An increase in business R&D activities was perceived as a vital aspect of structural adaptation, and three activities were identified as core parts of HITRA: i) revitalisation of industrial R&D, ii) fostering science-industry co-operation, and iii) commercialisation of research results (Svarc, 2006). To deal with potential frictions, an Inter-ministerial Control Group was established in 2001 to supervise HITRA’s financial operations but also to be a “forum” for reaching consensus on conflicting policy issues. However, the Control Group never became fully operational. In the end, HITRA was forced to respect ministry borders and confined its policy measures and programmes to projects and companies that engaged in co-operation with the public R&D sector.