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Bearing consulting   2012-10-31 - zagreb v1
 

Bearing consulting 2012-10-31 - zagreb v1

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Presentatition for faculty members at Zagreb University, 2012-10-31, on place management and development, European integration, smart specialization and regional economic growth.

Presentatition for faculty members at Zagreb University, 2012-10-31, on place management and development, European integration, smart specialization and regional economic growth.

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  • Vi som är här är Magnus Penker, Jan Snygg och Jörgen Eriksson.Vi undervisar alla tre vid den tredagarskurs i innovation management som vi ger genom DFK. Datum för kursen är 12-13 oktober samt 27 oktober. Jan Snygg är huvudlärare.Jag vill även nämna att Jan sitter i den svenska kommittén för standardisering av Innovation Management i Europa och deltar i standardiseringen av Innovation Management som ISO-9000 liknande verktyg.

Bearing consulting   2012-10-31 - zagreb v1 Bearing consulting 2012-10-31 - zagreb v1 Presentation Transcript

  • Place Excellence in the European Context Jörgen Eriksson - Miquel Barcelo – Lars-Göran Larsson Zagreb, October 31, 2012 “Vision without action is merely a dream. Action without vision merely passes the time. Vision with action can change the world.” - Joel Barker
  • Agenda1. Introduction Matija Derk (10 min)2. Perspectives Jörgen Eriksson (30 min)3. How to create growth Jörgen Eriksson (30 min)4. Europe Horizon 2020 Miquel Barcelo (60 min)5. Coffee break (20 min)6. How to implement Lars-Göran Larsson (45 min)7. Q&A / Discussion (45 min) 2
  • Presenting todayFöreläsare Jörgen Eriksson, Founding Partner in Bearing and adjunct Professor of Innovation Management, resides in France and consults internationally. Miquel Barcelo, PhD and Has since 1995 led a large number of associate projects related to innovation systems, Professor of business development, restructuring knowledge and R&D in Europe, Africa, the Middle economy. East and the United States. Former Director General of the Catalan Institute of Technology and former President of the 22@ Lars-Göran Larsson, Senior Advisor district in Barcelona. in Bearing, resides in Sweden and consults internationally. Currently engaged by the European Union as an expert on RIS3 to With more than 30 years advice countries on its experience, he has focused on local implementation. and regional innovation development, specializing on strategy and design of public-private partnership (PPP) based growth. 3
  • Places where we have worked 5
  • Perspectives Jörgen Eriksson
  • Croatia to enter the European UnionCroatia is set to become the 28th memberstate of the European Union on 1 July 2013. 7
  • The European perspective“Europe is facing a moment of transformation. The crises has wiped outyears of economic and social progress and exposed structural weaknessesin Europe s economy.In the meantime, the world is moving fast and long-term challenges suchas globalisation, pressure on resources, population ageing, areintensifying.”- Quote from Europe 2020 Strategy 8
  • The European perspectiveThe EU has set out its vision for Europe s economy in the Europe 2020Strategy, which aims at confronting structural weaknesses throughprogress in three mutually reinforcing priorities:1. Smart Growth, based on knowledge and innovation2. Sustainable growth, promoting a more resource efficient, greener and competitive economy3. Inclusive growth, fostering a high employment economy delivering economic, social and territorial cohesion 9
  • The European perspectiveInvesting more in research, innovation and entrepreneurship is at theheart of Europe 2020 and a crucial part of Europe s response to theeconomic crises.So is having a strategic and integrated approach to innovation thatmaximizes European, national and regional research and innovationpotential.It is about enhancing Europe s capacity todeliver smart, sustainable and inclusivegrowth, through the concept of smartspecialization. 10
  • Specialization in Europe 11
  • The European perspectiveA national / regional strategy for smart specialization (RIS3) can bedesigned following a number of practical steps:1. The analysis of the national / regional context and potential for innovation.2. The set-up of a sound and inclusive governance structure.3. The production of a shared vision about the future of the country / region.4. The selection of a limited number of priorities for national / regional development.5. The establishment of suitable policy mixes.6. The integration of monitoring and evaluation mechanisms. 12
  • Innovation“Based on knowledge and innovation”What do we mean withInnovation? 13
  • A definition of innovationInnovation is creative destruction, whereentrepreneurs combine existing elements innew ways… After Joseph Schumpeter (1883 – 1950) 14
  • What is Innovation? Innovation ? Innovation can be incremental or disruptive Train Car Airplane”Invention” => Innovation => Effect (Globally) 15
  • 4 Actors in an Innovation System 16
  • 4 Actors in an Innovation System • Education – Produce Talents • Research - Thought leadership 17 • Knowledge Transfer
  • 4 Actors in an Innovation System International linkages for ideas, student exchange, networking, for the benefit / purpose of the 18 innovation system
  • Quad HelixWhy “Quad” Helix? 19
  • 4 The triple helix dilemma… For 20 years we have used the traditional triple-helix model, describing the crossing of three worlds; academia, business and government In the photo above we can see triple helix spiral stairs from the cathedral in Santiago de Compostela in Spain. They all start on the ground floor and lead to different places. The photograph illustrates the real-world difficulties of making the business sector, the academic sector and government understand each other and 20 cooperate.
