This report is based on a master set of data and observations compiled by the author , as expert in Innovation, Policy Advisor, Strategist and practitioner in Technology Transfer. The presentation has been done in the frame of a national workshop, which gave orientations on ways to enhance the Innovation capacity and develop actions plan to address this issue. In particular, the proposal to implement a National Technology Transfer Offices network in the MENA region, with a guidance on policy formulation on Science Technology and Innovation, and the commercialization of research findings in the region.

1. 1December 09, 2015
How to harness the NIS
to enable Technology Transfer and
strengthening the Innovation capability
in Tunisia.
Prepared by Mondher Khanfir
mk@wikistartup.tn
AReview of the National Innovation System in Tunisia
Tunisia National Stakeholders Workshop

2. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP protection management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
2

3. What is Innovation (1/2) ?
 The process of translating an idea or invention into a
good or service that creates value or for which
customers will pay.
 To be called an innovation, an idea must be
replicable at an economical cost and must satisfy a
specific need.
 Innovation involves deliberate application of
information, imagination and initiative in deriving
greater or different values from resources, and
includes all processes by which new ideas are
generated and converted into useful products.

4. What is Innovation (2/2) ?
The Oslo manual (OECD, 1997) concentrates especially
on technological innovation of products (and services)
and processes (technological product and process - TPP
- innovation).
”TPP innovation comprises implemented technologically
new products and processes and significant
technological improvements in products and processes.
A TPP innovation has been implemented if it has been
introduced on the market (product innovation) or used
within a production process (process innovation). TPP
innovation involves a series of scientific, technological,
organizational, financial and commercial activities“.

5. 3 types of Innovation
 Efficiency innovations, which produce the same
product more cheaply, such as automating credit
checks
 Sustaining innovations, wich turn good products
into better ones, such as the hybrid car,
 Disruptive innovations, which transform expensive
complex products into affordable, simple ones, such
as the shift from the mainframe to personal
computers.

6. NIS definitions….
• “ ..the network of institutions in the public and private sectors whose activities and
interactions initiate, import, modify and diffuse new technologies.” (Freeman, 1987)
• “ .. the elements and relationships which interact in the production, diffusion and use of
new, and economically useful, knowledge ... And are either located within or rooted inside
the borders of a nation
state.” (Lundvall, 1992)
• “... a set of institutions whose interactions determine the innovative performance ... of
national firms.” (Nelson, 1993)
• “ .. the national institutions, their incentive structures and their competencies, that
determine the rate and direction of technological learning (or the volume and composition of
change generating activities) in a country.” (Patel and Pavitt, 1994)
• “.. that set of distinct institutions which jointly and individually contribute to the
development and diffusion of new technologies and which provides the framework within
which governments form and implement policies to influence the innovation process. As
such it is a system of interconnected institutions to create, store and transfer the
knowledge, skills and artefacts which define new technologies.”
(Metcalfe, 1995)

7. NIS Role & Mission
The NIS aims to improve the innovation capability
through interactions between the actors and
institutions in the system, and also to produce an
enabling environment for the actors of the ecosystem,
which includes enterprises, universities and
government research institutes to better identify and
absorb technologies.
The flows of technology and information among
people, enterprises and institutions are key to the NIS.

8. NIS: Tunisian State perspective

9. 9 Technoparks
• Pôle de Compétitivité Monastir/El Fejja (Manouba) : Textile et
Habillement
• Pôle Industriel et Technologique de Gabès (Pol.i.tech-Gabès)
• BiotechPole Sidi Thabet : Biotechnologie appliquée à la
santé et Industries Pharmaceutiques
• Technopole Borj Cédria : Energie renouvelable, Eau et
Environnement et Biotechnologie végétale
• Pôle de compétitivité de Bizerte : Industrie Agro-alimentaire
• Pôle Elgazala des Technologies de la Communication
• Technopole de Sousse : Mécanique, Electronique et
Informatique
• Technopole de Sfax : TIC et Multimédia
• Pôle de Compétitivité de Gafsa "PCG"

