Dalarna:
Towards a RIS3 strategy
Sevilla, 19 September 2013
Anna-Lena Gull, Design Business Manager
Lotta Magnusson, Cluster Leader
PhD Johan Kostela, Dalarna University
PhD Monika Jönsson, Region Dalarna
Your expectations from the
Peer-Review Workshop
• Our ambition is to learn more about Smart
Specialisation
• We have the ambition to capitalise our knowledge and
assets in a S3 strategy.
– using clusters as tool for regional development,
how to build and evaluate them and to collaborate with other
– exchange experiences how we are facilitating
innovation in different sectors – from high quality steel to biking
products.
– specific knowledge about development and innovations in
tourism and creative industry – experience industry
2
Questions you would like peers
to discuss
• We would like discuss the relevance of a Smart Specialization
concept as a starting point for a Smart Specialisation Strategy
Tourism
Cleantech
Steel and manufacturing
3
Introduction of our region’s work in
research and innovation
Sweden has an National
Innovation Strategy since
2012.
• Broad definition of
innovation
• Dialogue with regions
• Dalarna has contributed
to the strategy in a
dialogue where tourism
was highlighted as an
innovative industry.
4
Introduction of our region’s work in
research and innovation
Ongoing work with innovation
– cluster development
– Innovations board
Status of Dalarnas work on S3-strategy
– Applied for a membership on the RIS3-platform
– Performed preliminary analyses
• Identifying the regional innovation actors
• Analyses of the business life
• Specific analyses of branches (material, tourism and creative sector, clean tech)
– Established a Innovation board
– Just started to formulate a common Innovation Agenda
– Defined a preliminary smart specialisation concept
5
Introduction of our region’s work
in research and innovation
• Strategic documents
– A renewal of the Dalastrategy (RUS)
– Mobilize for growth – An Innovation Agenda for Dalarna
– A Digital Agenda
• EU:s Programs
– Structural fonds
– Horizon 2020
– Interreg and other programs
• The Vision is to be an attractive partner in helping to
solve societal challenges today and in the future
6
Governance
• Region Dalarna coordinates the S3-process
• We are building on our clusters – knowledge base – and a
partnership of actors facilitating innovation
Find IT
Destination
Dalarna
7
Governance – Actors facilitating
Innovation in Dalarna
Innovation Board:
•Dalarna University
•Teknikdalen Foundation
•Industrial Development Centre
•Business Dalarna
•Almi advisory service and financing
•Falunborlängeregionen
•Region Dalarna
•County Administrative Board
•Dalarna County Council
•Clusters
8
SWOT for the Dalarna RIS
Strengths
1. High confidence in the ability to support innovation
and renewal and to provide support to businesses
2. Relatively ample financial resources
3. Developed focus on regional strengths / clusters
4. Extensive municipal facilitating enterprises
5. Functional interaction has had an impact
6. Collaboration with the regions nearby
Threats
1. High proportion of highly educated people are
concentrated in a few workplaces
2. Some large companies and industries are dominating
3. Very cyclical
4. Is a conservative culture
5. Changes in the school system
6. Difficult to attract the best researchers
Weaknesses
1.Low confidence in the regional leadership
2.Depending on project financing
3.Financing to companies perceived as neglected
4.Low proportion of public research funding
5.Academy is not involved in innovation activities
6.Weak interactions between actors with a focus on
Innovation
7.Brain drain - many of our best disappears
8.Large predominance of large industries that dominate:
both actually and mentally
9.A low level of education
10.Low proportion of women in the private business
sector
Opportunities
1. To cooperate with large companies for innovation
and internationalisation - clusters
2. Create new business for local market especially in
tourism and creative industries
3. Get more women to work in the private sector
4. Take advantage of the relative proximity to Stockholm
to create networks and dynamics
9
Looking beyond our region’s
boundaries – Innovation index
Samlat index
Uppsala
125.14
123.85
Stockholm
Västra Götaland
105.77
104.56
103.52
Skåne
Östergötland
Västerbotten
94.58
Västmanland
84.96
84.05
80.54
79.77
79.35
78.30
78.19
77.77
77.31
76.55
76.49
75.31
73.27
68.59
68.54
Norrbotten
Värmland
Västernorrland
Örebro
Gävleborg
Södermanland
Kronoberg
Jönköping
Halland
Jämtland
Blekinge
Dalarna
Kalmar
Gotland
0
20
40
60
80
100
120
140
10
Looking at entrepreneurial
dynamics
• Cluster are assessing entrepreneurial dynamics
Expectations on the clusters:
Highlighting
the branch
strength and
needs
Representing
the branch in
Regional strategic
plans
Regional actor
- Project portfolio
- Commercialization
- National connections
An actor for innovation
and processes for changes
- Applied research
- International connections
11
Looking at entrepreneurial
dynamics
Economic Impact of Business developement programme
Developement of the results in
%
These are the first results of a systematic 5 year evaluation, measuring the
financial impact of Kurbits on a country, a regional or on a group level.