  • 4 The ”drain pipes”… Successful development can never thrive on an organizational set up where the traditional institutional borders look like the drain pipes. Instead, an open and innovative cross fertilization is the winning recipe. In summary: “context management” is a prerequisite. 21
  • 4 The Quad Helix model The Quad-Helix model recognizes that the drain pipe approach is not competitive It also illustrates the key importance of the central context management The Quad Helix model approach is at the core of our thinking 22
  • Key elements for creating business in an innovation system 23
  • The innovation systemHow to involve the privatesector? 24
  • The innovation system Hyper competitionWe live in hypercompetitive global markets 25
  • Some drivers of hyper competitionWhy hyper competition? Globalisation – less trade barriers and efficient transport (e.g. containers) Speed of hyper connected communication and the pace of modern business A new technology that has a serious impact on the status quo and changes the way people have been Disruptive Technologies something, perhaps for decades dealing with 26
  • World dominanceIn the year 1994, Motorola was world leader in (analogue) mobiles, seven years later Nokia was world leader in (digital) mobiles 27
  • From #1 to crises in less than three years…Why ? 28
  • Hyper competition“Either you innovate or you’re in commodity hell. If youdo what everyone else does, you have a low-marginbusiness. That’s not where you want to be.” Sam Palmisano, former CEO IBM 29
  • It is a matter of paceFor the private sector to beengaged and involvedrequires development of theregions, places, innovationsystem and clusters in a pacethat invites private actors atall stages of development 30
  • VisionThe importance of Visions 31
  • The Power of Visions“Vision without actionis merely a dream.Action without vision Visionmerely passes thetime. StrategyVision with action canchange the world.” Plans and implementation- Joel Barker, Futurist, Author 32
  • VisionA well known quote from Lewis Carrols Alice inWonderland, a children‟s book containing muchadult wisdom.“Alice: Would you tell me, please, which wayI ought to go from here?The Cheshire Cat: That depends a good dealon where you want to get to.Alice: I don‟t much care where.The Cheshire Cat: Then it doesn‟t much matterwhich way you go.Alice: …So long as I get somewhere.The Cheshire Cat: Oh, you‟re sure to do that, ifonly you walk long enough.” 33
  • Quad HelixImplementation 34
  • What is included in an innovation support system?Innovation centers are a key.This includes:• Technology transfer centers at Universities• Science parks• Industry Cluster Organisations• Business labs• Business Incubators• Business Acceleration Centers• You also need Investors and Venture Capital! 35
  • Key elements for creating of an innovation systemKey elements (or “assets”) as Finance Know-howthe base for creation of a Growth companies Venture andinnovation system industrial Incubator programs capital Start-up companiesInnovation centers are Business plan Entrepreneur Seedthe key: financing skills and training Business idea• Science parks• Business labs Patent• Incubation Pre-seeding Advice and scouting• Acceleration Innovation• Alumni organisations• Growth Research and education 36
  • A model for design and implementation of innovation systems Competitive „clusters of competencies‟ obtain strengths by mastering available resources, by constructing new capabilities, and by attaining access to clusters elsewhere and to global business networks. 1. Actors: Typically, clusters are constituted by innovative firms, R&D labs and supporting institutions, investors, and, as important stakeholders, resourceful clients, lead customers, other user groups. 2. Assets – particularly the capabilities for invention, original design and prototyping, and the related infrastructure of a cluster – are enablers of innovation. Clusters contain tangible as well as intangible capabilities. 3. Activities – above all the processes in support of innovation – are at the core of the cluster, communicate its rationale, and shape its success. 37
  • How to create growth Jörgen Eriksson
  • To achieve Place Excellence requires innovation 39
  • The work model to achieve Place Excellence Assets GovernanceActivities Actors 40
  • To achieve Place Excellence requires innovationWork with the tools of place management / place branding / placedevelopment……and with the RIS3 tools and processes from the European Union. 41
  • How to achieve Place ExcellencePlace Branding 42
  • Always start with your target marketsWhich are the target markets of your place? 43
  • Your Sweet Spot Defines Your Future Success Where your city meets What? target markets needs Where? in a way in which your Why? Competitive Customers’ competitors cannot How? places needs offerings 3 1 Sweet Spot 2 Sweet spot = unique spot How to protect/define boundary 1,2,3 Your own city assets and capabilities 44llis & Rukstad (2008). Can You Say What Your Strategy Is?, HBR (April 2008)
  • Beyond the Traditional Facts and Figures 45
  • How to achieve Place ExcellencePlace Management 46
