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Michele

I would like to raise the profile of ERICs in Italy, both among the general public and as a public policy of undeniable strategic importance. In this light, ERICs could be seen as a legal framework that Italy strongly believes in and has invested heavily in, yet from which sufficient returns are not yet evident.

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Define a collaborative agreement between the hub and each partner to officials the RI has a legal entity

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Setting up new collaborations with companies in co-designing new services

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I would like to innovate the helpdesk service. Challenge is that for the moment it addresses so many different questions that it is hard to make it at least partially automatic

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How to develop new services accounting the uncertainty of moving targets: e.g. ongoing legislation process (potential change of processes and roles), fast development of AI when we are expected to develop new services in AI Factories --> how to avoid being outdated before release.

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1. How to successfully manage the governance co-creation process with the steering board and legal teams at 8 universities? We need (a) an agreement on the way forward and what services we want to add; (b) an overhaul of the cooperation agreement.

2. How do we get personalities on board with innovation and the relating change process who are risk-averse and prefer stability?

3. How to adress the different speeds within the organization? Some teams are seen as fast-paced and very innovative, while others are not. There is a big difference how long it takes each team to implement a change.

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Innovating in one area while missing guidance/ownership/decision making power (and external timelines) for a bigger picture understanding.

This means that despite great ideas and the space to innovate it is hard to actually do so and move towards the implementation of an innovative approach.

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Innovate new services in elixir israel

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from what I know on of the key challenges within our RI is how the non-target screening methods (using high-resolution mass spectrometry) may be used and what are they good for and who may use them - e.g. for the people outside community it is not easy to understand how to utilize them.

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Innovation challenge for IRIS -3D printing laboratory services: customization and improvement of the service expecially on the metrology analisys

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At DSRI, a recent innovation is about the collaboration with others for providing the use of LLM. Locally, we delivered Whisper in Maastricht University. This is because the data has been signed to not be able to leave the UM. A challenge/opportunity that we had recently was that a few universities (VU/UvA/Tilburg/TU Delft) with SURF submitted a proposal on jointly establish a platform that provides such LLM services national-wide. This leaves UM isolated.

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In my organization everyone has two or more email address.

Moreover, there are many different clients, each one with its functionality and features.

This makes difficult to communicate with the colleagues, fix meeting at the calendar, understand the availabilty of the colleauges, move from one client to another.

There is a big waste of time in this simple topic

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Challenge is in the coordination of various scientific groups (both internal groups consisting of members from national teams, and external advisory groups)

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In our RI there is a specific barrier coming from the different backgrounds of users and potential users, that it would be nice to break to enable the access to advanced technologies coming from the PSE domain to biologists and people coming from H&F domain. In my view this might lead to concrete innovation.

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Challenge - Service Portfolio Evaluation and Service Retirement Concept

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Challenge - Service Portfolio Evaluation and Service Retirement Concept

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The challenge is to develop a concept for internal service portfolio evaluation and, within this framework, propose a service retirement process for tools and workflows that no longer meet current standards. The new concept should then be implemented in network operations.

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Getting buy-in from the rest of the RI when it comes to Training and Training delivery

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Finding balance between structure (ownership, accountability, risk management) and flexibility and creativity necessary for the innovative projects to exist.

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Decision support system for member state representatives

The challenge is to ensure equal and transparent opportunities for informed decision-making for Representatives of Member States.

The required innovation should be a solution to this problem whereby the recipient receives the necessary information appropriate to the current situation and the current situation.

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offer state-of-art services in a rapidly changing technological landscape.

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In my daily routine, I would like to find a solution to normalize the flow of emails between me, the professors and my colleagues.

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We need an organized and innovative way to share informations within the RI’s researchers.

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Value creation is via the people. And getting people together is therefore important. Across the lines

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Learning about EGI innovation activities

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Sergio's presentation, especially a kind of methodology for "measuring" the effectiveness of innovation and the work of RI in front of MS/countries

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innovation = "doing something differently than before" (can be small changes)

Value is created through relationship, not transactions

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Guest Speech from Sergio Andreozzi - EGI Foundation

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Guest Speech from Sergio Andreozzi - EGI Foundation

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How can you structure collaborative innovation?

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How can you structure collaborative innovation?