workshop on mesures for public support to innovation agency for innovation and technology transfer...

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WORKSHOP ON MESURES FOR PUBLIC SUPPORT TO INNOVATION Agency for Innovation and Technology Transfer of Moldova

Chisinau, 31 March, 2015

Carmen SilleroHead of Division Strategy and Programmes

Agency of Innovation and Development of Andalusia

Research and Innovation Strategies for Smart Specialisation RIS3. How to design RIS3. The importance of de EDP

RIS3. The importance of EDP

RIS3. The importance of EDP 2

• Europe 2020• Smart Specialisation Strategy. The concept• RIS3 Glosary• Entrepreneurial Discovery Process • RIS3 Moldova• Conclusions


EUROPA 2020 STRATEGY

• Inclusive Growth

• Smart Growth• Sustainable Growth

Targets 2020

Employment: 75% of the 20-64 year-olds to be employed

3% of the EU's GDP to be invested in R&D

«20/20/20» Climate change and energy sustainability. greenhouse gas emissions 20% lower than 1990, 20% of energy from renewables20% increase in energy efficiency

Educación Reducing the rates of early school leaving below 10%, at least 40% of 30-34–year-olds completing third level education

Fighting poverty and social exclusion at least 20 million fewer people in or at risk of poverty and social exclusion


Innovation UnionDigital agenda for EuropeYouth on the moveResource Efficient EuropeAn industrial policy for the globalisation eraAn agenda for new skills and jobsEuropean Platform against poverty

EUROPA 2020 Flagships Initiatives


Smart Specialisation Strategy. The concept

EU 2020: Flagship Union for Innovation

Communication “Regional Policy Contributing to Smart Growth in Europe”

Ex-conditionality on the new cohesion framework 2014-2020

Regions will be required to identify the sectors, the technological domains, or the major areas of likely competitive advantage, and then focus their regional policy as to promote

innovation in these fields.


Smart Specialisation Strategy. The rationale

European clusters are not the best ranked on the global market, because of low level of competitiveness and international integration, and the failing capacity to internalise the growing knowledge spillovers in innovation and value chains.

Open Innovation System

Focus on specific domains, exploiting their position and regional –based comparative advantage in innovation

More complex form of governance, decentralised coordination

Knowledge for Growth Group (K4G) “Transatlantic productivity gap”

Fragmentation and repetition. All regions looking at the same technological domains. Lower level of technological and economic specialisation

To concentrate resources on few key priorities rather than spreading investment thinly across areas and business sector.


“Smart specialization emphasizes on innovation and concentrate scarce human and financial resources in few areas globally competitive and identified by a process ofentrepreneurial discovery "

“The regions must pursue a diversified portfolio of related activities, finding the balance between enough specialization to be competitive, but not too much to expose the region to the risks of changes in market conditions or other unpredictable external events "

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RIS3 GLOSARY

SPECIALISATION

CONTEXT AND HISTORY

ENTREPRENEURIAL DISCOVERY PROCESS

EMBEDEDNESS

TECHNOLOGICAL RELATEDNESS,

BRANCHING EFFECT

PRIORITISATION, CONCENTRATING KNOWLEDGE RESOURCES FOR ECONOMIC SPECIALISATION ON THE COMPETITIVE ADVANTAGES OF THE TERRITORY

TECNOLOGY HIBRIDATION

TAILOR MADE, EACH TERRITORY ITS OWN MODEL

ALL STAKEHOLDERS FULLY INVOLVED MONITORING AND EVALUATION

ENCOURAGE ALL INNOVATION FORMS AND EXPERIMENTATION, NOT JUST TECHNOLOGICAL , INCLUDING SOCIAL INNOVATION

OPENESS, CONECTIVITY TO THE MARKET, ALIANCES, COOPERATION, GLOBAL VALUE CHAIN

KET

RIS3. The importance of EDP

OPEN INNOVATION


• Choices

• Competitive Adventage

• Critical Mass

• Collaborative Leadership

S3 and peripheral regions. Questions and doubtsIn peripheral regions, entrepreneurial processes tend to be less successful

Lack of connectivity

Too specialised economy, insufficiently diversified

Small market potential

Low level global integration

Fostering learning linkages with industrial production zones and knowledge regions

Regional policy focus on foster human capital formation for the new “knowledge needs”

Following region access to problem solving expertise

Will S3 approach drive lagging regions to focus on its traditional domains?