  • Focus on the Innovative Place Managers! 47
  • You need to go Beyond OfficeSpace! 48
  • Seattle in the 1970s – a place in declineIn the 1970s Seattle became synonymous with urban decline 49
  • Seattle – example of successWorld class institutionsand companies based inSeattle:- Microsoft (Redmond)- Amazon.com- Starbucks- NordstromsToday, Seattle is one of the wealthier and most productive metropolitanareas in the United States. - Per-capita income is 25 percent above the average - Per-capita productivity is 37 percent above the averageCities like Seattle succeed by smart place management, by attractingtalented institutions and people who educate and employ one anotherand by building sustainable innovation systems. 50
  • With or without Direction…. 51
  • Winning Places Understand Trends and Place Climates 52
  • The changing place climate 53
  • What is around the corner? Place Managers must follow trends 54
  • Beyond knowledge of m2…. 55
  • How to achieve Place ExcellencePlace Development 64
  • Potential Competitors or Partners 65
  • Clusters are found Everywhere150.000 communities x 3 clustersin average in each = 450.000 clustersOnly 10 % survive on the internationalmarketplace = 45.000 clusters 66
  • Some European problems• More of the same – “A Culture of Sameness”• No clear and discussed visions and strategies• Minimum of benchmarking• A lack of place managers• Afraid of “the Big Bad Wolf” => the private sector• Target audiences unclear• No innovative place branding plans at all• No passion• Too little focus on talent attraction• Too much focus on ”Triple Helix” instead of ”Quad Helix” 67
  • Places must DifferentiateCompetition is so intense that we must hammer outmore precise niches 68
  • Build Bridges Beyond Borders 69
  • One of the most important Life Science Clusters in the World Talent Attraction is Frequently Prioritised Today• Life science organisations in Medicon Valley act in a global market where one of the most important factors for success is the ability to attract and keep skilled life science experts. If their presence in Medicon Valley—from corporate R&D to venture financing to production—is to be maintained in the years to come, the local scientific environments must secure a steady stream of highly skilled scientists and other potential employees. To attract the worlds best scientists and experts, our local universities must in interaction with the private companies provide an internationally competitive research and teaching environment that creates optimal individual opportunities for foreigners.• Medicon Valley Alliance has initiated a process with the aim of sharply improving the international attractiveness of Medicon Valley.---------------------------------------------------------------------------• Approx. 80 biotech companies• 20 pharma companies• 100 medtech companies• 7 science parks• 6 incubators 70
  • What to do then? You need an exciting and unique business direction!For Croatia, for the regions of Croatia and for the cities and towns 71
  • Horizon 2020EU Cohesion Policy and RIS3: A new vision Miquel Barceló
  • Europe Horizon 2020 - Content1. New EU Cohesion Policy for 2014-20202. What is RIS3?3. RIS3 implementation4. Horizontal approaches5. Case studies6. Conclusions 73
  • Europe Horizon 2020 1.New EU Cohesion Policy for 2014-2020 74
  • Cohesion PolicyOn 6 October 2011, the European Commission adopted a draft legislative package that willframe EU cohesion policy for the period 2014-2020.The Commission proposed changes to the way cohesion policy is designed andimplemented: • Deliver the Europe 2020 Strategy’s priorities of smart, sustainable and inclusive growth; • Maximise the impact of EU funding, "do more with less"; • Focus on results , not spending; • Simplification • Territorial cohesion; • Integrated programming;Funding ERDF ESF Cohesion EAFRD EMFF European European Fund European EuropeanInstruments: Regional Social Agricultural Maritime & Development Fund Fund for Fisheries Fund Rural Develop. Fund 75
  • Consequences of new regulation Common rules applicable to all funds1. Common principles applicable to all Funds. to maximise the impact of2. Thematic concentration on Europe investments 20203. Increased performance and conditionalities4. Ex-ante conditionalities to ensure effective implementation5. Ex-post conditionalities through6. Macroeconomic conditionalities research and innovation7. Common management arrangements strategies for smart8. Supporting integrated programming specialisation (RIS3)9. Increased use of financial instruments10. Monitoring and Evaluation11. Simplified and streamlined eligibility rules 76
  • The European Regional Development FundAIMSTo strengthen economic, social and territorial cohesion in the European Union bycorrecting imbalances between regionsDetailed priorities to increase focus on• research and development, and innovation;• Information and communication technologies;• climate change and moves towards a low-carbon economy;• business support to SME’s;• services of general economic interest;• telecommunication, energy, and transport infrastructures;• enhancing institutional capacity and effective public administration;• health, education, and social infrastructures; and• Sustainable urban development.Priorities• Less developed regions: at least 50% of ERDF resources to energy efficiency and renewables, innovation and SME support.• A minimum of 5% of ERDF resources for sustainable urban development. 77
