Session 3 (a): How should
the entrepreneurial discovery process (EDP)
be institutionalised?
Pisa, 24-25 September 2014
1
Case study insights from Baden-Württemberg:
RegioWIN competition
By Ms. Magdalene Häberle
Ministry of Finances and Economics
Baden-Wuerttemberg
2
Chances and Challenges for Regions in BadenWuerttemberg
Innovationsindex für die Stadt- und Landkreise
Baden-Württemberg 2012
3
Mayor Focus Areas of Innovation Strategy
Applied Sciences,
Research and development
Internationalisation
Clusters
2
3
Technology
Transfer
Linkages and
Networks
SME
Universities and Higher Education
Entrepreneurial
discovery
process
1
Regional Specialisation
4
Access to
Knowledge,
Qualification
Innovation
performance
Matching economic
structure <-> innovation
system
Stakeholder Participation a Brand of Innovation Policy in Baden-Wuerttemberg
"Dialogorientierte
Participants:
business, chambers of commerce, associations, trade
unions, research and municipalities
Sector Dialogue
•
•
•
•
•
•
•
Automotive
Health
ICT
Creativ Industries
Logistics
Aerospace
Engineering
Folie 5, 10.09.2014
Wirtschaftspolitik"
Thematic Dialogue
•
•
•
•
•
Qualified Employees
Professionel Education
Cluster
Raw Material
Knowledge and
Technology Transfer
Regional Dialogue
•
proactive
•
•
Regional Forum
relating to the
situation
Regional Innovation Strategy for Smart Specialisation
The concept - REGIO WIN Phase 1
Regional Strategy Concept
1. Jury: Selection of promising Concepts chosen for further Development
Project
2
Project
3
Project
4
Project
n
Phase 2
Project
1
Competition
Regional Development Concept
and Implementation Projects
2. Jury: - Selection of the awarded Regional Development Strategies
- Selection of the Lighthouse Projects for EFRE-Funding
- Recommendations concerning other Key Projects for possible Funding
through other Programmes
3. Application for EFRE-Funding for awarded Lighthouse Projects
Implementation
http://regiowin.eu/
6
Activating EDP Actors at Subregional Level
•
•
•
Competition Regions defined by local
actors based on functional coherence
All relevant actors must be included
in the strategic process: economy,
administration, science, social
partners, environmental partners,
municipalities
Regional strategy concept, based on
socio-economic analysis, coherent to
EU2020 and innovation strategy,
focused on local strengths/challenges
 Dialogue activated by
announcement of the competition
 New set of EDP Actors at subregional level
7
Elements of sucessful EDP
•
•
•
Definition of long term strategic targets based on regional potential
Regular analysis of regional data - Monitoring
Regular analysis of future trends - identify need for action
•
•
Long term dialogue tradition in the field of economic policy
Dynamic set of dialogue partners / entrepreneurial actors / relevant
stakeholders
financial comitment of all partners
•
 Policy decisions based on information collected from
entrepreneurial actors / stakeholders
 Clear role definition between policy makers and stakeholders
8
Barriers for sucessfull EDP
and Implementation of Findings
•
Fixed set of dialogue partners
•
Biased appraisment of opportunities by individual stakeholders
•
Exaggerated expectations of stakeholders
•
Lacking abilities of entrepreneurial actors
•
Lacking influence on parameters at the level involved in the EDP
•
Lacking resources for implementation
•
Timeframe
9
Questions to be discussed in
working group 2
• Elements of successful EDP and Barriers
– How to establish EDP as continuous process
– EDP Stakeholders - Engagement vs. Expectations
– Share views on BW experience
• Role of EDP in overall Innovation Activities
– EDP can support identification of projects
– ESI Funds can support implementation /Barriers to EDP
implementation incorporated in ESI Funds Processes
– Potential for Implementation of EDP Findings - ESI Funds in
relation to other elements of economic policy relevant in
the regions
10
Case study insights from Central Denmark:
Growth Forum on Regional Development
By Ms. Pia Fabrin
Deputy Head of Office
Growth Forum and Regional Development Strategy
11
Regional Tasks
•
Health
including hospitals, national health service, GPs and medical specialists
•
Psychiatry and Social Care
Psychiatric treatment, running of 31 institutions for vulnerable groups and groups
with special needs in the social and educational area
• Regional Development
Energy and Environment, Business, Tourism,
Employment, Education and Culture, etc.
