Antonis Fysekidis

Enhancing internationalization
and innovation capacity
through effective cooperation partnerships.
Innovation and Smart Specialisation Strategies expert
-Centre for Regional and International STI Studies and Support ‘CeRISS’
22.5.2014 – Astana, Kazakhstan
IX Innovation Congress ‘Role of Innovations in the
Second Five-years Industrialization Programme’
Astana Economic Forum 2014
The importance of cooperation for innovation
International linkages are critical for innovation because they provide
powerful learning opportunities and support innovation. By pooling
competencies (e.g. through technological cooperation between firms),
international linkages can allow overcoming barriers such as
deficiencies in funding, management resources and technological
competencies. International linkages can also benefit innovative
businesses through technology and knowledge transfer, skills
enhancement, and facilitating access to foreign markets.
OECD Science, Technology and Industry Outlook 2012
For the scope of this presentation the case of
• Enterprise Europe Network
• and the European Technology Platforms
will be discussed
The case of Enterprise Europe Network (EEN):
• Created in 2008,In its current form brings together more than 600 host
organisations set in 100 consortia in 52 countries.
• The EEN host partners are active organisations in business and
innovation support. The cover a broad range from Chambers of
Commerce and Industry, Technology Transfer Organisations, Regional
Development Agencies, Technology Parks to IPR agencies and export
• Mission Statement: “We are the world's largest network connecting
business to Europe. We help companies to improve and innovate through
partnersh ip, information and expert advice.”
• Current Call from Proposals for EEN consortia in the new programming
period 2015-2020
Enterprise Europe Network services :
• Provision of information and advisory services on EU initiatives and law;
• Support for the enhancement of management capacities to increase the
competitiveness of SMEs; including coaching and mentoring schemes;
• Support aimed at improving SMEs’ access to finance;
• Measures to increase SME access to energy efficiency, climate and
environmental expertise;
• Promotion of EU funding programmes and financial instruments (including
the Horizon 2020 in cooperation with NCPs and the Structural Funds);
• Cross-border partnering activities for business cooperation, technology
transfer, innovation and research;
• Specific actions in the context of innovation support services
• SME feedback;
• Promotion of Network services, Network building and communication
The case of European Technology Platforms (ETPs) :
Industry-led stakeholder fora that develop short to long-term research and
innovation agendas and roadmaps for action at EU and national level to be
supported by both private and public funding.
The European Commission does not own or manage European Technology
Platforms, which are independent organisations aiming at a holistic view by:
• developing strategies and provide a coherent business-focused analysis
of research and innovation bottlenecks and opportunities related to
societal challenges and industrial leadership actions
• mobilising industry and other stakeholders to work in partnership and
deliver on agreed priorities
• sharing information and enable knowledge transfer to a wide range of
Cooperation possibilities between ETPs and actors from
non-EU Countries
• International cooperation can add significant value to European
Technology Platform activities. Its appropriateness is dependent on the
particular issues addressed by individual platforms and its extent is
therefore decided on a case-by-case basis.
• Recent example: In October 2013 Huawei, the global information and
communications technology (ICT) solutions provider, elected to a
member of the Steering Board of the new European Technology Platform
(ETP) Net!Works/ISI.
• ‘Identifying opportunities for international cooperation and developing the
necessary understanding to facilitate future collaboration’ is now
considered a core activity of the ETPs (Commission Strategy for ETPs
2020, July 2013)
How KZ enterprises could be benefited from
• Information on EU legislation in order to raise their exports having access
to the Single Market.
• Access to cooperation possibilities in EU programmes and business
• Technical assistance and consultancy on internationalization strategies
towards the EU’s single market.
• Dissemination of best practices, innovative ideas,methods
• Cooperation with the Network entails the introduction of innovative
projects with strong transnational impact.
• Exchange of information and experience, ideas, strategies and activities,
new approaches and models
What RTDI Networking will bring to KZ business and
innovation support actors ?
• Clear added values: increases visibility, facilitates matchmaking,
partnering and dissemination of new best practices
• It will assist the integration of KZ less connected institutions and actors
into European and international networks.
• It facilitates capacity building as it will lead to improved capabilities
of the actors and will enhance their mobility.
• It will ensure stronger coordination of KZ actors with multidisciplinary
and multilayer administrative responses.
• It also includes an important external dimension as it entails increased
Key factors for successful cooperation:
• Considering such cooperation as a key element of the national research
and business strategy in Kazakhstan
• Strengthening the synergies between all relevant administrative levels
and structures in KZ
• Actively participate to the Networks’ and Platforms’ life and encourage
the continuous training of the staff in Kazakhstan in order to become
more familiar with EU processes
• Increasing the level of networking between the Kazakh organisations and
Promotion of Innovation in the IncoNet for Central Asia
Useful experience including cooperation with EEN, ETPs and other
relevant EU schemes in :
• promoting Innovation in the CA countries in order to create synergies
between relevant stakeholders in the EU MS/AC and CA;
• identifying and sharing good practices in order to foster public-private
• organizing activities to bridge the gap between public and private
innovation actors and for the dissemination/exploitation of research
• providing training to local innovation agencies
The road ahead:
Governments everywhere are more aware of the need to
support clusters and networks because of their innovative
potential, their collective efficiency, and their increasing share
in business activities.
OECD and World Bank innovation policy platform
Thank you - Рақмет.
Innovation and Smart Specialisation Strategies expert
-Centre for Regional and International STI Studies and Support