  • The European Social FundAims:• Main financial instrument for investing in people• It increases the employment opportunities of European citizens, promotes better education, and improves the situation of the most vulnerable people at risk of poverty.The regulation proposes to target the ESF on four thematic objectivethroughout the Union: 1. promoting employment and supporting labour mobility; 2. promoting social inclusion and combating poverty; 3. Investing in education, skills and lifelong learning; and 4. Enhancing institutional capacity and an efficient public administration. 78
  • The Cohesion FundAims:The Cohesion Fund helps Member States with a GNI (Gross National Income) perinhabitant of less than 90% of the EU-27 average to invest in TEN-T transportnetworks and the environment.Priorities• will support investment in climate change adaptation and risk prevention as well as investment in the water and waste sectors, and the urban environment.• In line with the Commission’s proposals on the Multi-Annual Financial Framework, investment in energy would also be eligible for support, provided it has positive environmental benefits.• In the field of transport, in addition to the TEN-T network, the Cohesion Fund will contribute to investments in low-carbon transport systems and urban transport. 79
  • Budget for Cohesion Policy post–2013 80
  • Common rules applicable to all funds NEW EU MEMBER STATE 81
  • 2. What is RIS3-Research and Innovation Strategies for Smart Specialisation? 82
  • What is Smart Specialisation? What is Smart Specialisation ?• Evidence-based considering all assets = Differentiation: SWOT analysis (all types and problems in a region, incl. External of assets), competitive advantages, perspective / internal / global market potential for excellence, opportunities (critical mass? Opportunities? = Concentration of resources on priorities, excellence? cooperation? Value chains?) problems and core needs (no sprinkler• No top-down decision, but dynamic principle, no picking the winners, yes to /entrepreneurial discovery process catalytic investments) uniting key stakeholders around shared = Place-based economic transformation: vision rejuvenating traditional sectors through• Mobilisation of investments and higher value-added activities, cross-sectoral synergies across different departments links, new market niches by sourcing-in and and governance levels (EU-national- disseminating new technologies rather than regional) re-inventing the wheel; exploiting new forms of innovation• All forms of innovation – no only technology driven 83
  • What is RIS3?Integrated agenda for regional economictransformation, strengthening RTD, innovation andincreasing access to ICT and its use • Based on SWOT analysis (including ICT) • Concentrate resources on a limited set of priorities • Encourages private investment in innovation • Monitoring and review system • If thematic objective 2: Chapter on digital growth: balance of support to the demand and supply of ICT technologies; objectives "e-“ + derived from the NRPs: national level multi-annual plan for budgeting and prioritisation of investments linked to EU priorities. 84
  • RIS3 based on 4 CsCompetitive advantage: match R&I potential with business needsand capacities & develop cross-cutting links between sectors ; adoptionof technologies (cutting-edge / tested) to for specialised diversification ofsectorsChoices (tough ones): select few priorities on basis of specialisation& integration in international value chains.Critical mass of resources & talent: cooperation between regionsby avoiding duplication and fragmentationCollaborative Leadership: involve key stakeholders from academia,businesses, public administrations and civil society ("quadruple helix") forefficient innovation systems & synergies between funding instruments(EU, national, regional) 85
  • 3.RIS3 implementation 86
  • RIS3 is a process … … to identify areas of specialisation and differentiation What do they Clients need? Markets With whom to Cooperation (value cooperate? chains)Money Who are your Enterprises customers / Enterprises competitors? Enterprises Services Is there critical Research mass / excelence? Knowledge Technologies Creativity Talents 87
  • Check-box to assure successful proposals1. Appropriate stakeholder involvement? How does it support the entrepreneurial discovery process of testing possible new areas?2. Evidence-based? How have areas of strength and future activity been identified?3. Innovation and knowledge-based development priorities? How have potential areas of future activity been identified? How does it support the upgrading of existing activities?4. Appropriate actions identified? How good is the policy mix?5. Is strategy outward looking? How does it promote critical mass/ potential?6. Synergies between different policies and funding sources? How does it align/leverage EU/national/regional policies to support upgrading in the identified areas of current and potential future strength?7. Achievable goals set to measure progress? How does it support a process of policy learning and adaptation?8. Conform with CP ex-ante conditionality? Which advice can be given to improve the strategy? 88