In July, 2012 years results will be visible and a larger number of regions will be
able to be presented.
12
RIS 3 Priorities – to maximize
our opportunities
EMC
13
13
Summary and next steps
• We have started a Smart Specialisation work
• We have to verify our smart specialisation concepts
• Smart materials – Triple Steelix
• Smart energy-efficient society - EMC
• Smart attractions for visitors – Destination Dalarna
• Our politicians are positive and supportive:
– We will formulate the Innovation Agenda before Christmas
2013
– There is a need for learning and to communicate – a
prioritised topic for Dalarna Innovation board
14
An issue to discuss:
The relevance of a Smart Specialization
concept as a starting point for a Smart
Specialisation Strategy
Smart attractions for visitors
Smart solutions for an
energy-effective society
Smart materials
EMC
15
Structure fonds in
North Midsweden
• Them 1: Strengthening research, technological development and
innovation (23%),
• Them 2: Increase access to, and use and quality of information
and communication (30%),
• Them 3: Enhance SMEs' competitiveness (23%),
• Them 4: Supporting the transition to a low carbon economy in all
sectors (13%),
• Them 7:Promoting sustainable transport and removing
bottlenecks in infrastructures (11%).
and
• The National program (?)
16
A startup for Smart Specialisation in experience industry
SMART ATTRAKTIONS FOR VISITORS
17
To build a World Class Destination
A learning region:
• In a close collaboration with our Norwegian neighbors
• Mountain Package – a multilevel governance work for local, regional and
national actors concerning skill supply, regulations, infrastructure etc
• Cluster Destination are boosting innovations for SME in tourism sector
• Potential partners from France, Spain, Finland and Norway
• Followers Australia, Brazil and Iceland
18
OECD cross-border
innovation strategy
Strength and assets
• Cultural and linguistic proximity
• A common specialisation in tourism activities and some potential in forestryrelated industries
• Attractive and pristine natural areas
• Presence of knowledge and support institutions oriented towards regional
specialisations
• Cluster policies to develop new knowledge-based niches of activities
Opportunities
• Growth of ‘nearby’ Oslo and Stockholm regions
• Unique global brand for tourism based on sports, health and green assets
• Openness to cross-border co-operation with more knowledge-intensive areas
19
OECD recommendations
•
•
•
•
Reducing or removing border obstacles:
– Cross-border public health and care; Cross-border public transport;
building and construction.
Cluster activities:
– Business development SME; Visibility and profiling; Business
development in national parks.
Infrastructure:
– Airport planning in Sälen-Idre-Trysil;
Facilitating innovations:
– Education; research and building knowledge; statistics and databases;
networks collaboration and service management for SME; test-beds and
labs. Recommendations for a future innovation strategy for a learning
region – Dalarna/Hedmark.
20
Thank you for your
attention!
21
SWOT for the Dalarna RIS
Strengths
1. Hög tilltro till förmågan att stödja innovation och
förnyelse och förmåga att ge stöd och rådgivning till
företag
2. Relativt sett gott om finansiella resurser i
Innovationssystemet
3. Utvecklad satsning på regionala styrkeområden/kluster
4. Omfattande kommunalt näringslivsarbete
5. Funktionell samverkan har fått genomslag
6. Samverkan med Gävleborg samt även Värmland har
utvecklats
Threats
1. Hög andel av högutbildade är samlade på få
arbetsplatser: blir skört och odynamisk
2. Ngr få stora företag och branscher dominerar: både
faktiskt och mentalt
3. Väldigt konjunkturkänsliga
4. Finns en konservativ kultur
5. Högskolans storlek (liten) gör det väldigt
personberoende och svårt att locka det bästa forskarna
6. Svårt att locka de bästa forskarna
Weaknesses
1.Låg tilltro till det regionala ledarskapet
2.Beroende av projektfinansiering
3.Finansiering till företag upplevs som eftersatt
4.Låg andel forskningsmedel vid universitet och företag
5.Svagt utvecklat akademinära innovationssystem
6.Svag samverkan mellan aktörer som med fokus på
Innovation
7.Brain drain - många av våra bästa försvinner
8.Stor dominans av företag och branscher som
dominerar: både faktiskt och mentalt
9.En låga utbildningsnivån
10.Låg andel kvinnor i det privata näringsliv
Opportunities
1. De stora företag har goda internationella kontakter.
2. Det finns en potential att knoppa av mindre företag från
de stora,
3. Marknad i Dalarna för SME, speciellt inom
besöksnäringen
4. Få fler kvinnor att arbeta inom det privata näringslivet
5. Utnyttja den relativa närheten till Stockholm för att
skapa nätverk och dynamik
22
Looking beyond our region’s
boundaries – Innovation index
23
Looking beyond your region’s
boundaries – Innovation index
• Dalarna has good access to markets
– Dalarna – rank 11 out of 21
• Dalarna should strengthen it´s ability to change
– Dalarna – rank 20 av 21
• Dalarna should improve our conditions for
innovation
– Dalarna – rank 18 out of 21
24
25
Source: S3Platform/Eurada