10. 12 Technical Centers
- CETIBA - Centre Technique de l’Industrie du Bois et de l'Ameublement
- CETIME - Centre Technique des Industries Mécaniques et Electriques
- CTC - Centre Technique de la Chimie
- CETTEX - Centre Technique du Textile
- CNCC - Centre National du Cuir et de la Chaussure
- CTAA - Centre Technique de l'Agroalimentaire
- CTMCCV - Centre Technique des Matériaux de Construction, de la Céramique et du Verre
- PACKTEC - Centre Technique de l’Emballage et du Conditionnement
- 4 Centres techniques agricoles (Céréales, pommes de terre, aquaculture, bio agriculture)

11. Beside a large spectrum of public R&D
institutions
11
CERTE Centre De Recherche Et Des Technologies Des Eaux
CRTEN Centre de Recherche et des Technologies de l’Energie
CBBC Centre de Biotechnologie De Borj-Cédria
CNSTN Centre National des Sciences Et Technologies Nucléaires
INARP Institut National de Recherche Et D'analyse Physico-chimique
INSTM Institut National des Sciences et Technologies de la Mer
CBS Centre de Biotechnologie De Sfax
IRA Institut des Régions Arides De Médenine
INNTA Institut National de Nutrition et des Technologies Alimentaires
IPT L’Institut Pasteur de Tunis
CRMN Centre de Recherche en Microélectronique et Nanotechnologie de Sousse
CETIC Centre de Recherche en Informatique, Multimédia et Traitement Numérique
CITET Centre International des Technologies de l’Environnement de Tunis
CERT Centre d’Etudes et de Recherche en Télécommunication

12. … numerous programs & incentives
provided by the Governement
Non Financial services and program
•Programme de mise à niveau (PMN)
•Le programme d’appui à la compétitivité des entreprises et à la facilitation de l’accès
au marché (PCAM) – Coopération UE-Tunisie
•Le programme PASRI
Financial services & grants,
•Prime d’investissement en Recherche et Innovation (PIRD)
•Investissement Technologique Prioritaire (ITP)
•Le programme national de la recherche et de l’innovation (PNRI)
•Le régime d’incitation à la créativité et à l’innovation dans le domaine des technologies
de l’information et de la communication (RIICTIC)
•Sociétés d’Investissement à Capital Risque (SICARs)
•Fond de promotion de la décentralisation industrielle (FOPRODI)
•Fond commun de placement à risque (IN’TECH)
•Fonds d’amorçage (IKDAM I et II)
& Dedicated Banks
•Banques de Financement des Petites et Moyennes Entreprises (BFPME)
•Banque Tunisienne de Solidarité (BTS) 12

13. NIS stakeholders & programs mapping
MEDD MFPE MT PG
Environment VocationalTrain Transport Primature
Governance
CNEARS / IEAQA Conseil de la concurrence
Conseil National
de l'Economie
Numérique
Comité National
d'Ethique
Médicale
Comité National du
Développement
Durable
ONEQ
Conseil National
de la Fiscalité
(CNF)
PCAM - TATRAC PASRI - H2020 PACS DUE
Jobs & Economy Env. & Climate change Regional & Rural Dev. GIZ
KFW
Creative Ind. Cluster
UNIDO
Souk At-tanmia BAD
Mecatronic Cluster AFD
CEED BRCP US AID
JICA
e-procurement Koica
Univenture Start'Act CBA
GDEO World Bank
Yunus Fo.
Intilaq QFF
PMN VRR/PRF DGVRR
PNRI/PIRD/ITP BMN
FCPR essaimage IN'TECH SAGES Cap.
Fonds Amorçage IKDAM
RIICITIC SICARS
Key Interface APII ANPR CEPEX ANCE/CNI ANPE/CITET ANETI APIA DGTI Offices Dvp CDC
Technoparks Universities & Labs eCommerce Incubator
Technopole
El Ghazela
Institut
Pasteur de
Tunis
CITET
Centres
sectoriels de
Formation
IRESA
State
owned
companies
ITCEQ BFPME
Technical Centers BuTT CERT
Bio
Technopole
Sidi Thabet
ONAS CENAFFIF INRAT INS BTS
TUNAC CNUDST
Chambres de
commerce et
d'industrie
Cifode'com
Research
Institutes
APAL ANETI FIPA SOTUGAR
ANME Research Centers CEPEX INFOTICA ANGED CNFCPP TTN
Laboratoire Central
d'Analyses et d'Essais
(LCAE)
TAASTI CONECT
Business Centers &
incubators
ADRI ANM
Institut National de la
Consommation
IP Protection
MF
PolicyImplementationKeyActors
Agriculture Cooperation Finance
MIEM MESRS MC MTEN MS MAP MDICI
PolicyFormulationPublicFundings
CIVIL
SOCIETY
Industry Energy & Mines Scientific Research Trade Technology Health
Enablers
Tunisie Digitale 2018
INNORPI DPI OTDAV

