How to be a BioBooster! Hackathon Handbook

How to Be a Biobooster! Hackathon Handbook 2 Welcome to the BioBoosters Handbook How to be a BioBooster — Hackathon Handbook Authors: Anna Aalto, Jamk University of Applied Sciences , Magnus Persson, Paper Province, Malin Hildén, Paper Province, Per Myhrén, Paper Province, Eva Fridman, BioFuel Region, Moa Jonsson, BioFuel Region, Ida Norberg, BioFuel Region, Inguna Kucina, Vidzeme Planning Region ISBN: 978-951-830-799-3 Publisher: Jamk University of Applied Sciences & Paper Province Publishing year: 2025 This work is licensed under Creative Commons Attribution 4.0 International licence (CC BY 4.0). 3 introduction.................................................6 we are bioboosters .................................................................7 About This Handbook .............................................................. 8 The Hackathon .......................................................................... 9 The Participants ........................................................................ 10 Challenge Providers ................................................................. 12 Solution Provider Teams ......................................................... 14 Mentors ...................................................................................... 17 organiser’s guide........................................ 18 organiser’s guide to resourcing ........................................ 21 The resourcing phase……......................................................... 22 Capacity building ...................................................................... 21 Team capacity ........................................................................... 22 Systems, equipment and platforms....................................... 23 Process management capacity............................................... 24 Network engagement ............................................................. 26 Challenge scouting .................................................................. 28 organiser’s guide to challenge formulation ...................30 Service agreements with a challenge provider ......... 31 Challenge discovery and definition ............................. 34 Challenge scope .............................................................. 36 Evaluation criteria ........................................................... 38 Hackathon invitation ...................................................... 39 organiser’s guide to scouting for solutions ................... 40 Active Scouting ......................................................................... 42 Engaging Mentors .................................................................... 44 Team Selection .......................................................................... 46 table of contents 4 organiser’s guide to solution development .................................. 48 Kick-off event ............................................................................... 50 Development ................................................................................ 54 Hackathon Days ........................................................................... 58 Preparation .................................................................................... 60 Good hosting and moderating support networking ............. 62 Hackathon day 1: Mentoring & networking ........................... 64 Hackathon Day 2: Pitching & Winners’ Announcement ...... 67 organiser’s guide to innovation co-operation .............................. 70 Feedback and Follow-up ...................................................................... 72 communicator’s guide communicator’s guide to resourcing .............................................. 76 Branding the Hackathon ...................................................................... 77 Determining communication channels & networks ....................... 78 communicator’s guide to challenge formulation ......................... 80 Communication campaign plan .......................................................... 82 Hackathon invitation ............................................................................. 84 Hackathon webpage ............................................................................. 84 Marketing images and video content ................................................ 85 Press release ........................................................................................... 86 Launch webinar promotion ................................................................. 86 communicator’s guide to scouting for solutions ......................... 88 Launch webinar ...................................................................................... 90 Communication campaign on LinkedIn ............................................. 94 communicator’s guide to solution development ........................... 98 Visibility and promotion for participants and results ........... 100 communicator’s guide to innovation co-operation ....................... 104 Impact stories ............................................................................... 106 Alumni engagement..................................................................... 106 5 Toksika Hackathon, photographer Agne Popiere 6 7 We are BioBoosters This handbook has been developed through collaborative design by the BioBoosters network. Its writing process has drawn on a continuous co-creation dialogue within the network, shaped over the course of 18 jointly organised hackathons. The insights presented here have been validated by an international team of experienced hackathon organisers. The BioBoosters network brings together members from across the Baltic Sea Region, representing diverse innovation hubs – cluster organisations, science and business parks, non-governmental organisations (NGOs), higher education institutions and regional development organisations. Acting as connectors within their regional innovation systems, the members focus on the bioeconomy. As such, these innovation hubs work to bridge academia, research and business, boosting competitiveness and driving the green transition of bioeconomy sectors. Organisers contributing to this handbook Jamk University of Applied Sciences, Central Finland The Paper Province Economic Association, Värmland Region, Sweden BioFuel Region BFR AB, Västerbotten Region, Sweden Vidzeme Planning Region, Vidzeme Region, Latvia Estonian University of Life Sciences, Tartu, Estonia - Pärnu County Development Centre, Pärnu, Estonia - WITENO GmbH, Mecklenburg-West Pomerania, Germany - Foundation for Education and Social Dialogue “PRO CIVIS”, Świętokrzyskie Voivodeship, Poland - Sunrise Tech Park, Vilnius, Lithuania For further evidence of the application potential, impact and effectiveness of the BioBoosters Hackathon, please see the publication Boosting Circular Transition – Insights of the BioBoosters, which elaborates on the findings of the pilot evaluation. 8 The BioBoosters network offers a challenge-driven hackathon concept with proven business impact and international reach. The hackathon helps to drive business transition and address sectoral challenges by: • Bridging business with academia and research. • Connecting cross-sectoral and international experts. • Unboxing out-of-the-box ideas. • Initiating innovation partnerships. This handbook provides a step-by-step guide for organising a hackathon and planning the communication tasks related to the hackathon. To give targeted advice, it is divided into an Organisers’ Guide and a Communicator’s Guide. The handbook can be used for • Training and initiating a new hackathon organiser or organising team member. It offers step-by-step guidance on organising a hackathon, addressing common concerns and providing advice on risk management. In addition, it shares best practices for creating added value for participants and making the most of your time together. • Explaining and visualising the process, as well as the organisers’ role and contribution, to support resourcing. It details the hackathon process and the tasks involved for organisers at each step. A clear account of the organiser’s contribution and role can be used for planning resourcing and outlining the responsibilities of co-organisers. • Inspiration for developing impactful open innovation processes and events. It offers insights and lessons from an exceptionally extensive piloting programme carried out through international co-operation. Feel free to apply this know-how to the development of impactful open innovation processes that support industry transition and facilitate the initiation of innovation partnerships. ABOUT THIS handbook 9 The hackathon The BioBoosters Hackathon is impactful, international and driven by industry needs. Hackathons are commonly used as open innovation platforms for generating and developing ideas to tackle a real-world challenge. They can activate stakeholders in shared discussions to address wicked societal problems or support business transition. Companies can use hackathons to generate new ideas, boost competitiveness or address operational