National Incubator Programme

SISP mission

SISP’s mission in the national incubator programme is to support and develop Sweden’s incubators, promote innovation and entrepreneurship, administer funding, ensure quality, create networks and collaborations, and increase the visibility of the importance of incubators for innovation and business development in Sweden.

The programme provides start-ups with the opportunity to receive business advice, make key contacts and develop in a dynamic and collaborative environment. The programme helps create innovative companies with scalable business ideas that have the potential to grow and succeed.

Want to know more about the National Incubator Programme? Read more on the Vinnova website.

Priority development areas for the National Incubator Programme’s activities

This is a summary of three development areas and a total of nine capabilities identified after systematic peer review of 30 Swedish excellence incubators.
These areas are aggregated based on the feedback that competent industry colleagues have formulated as “not yet excellent areas” in each other’s operations. They form the focus of the national incubator programme’s learning component, as themes for experience meetings and specific peer reviews. But from June 2021, also as a focus for applications for Vinnova’s special development funds. The areas will evolve over time, as renewed insights on common needs become clear.

A. Financing structures and fundraising

For incubators to provide long-term and sustainable support to start-ups, it is crucial to develop effective financing structures and improve fundraising. This can be done by establishing international networks and creating long-term investment models.

Skills to develop:

1. Stronger international capital flows
   Incubators need to develop the ability to attract international capital and build stronger relationships with global investors, both private and public. By organising matchmaking events and participating in international forums, incubators can help start-ups access more capital from venture capital funds in the EU, the US and globally. Developed cooperation among incubators for international connectivity would strengthen the system.
2. Long-term funding models
   To reduce dependence on short-term project funding, incubators should develop alternative business models for long-term funding. Opportunities exist for mapping, benchmarking and prototyping business models nationally and internationally.
3. Public-private partnerships
   By building partnerships with both public actors and private companies, incubators can ensure stable revenue streams. Public-private partnership models, where government support is matched with private investment, provide long-term financial stability and strengthen the incubator’s role as a bridge between business and the public sector.
   

B. Specialisation in specific sectors

By specialising in niche industries, incubators can create greater value for start-ups and ensure they receive support tailored to their specific needs.

Skills to develop:

1. Niche accelerator programmes
   Incubators should develop specialised accelerator programmes. These programmes can give start-ups access to market-specific expertise, capital and business development support tailored to their industry. Co-production of niche programmes can also strengthen Sweden’s role at an international level.
2. Sustainable business development
   By integrating sustainability requirements into their business development programmes, incubators can promote start-ups working on sustainable solutions and green technologies. This gives incubators a competitive advantage in the global market and attracts investors focused on sustainability.
3. Sector-specific partnerships
   Incubators should develop the ability to establish strong partnerships with industry and research institutions in specific sectors. By collaborating with companies and universities that are leaders in, for example, the areas specified by Vinnova in Sweden’s technology strategy, incubators can create an ecosystem that strengthens startups and helps them scale their business models.
   

C. Improved inflows and co-operation with academia

An improved inflow of research-based start-ups and stronger relationships with academic institutions are crucial to ensure that incubators can provide innovative and high-tech companies.

Skills to develop:

1. Strategic academic collaborations
   Incubators need to strengthen their collaborations with universities and research institutions to increase the inflow of research-based start-ups. By developing programmes specifically targeted at researchers and academics, incubators can capture more innovative ideas and help them reach the market.
2. Development of physical innovation hubs
   Due to the major transformation of the workplace function after the pandemic, the physical meeting place needs to be developed within the incubators to test what the incubator of the future looks like physically. The ability to build communities that promote physical meetings that lead to collaboration and create an environment where innovations can grow is central. The ability to develop platforms for the incubators’ “alumni” is described as a major need.
3. Digital platforms for innovation
   Incubators can also develop digital platforms and tools to support start-ups regardless of their geographical location. Virtual mentoring programmes, e-learning and digital networks can be used to provide business development support and knowledge sharing for start-ups that do not have physical access to the incubators’ premises, increasing accessibility and efficiency. These models could also be developed through integration/cooperation between several incubators.