14. the NIS is supposed to develop capacities
materialized around two sets:
 An intrinsic capability, which includes
– cognitive capacity
– market data collection and business intelligence
– setting up an IP Value Stream framework in parallel
with the IP rights protection procedure
 An extrinsic capability, wich includes
– Innovation Policy formulation and assessment
– R&D absorption rate of the ecosystem
– Industrializing Technology Transfer (though RBSO
and Collaborative Projects)

15. Number of Patent claims per year
 http://www.innorpi.tn/Fra/image.php?id=59
15

16. 16
A very low Return on Investment of R&D
expenditures…
http://wdi.worldbank.org/table/5.13

17. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP protection management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
17

18. Transferring research results to economic sectors is
one of the missions of public research institutions.
Four main ways to transfer research findings co-exist:
– Assignment of rights through licensing
– Collaborative research projects
– Through spin-out (or spin-off)
– By technological integration (or spin-in)
Technology Transfer from Public R&D
institution

19.  The transformation of discoveries and data and
resources (“Intellectual Property”) into new products or
services which will enhance economic development
 Technology Transfer is a Research to Business (RtoB)
industry that requires mastering three businesses:
finance and venture capital, engineering innovation
projects, enhancement and protection of intellectual
property
Innovation is determined by Technology
Transfer Process

20. 20
R&D
Proof
of
Relevance
Opportunity
identification
Sales & Distribution
Product dévelopment
Marketing research
Prototyping
keting strategy definition
ation Project engineering
Proof
of
Concept
Proof of
market
positionning
Seed Funding
Venture Captial
Funding
Investment
Funding
Proof
of
scalability
The commercialisation cycle….

21. …is in fact an IP value stream.
21
Opportunity
identification
IP extracting value
IP measuring
IP protecting
IP creating and aquiring
eviewing & documenting
P targetting & motivating
Seed Funding
Venture Captial
Funding
Investment
Funding
Higher risk
Lower risk
Financing
IP
valuation

22. Key drivers for Technology Transfer
In a classical industrial
economies, these are
generally large companies
or Governments that
determine the main axes
of R&D (the major trends).
In a Knowledge Based
Economy, Technology
transfer is the Business. It
requires collaboration of
different entities around
specific processes of IP
production, valuation,
protection and valorization.

23. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP protection management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
23

24. 24
Findings from the GC Index 2015

25. Tunisia is ranked 92 in the GCI
with 3.9 score in 2015 (87 – 4 in
2014)
25
6 over 12 pillars of the Global innovation
Index are directly depending or influencing
the knowledge and Technology Transfer
capability
• Innovation,
• Business sophistication
• Technological readiness
• Higher education and training
• Health and primary education
• Infrastructure

