What is EURAXESS Startup Hub?

EURAXESS Startup digital toolkit

What is EURAXESS Startup Hub?

EURAXESS Startup Hub is a network of EURAXESS members who work together to provide services to researchers who would like to continue their careers in startup entrepreneurship.

On this page, find out about the key concepts behind a new EURAXESS Service paradigm - EURAXESS Hubs. Learn how we effectively designed EURAXESS Startup Hub services, by using a Model Service Framework. Use our readiness and maturity assessment indicators as a tool for assessment of opportunities, threats, strengths and weaknesses and continuous improvement.

This page is a section of EURAXESS Startup Hub toolkit. Go back to the homepage to browse through other information and resources.

About EURAXESS Startup Hub

EURAXESS Startup Hub

In recent years, the EURAXESS Network mandate has been diversified and broadened by the EC. This puts significant pressure on the network’s individual members’ capacity to learn and expand their services. Therefore, the networked service architecture, in which the ESC relies on external competencies to meet the needs of the researcher or research organisation, becomes an inevitable organisational component.

Find out here:

how the concept of EURAXESS Hubs, a novel networked services architecture will enable providing services to aspiring sci-entrepreneurs.
how to use model-service framework to clearly and formally articulate your service provision objectives.
how to assess your readiness and maturity for building the infrastructure for providing services to aspiring sci-entrepreneurs.
how to join this initiative by starting from scratch - building your own local EURAXESS Startup Hub.

About EURAXESS Hubs

Networked service architecture

In the networked service architecture, there will be an increase of less time-consuming, sign-posting and basic information services. This will result in less, if any overload and will help maintain a continuous focus on core, welcome services, especially in cases where personalised assistance is required. The learning and transformation process, in which ESCs implement the networked infrastructure for providing services related to scientific startup entrepreneurship, needs to be well-structured, carefully staged and primarily based on effective distance learning resources and online tools, in order to maintain this focus.

Maintaining the quality of the core welcoming/internationalisation services will remain the key priority for the effective branding of EURAXESS services. Introducing new services to the EURAXESS network portfolio in a feasible and sustainable way, without the disruption to continuity and quality of welcoming services, is a significant challenge due to the lack of resources and time required for training and implementation.

To address that challenge, a new methodology and networked architecture for service provision is proposed. Its building blocks are new concepts, such as the EURAXESS Ecosystem, the EURAXESS Competence network, the EURAXESS Hub local arm and the Cross-border EURAXESS Hub.

About EURAXESS Hubs

Basic concepts in networked service architecture

EURAXESS Ecosystem, Competence network, local and Cross-country EURAXESS Hub are the key concepts to use when developing the networked service architecture. They are also the answers on the most important questions you ask yourself when building the network.

EURAXESS Startup Ecosystem

The EURAXESS Startup ecosystem is a set of organisations and individuals formally or informally connected, with some competencies in the domain of startup entrepreneurship and with some common interest. Those organisations may be EURAXESS BHOs or Service Centres, but also other external stakeholders, including, but not restricted to: business incubators, accelerators, professional associations, NGOs, co-working spaces, industry chambers, relevant public administration offices, angel investors, funding organisations and entrepreneurs themselves.

EURAXESS Startup Competence Network

The EURAXESS Startup competence network is an informal map of complementary personal and team capabilities existing in the EURAXESS Startup Ecosystem, available for joint engagement (through collaborative effort or signposting) in providing assistance to researchers who are startup founders or who are interested in becoming startup entrepreneurs, free of charge or in a not-for-profit manner.

Local EURAXESS Startup Hub

The local EURAXESS Startup hub is a network built around and coordinated by a single EURAXESS member, typically but not exclusively located at a university (in the pilot, each partner will set up its own local hub). It is focused on but not restricted to providing services for researchers who have founded early-stage startups with free support (access to publicly funded incubators, relevant NGOs training and events, funding opportunities). A hub is rather considered as a methodology for providing extended services than a formal establishment, although the latter is not excluded.

Cross-country EURAXESS Startup Hub

The cross-country EURAXESS Startup hub has been built as a targeted, interest-based collaboration of at least two local hubs from different (not-necessarily neighbouring) countries. It could be driven by existing relevant collaborations, such as inter-university cooperation agreements, joint PhD programmes, etc., focused on but not restricted to acceleration services for matured startups, support in searching for seed funding, and participation in accelerator programmes.

