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Take it for Granted promise

12 years of experience 30+ Innovative enterprise and startup mentorships
200+
funded projects
100+ business cases / feasibility studies
EUR 30+ million in grants secured

What is your field of interest?

Entrepreneur
or start-upper?

Researcher or
developer?

Leader or
manager?

1.

painpoint

If your business dream is clear, but the reality is not…
If you’re unsure how to do business…
If you’re not sure about your final product…
If you’re uncertain who are your customers and how you’ll reach them…
If you don’t know how to fund your development…

2.

solution

An accredited consultant helps you to clarify your business concept during a 2-3 hour workshop.
Together we define the applied business model and business interests.
We determine the key market application and the money flow.
We elaborate a simple roadmap for development funding.

3.

benefit

You’ll be able to set up your next steps in only a few hours with the help of our experts.
You will also get a clear picture of your business and your return on investment.
And you shall know exactly what your market-ready product will be.
We’ll give you a development funding roadmap.

Free offer

1.

painpoint

Do you have a concrete vision about your development, but don’t know how to enter the market?
Do you lack experience in building a company?
Do you find grant administration stressful?
Did you develop in a research center, but are not sure who the owner of the invention is?

2.

solution

Together we create a useful roadmap for entering the market.
We define company development milestones.
Together we develop a project charter in a few hours, and an interest model based on the actual Call for Proposal.
We create an IPR strategy and help you to perform a Freedom-To-Operate Study.
We provide grant management for the project according to the terms of the Call for Proposal.

3.

benefit

We’ll guide you through the “business swamp” until you have your own competent team.
You’ll clearly see the way ahead, and the achievements that will make your company successful.
We’ll give you a clear picture of the project limits and stakeholder interests.
You’ll be able to avoid entering the market with a product which has hundreds of competitors with the same features.
In the end, you’ll be able to focus on your professional work.

Free offer

1.

painpoint

Do you lead several units in parallel?
Dou you lack no time to deal with every issue?
Is your team still developing, but you want answers right now?
Do you have no experience working with researchers?
Was the Call for Proposal written in a parallel universe?

2.

solution

Our think tank helps you to develop the business case for the problem.
We generate projections and propose mitigation actions for the risks of your R&D project.
As a competency center, we secure the team competencies that are currently missing.
We assist as “interpreters” to ensure efficient communication between the researchers and managers.
We provide grant management for the project according to the terms of the Call for Proposal.

3.

benefit

You’ll have knowledge of the whole team in your head.
You’ll be able to give exact answers when your boss is asking you about the expected results and next steps.
Together we’ll solve the issues you could not handle alone.
You’ll realize that researchers are also human beings, just with different interests.
You’ll be able to focus on the professional part of the project, while we manage the implementation of the proposal.

Free offer

References

FAQ

Frequently Asked Questions (FAQ)

What is the benefit of a 1-2 hour workshop with a Management Consultant?

It’s simple — the Pareto Principle (otherwise known as the 80/20 rule) says that you can handle 80% of your problems with only 20% of your efforts. An external consultant is no smarter than a colleague at working on a new concept or resolving a problem. The main advantage is that the consultant has an external “helicopter view” of the situation. As the consultant is independent of the internal environmental factors (company culture, distance of authority etc.), they can more easily find the gaps. This means that critical points and further possibilities can be identified in just a few hours.

Why should I choose you instead of thousands of similar consulting companies?

As we are work with a joint risk model, we only take part in projects we believe in. When we participate in a project, we become part of the team (except for the Audit role). You will never get leather-bound studies from us, but we will work for our common aims during every moment of the cooperation.

What are your methods?

  • 1/ Helicopter view analysis: we check the “big picture” with you, identifying the critical points and finding lost potential to bring to the surface.

  • 2/ Finding the way together: working together with you, identifying the best way forward – or creating a new way if necessary – in order to solve your problems or exploit new business opportunities.

  • 3/ Internal auditing: we choose one of our experts who is not involved in the operative part of the project (so they can retain a helicopter view approach), and simulate the needs of external stakeholders in order to align project goals with their expectations.

What are your main areas in Innovation Management?

Innogrant is an all-round consulting firm rather than a specialist. In order to provide a full range of services, we are cooperate with professional partners, such as online marketing and IPR experts. Our core activities are: management consulting, project management, grant management, and R&D support.

Do you provide interim management?

We did and the outcome wasn’t ideal. So, we don’t deal with it any more. Of course, we participate in joint projects according to the division of labor agreed, but we don’t want to become employees of your company.

Do you provide with angel investment?

As we have already taken ownership stakes in startups, we are open to this. But we’d expect a very convincing development or business concept.

What are your prices?

We participate only in projects we believe in. We use the Pareto Principle to define the project, find critical points and explore opportunities together with you. We all have an interest in getting a clear picture. Once we start the joint project, we work to a joint risk model by sharing the “cake” (don’t worry — you’ll always get the biggest slice ).