Will the core advanced regions be the only ones able to focus their specialisation on knowledge based technologies?

Searching and exploiting the TECHNOLOGICAL RELATEDNESS,

TECNOLOGICAL DIVERSIFICATION OF MAJOR EMBEDED INDUSTRIES


CLIENTSMARKETS

COMPANIES

COOPERATION GLOBAL VALUE

CHAINSFUNDING

RESEARCH AND INNOVATION

SERVICES

TALENT CREATIVITY

Entrepreneurial Discovery ProcessWhat do they need?

With whom they cooperate?

Who are their competitors and their customers?

Is there critical mass?

Is there excellence?


- Utilizing entrepreneurial knowledge existing in a country -Taking an entrepreneurial approach in the sense of focusing on market opportunities- Managing risks and seeking alliances to optimise the access to and use of resources (physical, financial, intellectual, market knowledge, etc.). - Policy makers should involve all types of innovation actors (e.g. businesses, technology and competence centres, universities and public agencies, science and business parks, business angels and venture capitalists, civil society, etc.)

Entrepreneurial Discovery Process

The government no longer plays a role of omniscient planner but it will assess the

potential of the new activities and empower those actors which are most capable of

realizing that potential.

D. Foray, P. McCann, J. Goddard, K. Morgan, C. Nauwelaers, R. Ortega.

European Commission

RIS3 Platform team

RIS3 Guide

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Green Growth Digital agenda

Skills

Clusters

SMEs Support

Social Innovation

Financial engineering

Connecting Universities

Key Enabling Technologies

Research infrastructures

Cultural and creative industries

Innovation PP

CO2 n

eutr

al O

Ps

Green

PP

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Policy Delivery Instruments

Economic Rationale

CP Regulations 2013-20(COM) “The contribution of Regional Policy to smart Growth”

(COM) “The contribution of Regional Policy to sustainable Growth”Innovation Union Flagship

Methodological supportPolicy Rationale

Smart Specialisation GUIDE

“Knowledge for Growth” FWP Evaluation Endogenous Growth

Innovation Systems“Innovative milieux”

Evolutionary EconomicsEconomic Geography

Policy ExperimentationRIS-RITTs 1994-2004

Innovation Union self-assessment toolRegional Innovation MonitorOECD 2011 “Regions and Innovation Policy”IRE-RIS GuideDirectory “No-Nonsense” to build S3

Diagnostic Systèmes d’Innovation (Praguer)

Entrepreneurship and incubation

Internationalisation

Competitive Advantage – M-Porter Industrial districts


ANALYSIS OF THE REGIONAL CONTEXT AND POTENTIAL FOR

INNOVATION

GOVERNANCE: ENSURING

PARTICIPATION AND OWNERSHIP

ELABORATION OF AN OVERALL VISION FOR THE FUTURE OF THE

REGION

IDENTIFICATION OF PRIORITIES

DEFINITION OF COHERENT POLICY MIX, ROADMAPS

AND ACTION PLAN

INTEGRATION OF MONITORING AND

EVALUATION MECHANISMS

RIS3 phases

Step 1 - Analysis of the regional context and potential for innovation

The analysis should cover three main dimensions:• Territorial assets, such as technological infrastructures; Major strengths and weaknesses, identifying any bottlenecks of the innovation system and key challenges both for the economy and the society. Economic differentiation is one of the central principles behind smart specialisation.•Linkages with the rest of the world and the position of the region within the European and global economy, and• Dynamics of the entrepreneurial environment.

Tools suitable for this kind of analysis can include SWOT analysis, regional profiling studies, targeted surveys and expert assessments. consulting firms and clusters; technology audits; Prospective studies ...

Level of entrepreneurship.Degree of business development and innovation potential.Entrepreneurs in the broad sense: actors regional innovation system.