challenges. Hackathons also help connect cross-sectoral experts, bridging business with academia and research. For participants – for example, students – taking part can build capacity in creativity, design-thinking, teamworking and pitching ideas. Hackathons are fun and effective in connecting people, sparking ideas and giving visibility to sustainability agendas. There are many types of hackathons and innovation competitions, typically starting with a challenge and ending with the announcement of a winner. The word ‘hackathon’ might often bring to mind coding, ideation or student-driven projects. The BioBoosters Hackathon can include all these – but it also has unique features that characterise our model. At the heart of the BioBoosters hackathon is the aim to launch business-driven innovation co-operation between a challenge provider company and one or more winners. This core objective shapes the entire process design and involvement of participants. Every unique feature of the BioBoosters Hackathon is designed to support the establishment of an innovation partnership. Business-to-business focus The hackathon is focused on connecting partners with challenge providers. In the open hackathon invitation, the challenge provider company makes an explicit co-operation offer to the solution provider teams joining the process. The solution providers are expected to respond with a solution concept and cooperation proposal that can be put into practice. Therefore, most solution provider teams are companies. To support the launch of co-operation, the teams are free to define their own team composition. To encourage company participation in the open innovation process, the solution development phase is carried out under a non-disclosure agreement (NDA). Extended solution development Mentoring support and dialogue with the challenge provider are available to solution provider teams three to four weeks before the Hackathon Days. During this extended period, the teams have time to prepare their co-operation offer. This allows for team building, data application and the preliminary tailoring or testing of a solution. BioBoosters network support When organising a hackathon with the BioBoosters network, an organiser can benefit from its communication channels and resources to reach an international innovation community focusing on the circular bioeconomy. This is an invaluable asset for connecting with the right solution provider teams and mentors around the world. Such an open innovation dialogue can boost the impact of your hackathon for all participants. 16 MENTORS A mentor encourages the team and helps highlight its strengths, while not hesitating to ask difficult (or seemingly simple) questions. Mentors offer their connections, know-how and lessons learned for the benefit of the team. As a group of external experts, they support solution provider teams in preparing the best possible co-operation offer for the challenge provider and in recognizing the full potential of their ideas. Karlstads Energi Hackathon, photographer Malin Hildén 17 Mentors may come from industry, research or policy backgrounds. They can represent potential clients or stakeholders of the targeted innovations. Their expertise may include the subject matter of the challenge, business development, funding, innovation processes or services. They can also provide pitching expertise. Value proposition Mentors can expand their networks and make a tangible impact on the green transition of businesses. Alongside a learning opportunity, mentors gain validation and visibility for their expertise. Through the BioBoosters hackathon, mentors gain the opportunity to: • Support the green transition and foster innovative business growth. • Learn from real-life business cases on circular economy transition. • Build networks and establish business connections. • Promote their professional know-how. • Explore opportunities to join business-driven RDI co-operations that advance the green transition. Role and responsibilities Mentors are expected to possess: • Expertise in the challenge topic, funding, business development or pitching. • An open mind and a willingness to share knowledge and learn. • Enthusiasm for the subject or the process. • Respect for the non-disclosure agreement and hackathon rules. Mentors must have the capacity and motivation to: • Familiarise themselves with the challenge and solution provider teams by attending or watching the recording of the kick-off event. • Guide the solution provider teams by providing initial feedback and asking clarifying questions before the Hackathon Days. • Mentor each team for about 30 minutes during the Hackathon Days and provide insights to the challenge provider on the teams’ strengths and development areas. 18 The Organiser’s Guide follows the process steps of the BioBoosters Hackathon: • Resourcing: Securing funding, building the capacity of the organising team, establishing the process flow and identifying a challenge provider. • Challenge formulation: Collaborating with the challenge provider to define the hackathon invitation, which determines the criteria for solutions and teams and the offer for winners. • Scouting for solutions: Attracting and selecting the solution provider teams and mentors to join the hackathon. • Solution development: Facilitating dialogue between solution provider teams, the challenge provider and mentors, organising the kick-off event and Hackathon Days, which will conclude with pitching, a jury session and the announcement of winners. • Innovation co-operation: Following up on the co-operation established between the challenge provider and the winner, assessing and communicating the impact of the process. ORGANISER’S GUIDE For each process step, this handbook provides: • Process know-how • Organiser’s tasks • Insights from experienced organisers 19 Soluon Providers Winner Mentors Challenge provider Organiser Soluon Providers Winner Mentors Challenge provider Organiser Service offer Hackathon invitation Kick-off event Hackathon days Innovation co-operation Solution development Scouting for solutions Challenge formulation Scouting for challenges Service offer Hackathon invitation Kick-off event Hackathon days Innovation co-operation Solution development Scouting for solutions Challenge formulation Resourcing 20 Organiser’s guide to Resourcing 21 The resourcing phase The resourcing phase begins when the organiser has made a strategic decision to start running hackathons as part of their service portfolio or, for example, project portfolio activities. This phase focusses on internal capacity-building activities and securing the resources needed to organise the hackathons. Capacity building To run a successful hackathon, the organiser must secure the right mix of resources – people, funding, facilities and information. This involves not only confirming the budget but also obtaining full management support so that hackathon promotion can begin with confidence. Beyond securing resources, the organiser should establish a clear, standardised process for delivering the hackathon. When the process is documented and repeatable, it ensures that every participant experiences the same high level of value, regardless of who is on the organising team or how many times the event is held. Starting point: Commitment to start organising hackathons. Organiser’s role: Build capacity to implement and manage the hackathon process. Engage networks and initiate discussions. Secure funding for the hackathon process. Timeframe: Minimum recommended six months; securing funding may require a longer period. Piloting is recommended before full-scale integration into the service portfolio. Outcome: Skilled organising team with the resources to manage the hackathon process. Next step: Formulate the challenge with a challenge provider. 