creating networks for regional innovation and growth open days 2005, workshop regional lisbon...
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Creating Networks for Regional Innovation and Growth
Open Days 2005, Workshop Regional Lisbon Governance,
Baden-Württemberg Representation13.10.2005
Veit Haug, Wirtschaftsförderung Region Stuttgart GmbH (WRS)
Agenda
1. Introduction of the Stuttgart Region
2. Regional Lisbon Governance?
3. Innovation- and Cluster-Policy in the Stuttgart Region
4. Regional Competence Centre Programme
5. Theses
1. The Stuttgart Region - Facts and Fígures
Population: 2.6 million from 170 countries
Area: 3.654 km²
Municipalities: 179
People in employment: 1,024,367
Members of the Regional Assembly: 93
Hours of sunshine: 1820 per year
Wine production: 42 million liters per year
Michelin stars: 13
Historic palaces and castles: 68
Liters of mineral water per day : 40 million
EU-Awards of Excellence for Innovative Regions: 3
1.2. Economic data of the Stuttgart Region
~155.000 companies
Gross domestic product: 88 billion Euro
Unemployment rate: ~6,5 %
Overseas Sales (Manufacturing): 44 billion Euro
Most important industries: Automotive, Engineering Tools, Medical…), Electrical, IT, Media,
Headquarter of corporate groups such as DaimlerChrysler, Porsche, Bosch, Festo, Trumpf, Behr, Alcatel-SEL, Dürr, Stihl, Celesio, Schuler, Allianz Life etc.
Extremely high research-density and -intensityR&D expenditure in the Stuttgart Region makes ~5,7 % of the GDP!
1.3. The Emergence of High-Technology Clusters in the Stuttgart Region
19001930
19601985
Future?
AutomotiveTelecomElectricalTextile
Radio/TVPrintAero
Automotive
Toolmaking
TextilePrint
19952005
AutomotiveTelecomElectrical
ComputersToolmakingMed techRadio/TV
PrintAerospace
AutomotiveElectrical
ComputersSoftwareTelecom
ToolmakingMed tech
MicrosystemsRadio/TVRobotics
Aerospace
AutomotiveTelecomElectrical
ComputersSoftwareMed tech
ToolmakingAutomation
RoboticsMechatronicAerospaceLogistics
AutomotiveTelecomsElectricalSoftware
ToolmakingAutomation
Simulation/VRMed tech
NanosystemsNanomaterialsTech. TextilesMechatronicAerospaceLogistics
Automotive?Nanosystems
FuelcellEnergy ConvertersSensors/actuatorsNeuroengineeringTissue Engineering
Drug modellingSentient computingAutonomous Sytems
...?
Matchstick, Portable Drilling Machine, Automobile, Spark Plug,
Perlon Stockings, Office Photocopier, Lever Arch File, Refrigerator,
Bra, Coffee- Machine, TV-Tower, Mainframe Computer, ABS, Airbag,
ESP…
1.4. The Stuttgart Region Economic Development Corporation (WRS)
Founded 1995 as a GmbH („Ltd.“) 33 full-time employees Subsidiaries for Biotech, Film etc. Budget 2004: 8 million Euro
Tasks:
1. Support for Investors
2. Location Marketing
3. Innovation-Policy, Network- and Cluster-Development
2.1. Lisbon Regions - Characteristics
Universities and centres of academic excellence Entrepreneurs with marketable ideas and
products Core of successful large companies Quality management teams and talent Sources of early stage venture capital Supportive infrastructure Affordable space for growing businesses Access to capital markets Attractive living environment and
accommodation
Compare with Prof. J.F. Gibbons - Stanford University 1998
„The Creative Class is moving away from traditional corporate communities, Working Class centers and even many Sunbelt regions to a set of places I call Creative Centers.” (p. 218)
Richard Florida: The Rise of the Creative Class And How It’s Transforming Work, Leisure, Community and Everyday Life
2.2. Regional Lisbon Governance is about...
Building new image! New visions! New locations! New regional economic circuits! Approaches and incentives to involve new
actors! New partnerships, new strategic alliances! New ways to think about regional
development! New decision-making processes! New ways to strengthen and manage
regional development! A supportive European Regional Policy!
Sources: Prof. Kunzmann, University of Dortmund, Prof. Alan Barrell, Cambridge
“You look at things and ask - why? But I dream of things that never were and ask – why not?”George Bernard Shaw
2.3. What can Regional Lisbon Policy help?
Support the development of an “Enterprise Society”
Enable and optimise transfer and cross-sectoral cooperation
Explore and trigger the development of clusters and sub-clusters
Initiate and/or coordinate large scale EU-projects
Improve access to finance Support network-managers Help attracting talent Build strong international Networks Promote Regional learning processes