How to design EURAXESS Hub services

Model Service Framework for designing services

A model service framework for operating a local EURAXESS startup hub is a four-dimensional structure, distinguishing services by using four aspects, namely:

Service topic
Level of collaboration used to deliver services
Way of delivery, basically indicating its complexity
Target group

The framework is intended to be used by organisations for the initial consideration of their mission statement (service portfolio), as well as the tool for continuous improvement planning (up-scaling and diversification of service portfolio) and for implementing quality assurance and service data tracking strategies.

How to design EURAXESS Hub services

Model Service Framework taxonomy

The framework uses a taxonomy of scientific entrepreneurship services to be provided by the EURAXESS startup hub, levels of collaboration, ways of delivery and target group, to formally design the services.

The model service framework is used to design local hub objectives/mission in a following narrative form:

We will provide/organise <way of delivery> about <entrepreneurship service> to/for <target group> as a/an <level of collaboration> service.

Find below several examples of local hub objectives:

We will provide training about registering and patenting IP to PhD students as a basic service.
We will organise workshops on reverse innovation for R2-R4 researchers as an advanced service.
We will provide information services on access to funding to PhD students and R2-R4 researchers as a basic service.
We will organise study visits on business mentoring and coaching for EURAXESS centres as an advanced service.

Type of service

The framework provides a taxonomy of scientific entrepreneurship services to be provided by the EURAXESS startup hub, as follows:

Access to funding (including investors, loans, targeted funds)
Access to international markets (through external partners abroad)
Access to research infrastructures and data
Business mentoring and coaching
Creating and maintaining industry partnerships
General counselling (legal, business, marketing, accounting, financial management)
Networking (with higher ed, industries, public sector, associations/clusters, other startups, cohorts)
Office space
Registering and patenting Intellectual Property
Research project innovation assessment
Reverse innovation
Technological mentoring and coaching

Level of collaboration

Each of the services is characterised by the level of collaboration required to successfully deliver it, namely one of:

Basic
Advanced

Way of delivery

Each of the services is characterised by the way (implying level/complexity) of delivery, namely one of:

Information service
Signposting/referral
Personalised service
Training (including tutorials)
Networking
Event (conference, workshop, study visit, etc.)

Target group

Each of the services is additionally characterised by the target group, namely one or more of:

Bachelor or master students
PhD students
R2-R4 researchers
Research funding and performing organisations
EURAXESS centres (or more specific, EURAXESS CDC)
External stakeholders (external partners of the local hubs)

How to assess the local Startup hub partner

EURAXESS Startup Readiness and Maturity assessment

EURAXESS Startup Readiness and Maturity assessment tool is a large list of indicators, intended to be used in assessment/self-assessment exercises, by the EURAXESS member joining the Startup Hub initiative or external partners.

There are 39 readiness indicators in 3 thematic areas relevant for setup of startup innovation support and environment. Maturity assessment is facilitated by 37 indicators in 4 thematic areas related to state of development and capacity of innovation support infrastructure in the organisation.

How to use the EURAXESS Startup Readiness and Maturity assessment tool:

Create surveys with indicators, associated with Likert-like scales
Use surveys to assess the perception on the maturity and/or readines in your organisation by the different target groups
Use the list of indicators in brain-storming exercises to carry out the SWOT analysis of your local EURAXESS Startup Hub
Use the list of indicators as analytical tools to assess the maturity and/or readiness of the external partners of your local EURAXESS Startup hub
Customise the lists, by selecting the most relevant indicators, adding new ones. Introduce weights to give more significance to the certain indicators and less to the others
Map the recommended learning assets to the indicators/areas, use the map as an improvement path.

We have already setup two surveys for EURAXESS members. We invite you to participate. This is how we learn about the potential and strength of EURAXESS members.

Go to readiness survey Go to maturity survey

HOW TO ASSESS THE LOCAL STARTUP HUB PARTNER

Indicators for readiness and maturity assessment

You can review the complete list of indicators on the right. The indicators are first classified into readiness/maturity assessment type, and then into the thematic areas.