22 Team capacity Once your organisation has committed to hosting a hackathon, one of the first and most critical steps is to secure a skilled, motivated and well-structured organising team. This team drives the process from start to finish, ensuring smooth implementation, strong communication and consistent value delivery for all participants. Build and lead a team with the right mix of skills, clear responsibilities and adequate time allocation to cover all phases of the hackathon process. Ensure that every team member understands the purpose of the hackathon, the process and their role in creating a positive experience for all stakeholders. The recommended team structure depends on the scale of the hackathon, but the following core roles should always be covered. Project manager/coordinator • • Oversees the entire hackathon process from resourcing to follow-up. • • Manages timelines, budget and task allocation. • • Ensures strategic alignment with the organisation’s goals. Communicator/content creator • • Leads all communication activities, including invitations, social media, press releases and marketing materials. • • Maintains brand consistency across all visuals and messages. • • Works closely with the process coordinator to ensure communication aligns with each phase. Event host/facilitator • • Acts as the public face of the hackathon during live events. • • Keeps the programme engaging and on schedule. • • Facilitates Q&A sessions, networking activities and icebreakers. • • Serves as the contact point for participants and supporting staff. Technical support/online facilitator • • Ensures smooth technical delivery for hybrid and online events. • • Sets up conference rooms, microphones, cameras and webinar platforms. • • Troubleshoots technical issues in real time. Checklist for Organising Team Roles 23 systems, equipment and platforms A smooth, professional hackathon relies not only on great ideas and strong networks, but also on the right technical setup. Whether your event is on-site, online or hybrid, your systems and equipment must support clear communication, seamless interaction and reliable delivery from start to finish. All tools should be easy for participants to access and straightforward for organisers to manage. Where possible, limit the number of platforms to avoid confusion and keep communication centralised. Provide participants with clear instructions and login details well in advance. Checklist for Systems, Equipment and Platforms Hackathon webpage. Every hackathon needs a dedicated online hub, whether a standalone website or a prominent section of your organisation’s site. It should present the challenge, timeline, rules, registration links and contact information in one easy-to-navigate place. Social media channels. Select channels that align with your target audience. Use them for promotion, engagement and sharing results before, during and after the hackathon. Hybrid event equipment (Hackathon Days) • • A conference room that accommodates both in-person and remote participants •• At least six smaller rooms for mentoring sessions with a conference microphone and camera •• Quality audio and lighting so all participants can see and hear clearly Webinar platform licence. Choose a platform that can support your expected number of participants, offers breakout rooms, and enables Q&A, polls and file sharing. Registration and survey tools. Use an online system that makes sign-up easy for participants and simple for organisers to track. Ensure it also supports preand post-event surveys for collecting valuable feedback. Online co-working platform. An internal communication space is essential for connecting solution provider teams, mentors and challenge providers. Look for features such as: •• File and data sharing •• Discussion and chat areas •• Polls and surveys for evaluation and feedback • • Private, secure workspaces for teams, mentors and the jury 24 The organiser's role is to establish clear processes, align the hackathon with the organisation’s strategy and create a documented framework that allows expertise to be shared across the team and organisation. Process management systems should be in place before entering the challenge formulation phase – ideally 4–6 months before the hackathon – to ensure that internal and external stakeholders are aligned. For solution providers, especially those representing companies, the management of intellectual property rights (IPR) is essential. IPR issues must be addressed in the process documentation, including the Rules of the Hackathon and non-disclosure agreements (NDAs) signed by participants before the solution development phase. In the BioBoosters hackathons, the Rules of the Hackathon specify that existing intellectual property rights will not be transferred during the event. Participants retain rights to all material that they make available to a client. The challenge provider may use shared material in their own internal development activities, but a separate agreement must be concluded with the party that created the solution for any further use. Likewise, challenge providers retain the intellectual property rights to the material that they make available during the hackathon. Participants may use this material only within the event. The NDA agreement requires all members of solution provider teams and mentors to commit to keep confidential any information received from clients or other participants, or otherwise acquired during the hackathon. Confidential information includes ideas, solutions, products, business plans and trade secrets, regardless of format. Process management capacity Toksika Hackathon, photographer Agne Popiere 25 Checklist for Process Management Capacity Strategic alignment and management support • • Connect the hackathon service to your organisation’s mission, vision and strategic goals. • • Establish measurable aims and indicators (e.g., number of participating companies, follow-up projects launched, satisfaction scores). • • Secure management buy-in and put in place a long-term support framework to sustain hackathon activities beyond one-off projects. Documented and standardised process • • Transfer hackathon know-how from individuals to the whole organisation to reduce reliance on single staff members. • • Develop a process flow with detailed instructions for each phase. •• Capture best practices, lessons learned and recommendations from past hackathons. • • Build in feedback loops after each event to enable continuous improvement. Rules of the Hackathon Clearly define and document: • • Intellectual property rights •• Publicity of participation •• Confidentiality requirements •• Prizes and evaluation criteria •• Liability and insurance requirements Internal coordination tools •• Use a central platform for communication and file-sharing among the organising team. •• Maintain shared calendars with key dates and deadlines. •• Prepare and validate all formal templates (e.g., service agreements, invitations, NDAs) and store them in an easily accessible location. 32 The agreement confirms roles and responsibilities (as detailed in the ‘Participants’ chapter) and should also define responsibilities for costs and resources. Cost-sharing arrangements should specify whether the challenge provider will cover, for example: • Venue and studio setup for the launch webinar, kick-off event and Hackathon Days • Catering, including lunch, dinner and coffee, during the Hackathon Days • Paid advertising in social media and other channels (optional) • Media services, such as photography or video production (optional) • Evening programme during the Hackathon Days (optional) • Compensation for travel and accommodation for mentors and solution providers (optional) Depending on the funding sources, the hackathon invitation may be annexed to the service agreement if available. In practice: • With private funding (for example, when the provider has procured the hackathon service), tasks related to challenge formulation are typically carried out after signing the service agreement, as part of the paid service. • With public funding (for example, as part of an EU-funded development project), the service agreement is typically signed after the hackathon invitation has been finalised. Parties to the agreement Challenge agreed for the hackathon Process implementation dates Duties and responsibilities of the challenge provider, including time and cost Confidentiality and intellectual property rights Conditions for suspension of the agreement Dispute resolution Annex: Rules of the Hackathon Checklist for Service Agreement Content 33 Photo: Unsplash 34 challenge discovery and definition The challenge formulation forms the foundation of the entire hackathon process. It is essential that the challenge addresses a genuine need prioritised by the challenge provider company. Exploring the challenge helps define target groups, map potential solutions, identify required mentor expertise and create a compelling storyline for the hackathon invitation. Do not underestimate the time required for dialogue with the challenge provider – this investment pays off later in the process. From the outset, it is important to foster engagement and internal ownership of the process within the provider’s organisation by involving key personnel in discussions. Consultations with specialists can complement these discussions, providing insight into the wider industry context, including relevant policy changes. It is recommended to involve policy, research and advocacy stakeholders early on during the challenge formulation phase. This approach: • Provides a framework for the challenge • Highlights wider market opportunities for solution providers • Helps identify potential target groups for the open call • Supports the selection of speakers for the launch webinar • Encourages stakeholder participation as mentors Photo: Unsplash 35 Why it pays OFF to invest in challenge formulation Tips from a BioBooster organiser: One thing we have learned in our hackathons is that the process of formulating and refining the challenge with the provider company can act as a catalyst for understanding their own production or processes. It may inspire changes, refinements, collaborations or new ways of organising – a valuable outcome that complements the actual solutions they receive. — Eva Fridman, BioFuel Region ” 36 Challenge scope The organiser’s role is to guide the challenge provider in defining the scope of the challenge. As an organiser, be curious and explore the root causes: why the challenge has