• Projects/Activities Planning – Concerning delegation visits and other relevant events; sector-specific, more compact initiatives may deliver significantly greater value and tangible results compared to those of general -and often customary- nature.
• There is a very wide network of potential partners to team up with when executing projects and collaborators to consult when collecting information and when handling requests from organizations back home. There is a great deal of overlap, which can at times lead to unnecessary duplication of effort but may also bring about complementarity. It is important to be clear on requirements before approaching stakeholders, in order to (a) be efficient in identifying the most appropriate and relevant collaborator and (b) be effective in achieving targets.
• From an Innovation Counsellor’s perspective, defining Key Performance Indicators (KPIs) or performance metrics in general is a very challenging task. Quantifying targets is particularly complex as many elements in the equation are outside a Counsellor’s control. Nevertheless, it is a valuable exercise worth pursuing while tweaking the outcome as you go (Plan-Do-Check-Act). This is not necessarily done as part of an appraisal process, but it can serve as a compass for a given team to navigate accurately towards its objectives.
• COVID-19 era considerations – In the absence of physical meetings and events, the world resorted to the increased utilization of VC tools and the planning of webinars and digital conferences. It is a common observation that we have by now reached ‘Zoom-fatigue’. Thus, -to the extent possible- it is important to identify innovative, fresh ideas for webinars and digital events, to attract and maintain our audience’s interest and delivery value.
• Continuously improving the website and social media content, by keeping up to date with digital tools and communication trends is key to effective audience education and engagement.
• It is equally important to boost interest in available opportunities and burst bubbles and misconceptions. E.g. Motivate EU companies searching for solutions and new technologies to look into the Israeli market, whilst at the same time informing that investment organizations in Israel are inward-looking, meaning they predominantly and purposely invest in Israeli startups and are not -in principle- looking into investments in foreign startups.
• Stay knowledge-thirsty, ask questions, say ‘yes’ to networking opportunities, keep a positive attitude, embrace local culture and traits, be open and collaborative. Do not see hutzpah as an enemy, make sure you turn it into your friend.

Overall, the bootcamp experience was highly beneficial and I would heartily recommend it to fellow Counsellors who might consider signing up for it in the future. It was a great opportunity to take a step back, re-assess our operational environment also considering the extraordinary conditions we are faced with due to the COVID-19 pandemic, re-evaluate our objectives, and revise action plans.