RIS3 process requires broad participation of stakeholders from different types and levels: Public officials, and enterprise networks, universities, research centers, technology centers, incubators, NGOs, consumers ... “Cuadruple Helix".

- Open, transparent and collaborative process. -Entrepreneurial discovery Process- Collaborative leadership Codecision

Step 2 - Governance: Ensuring participation and ownership

Step 3 - Elaboration of an overall vision for the future of the region

Having a clear and shared vision of regional development is crucial in order to keep stakeholders engaged in the process, a task that is particularly challenging, given that a RIS3 is a long-term process.

• Determine the strategic objective for the future of RIS3.

• Discuss and decide where you want to place the region in the future.

• Mobilizing power: generating a positive voltage to the achievement of strategic objectives.

• Ensure the long term all stakeholders engagement in the process.

Step 4 - Identification of priorities

Decision making and priority setting:

Select a limited number of areas of specialization or differentiation, in which the territory already has assets and critical mass, with potential for smart specialization.

Areas with innovative potential in the region to pursue excellence.

Horizontal priorities ICT. KETs.

Prevent most powerful pressure groups control the process of decision making.

Step 5 - Definition of coherent policy mix, roadmaps and action plan

• Roadmap, action plan, using pilot projects.

• Identification of appropriate instruments and measures to achieve the objectives.

• Tools to overcome challenges and difficulties identified in the process.


– Clusters– Innovation friendly business environments for SMEs– Research infrastructures, centers of competence and science parks– Universities-enterprise cooperation– Digital agenda– Key enabling technologies– Cultural and creative industries– Internationalisation– Financial engineering instruments– Skills– Innovative public procurement– Green growth– Social innovation

Policy delivery instruments and horizontal approaches

Step 6 - Integration of monitoring and evaluation mechanisms

Mechanisms for monitoring and evaluating should be integrated in the strategy and its different components from the very beginning.

Monitoring: verify the correct and efficient implementation of the measures.

Evaluation: External process aims at verifiying whether strategic objectives have been achieved

It is necessary to adapt and update the strategy regularly.

The information obtained through monitoring and evaluation mechanisms should be taken into account when updating the strategy.Establish measurable objectives and performance indicators.

Peers review

ANDALUSIAN INNOVATION STRATEGY 2014-2020RIS3 ANDALUSIA

Carmen SilleroHead of Division for Strategy and Programmes

Agency of Innovation and Development of Andalusia

Chisinau, 30 march 2015

Area87.597 km2

Population (2014) 8.392.635

Nº of companies (2013) 472.370

83% qualified working population34,2 % university

graduates

Transition Region

Agriculture live-stock, 5%

Industry12%

Building9%

Services74%

Andalusia

Total spending R&D /GDP 1,1%

Private sector 36,3 %

GDP 16.666 € pc (2013)

73% pc EU 27 (2011)

