Some lessons learned from the Innovation Agenda process in general

• The development of a concerted research agenda for innovation requires a major effort in terms of time and work, the success of which depends mainly on the selection of the universe to be consulted. The presence of qualified individuals is an important condition, but the official representation of institutions and organizations, especially public ones, is vital if a more formal operational commitment is to be made.
• The preparation of an adequate agenda requires detailed knowledge of the situation to be addressed; therefore, having the background of each case, properly prepared, not only facilitates the approach to the discussion, but also accelerates the agreement on what is demanded and offered.
• The definition of the lines of attention to be attacked must be done with great precision, writing them in a way that makes clear the objective being pursued, reducing as much as possible the possibilities of interested or biased interpretation.
• The public offer of projects is a healthy practice; however, it must be accompanied by a particular request addressed to those institutions and personalities who are known to be interested and capable of dealing with the corresponding subject.
• The Agendas have proved to be an experience that has allowed for learning, both institutional and personal, about a different way of dealing with support for scientific or technological research.

The deconcentration and decentralization of agendas through the creation of inter-institutional coordinating bodies between the different partners and the creation of funds to finance projects that are timely, relevant, excellent and feasible and, of course, aimed at solving specific problems that require or demand new knowledge by the users or demanders of this knowledge, guarantee success and the bridge between knowledge and society.