not yet been solved, what impacts it has on the company and whether any ideas have been previously tested. Investigate whether other companies face similar challenges, and discuss expectations and limitations for potential solutions in detail with the provider. When guiding the challenge provider, make sure the challenge scope is broad enough to address the root causes. This prevents partial optimisation, where a solution improves one aspect (for example, reducing CO2 emissions) but creates negative trade-offs elsewhere (for example, habitat loss). Partial optimisation can also lead to operational challenges or unforeseen investment needs – for example, introducing a digital solution often requires a broader re-thinking of data flow and management across the organisation and supply chain. Narrowly scoped challenges (for example, a pre-defined product or service need) can also work well in a hackathon. They are easier to communicate, attract target groups quickly and often yield relevant solutions. However, narrow challenges may limit the benefits of open innovation, as solution provider teams might be direct competitors or come from similar areas of expertise. Based on experience in the BioBoosters network, the hackathon process works with a wide range of challenges: with large enterprises and SMEs, targeting both lower and higher technology readiness levels (TRLs), and addressing both simple and complex problems. The key is to define a clear co-operation offer for potential solution providers and communicate the significance of the challenge, including the potential market for the solution. It is essential to understand the co-operation opportunities the challenge provider is open to exploring. The scope of the challenge should be clear in terms of both what the provider is seeking and what is out of scope. Consider questions such as: • Are they willing to collaborate with research teams working at low TRLs? • Would they work with a student team? • Do they have capacity for international co-operation? • Are any ideas ‘out-of-bounds’? Are certain technologies or approaches excluded? 37 How to approach a complex challenge Tips from a BioBooster organiser: Real-world challenges are often complex, with various sustainability or business trade-offs between different solution paths. Focusing on a single aspect of a challenge can limit learning opportunities in the open innovation process and lead to partial optimisation, producing solutions that do not offer a holistic, integrated approach to circular or digital transitions. Of course, a more focused challenge is easier to manage: communication, target groups, offers and evaluation are clearer. It’s easier to manage the whole process flow, engage participants and communicate with them. It is important to explain this to the challenge provider when preparing the challenge definition. For complex challenges, practical limitations need to be communicated clearly to the teams during the process. This may require more engagement and extensive dialogue with the teams during the development phase, and the challenge provider should be aware that they will likely need to more actively support the teams during the development phase. — Anna Aalto, Jamk University of Applied Sciences ” 38 Evaluation criteria Discussions about the challenge scope and the challenge provider’s expectations naturally lead to defining the evaluation criteria. These criteria should reflect all requirements that the solution concept and co-operation proposal need to meet. We recommend focusing on four to six criteria, avoiding excessive detail to leave room for out-of-the-box ideas and learning. Make sure that each criterion is clearly explained in practical terms. When defining evaluation criteria, consider discussing the following aspects with the challenge provider: Feasibility criteria • Technical and operational requirements • Legislative compliance Impact criteria • Emission reduction • Circularity • Alignment with Sustainable Development Goals Viability criteria • Profitability • Scalability Example of Evaluation Criteria Piesta Hackathon: Sustainable Use of Apple Pomace: 1 . Innovation and creativity – Does it introduce new approaches, technologies or ideas to valorise apple pomace? Does it address key challenges (for example, transportation costs, separation efficiency) in an innovative and scalable manner? 2. Practical feasibility and scalability – Can the proposed solution be realistically implemented using current or near-term technologies? Does it align with the scale and capabilities of Piesta and similar small producers? 3. Financial viability and sustainability – Is the solution financially sustainable for Piesta and other regional producers? Does the business model demonstrate a clear path to cost reduction, revenue generation or both? 4. Collaborative potential – Does the solution encourage regional collaboration among similar producers? Are there mechanisms or strategies for pooling resources and maximising impact? 5. Regulatory compliance – Does the solution meet all applicable regulatory requirements in Estonia? 39 Hackathon invitation The hackathon invitation marks the start of external communication and marketing to attract solution providers and mentors. It should contain all the information a solution provider team needs to decide whether to apply. In practice, the invitation is typically a PDF document that can be sent directly to potential solution providers and mentors. It serves as the official reference for the hackathon, covering everything from timelines to evaluation criteria, and can also be adapted for the hackathon webpage to support online communication efforts. Checklist for Hackathon invitation CONTENT Hackathon name and slogan (marketing-oriented challenge title) Teaser of the prize for the winner Link to the registration form for solution providers Link to the Rules of the Hackathon Challenge description Target groups Evaluation criteria Offer for the teams and winner Timetable with key dates and times Contact persons with information Challenge provider information Organiser information (including co-organisers) Keywords and hashtags Checklist for completing the invitation Be prepared. Ensure readiness for the first meeting with the challenge provider (see Resourcing). Introduce the rules of participation, service agreement and NDA. Be clear about expectations for cost coverage, including travel, venue and catering. Have regular meetings and communication. Schedule regular check-ins with the challenge provider, for example, weekly 15–30-minute meetings, to manage the process smoothly. Ensure commitment and communicate expectations clearly. Secure the provider’s commitment and clarify process requirements. Retain ownership of the open innovation process to provide it as a service, allowing the provider to focus on the challenge and collaboration with teams and mentors. Set process dates early. Confirm dates for the launch webinar, kick-off, team selection, jury and mentor briefing, and Hackathon Days. Account for seasonal business requirements and holiday periods for target groups. Confirm staff engagement at the challenge provider company. Ensure that a contact person is appointed and presentations are prepared for the launch webinar and kick-off. Verify that jury members and mentors are assigned, and involve marketing staff to support the open call for solutions and results dissemination. Know what you are offering. Use the hackathon invitation as your key reference for scouting dialogues with potential solution providers and mentors. Be ready to answer questions about the planned co-operation with the winning team, evaluation priorities and provider expectations. Double-check the invitation. Have a third party review the challenge definition and invitation to ensure clarity and accuracy. 40 Organiser’s guide to Scouting for solutions 41 Starting point: Hackathon invitation. Organiser’s role: Manage registrations for the open call for solutions. Directly contact solution provider teams and mentors. Coordinate closely with communicator and network partners. Timeframe: 4–5 weeks. Outcome: Selected solution provider teams and selected mentors. Next step: Arrange a kick-off event bringing all participants together to begin the solution development phase. Scouting for solutions Scouting for solutions involves both managing the open call for solutions and actively seeking out potential solution provider teams and mentors. This phase relies on close collaboration between organisers and communicators, as well as the active engagement of partners and networks. Strong networks are a real asset here – the broader your reach, the stronger the pool of participants you can attract. Photo: Paper ProvinceToksika Hackathon, Photographer Agne Popiere 48 Organiser’s guide to Solution Development 49 Solution Development Solution development takes place through open innovation dialogue, bringing together the solution provider teams, challenge providers and mentors. The organiser’s main role is to facilitate this process – providing clear steps and structure so that participants can focus on solving the challenge. Starting point: Solution provider teams and mentors have been selected. Organiser’s role: Facilitate and guide the open innovation dialogue between solution provider teams, challenge provider and mentors, from idea development until the final selection of the winner. Host events. Timeframe: 3–4 weeks. Outcome: Solution provider teams refine and tailor their ideas with mentoring support to meet the needs of the challenge provider, and to deliver a co-operation proposal to the challenge provider. Challenge provider (jury) selects the winning team and proposal. Next step: Launch the innovation partnership. 