Readiness: Embedment of the entrepreneurship training and mentoring in PhD and postdoc training in your organization

The organization has a transferable skills training program for PhD students and postdocs in place
The organization is experienced in participation in Erasmus+ program funding
National ministries and funding agencies provide funding for improving the curricula in higher education
The organization engages with incubators, industry experts and leaders in implementing training for PhD students
The organization maintains a strong relationship with its alumni network among which it can recruit successful entrepreneurs and industry experts for mentoring schemes
Patent publishing is considered as a factor for career stage assessment at organizational or national level
The organization is more focused at engineering and natural sciences than at humanities and social sciences
The organization has a close collaboration with other organizations who have systemic embedment of the entrepreneurship training and mentorship in PhD and postdoc training
The organization has accredited programs in English language (this is considered as an opportunity for engagement of international experts and implementation of international joint programs)
The organization has a strong collaboration with industry and is often contracted for carrying out the specific research
There exist continuous programs for training in funding proposal writing
Awareness of the national policies related to entrepreneurship training among university academic and professional staff is high
Awareness of the European policies related to entrepreneurship training among university academic and professional staff is high
Awareness of the national programs for funding entrepreneurship training programs among university academic and professional staff is high
Awareness of the European programs for funding entrepreneurship training programs among university academic and professional staff is high
The organization continually maintains exchange of academic staff with other universities excelling in entrepreneurship training, especially business schools

Readiness: Level and readiness for cooperation with external stakeholders in providing innovation support services

Organization continuously provides specialized support in international networking/proposal writing
There exist science-technology parks, incubators/accelerators and other innovation support organizations locally
The organization is an active member or a partner of the local thematic, industrial clusters, chambers of commerce and/or other industrial associations
The organization collaborates with Digital Innovation Hubs
The organization is nurturing external networking and collaboration as a key part of its work culture
Awareness of the European and national policies related to startup ecosystem development among university academic and professional staff is high
Uptake of open science practices principles in the organization is high. Sharing culture increases the potential for reusability of research results
There exists a developed NGO sector continuously working on important social challenges, locally. NGO can act as important partners in formally defining (supported with evidence) significant local problems
The organization maintains a continuous presence in high impact media (including social media, podcasts, etc.) where it promotes its research results and relevant initiatives
The organization has continuous cooperation (in joint publications, bilateral training programmes, hosting agreements, etc.) with other academic organizations, research institutes and networks abroad
The organization is actively pursuing opportunities for participation in Corporate Social Responsibility programs of the local industries
The organization has continuous collaboration programs with different stakeholders to ensure citizen science, namely involvement of the public in scientific research
Scale, depth and significance of partnerships with the NGO sector aiming at addressing important social challenges, including testing and scaling their innovative solutions, are high
Local/national startup ecosystem is mature, with a large number of startups in all stages and a developed support sector
The organization is nurturing an open innovation model that assumes continuous collaboration with people and organizations in the ecosystem
Organization is actively offering use of its research infrastructures to industry, free or as a service
Local industries maintain continuous Corporate Social Responsibility programs, targeted at promoting and supporting entrepreneurship
Local government is interested and committed to developing local innovation communities and supporting startup founders

Readiness: Awareness and commitment to achieving and maintaining the diversity and inclusion in startup entrepreneurship

The organization is motivated and committed to maintaining gender balance and inclusion in all aspects of the researchers career development, through different targeted measures (for example, diversity manager/office, positive discrimination, flexible working hours, etc.)
Awareness of the European and national policies related to diversity and inclusion in startup entrepreneurship among university academic and professional staff is high
Gender balance and inclusion in the local/national startup ecosystem are considered important issues and there exist significant efforts in dealing with them, through data monitoring, targeted activities, etc
The organization has participated or it is participating in externally funded projects and/or initiatives directly aiming at improving or maintaining gender balance and inclusion
The organization has joint activities with different external stakeholders (including NGOs, associations and networks, etc.) in improving or maintaining gender balance and inclusion

Maturity: Embedment of the entrepreneurship training and mentoring in PhD and postdoc training in your organization