governance

analysis of the innovation system

entrepreneurial discovery process

vision

prioritisation

policies and system of evaluation

RIS3 process

governance

social networks

Management committee

reference group

technical team

expert group

collaborative leadership

political governance

participatory joint decision-making process

large enterprises SMEs entrepreneurs

business sector

andalusian knowledge system

communication

businessexperience

entrepreneurial discovery process

Entrepreneurial discovering workshop

opportunity

for specialisatio

n

Process of Intensive Interrelation between agents

Andalusia and the future

Sustainable and efficient

Social and person-centred

Active and more enterprising

Healthy and a guarantee of social well-being

Internal cohesion and open to the world

Advance and more innovative

vision

Dimensions

MOBILITY AND LOGISTIC

TRANSPORT-RELATED

ADVANCED INDUSTRY

TERRITORIALLY BASED

ENDOGENOUS RESOURCES

TOURISM, CULTURE AND

LEISURE

HEALTH AND SOCIAL WELL

BEING

AGROINDUSTRY AND HEALTHY

DIET

RENEWABLE ENERGY, ENERGY

EFFICIENCY AND

SUSTAINABLE BUILDING

ICT AND DIGITAL

ECONOMY

EFFICIENT AND COMPETITIVE INDUSTRY

KEY ENABLE TECHNOLOGIES

INNOVATIVE SMES SOURCE OF EMPLOYMENT

OVERSEAS PROJECTION

EDUCATION, TALENT AND CREATIVE ENVIRONMENTS

INFRASTRUCTURE FOR COMPETITIVENESS AND EXCELLENCE

NETWORKING SOCIAL INNOVATION

Prioritisation

Increase the propensity to innovate

Make innovation part of Andalusia’s identity

The Knowledge System as an economic driver

Private sector as the leader of innovative processes

Beacon in research and innovation in priority RIS3 areas

Accessibility of ICT Knowledge capital as a key to

economic development Capture of external resources

and capacities to reinforce current knowledge capital

Innovative public administrations

9 challenges

challenges

R&D&I / GDP = 2% Private sector contribution to R&D&I: 50%

• 20% intensity of innovation in companies

• 20% researchers

X 2 innovative companies

50% patents 50% GVA of medium and high-tech

activities

+60% exports of medium and high-tech activities

100% high-speed broadband

40% companies in the online market

85% of the population using Internet regularly

40% population + 100 companies using e-administration regularly

12 Objectives

objetives

instruments

Financial Instruments

Fiscal Instruments

Advanced Services

Infrastructure for Innovation andEnterprise

Innovative Public Procurement

Regulatory Development

policies and evaluation system

3.200 million €

financial framework

Private Funds1.184 mill.€

Public Funds2.016 mill.€


monitoring and evaluation

Governance

Panel of indicatorsMonitoring Plan

Evaluation Plan

Review Mechanisms


The Smart Specialisation of

Andalusia must (I):

Connect the higher number of capacities and those which better spill over on the innovation, science and business sector

Create shared value in Andalusia, generating the highest number of new opportunities

Identify the detonation factors which put into motion sustainable entrepreneurial ecosystems based on open innovation, where the business sector, the knowledge system and the citizens are commited to invest their efforts and skills

RIS3Andalusia

The Smart Specialisation of

Andalusia must (Il):

Give the driver role of the strategy to the business sector and the supporting accompaniment role to the andalusian government

Encourage the confidence-building governance, making the most of the sound entrepreneurial discovery process launched

Be able to adapt to change. The commitment of the business representatives is essential to allow the RIS3 loop to provide learning, to correct the route.

To be intelligent means to be able to learn and to improve accordingly

RIS3Andalusia

Biotechnology1. Manufacturing & industry2. Biotechnology

1. Human health & social work activities

1. KETs2. Industrial biotechnology

Cultural heritatage1. Creative, cultural arts & entertainment

1. Creative, cultural arts & entertainment

1. Cultural & creative industries

Energy efficienciency..

1. Energy production & distribution2. Power generation/renewable sources

1. Energy production & distribution2. Energy distribution

1. Sustainable innovation2. Sustainable energy & renewables

Health & biomedicine...1. Services2. Scientific research & development

1. Human health & social work activities

1. Public health & security

Innovative mateterials 1. Manufacturing & industry

1. Manufacturing & industry

1. KETs2. Advanced materials

Description Research & Innovation Capabilities

Business Areas & Target Market

EU Prioritit

RIS 3 MOLDOVA. Approved in June 2013 by the Parliament


Conclusions• A new form of regional planning. New paradigm focused on

prioritisation • Open, crossectoral, cross geografical• Entrepreneurial discovery in the core of the RIS3, puting in place

an integrated ecosystem of companies, public administration, researchers, and citizens to identify together new opportunities to serve the market

• New tools, talents and mindsets. • An experiemental y evolutionary approach, where monitoring is

key.• RIS3 is a challenge for public administration and for universities

which are being compelled to innovate themselves.


Mulţumesc

[email protected]

http://s3platform.jrc.ec.europa.eu/the-kingdom-of-smart

http://s3platform.jrc.ec.europa.eu/the-kingdom-of-smart

workshop on mesures for public support to innovation agency for innovation and technology transfer...

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