The STInno project, which was part of the EU Framework Programme 7 aimed to minimise the distance between south–north regions in Europe with a specific focus on wastewater treatment clusters. Three triple helix collaborations from three different countries participated, using their knowledge to work on a case study of olive mill wastewaters. The objective of this paper was to study how the triple helix functioned in practice. Results showed that a management model of the triple helix is somewhat different from the analytical model. A shift between these two views occurred during the project and the participants had to relate to this, as it had an effect on the outcomes. Concepts of social capital and trust are used to further elaborate on this by emphasising the importance of the people side of the triple helix and how the original, analytical model can be limiting when used in management practice.