26. 26
• A country with low productivity, low private investment, low openness to the
global economy and low technology integration
• No clear Public policy on Innovation, with no readable strategy for all
stakeholders
• A Governance structure per sector with a separation between Hard and Soft
Sciences, ICT & Agriculture affecting the formulation of a coherent and
consistent national RDI strategy
• Difficulty to import technology at the R&D stage
• Difficulty to assign IP for the benefit of Startups
• Few structures dedicated to applied research or prototyping
• Overlapping roles between research centers and technical centers
• IP policy is rarely formalized in universities
• R&D Databases are rudimentary and fragmented
• Poor maintenance and under use of heavy scientific equipment
• R&D costs and intangibles are usually not accounted by companies
• Bureaucratie is dominating the decision making processes
Findings and field observations

27. CENTRAL PROBLEM
Inefficient Technology
Transfer process
Consequence 1
Low Technolgical investment
Consequence 2
Low IP protection claims
secondary Effect 2
No return on investment for
academic research sector
secondary Effect 1
Almost no interaction University
Entreprises
secondary Effect 3
Low Added Value and weak
competitiveness
secondary Effect 4
No spinoff and few
movement of personnel
Looking for the root causes
Root Cause 1
No Innovation Policy
& Country Strategy
Root Cause 2
Inefficient support and
bureaucratie
Root Cause 3
No competition oriented
market
Root Cause 4
rigidity of rules & regulation
in R&D sector
Failure mode 1
Lack of competencies in IP valuation
& protection process
Failure Mode 3
No clear and formal procedure and
tool box for TTO
Failure Mode 2
Lack of structured Market &
Technolgical Data
promoting the Technology Transfer from university labs, calls for a formal Innovation
policy, and a more readable IP strategy, with dedicated resources and means, with a
structured governance on the NIS, and a more favorable legal frame for researcher’s
mobility and innovation financing.

28. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP protection management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
28

29. Bringing value to companies
29Source: FITT for Innovation Digiteo & INRIA

30. TT opportunities detection
through Value Chain analysis
30
Farming
Collecting /
storing
LogisticsSalesProcessing
-Genomic,
- Biotechnologies
(pesticides, fertilisers,…)
-Irrigation,
Environnement
# Publications
#Patents
#Researchers
# Labs
-Marketing
AOC, branding,…
-Packaging
- derivatives products
-New applications
-Energy
-Biomass
- Green Tech
- Franchising
- traceability
- TIC
- Forecasting
Example:
Olive Oil Value Chain

31. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP protection management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
31

32. How University could promote
Innovation?
 Two of the main sources of economic life are
Entrepreneurship and Technological
Developement.
 Today, in a competitive and globalized world, the
abililty to create innovative products and companies
is crucial for promoting rapid structural changes.
Universities and other public research institutions
are the main source of innovation.
32

33. What is a Research Based Spin-Off
(RBSO)
 RBSO is the result of the process of creating a Start Up
which seeks to commercially exploit a patent, technology or a
scientific finding from a University or Research Institution,
which usually requires the involvement of the Researcher (s)
for technology transfer.
 Spin-offs are one measurable mx of tech transfer b/t public
and private sectors. Spin-offs are an important indicator of
the ability of countries to monetize the knowledge developed
by the public R&D.
33

34. What is a Research Based Spin-Off
(RBSO)
According to OECD, Research Based Spin-Off –also
called Research Based Business- is an innovative Start
Up company that has at least one of the five following
characteristics:
– Founder(s) include public sector employees
– Key technology is licensed from public sector institution
– Founder(s) include public sector students or alumni
– Physically located in public-sector incubator or science park
– Equity investments were made by public sector
34

35. The number of Startups formed from
universities is an indicator of a performing
Innovation System.
 Highlights of the AUTM USA Licensing Activity
Survey: FY2014
– 549 executed licenses containing equity (up 17%)
– 914 startup companies formed (up 11.7%)
– 4,688 startups still operating as of the end of 2014 (up
11.4%)
– 965 new commercial products created (up 34.2%)
35