Growth Forum
Growth Forum – in a regional
structure
Advisory boards
The Central Denmark Growth Forum
is a partnership between business
representatives, unions and
employer organizations, education
and research institutions,
municipalities and the region.
The role of the Growth Forum is to
create growth and business
development in the region.
A Globally Competitive Region
A Strategic Effort
•
•
•
•
Energy and environment
Foodstuffs
Welfare innovation
Tourism
• Innovation and business
development
• Digitalization
• Entrepreneurship
• Education and skills
development
OECD Review - 2012
• And how do we perform in an international
perspective? Recommendations
Global relevance
Critical mass within and across regions
Positioning of regional specialisations/clusters
Addressing skills
Cultivating, attracting and retaining high-skilled
workers
Removing the growth bottleneck of low-skilled
workers
Clarity on growth targets
Strategic approach to peripheral areas
Growth drivers and rest of the economy
Partnership model to achieve regional goals
Next step
• A new strategy for growth and regional
development
• A broader regional partnership
• Maybe not more of the same – but a better
and smarter effort?
• Clearer targets
• ……..
Questions to be discussed in
working group 3
• Once you have established a formal structure like the
regional growth forum, how do you avoid involving
only the usual suspects in the EDP?
• How do you perform a genuinely international
benchmark of strengths and possibilities?
18
Case study insights from Tuscany:
EDP for RIS3 in Tuscany
By Mr. Emanuele Fabbri
Tuscany Region
19
“Q1 - What are the main challenges and barriers in setting up an efficient
and dynamic EDP?”
Main challenges:
- to enforce the governance of innovation system;
- to enstablish new (innovators) networks and linkages around a new common vision;
- to elicitate new R&D opportunities;
- to translate best regional opportunities into a strategic path;
- ……
Main barriers:
- Entry barriers, lock-in, lock-out effects;
- Raise innovation demand + strategic investments opportunities;
- Combine creativity and strategic planning (selection);
- Provide an extra-territorial perspective to EDP;
- …..
20
“Q2 - How to ensure mechanisms for new EDP bottom up initiatives to
emerge and prove they can mobilize those stakeholders that have potential
to provide value added?”
In general terms:
- Right intermediaries;
- Rules of engagement;
- Business intelligence and “open data”;
- Indipendent assessment;
- Open public discussion.
21
Q3 - What capacities and skills are required to assess this
entrepreneural knowledge in order to empower and support
the most promising actors and projects? Can these
capacities skills be found within governments /ministries?
For assessment:
- legitimation;
- responsiveness;
- technical competences;
- consistency with real economic needs.
It’s unlikely to have all these competences, at the same time, within a single
organisation!
Institutions are called upon to act as facilitators, “setting the rules of the game”:
-Methodologies;
-Timing;
-External assessment;
-Stakeholders engagement;
22
“Q4 - How is the EDP reflected in the RIS3 and OP? “
EDP results should be translated into operational terms within RIS3 and OPs:
- Contents;
- Priorities;
- Strategic approach;
- Tools;
How to istitutionalise the Governance of EDP in efficient way?
-Strong connections between OP governance and RIS3 governance;
-Strategic framework coherence between RIS3 and OP;
-Monitoring and evaluations activities coherence;
23
EDP in TUSCANY RIS3
RIS3 for Tuscany Region is based on:
- Unbalanced growth model;
- Innovation demand combined with technological competences;
STRONG FOCUS ON:
- R&D roadmaps finalized to strategic investments;
- Leading companies perspectives;
- Large partecipation for selecting priorities;
EDP for Tuscany has been based on 5 step:
1) Innovation poles roadmapping (after economic analysis + policy evaluations + foresight
ex. Review);
2) External experts evaluation and assessments + analysis;
3) Open thematic ws;
4) Razionalization and preliminary RIS3 version;
5) Final RIS3 version and institutional validation.