  • Important remarks about the new rules• Only SMEs … Large companies only in relation to Research, Development and Innovation -Art.3 (ERDF Reg.): "The ERDF shall support productive investment, which contributes to creating and safeguarding sustainable jobs, through direct aid to investment in SMEs"• No investment in physical infrastructures in developed regions -Art. 3 (ERDF Reg.): "In more developed regions, the ERDF shall not support investments in infrastructure providing basic services to citizens in the areas of environment, transport, and ICT"• Synergies with Horizon 2020 -Art. 55.8 (CPR Reg.): "An operation may receive support from one or more CSF Funds and from other Union instruments, provided that the expenditure item included in a request for payment for reimbursement by one of the CSF Funds does not receive support from another Fund or Union instrument,…"• Internationalization -60.2 (b) (CPR Reg.): "The total amount allocated under the programme to operations located outside the programme area does not exceed 10% of the support from the ERDF…"• Interregional and transnational cooperation -Art. 87.2 (c) v (CPR Reg.): "An Operational Programme shall set out the contribution to the integrated approach for territorial development set out in the Partnership Contract (Agreement), including the arrangements for interregional and transnational actions with beneficiaries located in at least one other Member State" 89
  • Who prepares the RIS3?The actors in an innovation system:"knowledge triangle" & "triple / quadruple helix" Enterprises, SMEs, innovators Research NGOs, consumers / centres, universiti users ... es National/Regional You! Clusters, business authorities ... networks ... investors, Regional incubators ... development 90 agencies,
  • Calendar for RIS3 and negotiations for the OPs OPs Operational Programmes 91
  • Key Milestones Common Strategic Partnership Operational Framework Agreements Programmes July 2012: Europe 2020: Country specific recommendations & assessments of national reform programmes Early 2013 • Adoption of the Structural Funds regulations, • Common Strategic Framework + 3 months (2nd trimester 2013): • Partnership agreements: needs analysis + conditionalities (RIS3) • Operational Programmes including actions for RIS3 Start the RIS3 process now! 92
  • 4.Horizontal approaches 93
  • Horizontal approaches• Clusters• SMEs• Research Infrastructures• Universities-enterprise cooperation• Digital agenda• Key Enabling Technologies• Cultural and Creative Industries• Internationalisation• Financial engineering instrument• Innovative Public Procurement• Green growth• Social innovation 94
  • Clusters• Clusters are powerful instruments for fostering industrial competitiveness• Policy makers worldwide use them as building blocks for implementing RTD, innovation and industrial policies.• Clusters offer a huge potential to implement Smart Specialization Strategies (S3)• Clusters can be used in the design or implementation phase of RIS3 • Design: To identify regional strengths and assets, set priorities and make the right decisions • Implementation: To allow focus, achieve new competitive advantages and quickly contribute to RIS3 objectives.• Barriers: • developing clusters need local leadership and political courage to do decisions. 95 • Identification of regional strengths is not trivial. Thorough analysis is required.
  • Clusters An answer to a demand by local companies and the result of a bottom-upprocess. Agents between people and organisations to generate ideas andprovide potential for new business opportunities. The cluster organisations in Northern Central Sweden: Critical successfactors by creating an infrastructure for project development and developinginteraction between corporate research and universities. ERDF: € 1.302.000Cluster links over Europe (CLoE, Karlsruhe 2005):www.clusterforum.org/en/about_cloe.html Pilot project of the Regions for Economic Change initiative - Good mixture ofdeveloped and less favoured regions. Sustainable impact on the institutional regional actors in the "cluster scene" + theentrepreneurs who want to go international; Transnational contacts between clusters continue after the conclusion of thisproject, 20 clusters + initiation of many activities under FP7 Regions of Knowledgeand CIP programmes. Budget: €1.808 million (€800,000 ERDF) 96
  • SMEs• SMEs at the centre of the creation of jobs and growth at regional level.• SMEs key players in introducing new product/services into the market.• Entrepreneurship necessary to assure that ideas are turned into growth and jobs• Regional policy should assure the right mix of financial and non-financial support to assist entrepreneurs.• SMES will be at the core of the Cohesion Policy for 2014-20 – Notably enhancing the SMEs capacity to invest 97 in R&D, innovation and entrepreneurship.
