COUNTRY REPORTSPAIN. Conduction of Online Survey in Partner Countries /O1/

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1 COUNTRY REPORTSPAIN Conduction of Online Survey in Partner Countries /O1/ A. ACTIVITY INFORMATION Report objective: Time frame for online survey conduction /O1/: Deadline for submitting the report: To collect and analyse responses from the online survey conducted in the partner country February 15-19, 2016 February 22-26, 2016 B. REVIEW OF ONLINE SURVEY RESULTS This report has been developed as part of the Erasmus + supported INNOSPARK Project. The aim of the project is the development of an intergraded training framework (material and methodologies) for Creativity and Innovation. INNOSPARK aims to train individuals with the relevant creativity skills needed in the ICT sector, attract new ICT talents and as a consequence - to fuel innovation, productivity and growth in the EU Among others INNOSPARK courses will include techniques of how to build frameworks for filtering and value high quality ideas as well as to identify the negative attitudes that block Creativity and Innovation (organizational and personal), how to foster a climate of creativity, what are the characteristics of the creative person, where to look for new ideas and how to identify them when they occur. One of the initial phases of the project involved a Training Needs Analysis across the participating countries. This analysis will verify the needs of European ICT SMEs and potential users in relation to Creativity and Innovation Management as well as helping to define the characteristics and guiding the development of the training material and the methodology to be followed. The following report analyses the results of the Training Needs Analysis undertaken in Spain. Twenty two responses were received all of them coming from the private sector. Because of the relatively small sample size it was decided instead of applying full statistical principals to this analysis, to investigate only the existing trends identified in respondents opinion. Nevertheless this study gives a good insight as to the current awareness and level of Creativity and Innovation in the ICT sector in Spain. 1

2 Research Methodology Target SMEs and public sector organisations related to ICT sector were contacted by using survey monkey software. s were sent to 160 target clients. The main focus of the outlined the purpose of the project, highlighting the aim of the research. The also contained a link to the poll translated in Spanish. The Spanish team (Tecnalia) started by using a database of SMEs that have successfully implemented a Management Improvement Programme based on the EFQM model called PREMIE which is promoted by the Diputación Foral de Bizkaia since 10 years ago, with the Collaboration of the Regional Development Unit of Tecnalia. This database was completed with a web research (database, web site, etc.). The research resulted in around 100 organisations, most of them local SMEs. The Spanish Team faced considerable difficulties in finding respondents interested in devoting some time to filling the questionnaire out. The total number of answers collected was twenty two and the target number was twenty. In many cases responses were received directly as a result of the mail shot and follow-up. In other cases, however, it was necessary to follow-up with telephone calls in order to secure some of the responses. Context information 1 : Spain is one of the most important ICT market by volume in Europe: 89,894 Million. There are more than 30,000 ICT companies, including digital content, operating in Spain. The sector is currently 1 employing more than 425,000 workers. The gross added value at market prices represents the 4.4% of GDP in Spanish companies are present and recognized in major international markets Spain is a leader in advanced technologies i. Spanish software for landing is worldwide renowned and used ii. Major events/complex, distributed international delivery iii. High-Tech and Defense Industry iv. Telecommunications, Utilities, Energy, Banking 1 ICEX Report: ICT Sector in Spain

3 1. Basic Report Information 1.1 Partner organization: FUNDACIÓN TECNALIA RESEARCH & INNOVATION 1.2 Period of online survey conduction /O1/: 29 TH February March 21 st Number of completed surveys: Number of represented organizations: Reporting date: 25 th March Participant Details 2.1 Type of ICT companies / type of activity and number of employees share in %/ In analysing the responses Concerning the profile of the respondents, 27% were top managers, 33% belong to middle management and 40% in the core staff. Furthermore, respondents were asked to state the number of employees in the company they worked for, 40% of the respondents belonged to companies with among 10 and 50 employees, being SMEs employees the most representative share of respondents. Figure 1 1 3

4 2.2 Profile of participants / current position and work experience share in %/: 38% of respondents had less than five years experience with their current organisation, 61% had work experience for more than five years Figure 1 2 4