24
Rules of engagement for Innovation Poles
Industrial and technogical overview:
- Industrial clustering dynamics;
- Human capital needs
- Technical/industrial problems;
- Innovation/industrial networks;
Focus on:
Technological challenges:
- Technological improvements;
- Technological discontinuities;
- Technological enablers;
- Technological levers;
Expected Results:
- Roadmap;
- Targets;
- Policy initiatives;
- Outcomes;
External assessment based on:
- Technical validation;
- Innovativeness degree;
- Logic framework coherence.
-
Energy and environment;
Smart territories;
Smart manufacturing;
Social innovation;
Research and human capital;
EDP in TUSCANY
26
“INNOVATION FUNNEL APPROACH”
27
EDP in TUSCANY
28
EDP in TUSCANY
Some figures and results:
-
Over 10 preliminary workshops;
13 innovation poles involved;
Over 100 roadmaps;
Over 400 different organisations involved;
1 external experts team (12 people);
2 rounds of assessments;
2 plenary events;
8 thematic WS;
3 technological priorities;
3 on-line questionnaires;
8 webcasts;
1 website;
1 twitter account;
1 youtube channel;
1 preliminary version;
1 event after the preliminary RIS3 version;
Final RIS3 Version for the end of October!!!
Questions to be discussed in
working group 4
Ideas for debate
-
How to ensure roadmapping activities as a tool for multilevel
governance? And how to extend EDP beyond regional boundaries?
-
Time issues. How often is necessary to organise EDP? How to ensure
EDP as an open process? Problems and solutions
-
Practical hints or experiences to enhance creativity among EDP and
avoid lock-in dynamics
30
Research and Innovation Smart
Specialisation Strategy in Valencia Region
By Mr. Roberto Algarra
Representative of the Regional Government of Valencia
algarra_rob@gva.es
Located in the Mediterranean Area
CV
% Spain
23.255
4,6
Population
5.029.60
1
10,8
GDP (Mill.€)
105.554,
2
9,7
GDP/cápita
(EU27=100)
92
102,6
Surface (km2)
Source: INE. "Anuario Estadístico de España". "Extensión superficial por CC.AA. y provincias". Web del INE
INE. "Cifras de población referidas a 1 de enero de 2008. Real Decreto 2124/2008. Resumen por Comunidades
Autónomas". Web INE
INE. Contabilidad Regional de España. PIB. 2008
INE. “Producto Interior Bruto regional. Serie 2000-2008”. Web INE
32
Services is the largest sector, but the region is
specialized in industry
C.V./España %9,7
100
80
2.1
12.0
3,7
11.4
Agriculture
17.3
17.0
Industry
9,9
68.5
69.0
Services
9,6
Construction
8
10,2
60
40
20
Source: INE. Contabilidad Regional de España. PIB. 2008
0
33
99,1 % of all enterprises have less than
50 employees
376.093 Enterprises
Microempresas
(0 a 9 empleados)
93,8%
Grande
(200 ó +
empleados)
0,2%
Sized of Valencian Enterprises
(2008)
% Total by size
Mediana
(50 a 199
empleados)
0,7%
Pequeña
(10 a 49
empleados)
5,3%
34
Smart Specialisation Strategy
of Valencia Region
Entrepreneurial discovery process
390
Participants
Valencia
Regional
Government
Science, Knowledge
and Creativity
sector
Government
sector
Corporate
sector
7 hyper-sectoral
working group
35
RIS3 CV Priorities
1
2
QUALITY OF LIFE
1.1. Agri-food,
cosmetics and
household
products
1.2. Efficient
healthcare
systems
1.3. Active non
seasonal tourism
services
Mediterranean diet,
culture and way of life
3
INNOVATIVE PRODUCTS
2.1. Personalised
comsumption
goods
2.2. Habitat: housing
and its
environment
Strong position in global
markets and new
technological chances
Main criteria
36
ADVANCED
MANUFACTURING
PROCESSES
3.1. Automotive and
mobility
3.2. Capital goods
Delivering R&D and lean
management spillovers
Priority SPECIALISATION GRID
TECHNOLOGICAL SPECIALISATION AXIS
Regional
development
axis
A. Advanced
materials
B. Advanced
and
manufacturing
nanotech.