  • SMEsifex: Initiative for Start-ups and Business Transfer – Baden-Württemberg, DE (European Enterprise Awards Winner in 2006) Online portal for start-up and business transfer policies, giving access to 1,400providers to tailor-made educational and support services to specific target groups(schools, universities, women, ethnic and minority groups). A permanent Unit in the State Ministry of Economic Affairs and managing thenation-wide “German Agency for Women‟s Start-ups” on behalf of three federalMinistries.Units for Intellectual Property Promotion (UIPP) PT, ERDF (2001-2007)Bringing the National Patent Office closer to companies and universities.Services to researchers, students and to SMEs for pre-diagnosis of IPR needs. Training, awareness activities and seminars, IPR advertising anddissemination, technical assistance and advice by specialists. Partnerships network between 2 business associations, 10 universities, 7technological centres and 3 science and technology parks.2001-2007: the number of hi-tech patent applications to EPO per millioninhabitants increased from 0.4 to 7.5 in PT (European Innovation Scoreboard). 98
  • Research Infrastructures• Research infrastructures (RIs) are a driving force behind innovation.• There are at least 300 RIs in Europe, with high international visibility and staffed with world-class researchers.• RIs is a driving for new ideas, solutions and innovations.• The European Strategy Forum for Research Infrastructures (ESFRI) is consolidating a vision for RIs in the near future, setting priorities and roadmap.• Regional policy is exploring how to provide financial support for the construction of future RIs. 99
  • Key Enabling Technologies (KETs)• 6 technologies conforms the KETs : 1. Micro/nano-electronics 2. Photonics 3. Nanotechnology 4. Biotechnology 5. Advanced Materials 6. Advanced Manufacturing systems• KETs are strategic in terms that they enable process, goods and service innovation throughout the economy and are of systemic relevance.• KETs will be one of the investment priorities for the ERDF. 100
  • Cultural and Creative Industries (CCIs)• Investing in CCIs have a significant impact on smart, sustainable and inclusive growth.• CCIs have a role in unlocking the creative and innovative potential of a region, promote growth and qualified jobs.• Digitalisation and globalisation offers great opportunities for the sector, but it is also necessary to develop new skills, upgrade equipment, develop new production/distribution methods and achieve successful business models• ERDF will support projects in this domain. 101
  • Cultural and Creative Industries (CCIs)Debrecen, HU – Creative Industry Incubator The university of Debrecen set up a Creative Industries Incubator in 2009 Hosted in a former Soviet Army Camp (transformed into a top-notch facility offering offices, attractive operation conditions, access to high-tech equipment). By February 2010 85% of space was rented out to young and start-up companies as well as spin-offs from the University at well below market rates The incubator proved to be highly popular particularly among high-tech ICT for which it provides a steady flow of knowledge and human resources from the university, which is next door. 102
  • Internationalization• Internationalisation is a crucial component for RIS3, due to – EU-enterprises can benefit from offshoring and outsourcing. – Emerging countries can challenge EU-enterprises – Internationalisation spurs strategic alliances, joint research, M&A, etc• Internationalization is about market and technology intelligence aiming at how RIS3 is able to resist global competition.• SMEs do not exploit the full potential of selling in external markets.• For the period 2014-20, the EC will launch the COSME Programme –Competitiveness of Enterprises and SMEs to the improvement of access to markets inside the Union and globally. 103
  • Public Procurement• The public sector have a role to stimulate demand for innovative, affordable and high- quality solutions.• Public procurement should be involved in the acquisition of innovative products and services, even in the pre-commercial phase to stimulate innovation and market demand pull.• US Small Business Innovation Research scheme (SBIR) is 20 times bigger than in the EU, and US firms benefiting from it have better access to private venture capital.• Public procurement strategies should be incorpored as a RIS3 component.• ERDF will permit the strategic combination of investment in R&D and public procurement 104 schemes.
  • Public ProcurementEast of England pre-commercial procurement for health care innovations May 2009: first pre-commercial procurement of an innovative process, material, device, product or service to help meet current health priorities in the region; ERDF funded initiative: Up to £100,000 was awarded for winning tenders in a first phase with the potential of further financial assistance to develop and evaluate projects in a second phase. The aim is to provide procurement opportunities for innovative health care businesses and bring the benefits of new innovations and technologies to patients. 105
  • 5. Case StudyBarcelona Tech Technology CenterUniversitat Politècnica de Catalunya 106
  • Barcelona Tech Technology CenterTechnology Transfer and Business Orientation for R&D institutions and universities 107
  • Barcelona Tech Technology Center 108
  • Barcelona Tech Technology CenterTechnical details• Client: Universitat Politècnica de Catalunya• Place: Barcelona• Year: 2009-ongoingResults of the collaboration• Design of the new institution• Success in the presentation to the 19 laboratory leaders• Actual creation of the Centre• Growth and development of the institution,• 5 year roll-out of the institutional plans• 6 staff and increasing• Access to funding 109
  • Example project22@ Barcelona 110