36. 36
Processus de création d’entreprise avec bénéfice d’un "congé de création d’entreprise"
Arrêté fixant le
demi-traitement de
l’agent créant un
projet dans une
zone de dévelop-
pement régional
Soumission
du projet au
PM pour
signature du
décret, et sa
publication
au JORT
Élaboration du
projet de décret
accordant le
« congé de
création
d’entreprise »
Émission d’avis
favorable, avec
exposé des
motifs, au
Premier
Ministre
Évaluation de
la faisabilité du
projet et de sa
conformité aux
critères fixés
Soumission
du dossier à
l’avis de la
Commission
technique du
PM (DGFP)
Approbation de
la demande et
élaboration de
proposition du
Ministre au
Gouvernement
Dépôt d’un
dossier de
demande de
congé auprès
du Ministère
de tutelle
Élaboration
d’une étude
préliminaire du
projet et de
son schéma de
financement
Entrée en
production
Lancement de la
réalisation du
projet et
mobilisation des
financements
Déclaration du
projet et
constitution
juridique de
l’entreprise
Élaboration des
dossiers de
promotion du
projet
Recherche et
mobilisation
des accords de
financement
Étude technico-
économique du
projet et
élaboration du
Plan d’affaires
Visa de l’arrêté
de demi-
traitement par
le Premier
Ministre
The tough and dissuasive process of spin-
off formation in Tunisia
The IP valuation is not
mastered and the IP
protection is not fair for
researchers
The Go-No Go criteria
and grant attribution are
not transparent
The decision making
process is long and
obligation for the
reseacher to deliver his
lectures after the RBSO
creation
A long and
uncertain process
of fund raising
No technical assistance
in the incubation and post
incubation phases
Main steps to start up a company from university for scientific researchers

37. 37

38. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP protection management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
38

39. 39
In Tunisia, the management of the IP value stream process is
supposed to be entrusted to BuTT. The experience showed that the
effectiveness was not not verified –with a relative exception for IPT-.
Targeting the
opportunity
Planning &
motivating
Creating
&
Aquiring
Documenting
Reviewing
&
protecting
Measuring &
extacting
value
IP PROTECTION MANAGEMENT PROCESS

40. 40
IP management process
Source: IPT

41. 41
Source: IPT
The BuTT experience in managing IP
protection process

42. 42
Very few interaction between the Public R&D institution and industry, which
explains the weak of IP protection claims and low Technology investment flows.
Impediments to IP value stream:
• absence of high-quality research results suitable for patent protection,
• low awareness of both research workers and whole institutions with their
management of the
• intellectual property protection purpose;
• No adapted or trained staff / actors
• No coherent and formal referential procedure
• No management of the IP portfolio in relationship with industrial beneficiary
• No technological & business intelligence data base
• No adapted Financing vehicles
• No practice of IP valuation by the Labs with a lack of experts for searching and
identifying the commercial potential of R&D results and leading new
technologies based projects
• No budget to manage a IP Value Stream accordingly
PROTECTING IP RIGHTS AND MASTERING THE IP
VALUE STREAM

43. Post spin-off phaseSpin-off phasePre spin-off phase
IP management process in an RBSO
IP strategy
(patent and
no patent)
IP protection &
valuation
IP
valorization
43
Risk Factors related with founding Researcher (team)
Risk Factors related with incubation and business environment

44. The experience of BuTT (Bureau de
Transfert de Technologies) in Tunisia
44
 This experience launched by ANPR / PASRI started in 2012 is still in its
infancy. The early failures certainly came from the market disconnection,
but mostly from the weakness of the mobilized resources to create this
industry. Here is the range of services expected to be delivered by the
BuTT managers, often reduced to an inexperienced person facing alone
dozens of laboratories and R&D themes.
– Supporting the voluntary patent filing
– Enabling the access to information (non Patents & Patents)
– Facilitate administrative procedures and access to authorities
– Strengthen IP protection strategy of the University
– Assisting Lab to contract with Enterprises
– Non Disclosure policy management
– Managing the relationship with the TT and IP protection stakeholders
– Monitoring traceability deposits / recordings
– Managing IP claims, patents and licencing contracts portfolio
– Market analysis and business analysis
– Reporting and publishing key facts and achievements

