enhance innovation and reduce risks. |
| Stake |
The interest or investment (financial, strategic, reputational) a stakeholder has in a project, decision, or outcome. |
| Stakeholder |
An individual, group or organisation that may affect, be affected by, or perceive itself to be affected by a decision, activity or outcome of an RI ecosystem, or portfolio. Owners and sponsors are included in the stakeholders. |
| Stakeholder Mapping |
A strategic tool used to visualize and analyze the relationships and influence of individuals or groups involved in a project, helping to enhance communication and decision-making. |
| Sustainability |
The ability to maintain or improve systems and outcomes over time without depleting resources or harming ecological and social systems. |
| SWOT |
A framework for analyzing Strengths, Weaknesses, Opportunities, and Threats of a company/project |
| System Architectures (innovation) |
The design and integration of components within a system to support innovation. |
|
T |
| Tangible |
Physical assets or outputs (e.g., equipment, buildings, prototypes). |
| Technology Readiness Assessments |
Evaluations of how mature a technology is, often using TRL (Technology Readiness Level) scales. |
| Technology Readiness Levels (TRL) |
A systematic measurement system used to assess the maturity of a technology, ranging from TRL 1 (basic principles observed) to TRL 9 (actual application in real-life conditions). |
| Technology Transfer |
The process of transferring technology from one organization or individual to another, aiming to transform scientific research and inventions into practical applications that benefit society. |
| Third Sector |
An umbrella term that includes a variety of organizations that are neither part of the public sector (government) nor the private sector (for-profit businesses). |
|
V |
| Value Chain |
The full range of activities required to create and deliver a product or service. |
| Value Proposition |
The benefit or value offered to customers or stakeholders. |
| Value Valorisation |
The process of enhancing the value of research outputs by translating them into societal, economic, or environmental benefits. |
| Value-added |
The enhancement a company gives to its product or service before offering it to customers. |
| Viability |
A viable product is one that will generate profit for the company, both immediately after launch and in the long term. |
| Virtual or Physical Exhibitions |
An exhibition where participants are invited to market their offerings on a virtual platform. |
| Vision |
The aspirational long-term goal or desired future state. |