50 Kick-off event A kick-off event marks the official start of the development phase and is hosted by the organiser. It brings together the challenge provider, selected solution provider teams and mentors for the first time. Up to this point, the only information available about the teams’ ideas comes from the brief descriptions in their application. The kick-off offers an opportunity for the solution provider teams to explain their ideas in more detail, sparking dialogue with the challenge provider and mentors. The challenge provider, in turn, gives a deeper presentation of the challenge. As this is a closed event, the challenge provider may also share more detailed information about their processes than was possible in the public launch webinar. The event – and the initial interactions it enables – helps solution provider teams understand what to focus on when developing their ideas and co-operation proposal ahead of the Hackathon Days. It also gives them valuable insight into each other’s ideas. In some cases, this may even reveal potential synergies, leading to collaborations that create stronger solutions than originally envisioned. invitations When contacting the selected solution provider teams, the organiser sends invitations to the kick-off event along with the NDA forms. The teams are instructed to complete the following tasks in preparation for the kick-off: • Confirm all team members participating in the hackathon to ensure that NDAs are delivered and that members can be added to the hackathon’s internal communication platforms. • Submit signed NDAs for all team members. • Prepare a 5–8-minute presentation introducing the team and their solution idea, and be ready to answer questions from the challenge provider and mentors. Adjust the presentation length based on the event schedule. Consider asking the teams to submit their presentations in advance to avoid technical issues. • Confirm the official team name, provide logos if available, and approve a one-sentence idea description for public use. The organiser provides the webinar link for the kick-off event, ensuring restricted access for hackathon participants who have signed the NDA. Send the link only after receiving the completed NDAs. Mentors are also required to sign an NDA before the kick-off and confirm their expertise profile to be shared with the solution provider teams. 51 programme For an online kick-off event, the preferred length is up to 1.5 hours. If there are many teams and the programme approaches 2 hours, a short break is recommended. Alternatively, you can adjust the presentation time for each team to manage the event length. As the organiser, it is important to lead the event with a clear structure and manage time effectively. Prepare thoroughly and involve several people in running the event. We recommend a team of at least three organisers, each with assigned roles: Moderator and timekeeper: Hosts the event, facilitates Q&A and keeps the programme on schedule. Technical support: Manages access to the meeting room, assists presenters and participants with potential technical issues. Chat manager: Monitors the chat, responds to questions, and shares relevant links and information at appropriate points. The moderator or chat manager can also prepare ice-breaking questions if the Q&A segments are slow to engage. Before the event starts, make sure you have a suitable setup for running the webinar or hybrid event. Test with presenters in advance to minimise technical issues. Stay a few steps ahead of the participants and be ready to provide all practical details for the Hackathon Days. You might consider inviting the challenge provider to join your studio for a joint presentation during the live stream. This can be valuable, but is not necessary for success. Note that multiple presenters in the studio may increase technical requirements. The programme typically includes the following segments: • Pre-event test run: Time for presenters to test their setup • 5–10 min: Welcome and introduction to the agenda by the host (organiser) • 10–20 min: Presentation of the challenge, evaluation criteria and expectations by the challenge provider (one or more representatives), including operational details and available data • 10 min: Q&A moderated by the host • 5–8 min per team: Solution provider team introductions and concept presentations, followed by 5–7 min. Q&A per team • 15–20 min: Guidance on how to prepare for the Hackathon Days by the host (organiser) • Closing: Wrap-up and next steps 52 Skellefteå Kraft Hackathon, potographer Ida Norberg 53 Checklist for studio setup essentials Audio Lighting Cameras Background (consider featuring the brand) Space for the organising team to manage their roles Checklist OF INFORMATION to share at the Kick-off Practical arrangements. Provide instructions for the Hackathon Days, including travel compensation procedures (if applicable), and required documentation. Programme overview. Share the Hackathon Days schedule. If the full programme is not confirmed, provide start and end times as well as location details to help participants plan their travel. Participant registration. Open registration for on-site and online participants, including any dietary restrictions and travel plans. This also helps you to manage group bookings for hotels or transport if needed. Communication platform. Set up a simple, centralised platform for all participant communication. Introduce the platform at the kick-off and avoid using multiple tools in order to simplify updates and management. 54 Development The 2–4-week phase between the kick-off event and the Hackathon Days is dedicated to solution provider teams refining their ideas and defining their co-operation proposals. During this phase, participant activity levels may vary, as each team works according to their own interests and schedules. The organiser plays a key role in facilitating and encouraging interaction. It is vital to engage mentors early, providing initial feedback to the solution provider teams before the Hackathon Days. This helps the teams to address potential problem areas in their proposals, collect necessary data and strengthen their team dynamics. In the BioBoosters Hackathon pilots, Howspace was used as the internal communication platform. A tailored workspace template is available for BioBoosters network members to use in any hackathon to support interaction, communication, data collection and sharing, as well as mentoring and evaluation from the kick-off to the Hackathon Days. The platform has proven to be intuitive, supportive of organiser’s facilitation tasks and engaging for participants. While platform activity varies between hackathons, the platform has played a central role during the solution development phase – especially when many participants work online. Toksika Hackathon, photographer Agne PopiereTargi Kielce Hackathon, photographer Kateryna Radkoverts 55 Checklist for facilitating the development dialogue Assign a contact person. Assign a single point of contact for all hackathon participants who can respond promptly to questions and opportunities during preparation for the Hackathon Days. Monitor the internal platform. Regularly follow activity on the communication platform. Respond quickly to questions and make sure information reaches the relevant people. Manage tagging and notifications so that challenge providers receive questions directed to them and solution provider teams know their questions are being addressed. Activate dialogue. Use timely reminders and notifications to prompt participants about required actions and to share new information. Engage mentors. Invite mentors to the kick-off, and provide a recording for those who cannot attend. Ask mentors to share their first impressions and questions with solution providers after the kick-off. Make sure the mentors understand their roles and expected contributions before and during the Hackathon Days. Direct communication with mentors is encouraged. Lead by example. Confirm that a few mentors will promptly share their first impressions on the shared communication platform after the kick-off, encouraging others to do the same. Mentors’ info webinar. Organise a short webinar before the Hackathon Days for mentors to get to know each other. Introduce the flow of the Hackathon Days, outline mentors’ roles and provide an opportunity for them to introduce themselves. Share the planned mentor rotation for the Hackathon Days. 56 Activating the development dialogue before Hackathon Days Tips from a BioBoosters organiser As the organiser, it is recommended to actively engage the