Uptake of entrepreneurship training in the formal bachelor and master degree programs in the organization is significant
Level of competitiveness in enrolling in entrepreneurship academic training is high
Uptake of entrepreneurial career paths among organization alumni is high
Uptake of extracurricular activities, such as corporate site visits, networking events, pitch competitions, boot-camps, virtual enterprises is significant
Level of integration of Incubator/accelerator/technology transfer programs, providing also access to funding opportunities, with the training is high
Level of mentor pool diversity, dedicated training and availability is high
Level of digitalization of entrepreneurial and other programs, including developing online courses and publishing those on major e-learning platforms is high
Internationalization of the training, namely the level of collaboration in implementing entrepreneurship training with other universities, especially with business schools is high
Level of professional recognition of the certificate or diploma/degree of the entrepreneurship training program in the organization is high
Level of engagement of entrepreneurs as mentors (Entrepreneur-In-Residence program) and teachers in entrepreneurial training is high
Level of engagement of alumni as mentors and teachers in entrepreneurial training is high. There are specific alumni entrepreneurship programs
Entrepreneurship training brings significant uptake of non-conventional pedagogic methods, such as real-world use cases analyses, learning from failures, problem solving in a focus, personalized programs, etc
Embedment of competences from the European Entrepreneurship Competence Framework in skills training is high

Maturity: Level of maturity of innovation support services in your organization

Scale, depth and significance of different organizational targeted support (see taxonomy on EURAXESS startup hub services) to its researchers who want to pursue entrepreneurial careers (namely, Technology Transfer and/or IPR offices or equivalent establishments are in place and active) are high
Level of integration of education/PhD training and incubation programs is high
Organization employs full-time professional staff with legal, communication, business and/or marketing skills and expertise working exclusively at innovation support activities
Organization is regularly hosting incubation/acceleration programs, alone or in cooperation with external partners
Level of integration of research and incubation programs is high
Scale, depth and significance of internationalization of incubation/acceleration/technology transfer programs are high
Within the larger innovation support infrastructure, the organization maintains focused domain-specific innovation support - tailored to the specific scientific fields (for example, health, chemistry, biology, IT)
There exists a continuous training program for all staff involved in innovation support, including researchers
Organization provides a dedicated co-working environment and logistics for scientific entrepreneurs
Scale and depth of risk management practices in organizational targeted support to entrepreneurs are high (for example, startup failures are continuously discussed and reviewed with larger audiences)
Scale and depth of quality management practices in organizational targeted support to entrepreneurs are high (for example, organization maintains and tracks technology transfer and commercialization index or equivalent set of performance and impact indicators)

Maturity: Level of maturity of cooperation with external stakeholders in providing innovation support services

Scale, depth and significance of cooperation with other specialized innovation support organizations, including incubators/accelerators and other support programs in innovation support activities are high
Scale, depth and significance of cooperation with international organizations in innovation support activities are high
Scale, depth and significance of cooperation with local government and public sector in innovation support activities are high
Scale, depth and significance of cooperation with thematic networks and associations (including industrial associations, chambers of commerce, clusters, etc.) in innovation support activities are high
Uptake of collaborative programs’ external funding (including European Commission funding) of activities of the innovation support infrastructure in organization is high
The organization is actively advocating and implementing reverse innovation models in sourcing the societal and business challenges to address from industry as well as the other stakeholders, such as NGO, public organizations, etc
Quality of knowledge management processes, ensuring that knowledge transfer is not unidirectional is high
The organization is offering special and unconditional access to all of its research infrastructure to scientific entrepreneurs or wannabes

Maturity: Awareness and commitment to achieving and maintaining the diversity and inclusion in startup entrepreneurship

Scale, depth and significance of the targeted measures related to increasing the uptake of women startup/spinoff founders are high
The organization implements targeted innovation support activities to women startup/spinoff founders, such as training, mentorship programs, micro-financing, etc
The organization implements principles of positive discrimination in innovation support activities, as an effective way to increase the uptake of women startup/spinoff founders
Organization implements continuous collaboration with associations, networks and other organizations exclusively focused at increasing the uptake of women startup/spinoff founders
The organization is implementing different activities (individually or as members of the local/national ecosystems) related to raising awareness about diversity and inclusion issues (inside the ecosystem or to the general public) in startup entrepreneurship

How to build the local Startup Hub

How to build the local EURAXESS Startup Hub?

Decide on your local priorities. Build mission statements by using model-service framework.

Identify stakeholders. Especially those who can contribute to your mission.
Know the stakeholders. Use model-service framework to classify their activities. Optionally: use readiness and maturity assessment for ad-hoc evaluation of their activities.
Inform the stakeholders about the hub, organize at least one meeting with them.
Go live. Setup the local hub pages on your national EURAXESS portal

Contact us any time to join the EURAXESS Startup Hub sub-community, to find out more, to join the activities or propose a new one.