5 3. Individual Creativity Project Title: Sparking Creativity and Innovation Skills in the ICT Sector 3.1 Please analyze survey results from section Individual Creativity providing the data in a graph and numeric format (e.g. tables). Figure 1 3 This part of the survey aims to discover if an employee believes themselves to be creative, if they act creatively in his/her workplace and what he/ she believes to be the issues which affect individual creativity. When it comes to Spain, in general the respondents identify the creativity as an important aspect at their work environments, as most of the respondents agree or strongly agree that this is an important part. Overall, most of the respondents identify themselves as original and creative persons. The highest positive answers when it comes to Individual Creativity belong to the following statements: Creativity is important to me The opinion of other work colleagues has a positive effect on my individual creativity This means that in the workplace context the creative output of employees is often related to others opinions. On the contrary, the highest non- positive answers belong to the following two statements: I ignore good ideas because I don't have the resources to implement them. Everyday routine doesn t impede on my creativity. 5

6 I see problems, complaints, and bottlenecks as opportunities rather than as issues. The main concerns related to negative impact in developing creativity are the lack of resources and routines together with the lack of time On the other hand problems and bottlenecks are not perceived in general as opportunities. The following Figure sums up the variation in the responses obtained: Figure 1 4 6

7 4. Organizational Creativity Project Title: Sparking Creativity and Innovation Skills in the ICT Sector 4.1 Please analyze survey results from section Organizational Creativity providing the data in a graph and numeric format (e.g. tables). Answer Options Strongly Strongly Rating Response Agree Neutral Disagree Agree Disagree Average Count My organization shares visions and goals clearly with all employees ,91 22 In my organization we set goals for innovation (new ideas for products, services, processes) ,68 22 My organization supports participation of staff in decision making ,09 22 My organization supports freedom to express ideas ,05 22 My organization acts on new ideas providing the time and resources to develop and implement those ideas ,27 22 My organization encourages employees to keep looking anew at the way they approach their work ,14 22 My organization implements techniques for increasing employees motivation and boosting their performance ,18 22 My organization gives a satisfying level of autonomy to employees in performing tasks ,86 22 My organization periodically gathers employees opinion about alternative ways of working and what might be ,86 22 My organization supports open (frequent exchange of ideas, etc.) communication amongst employees ,68 22 My organization supports knowledge sharing (via formal/ informal meetings, etc.) ,50 22 My organization s (internal and external) network triggers creativity at work ,68 22 My organization tolerates a certain amount of risk-taking allowing at the same time employees to learn from their ,36 22 My work setting (well illuminated, relaxing, quiet, clean, etc.) supports creativity at work ,09 22 My organization organizes team buildings, group workshops and trainings in order to enhance team performance ,41 22 answered question skipped question Figure 1 5 The answers in this section are focused on some the factors that affect organisational creativity and innovation and assesses if organisations implement creativity techniques and strategies which help to enhance creativity. Amongst the respondents who completed the questionnaire (22 in total), confirmed that they are working in a quite traditional line of business. Regarding creativity. At this point, it is really important to stress out the status of each responding organization so as to observe the level of innovation in use and their familiarity to its components including Creativity. As it is depicted in the following graph and concerning the status of each respondent Many of them thought that the organization/ enterprise is not supportive enough towards the employees with regards to risk-taking and that it does not penalize them when they fail. In general the respondents agreed with the fact that employees have the chances to share their creative potential within their organization and propose new solutions. The highest positive answers when it comes to Organizational Creativity belong to the following statements: In my organization we set goals for innovation (new ideas for products, services, processes). My organization supports open (frequent exchange of ideas, etc.) communication amongst employees

8 My organization s (internal and external) network triggers creativity at work. So, networks, exchange of ideas and product or service innovation reflections are the most popular strategies which help to enhance creativity On the contrary, the highest non- positive answers belong to the following two statements: My organization tolerates a certain amount of risk-taking allowing at the same time employees to learn from their mistakes. My organization organizes team buildings, group workshops and trainings in order to enhance team performance and creativity. My organization acts on new ideas providing the time and resources to develop and implement those ideas worth acting upon. This means that in general there is a lack of training related to this topic and enterprise is not supportive enough towards the employees with regards to risk-taking. In coherence with the previous question (Individual creativity) main concerns developing creativity are the lack of resources together with the lack of time. The following Figure sums up the variation in the responses obtained: Figure 1 6 8

9 5. Creativity and Innovation in Action 5.1 Please analyze survey results from section Creativity and Innovation in Action providing the data in a graph and numeric format (e.g. tables). This question aims at who are the main actors in building a creative environment in the organization; and what are the main creativity and innovation tools, skills, methods and approaches used at the workplace in the ICT companies. In a related question participants were asked about where creativity is used in the company. In the following graph someone could notice the significance of each of the above categories. The main areas of usage creativity and innovation in ICT SMEs in Spain are Research, product and service development and Company strategy followed by Finding new ideas. lack creative thinking in ICT SMEs; When it comes to the actors involved in Creativity Management, the main company activities/departments which most lack creative thinking in Spanish ICT SMEs are: Employees in production and other internal processes Employees in direct contact with the customers Public relations team On the contrary Product Development teams together with the Marketing Departments and CEOs is where Creativity Management is mainly concentrated. 9