45. IPT CASE
The Institut Pasteur de Tunis is
a public health organization
and scientific research center.
It also produces some
vaccines. He is considered as
a leading innovative institution
because it has an effective
Tech Transfer office, that
manages a PCT patents
portfolio, filed with the support
of the International Network of
the Institut Pasteur.
45

46. Main impediments encountered in IP
management procedures
 Staff motivation
 Research funding
 Research planning
 Identification of IP
 Evaluation of potential inventions
 Disclosure of invention
 IP protection strategy
 Marketing of the new technology
 Technology valuation
 Licensing process
 Monitoring patent application and licensing deal
 Administration of IP Policy
46

47. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP value stream management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
47

48. Competencies to be developped…
 Assessing the Technological capability and the Innovation
Management System of companies,
 Mapping the IP (patents and no patents) to identify and formally
qualify innovation opportunities, in a specific sector.
 Projects engineering and solutions design based on either
collaborative project or IP licensing from R&D institutions.
Technological capability of an organization is
composed of a variety of sources of knowledge
and experiences. Some are subtle and intangible,
such as inventions. Others are embodied in
equipment, machinery or infrastructure, while
others are carried by human skills

49. Market & Technological
Big Data Bank
IP Asset management
stakeholders interacting &
contracting
Communication
&
Community management
….to cover the 4 quadrants of
the NIS scope

50. Agenda
1. NIS mapping & performance assesment
2. Innovation and Technology Transfer
3. Technology Transfer & competitiveness
4. Industrial and commercial competitiveness needs from
R&D Through Value Chain Analysis
5. Prospectives on RBSO
6. The IP value stream management process
– IPT case
7. Gaps in Commercialization of research outcomes
8. How to boost NIS performance in Tunisia?
50

51. Where to fix objectives & metrics for
the NIS performance?
1) Interactions among enterprises, primarily joint research activities
and other technical collaborations;
2) interactions among enterprises, universities and public research
institutes, including joint research, co-patenting, co-publications and
more informal linkages;
3) diffusion of knowledge and technology to enterprises, including
industry adoption rates for new technologies and diffusion through
machinery and equipment;
4) personnel mobility, focusing on the movement of technical
personnel within and between the public and private sectors.

52. BOOSTING NIS CAPABILITY…
52
Strategy Actors Environment
Information is key for innovative
businesses. Crafting the
Innovation strategy for the next
decade and launching a Big Data
Bank for each strategic value
chain.
Staffing high level competencies to
be able to provide world class
services and investing on a National
IT system to manage the NIS
processes.
A National Innovation Policy with
a friendly regulatory frame for
innovators, entrepreneurs and
investors.
An ambitious national program
that involves all incubators and
accelerators to induce a large
dynamic of innovation in
partnership with all stakeholders
of the NIS.
Hiring a high level team to design
and implement the national program
and to set up a Competencies Center
to train all the stakeholders of the
NIS.
Setting up a global governance on
the National Innovation System
and a specific governance for the
National Program under the hat of
PPP.
A referential for the IP Value
Stream with a framwork to
enable IPP process management
and tech transfer.
Re-focusing the scope of work of
BuTT on IP and partnership with
local and international organization to
share resources and experience in
different fields such as Engineering,
IP Valuation, patent writing….
Developing Technology Transfer
offices, Incubators, Innovation
Centers, Prototyping Labs under
the hat of PPP.

53. In conclusion
Tunisian NIS needs a deep reengineering of its architecture
and Governance to play a key role in setting up a
knowledge based Economy, …
 A formal Innovation Policy
 A readable R&D strategy
 Adapting the regulatory for a more efficient and
effective Governance
 Placing the IP Value Stream in the core process of
the NIS
 Nurturing the Technology Transfer as an Industry
 Easing the access to R&D funds and Innovation
financing
53

54. Thank you for your attention!
54