C. ITC
1.
3. TOURISM
QUALYTY OF
LIFE
2. SANIDAD
EFICIENTE
1. AGRI-FOOD
2.
1. PERSONALISED
INNOVATIVE GOODS
PRODUCTS
2. HABITAT
3.
1. AUTOMOTIVE
ADVANCES AND MOBILITY
MANUFACT.
PROCESSES 2.CAPITAL GOODS
37
D.
Biotechnology
E. Micro &
F. Energy
nanoelectróand
G.
nics and
environment. LogIstics
photonics technologies
OTHERS
Regional Priorities for Comunidad Valenciana
TECHNOLOGICAL SPECIALISATION AXIS
Regional
development
axis
1.
3. TOURISM
QUALYTY OF
LIFE
2. SANIDAD
EFICIENTE
A.
Advanced
materials
and
nanotech.
B. Advanced
manufacturing
C. ITC
D.
Biotechnology
E. Micro &
F. Energy
nanoelectróand
G.
nics and
environment. LogIstics
photonics technologies
QUALITY OF LIFE
1. AGRI-FOOD
2.
1. PERSONALISED
INNOVATIVE GOODS
PRODUCTS
INNOVATIVE PRODUCTS
2. HABITAT
3.
1. AUTOMOTIVE
ADVANCES AND MOBILITY
MANUFACT.
PROCESSES 2.CAPITAL GOODS
ADVANCED
MANUFACTURING
PROCESSES
38
sustainable
activities
OTHERS
Priority SPECIALISATION
Prioritised activities level
TECHNOLOGICAL SPECIALISATION AXIS
Regional
development
axis
A.
Advanced
materials
and
nanotech.
B. Advanced
manufacturing
1.
3. TOURISM
QUALYTY OF
LIFE
2. SANIDAD
EFICIENTE
C. ITC
ICTs applied to
efficient health
field
1. AGRI-FOOD
2.
1. PERSONALISED
INNOVATIVE GOODS
PRODUCTS
2. HABITAT
3.
1. AUTOMOTIVE
ADVANCES AND MOBILITY
MANUFACT.
PROCESSES 2.CAPITAL GOODS
Additive
manufacturing
applied to
Application of advanced equipment,
materials and
automotive,
nanotechnology to
consumer
enhance habitat
goods,
products, consumer
housing and
goods and packaging
health
Custom design
D.
Biotechnology
E. Micro &
F. Energy
nanoelectróand
G.
nics and
environment. LogIstics
photonics technologies
“Red” biotechnology in
health
“Green” biotechnology
applied to the agrifood
sector
Flexible
manufacturing
systems
Logistics
and
intermoda
lity
Value-added
services to people
through ICTs
Items to improve energy
efficiency in housing,
productive environments or
services
Use of green technologies
Smart grid items
39
OTHERS
Smart Specialisation Strategy
of Valencia Region
A framework is designed, in which the sectoral environments and technologies with greatest potential in the
region are arranged, to use it as framework to conduct vertical and horizontal analysis and identify goals and
innovation opportunities
3
KET
PHOTONICS
NANOTECHNOLOGY
ÁREAS ESPECIALIZACIÓN TECNOLÓGICA
EJES DE
DESARROLLO
Materiales
avanzados y
nanotecnologías
Fabricación
avanzada
TIC
Biotecnología
Micro y
nanoelectrónica y
fotónica
Tecnologías
energéticas y
medioambientales
Logísticas
Turismo y calidad de
vida
EJE 1
CALIDAD DE
VIDA
Promoción de la salud
y sanidad eficiente
Agroalimentación,
cosmética y productos
hogar
EJE 2
PRODUCTO
INNOVADOR
EJE 3
PROCESOS
AVANZADOS
DE FABRIC.