10 Figure 1 7 The factors that most support creativity and innovation at work are, as described I the graph below: Workplace atmosphere (interpersonal) Colleagues engaged in similar tasks Professional networks Innovative and motivating working environment 10

11 To conclude, the creativity and innovation approaches, tools and methods used in ICT SMEs according to the survey results in Spain show the following ranking : Cooperation with users Participating in local, regional and national development programmes Training Consultants Cooperation between sectors and departments within organisation (multi-disciplinary) Cooperation with other organisations and companies Creativity techniques (e.g. brainstorming, mind-mapping) Cooperation with research organisations and universities. Open innovation Product development teams Workshops Benchmarking other sectors and disciplines Cooperation with clients Innovation boot camps or intensive courses Ideation boxes for new ideas and initiatives Idea boards e.g. in the kitchen, staff room and office 11

12 The following graph show the percentage of responses for each of the categories: 12

13 6. Creativity and Innovation Training 6.1 Please analyze survey results from section Creativity and Innovation Training providing the data in a graph and numeric format (e.g. tables). Only the 36% of the respondents have received Creativity and Innovation Training in their professional lives. I In this regard, the ones who have received training, the most popular form have been through Learning by Doing, Visual Learning, Learning games and simulations followed by Seminars and Lectures and Discussion and Debates. And taking into consideration the topics in which respondents have been trained, the respondents 13

14 answered that have received training in: Ideas generation, Operational innovation and Innovation and strategy. The type of creative thinking and innovation skills respondents would find useful to train, develop and boost at work show preference in the following topics: Design Thinking Ideas Generation Crowdsourcing Service Innovation Idea Management 14

15 The best training approach for ICT employees and employers is through E-Learning and Trainning in real work settings, followed by Blended Learning and Self training. 15

16 7. Additional Comments 5.1 Please give a short analysis of the level of creativity and innovation of the ICT SMEs according to the survey results in your country. Please comment on the barriers to creative thinking and innovation in ICT SMEs* emerging from the online survey in your country. It could be said that Spanish organizations view Creativity and Innovation as an important topic, as evidenced from their responses to issues concerning: categories of connection to creativity, risk-taking, team and individual creativity, important factors capable of nurturing creativity. This view is further supported by the fact that in the majority they are familiar with the term Creativity and Innovation or at least they have used it in their working experience and have acknowledged its characteristics and usefulness. But on the other hand, they could absolutely gain more knowledge and expertise after acquiring training tools for a further exploitation of Creativity. As a further insight to the analysis and as it is acknowledged from the above survey, some of the most fundamental connections that the participating Spanish organizations/ enterprises gave to creativity have to do with idea sharing as well as the idea that the creative output of employees is often related to others opinions. The notion behind creativity is mainly supported by the different ideas being shared among employees. At this point, it is very important to take into account another important element of creativity application which could be attributed to team creativity and networks. Linked to that, internal communication as well as collaboration is being considered as a very important factor that could nurture creativity at work, together with the workplace atmosphere (interpersonal). Networks, exchange of ideas and product or service innovation reflections are the most popular strategies which help to enhance creativity according to the survey respondents. Another important point that could be drawn from the above analysis is the fact that a big percentage of respondents have stated that in general, enterprises are not supportive enough towards the employees with regards to risk-taking when it comes to idea generation and Creativity. The main concerns developing creativity are the lack of resources together with the lack of time. There are some more fundamental issues to be considered as many of the Spanish respondents have stressed out that have never received any training on creativity. The ones who have received training, the most popular form have been through Learning by Doing, Visual Learning, Learning games and simulations followed by Seminars and Lectures and Discussion and Debates. Nevertheless, most of the proposed materials for training received positive feedback. The type of creative thinking and innovation skills respondents would find useful to train, develop and boost at work show preference in the following topics: Design Thinking, Ideas Generation Crowdsourcing, Service Innovation and Idea Management. The participants were mostly interested in the conduction of the training through E-Learning and Trainning in real work settings, followed by Blended Learning and Self training. 16

17 It seems that people mainly prefer visual and more interactive means of training rather than the old traditional way. 17