  • Innovative Urban Areas (IUA) and Innovative EcosystemsIn old districts that can be renewed and revitalized, or in new areas available for bold development, cities have theopportunity of creating innovative urban areas that concentrate scientific and business talent in an attractive andlively urban environment. A constant dialogue between residential, cultural, economic and S&T activities is at the coreof the IUA model. A fruitful and coherent dialogue between the physical aspects (urban planning, infrastructure,architecture), the content (companies, R&D centers, universities, incubators, etc) and the relationship networks iscrucial during the design, construction and steady-state phases of the project. 111
  • We have the model and the hands-on experience necessary for the long-term success of Urban Innovative Areaprojects, designing, developing and managing science&technology parks, smart districts and new campus initiatives. 112
  • The old Poble Nou industrial district was suffering a long process of de-industrialization and urban decay since the 1960s. After the Olympic Games andthe recuperation of the sea front, an important group of businessmen,engineers and intellectuals proposed an alternative vision for the Poble Nou,based on the knowledge economy, which would attract business with low-impact, in accordance with XXIst century industry. Miquel Barceló, President ofInnopro Consulting, was part of this group, participated in the discussions withthe Mayor and became President of the 22@, leading all aspects of the urban,S&T and business developments.22@ served as the model and offered the large-scale hands-on experienceInnopro has now capitalized. The dense, complex, diverse, green, innovative,high-tech city designed and built in 22@ has impregnated all subsequentInnopro projects. The clustering strategy, bringing together business, publicadministration, university and R&D and the civil society around the sectors ofMedia, ICT, Medical Devices and Pharma has guided the attraction anddevelopment of all knowledge and business development of 22@ since 1999.Technical details Client: 22 @ BCN, S.A.U. (City Council) Place: Barcelona Year: 2004-2007 Team: Miquel Barceló (President 22 @ 2004-2007)Results of the collaboration - Urban Renewal: 1.323.000 m² new floor (70% business, 18% housing and 12% public facilities) and 114.000 m² of green areas. - Economic Renewal: Aggregate revenue 6.000M€, 1.502 companies, 40.000 new employees, 25.000 university students. - Social Renewal: 1.500 Public Housing Units, 12 R&D centers, workforce with 77% graduates. 113
  • 6.Conclusions 114
  • Key issues to remember• New Structural Funds & Rules for the period 2014-20• RIS3 as the key methodology for ex-ante conditionalities• Projects submission will take place along 2013• Sectors identified in the Horizontal approaches could be a source of inspiration• We are ready to support you.• And … 115
  • Key issues to remember… When to start the process? Now! 116
  • How to implement Lars-Göran Larsson
  • The work model to achieve Place Excellence Assets GovernanceActivities Actors 118
  • Implementation of Europe Horizon 2020 Growth StrategyImplementation must start by establishing amulti-level-governance structuresecuring the seamless coordination from; AssetsNational – Regional – Local levels.Development of the regional leadership Governance- A case study Activities ActorsDraw the map – Where do we stand today?1. How competitive are we as a region? • Comprehensive research, fact based analysis and bench-mark of ie; • Business competitiveness, do we grow? • population in job, talent matching, value-add development etc. • Living attractiveness • Visitors and tourism • Direct investments... identify the grounds from where we start! 119
  • Implementation of Europe Horizon 2020 Growth StrategyMajor challenges faced at start Assets1. Lack of coordination in the growth supporting system (many disparate actors) Governance2. Unify the political leadership agenda and acquire a solid mandate Activities Actors3. Tear down barriers and borders4. Change of attitudes to become including and cross sectorial committed 120
  • Implementation of Europe Horizon 2020 Growth StrategyImplementation must start by establishing amulti-level-governance structuresecuring the seamless coordination from; AssetsNational – Regional – Local levels.Development of the regional leadership GovernanceMap the present regional growth support system Activities Actors1. Do we have an agreed and committed lead star for what we are aiming at?2. Do we have an agreed and committed work model for how we get there?2. What does the regional and local support system look like?3. Are the regional and local support systems organised efficient enough?4. How does this tie in to the national, regional and local levels? 121
  • Implementation of Europe Horizon 2020 Growth Strategy EU Horizon 2020 Frame Work Country • National Innovation Strategy • Regional Development Programs Region • Regional Innovation Strategies • Regional Development Plans LocalCommunity • Local Development Plans ... a bottom up and top down cooperative process 122
  • A successful innovation policy emanates from… … a firm understanding of the conditions for regional business dynamics and awareness of cluster innovations gaps … focusing the innovation strategy to ”bridges and traffic” … the start of processes in small scale and by small funds … stimulating establishment and fostering of clusters as important development tools Cluster dynamics Regional dynamics 123(Courtesy: Sölvell & Lindquist, Stockholm School of Economics, 2012)
  • The dream of dynamic clusters... Research & Authorities Scientific organisations Industry/Business $ Capital Educational providers institutions 124(Courtesy: Sölvell & Lindquist, Stockholm School of Economics, 2012)
