The document discusses the MIDIH collaboration model for digital innovation hubs. It addresses the challenges of collaborating between heterogeneous partners like consistency in governance and business models. The model defines a common service portfolio across categories like awareness, consulting and funding. It utilizes a catalog and online platform to facilitate cost/revenue calculation and service promotion at a network level. The document also examines MIDIH governance aspects like legal structures, financial resources, and lessons learned around competition, connecting governance to business models and revenue streams, and defining partners' roles and liabilities.

1. MIDIH DIH Collaboration Model
TRAIN 1 - From Gare du MIDIH to
Digital Innovation Hubs:
methods and tools for DIH
governance and sustainability
TRAIN 1 - From Gare du MIDIH to
Digital Innovation Hubs:
methods and tools for DIH governance
and sustainability

2. MIDIH DIH Collaboration Model
Experiences and challenges from the
MIDIH project to arrive at a scalable and
sustainable model for collaboration
Susanne Kuehrer
EIT Digital

3. AGENDA
• Challenges for DIH Collaboration in MIDIH
• The MIDIH Collaboration Model
• The MIDIH Governance – Aspects and Lessons learned

4. Challenges for DIH Collaboration in MIDIH
• Heterogeneity between the partners (CCs, Regional Manufacturing
DIHs and Pan-European DIHs)
• Different Business Models
• Different Governance Models
• How to create a common service portfolio
• How to create a common brand

5. • Target users
• Customer
journey
Starting Point
• Channels
• Usage
• Service
proposition
The MIDIH Collaboration Model Approach (1)
Definition of a common service portfolio
General Service categories: Awareness, Consulting, Funding and Trainings
SERVICE DESCRIPTION SERVICE DELIVERY IMPACTMARKET CHALLENGES
• Challenges
• Competitors
• MIDIH Value
Proposition
• Actors
• Key Activities
• Customer Journey
• Impact through
6P Migration
Model
• Collaboration
• Cost Categories • Revenue Streams

6. The MIDIH Collaboration Model Approach (2)
• Catalogue of predefined services facilitates
• Cost and Revenues calculation at network level
• Common promotion of services
à Services scalable for a network
• Support through an online platform – DIHIWARE

7. MIDIH Governance aspects addressed
• Partners of the CC/DIH
• Cooperation/Collaboration mechanisms
• Legal arrangements
• Financial resources

8. MIDIH Governance aspects results
None (i.e.
Informal
partnership)
13% Consortium
Agreement/Mo
U
19%
Foundation/non for
profit
25%
Public
organisation
12%
Private
company
12%
Association
19%
Legal arrangements actual
None (i.e.
Informal
partnership)
11%
Consortium
Agreement/MoU
28%
Foundation/non
for profit
28%
Public
organisation
11%
Private
company
5%
Association
17%
Legal arrangement considered
most effective
Public
entities,
73,33%
Private
entities,
66,67%
Industry,
80,00%
SMEs,
73,33%
RTOs,
60,00%
Universities
,66,67%
Partner structure in MIDIH
Revenues from
services
17%
Europe
an…
National
projects/grants
19%
Regional projects
12%
National support
initiatives: tenders
7%
Regional
support
initiatives…
Support from
government
(shareholder)
9%
Membership fees
10%
FINANCIAL RESOURCES

9. MIDIH Governance – Lessons learned
Take into consideration
• competition aspects (competitors allowed; if yes, under which
conditions)
• Connection governance – business model – revenue streams (public vs.
private; grants vs. service fees; partners’ fees)
• Role of each partner in partnership (in relation to revenue streams)
• Liability aspects and partners’ accountability in service provisioning

10. Company logo
Susanne Kuehrer
susanne.kuehrer@eitdigital.eu

11. THANK
YOU!