mentors so they take the time to understand the submitted and selected proposals. If possible, organise two meetings with mentors before the Hackathon Days: 1) a more formal meeting just after the kick-off, explaining the mentors’ role, and 2) a less formal meeting around one week before the Hackathon Days, to support preparation and strengthen mentors’ engagement. —Artur Sobolewski, Pro Civis Foundation 57 Running a mentors’ webinar Tips from a BioBooster organiser In the mentors’ info session, you can give more guidance about how the mentoring will be done in practice (for example, in pairs, 30-minute slots, all mentors meeting with all teams). Focus on encouraging the mentors and building confidence, especially for new mentors who may doubt whether they can add value to the solution providers if they are not subject-matter experts. It’s important to explain that the solution provider teams need different kinds of support to develop their ideas — business modelling, pitching guidance and more — not just technical expertise. Transforming an idea into a commercial innovation requires diverse know-how. —Eija Iso-Ahola, Jamk University of Applied Sciences 64 Hackathon day 1 : Mentoring and networking The first day of the hackathon focusses on mentoring and networking. A typical structure is as follows: • Arrival and lunch • Welcome, agenda presentation, icebreaking activities to get to know each other • Mentoring sessions (with coffee break) • Teams’ working time, mentors provide feedback to jury • Dinner and networking activities During mentoring sessions, mentors rotate between solution provider teams individually, in pairs or in groups, depending on the number of mentors and teams. Each team typically has an approximately 30-minute timeslot with each mentor pair or group. Because the mentors are directly and indirectly involved in evaluating the teams, it is important that each team receives equal time with each mentor group. Ensure a clear structure and timetable for mentoring sessions, including adequate transition times and breaks. Consider including a slot for teams to work on their pitch presentations based on mentors’ feedback. As an organiser, stand by to guide mentors in following the timetable. Help them locate team rooms and manage time. Before mentoring begins, allocate time for icebreaking and initiating interaction among participants. Build excitement and walk participants through the Hackathon Days schedule. Introducing the participants and clarifying the mentors’ expertise helps make the mentoring sessions more effective. After the mentoring sessions, provide teams time to refine their pitch presentations and reflect on the feedback they received. Meanwhile, mentors and the challenge provider (jury) can discuss impressions of each solution based on the evaluation criteria. Alternatively, mentor feedback can be collected digitally, for example, through a survey. Finally, dinner and networking encourage participants to continue discussions and foster informal interactions, supporting relationship-building. Networking activities are recommended to be relaxed and informal, such as sightseeing or a walking tour. 65 Karlstads Energi Hackathon, Photographer Malin Hildén 66 Karlstads Energi Hackathon, photographer Fredrik Karlsson 67 Hackathon day 2 : pitching and winners’ announcement The second day of the hackathon is the final one, focused on pitching. All teams present their solutions and co-operation proposals. The pitching session is open to all hackathon participants, in line with the NDA. A typical structure for the day is: • Arrival and coffee • Welcome, agenda presentation, icebreaking activities to calm nerves • Pitching session • Jury deliberation • Winners’ announcement • Lunch and departures In BioBoosters hackathons, solution provider teams are allocated 5–6 minutes for their pitch, followed by 4–5 minutes for questions from the jury and audience. Track the time carefully to ensure fairness. After all teams have presented, allow the jury time to deliberate and select one or more winners. Multiple winners are possible; the final decision depends on the challenge provider’s needs and what they consider most beneficial for addressing the challenge. When announcing the winners, the jury should clearly justify their decision. Afterwards, take time to celebrate – not just the winning team but all participants who contributed. Before the participants go home, ask them to complete a feedback survey on their hackathon experience. A convenient moment for this is while the jury is deliberating. Use the survey to gather insights, such as: Did the challenge provider feel supported? Did the process meet their expectations? What did the solution providers gain – new knowledge, useful contacts, a better understanding of their ideas? This feedback helps you improve future hackathons. Finally, the challenge provider and winning solution provider can begin their collaboration to develop the solution. This is the moment when you as an organiser typically step aside, although you can facilitate by arranging an initial follow-up meeting to help them get started. 68 The hackathon is an intensive and at times exhausting experience. People are immersed in a unique ‘hackathon bubble’, fully focused on one challenge. Some participants were pushed outside their comfort zones, but thanks to the continuous support of the structured environment – mentoring sessions, interviews, pitching – everyone understood their role and the common goal. Hard work that makes sense: that’s the best hackathon formula. Availability and openness are key. We had set up a WhatsApp group in advance for participants (teams, mentors and organisers) to stay connected. People used it actively – sometimes texting the whole group, sometimes reaching out to me directly. I think it was important to have a responsive, ‘live’ contact from the organisers’ team who could answer questions, verify travel tickets, bookings, etc. The transition from the virtual world (application survey, launch webinar, kick-off) to the real-world event should be as smooth as possible. It’s worth dedicating extra time to preparations so that participants feel that everything is ready for them. The venue of the hackathon matters too. We were really lucky that REFAL agreed to host this event at their facility. Our team prepared the space carefully, and the outcome was amazing. It gave participants a tangible connection to the challenge provider and the problem itself. The value wasn’t in the comfort of the venue – the unusual spaces created a special atmosphere that fit the event. During the evening programme, participants also had time to interact informally, helping everyone to get to know each other better. —Damian Kuznowicz, PRO CIVIS Foundation Tips from the Pro Civis Foundation after a perfect net promoter score in the REFAL Hackathon 69 REFAL Hackathon, photographer Jean-Pierre Kisielewski 70 Organiser’s guide to Innovation co-operation 71 Organiser’s guide to Innovation co-operation The innovation co-operation phase begins when the challenge provider and the winning solution provider enter negotiations after the hackathon. From the organiser’s perspective, this phase consists of following up to support the co-operation launch and showcasing the hackathon’s impact. In addition, it is valuable to analyse the feedback and results to strengthen the case for running new hackathons. Starting point: Winner’s announcement Organiser’s role: Follow up on the impact and co-operation Gather feedback and results Timeframe: Can vary greatly, from 6 months to more than 2 years Outcome: Research, development and innovation project Commercialised product or service Implemented process innovation Investment 72 Checklist for feedback and follow-up Run a simple, repeatable feedback survey during the Hackathon Days. Hold follow-up discussions with the challenge provider (and other alumni) to capture hackathon impact and explore future co-operation. Debrief with your organising team to support learning and capacity building. Collect data on key performance indicators for management to inform future resourcing. Feedback and follow-up Every hackathon is a learning experience – use these lessons to strengthen your team’s capacity to organise impactful hackathons in the future. Hackathon organisers should aim for continuous improvement by reviewing both participant feedback and the key performance indicators agreed with management. Debrief with your organising team to analyse survey results, observations and lessons learned, and turn them into concrete improvements. To collect useful feedback, include a short survey as part of the Day 2 programme. Keep the questions few and focused to ensure a high response rate. Design your survey so that it can be repeated in future hackathons, allowing you to track changes and compare results. It is also good practice to follow up after the hackathon with the challenge provider – and, if feasible, with solution provider teams and mentors. These conversations can provide deeper insights into the event’s benefits and reveal opportunities for further co-operation. They also help strengthen long-term engagement in your network. 