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  • 1. Creating Networks for Regional Innovation and Growth Open Days 2005, Workshop Regional Lisbon Governance, Baden-Württemberg Representation 13.10.2005 Veit Haug, Wirtschaftsförderung Region Stuttgart GmbH (WRS)
  • 2. Agenda
    • Introduction of the Stuttgart Region
    • Regional Lisbon Governance?
    • Innovation- and Cluster-Policy in the Stuttgart Region
    • Regional Competence Centre Programme
    • Theses
  • 3. 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
  • 4. 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 -intensity R&D expenditure in the Stuttgart Region makes ~5,7 % of the GDP!
  • 5. 1.3. The Emergence of High-Technology Clusters in the Stuttgart Region 1900 1930 1960 1985 Future? Automotive Telecom Electrical Textile Radio/TV Print Aero Automotive Toolmaking Textile Print 1995 2005 Automotive Telecom Electrical Computers Toolmaking Med tech Radio/TV Print Aerospace Automotive Electrical Computers Software Telecom Toolmaking Med tech Microsystems Radio/TV Robotics Aerospace Automotive Telecom Electrical Computers Software Med tech Toolmaking Automation Robotics Mechatronic Aerospace Logistics Automotive Telecoms Electrical Software Toolmaking Automation Simulation/VR Med tech Nanosystems Nanomaterials Tech. Textiles Mechatronic Aerospace Logistics Automotive? Nanosystems Fuelcell Energy Converters Sensors/actuators Neuroengineering Tissue Engineering Drug modelling Sentient computing Autonomous 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…
  • 6. 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:
    • Support for Investors
    • Location Marketing
    • Innovation-Policy, Network- and Cluster-Development
  • 7. 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
  • 8. 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
  • 9. 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
  • 10. 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
  • 11. 3.1. Regional Lisbon Governance - Management of Knowledge-Based Regions like Stuttgart Management Company Creation and Development Knowledge base Company and Talent Attraction Quality Space European and Global Alliances Source: Barbro Berg, City of Stockholm
  • 12. 3.2. Identifying Potential Virtual Reality/ Simulation Electrical Fuelcell Media Automotive Design ICT Toolmaking ET
  • 13. 3.3. Applied Regional Innovation Strategy (by WRS) Inhouse Industry & Handicraft Media Research & Development Skilled Employees International Relations Europe North America & Overseas Media Region Stuttgart Consistency Job & Family Handicraft Energy & Environmental Engineering Research Support Information Technologies Regional Competence & 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: Environmental Engineering KLOK: Logistics KISEM: Solar Technologies & Energy Services VDC: Virtual Reality & Collaborative Engineering VSC: Integrated Voice Solutions Business Angels Network < Coordination Outsourced & Decentralized Knowledge Base Companies Universities Non University Research Facilities Intermediaries Regional Competence & Innovation Centres Horizontal Measures Department Department Department Department Department Department Regional Clustermanagement
  • 14. 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
  • 15. 3.4. Example: Steps in Fuel-Cell Cluster-Development
    • Analysis and contact to the Stakeholders
    • Developing a competence profile for the location
    • Developing a Mid-and Longterm Programme
    • Publishing the F-Cell Guide
    • Annual F-Cell- Conference
    • F-Cell Innovation Award
    • Starting EU-Projects
    • Optimizing financing for Fuel Cell Companies
    • Setting up a Competence Center
    • Embedding in European Platforms
    • International Co-Operation (Fuel-Cell Canada, Next Energy Michigan USA, California Fuel-Cell Partnership)
  • 16. 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 Centers Stuttgart Region
  • 17. 4.2. Stuttgart Region Innovation- and Competence Centers Speech Technologies Technical Textiles E-Government Environmental Technologies Facility Management Telecommunication Mechatronics Mediatechnologies Mobile Computing Online Services Virtual Dimension Center Simulation and Virtual Reality in Industrial Applications Fuelcell Technology Vaihingen/Enz Marbach Kornwestheim Landeshaupt- stadt Stuttgart Backnang Welzheim Weinstadt Esslingen Göppingen Geislingen/Steige Nürtingen Kirchheim/Teck Denkendorf Ostfildern Leinfelden- Echterdingen Filderstadt Kreis Göppingen Kreis Böblingen Kreis Ludwigsburg Rems-Murr-Kreis Logistics Solar Technologies
  • 18. 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
  • 19. 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
  • 20. 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)
  • 21.
    • Vision without Action is a Daydream….
    • Action without Vision is a Nightmare….
    • Japanese Proverb - Anon
  • 22. Thank you for your kind attention! Veit Haug, Director Wirtschaftsförderung Region Stuttgart GmbH