  • …in reality, we find many severe gaps - the 7 innovations gaps... Global market gap Authority gap Science gap Gap between companies Education gap $ Capital gap Gap between clusters 125(Courtesy: Sölvell & Lindquist, Stockholm School of Economics, 2012)
  • Implementation of Europe Horizon 2020 Growth StrategyHow to create better output from the regional support systems?• Common regional vision and goals• Common regional innovation strategy• Harmonisation with local goals and strategies• Very close involvement and commitment from the University andother talent providers• Systematic development of bridges for commercialisation ofresearch, knowledge and SME business development 126
  • Implementation of Europe Horizon 2020 Growth StrategyImplementation key’sFocus:• Visualisation of the regional strategy• Regional growth in focus by introduction of an innovation driven work modelWork model:• A clear work model to be developed jointly by all regional actors• Clear responsibilities and tasksPolitical involvement and anchoring:• Establish formal procedures and bodies necessary for political anchoring and decision makingDemand/market driven structure:• Secure a demand and business driven attitude in the system• Involve the Industry early in the process 127
  • Implementation of Europe Horizon 2020 Growth StrategyIdentify, organise, make visible and available...all relevant supporting stake holders in the PPP context • The regional network of publically financed growth actors that has the mission to support and develop innovation driven local and regional business development • The show cases, market forums and arenas where ideas and entrepreneurs in different phases of development can be navigated to the most appropriate support actor • The efficient use of the overall resources for business development 128
  • Implementation of Europe Horizon 2020 Growth StrategyThe Process1. A creative series of “including” workshops.2. All local and regional key actors and stakeholders jointly develops the regional business and innovation system model3. National Agency for Economic and Regional Growth All competences participation cooperate towards4. Analysis, baseline definition and common goals and vision cross functional exchange of missions, experiences and goals5. Inspiration lectures, team work and individual work in between the workshops 129
  • Implementation of Europe Horizon 2020 Growth StrategyThe regional business model• Creation of a common brand for regional growth• Concrete and coordinated work model for all actors in the growth supporting system• Common ”tools” and coordinated project office• Clear roles and responsibilities• Cross functional and cross organisational work processes 130
  • Implementation of Europe Horizon 2020 Growth StrategyRegional Innovation Strategy (RIS) isthe foundation for creation of aninnovation based work model… this facilitates :• A systematic and conscious efficiency of the supporting system for growth – a ‟business eco-system‟• Optimal prioritisation of internationally competitive focus areas• Development of strong cluster initiatives• ”Smart” specialisation in line with EU definition 131
  • Implementation of Europe Horizon 2020 Growth StrategyGovernance model – Including and embracing Civil society and business life Local actors Regional actors Business Region model & project support office 132
  • We need to create bridge builders to close the gaps $ 133(Courtesy: Sölvell & Lindquist, Stockholm School of Economics, 2012)
  • 4 The ”drain pipes”… The root to all inefficiency… … the sectoral drain pipe 134
  • Regional Business Process Governance System (This is an example – The individual process defines the specific case)Political anchoring Process management Support areas Regional cross Co-ordination, Prioritisation, (cross work flow processes) sectoral growth Financing, Project office system Chairman forum Process management Project Office Business development Regional council & University Regional government Regional market Local government Entrepreneurship County administration Process development group Innovation environment Process managers. & Process flow managers Financing Regional Council County Council Local Communities Direct investments & new establishments Science Parks Incubator/s University Visiting & tourism National Finance Market Communication, Promotion & Events 135
  • Cluster organisations as neutral bridge builders 1. Change of standards to stimulate alertness, changeability and collaboration 2. Creation of venues and forums to stimulate interaction between actors 3. Creation of a shared vision and a ”common language” 4. Building infrastructure and ”traffic” for improvement of the innovative climate 5. Create innovation projects that crosses over actors traditional borders 6. Connect the region and its clusters to global value chains and markets ... don‟t underestimate the “coffee break effect” 136(Courtesy: Sölvell & Lindquist, Stockholm School of Economics, 2012)
  • Implementation of Europe Horizon 2020 Growth StrategyResponsibilities anchored in market and demands Target Basic groups demands DEMAND Local services Structured processes Work model Follow up Communication Evaluation Supporting Regional activities services 137
  • Implementation of Europe Horizon 2020 Growth StrategyLead by common commitments… Common vision, strategies and goals Consensus CooperationReliance Humbleness... qualitative and quantitative goals willbe met in symbiosis with EU Horizon2020 agenda 138
  • Bearing on the web Read more about what we do on the Bearing homepage www.bearing-consulting.com Bearing has a blog with an active debateblog.bearing-consulting.com 139
  • INNOVATE - EXECUTE™Innovation is creative destruction, where entrepreneus combineexisting elements in new ways... – Joseph Schumpeter (1883-1950) 140