73 Co-creation workshops can help smooth the launch It is commonly observed – and confirmed by hackathon participants – that once the facilitated innovation process ends, momentum tends to slow. Even though hackathon ideas are needs-driven, their further development can stall under everyday demands. Without dedicated time for continued collaboration with solution teams, promising partnerships risk fading. Challenges such as communication gaps between client and solution teams, limited understanding of each other's domains, skill mismatches and resource constraints can also impede progress. That’s why building shared commitment and moving ideas into action requires time and dialogue. To address this, the Jamk University of Applied Sciences piloted a co-creation workshop offering tools and insights to support the launch of post-hackathon co-operation. The workshop focusses on making joint decisions needed for the first concrete steps: turning the idea into a testing plan, identifying knowledge gaps and preparing for implementation. —Anna Aalto, Jamk University of Applied Sciences Tips from a BioBooster organiser 80 Communicator’s guide To Challenge formulation 81 CHALLENGE FORMULATION Successful challenge formulation relies on planning your communication from start to finish. A well-designed strategy will help you reach the right audiences through the right channels – whether the goal is to attract participants, engage mentors or spark interest in the challenge at hand. Different target groups use different platforms, so it is essential to identify where your audience is and tailor messages accordingly. Starting point: Brand guide and inventory of communication channels. Organiser’s role: Apply visual elements, communication style and value propositions of the hackathon brand to design marketing materials for the open call for solution. Develop a hackathon communication campaign plan that details tasks and use of available resources, including accessible communication channels. Timeframe: Varies widely, but typically from two weeks to two months. Outcome: Hackathon communication campaign plan with marketing materials. Hackathon webpage. Next step: Launch a webinar for the open call for solutions. 82 Communication campaign plan for the Open call for solutions The inventory of communication channels is a starting point for planning the hackathon communication campaign. Beyond your standard list of channels, consider expanding to include those of the challenge provider, co-organisers and connected mentors to maximise reach. Determine target-group-relevant platforms, events and channels to ensure communications are tailored and effective. Engage with media outlets that are relevant to the target groups – and with media in general – to boost visibility of the open call and highlight the mission of the challenge provider. The communication campaign plan includes weekly communication activities with clear specifications. • Channels • Target groups • Messages and focus points tailored to each channel and adjusted weekly • Communication materials to be used • Assigned responsibilities • Publication dates • Paid marketing, follow-up measures to adjust the parameters of the ads to boost impact To ensure a smooth campaign launch, prepare the main marketing materials and resources in advance so they are ready for the launch webinar. Checklist for hackathon marketing materials Hackathon invitation Hackathon homepage Selection of marketing images for social media posts and websites Press release Video content (optional) 83 Creating content Tip from a BioBooster organiser “People do not read – keep communication as short and direct as possible (easier said than done, we know). – Damian Kuznowicz, PRO CIVIS Foundation 84 Hackathon invitation The communicator plays a key supportive role in designing the hackathon invitation and ensuring that all communication materials follow the brand guidelines. The invitation acts as the foundation of the communication campaign. It brings together the most important details in a clear and engaging way, including: • Name, slogan and teaser • Call to action and value proposition for target groups • Clear identification of target groups • Keywords and hashtags to highlight expertise and potential innovative solutions • Partners and logos • Main marketing image Design the hackathon invitation as a branded document that can be published on the hackathon webpage, used as a reference for active scouting and outreach, and shared with participants as a guide throughout the hackathon process. To maximise its impact, combine technical information with a marketing angle using a teaser and a slogan. The teaser is a short, engaging description that frames the open call for solutions and highlights the opportunity for the winning team. The slogan is a concise, memorable tagline that captures the essence of the open call in just a few words. Examples from BioBoosters include: • Holmen Hackathon – Ash to Assets • Fibenol Hackathon – Wood to Food • REFAL Hackathon – Maximizing the value of apple biomass • Moelven Hackathon – Sustainable packaging for sustainable wood • Aloja Starkelsen Hackathon – CMMS system improvements As the communicator, support the organiser in defining the target groups by identifying keywords linked to potential solutions and the expertise needed. Make sure that all essential information for targeting communication activities is gathered through discussions with the challenge provider. For example, creating a list of potential solution providers together with the challenge provider will help shape advertising, communication content and channel selection. At the same time, look beyond the obvious choices and encourage the challenge provider to explore a wider range of possibilities – including out-of-the-box solutions. 85 Hackathon webpage The hackathon webpage, that the organiser set up on their own site, is the central hub for all information contained in the hackathon invitation. It should be up and running when the campaign launches and kept regularly updated. All key materials must be easy to locate, with particular emphasis on the registration link for solution providers and the deadlines for submitting applications. The webpage is the main destination for all campaign traffic. Ensure effective search engine optimisation in every language used. You can promote the hackathon across relevant networks, platforms, channels and newsletters, using banners and teasers that drive interested audiences directly to the webpage for further details. Marketing images & video content Prepare a selection of marketing images for social media posts, presentations and websites. Use one main photo consistently to boost recognition across social media and communication activities. Choose this image in dialogue with the challenge provider, and make sure you have the necessary rights for dissemination. The marketing images should include relevant logos along with the hackathon name and slogan. Choose a visual that captures attention but still allows space for text without appearing cluttered. Design in line with the brand guide and aim for a professional look. Consider producing a challenge announcement video to promote the open call for solutions. A brief video can help explain a complex technical challenge and be used both in active scouting and social media promotion. A professional video can also serve as a reference and summary of key in-formation throughout the hackathon process. However, weigh the cost-benefit, as video production can be a significant investment of time and marketing budget. For a simpler, low-cost option, a statement from the challenge provider’s representative outlining what the company is looking for can be highly effective. 86 Press release Use the press release to attract media attention. Ideally, it should be issued about a week before the launch webinar (or at latest, on the day of the webinar) to maximise news value and allow time to invite media to the webinar. Distribution is often more effective if handled by the challenge provider, as this usually draws greater media interest. Collaborate with their communication staff to increase the chances of coverage in newspapers, radio and other digital channels both regionally and nationally. A press release also provides a solid foundation for writing news, short articles, blog posts and social media content. It helps all your co-organising partners to easily share the story through their own networks. Include quotations from the challenge provider explaining what they are looking for, what they are offering and why the challenge is important. launch webinar promotion The launch webinar is your opportunity to test-run the communication campaign for the open call for solutions. Ideally, promotion should begin four weeks in advance. Since the target groups are the same as those for the hackathon invitation, this period also extends the overall marketing window for the open call. Promoting the launch webinar gives you a chance to test your marketing approach and discover more channels and platforms. The webinar registration list will show which target groups have been successfully reached. If some are underrepresented, you can adjust the campaign with more targeted activities to engage them. Always require registration for the launch webinar. The collected contact details can be used later for direct marketing and active scouting related to the open call for solutions. The next chapter will provide more details about the launch webinar. 