Automoción y
movilidad
Bienes de equipo
Arrangement of
thematic areas
and technologies
with the greatest
potential in the
region
MICRO/NANO
ELECTRONICS
AGRIFOOD, COSMETICS
AND HOUSEHOLD
PRODUCTS
PERSONALISED
CONSUMPTION GOODS
Regulations
Supports
Financing
Services to
companies
Technology
Knowledge
HABITAT: HOUSING
AND ITS
ENVIRONMENT
OTHER SPECIFIC
Cultural and creative
sectors
ADVANCED
MANUFACTURING
CAPITAL GOODS
Providers
Logístics
LOGISTICS
TOURISM AND
QUALITY OF LIFE
Consumer
Society
Environment
Demand
Market
Clients
BIOTECHNOLOGY
BIOTECHNOLOGY
ADVANCED
MATERIALS
HEALTH PROMOTION
AND EFFICIENT
HEALTHCARE
SYSTEMS
Bienes de consumo
personalizado
Hábitat: La vivienda y
su entorno
AUTOMOTIVE
AND MOBILITY
EBC:
SMART ENERGY AND
CLEAN
TECHNOLOGIES
ICT
40
RIS3 application. Governance
Implementation
Presupuesto
Technical Monitoring
Coordination
Departments involved in
RIS3-CV development
(economy, industry,
education, health,
environment, etc.)
Valencian Institute of Statistics
Valencian Institute
of Economic Research
Executive Committee
of Government for
Science, Technology and
Innovation
OP Management
Department of Finance
EU Cohesion
Policy
Scientific Assessment
High Consultative Council in
R&D
Spanish Strategy for
Science, Technoly
and Innovation
EU Competitiveness
Policy (H2020)
Economic and Social Impact
Assessment
Valencian Industry and
Economic Sectors
Observatory
RIS3CV Steering
Committee
Smart Specialisation Strategy
Instrumentos de actuación e indicadores de la Agenda RIS3-CV
of Valencia
Region
RESULT INDICATORS
STRATEGIC OBJECTIVES
1. Allocation of scientific and technological resources to the
societal needs
2. Strengthening I+I at the heart of the company
3. Diversification and modernization based on R&D
4. Development of a Digital Society
INDICATORS
EX-ANTE
VALUE
INTERMEDIATE
VALUE
FINAL
VALUE
1.1. Number of R&D developed projects in new
infrastructures
Pending
Pending
Pending
1.2. Number of patents registered
Pending
Pending
Pending
1.3. Number of companies that cooperate with
research institutions
Pending
Pending
Pending
1.4. R&D+i Turnover of IITT and Universities to
corporates
93,3
130,0
190,0
2.1. I+I Investment of the supported companies
Pending
Pending
Pending
2.2. Employment generated by the supported
companies
2.3. Returns obtained by companies and
institutions in H2020
Pending
Pending
Pending
6,8
9,5
10,0
2.4. Patents registered by supported companies
5
10
50
3.1. Increase of turnover and employment in
supported technology-based companies
-
10,0
100,0
3.2. New companies created or enhanced from the
support in new technologies in the field of
health and tourism
-
75
300
3.3. Rate of hospitalization and consumption of
outpatient resources
Pending
Pending
Pending
4.1. Funds collected in the field of ICT in H2020
Pending
Pending
Pending
41.800
36.200
100.000
89,1
94,0
98,0
4.2. Percentage of households and companies
employing ICT for procedures with the
Administration (e-Government)
4.3. Percentage of companies employing ICTs to
analyze the performance of the market
42
Questions to be discussed in
working group 5
Financial instruments are essential for the
implementation and M&E phases of the EDP - RIS-3
(private investors).
• How to match projects with private investment?
43