I heard that you are expensive…

As many of our colleagues are above LVL4 (seniors) — and are continuously training in the field of innovation management — that is probably true. However, this doesn’t put off our partners, as in the cooperation phase the most important thing is the return on investment, and not the cost. This is especially true if we can save them from the costs of a dead-end project, throwing money out of the window for a couple of months, or we help them to get a EUR 1,000,000 grant for developing the Curiosity 2 rover.

What will happen if there is no joint project?

If turns out in the first phase that it is not worth starting the project, it will only have cost you the fee for a few expert hours. In exchange, we will have saved you from lot of wasted effort, along with all its costs. If the joint project phase does not generate results then, in tune with our “laughing and crying together” principle, we will laugh it off over a beer and summarize the lessons learned together. As Mandela said, “I never lose. I either win or learn”.

Why is the Impact section the most important in the SME Instrument call?

Nowadays everything can be manufactured, and so the question is: is it worth it? Evaluators of SME Instruments expect developers to be aware of the current state of the art, and have a clear vision about the advantages of their solutions from a technical point of view (Excellence). As for the development (Implementation), it is easy enough to create an all-round plan with expert assistance. The really big ask is to convince the evaluators that your core team will be able to expand the market without external support and that everyone will want your solution.

What is the link between the Excellence and Implementation sections in the SME Instrument call?

If you look at it from far enough away, you’ll see how it comes together. In the Excellence section, you should be telling your STORY, explaining why the market has not taken off, and how you will kick start it. At the same time, you should be defining the solution (Key Market Application), which will revolutionize the market. From then on, it’s child’s play: explain in the Implementation about how you will create the exciting solution which the market has long been calling out for — in other words, how you will achieve the project scope expected in the Excellence section. In the Impact section, you should be telling the story of how you will create a billion-dollar business in the former socialist countries owing to market demand.

Why is the SME Instrument so structured?

There is pressure on the experts to evaluate 4-6 proposals with completely different content every day. If they needed to review a hundred different kinds of proposals, they would burn out in a short time. Furthermore, it provides comparability. If it were free form, the evaluation criteria would be unusable, since reviewers would miss the critical points. Finally, it is also an excellent test: if you can present your home-made project/ business plan to fit their criteria, then you’re good to go.

How should I know the exact steps to market entry after finishing development?

The honest answer is that you won’t know it at the moment. But it does not mean that you couldn’t imagine it. As the saying goes, the best-laid plans of mice and men often go awry. But it is still important to have a plan. This also applies to this situation. As all start-up companies are more or less a bluff, you don’t have to mislead anyone. It is enough to have a vision of what will happen if you bring the product you finished yesterday to market tomorrow. You should at least get feedback from your colleagues about whether they have a similar vision for market entry. If you can achieve agreement in-house, then it will be possible to convince the Venture Capital experts or Phase2 reviewers as well. Or your family members, who will give you their savings instead of spending it on home renovation.

Why shouldn’t we entrust our personal assistant with grant management tasks?

If your assistant is responsible for dealing with grant management alongside other tasks, then the latter will often fall by the wayside and your assistant will need to make an extra effort to make up for it at the end of reporting periods. The other option is to hire a full-time colleague for these tasks, which could make dealing with them more efficient, but the training and employment costs will be a significant burden for your company. We are offering you a more cost-effective solution, with the added bonus that you won’t have to figure out what you are going to do with these colleagues after the successful project closing.

TEAM

LVL
4

MÁTÉ REPISKY

CFO & consultant
Financial planning & modelling specialist

System approach thinking

Financial planning

Logical approach

Analysis

LVL
10

TIBOR KOVÁCS

CEO & senior consultant
University–industry relationship specialist

Strategy

Management consulting

Innovation management

TANK

LVL
4

KATALIN KISS

Consultant
Grant management specialist

Precision

Grant management

Problem solving

Management consulting

LVL
7

TIVADAR HERÉDI

Senior consultant
Start-up mentoring

Project management consulting

Project development

Strategy

SHAPER

LVL
10

KLÁRA VÉHA

Senior consultant
Financial planning & grant management

Grant management

Management consulting

Project management

Empathy

LVL
2

RENÁTA BEATRIX KORPA

Assistant
Administration

Record-keeping

Administration

Financial planning

Wage administration

LVL
10

PÉTER SCHOBLOCHER

Consultant
Project management & project development

System approach thinking

Project management

Project planning

Analyst

LVL
10

ISTVÁN RIBIZSÁR

External expert
R&D financial controlling specialist

Financial controlling

Creative problem solving

Chart–database management

Business coaching

LVL
8

JÁNOS GYURKOVICS

External expert
Corporate finance specialist

Project management

System approach thinking

Strategic and financial planning

Research