87 checklist for PREPARING the Launch webinar Design the programme. Develop the agenda in consultation with the challenge provider and thematic specialists to ensure relevance for target groups. Set up an event webpage with a registration link, agenda, programme and speaker details. This page can be linked to multiple websites and promoted with a teaser, but keeping all information in one place makes updates easier. Incorporate hackathon visuals and the slogan in the marketing, and provide a link to the hackathon webpage for further details. Include a registration question asking whether participants agree to receive hackathon updates. Link the event to relevant channels and platforms. Support the event webpage with, for example a LinkedIn event page and announcements on the websites of co-organisers, network partners and the challenge provider. On LinkedIn, tag the speakers and companies involved to increase reach and visibility. Manage registration. Monitor which target groups are signing up and use this data to guide communication and active scouting activities. Reserve a suitable studio or webinar room for hosting the event. Create and distribute the event link. Send the link with a calendar invitation to all registered participants in advance. Prepare speakers and presentations. Support the challenge provider and experts with their content. Ensure that the challenge announcement in particular is clear and informative. Assign event roles such as technical support, chat moderator and event host. Test-run the webinar if you are unfamiliar with the setup or working in a new environment. 88 Communicator’s guide to Scouting for solutions 89 Starting point: Marketing materials and a communication plan for the open call for solutions. Communicator’s role: Implement the communication campaign plan. Create and publish content in the identified channels. Share marketing materials with partners and external outlets. Timeframe: 4–5 weeks. Outcome: Selected solution provider teams. Next step: Collect information on the solution provider teams and mentors for visibility and promotion. Scouting for solutions Now it is the time to put your hackathon communication plan into action and attract applications to the open call for solutions. Communication is essential for bringing in out-of-the-box ideas from unexpected teams. It also plays a key role in raising the profile of the open call and persuading solution provider teams and mentors reached through active scouting that the hackathon is worth their time. Collaborate with the active scouting team to refine the messages used in social media campaigns, if needed. Direct conversations with solution provider candidates often reveal valuable insights into what motivates and interests the target group. Monitor visibility, engagement and traffic to your application form. Be prepared to boost communication efforts if the response is weaker than expected. 96 Toksika Hackathon, photographer Agne Popiera 97 Tips from a BioBooster organiser: The open call for solutions can be a stressful phase for the organiser. Since most applications arrive in the final days, both organisers and challenge providers often start to worry about what to do if the expected flow of applications does not appear. We recommend that you trust your plan, while remaining open to adjustments as new insights emerge. Start strong with your communication campaign and maintain momentum throughout the open call with regular, targeted actions. Prioritise channels that matter most to your audience and find the most direct ways of reaching potential solution providers. For extra impact, join webinars and events to connect directly with target groups, initiate discussion on social media, contact field specialists to identify target groups and new contacts, and leverage word-of-mouth, networks and hackathon alumni. Whatever approach you choose, execute it as early as possible to give your message time to reach the right people. The open call is also an opportunity to be creative, expand your network and explore fresh connections. Have faith in the process, stay positive and remember to celebrate every application and lead along the way. —BioBoosters network ” Managing (the stress of) the open call for solutions 98 Communicator’s guide to solution Development 99 Communicator’s guide to Solution development Visibility and promotion are a key part of the value proposition for challenge providers, solution provider teams and mentors. For organisers, they are equally important: showcasing concrete examples and participants’ experiences help generate wider interest in the hackathon process. Starting point: Selected solution provider teams and mentors. Communicator’s role: Boost the visibility and engagement of hackathon participants on LinkedIn (or other selected social media). Promote the immediate results of the Hackathon Days. Timeframe: 3–5 weeks. Outcome: Promotion of solution provider teams, promotion of mentors and promotion of winners and communication of final results. Next step: Leverage results and word-of-mouth to secure funding for future hackathons. 100 Visibility and promotion for participants and results Promotional activities during the solution development phase should focus on social media, while also encouraging hackathon participants to share their experiences on-site with their networks. All in all, this phase is vital not only for visibility, but also for sustaining long-term alumni engagement with the organiser’s communication channels and platforms. The Rules of the Hackathon and mentoring principles permit the publication of information about participating solution providers and mentors. Since visibility and promotion are part of the value proposition for challenge providers, solution provider teams and mentors, it is important to showcase them. In the weeks leading up to the Hackathon Days, post social media content introducing the solution providers and mentors. On the Hackathon Days and immediately after, be ready to engage with participants and report results quickly – for example, announcing winners. Plan the content in advance so communication materials can be released without delay. Tag participants for greater reach, but also follow their posts and to interact with them. Provide clear guidance on the use of hashtags, and consider features such as a photo wall to encourage participants to share their own content. 101 During the course of 18 hackathons, BioBoosters’ LinkedIn community grew from zero to more than 1,800 followers – most of them hackathon alumni. 102 Piesta Hackathon, photographer Kristi Kuusmik-Orav 103 Communicator’s checklist: What communication content is created for visibility and promotion? Kick-off day: Post social media content featuring the solution provider teams (name, country, idea). Tag solution provider team members. One week before the Hackathon Days: Post content featuring the mentors (name, organisation, expertise). Tag mentors and their organisations. Hackathon Days: • • Encourage participants to share content about their experiences using the event hashtag, and reshare it through your channels. • • Use a professional photographer to capture the event. Consider producing an after-movie for greater impact. Get permission to use all photos (for example, via the participant sign-in form). • • Record interviews with all participant groups, capture the atmosphere in photos and secure an interview with both the challenge provider and winning team after the winner is announced. End of the Hackathon Days: Post content featuring the winning team and their solution idea, including jury citations. Share event photos, express appreciation and tag all participants. 1–2 days after the Hackathon Days: Distribute a press release and news of the results on the organiser’s and challenge provider’s websites and channels. 2–3 weeks after the Hackathon Days: Publish interviews or the after-movie on social media as a ‘throwback’. Use the channels identified in the communication plan to circulate results more widely. 104 Communicator’s guide to co-operation 105 Communicator’s guide to co-operation Communicator’s guide to Innovation co-operation Alumni and impact stories are among the most valuable resources for a communicator looking ahead to future hackathons. Keep track of success stories that originate during the hackathon and be ready to share them. Starting point: Selected solution provider teams and mentors. Organiser’s role: Foster alumni communication and engagement through the organiser’s communication platforms. Timeframe: Can vary greatly, from 6 months to more than 2 years. Outcome: Reference stories demonstrating the impact of the hackathon Hackathon alumni serving as ambassadors. Next step: Showcase the impact of the hackathon. Use your reference stories to enhance your service offer.