2.4. What could interfere with the Regional Lisbon Process?
Lack of regional visions “Knowing-why-not” stakeholders Old claims and traditions Established (over-) regulation Inflexible finance institutions Backward looking regional opinion leaders Weak regional leadership Lack of creative knowledge based industries in
the region Uninterested regional/local media Populist innovation trend setters Low degree of internationalisation Lack of regional marketing and communications
Source: Prof. Kunzmann, University of Dortmund
3.1. Regional Lisbon Governance -Management of Knowledge-Based Regions like Stuttgart
Management
Source: Barbro Berg, City of Stockholm
3.2. Identifying Potential
Media
Automotive
Virtual Reality/Simulation
DesignICT
Toolmaking
ElectricalET
Fuelcell
Inhouse
Industry & Handicraft
MediaResearch & Developmen
t
Skilled Employees
International Relations
Europe
North America & Overseas
Media Region
StuttgartConsistency Job & Family
Handicraft
Energy & Environme
ntal Engineerin
g
Research Support
Information Technologi
es
Regional Competenc
e & Innovation
Centres
Job Market & Qualification
University & Entre-preneurs
Industrial Design
Animation & Visual Effects
Health Economy
Mobility & Automotive
Investor Support
Real Estate Services
Investor Services
KTMC: Telematics &
Mobile Computing
ITV: Technical Textiles
NAC: Online Services
Mechatronics
Mediafaktur Filder: Print, Publishing,
Communications & Media
BITZ: Telecommunications, Data Transmission
& Security Services
Fuel Cell Technology
Customer Care:
Customer Relationship Management
Facility Management
KURS: Environment
al Engineering
KLOK: Logistics
KISEM: Solar Technologies
& Energy Services
VDC: Virtual Reality &
Collaborative Engineering
VSC: Integrated
Voice Solutions
Business Angels Network
< C
oord
inati
on
Ou
tsou
rced
&
D
ecen
traliz
ed
Knowledge Base
Companies Universities
Non University Research Facilities
Intermediaries
Regional Competence & Innovation Centres
Horizontal Measures
Department
Department Department Department Department
Department
3.3. Applied Regional Innovation Strategy (by WRS)
Regional Clustermanagement
3.4. Example: Developing the Fuel-Cell Cluster in the Stuttgart Region
Companies (Examples): DaimlerChrysler AG Ballard Power Systems AG EnBW AG EvoBus StartUps like Escube, FuMaTech, Smart Suppliers like Behr, Mann + Hummel, Modine
Europe, Mahler AGS
Research (Examples): Fuel Cell Research Alliance Baden-Württemberg Center of Competence for Fuel Cell DLR, ZSW, ISI Universities, Fraunhofer and Max Planck
Institutes
3.4. Example: Steps in Fuel-Cell Cluster-Development
1. Analysis and contact to the Stakeholders
2. Developing a competence profile for the location
3. Developing a Mid-and Longterm Programme
4. Publishing the F-Cell Guide
5. Annual F-Cell- Conference
6. F-Cell Innovation Award
7. Starting EU-Projects
8. Optimizing financing for Fuel Cell Companies
9. Setting up a Competence Center
10.Embedding in European Platforms
11.International Co-Operation (Fuel-Cell Canada, Next Energy Michigan USA, California Fuel-Cell Partnership)
4.1. Regional Competence Centres
Well organized regional networks integrating all possible regional companies, universities, research facilities working in the same field of technology.
Transformation of results to negotiable products and services
Optimization of the use of innovative potentials of companies, universities and research facilities
Stimulation and and support of co-operations(including Private-Public) and support for start-ups
Platform for (large scale) projects 16 Competence Centres in different fields of
technology. > 360 companies (80% SME)
> 50 institutes and research facilities
Competence CentersCompetence Centers
Stuttgart RegionStuttgart Region
Speech Technologies
Vaihingen/EnzMarbach
Kornwestheim
Landeshaupt-stadt
Stuttgart
Backnang
Welzheim
Weinstadt
Esslingen
Göppingen
Geislingen/Steige
Nürtingen
Kirchheim/Teck
Denkendorf
OstfildernLeinfelden-
EchterdingenFilderstadt Kreis GöppingenKreis Böblingen
Kreis Ludwigsburg
Rems-Murr-Kreis
Technical Textiles
E-Government
Environmental Technologies
Logistics
Facility Management
Telecommunication
Mechatronics
Solar Technologies
MediatechnologiesMobile Computing
Online Services
Virtual Dimension Center
Simulation and Virtual Reality in Industrial Applications
4.2. Stuttgart Region Innovation- and Competence Centers
Fuelcell Technology
4.3. Regional Networks and Competence Centers – Lessons Learned:
The most important instrument: The „Network Manager“ who sets up and cultivates the network, keeping the partners’ participation and the know-how-transfer alive
The most important process: The communication between the partners which should be moderated by the network manager and supported by communication platforms
The most important constitutional element: The legal body for the network (e.g. a association) to ensure the partners’ commitment for financing and (net-) working
The most important task: Initiating concrete projects to ensure the partner’s perception of (net-)work advantages
Pierre Laffitte
4.4. Regional Networks – To dos...
Open regional networks to non-established actors!
Foster regional dialogue and regional communication!
Generate in-built innovation processes in regional institutions!
Establish partnerships for strategic regional planning!
Form strategic alliances for innovative development!
Promote catalytic projects for regional learning! Encourage the formation of international
networks! Secure participation of the next generation! Involve regional media in innovation strategies!
Source: Prof. Kunzmann, University of Dortmund
5. Theses for the Discussion on Regional Policy
Few „Lisbon Regions“ generate the major share of achievements in the Lisbon Process!(Employment, Expenditures in R&D…)
For further advancement, also the “Lisbon Regions” need EC-level support to solve their specific problems and to overcome restraints:
- In the field of infrastructure,
- In the field of innovation, cluster-development and networking.
We suggest programs and projects in expedient and well-defined fields of co-operation between “Lisbon Regions” and less developed regions (e.g. biomass-driven Fuel Cells in agricultural regions)
Vision without Action is a Daydream….
Action without Vision is a Nightmare….
Japanese Proverb - Anon
Thank you for your kind attention!
Veit Haug, Director
Wirtschaftsförderung Region Stuttgart GmbH